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SAS’ solutions and technologies have proved to be a pivotal tool for companies operating across a growing number of verticals

EDMI 80 Reacting to the needs of energy customers globally

ALARGAN INTERNATIONAL 96

Building an industry, not just a home

GLOMAR OFFSHORE 108 Preparing for today’s and tomorrow’s opportunities

TRANS-ASIA PIPELINE SERVICES 114

Evolving as a global and dependable entity

EME OUTLOOK ISSUE 10 ALSO FEATURING: COP21 | KALYAN HOSPITALITY DEVELOPMENT LTD | BRITANNIA MINING INC


grows and exports THE PJ DAVE GROUP

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W E L C O M E Mind the Continental Gap

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The globalisation cliché is one often banded about in discussions about industrial or business development, but is a literally evident notion in Europe & SAS’ solutions and technologies have proved Middle East Outlook’s first edition of to be a pivotal tool for companies operating 2016. across a growing number of verticals Naturally bridging two regions via the publication’s merger in late 2015, the connotations that have been brought about in regards to international crossovers and the role of multinational enterprises have been extensive, and are the focal point of this month’s leading profile. SAS has signalled its intentions for 2016 by capitalising on analytics as a major decision-making tool to be utilised by the global business fraternity, and has begun its global saturation with a concerted focus on the Middle East and Africa in particular. The Company’s executive team took the time to share with us their intercontinental vision for the coming 12 months, and the core trends facilitating such expansion. Gilat Satcom and EDMI provide further integration between EME and our sister Africa Outlook and Asia Outlook publications in the tech space, complemented by similarly multinational protagonists, Kalyan Group, Janus Services and Alesco Risk Management Services. It is rather apt then, that our most saturated sector delved into this January derives from a partnership formed with one of the world’s most significant industry-specific expos; Gulfood. Hemani General Trading, Dandy Company, Salalah Macaroni and Heidi Chef all attended the annual event and shared with us the knowledge they imparted, and the lessons they learned. Completing our bimonthly company showcase assortment, a balance of European and Middle Eastern market leaders share their success stories; Alargan, Al Gurg Paints and Trans-Asia Pipeline Services comprising the latter. The former documents the rapid rise of GloMar Offshore, as well as the significance of resource specialist, Britannia Mining, who epitomise the need to stay on top of industry trends in an ever-evolving business world. Their collaboration with Everledger will be an ongoing story in EME Outlook over the course of 2016 and sets the tone for a front-of-book selection which sees global labour conditions, advanced technologies and eco efficiency as other key trends to monitor over the coming Matthew Staff 12 months. Editorial Director, Outlook Publishing Happy New Year and enjoy the issue! EDMI 80 Reacting to the needs of energy customers globally

ALARGAN

INTERNATIONAL 96 Building an industry, not just a home

GLOMAR OFFSHORE 108 Preparing for today’s and tomorrow’s opportunities

TRANS-ASIA PIPELINE

SERVICES 114 Evolving as a global and dependable entity

EME OUTLOOK ISSUE 10 ALSO FEATURING: COP21 | KALYAN HOSPITALITY DEVELOPMENT LTD | BRITANNIA MINING INC

EDITORIAL Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Deputy Editor: Emily Jarvis emily.jarvis@outlookpublishing.com

PRODUCTION Production Manager: Daniel George daniel.george@outlookpublishing.com Art Director: Stephen Giles steve.giles@outlookpublishing.com Advertising 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 Sales Managers: Eddie Clinton eddie.clinton@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com Heads of Projects: Arron Rampling arron.rampling@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Project Managers: Ben Foster ben.foster@outlookpublishing.com Callum Philp callum.philp@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Joshua Mann joshua.mann@outlookpublishing.com Kane Weller kane.weller@outlookpublishing.com Sammy Wilkinson sammy.wilkinson@outlookpublishing.com Stuart Parker stuart.parker@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Admin Assistant: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Katie Park katie.park@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

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In this issue of EME Outlook...

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NEWS

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GLOBAL LABOUR CONDITIONS A Perfect Fit for Sustainable Manufacturing

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All the latest top stories across the month from Europe & the Middle East

Introducing the Sustainable Apparel Coalition

SCHNEIDER ELECTRIC The Next Big Thing in Oil & Gas Using technology to gain a competitive edge

S E C T O R F O C U S

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ENERGY & UTILITIES Coming to Terms with Climate Change Targets What the Paris Agreement means for UK renewables

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


T E C H N O L O G Y

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SAS MEA Decisive Analytics for Regional Business Leaders

Helping the world to understand the value of business analytics

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DANDY COMPANY LTD Qatar’s Dairy Experts

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JANUS SERVICES BV Big Plans for Big Brands

72 76 38

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GILAT SATCOM Enabling Connectivity with Value-Added Solutions

Striving to play a big role in Africa’s technology-driven future by investing in its service offering

KEY INFORMATION TECHNOLOGY (KIT) Generating Value for Valued Customers

Taking a versatile and flexible approach to IT solutions

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Keenly focused on a five-year plan for regional expansion

Offering its taste of the future with a continued focus on the customer

SALALAH MACARONI COMPANY Passionate about Pasta

OMANI VEGETABLE OIL DERIVATIVES CO. LLC Placing Oman in the Spotlight

KALYAN HOSPITALITY DEVELOPMENT LTD Making History in Africa and Beyond

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ALESCO RISK MANAGEMENT SERVICES A Truly Personal Service A single point of access for an increasingly global clientele

MANUFACTURING

GURG PAINTS 124 AL Staying True to Colour

MINING INC. 128 BRITANNIA Holistic Solutions in the Information Age

Utilising state-of-the-art technology in the natural resource commodities trading market

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ALARGAN INTERNATIONAL REAL ESTATE Affordable Innovation

Building an industry, not just a home

Fresh perspectives from decades of expertise

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MINING & RESOURCES

GULFOOD 2016 International Flavours Meet World-Class Businesses

HEMANI GENERAL TRADING LLC Realising a Vision

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Evolving as a global and dependable entity

The world’s biggest annual food and hospitality show returns

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TRANS-ASIA PIPELINE SERVICES Experienced and Excellent

Striking a balance of wisdom and modernism

F O O D & D R I N K

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Creating additional growth opportunities through value-add services

A base for nationwide social and economic development

Reacting to the needs of energy customers globally

Preparing for today’s and tomorrow’s opportunities

HEIDI CHEF SOLUTIONS Raising Premium Baking Standards

C O N S T R U C T I O N

EDMI LTD Aligning with Global Smart Energy Ideologies

OFFSHORE 108 GLOMAR Diversity at Sea

Early successes provide a taste of things to come

Taking an entrepreneurial approach to ensure business growth

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SHIPPING & LOGISTICS

MASAOOD BERGUM 104 AL Building a New Benchmark

Capitalising on Qatar’s growing investment portfolio

E V E N T

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MIDDLE EAST INSURANCE FORUM (MEIF 2016)

Bringing together takaful and insurance providers who strive to meet market needs of the future

PLASTIVISION ARABIA 138 The region’s finest showcase of plastic processors and manufacturers

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of smaller construction projects are currently designed for high performance. This presents a huge opportunity to create change across the industry.” The positive news is that technology is already available to tackle this problem and help make better buildings. Advances in cloud computing and physics simulation have made software for highSefaira is revolutionising the architecture and building performance building design more sectors with its software, which allows building designers accessible and cost-effective. A to access real-time insights into a construct’s energy smarter use of design software and performance and the different design options available techniques offers savings between Improving the energy efficiency of 42 and 87 percent of the energy also growing rapidly. In fact, global buildings to help reduce the impact building stock is expected to increase required to keep buildings running. on climate change must be a priority by 24 percent between 2013 and 2023. With 60 percent of the world’s for the construction industry this “Buildings are already responsible building stock due to be built or year. This is according to Mads rebuilt between now and 2030, for about a third of the world’s Jensen, CEO at Sefaira, a Company this presents a great opportunity greenhouse gas emissions; increased that is revolutionising the building to have a major impact on global urbanisation could potentially see this design process by giving designers rise more, unless we make a change to greenhouse gas emissions. There access to real-time insights into the the way buildings are designed,” says is no reason why developers can’t energy performance of buildings make these buildings as efficient as Jensen. “Whilst significant progress is during the early design phase. being made to make large construction possible by making the most of the With the global population rising, projects more sustainable, it’s latest technological advances. the demand for more buildings is The challenge is finding a way estimated that only five percent to implement this change across the construction industry globally. Mads Jensen - CEO, Sefaira Attempts have been made to tackle this with regulation, but none have been sufficiently ambitious or successful. “With the cost of energy so low developers don’t have an incentive to invest in building analysis or more efficient building materials to lower a building’s operating costs. Therefore, more needs to be done to encourage them to create more sustainable designs. Whether regulators choose to use incentives for companies that exceed efficiency targets or penalties for those who don’t, the tools and technology are available, meaning now is the time to maximise these opportunities and create a more sustainable future,” Jensen summarises.

Putting the Spotlight on High-Performing Buildings

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E X H I B I T I O N S

India & Pakistan Tipped as Growing Markets for Health Foods The UAE has climbed to become the fifth largest export market for Californian almonds and the domestic market is growing, according to The Almond Board of California. Figures released by the Board show the UAE is now importing almost 100 million pounds of the health-giving Californian nut a year; narrowly short of India’s 124 million pounds import tally that puts the Subcontinent giant in third place as the State’s most

E X H I B I T I O N S

Regional Farming Operations in Gulfood 2016 Spotlight North American food production and distribution giant, Del Monte Foods, is looking to own farms in Jordan and Saudi Arabia to expand its vertically integrated model aimed at established quality process control for its expanding overseas markets. The news comes as Del Monte, which already operates farms in Turkey and the UAE, is planning a major promotion at next month’s Gulfood exhibition. “More than a specific product or

important almond importer. “The Almond Board of California is excited at the potential of almonds in this market as our products significantly add to the diet quality of the African and Middle East markets. Pakistan is also emerging as an important destination for California almonds,” says a Board spokesperson. With almonds growing in popularity as a healthy snack and ingredient, the Board will mount a major trade engagement push at February’s Gulfood exhibition, the world’s largest annual food and hospitality trade show. The Board has now identified the Middle East as one of three “priority

regions” for trade development and is planning to launch a regional market development programme. “Our programmes bring together the three legs of market development, namely market access, trade stewardship and marketing,” the Board spokesperson added. “Gulfood is now acknowledged as a real trend-tracker for product and service demand right through to import / exporter indicators and this year is no exception as the show delivers more tastes, more trends and more trade,” explained Trixie LohMirmand, Senior Vice President, Exhibitions & Events Management at Dubai World Trade Centre.

service, we are excited to showcase our increasing involvement in regional farming operations, growing fresh produce on off-soil technologies as well as from the ground,” said a Del Monte spokesperson. “We want to grow awareness of the fact that we are not only producers and distributors but also growers.” Del Monte, which operates a regional headquarters in Dubai, says its future regional strategy remains fixed on product diversification and geographic expansion to meets it aim of growing, producing and distributing premium quality products. “The biggest trend in the global F&B industry would probably be the

rise of health consciousness among consumers,” said the spokesperson. “Del Monte is continuously launching new product categories and line extensions to match this growing demand. Our fresh-cut fruits and vegetable ranges satisfy today’s health and wellnessconscious consumers with a level of convenience that fits perfectly into their increasingly active lifestyles.” Del Monte says 2016 will be a key expansion year for the company with the launch of new B2B and B2C product categories and services - a selection of which will be in the Gulfood spotlight. For more information, visit www.gulfood.com

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TSC Expands LocationBased Services in MENA Region

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Oil Prices Unlikely to Climb above $40/bl Average in 2016 Oil prices are unlikely to rise above an average of $40/bl this year, putting additional pressure on governments and energy companies to cut their capital costs further, according to 51 percent of respondents to a GI Survey of 250 energy industry professionals operating in the UAE. Oil prices fell to a 12-year low this month, as OPEC’s policy to maintain market share - a move that has contributed to falling oil prices - has not weakened output from nonOPEC producers, including US shale operators. The oversupply is set to continue in 2016. OPEC President Dr. Kachikwu said an emergency OPEC meeting may be called during the first quarter of this year to address the negative economic impact of sliding oil prices. Lower oil prices have taken a hefty toll on governments whose budgets are heavily supported by energy revenues, including OPEC members. Oil & gas companies are also slashing expenditure and increasing staff redundancies in the Gulf and beyond.

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TeleCommunication Systems Inc. (TSC), a world leader in secure and highly reliable wireless communication technology, has expanded its presence in the Middle East by adding two of the largest mobile network operators in the region to its customer portfolio. With more than 22 million mobile subscribers combined, the two mobile network operators are utilising TCS’ Location-Based Services (LBS) solutions to meet the rapidly growing demand for mobile internet offerings in one of the strongest markets for smartphone growth worldwide. The announcement comes as a reaction to a rise in smartphone shipments across the MENA region, which totalled 155 million units in 2015; increasing 66 percent year-on-year during the first quarter of last year, according to recent figures announced by the International Data Corporation (IDC). Research conducted by GSMA Intelligence’s research division supports this trend, predicting in its 2014 report that Middle East and North Africa will become the fastest growing market in the world for mobile data traffic.

C O N S T R U C T I O N

IConstruction Equipment Rental Market Forecast to Grow According to a new report, the global construction equipment rental market - spurred on by the rapid growth of the construction industry - is forecast to grow at a healthy CAGR of more than seven percent between now and 2019. Leading construction equipment manufacturers, like Caterpillar and Komatsu, are now offering rental services to construction companies. Moreover, many companies prefer to rent equipment from manufacturers because of the additional services provided by them. Therefore, this trend is expected to gain more prominence in the coming four years. Upcoming trends such as the introduction of fleet management software service by leading OEMs are rapidly gaining popularity as they provide equipment-related information to the end users. This software provides information pertaining to equipment wear out, preventive maintenance forecasting, commercial repair tracking, and accident tracking. This information helps to reduce the operating and maintenance cost of construction equipment and also provides real-time information on the replacement of any particular attachment.

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


H E A LT H C A R E

C O N S T R U C T I O N

Rigshospitalet Collaborates with BONESUPPORT on Bone Tumour Treatment Research

AECOM and Pininfarina Win Istanbul Airport Design Competition İGA has crowned an innovative design by AECOM and Pininfarina as the winner of an international design competition for the regional Air Traffic Control (ATC) tower and technical building at the Istanbul New Airport. The win marks AECOM’s first collaboration with Pininfarina, the design house renowned for its car designs for Ferrari and Alfa Romeo, among others. The collaboration combines the expertise of AECOM’s architectural and engineering teams with Pininfarina’s distinctive architectural style that epitomises speed and movement, influenced by automotive design.

The chosen design is inspired by the tulip, a unique cultural symbol of Istanbul; unconventionally marrying influences from the aviation and automotive sectors.

BONESUPPORT™, an emerging leader in injectable bone substitutes for orthopedic trauma, bone infections and instrument augmentation related to orthopedic surgery, has announced a research collaboration with Rigshospitalet, Copenhagen University Hospital, the largest hospital in Denmark, whereby the institution will evaluate BONESUPPORT™’s platform technology, CERAMENT™, in the management of bone tumours. “We are excited to evaluate the CERAMENT™ technology platform in this research collaboration,” said Michael Moerk Petersen, Professor, MD, DMSc, Rigshospitalet, who will oversee the study. “We believe CERAMENT™ can provide a safe and effective alternative long-term solution to these technologies.” F I N A N C E

deVere UK Launches HNW Division M I N I N G

Golder Associates Strengthens UK Mining Team with Industry Expert Golders Associates has appointed Trevor Silverton as its new UK Manager for Technical Mining Services; a senior expert who promises to further develop the Company’s global mining offering. At Golder, Trevor will further

develop the Company’s global mining offering from its London office. For the past four years, he has managed technical services at an open pit and underground gold mine in West Africa. Previously, he spent 12 years working with rock engineering in open pit and underground mines in South Africa, and 14 years on project design and feasibility studies in South Africa, South America, Australia and the UK.

In preparation for a predicted significant increase in its business levels in Britain this year, deVere UK has launched a new High Net Worth division to cater for the UK’s most affluent clients. Mike Coady, Managing Director of deVere United Kingdom, explained: “2015 was deVere UK’s most successful year to date by some distance, and our comprehensive business forecasts indicate that 2016 will be an even brighter year. “Clients continue to demand more from us across our brands - deVere United Kingdom and deVere Mortgages – and we are up for the challenge.”

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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


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A SUSTAINABLE t c e Perf Manufacturing Fit for

Sportswear Co., adidas, WRAP, SEDEX, NGO Solidaridad, Bureau Veritas, SGS, the International Apparel Federation and many others stakeholders at all The world’s leading apparel levels in the value chain. The signatories brands have joined forces to are keen to attract more supporters to join the collaborative effort and transform global labour evidently represent all sectors necessary in changing global standards; emanating conditions from fashion, NGOs, the supply chain Writer: Matthew Staff and auditing firms. Baptiste Carriere-Pradal, Vice President, Europe at SAC says: “The social and labour convergence project led industry, having heard the call from so many different stakeholders, is by the world’s best known brands, retailers, convinced that the time has come to industry groups and civil create greater alignment within the society has been launched with the aim industry. “We want to check less and act of improving working conditions in more. This initiative will accelerate a apparel manufacturing across the race to the top in social impacts within world. apparel and footwear manufacturing The project seeks to achieve real, countries by shifting resources away sustainable change through the collective development of an industry- from redundant and misaligned assessments to performance wide, standardised methodology improvement and enhanced for social and labour performance transparency. assessment in apparel and footwear “Convergence is the key to supply chains. Through this, the successfully increase transparency industry believes that it will be able to significantly reduce the amount of and to improve working conditions in global supply chains.” money that it spends on duplicated Tobias Fischer, Sustainability auditing and invest the money saved in improving social welfare for millions Manager at H&M adds: “H&M strongly believes that the sustainability of people employed in apparel challenges we are facing in the textile manufacturing around the world. This collaborative effort is being supply chain requires joint efforts since all parties have a shared responsibility facilitated by the Sustainable Apparel and have a stake in it. Coalition (SAC); its renowned “This was one of the key reasons signatories including the likes of Nike, H&M joined SAC as a founding H&M, VFc-Timberland, Levi Strauss & Co., PVH Corp., Target, Columbia member in 2010. When it comes to the

SAC Vision

Working together to achieve these five key outcomes The sustainable practices born out of the Higg Index assessments deliver unprecedented business value and sustainability impact The Higg Index is accepted and adopted worldwide as the trusted, industry standard tool for measuring and improving sustainability in supply chains Apparel, footwear, and home textiles product lifecycles have achieved transparency. Companies and people at every step of design, production and distribution take full accountability for environmental and social impacts Shoppers use the Higg Index to evaluate and influence the product choices they make Other industries look to the Sustainable Apparel Coalition as model for their own shifts to sustainability

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social convergence group, specifically, we acknowledge the challenge to agree on a common standard. However, the industry has changed, the experiences from different initiatives (e.g. Zero Discharge of Hazardous Chemicals, The Accord and Alliance in Bangladesh) show that the industry has taken significant steps forward and are willing to find joint solutions for a common good. “H&M is therefore ready to support this project for a common social assessment in the apparel supply chain.” The level of proactive support from signatory spokespeople paints a positive picture for the future of the Coalition, and the goals it is trying to achieve, with the benefits not just limited to the labourers, but to each Company’s business and the sustainability of the global industry as a whole. The key now is finding the best strategy and ideologies to take it forward.

M A N U F A C T U R I N G

The Higg Index The Higg Index is the core driver of the SAC. This groundbreaking suite of self-assessment tools empowers brands, retailers and facilities of all sizes, at every stage in their sustainability journey, to measure their environmental and social and labor impacts and identify areas for improvement. Higg delivers a holistic overview of the sustainability performance of a product or company; a big-picture perspective that is essential for progress to be made.

Marieke Weerdesteijn from Solidaridad comments: “We warmly welcome the convergence project. According to the World Trade Organisation, world exports in clothing and textiles reached nearly $800 billion in 2013. “It is estimated that more than $1 billion annually is spent on social compliance audits in China alone. There is a lot of redundancy in social auditing. Dramatically reducing the number of audits by using one common assessment would allow for redirecting time and money towards improving working conditions in the apparel sector. The textile sector needs to focus more on continuous improvement rather than compliance.”

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Michael Kobori, Vice President of Sustainability at Levi Strauss & Co. continued: “As a company with a pioneering record on labour rights and a long history of industry collaboration, we welcome the opportunity to explore how to support more effective and efficient ways to raise labour standards in the apparel supply chain.” The initiative, which follows the implementation of a successful framework on environment by the SAC, will ultimately seek to provide an answer to calls from the European Commission, the Organisation for Economic Co-Operation and Development (OECD) and a number of European countries for a standardised, global approach. Jonathan Ivelaw-Chapman, CEO at Sedex concludes: “Since the birth

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of ethical sourcing in the apparel and footwear supply chain more than 20 years ago, there has been a proliferation of differing codes, audits, protocols and approaches as part of Company efforts. This duplication and lack of convergence causes issues for the industry, drains suppliers’ resources and makes it difficult to benchmark their efforts. “We hope that this new project will help drive convergence and encourage others to join us in this exciting collaboration. “Social and labour assessment convergence to get to ‘one assessment’ is an often repeated request of Sedex members, especially manufacturers, which is why Sedex is delighted to be a part of this new project.”

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The Next Big Thing

in Oil & Gas

Disruptive technologies such as the Internet of Things (IoT) and big data could be the saviour the oil & gas industry seeks as it contends with decreasing prices Writer: Emily Jarvis il & gas companies, grappling with an intense battle for customers amid a supply glut and stressed prices, are increasingly looking for ways to improve efficiency and reliability of their assets to gain a competitive edge. One area of rising investment is in the confluence of technology that allows greater communication and integration of different devices and sensors, the so-called Internet of Things (IOT), a promising disruptor that can allow producers to keep wells flowing and refineries running at a pace that wasn’t possible only a few years ago. Ghassan Barghouth, VP Middle East, Oil & Gas and Industrial Segments at Schneider Electric, says that oil & gas companies are becoming increasingly aware of the benefits IoT can bring, and are capitalising on the trend. Europe & Middle East Outlook (EME): What value is there for oil & gas companies in implementing an IoT strategy? Ghassan Barghouth (GB): IoT has captured the imagination of consumer-device manufacturers, from refrigerators that can automatically

423,000 devices with cellular or satellite connectivity deployed in oil & gas applications in 2013

1.12million by 2018

restock favourite foods to cars that communicate with other vehicles and road infrastructure. Lower costs of sensors and the ability to transfer and process growing amounts of data is enabling the shift to greater connectivity for both consumer and industrial applications. In the oil & gas sector, a critical industry that’s generally resistant to chasing the latest fads, the adoption has been explosive. Machines have been talking to each other for decades. With the Internet of Things, humans are included in this conversation, transforming physical assets into digital ones that constantly monitor their surroundings and communicate to humans, making our machines more alive. By funnelling this data into the cloud rather than segregated, closed systems, people are able to interpret insights and trends on how machines are behaving, and benchmark them against other assets which helps make better decisions. The value that can be generated in the oil & gas industry by implementing an integrated IoT strategy is considerable. According to a recent Deloitte study, decision-makers in the industry have access to just one percent of the data gathered from assets. Improving data capture and

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analysis can cut unplanned well outages by 50 percent and increase crude output by as much as 10 percent over a two-year period. This potential for rising production from existing assets comes as international and national oil companies retrench from investing in new technologies after crude prices plunged over the past year. And it’s precisely during such a period, when planned projects are shelved and workers are let go, that low-cost oil producers in the Gulf Cooperation Council should exploit favourable pricing from service providers and make investments that will give them an edge when prices rise. EME: Where will the industry be in terms of utilising this technology in the next two to five years? GB: The market cannot afford to wait much longer to adopt IoT, especially as lower oil prices eat into budgets and rising energy demand comes as many reservoirs in the region become increasingly challenging. The pressure is building on energy producers and IoT, and other innovative technologies represent a much-needed relief valve. There is no way of determining when a majority adoption will happen – there are too many factors that affect companies’ budgets and schedules – but I would expect it to be mediumterm, so in two to five years. Energy companies can simply no longer afford to ignore the beneficial impact that IoT and other innovative technologies can have on their balance sheets. Companies are rushing to create cloud services that connect and integrate wells with other equipment in an effort to optimise energy consumption, increase reliability, and allow for condition-based maintenance that helps producers maximise returns and maintain continuous output. End-users are digitising their physical assets. This is happening as a result

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of the growing number of devices with cellular or satellite connectivity deployed in oil & gas applications around the world, which was 423,000 at the end of 2013, according to Berg insight, an analyst firm focused on the machine-to-machine market. Berg estimates that number will rise by 21.4 percent per annum, reaching 1.12 million by 2018. EME: How can adopting IoT help to grow oil & gas markets in the Middle East? GB: The advantages are clear; IoT helps to cut operational costs and increase efficiency. It also enables oil & gas workers to avoid sometimes hazardous environments, as the technology can be exposed to that risk instead. All of these benefits are particularly relevant in the Gulf’s huge energy industry, especially as budgets are squeezed by lower oil prices. The downside is making the time and effort to integrate a new method of working into a very traditional industry that has seen relatively little change over several decades. This requires a mind shift, training and of course, initial investment into research and development (R&D) and the cost of the technology itself. According to RnR Market Research, the region is also poised to be the world’s fastest-growing digital oilfield market, with spending to rise at a compound annual growth rate of 5.9 percent to 2022. This compares with 4.8 percent for the global market during the same period. EME: When do you expect to see IoT take-off in the oil & gas industry globally, and to what scale? GB: The industry is witnessing a convergence between the Information Technology (IT) and Operational Technology (OT). Application of IoT in the oil & gas industry is not a country related decision but rather depends on the leadership and vision of decision-

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makers in the industry. Taking the example of the Gulf, an established energy and IT hub with vast and growing operations, the application of IoT can be neverending. This should also be combined with a perspective of cross-over technologies, where, for example, we see opportunities for weather cloud services in offshore operations and real-time energy trading software with refinery terminal operations. Innovations that trim costs and boost operational efficiency only come about because of leadership vision, collaboration between different industries, and having the guts to do things differently. Innovation is no longer about creating a light bulb, we are past that stage. Innovation is about creating a new application of technologies that currently exist; let’s invest time and money today into an idea that may flourish in a decade’s time. IOT will develop a trend within the industry to create a “self healing” or a “self optimising” plant. Equipment and systems will be creating the necessary workflows based on process simulation to heal abnormalities. EME: What does the future hold for the deployment of value-add technologies in the oil & gas industry? GB: Technology may advance incrementally on the margins for long periods of time without substantially affecting established players. Indeed, developing technologies may remain uneconomical on average, even as leading innovators approach breakthroughs. The future will see an increase in mergers, acquisitions, and the emergence of IOT (IT/Industrial) hybrid companies collaborating to bring affordable and efficient innovation to the market. But once a technology delivers cost and performance that is materially superior to the status quo; it may well be adopted rapidly en masse.

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Given the UK Government’s recent decision to slash the funding of renewables across various applications, Clyde & Co take a look at the fallout from COP21 and the UK’s approach to reducing greenhouse gas emissions By Clare Hatcher, Partner and Tom Chapple, Associate at Clyde & Co n 12 December, 2015, after complex and lengthy negotiations, 195 countries adopted the Paris Agreement under the UN Framework Convention on Climate Change. The Paris Agreement only comes into force once it has been ratified by 55 signatories to the Convention, who must account for at least 55 percent of the total global greenhouse gas emissions. The headline provision is that global efforts must be made to keep the increase in the global average temperature below 2°C above preindustrial levels. With the text of the Convention making clear that this limit is under significant threat, and in light of the UK Government’s contentious new renewables policy, it is an opportune moment to analyse whether the Paris Agreement will change UK Government policy towards renewables.

UK emissions target

In November, 2015 a letter by Amber Rudd, the Secretary of State at the Department of Energy & Climate Change (DECC) - indicating that the UK

might fail to meet its legally-binding emissions reduction target - was leaked to the press. In the letter to fellow members of the Cabinet, Rudd stated that according to internal central Government forecasts which were not in the public domain, the UK is set to miss its renewables target. The shortfall is significant. The target requires 15 percent of the UK’s final energy consumption across electricity, heat and transport to be from renewable sources by 2020; and based on current efforts, the UK will fall short of this by 3.5 percent percentage points, equivalent to around 50TWh. The apparent acknowledgement that the UK is struggling to meet its renewables target is surprising considering the Government’s strong statements of confidence in the UK’s ability to meet the target. Given what the statistics show, it would be natural to expect the UK Government to give greater support to the renewables sector and its approach to rely on the market contrasts with both the need to meet the renewables target and the spirit of the Paris Agreement. Article 4 of the Paris Agreement states that “Developed country

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Parties shall continue taking the lead by undertaking economy-wide absolute emission reduction targets”, whilst Article 10 acknowledges that “accelerating, encouraging and enabling innovation is critical for an effective, long-term global response to climate change”. The UK Government’s recent actions stand in stark contrast to these obligations. It has made substantial reforms to the Renewables Obligation - historically, the main support mechanism for the renewables sector - closing it to large-scale solar PV from 1 April, 2015 and announcing that it would be closed to large-scale onshore wind from 1 April, 2016. While these adjustments were in response to an increase in the Government’s liabilities under the Levy Control Framework - from a budgeted £7.6 billion in 2020-2021 to a projected £9.1 billion - the Government’s changes came as a surprise to the market. When considered alongside

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the removal of the Government’s grandfathering policy for biomass conversion and co-firing stations and the ability to obtain pre-accreditation under the Feed in Tariff scheme, this raises the question of whether the result will inhibit the nascent renewables sector. What is clear is that while Article 9 of the Paris Agreement notes that “developed country Parties should continue to take the lead in mobilising climate finance from a wide variety of sources, instruments and channels, noting the significant role of public funds”, in the UK, the Government has decided that the renewables sector is well placed to survive market forces with minimal Government financial assistance.

“...in the UK, the Government has decided that the renewables sector is well placed to survive market forces with minimal Government financial assistance”

security of supply, is a recurring theme in recent Government statements and helps to explain the contrast between the Government’s state aid for the nuclear sector and the reduction in support for the renewables sector. Notably, when Rudd made significant changes to the financial support available for renewables, she warned that “we also want intermittent generators to be responsible for the Energy security and nuclear power In a speech given on 18 November, pressures they add to the system when 2015, Amber Rudd stated that “Energy the wind does not blow or the sun does not shine”. security has to be the number one priority”. Energy security, which means Rudd also added: “The challenge, as


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with other low carbon technologies, is to deliver nuclear power which is low cost as well. Green energy must be cheap energy.” With a contingent liability of £2 billion in the form of a Governmentbacked guarantee, and a guaranteed strike price of £92.50 MW/h, Hinkley Point C benefits from significant financial support from the Government and can hardly be described as “low cost”. However, it is clear that the Conservative Government considers nuclear technology as a “low carbon technology” alongside the more traditional renewable energy sources in sharp contrast to the approach taken by the previous coalition Government. Indeed, Rudd has said that the new generation of nuclear power stations “could provide up to 30 percent of the low carbon electricity which we’re likely to need through the 2030s and create 30,000 new jobs. This will provide low carbon electricity at the scale we need”. The Government will also open a consultation early in 2016 on closing all existing coal-powered generating stations by 2025, which will have an impact on capacity and so it is not surprising that the Government is looking to build a new wave of nuclear power stations to fill the capacity gap. The long-term impact on renewable energy remains to be determined.

The third CFD auction

After much rumour, the Government has announced that there will be a further three CFD auctions, the first of which will take place by the end of 2016. Under the scheme, renewable energy projects bid for “Contracts for Difference” in an auction round to secure a guaranteed minimum price at which they can sell electricity. However, Rudd has announced that support “will be strictly conditional on cost reductions”, the Government “will not support offshore wind at

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“Under the Paris Agreement, it is the responsibility of national governments to, at the very least, encourage the spread of renewable technology in order to combat climate change and encourage sustainable growth” any cost” and that there are no more “blank cheques” for renewable energy. The last CFD auction awarded contracts worth £315 million. The amount available for allocation in the 2016 auction is not yet known. Whilst this decision may seem surprising in the light of the Government’s reluctance to provide financial incentives for renewable energy, it provides a key insight into the Government’s energy strategy and it is clear that the Government is not leaving the renewables sector entirely unsupported. As Rudd made clear in her November speech, she is expecting “a large increase in renewables over the next five years and in the longerterm, new nuclear”. Alongside the potential for the removal of all coal-powered generating stations by 2025, the Government appears to be hopeful that it can abide by the terms of the Paris Agreement by offering reduced government financial support to the renewables industry in the form of CFDs in the short to medium-term and by a large increase in the deployment of nuclear power over the long-term.

The future of UK renewables

The Paris Agreement is the first international treaty which explicitly binds all countries to a tangible target to deal with Climate Change. Its existence is a manifestation of the

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increasing international consensus that something must be done to halt global warming on a multilateral basis, even if this imposes pressures on individual countries. However, the Agreement reflects an awareness that nation states will not accept unduly high costs. Article 13 specifically states that “the transparency framework shall… be implemented in a facilitative, non-intrusive, non-punitive manner, respectful of national sovereignty, and avoid placing undue burden on Parties”. In keeping with this statement the UK, which contributes only 1.2 percent of global emissions, is concerned to ensure it does not bear too high a burden. The renewables industry in the UK is still coming to terms with the dramatic shift in the Government’s renewables policy and reduction in financial support. The three planned CFD auctions currently constitute the Government’s main financial support for the renewables sector under Article 9 of the Paris Agreement. Under the Paris Agreement, it is the responsibility of national governments to, at the very least, encourage the spread of renewable technology in order to combat climate change and encourage sustainable growth. It appears that the Government will seek to meet this obligation by relying on a new generation of nuclear power stations coming on line and the ability of the UK renewables sector to withstand the full brunt of market forces without Government subsidy. Whether the nuclear power stations will come on line in time and whether the renewables sector can operate without Government subsidy is a big gamble and will determine whether the UK meets its existing target under the Climate Change Act, its obligations under the Paris Agreement and delivers security of supply.

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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 390,000 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. Emily Jarvis, Deputy Editor emily.jarvis@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


S A S

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Decisive Analytics for Regional Business Leaders SAS is capitalising on analytics as a major decisionmaking tool that can be utilised by businesses worldwide, providing a forward-looking platform that can be individually tailored to suit varying client needs across the MEA region Writer: Emily Jarvis Project Manager: Jake Megeary

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Analytics is fast becoming a major global decision-making tool in the world of business and SAS is working hard to increase its already significant market share in both its current spheres of interest, and new ones; namely looking closely at how analytics can be adapted to accommodate new verticals across the MEA region. Fusing together a promise of data with agnostic analytical software allows SAS clients to discover industry trends that produce results far beyond the traditional methods available, offering new ways to drive business efficiencies. SAS’ software solutions have proved to be a pivotal tool for companies operating across a growing number of

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verticals; from finance to telecoms and energy to governmental institutions and commercial businesses. Companies operating in all these industries have never been so determined to implement the right technological solutions to be competitive, efficient and opportunistic; actively seeking out advanced analytics, data management, cyber security, risk, fraud, integrated marketing solutions and all the other benefits that can be harnessed through the power of analytics. SAS has been developing, and more importantly, implementing all of these software solutions for years; presenting a unique advantage for customers when it comes to implementing, integrating and supporting the deployment of these essential business decisionmaking tools globally.

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SAS MEA

Capitalising on Consumer Intelligence Growth GIVEN THE size and complexity of its operations across MEA, SAS has never taken a one-size-fits-all approach. With a hybrid model that heavily leverages a strong partnerecosystem, SAS MEA maintains a direct relationship with all of its customers. “Our licence model requires us to be engaged with our customers at all times, irrespective of the go-to-market approach. The one common factor across all of Middle East and Africa is the importance of personal relationships with customers,” says Riad Gydien, VP Middle East and Africa, SAS. “Ultimately, business is still conducted person to person. A handshake and personal commitment still goes a long way.”

Real-time engagement

Riad Gydien VP Middle East and Africa (MEA)

“The one common factor across all of Middle East and Africa is the importance of personal relationships with customers ” 28

Drawing from experience across the extensive product portfolio globally, SAS MEA has focused primarily on risk solutions for the financial sector; namely with a keen interest in fraud prevention and insurance, as well as other public sector interests. Gydien comments: “Anti-money laundering (AML) has traditionally been deployed to banking institutions, however we are starting to see our products become more and more relevant in the telecom vertical as financial inclusion begins to take the African continent by storm. “This convergence is driving growth for us in consumer intelligence across all industries, as everyone from retail to banking, telecoms to food & drink, are looking for ways to not only understand customer behaviour, but to engage in real-time across all channels. Consistency and relevance hold massive value and opportunity for our clients.” Data management such as this is another key area of competence for SAS that complements its market-leading analytics capabilities. “Combining these two skillsets means we

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are now able to progress to the next stage and become the go-to vendor in the region for big analytics,” he adds.

Not holding back

With the aim to double in size as part of a long-term plan in MEA, based on the fact that current demand far exceeds SAS’ reach and capacity at present, SAS is accelerating its growth plans to capitalise on crucial “pent-up market potential”.


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high demand for enterprises. “Watch this space as we have two very exciting and groundbreaking products coming,” he emphasises. With technology in the region fast outpacing - and sometimes even leapfrogging - technologies coming out of Europe and the US, SAS MEA is to grow every facet of its business to tackle the upcoming challenges and meet them with enthusiasm. Gydien concludes: “MEA has the raw talent and the hunger for innovation across the region which never ceases to amaze me, and we will work hard to realise every opportunity possible.”

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SAS MIDDLE EAST

Discovering the Hidden Treasures of Customer Data

Shukri Dabaghi Regional Director, Middle East & Francophone Africa (MEFA)

INITIALLY ESTABLISHING a third-party presence in the Middle East and French-speaking African regions prior to 1993, SAS Middle East has grown to become one of the most important growth areas for the Company today. From its regional headquarters in Dubai, which were established in 2008, the Company has expanded aggressively into the Dubai Free Zone and invested in this market to further bolster its continued growth across the region. “We now have an office branch in Saudi Arabia, Qatar, Egypt and Morocco, and more than 15 different nationalities working across these strategic locations. Moreover, our commitment to the region has been further demonstrated through our employee growth numbers over the past two decades,” recalls Shukri Dabaghi, Regional Director, Middle East & Francophone Africa (MEFA), SAS. In recent years, interest and scope for analytics in the MEFA region has surged in popularity, with organisations in search of ways to turn large amounts of data into knowledge they can use to discover new insights and opportunities. He explains: “Previously, our clients were only looking to invest in ways to implement the latest ERP systems and warehousing solutions for example. However, this has since evolved beyond and companies are beginning to realise the value of the data they have been sitting on. “The finance, telecoms, government, commercial, energy and oil & gas markets have matured in recent years, and customers are beginning to understand the value in adopting more decisive methodologies in decision-making; which is where our analytics software comes in.”

“We now have an office branch in Saudi Arabia, Qatar, Egypt and Morocco, and more Knowing what the customer needs With access to SAS software, customers across the than 23 different MENA region have been able to match the technical nationalities capabilities of companies across the Western working across Hemisphere. “Analytics are not as readily available within Africa these strategic and the market here is not yet fully educated on its locations” existence and benefits. With this in mind, we are 30

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i3 CONSULTING

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ounded in August 2006, i3 Consulting has come a long way as an analytics driven advisory. Over the years, it has gained deep expertise in business intelligence, data management, big data analytics, risk management and compliance solutions. Banking, financial services, telecom, retail and other services oriented industries are a few of the sectors where i3C has helped organizations leverage the power of big-data analytics to implement their business strategies. i3C’s true value lies in its multidimensional expertise it brings to the table in all its engagements. Organizations need a combination of multiple factors to successfully leverage the power of analytics in their business initiatives. From understanding the objectives of the engagement from a business perspective, strengthening the data infrastructure, choosing the right set of analytics tools and initiatives and then implementing them physically – unless the client gets everything right it runs the risk of not meeting its objectives on time or sometimes even not meeting them. Our long standing experience and rich talent pool in each of these areas give us the confidence to meet these challenges for you and help you leverage analytics effectively. Today, i3C is a fast growing organization Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx with a team of 100 people and is expanding its footprints in different parts of Middle East and North Africa (MENA) and Asia. It has offices in Dubai, Riyadh, New Delhi, Singapore and Cairo.

T +971 4 4558698 F +971 4 4558556

www.i3c.in

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


Create world class data infrastructure

With our data management expertise spanning everything from data collection, creating enterprise data warehouses (EDWs) to making your data infrastructure ready for big data analytics - we ensure you make the most of your data.

Better business Visibility

We provide you with a cockpit view of your business through our state of the art dashboarding solutions and our ability to generate business insights that directly aid your strategic and operational decisions.

Winning strategy and operational efficiency

Our multi-sector expertise in business analytics makes us a trusted partner for developing winning business strategies and bringing in operational efficiency.

Implementation support

Our expertise in business analytics coupled with strong project management capabilities makes us the partner of choice to identify, design and roll out analytics driven initiatives to reap maximum business benefits.

i3 Consulting FZ LLc Level 14, Boulevard Plaza, Tower 1, Emaar Boulevard, Downtown Dubai, P.O. Box - 334155

Ph. No.: +971-4-4558698 Fax No.: +971-4-4558556

www.i3c.in

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moving quite aggressively into North and Frenchspeaking African countries and have so far had some major breakthroughs in this market,” Dabaghi summarises. “Conversely, we have been active in the Middle Eastern markets for longer, and the market is more sophisticated. Clients are looking at analytics as a must-have, and we are looking to continue to build on our relationships here in order to form an even closer relationship with our customers.” Advantageously, SAS’ agile complete solution offers seamless integration within any existing business environment, driving results quickly to actively and precisely address an organisation’s needs. Dabaghi concludes: “We have been extremely responsive to customer requirements; leveraging our dedicated research and development teams to add new features and modifications where needed to satisfy demand. In telecoms for example, our customers are keenly looking at how they can utilise data insights to provide a more precise solution that addresses an individual’s requirements. “Essentially, operators want to know what the customer wants, before the customer even asks.”

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INFODRIVE ANALYTICS

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nfodrive is a leading provider of SAS Enterprise Risk Management and Fraud and Financial Crimes Analytics to the banking and financial services industry across Asia, Middle East and Africa. Infodrive combines industry and technology expertise with SAS solutions to successfully deliver risk and fraud management solutions and thus helps to maximize the value of your SAS investment. Infodrive has nurtured a pool of best in class risk and fraud management solution experts to provide end to end implementation consulting services right from initial assessment to architecture planning installation & configuration services up to on-going support. T +971 4 27 34919 E sales@infodriveanalytics.com


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SAS GLOBAL FACTS • 13,870 total employees worldwide • SAS has customers in 148 countries • SAS software is installed at more than 75,000 business, government and university sites • 91 of the top 100 companies on the 2015 Fortune Global 500 are SAS customers SAS Campus in Cary, NC, USA

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SAS SUB-SAHARAN AFRICA

Aligning with the Global Employment Strategy

Desan Naidoo Managing Director, sub-Saharan Africa

SAS HAS been present in South Africa for 20 years, serving some of the country’s largest players operating across the finance, telecommunications, retail and public sectors. By focusing on modernising its advanced analytics, the Company is hoping to increase its footprint across these areas, offering clients the ability to harness the latest software solutions available; comprising customer intelligence, risk intelligence, data management and fraud. “Given the current economic situation, where we are close to a recession, companies are being pushed towards ways to better understand how to use and manage their data,” says Desan Naidoo, Managing Director, SAS sub-Saharan Africa. “Our clients need to better understand customer requirements, what the most appropriate method to market is; they need to understand fraudulent leakage, ensure they are compliant to mandatory regulations and many more of these ‘need to do’s’. With SAS’ 40 years’ experience in analytics, we are best placed to help them solve their problems.”

Motivated workforce

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In a market that is continually evolving and growing, Naidoo cites training as an important aspect to ensure that SAS remains competitive: “Our people are the primary reason for our continued success. Training is an important aspect to ensure that our employees are always abreast of the latest advancements, achieved through both regional and global cooperation.” Aligning with the Company-wide vision to create a happy and motivated workforce to meet client needs, SAS South Africa has a very successful graduate programme that involves hiring graduates and putting them through a six-month intensive programme. After having qualified, each candidate can seek a permanent position among SAS’ customers and partners.

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“SAS South Africa is aligned to the regional B-BBBEE goals and global employment strategy. We ensure that we recruit the best calibre people to ensure the service we provide to our clients is at the highest standard. Our workforce is a culturally diverse workforce, comprised of individuals who strive for individual career progression and Company success,” Naidoo summarises.

Bringing technology to life

In the next few years, SAS’ strong South African presence is to serve as the support base as part of the wider SAS Africa strategy to penetrate further into East and West markets. “With our major investments going into these two regions, with a concerted focus on the finance and telecoms sectors specifically, we are looking to hire into these countries to expand our footprint. So by leveraging the training expertise and exceptional relationship with partners and clients active across the continent, we can drive operational efficiencies in these new markets,” Naidoo concludes.

The second best place to work in the world Equipped with a retention strategy made up of many intangibles that engender a caring and family-orientated culture throughout its operations globally, SAS was recently ranked as the second best place to work in the world. In 2015, the Company scored number two among the World’s Best Multinational Workplaces from Great Place to Work. For the fifth consecutive year, the Company held one of the top two spots, underscoring its ability to create an exemplary working environment for its enthusiastic employees.


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SAS TURKEY

Capturing Market Opportunities

Hakan Erdemli Managing Director, Turkey

GLOBALLY, SAS has always held a strong presence in the finance and insurance industry, especially when it comes to implementing advanced analytics and all related solutions; from integrated marketing to fraud, data management to risk. In Turkey, however, it is apparent that for players across the telecoms, energy, retail, ecommerce, manufacturing and even the government, these types of solutions are required in order to be competitive, efficient and sustainable. To capture the opportunities across Turkey, SAS has taken some strategic decisions which Managing Director, Hakan Erdemli, believes have been paying off. “Firstly, we have restructured our organisation to take a much closer look at these industries in order to understand their business and challenges and to map our solutions alongside this,” he says. “In addition, we have leveraged our local and global Channel and Alliance Partners much more efficiently by aligning them with our strategies and initiatives where appropriate. These strategies and initiatives have allowed us to increase not only our existing base but also penetrate into all the aforementioned industries across the country with our technologies.” SAS Turkey now offers consulting services and software solutions in five main areas namely; analytics, information management, integrated marketing management, risk management and financial crimes.

“Our involvement with various universities across the country is vital in addressing the Local teams Two years ago, SAS Turkey initiated a different levels of graduate programme that is designed to market maturity attract the interest of the Y generation in a we as a Company bid to retain the Company’s forward-looking approach to innovation and technology on face in Turkey and the horizon. Africa” By marrying together its own curriculum 36

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expertise for a Masters in Analytics, with local businesses, practical classes and tertiary education, SAS has created its own strategy for retention that addresses Turkey’s analytics skills shortage. Erdemli notes: “Our involvement with various universities across the country is vital in addressing the different levels of market maturity we as a Company face in Turkey and Africa. SAS’ Analytics U Programme launch

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“Through the programme, we believe we can nurture our own culture, shorten the hiring process and continue to be the best at solving the very specific business problems that create the most value and return on investment for our clients that runs throughout the SAS value chain.” He concludes: “Training and enablement locally is a crucial part of the business, and we promote internally where possible, encouraging our team members to take managerial roles. We have managers who started working at SAS as new graduates and they built careers by working hard and contributing significantly. We do our best to hire talent and to guide them effectively to construct career paths which not only generate job satisfaction for the individual, but makes our organisation sustainable in the long-term. “SAS MEA has the most valuable ingredient for success: youth, which we must capitalise on to secure our future growth.”

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“MEA has the most valuable ingredient for success: youth, which we must capitalise on to secure our future growth”

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S A T C O M

Enabling

Connectivity with Value-Added Solutions Having been present in Africa for more than a decade, global communications Company, Gilat Satcom has been focused on ways to diversify its revenue streams and remain ahead of the growing competition on the continent Writer: Emily Jarvis Project Manager: Donovan Smith

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ith the level of communication continuously growing in Africa and the unprecedented growth and utilisation of technology to enhance businesses, civilian life and industry, leading communication service provider, Gilat Satcom intends to grow into the value-added products and services that bolster the background management of cellular operations, ISP’s and banks to shape the future of technology on the continent. With a growing global satellite and fibre connectivity presence in 50 countries across Africa, Asia, and the Middle East, the Company represents the international arm of the US$7.5 billion Eurocom Group, created with the purpose of extending the reach of the Group into new markets and adding further value to telecommunication and satellite services. Eurocom, the largest privately-owned holding Company and largest telecommunications Group in Israel, offers a full suite of telecommunications services including landline, cellular, DBS and ISP services for the various governments, NGOs and cellular networks.

“Leveraging this strong Group backing and communications infrastructure, Gilat Satcom has been able to access larger and more complex projects and also advance its communication channels to remain at the cutting edge of innovation, answering each individual market’s needs on a case-by-case basis,” explains Dan Zajicek, Chief Executive Officer (CEO) of Gilat Satcom.

“An Afro-Israeli Company”

Gilat Satcom’s strategic move into Africa was a result of prior industry knowhow garnered from the market in Israel, allowing the Company to utilise its wider expertise to deploy a similar strategy in a new location. Having held a presence on the continent for more than a decade, the Company is very much aware of the rapid technology changes sweeping the continent, and the continual improvements to background infrastructure. “With Africa representing more than 80 percent of its revenue stream, Gilat Satcom is well rooted in Africa. The continent is experiencing a technological revolution and we are at the forefront of this, not only introducing high-tech solutions to those who can afford it, but creating innovative solutions to close the digital gap,” says Zajicek.


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INTELSAT S.A.

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ntelsat S.A. (NYSE: I) is the world’s leading provider of satellite services, delivering high performance connectivity solutions for media, fixed and mobile broadband infrastructure, enterprise and government and military applications. Intelsat provides services to more than 1,300 customers in nearly 200 countries and territories.

Gilat Satcom HQ (L-R): Tzachit Smaga, Director Human Resources; Orit Gal, CFO; Ami Schneider, VP Sales MSS; Ofer Doron, VP Operations & Engineering; Dan Kamhi, VP Sales; Eran Yoran, CMO & Business Development; and Dan Zajicek, CEO

“Together with Raga, our partner in DRC, we have installed and now operate the first O3B PoP in Africa. We are also shareholders in WIOCC, one of Africa’s biggest fibre network players; therefore representing our excellent cost base - both on EASSY in the east and WACs in the west - from which to expand our capacity and gain an even stronger footprint on the continent,” he further details. This wise investment began seeing dividends for Gilat Satcom, with Cellcom, Bharti Airtel, Orange, Vodacom and many other telecommunications companies benefitting from a longstanding partnership and high quality service level agreements (SLAs). Moreover, the changing nature of SLAs and quality of service has meant a stronger demand for a higher level of security and visibility; as well as cost-effective, tailored solutions for the customer. For Gilat Satcom, this was a blessed challenge. Zajicek adds: “Set apart by our ability to execute complicated solutions in accordance with time and budget constraints, we now see a bigger demand coming from the rural areas in Africa and are adapting and shaping

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these solutions to fit around this new market; connecting more customers to sub-services such as cell networks and enterprise solutions.”

Cyber security

As fibre began to take Africa by storm in 2010, the telecommunications architecture surrounding this evolved, making connecting to the internet much cheaper. This improved infrastructure prompted Gilat Satcom to introduce new value-added services to distinguish itself from the competition by focusing on not just infrastructure, but the resultant services from this. Moreover, as fibre capacity increased, the requirement for security products started to arrive in response to the increased chance of attacks. In response to this, Gilat Satcom invested in DDoS security, an ongoing managed and secure service to protect customers from spam and cyber threats. “Our security services enable us to provide customers with a clean and efficient channel from the offset, as we clean the channel of spam from our PoP in Europe and the US, resulting in a higher net capacity on both an international and local scale. For the

Intelsat’s network, which covers 99% of the world’s populated regions, is comprised of a global fleet of approximately 50 satellites and the IntelsatOneSM terrestrial network, featuring eight strategically located teleports and more than 36,000 miles of leased fiber. An industry leader in technology and innovation, we recently announced our next generation Intelsat Epic NG satellite platform, which includes high performance satellite capacity in an open-architecture design. As the global leader in satellite communications, Intelsat has provided transmission services for many of the iconic moments of the past 50 years, including the global delivery of video signals of the first moonwalk, providing the “hot line” connecting the White House and the Kremlin and transmitting live television coverage of every Olympics since 1968. The ubiquitous reach of our services allows us to assist first responders with critical connectivity during humanitarian relief Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx efforts. Today, Intelsat collaborates with its customers to envision their future network requirements, and connects them using our leading satellite-based network solutions, transforming our customers’ opportunities. Envision…Connect…Transform…with Intelsat, celebrating 50 years of space leadership in 2014.

www.intelsat.com


Epic Flexibility, Endless Connectivity Reliable, five-bar connectivity for service providers in emerging markets With EpicNG, Intelsat’s next-generation, high-throughput, backhaul solution, delivering future connectivity in Africa just got easier. Intelsat EpicNG is engineered for mobile operators that need to serve remote customers, across any terrain, regardless of conditions. Best of all, EpicNG works with your existing infrastructure, making it the most cost-effective and reliable solution for your network. Only Intelsat, a company with 50 years of technical and operational expertise, a global fleet of approximately 50 satellites, and the next generation satellite platform can promise you epic flexibility and endless connectivity.

www.intelsat.com/Broadband_Outlook


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customer, this means a more effective use of data and more megabytes per dollar, making it more cost-effective for those who choose us,” explains Zajicek.

Epic Service prelaunch

Leveraging its strong relationship with Intelsat, Gilat Satcom is already rolling out its new, high-throughput satellite (HTS) service and EPIC contracts, a year before the first satellite is launched. Eran Yoran, Chief Marketing Officer (CMO) and Business Development

Smart Village Project In 2015, Gilat Satcom launched its Smart Village concept, providing villagers in rural Africa access to telephony and internet powered by solar electricity and an efficient Wi-Fi solution that is available for as little as $1-$5 a month. The Smart Village is economically self-sustaining and scalable so it can grow with demand and with a minimal additional investment. This is a growing project, providing a solution which provides capacity to these areas, providing communication where there is none and serving as a platform for access to e-learning, e-healthcare, e-government and more. “As a long term supplier of broadband in Africa, it’s our duty to give back to the community and recognise the huge role that connectivity plays in people’s lives. Via our NGOnly service, we provide free capacity for NGO’s so they can better support local communities,” highlights Yoran.

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Gilat Satcom’s data centre hosted by Bezeqint, a sister Company in the Eurocom Group

explains the process: “Our motto is ‘the future is coming… get connected’, and is representative of our desire to be at the front of innovation. In the case of HTS, our customers today are already signing EPIC contracts. We serve them today from an existing Intelsat satellite that will be replaced with a new EPIC one; however, we are already providing the capacity and pricing that the customer will gain from EPIC.” Not only will this increase satellite capacity and value for money for the customer, but while they wait for the new satellite to be launched, Gilat Satcom has a whole host of valueadded services that they can access as part of their long-term contract in the meantime. The CEO adds: “Becoming EPIC HTS-ready is our way of looking toward the future, by investing in the best technology ahead of time and making it available to our customers first. Our customers are among the first in Africa to experience this technology.”

Push-to-talk over satellite

In addition to traditional services, Gilat Satcom is a mobile satellite services (MSS) expert, holding a strong relationship with both Iridium and Inmarsat. Due to its relationship with Israeli defence forces, Gilat Satcom was chosen as one of a handful of Iridium partners to distribute Iridium’s new PTT platform around the world. Zajicek states: “Working closely with Iridium, a mobile satellite communications Company, we recently launched the PTT service; a smarter, more cost-effective and more secure way of communicating either as a group or as individuals. “Essentially, PTT is a globalrange walkie-talkie that has proven extremely beneficial to world security organisations, NGOs and the military; as well as presenting many advantages for civilian and business use across aviation, maritime and enterprise.” As security needs are rising, PTT technology is becoming more and


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Iridium PTT: Build and manage your groups easily. Push-to-Talk with individuals and teams anywhere in the world, over satellite

Gilat Satcom headquarters

more important, especially in Africa where vast areas of the country do not receive full coverage by any other means except satellite; and in other parts of the world where the security forces are in a need of a reliable and secure one-to-many solution. “Adding to this are two other unique products; Suricate and SuricatePRO. This revolutionary communication solution provides users in underground and other closed facilities with the ability to communicate over standard satellite phones or satellite systems without having to leave their secure surroundings,” Yoran adds.

partner network. “Today, Gilat Satcom is a multifaceted Company that has evolved beyond satellite communication, embracing the latest industry innovations and practices as communications become better and more affordable. We work closely with our customers to understand their future challenges, and invest to give them a competitive edge,” Yoran summarises. Zajicek concludes: “As a Company that provides both satellite and fibre to African customers, installing a data centre in one of our PoPs come as a natural choice for us in 2016. Innovation is something that is very much rooted Multi-faceted Ensuring a high level of service from within our DNA, therefore our desire to its staff and subcontractors via a strict address the biggest trends with the best products and services is unparalleled training framework and facility, 2016 in the industry; directly reacting to the is to revolve around the value-add for Gilat Satcom; a consequence of its hard growing interest in data, cloud and work and huge investments in a strong subsequent products such as security and enterprise solutions to enable Africa infrastructure backbone, extensive to reach its full potential. market research and longstanding

Iridium Go: Turn your smartphone or tablet into a satellite phone

Lock&Roll: A global satellite/GSM container monitoring system

MHub: Fleet management

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T E C H N O L O G Y

( K I T )

Value G E N E R AT I N G

for Valued Customers

Abiding by its customer-centric approach, KIT is investing in its internal backbone infrastructure in a continual effort to embrace the future of IT solutions, and ultimately create the best ongoing solution for its customers Writer: Emily Jarvis Project Manager: Jake Megeary

Ahmed Yateem, Executive VP Sales and Marketing

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aving been at the forefront of IT solutions in the Middle East since 1980, Key Information Technology (KIT) is seen as a mature and experienced figurehead among regional industry professionals and customers alike. Continuing to place emphasis on its “customer is key” ethos, the Company is forging ahead with its expansion plans, to grow both its geographic presence and sector expertise with a close eye on the future, with the aim to capitalise on trends before any new tech solution is harnessed by the competition. “Our versatile and flexible solutions can be tailored to any customer or business of any size, across all verticals; from enterprise computing, to case-by-case consulting, we work hard to maintain customer trust,” explains Ahmed Yateem, Executive VP Sales and Marketing at Key Information Technology. Often considered the pioneers of software and system integration tools - utilising data, cloud and other methodologies that offer a streamlined and speedy transport of information – KIT has grown in tandem with technology as

the number of opportunities for its innovative application have increased. Yateem continues: “Influenced by the early movement of pioneering and leading technology into the UAE markets, we have witnessed a shift in focus: hardware is now considered a commodity; with the focus for our customers now on achieving the fastest, most reliable and cost-effective results from a variety of supporting software and related services, [such as


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integration or customer-facing apps].” Leveraging its extensive partner ecosystem - comprised of worldleading brands and alliances with all the relevant reputed companies - KIT’s customer-orientated solutions now cater to the IT products and service needs of governments, corporates multinational companies (MNCs), hospitality, banks, educational institutions, the healthcare industry and domestic sectors.

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“The customer is key, no matter who they are or what the requirement. With our vast investments in a backbone infrastructure – including everything from customer service teams to the best technology that supports the daily running of the business – KIT provides the IT building blocks that can generate tremendous value for clients both big and small,” adds Noora Al Janahi, General Manager at Key Information Technology.

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New and old verticals

A crucial determiner for business is to make sure your product works for everyone. Therefore, KIT has to design its solutions to work across all verticals, which is heavily influenced by the Company’s concerted focus on monitoring consumer trends, and acting on direct feedback from its vast customer base. “This attention to detail keeps us ahead of the competition,” says Al Janahi. “Given

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chneider Electric, a leader in energy management and critical power supplies, has announced its new 5 – 10kVA APC by Schneider Electric’s Smart-UPS On-Line UPS range. The 6 – 10kVA units are the company’s first single-phase UPS range to feature unity power factor capability, while the 5kVA UPS’ have 0.9 power factor. The new Smart-UPS On-Line is ideal for a range of applications and offers efficient power quality and performance in a compact footprint. Its flexible design allows the units to be configured for rack-mounted or free standing applications, making the new UPS easy to install, operate and service in almost any environment. The range is complete with an embedded network management card enabling further accessories and communication options to be conveniently added.

Frank Ward, Key Information Technology CEO

the high quality and cost-effective nature of our solutions, we are seeing the majority of our customers utilise our full turnkey solution offering, which requires us to integrate our services into the backend systems; something that is then further bolstered by our 24/7 support, offering that little something extra.” One particular vertical which KIT has witnessed great success in has been in the hospitality industry. The Company is able to offer a complete optimisation service to hotels and restaurants that is designed to help achieve a return on investment and result in further business growth. She further highlights: “All of our customers in this sector have opted for the full turnkey solution integration offering, and we will continue to invest in our offering in this area to make sure we have a future-ready solution.” Moreover, KIT’s comprehensive offering is also attracting the attention of businesses in the healthcare and tourism sectors, both of which require an entirely different approach.

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All of our customers in this sector have opted for the full turnkey solution integration offering, and we will continue to invest in our offering in this area to make sure we have a future-ready solution

Bill Manning, VP Business Power Solutions, Schneider Electric says: “With the rising cost of energy and concerns over efficiency, IT and facility professionals are keen to minimise waste by ensuring a better fit between infrastructure and load requirements. Our unity power factor UPS helps to reduce waste as well as complexity when specifying power protection. Unity power factor provides more real power for the active power factor corrected Switched Mode Power Supplies typically found in most IT servers and network equipment.” Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

The new range has been designed with a fast recharge time, providing high uptime in installations where chronic power problems may result in multiple successive power outages within a short period of time. Additionally, the UPS can operate with or without a charged battery to guarantee load restart once utility power is restored.

www.schneider-electric.com www.apc.com Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


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The Support Team is defined by its attention to detail, experience and close working relationships

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( K I T )


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Al Janahi notes: “Given that the population consists of a large number of expats, the region needs to make sure that information exchange with other medical facilities is seamless and offers as smooth a transition as possible to access this data quickly from a new location. Essentially, our solutions in this vertical need to be malleable, reliable and able to communicate with other industry systems; which requires continuous investment to create the right customised business solution.” Coinciding with this strategic business expansion is a new emphasis from the healthcare industry to draw the best healthcare professionals to Dubai Healthcare City. Yateem adds: “As we are already a renowned contender in the IT solutions space, we hope that our solutions can run in parallel with this latest recruitment drive so that we can support the local healthcare system long into the future;

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Marcel Kamenik, Assistant General Manager, is proud to receive Dell Partner of the Year certificate, 2015

To know what lies ahead in the industry is impossible, but KIT will continue to quickly identify and capitalise on industry trends to create innovative solutions that remain the perfect fit for our customers’ needs

functioning as a welcome addition to our solutions across the hospitality, healthcare and retail verticals.”

Continuous improvement

Sami Anwar, Sales Manager

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KIT is defined by its attention to detail across the board, combining its multicultural experience, background from different industries and close relationship with global technology giants to give its business that allimportant expertise, which goes a long way in demonstrating its well-rounded understanding of IT and its useful

applications for businesses. “The technology industry is such a dynamic and innovative industry to be in today. Arguably, it is shaping the way that the world and its economies develop, and we want to be known as the pioneers who helped bring this into fruition, in tandem with our partners. We work with likeminded innovators and not followers,” emphasises Yateem. Based on previous success and through the resultant organic growth process, KIT is to continue to synergise its IT solutions and their applications, while widening its scope to explore new verticals. “It is important that we do not put all our eggs in one basket, as the saying goes,” Al Janahi concludes. “To know what lies ahead in the industry is impossible, but KIT will continue to quickly identify and capitalise on industry trends to create innovative solutions that remain the perfect fit for our customers’ needs.”

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E D M I

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Aligning with Global

SMART ENER Ideologies This year, EDMI is to capitalise further on its smart meter success in the UK and Australia, bringing its latest advanced smart technology solutions to an increasing number of customers

consumption - utility providers around the world are looking for smarter ways to monitor usage patterns and pass more control onto the consumers. A year-on from our last interview with EDMI, and with smarter energy management solutions representing a key talking point at November 2015’s COP21 Climate Conference in Paris, customers are becoming more Writer: Emily Jarvis educated in energy efficiency every day and are similarly turning their attention Project Manager: Donovan Smith to utility suppliers for a cost-saving solution. EDMI has deployed 40 percent of its smart meters to the high voltage lobal smart metering solutions provider, EDMI, users in the transmission, distribution, and commercial & industrial (C&I) has bolstered its leading markets. The Company has become position in the smart an integral part of the future of the metering market via a world’s energy infrastructure market strong response to growing customer interest in smarter energy management. via a series of strategic partnerships and collaborations. Building on its already strong “Evolving into the software space foundation, EDMI has successfully accessed new revenue has very much been in reaction to customer streams by delivering demands,” says Chief more value across the Operating Officer (COO), retail, industrial, How New Seng. “We commercial and new energy segments. are exploring the ways that EDMI can tap into With a growing global this market and further appreciation of the enhance our offering value of energy among to convert consumers customers and energy towards a smarter investors alike - rising How New Seng, COO in tandem with higher future.”

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ABELON SYSTEMS

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belon Systems is a worldclass provider of embedded systems. Thanks to our unparalleled engineering expertise, intelligent approach and unwavering commitment, we supply bespoke solutions tailored to meet the unique needs of each of our customers. From initial design to full product implementation Abelon is the first choice for many international blue-chip companies, SMEs and start-ups. Abelon have worked in partnership with EDMI since 2013, helping to create a family of leading-edge smart meters for customers in the energy industry around the globe from New Zealand to Europe and the UK. T +44 (0) 131 449 9173 E info@abelon.com

www.abelon.com

EDMI successfully deployed one million smart meters in New Zealand and celebrated by inviting its customers to an internal event

Choice regulatory changes in Australia, and will see our cloud software used to help the country overcome some of its key energy consumption issues EDMI’s latest strategy will see the Company focus on rolling out its smart through a range of new solutions that place more choice in the hands of the energy software solutions, paying close attention to its deployment in the consumer; while allowing plenty of UK and Australia, where government room for us to continue to innovate the cloud software platform in the initiatives are also capitalising on the future.” smart trend. Leveraging its technically-skilled teams and collaboration with Australia likeminded partners, EDMI’s Energy In 2015, EDMI’s Australasian business Cloud solution demonstrates the reached a historic milestone Company’s continued understanding agreement for the supply of EDMI Energy Cloud software and related and compliance to the requirements services to Active Stream, an Australian set out by governments and various metering services business and wholly- industries; while supporting its ability owned subsidiary of AGL Energy to adapt the software to individual Limited. The agreement has cemented markets such as Australia. “The Power of Choice reforms EDMI’s already strong presence in will engender a more competitive the country, where the Company was market structure, encouraging the founded more than thirty years ago. How New Seng explains: “The development of new products and five-year deal was the first agreement services. While this provides additional challenges for new players entering signed in response to the Power of

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the market, EDMI’s past success in competitive markets internationally gives us confidence that it will play a key role in Australia’s smart energy management solutions,” he further details.

United Kingdom

EDMI’s movements in the UK market are very much driven by the Government’s target to install smart meters in every home by 2020. By this time, the aim is to have around 53 million smart meters fitted in approximately 30 million premises’ in Great Britain. “Being a part of the UK’s biggest national infrastructure project is a privilege and throughout the course of our investments here in the past few years, we have worked in partnership with many companies who share synergies with EDMI and understand the forward-looking, valueadd services needed to stand above the competition,” How New Seng highlights.


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Embedded Systems Specialists

Make our team part of yours www.abelon.com | info@abelon.com | (+44) (0) 131 449 9173

We’re Abelon Systems: flexible, no-fuss expertise. Just when you need it. From medical technology to sub-sea control systems, project managers rely on us when it absolutely needs to work, every time, without fail.

“We have used a number of companies who are supporting us along the way, assisting with the delivery of a standalone communications metering platform that embraces the next generation of smart meters, resulting in a more stable software architecture ensuring reliability for our clients,” he further adds. In addition to its communication focus in the UK, EDMI is on-track with its dual fuel model and delivery of a communications hub as part of the smart meter rollout. “Capitalising on the opportunities in the UK market over the past five years or so has been very exciting for us, given that we are a Singapore-based Company, and has served to increase the EDMI footprint,” How New Seng highlights.

Reinvestment

Confident that a move to further engage customers with products

Abelon Systems “UK-based Company, Abelon Systems, has been one of the many companies who are supporting us along the way, providing stable, agile and reliable embedded systems that meet the needs of our customers”

and services is the next step, EDMI’s end-to-end Energy Cloud solutions, including meters, communications and AMI systems have been well-received globally. Having already deployed six million IEC-standard smart meters around the world, EDMI is looking to expand its customer base among the more than 60 countries operating on IEC standards globally. “Keeping our finger on the pulse is only possible through our continual investment in, and dedication to, R&D, which fuels our strategic decisions in each market that we operate globally,” comments How New Seng. “For example, we released a new meter last year which further improves the overall accuracy levels of our consumption data. We are also working on ways to make our metering solutions more compact.” It was this dedication to advanced technologies that resulted in EDMI winning the Frost & Sullivan Company

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EDMI wins Frost & Sullivan Company of the Year Award in the Singapore Smart Meters Industry, 2015

of the Year Award in the Singapore Smart Meters Industry in 2015. The COO adds: “Essentially, it is about being able to be the best at tailoring a product to market needs by leveraging our own proven capabilities and experience globally to customise our solutions for each market and present them with cost-effective pricing.”

Asia-Pacific and beyond

A year ago in native Singapore, EDMI was in the process of installing 45,000 smart meters for the prestigious Singapore Power; a figure that has since been increased by a further 7,000, on its way to the Company’s goal to deliver 62,500.

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“We will continue to participate in the residential market as part of a long-term strategy that will see us further collaborate with other energy companies to bring the best smart energy solutions to our home market,” says How New Seng. Similarly, EDMI hopes to utilise this model to explore opportunities across the residential sector in the Asia-Pacific region and in Africa. “These are big markets that we must investigate. In order to access these markets, it is critical to align our business with the cultural differences and differing requirements to find the appropriate route to market and provide the best solution to our customers’ needs,” he explains.

62,500

“A year ago in native Singapore, EDMI was in the process of installing 45,000 smart meters for the prestigious Singapore Power; a figure that has since been increased by a further 7,000, on its way to the Company’s goal to deliver 62,500” Backed by the strength of its international investors, EDMI has the flexibility in its business model to access the energy markets in these countries and continue on its growth path. The COO concludes: “Yearon-year, we continue to invest in research and development to make sure that our solution remains as relevant as possible in each market. Our ability to adapt has been well-received, with a good vote of confidence from our customers globally.”

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GULFOOD

International Flavours Meet World-Class Businesses

GULFOOD IS THE world’s biggest annual food and hospitality show where international flavours meet world-class businesses. It is your unrivalled opportunity to source and select from an incredible global product showcase. A warm welcome awaits you at this buzzing event, where you will network with thousands of industry peers and people passionate about driving the market forward. Take time to review the latest trends and innovations of the food & drink sectors, foodservice & hospitality equipment, as well as the restaurant & cafe industry. With the current global food and agricultural industry set to be worth a reported $7.8 trillion in 2015, it is becoming increasingly difficult to underestimate the impact the industry has on transforming worldwide economies and lifestyles. Nowhere has that impact been more keenly felt than in the Middle East, with food consumption across the GCC alone expected to grow at a 3.5 percent CAGR (Compound Annual Growth Rate) between 2014 and 2019 to reach 51.9 million metric tonnes. Gulfood remains at the forefront of this burgeoning demand, encompassing four distinct industry sectors:

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Food & drink

From specialty and fine food, to the widest range of organic food and drink, Gulfood presents the opportunity to source and discover unique products from hundreds of specialist producers and more than 110 international pavilions.

Food service & hospitality

Gulfood is the most important event of the year for food service operators looking to source the latest food ingredients and equipment, with the wide range of suppliers showcasing at the event offering critical advice on how to stay ahead of the competition.

Beverage & beverage equipment

Gulfood is home to the most comprehensive range of beverages and beverage equipment for every size of catering operation.

Restaurant & café

The vibrant world of restaurant and café culture is brought to life with a 360 degree platform of products and services to meet the complex needs of any restaurateur or café owner; comprising a comprehensive showcase of interior designers, tableware developers, contract furnishers and kitchen equipment suppliers through to the latest business and point-of-sale technologies.

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D E TA I L S

WHEN: 21-25 February, 2016 WHERE: Dubai World Trade Centre CONTACT: gulfood@dwtc.com REGISTER: www.gulfood.com


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REALISING Hemani General Trading is introducing the very best herbal products to an increasingly international clientele, based on its ethos of bringing value to mankind Writer: Matthew Staff • Project Manager: Sammy Wilkinson

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emani General Trading LLC is affirming itself as an internationally significant pioneer in the promotion of herbal products via a series of regional expansions, capital investments, certifications, tradeshow appearances and unrivalled experience. Incepted in 1949 in Pakistan, the Company’s move to Dubai in the 1990s set the tone for its more recent successes and continuous improvements, but this isn’t to say that the former nation was left behind; the Company merely capitalising on the migration as part of its wider

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international network expansion plans. Now, following further diversifications and rebrandings in the early-mid 2000s, Hemani is an entirely self sufficient producer, manufacturer and trader of an ever-broadening product range that comprises spices, gums and medicinal products; all designed with herbal benefits at the core. “Hemani has a range of more than 600 products now, which we both manufacture and export, making us not only a producer, but an ambassador of our products in many countries around the world,” enthuses the Company’s Chief Executive Officer (CEO), Mr Mustafa Hemani.

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Continuing the family business’s legacy following his father’s creation of the Company back in the 1940s, Mr Hemani himself has been learning the trade and the benefits of herbal products for the past four decades, and knows that such experience is almost impossible to compete with as he looks to gain further saturation in the global market. He continues: “Slowly and gradually we are moving into more regions. As well as the Middle East, Subcontinent and Africa, we are also looking towards Europe, the US and even the Russian area, as well as planning some acquisitions too.

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ntermart Printers Sri Lanka commenced operations in 2003 to cater to the demand for offset printed folding cartons from multinational companies and packaged tea exporting companies. Operating with a 200 plus strong and well trained work force, Intermart is conveniently located within 15km from the port of Colombo. Continued investment in hi-tech printing and finishing equipment made by famous brands such as Komori, Bobst and Screen has made Intermart a preferred partner for the folding carton needs of its customers. Having already established a niche market in Europe, the Middle East and Asia, Intermart is well positioned to grow its presence in the coming years.

Hemani has a range of more than 600 products in its portfolio to date

“Our vision has to be broad because we know what people want and what the next generation might want, so it’s our vision to bring this policy to all the countries, bringing new products and new perspectives on herbal products and cosmetics in the process.”

International standards

The past 15 years have arguably witnessed the most significant diversifications and steps forward in Hemani General Trading’s evolution; beginning in 2003 with the vision of contributing more value-add services and products, and compounded in 2007 via the decision to dramatically increase capacities and the product portfolio once again. Receiving numerous accolades in both the Middle East and Pakistan as a consequence, the gradual development that has occurred ever since has led to a substantial increase in production capacities as a direct result of increased and enhanced facilities. “For example, in 2008 we had one tea

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machine and one oil machine, and now we have six of the very fastest lines, able to produce 200 bottles a minute,” Mr Hemani explains. “We are expanding day by day which is essential if you want to be in the market. “We work 24 hours a day, 365 days a year to make sure that we can cope with the amount of demand and to reach international standards.” Incorporated into this philosophy is a more heightened reliance on automation, ensuring improved levels of consistency and quality imperative to an ever-widening customer demographic. Mr Hemani continues: “We are updating and upgrading our processes and machinery on an ongoing basis, bringing in the latest technologies and automated lines. “This is complemented by our hiring strategy, where we bring in young, fresh blood with new visions and new ideas to combine with the experience we have in the industry, and the new technologies they will be optimising.”

www.intermart.lk

International expansion In January, 2013 Hemani’s international expansion strategy comprised the opening of a company in Orlando, Florida under the name of Hemani Herbal LLC. Mainly responsible for distributing across North America, the Company is distributing to leading retail stores across the US; including Walgreens, Wholefoods, Sedano’s and many more.


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MULTI AWARD-WINNING COMPANY Hemani General Trading LLC’s growth and products have been recognised by numerous international organisations over the years, as well as by the Government of Pakistan, leading to the following certifications and awards: • Best Exporter for three consecutive years, presented by the Honourable Prime Minister of Pakistan • Young Entrepreneur Award, 2013, presented by the Honourable Prime Minister of Pakistan • All Hemani products are Halal Certified as well as gaining ISO9001:2008, ISO14001:2004 and OHSAS 18001 accreditations

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Bringing value

Improving internal processes, capacities and capabilities is all good and well, but Hemani General Trading’s key ability lies in its experience and the subsequent ability to tailor these internal facets towards optimum successes at the end of the value chain. Being able to identify and establish the right products for the right demographic of customer, in the right regions, in line with the right consumer trends, is a combination that the Company has more than perfected and is complemented by a series of marketing and advertising campaigns. Facilitating the ability to remain ahead of the industry curve is Hemani General Trading’s appearance at numerous globally significant industry exhibitions, including the recent Gulfood tradeshow in the Middle East.

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We are proud to say our products are made in pakistan products and a special thanks to Export Processing Zone Authority for providing us the facility and infrastructure

Mr Mustafa Hemani, CEO


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Hemani’s warehouse has, in recent years, dramatically increased its capacities to replicate its reputation on a truly global scale

Mr Hemani says: “Gulfood is one of the best ways for us to show off our products to the rest of the world. “People attend from a long way away so that gives us a platform, but we then stand out as one of perhaps only five - out of 5,000 exhibitors - that

and in becoming a trusted partner imparting knowledge on often new product ranges. Beginning with Mr Hemani’s father all those years ago, this differentiator continues to this day, as the Company strives to bring its unparalleled expertise in the sector to as wide an audience as possible; as it now looks to replicate its reputation on a truly global scale. “Our policy has always been and remains to benefit people and to bring value have such high levels of experience in to mankind,” the CEO concludes. “When herbal products.” the intention is good then the money will It is this experience over the come so that is no matter for us. course of the past 60-plus years that “Our aim is to focus on how we can places Hemani General Trading in a benefit people through our herbal whole other realm when it comes to products by providing them with the best separating itself from the wider market products at a competitive price.”

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Qatar’s

Experts andy Company Limited is one of the most respected names in Qatar’s dairy industry. Manufacturers of some of the most recognised and accepted food brands in the region – including yoghurt, laban sharab (yoghurt-based drink), laban airan, fresh juices and a range of ice creams – the Company has spent three decades reinvesting back into the business in order to maintain its trustworthy quality, reasonable pricings and local customer base. In its efforts to deliver stable and profitable long-term revenue growth to its shareholders, Dandy has further factory expansion plans on the horizon to help maximise its production capacities and increase its distribution capabilities across all GCC countries; as part of a five-year plan to double its current production. “We are proud to have a 100 percent local distribution network, which was achieved based on strong principles of simplicity, honesty, business ethics and integrity. Our vision has always been to gain the trust of every household

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With four decades of experience under its belt, Qatar’s first dairy manufacturer, Dandy Company Ltd, continues to reinvest back into the business to grow its presence across the GCC region Writer: Emily Jarvis Project Manager: Sammy Wilkinson

Victor Staneley, General Manager

in the region with a commitment to supply high-quality, good value products conveniently, and make them available at an affordable price point,” says Victor Staneley, General Manager of Dandy Company Limited. “In line with our latest investments in state-of-the-art production and distribution facilities, we have now products in the fresh chilled foods space, which are exported into the eastern province of Saudi Arabia.” Part of the 7Brothers Holding Group, Dandy was established in 1971 in Doha, Qatar as the country’s first dairy manufacturer. The Company quickly learned to capitalise on market trends in order to better cater for the local customer’s needs. Staneley highlights: “Gradually the market dynamics started changing, and there was a rapid growth of an expatriate workforce as a result of increased investment in the region. Market trends and customer needs evolved simultaneously, which led us to further diversify our product range and venture into the ice cream and juice industries over the years.”


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Community engagement Providing support to children has been a major focus for Dandy that falls under its corporate social responsibility activities. The Company regularly invites different schools to visit its factory, as well as providing other engaging activities such as ice cream making competitions. “We regularly reach out to the underprivileged, specifically children with special needs, orphans and the elderly, offering our factory visits as a way to give them a memorable day,” Staneley emphasises

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New production lines

In a bid to cope with the rapid expansion needed to remain ahead of increased competition, Dandy is continuously investing to facilitate more flexible distribution capabilities and grow its customer base. “At the moment, we are investing in technological advancements and the installation of new production lines, all of which are being imported from Europe. Our old production lines are also being upgraded with the latest technologies and industry-leading equipment available from our suppliers in Sweden and Germany,” Staneley explains. Further supporting its push to ensure the best quality product reaches its customers, Dandy is ISO 9001, ISO 22000 and HACCP certified; focusing on continual improvement in the areas of health, safety and hygiene. “Working closely with government authorities, we are always updating the standard of our products in line with Gulf industry standards. It is important to remember that Dandy

Dandy is ISO 9001, ISO 22000 and HACCP certified

Committed to meeting consumer demands


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Facility expansions are on track

is a brand that reaches a significant customer base. Every product is designed and developed according to the requirement of the endcustomer,” he adds. Running alongside this behind-the-scenes investment, Dandy regularly makes an appearance at leading food

exhibitions across the world; including Gulfood in Dubai, Anuga in Cologne and SIAL in Paris. This international exposure has allowed the Company to expand its geographic footprint into new GCC countries, introducing new product lines – including the export of frozen products with a long shelf-life in 2013 – and bolstering its network of clients operating in the region. “Additionally, our in-house marketing team – combined with assistance from marketing research firms such as AC Nielsen – ensures that we continue to keep an eye on the relevant market trends,” Staneley further details.

Setting its sights high

With the business now making the essential internal and structural

upgrades to continue to be the best in the region at what they do, Dandy has ambitious targets for the next five years. Staneley shares the Company’s plans to double its current production capacity: “By focusing on lowering costs and encouraging our procurement team to adhere to demand-driven forward-planning – all while keeping the end-customer in mind – we will expand our export division network further, targeting Bahrain as well as the central region of Saudi Arabia.” He concludes: “This expansion plan is based on the success garnered from our recent move into the eastern province of Saudi Arabia. With our facilities’ expansions on-track, we are hoping to increase our production capacity by 25 percent in the next year.”

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BIG

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With an aptitude for continuous internal improvements for the benefit of the customer, JANUS SERVICES has quickly become a household name in the supply of fast-moving, high quality consumer goods Writer: Emily Jarvis Project Manager: Sammy Wilkinson

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ith a presence in 18 markets across West and Central Africa, JANUS SERVICES is targeting internal improvements - including upgrading the supporting structure of technologies used by the Company - in order to improve efficiencies, drive better customer engagement, and keep up with the demands of the fast-moving consumer goods (FMCG) market. Established in West Africa in 1996, JANUS SERVICES is today considered an instrumental regional trading partner for the supply of foods to the local markets. Seeing strength in shifting high volumes of a smaller selection of food products led the Company to gradually expand into further African territories, investing heavily in promotion techniques and building a reputation as a trusted supplier of high quality trademarked products such as milk powder, coffee, tea, rice and vegetable oils.

Sunil Samtani, MD As the Founder of JANUS SERVICES, Sunil Lachmandas Samtani has always held JANUS SERVICES close to his heart. Commencing his career in West Africa in 1982, Samtani decided to purchase the former assets of a Company he had been working closely with for several years; turning these very same operations into JANUS SERVICES in 1996. Since then, the Company has seen the healthy expansion of its activities and presence across West and Central Africa.

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in accordance with the needs of the customer. “We foster a family-like environment which is engrained in our Company culture and activities, and how we conduct business. As a consequence, we have garnered many longstanding, mutual relationships with suppliers and customers which play a huge role in our day-to-day operations, and we hope that our latest set of investments further strengthens our industry ties,” he further highlights.

Invest for success

JANUS attends numerous international events, including Gulfood 2016

In 2008, JANUS SERVICES opened a new office in the Netherlands due to the country’s well-known status as a commodity trader and exporter into Africa. “Targeting the eventual aim of operating along the entire west coast of Africa, this strategic expansion has better positioned us to reach our own goals, as well as meet the goals of our clients,” says Sunil Lachmandas Samtani, Managing Director (MD) of JANUS SERVICES. Eight years-on and the Company is investing back into the business in 2016, placing an emphasis on technology and enhancing the already substantial role that it plays within the business. Leveraging the Company’s strong family culture, JANUS SERVICES is committed to providing a good quality product from a good quality source

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Corporate Social Responsibility CSR is considered a core part of JANUS SERVICES’ operations. The Company currently supports the Cancer Society (KWF), Diabetes Fonds, MSF and the Spark-AChange Foundation, in addition to taking part in several local small-scale projects in Holland and abroad; namely Help Line School in Ahmedabad, India and working with a range of elderly homes in The Hague and India.

Pairing together its expert service delivery methodologies with innovative technologies that support the overall business efficiencies and sustainable production levels, JANUS SERVICES has developed a muchimproved internal software system in recent times, capable of monitoring all business procedures including financial data. “The all-encompassing software allows us to digitise more of our data than ever before, making us more efficient and allowing our staff to focus more on the customer, and how best to optimise our service offering,” Samtani explains. The Company’s emphasis on technology also extends to its brand strategy; which has resulted in recent updates to the JANUS SERVICES website - specifically improving its compatibility with mobile devices – and activeness on social media platforms to grow brand awareness while analysing possibilities in new African markets. “Of course, it is important that we continue innovating our processes and looking for the best technologies to run our operations as smoothly as possible. Health, safety and hygiene are also vital considerations that get our close attention and internal investments in trainings to support these policies are in place,” he further notes.


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WE ARE YOUR

TOTAL TEA SOLUTION.

A very special blend of strength, values and expertise.

www.eswaran.com

eswaranTEA

ESTD 1963

A winning formula to keep customers satisfied and costs competitive

“Ultimately, technology is playing a huge role in the way we conduct our business and, coupling this with our family-orientated mindset, we have a winning formula that keeps our customers satisfied and our business retains its cost-competitiveness.”

Janus Services holds key distribution agreements with: Eswaran Bros Pvt. Ltd. Janus Global Trade Pvt. Ltd. LacPatrick Dairies (NI) Ltd. Remia C.V. TATA Coffee Ltd.

FIRST CARBON NEUTRAL CERTIFIED TEA COMPANY IN THE WORLD

Range expansion

Maintaining a sustainable business offering in the FMCG sector requires careful listening to the customer in order to gain their trust and create a relationship that bears fruit. To stimulate this kind of relationship, JANUS SERVICES is able to call upon its own experience and valuable network of associates spread across Africa, Asia and Europe and learn what the next big thing is that customers are looking for in a food supplier. “We have demonstrated our familiarity with the market in West and Central Africa. Drawing from this, we have been able to offer our support to local customers, further educating and upskilling local companies to solidify our relationships and willingness to go the extra mile,” Samtani emphasises. Based on this strong relationship with customers on the ground, JANUS SERVICES now has a much clearer idea of its future direction and ideas of how

International Quality ERA Award

to expand its product range. Equipped with a focus on achieving stability in an increasingly saturated marketplace, the Company is also exploring opportunities in several additional markets when the time is right. He concludes: “Going forward, it is vital that we remain focused on securing close-knit relationships with our customers, welcoming them into the JANUS SERVICES’ family; while continuing to uphold professionalism and a good track-record throughout our value chain and internal processes in order to remain a prominent figurehead in the FMCG sector.”

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Pasta Passionate about

Salalah Macaroni Company’s vast portfolio of pasta products has already branched out of the Middle East and into Africa, as the Company’s commitment to consumer satisfaction grows on an equally prominent scale Writer: Matthew Staff Project Manager: Sammy Wilkinson

His Majesty’s Award for the best company in the country

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passion for pasta mirrored by an unwavering commitment to customer satisfaction has formed a potent combination for Salalah Macaroni Company in the Sultanate of Oman since 2007, and the Company is now thriving in its position as an industry role model with ethical and progressive organisational values deeply embedded in its DNA. Beginning manufacturing and marketing activities in the dry pasta domain in October, 2008, an initial capacity of 36,000 metric tonnes was soon complemented by a scheduled capacity of 144,000; the infrastructure for which being put in place in order to bring the increasingly prevalent brand name to as much of the Middle East and Eastern Africa as possible. “With the experience and expertise of our technologists we will continue to explore global markets and position Salalah Macaroni Company as a robust and capable player in the global pasta market through the combined commitment of our professionals in developing new and innovative products,” emphasises the chairman, Ahmed Abdullah Rawas. Vice Chairman, Dr. Said Abdullah adds: “Being backed up by Salalah Mills Company SAOG as our advanced amalgamator, in coordination with two leading foreign business entities African Horn Company LLC and Sabson

- Salalah Macaroni Company SAOC will continue to project itself as a force to be reckoned with in the competitive and volatile global marketplace.”

Constantly adapting

As the largest pasta manufacturer in Arab Asia and as a bona fide pioneer for dry pasta in Oman specifically, Salalah Macaroni’s range of quality pasta products embraces both short and long cuts within its brand portfolio; subsequently penetrating markets not just in the immediate GCC region but concertedly into Africa as well. “We also serve the preferred, professionally managed distribution and retail chain organisations with our state-of-the-art private label programmes for which we employ our comprehensive, exemplary knowhow, market intelligence and proficiency to be of assistance in building-up, positioning, promoting and selling eminent store brands at a value price,” explains board Director, Engineer AbdulRahman Barham. East Africa, Saudi Arabia, Kenya, Ghana, South Africa, Yemen, Kuwait, Angola, Zambia, Ethiopia and Tanzania have all benefited from the Company’s expansion strategy outside of Oman, as Salalah Macaroni strives to position itself prominently in key, emerging global markets. “To keep ourselves abreast of the latest in pasta industry trends, and changing consumer behaviours and attitudes towards pasta consumption, we are also constantly adapting our practices to global standards by putting in place the necessary systems and procedures,” continues Director, Ahmad Al Dhahab. This means that Salalah’s everexpanding clientele and footprint receives a service which is backed-up and accredited by 22000:2005 food safety management, 14001:2004 environmental management, ISO 9001:2008 quality management and


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Australian wheat growers in the quality lab

OHSAS 18001:2007 certifications. Marketing Manager, Dr Rehan Raina adds: “Our accolades from the International Taste & Quality Institute in Brussels, Belgium and the Best Enterprise Award, EBA (European Business Awards, Oxford, UK) - along with the most coveted ‘His Majesty’s Award for the best company in the country’ - is further proof that we believe and realise that the needs and wants of our consumers differ in different geographies.”

Innovation, renovation and balance

Salalah Macaroni’s product range incorporating Pastas Al Khareef, Al Safwa, Amran, Anisa, Fiora, Lusso, Marino, Nadia, Pastella, Qamar, Ridan, Rosa, Salina, Sano, Taj and Ultima - all benefit from a manufacturing process which is upgraded and enhanced on an annual basis as the Company ensures that the latest technologies and trends are addressed.

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Salalah Macaroni Company is constantly striving to tender real Italian pasta products based on innovative resources to delight fluctuating consumer wants in the marketplace

Salalah Macaroni’s production lines meet the exacting specifications of its customers


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However, these philosophies alone would still not generate the success that Salalah has achieved if it wasn’t for the people behind them. Raina enthuses: “Salalah Macaroni’s board and management believe that no matter how advanced the technology is, the people behind it are the key drivers. Aligning the soft with the hard element is of essence considering the business organisation as a social organisation as well.” The Company continues, in relation to the close collaboration that occurs as a consequence: “Our technologists work closely with the constituents helping customers to meet their demanding specifications and help in the development of new concepts. “Salalah Macaroni Company is constantly striving to tender real Italian pasta products based on innovative resources to delight fluctuating consumer wants in the marketplace. We ought to grow through innovation

Board Director, Eng. Mr. Ahmad Al Dhahab receiving His Majesty Award

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Techno Middle East Co. was founded in 1963 and has been in operation all over the Middle East with a fully established offices in the fields of food processing, bottling, canning & related activities.

UNLOCK

THE VALUE OF YOUR PACKAGING

FILLING |

PACKAGING | LABELLING | CODING |

Techno Middle East Co. Ltd Headoffice sharjah uae Telephone +97165598605 Email technome@tme.me Website techno-me.com

and renovation, maintaining balance in geographic activities and product lines.” While this inevitably cements the Company’s position at the top of the market, it also harks back to the original and most significant goal that Salalah Macaroni continues to strive for; the satisfaction of its customers. General Manager, Mohd Zaidan concludes: “At Salalah Macaroni Company, we never surrender long-term potential for short-term presentation, performance and gains. “We endeavour to exhibit a deep indulgence and understanding of the local nature of taste, nutrition, health and wellbeing in order to share the values and traditions of the regional customers. We believe that there is not just one product for everyone so our endeavour to tailor the products to suit the tastes and habits of the consumers, wherever they are.”

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Raising Premium

Baking Standards Building trust with longstanding clients while closely monitoring the quality of its premium range of branded ingredients has reinforced Heidi Chef Solutions’ position in the UAE and GCC countries in recent years Writer: Emily Jarvis • Project Manager: Sammy Wilkinson

stablished in 2003 as the brainchild of three shareholders with a love for baking, Heidi Chef Solutions has grown its presence in the Middle East from grassroots level into an emerging player in the market, supplying its premium brand ingredients to some of the region’s best-known airliners, numerous five-star hotels, premium retailers and other free-standing bakeries and institutions throughout the UAE and GCC countries.

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Initially influenced by its Iranian and German shareholders, the Company grew under the guidance of Manuel Eckert, quickly building trust with its client base as a consequence of its quality selection of baking ingredients sourced from some of the most historically prominent companies across Austria, Germany and America. Heidi Chef Solutions’ rapid evolution in Middle Eastern markets resulted in Eckert growing the business into Canada in 2010, appointing Brian Ballinger as General Manager of operations in the UAE; to ultimately build on the Heidi brand and grow alongside some of its international and


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longstanding partners. “Since joining the business as it was beginning to take shape in 2010, we have established an equipment division and comprehensive aftersales support in the region that encompasses breakdown, maintenance, spare parts, reconditioning and other value-add offerings that our customers look for in a supplier,” explains Ballinger. These aftersales demands created additional growth opportunities that Heidi Chef continue to capitalise on today. “A key selling point of ours has become our ability to provide turnkey solutions, a direct result of listening to our customers. This has

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served to reinforce the trust they already have in us, while opening new market opportunities and ways to solidify client working relationships; something which our shareholders wholeheartedly support,” he adds.

Personal touch

Supplying such brands as QimiQ (Austria), Steinmetz (Germany), Backaldrin (Austria and Jordan) and Dubor (France) from its dedicated and TUV Nord-certified warehouse facilities in Dubai - and a further 220 pallets worth of outsourced frozen storage space - Heidi Chef takes great care with its ingredients and how products are

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About Brian Ballinger A UK-trained master baker, Ballinger brought more than 11 years of industry experience to the table when he joined Heidi Chef Solutions in 2010. Over the past six years, he has worked consistently hard to grow the business and its product range, resulting in organic growth of both revenue and staff numbers in a bid to reinforce the Company’s market position across the UAE and GCC countries as a total bakery ingredient, equipment and aftersales supplier.

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moved into the Middle East; enforcing a string of strategic relationships that make for professional handling throughout the whole supply chain process. “We handle all of our shipping containers ourselves, leveraging the strong relationship we have with Dubai food control and other institutions. This is something that has been well-received and recognised by our customers, with one of our clients, Hotel Atlantis, crediting us as one of its gold star-rated suppliers,” Ballinger comments. Recognised as one of the few companies in the UAE who work directly with the grain commodity market, and by leveraging its strong relationship with Steinmetz, Heidi Chef is able to better control the quality of grain bought while remaining flexible on its pricing. Further supporting this hands-on approach to business is Heidi Chef’s relationships with consultancy companies who act on behalf of clients in the hospitality industry. “This allows us to demonstrate our offering and build a relationship with a hotel prior to opening; even offering potential customers free stock to test equipment, along with provision

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Our multi-skilled approach to business demonstrates our deep understanding of the industry and commitment to securing premium quality ingredients and industry-leading machinery

Recognised as one of the few companies in the UAE who work directly with the grain commodity market


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of the technical trainings needed to run our equipment,” he says. “We have even built our own workshop which serves as an area for equipment presentations for both our customers and internal trainings. Client delivery represents just one of our unique selling points.” Reflecting its growing customer base and continued desire to uphold a high standard of delivery, Heidi Chef Solutions has tripled its UAE workforce since Ballinger joined in 2010 and proudly continues to train its workforce to better understand the Company’s product range; with each member of the team versed in food hygiene and HACCP food safety procedures. “Even our engineers understand the basic baking principles

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and all have food hygiene training. Our multi-skilled approach to business demonstrates our deep understanding of the industry and commitment to securing premium quality ingredients and industry-leading machinery,” emphasises Ballinger.

Stable growth

Having almost tripled its turnover since 2010, Heidi Chef strives to continue growing in a “stable, logical, ethical and safe fashion”, with hopes to extend its sales team and equipment reach across the GCC countries; further rooting the business within the Middle East region. “Ultimately, we want to avoid a snakes and ladders approach to business and continue on our path of consistent, organic

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growth. There are various elements at play that will allow us to do this namely; deploying new ERP software in tandem with a new logistics system to bolster our efficiencies, continue growing our business in Canada and working with our suppliers to develop new products that bridge the gap between raw ingredients and the final baked product,” summarises Ballinger. He concludes: “Exploring these new avenues will provide Heidi Chef with access to niche and speciality baking markets, offering an alternative and more diverse revenue stream in direct response to the solutions that our customers are looking for today.”

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OMANI

VEGETABLE

OILS

&

DERIVATIVES

CO.

LLC

Oman PLACING

Spotlight in the

A regular face at global food exhibitions, Omani Vegetable Oils is putting the Omani region on the pedestal in a bid to attract new customers across emerging markets to its locally manufactured product range Writer: Emily Jarvis Project Manager: Sammy Wilkinson

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eading Salalah-based cooking oil Company, Omani Vegetable Oils & Derivatives Co. LLC (Omani Vegetable Oils) aims to raise awareness of locally manufactured products by promoting its own product range at regional exhibitions in its bid to tap into new markets and attract more customers to the prospect of doing business in the Oman region. Boosted by its entrepreneurial spirit and leveraging expertise from the wider Dhofar Group - namely Dhofar Cattle Feed Co., Dhofar Insurance Co., and Dhofar International Development and Investment Holdings Co. - the brand has achieved double-digit growth since establishment in 2005. Exhibiting at events such as Gulfood each year has provided Omani Vegetable Oils with a platform to network with potential customers and explain how its multi-model distribution channels across the Middle East & Africa (MEA) can help meet the needs of customers

across these emerging markets. Based on the success garnered from this, the Company has just opened a new warehouse facility in Dubai in order to increase production and add to its already significant market presence, with the hopes to enter new business verticals along the way. “Our team is passionate about providing high quality cooking oils to consumers for a better life by adding convenience to their daily routine and embracing healthy living. Our cooking oil brands are widely available from wholesalers, supermarkets and hypermarkets under the popular names of Al Safa, A Saadah, Salalah, Taibah , Sahi , Bahjah, Diyah , Sunlife and A’Safwah, as well as other private labels,” the Company highlights.

New facilities

Driven by a strong set of beliefs and values which provide the necessary springboard to be able to capitalise on the latest industry trends, Omani Vegetable Oils continues to explore the relevant business verticals that allow the Company to engage with customers across the MEA region. One of these avenues is to venture into


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EMIRATES METALLIC INDUSTRIES CO.LTD

A

fter more than 25 years of successful business, Emirates Metallic Industries Company Limited (EMIC) stands as an iconic industrial leader, having elevated the can manufacturing industry to a new level of professionalism in terms of performance, product range, quality and technology. EMIC was one of the first industrial establishments in the region to adopt a quality management system that complies with ISO international standards, and the company has been ISO 9001:2008 certified since 1994. EMIC is equipped with state-of-the-art technology in order to manufacture cans, as well as a variety of food packaging products, in different shapes and sizes. EMIC also provides the market with advanced metal decoration and printing services including pre-press activities and fully computerised plate processing technology.

IMAGE COURTESY OF OMANIOIL.NET Omani’s factory is HACCP certified

the distribution of other fast-moving consumer goods - such as bottled water and rice - that complement the Company’s already extensive cooking oil portfolio. In order to do this, the Company recently invested millions in new filling lines and other updates to its equipment at its state-of-the-art refinery; in addition to the inauguration of a new warehousing facility in Dubai. It further notes: “We have a state-ofthe-art refinery, the most-advanced fully-automatic high-speed filling machinery and equipments to produce quality products conforming to all the relevant international standards; operated under strict hygienic conditions.” The new filling lines will be a welcome addition to the HACCPcertified Company’s factory, located at Raysut Industrial Estate in Salalah; a stone’s throw away from the

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We have a stateof-the-art refinery, the mostadvanced fullyautomatic high-speed filling machinery and equipments to produce quality products conforming to all the relevant international standards; operated under strict hygienic conditions

With a loyal customer base and sales spanning more than 17 countries throughout the Middle East and North Africa- and in addition to exportation across these areas - EMIC is always on the lookout to expand its product reach to other countries, investing heavily in boosting production capacities to achieve this. Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

Such a strategy, combined with an astute knowledge of the global market, will place EMIC in a strong position as it continues to maintain and strengthen its position within the global can manufacturing market.

T +971 6 543 6666 E emic@emic-uae.com

www.emic-uae.com

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


A CAN DO APPROACH

TO BUSINESS After more than 25 years of successful business, Emirates Metallic Industries Company Limited (EMIC) stands as an iconic industrial leader, having elevated the can manufacturing industry to a new level of professionalism in terms of performance, product range, quality and technology. The company’s Sales and Marketing Manager, Mr. Ala Alami explains how the company is not only capitalising upon the growth potential of the UAE market, but also looking to target new customers in the international arena.

EASY OPEN ENDS

GHEE CANS

SQUARE CANS

WE CAN, WHEN NO-ONE ELSE CAN Tel: +971 6 5436666 Fax: +971 6 5436000 e-mail: emic@emic-uae.com www.emic-uae.com

Tuna cans (sizes 140 gram, 160 grams, 185 grams)

Easy Open Ends E.O.E (sizes 73 mm, 83 mm,and 99 mm)

Twist Off Caps T.O.C (sizes 38 mm, 43 mm, 63 mm, 66 mm, 82 mm)

Metal Cans of different kinds and sizes (Conical, Cylindrical, Square, Round, Rectangular, and food cans)

Metal Sheets (Printed and Plain)

Coil cutting Services Coating and lacquering Services

TWIST OFF CAPS

FOOD CANS

TUNA CANS


ALL IMAGES COURTESY OF OMANIOIL.NET

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Encouraging a Group ethos of doing things right first time

Our Group-wide initiative to do things right first time and our quality product offering has given us a reliable and trustworthy reputation across the GCC and beyond Implementing a mixture of direct and indirect distribution methodologies

Omani Vegetable Oils’ HQ

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Port. Omani Vegetable Oils’ facilities offer a logistical advantage that provides lucrative international trade opportunities with the likes of East Africa, in addition to easy access to further locations within the Middle East and GCC regions. “We also have our own subsidiaries and branch offices in Muscat, UAE and in Saudi Arabia, all of which follow the stringent GMP practices and certified food safety management systems by SGS Europe,” the Company further details.

Implementing a mixture of direct and indirect distribution methodologies, Omani Vegetable Oil has a strong and reliable supply chain in place; making sure to form close and long lasting relationships with its suppliers who represent a crucial part of the day-to-day business operations. “Our Group-wide initiative to do things right first time and our quality product offering has given us a reliable and trustworthy reputation across the GCC and beyond,” Omani Vegetable Oils adds.


ALL IMAGES COURTESY OF OMANIOIL.NET

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The new filling lines will be a welcome addition

Given the growing global emphasis on choosing the right oil in cooking practices, and each oil type’s nutritional values, Omani Vegetable Oils is involved in campaigns to promote the use of its products within a healthy lifestyle. “We have been delivering nutritious and delicious cooking oils to the consumers for more than a decade, with the utmost interest in their health,” says the Company. Beyond its daily activities, the Company also emphasises that corporate social responsibility is of “utmost importance” to both give something back to the community, and also expand the reach of the Omani Vegetable Oils name in Middle Eastern and African markets.

Sustainable business

The Company has invested millions in new filling lines and other updates to its equipment at its state-of-the-art refinery

A strong and reliable supply chain is in place

Backed by three prominent Dhofar Companies and a team of highly qualified technical staff with considerable food manufacturing experience, Omani Vegetable Oils has all the right ingredients to make sure that its products deliver on expectation and satisfy the end customer. The Company concludes: “With a sound vision for the future, strong commitment to sustainable business practices and healthy approach to growing our business, we are poised to continue to deliver reliable, consistent growth.”

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Kalyan Hospitality Development Ltd is thriving in Togo, in the implementation of its wider Group’s strategies, delivering not just an unrivalled service provision, but a promise of socio-economic development in the process Writer: Matthew Staff Project Manager: Stuart Parker

alyan Group has long believed that its own development goes hand-in-hand with the social and economic development of the country in which it operates, and has subsequently engrained itself into numerous industries - through a standardised set of philosophies and processes - to assist in the progress of a nation. Established by current Chief Executive Officer (CEO), Ashok Gupta, who brings as much as two decades of international business experience from the global market to the Group, Kalyan has diversified and expanded over the years to cater for the hospitality, shipping, mining, fund management, agriculture and poultry sectors; but hotel development remains one of its key drivers.

Ashok Gupta Chief Executive Officer

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Benefiting from an active presence across not only West Africa, but also Australia, India, Mauritius, Malta and the UAE, the identification of longterm, sustainable projects fits naturally into the wider Group’s ethos of socioeconomic enablement and continues to have a profound influence in Togo, especially. “Kalyan believes the Company’s growth is connected to the growth of the country and the Group carries responsibility towards the social development of the country where it operates,” emphasises Gupta. “Kalyan seeks to add value to the countries it operates in, adding to the capital and social growth, making sure the majority of employees are recruited locally, trained and certified to the highest level in their respective fields to assist them in building and promoting their careers and improve their standard of living.” This business model has thus been applied to Kalyan Hospitality Development Ltd in managing the refurbishment and renovation of Hotel 2 Février in Lome, Togo; an iconic hotel which shall be operated as a five-star development by one of the most prominent groups in Africa, Carlson Rezidor, and is expected to open in the first quarter of 2016.

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EQUATE

West Africa is one of Kalyan Hospitality’s most important markets for growth with Togo a focal point among the wider region, providing a platform for Kalyan to implement its progressive and dynamic continuous improvement strategy; embracing innovation, planning, ethics, inspiration and collaborative business relationships. “Kalyan’s business model for growth provides us an edge to successfully reach greater heights in a competitive business environment and diversify to various markets across the globe without being restricted to any particular geography,” Gupta explains. “Our focus is always on each business and project, and we believe dedication and hard work brings success, with money just a by-product of each success.

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QUATE is an independent African property and construction consultancy providing managed solutions for clients investing in infrastructure, property and construction. We offer services that combine, to make a measurable difference to the value, cost and time of our clients’ projects. Our vision is to provide our clients with pioneering property and construction solutions across Africa, working with our passionate people to create sustainable and long-term value. Focusing on a solutions-driven approach and delivering the best outcomes for our clients, we can support the challenges and opportunities you face throughout the lifecycle of a development, from business and investment strategy at organisational level through to operational efficiency of the final built product. We offer:

Kalyan’s business model for growth provides us an edge to successfully reach greater heights in a competitive business environment and diversify to various markets across the globe without being restricted to any particular geography

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• Wide-ranging knowledge of infrastructure, buildings and any associated facilities. Renovation of the historic Hotel 2 Février

“We always make fast but calculated decisions, and if you want to establish a business in the long run, you need to show all the actors involved that there is a common benefit to it. That is the way we are working in Togo. At the end, people are the basis of a longterm growth.” This is all too evident through the renovation of the historic Hotel 2 Février, the tallest hotel in West Africa, operated under the Radisson Blu brand. “Beginning in August 2014, this massive renovation project comprises 320 rooms, and 4,000 square metres of conference and meeting space built to top quality standards,” Gupta details. “In three months we put the whole team together, did the audit, submitted our offer and signed a PPP

• Appreciation of value drivers specific to each sector, including stakeholder needs. • Our experienced staff collaborate with innovative designers on challenging projects. • A comprehensive database of relevant cost information for cost planning and management. • A cost benefit analysis service designed to drive optimum sustainability issues and their contribution to long term strategies. With our “boutique” focused service offering, we believe that we have differentiated ourselves from our competitors, with a guarantee of active multiple director involvement.

www.equateafrica.com


HOTEL AND RESORT PROJECTS

COST CONSULTANTS

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EQUATE is an independent African property and construction consultancy providing managed solutions for clients investing in infrastructure, property and construction. We offer services that make a measurable difference to the value, cost and time of our clients’ projects.

SERVIC ES W EO F

Our vision is to provide our clients with pioneering property and construction solutions across Africa, working with our passionate people to create sustainable and long-term value.

Changes in lifestyle and living standards mean people expect to have access to adverse range of leisure facilities, be they business, sporting, entertainment or social. Increasingly leisure sector developments are not stand alone projects and across the African continent they are often part of a mixed use development providing/creating a destination for the leisure or business traveller. Subsequently the success of a leisure facility can have a far reaching impact on the surrounding community, economy and society. EQUATE has extensive knowledge and experience in this sector, that we have captured and packaged in order to provide our clients with the best development advice and solutions. We understand the value and cost drivers of hotels and are able to assist clients and design teams to develop the most feasible product taking into account capital expenditure, efficiency and income.

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To find out more, visit our website www.equateafrica.com

Unit C1, Centurion Close 119 Gerhard Street Centurion 0163

PO Box 14577 Lyttleton, Centurion Gauteng, South Africa 0140

info@equateafrica.com T: +27 12 644 1747 F: +27 86 591 9215

E Q U AT E P R O P E R T Y | C O N S T R U C T I O N | S O L U T I O N S

Our solutions-driven approach deliver the best outcomes for our clients. We support the challenges and opportunities our clients face throughout the life-cycle of a development, from the initial investment, through to procurement, construction and contract administration, to successfully deliver the final built product. With our “boutique” focused service offering, we believe that we have differentiated ourselves from our competitors, with a guarantee of active multiple director involvement. Each sector has it’s specialist requirements, its function, design, cost and value drivers. We are a sector focused business.


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arlson Rezidor’s African portfolio has grown rapidly since the opening of its first hotel in 2000, to 65 hotels in 27 countries comprising 14,300 rooms today. Recognised as the fastest growing hotel company on the continent, with 27 hotels in operation and a further 38 under development, the Company is capitalising on the enormous growth potential driven by fundamental economic factors; including sustained economic growth, favourable demographics, foreign direct investments, natural resources, rapid urbanisation and infrastructure development. Recognising Africa’s growing potential and the drastic lack of quality hotels in many countries throughout the continent, Carlson Rezidor is accelerating its growth strategy in Africa and aims to add a further 11,000 rooms to the existing 14,300 by the end of 2020. Andrew McLachlan, Carlson Rezidor’s Vice President for Africa & Indian Ocean Islands explained: “Our strategy is to establish critical mass in two key countries which are Nigeria and South Africa; and proactively secure multi-unit growth in selected countries (Ethiopia, Kenya, Tanzania, Mozambique, Angola, Ghana and Algeria)...in addition to exploring multi-hotel deals through various business platforms to exploit opportunities across the select target markets to roll out two new brands, Radisson Red and Quorvus Collection. Leading pipeline In addition to the seven hotels opened by the Company across Africa in 2015, eight further openings are expected during 2016, among them its flagship Radisson Blu Hotel 2 Février in Lomé, Togo where the Company is delighted to arrive in Togo with its partner Kalyan. “The signing of the Radisson Blu

Hotel 2 Février has further strengthened our network. It will also provide economic and social contributions by becoming a social anchor in the city and providing employment opportunities to its community,” said McLachlan. The former ‘Hotel du 2 Février’ is the tallest building in Lomé and the tallest hotel in West Africa. This highly visible landmark building enjoys a prime location in the heart of the city on place de l’Indépendance, just seven kilometres away from the international airport. The hotel is currently undergoing a remarkable full renovation. “We are privileged to be entrusted by Kalyan and the Republic of Togo to operate this landmark hotel which has a great historic importance to the citizens of Togo; it is a landmark and a true jewel,” he added. Sustainable development Carlson Rezidor aims to establish Radisson Blu as the leading upper upscale brand in Africa - present in capital cities and financial and economic hubs - and to pursue the scaled growth of Park Inn by Radisson in high potential primary and secondary destinations. McLachlan concludes: “Africa is one of our most important markets for future growth. We believe in the great potential of this continent and are committed to becoming a key player in the travel and tourism sector. We want to grow further on the continent together with strong regional partners.”

Africa & Indian Ocean Island Business Development Office T +27 (21) 431 2900 www.carlsonrezidor.com


The Carlson Rezidor Hotel Group is one of the world’s largest and most dynamic hotel companies.

It has an expanding portfolio of more than 1,370 hotels in operation and under development, a global footprint covering more than 110 countries and territories, and a powerful set of global brands: Quorvus Collection, Radisson Blu, Radisson, Radisson Red, Park Plaza, Park Inn by Radisson and Country Inns & Suites By Carlson.


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MS Engineering is a French law company with a share capital of 513,800 Euros.

We have been present in Africa for many years with various projects including hotels and offices, with many completed within the civil engineering sector. We offer our clients a wide spectrum of engineering services ranging from technical advice and assistance to our clients on-site, all preliminary studies such as architectural conception, interior design, technical studies, planning, budget, technical specifications for tender offers and project management. Three words define our state of mind for all of our projects: Quality - Planning - Budget. T +33 3 88 68 94 83

Kalyan Shipping Ltd. While the hospitality sector presents numerous opportunities for segmental and wider Group growth in the years to come, it is complemented extensively by its sister subsidiaries; none more so than the everevolving shipping arm. Licensed to perform dry bulk sea cargo services in Mauritius and beyond, Kalyan Shipping Ltd’s development in the domain is proving every bit as lucrative as its adjacent divisions in bridging the gap between Kalyan Group and new markets and new clients.

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with the Government for 30 years. “Nobody has executed a project of that size in such a short period of time, and after participating in the African Investment Hospitality Forum in AddisAbaba last September and presenting our project, everybody was amazed.” Mobilising all energy and resources to make projects happen ahead of all industry timelines and indicators is a Group trait gratefully passed down through its subsidiaries, and is equally prominent in its adjacent poultry

operations in Togo, as well as its significant palm oil plantation and oil processing project, also addressing a pressing concern in the country. Gupta notes: “This project will develop a fully-integrated palm oil plantation - across a minimum of 6,000 hectares - and processing unit crushing mill. The project will produce about 2,400 megatonnes of crude palm oil during peak production and has the potential to make Togo self-sufficient and a net exporter of palm oil.”

Social development

While the Company’s focus is largely honed in on Togo at present, the aim is to provide the same quality of service across the ECOWAS region (Economic Community of West African States) in the long-term, with the development strategy based on finding the right assets and sources for development in each country, and on developing the most suitable partners for each project.


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contact@bms-constructions.fr Tél. : +33 3 88 68 94 83 Fax : +33 3 88 68 95 84

DOSSIER PRÉLIMINAIRE | DOCUMENT NON CONTRACTUEL

“You need to evaluate opportunities, bring in the right consultants, perform top quality full feasibility/technical studies and start thinking about how you will finance your projects well in advance to be able to move fast and perform on a fast-track basis,” Gupta says. “You also need to ensure that there is a benefit to the people, country and region to have the human factor on your side. “If you bring economic growth without social development you might be successful and make some money but if you want profitable long-term business, you need to establish a strong network and show the people you are here for good; not just in words but by actions and delivering what was promised and agreed.” Kalyan has achieved just this on the continent, subsequently attracting the attentions of the African Development Bank and a series of potential investors now looking at entering a country or

Interior design

Architecture

MADRID | miguel yuste 12 - 2 | 28 037 |

T +34 91 575 97 60 F +36 91 575 90 59

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T +33 9 5049 55 66 E info@groupiad.com

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| 19 quai saint-michel | 75 005 |

Onomo Conakry Kaloum ONOMO 2014-12-09

Construction is our job and passion

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“...here’s to the dreamers, the ones that make the World move forward “ We are honoured to have

been part of this prestigious project .

Warm congratulations to Kalyan Group

Ethnic. technologies Future proof consulting

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region they would have previously avoided. Gupta continues: “Our goal is to establish a business model in Togo in several fields of activities and to then export that model across the whole of West Africa. “Most investors might be reluctant venturing into Africa, but Africa is the future. Africa will account for 25 percent of the world population by 2050 and for 50 percent by the end of the century. “The manpower of the future is in Africa, and plans have to be made to provide jobs to these people.” This is exactly what Kalyan has been doing in Togo, giving opportunities to local artisans and teaching them how to perform in complicated environments, for the benefit of both the Company and the individual. “In Africa, local employment is a major issue. If you want to stay in the long run you cannot just come, bring expatriates, make some money and leave. You need to take advantage of the existing skills available locally and

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also develop what is not available,” Gupta emphasises. “For the hotel’s construction, 90 percent of the manpower was sourced locally, which means around 2,000 local people were involved. “This is the kind of holistic approach of the business, which might not work in some regions, but I can assure you this is the best way to grow in Africa. You need to develop the business environment and this is obviously linked to human resources.”

HOW IT ALL BEGAN Ashok Gupta’s grandparents had a large number of farmers working on the crops. At one point, famine hit the community and said crops, putting farmers out of work and making existing crops unattainable at the hands of protective landlords. Most landlords sold these crops to the workers for double the price. Mr Gupta’s grandparents, however, decided to support their farmers at that critical time, treating them like their children and opening their storage to them; making crops available for free so the farmers could support their families. His grandparents were among the very few landlords in the area who prospered in the long run, managing to gain gratitude from the farmers who subsequently worked tirelessly to repay the kindness. This same relationship between management and staff members is instilled into Kalyan Group to this day.

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Kalyan makes sure its employees can grow at a professional level

A dedication to individual enrichment isn’t constrained to the workforce either with Kalyan heavily involved in corporate social responsibility initiatives and the overall development of the communities in which it chooses to operate. Improving the quality of living, across amenities, electricity, healthcare and education; the organisation from management down understands the importance of total regional progression. “We create jobs - 2,000 for the hotel’s construction and another 550 for operations - but it is not just about job creation,” Gupta says. “We also train our employees and make sure they can grow at a professional level. “We told the Togo Minister of Finance at the beginning, ‘We are not only building a hotel, we are building skills and capacities for the future”.” Free meals to all site workers each day further cements the Company’s role as a personable and reputable business, fostering a positive atmosphere within Kalyan that promises to reap further rewards in the West African region and hospitality sector in general, in the years to come. Gupta concludes: “We are a Group with a great vision to successfully grow but to also make a difference in people’s lives. We have always followed our aims and turned failure into opportunity. We believe in collaboration and working together to succeed but also believing in your own abilities and never giving up as there is always a way. “Nobody works as much as we do, and nobody pays so much attention to quality. There is always a clear focus and ability to just launch into projects and take bold steps into new markets. “Kalyan can ensure you that we will make history in the sector, not only in Africa but also worldwide.”

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Affordable Innovatio

ALARGAN International is applying its commitment to quality and affordability on an increasingly widespread scale as it continues to serve a vastly neglected area of the housing market Writer: Matthew Staff Project Manager: Arron Rampling

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LARGAN International has found a niche in meeting an area of high demand yet with scarce supply for the past 21 years, and is as driven as ever in providing affordable housing to the Middle East and beyond in the future. Beginning in 1994 with just two members of staff, yet an ambition to bring this relatively untouched property development business model to its native Kuwait, the Company has adapted and evolved ever since to become one of the leading lights in the region but still feels there is work to be done if the sector is to truly flourish in the years to come. “Affordable housing is a very important market that we need to enhance in our territory and the Middle Eastern area,” affirms ALARGAN International’s Chief Executive Officer (CEO), Khaled Al-Mashaan. “Unfortunately not much attention is given to it, so it is very important that we talk about this more often and educate people so that the competition grows. “The more competition we have, the better products we will be able to come up with in the future, and then it is down to us to stand out in terms of quality and affordability.” Ongoing collaboration alongside sector professionals, business developers and even universities ensures that ALARGAN plays a central role in the future prosperity of the industry; a responsible positioning indicative of the Company’s overall philosophy. A similarly significant influence in developing Kuwait’s first Green Building Council - as well as already boasting the first LEED-approved building in the country, in the form of its headquarters - cements ALARGAN’s presence as a pioneer and leader in instilling necessary trends, and AlMashaan attributes this asset as the reason for the Company’s resounding

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lshaya Trading Company enjoys a sterling reputation as a supplier of the world’s best commercial equipment, and as a provider of high quality furnishings for the office and home. We derive our strength from our recognised management qualities, innovative strategies, favourable employer culture and substantial financial resources. Serving a large and diverse customer base, we adhere to one principle – only top-of-the-line brands are acceptable. Our commitment to high quality products and services is matched by our professional sales and marketing personnel, ably supported by our in-house design, logistics and service teams. This expertise gives us a competitive advantage in executing projects of any scale in the region.

Khaled Al-Mashaan, Chief Executive Officer, ALARGAN International Real Estate

success over the years. “We use different methods and we’re an innovator,” he states. “We like to come up with ideas that will suit our end users ahead of time. We provide them with products that will make their lives more enjoyable and make sure that it goes a long way in meeting their needs. “For every product we put out, there’s something very recognisable and people understand that it’s an ALARGAN product because of the way we implement it.”

Successful business model

This kind of recognition and notoriety would have perhaps been unthinkable back in 1994 when Al-Mashaan embarked on his venture; with just a theory and one colleague driving into what he knew was a potentially lucrative gap in the market. Starting with no equity in the

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housing market is no simple feat, but was rectified over the subsequent years via carefully selected partnerships with individuals initially, and later with corporates and investment banks, before developing its first housing project in 1997. “We started as a construction company, but after saving some equity, this first project was a very simple idea; to get investors to buy the land and then to build up the project of 18 individual homes with that equity,” the CEO recalls. “By 2000, we were doing more than 200 homes a year, and at that stage we realised that Kuwait would be too small, and we moved into the region.” Starting in Oman first, the migration quickly engulfed Bahrain and Saudi Arabia also and by 2004, the Company’s capital had risen to US$75 million; later enabling the business to go public in 2007.

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“To this day, we are still the same business with no need to change a Commercial very successful business model,” AlKitchens, Mashaan continues. “We have now Laundry & reached delivery of more than 1,000 Bakery units a year as we expand in the GCC region.”

Local knowledge

Storage Systems & Supermarket Solutions

Never a Company to stay content with existing or former successes, the next port of call for ALARGAN’s expansion is Morocco, and Casablanca in particular. Al-Mashaan adds: “As well as Morocco, we’re also re-evaluating Egypt after being there for five years previously without success. “We’re very careful in our approach but are re-evaluating our position there again, while Algiers is also on our radar as a potentially lucrative market with a lot of value there for affordable housing.” While the Company’s rise to prominence may indicate a rapid

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approach to expansion and continuous improvement, ALARGAN has in-fact built its model on meticulous planning and carefully-honed ideas before any dramatic step is taken, and never is this more the case than when identifying potential new regions of operation. “While landing in any new market, we make sure to study carefully its culture and needs; we look at local partners and never enter a market alone. We cannot work without that local knowledge,” Al-Mashaan emphasises. “We structure companies to suit that partnership and then from it, we move into doing a project. We aim to build communities fulfilling the needs of local citizens and make sure to provide them quality products fitting their lifestyle.

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We provide the best product for price, and that is understood across the Company and by our customers

“We come in with the technical backgrounds on housing, affordability, design and value, but we need those local partners there too.” Saudi Arabia, Oman and Bahrain have all proved to be successful ventures based on this ethos, with local suppliers, surveyors and personnel adopted in each case to complement the Company’s core property development knowhow.

Revise and enhance

Across every operating territory, ALARGAN’s ability to standardise its quality, while tailoring its offering, has been a combination enjoyed by all partners and customers, and it is this adherence to the very latest industry trends that stands the Company in


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such good stead when exploring new horizons. “It’s very important to understand your customers because they are evolving very differently today to how they were 10 or 20 years ago,” AlMashaan says. “You have to constantly revise and enhance your product. “You then also have to understand the different customs and cultures, because Kuwait isn’t the same as Saudi or Bahrain, for example. We have grown to be able to cater for and understand these different cultures in the knowledge that we don’t want to overshoot or undershoot the market.” In the future, this philosophy will certainly be applied to more territories than ever before, across the Middle East and GCC region, while a further

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diversification in the form of offering products in Europe will also ensure that ALARGAN’s eggs are firmly spread across numerous baskets, with potential for high yields and happy customers in each. “We have always said we have to build something you would live in yourself,” Al-Mashaan concludes. “That is the model we have continued to enforce and is the model we make sure our people understand. “Anything below that standard will be knocked off and started again because quality is the most important thing regardless of whether you’re building affordable homes or not. “We provide the best product for price, and that is understood across the Company and by our customers.”

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Durat Al Fintas, Kuwait

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Rimal Hotel & Resort- Kuwait

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Well-known for its multidisciplinary approach to construction in the Middle East, Al Masaood Bergum has been strengthening its portfolio by investing in some of Qatar’s most significant megaprojects Writer: Emily Jarvis Project Manager: Arron Rampling

odular buildings manufacturer, Al Masaood Bergum (AMB) is looking to further diversify its core business in order to counteract a regional construction labour downturn, starting with the bolstering of its value-add services across a wider range of industry; resulting in a full turnkey offering of onshore and offshore solutions that reflect the current growth and development of the Middle Eastern economy. Representing the construction interests of the wider Al Masaood Group, one of the most respected names in the Middle East - referred to on the Company website as a Group with “a Middle East presence and an international reputation” - Al Masaood Bergum has maintained a record for providing a cost-effective and efficient range of construction

solutions since establishment of the globally-recognised brand in 1978. As one of 73 individual business units under the Al Masaood Group umbrella, spanning 18 diverse market segments and associations with many world-leading companies, Al Masaood Bergum has built a reputation as a trusted provider of effective, quality building solutions; resulting in its current status as one of the largest commercial organisations in the United Arab Emirates. “Benefitting from the growth and expansion of the Middle East and North African regions, the Al Masaood Group is actively involved in the construction sector. The Group offers multidisciplinary construction services, from design and completion through to complete turnkey solutions, in addition to the supply of basic materials,” the Company says on its website.

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Renowned for completing projects to the highest international standards of quality and safety

Project Qatar

With a proactive management team and aptitude to maintain a strong pipeline of new contracts, Al Masaood Bergum is known for completing projects to the highest international standards of quality and safety. And in order to further build on this, the Company has utilised Project Qatar, an annual event in Doha, as a springboard to build awareness of its various value-add offerings, including its new rental service, across a wide range of sectors including; oil & gas, energy, construction, infrastructure, residential and industrial developments. Demonstrating yet another successful year in the Qatari market, AMB was awarded a number of substantial contracts in the past two years, including for the construction of several megaprojects that are now underway. Speaking at the event in 2014,

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AMB is proud to be announcing a series of valueengineered products, specially tailored for the construction and infrastructure sectors

Vince Dominic Fernandes, the firm’s Senior Business Development Executive revealed: “AMB is proud to be announcing a series of valueengineered products, specially tailored for the construction and infrastructure sectors. “AMB Rentals has secured several government-based contracts for long-term, modular building lease programmes within key Qatari regions. Also featured will be AMB Rentals, which serves a multitude of sectors by meeting short and long-term lease requirements.” He added: “AMB has been awarded several contracts in relation to a range of megaprojects, such as Doha Metro - [a rapid transit system due to become operational by 2019] - and developments within the Ras Laffan area, [such as the Industrial Cities project]. “We are working on the establishment of temporary facilities for several contractors active at Doha Metro construction sites. AMB is currently building office and accommodation blocks and utility buildings to support the project.” For its 11th edition, Project Qatar provided the ideal platform for AMB to enhance its relationships with local and international developers seeking to enter the Middle East construction market, all of whom looking to capitalise on the booming Qatari construction sector. More than 2,100

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companies displayed their products and technologies to more than 48,000 visitors from 47 countries. “As a result of the event, we are also working on private requirements for several VIP entities, and a defence base around coastal lines,” Fernandes added.

Megaprojects

From the QAR136.5 billion Qatar Rail project to the QAR20 billion and QAR30 billion Education City, Msheireb Downtown, Barwa City and the 2022 World Cup stadiums currently in various stages of development, Qatar currently constitutes a major proportion of the world’s construction project pipeline. Furthermore, the huge drive and financial investments going into Qatar is coming at a time when the world is looking less financially confident; with oil prices in particular having an impact on countries with low financial reserves. A recent report explained: “Qatar, however, has huge financial reserves... For the last several years, Qatar has recorded significant budget surpluses that has allowed for a diversified savings and investments portfolio both at home and around the world.” As a result of the above major project investments and organic population growth, Al Masaood Bergum has been able to leverage its strong local and international business relationships in the construction industry to work on some of the most prominent and visible projects in the world today, and add them to its already strong portfolio. With business events such as Project Qatar helping to showcase its continued reinvestment and interest in construction industry developments, Al Masaood Bergum is well positioned to now take this knowledge to new markets across North Africa and further geographies; showcasing the wide range of applications for its products and services to an even wider range of customers.

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A QUANTUM LEAP IN FIRE PROTECTION IPN-QuadCore was invented by asking specifiers and building owners what they demand of tomorrow’s buildings.

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Qatar currently constitutes a major proportion of the world’s construction project pipeline

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GloMar Offshore remains committed to a flexible and entrepreneurial business model which has seen extensive expansion across its service portfolio and safety standards over the course of its short history Writer: Matthew Staff Project Manager: Josh Hyland

loMar Offshore’s diversification and expansion across the Dutch offshore support and safety industry has been extensive and rapid since its inception in 2007, but in a sector which is dependent on so many fluctuating trends, and with some of the world’s most renowned clients in tow, the Company is still embarking on some of its most significant investments to date. With operations across shipmanagement, subsea and inland diving, renewables and shipbuilding, the business’s goal of becoming a one-stop shop is largely reliant on the internal infrastructure that has been built over the past seven years, and

continues to expand in 2015 and 2016 also; namely through the size of its vessel fleet. Currently standing at 21, the continuous improvement strategy in recent years has been to add two vessels to the portfolio each year, but through a combination of opportunity and proactivity, GloMar has witnessed an additional eight ships entering its Polish shipyard in the past 14 months; a signal of intent as the business enters the next stage of its evolution.

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“The additional eight vessels cater as hotel accommodation vessels, safety standby vessels and multi-role vessels and represented a big step up for the Company in terms of the kinds of certificates and accreditations we have adopted alongside the acquisitions,” explains GloMar’s Chief Commercial Officer, Mark van der Star. “Once the first step is taken, the second becomes easier, and we have put a lot of work, in the past year, into not just purchasing new vessels, but also then transforming each one for the kinds of work she will be carrying out.” Following the striking of a pivotal new partnership, the four vessels acquired as a consequence - combining with the four additional purchases make up the eight-strong influx and

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the excitement for GloMar now comes in applying its renowned branding to the ships before implementing them across a service range which far exceeds the initial expectations of the organisation.

GloMar evolution

Incepted as a brainchild of two entrepreneurs - one of which still remaining at the helm to this day GloMar was initially set out to act as a guard vessel service to the oil & gas industry; a concept which received immediate recognition from some of the industry’s biggest players. “Right from January, 2008, Gas de France (now ENGIE) asked us if we could provide NOGEPA safety standby services as well as the guard vessel

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duty, and the owner - given his background - was positive that we could convert our guard vessels into safety standby vessels,” recalls the Company’s Chief Operating Officer, Jan Wouter Thijssen. “From that point and signing our first longterm contract with Gas De France, the other oil majors like Total and Chevron soon followed, and we quickly grew from just a very small company of four people in 2008, to the size we are now, with 25 people and 21 vessels.” Building a reputation for high quality and safety standards just as quickly, GloMar’s next evolutionary phase was to move into the renewables market through the building of a hotel accommodation

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RINA SERVICES

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INA Services is active in the sector of classification, certification, inspection and testing services. Based on its tradition, history, skills and territorial coverage, RINA Services is committed to providing a qualified service for the complete cycle of the shipping industry: from design to building, from shipyard management to inspection and testing of materials and components, through to regular inspections to maintain the class. The company is a leader in the cruise ship and luxury pax-ferry market and in the ro-ro ferry sector.

GloMar Advance multipurpose offshore support vessel

vessel, and a subsequent inland diving division was later added to the evergrowing array of services. “Then, in July, 2015, the Company decided to take the opportunity to truly invest in the subsea division of GloMar and not just keep it as an inland Company but also move towards offshore diving,” Thijssen continues. “With that, GloMar is not just a safety standby or renewables Company but

It’s always been our strength in not just adopting the highest industry standards but moving above and beyond them all the time

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also an offshore support vessel with capabilities across subsea diving, DSV and ROV.” This entrepreneurial flair and conducive small size when it came to making quick market adjustments and additions to its portfolio has subsequently led to GloMar becoming a monopoly holder when it comes to safety standby services in the Dutch sector, especially; and the Group is now working tirelessly to ensure that each facet is continuously honed and improved in line with wider industry demands.

Best-in-class

Working alongside oil majors from the very beginning demanded standards of the very highest quality from the offset, and GloMar has certainly not let said standards slip in the intervening years as it strives to not just meet market expectations, but to innovate and exceed them wherever possible. Thijssen notes: “It’s always been our strength in not just adopting the highest industry standards but moving above and beyond them all the time. We can do that because we are small and flexible and it can be as simple as us being the first Company to

RINA Services believes in delivering to ship owners high quality and customised additional services for all vessel types, from luxury cruise ships to purpose built offshore support vessels, allowing them to take advantage from the value generated by well thought out solutions. Among others, Glomar Ship Management have chosen RINA Services as a valuable partner and since the start of its co-operation with RINA Services in 2013, the company has brought 10 vessels under RINA class. Furthermore, Glomar has accredited its office according ISO certifications (9001:2008/14001/18001). The commitment from RINA Services and this client to cooperate can be seen at Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx all levels in the organization and they are looking forward to increase the amount of their collaboration. The RINA Group delivers verification, certification, conformity assessment, marine classification, environmental enhancement, product testing, site and vendor supervision, training and engineering consultancy across a wide range of industries and services.

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GloMar Wave, DP II role vessel, ERRV Class B

implement wearing safety glasses on deck, or more substantial in adopting safety rules in the safety standby market.” The same ethos is reflected in the Company’s quality and safety management systems also, having implemented ISO 9000, ISO 140001 and OHSAS 18001 standards into its safety remit in recent years. A rarity among the wider sector elite, accreditations such as these have subsequently laid down a marker for business partners, suppliers and clients as to GloMar’s positive intentions for future sustainability and differentiation in the industry. “There are many things which do differentiate us from the rest, and while our best-in-class safety standards are certainly among them and are appreciated by all our clients, we also benefit largely from having our own

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Sailing the world

GloMar Wave in action, supporting offshore renewable energies

shipyard and therefore by setting our own internal rates on vessels, which not many ship owners can match,” van der Star emphasises. “We can implement the latest technologies and build according to what the market needs before setting the rates, knowing comfortably that the competition is going to be more expensive.”

Despite now being a mix of experienced and dominant in the safety standby industry, and then slightly more juvenile in the offshore domain, the overall philosophies remain the same, and the technical requirements applied to the overall fleet of vessels certainly overlap; making the ease of transition all the more comfortable and the trust among prospective new clients all the more likely to attain. While some entering the lucrative offshore sector are having to do so via a large step up in technical expertise, GloMar’s experience in the wider ship management area makes the move more of a sidestep, making the new services easier to adopt, and making it easier for clients to understand the Company’s scope. “With regards to trends in the


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industry, it’s always an uphill battle against the basis of quality, health & safety and the environment but we have made sure that we stay on top of that and have got ahead of ourselves through our accreditations,” Thijssen says. “While trends in the safety standby market don’t change a lot outside of general safety improvements, the subsea and renewables sector and the move towards subsea is something that a lot of companies are trying to move into, and we have been ahead of that for the past couple of years. “We can now say that offshore support doesn’t just relate to safety standby but literally means support for everything that you can do offshore!”

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The aim for GloMar now is to diversify the Company even further, becoming a one-stop shop in providing services across all subsea and renewable markets, but the

GloMar Vantage multipurpose offshore support vessel

opportunities certainly don’t end there, with a much more literal expansion also on the horizon. Van der Star concludes: “For the past eight years we have worked in Europe and the Baltic area but there hasn’t been a lot of focus outside of that because of the oil markets collapsing and the amount of competition that has been in the renewables industry. “In the future though, and as a result of our new partnership and additional vessels, we can go into the world alongside partners as far afield as New Zealand, Brazil, Myanmar, West Africa or the Americas; sailing the world’s oceans instead of two seas, and growing GloMar because of that.”

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Experienced and Excellent

12 countries around Asia, meeting needs across pre-commissioning and commissioning activities in what is an evidently volatile market. The ability to offset inevitable industry challenges has been pivotal since the Company’s inception in 2001, growing from humble beginnings and focusing on onshore pipelines, before applying its evolving experience and track record over the years to an increasingly vast array of services. “With an experienced team of more than 100 field persons and Writer: Matthew Staff our custom designed equipment, in Project Manager: Josh Hyland a very short time we were able to break through offshore hurdles and today we are a reputable Company having successfully executed rans-Asia Pipeline projects for global oil & gas majors Services’ global as well as national oil companies in ambitions are edging Asia,” Chief Executive Officer (CEO), closer to fruition as its Sachin Sanghai recalls. “Trans-Asia “excellence” and today reflects an “excellent and “experience”, balanced with a experienced” team and product proactive approach to continuous offerings. improvement, continues to attract new clients and new “Commitment, reliability, work safety, opportunities outside of responsibility and its Middle Eastern base. confidence are our Headquartered in core values and Sharjah, UAE, the leading provider of what we stand by. Today we pipeline and process are a global and services to the oil, dependable entity.” gas and petrochemical Complemented by sector comprises more Sachin Sanghai, CEO world-class equipment than 300 employees and has a presence in and customised solutions,

Trans-Asia Pipeline Services has displayed its extensive engineering solutions, efficiencies and innovative edge across Asia over the past 15 years, from its UAE base, and now has its eyes set on further growth

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FLUIDTECH ENGINEERING LLC,

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luidtech Engineering LLC, located in Dubai, UAE, was established to provide pump packages and services, for pump new builds and rentals to the oil & gas, marine, power generation, petro-chem and general industries. We are proud to be associated with Trans-Asia Pipelines, having supplied a number of centrifugal and high pressure pumps. FTE represent Jetech (USA) for ultra high pressure pumps, Pratissoli (Italy) for low to high pressure pumps and Pumpsense (India) for a range of centrifugal pumps. So, please do contact us for your future pump requirements. T +971 4 3392 878 E sales@fluidtecheng.com

www.fluidtecheng.com

Equipment testing

value for money is the ultimate promise delivered to clients as a consequence, with commitments to health & safety similarly imperative to the Company’s overall aims. “All this translates into a simple yet powerful promise,” states Sanghai. “Trans-Asia operates in a safe, environmentally conscious and socially responsible manner and works towards strong growth and secure, superior value for ourselves and our customers.”

Innovative ideas

The privately-owned Company primarily operates across Asia, from its UAE hub, with physical branches stationed in India, Singapore and Indonesia. In each region of operation, the same quality standard of services are delivered across cleaning and gauging, hydrostatic testing, dewatering and drying, nitrogen services, electronic gauging and pigging survey support. “In addition we also have a process

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We try to understand the project specifications and scope and depending on the same we will come up with some innovative ideas and start our procurements accordingly

services division where our main business comes from nitrogen services, leak testing, chemical cleaning and flushing and hot oil flushing,” Sanghai continues. “Typically, with most of the projects, we are associated with our clients from the bidding stage itself. “We formulate the technical proposals so as to meet the complete project specifications as well as helping to reduce client barge/vessel days offshore which is a huge cost for them. “We try to understand the project specifications and scope and depending on the same we will come up with some innovative ideas and start our procurements accordingly.” Receiving repeat clients on a regular basis, the longevity of positive relationships formed in the sector are testament to Trans-Asia’s success, and have already reaped rewards at the beginning of 2016 via the attainment of a prestigious project in the Middle East alongside one the largest national oil majors.


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Pratissoli/Jetech

Pratissoli / Jetech

Fluidtech

Engineering LLC

P.O.Box 48273, Dubai, U.A.E : +971 4 3392878 Sales & Rental of: TelFax: 48273, Dubai, U.A.E +971 4P.O.Box 3392879 Tel: +971 4 3392878 High Pressure Pumps E-mail: sales@fluidtecheng.com Sales & Rental of: Pressure Pumps info@fluidtecheng.com Fax: +971 4 3392879 Ultra High Website: www.fluidtecheng.com E-mail: sales@flidtecheng.com > High Pressure Pumps

Centrifugal Pumps Fighting Pumps Fire Pressure > Ultra High Pumps Submersible > Centrifugal Pumps Pumps UL/FM & API Standard Pumps > Fire Fighting Pumps Filtration Systems > Submersible Pumps

> UL/FM & API Standard Pumps > Filtration Systems

info@fluidtecheng.com

www.fluidtecheng.com

Innovation Knowledge Technology Members of the WJTA

Quality matters

Trans-Asia’s teams strive hard to reach customer expectations on schedule and to a high standard

Sanghai explains: “There are five pipelines and this project needs to be completed on a very tight schedule. We hope and are striving hard to reach our customer’s expectations on schedule and as of now this job is sailing smoothly. “We also have a SBM (single buoy

mooring) pipeline project in Southeast Asia where twin 48 inch lines are required to be pre-commissioned and commissioned by the end of June, 2016. This is also a prestigious greenfield refinery project and we are working with EPC Contractors to execute and handover the lines before schedule.”

As a result of the ongoing, lucrative business coming Trans-Asia’s way, the Company will very soon be able to offer integrated in-house services across both pre-commissioning and commissioning, and is optimising the most honed areas of operational efficiency and sustainable capital expenditures in order to facilitate such growth. “Almost every year since 2008, we have had a capital expenditure budget of US$ 3-5 million which we utilise 100 percent on new equipment and our asset base,” Sanghai says. “Over the years we have built up a large equipment base with which we can cater for any kind of pipeline jobs, onshore or offshore. “In 2014, we upgraded our workshop and yard facilities and secured additional land lease at Hamriya Free Zone. At present we are constructing offices with all the latest

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communication and IT facilities at our Hamriya Free Zone facility which will act as a new Group headquarters and will be a centralised engineering and design centre for the Trans-Asia Group. We are also constructing a training centre for our personnel at Hamriya.” The ability to drive forward and vastly improve internal infrastructures is refreshing in an industry which is currently under the pressure of a welldocumented oil & gas slowdown, and is once again testament to the diversity that Trans-Asia has within the business to offset certain sector shortfalls. Complementing these structural capabilities is the equally significant devotion to personnel development; once again ensuring that the experience and excellence ethos is adhered to throughout the Company, and instilled within each individual. “Being a service Company and also a knowledge-based service Company, our employees are our brand ambassadors,” Sanghai emphasises. “We also operate in an industry where experience, knowledge, work safety and quality matters the most and it has always remained challenging for us to enhance our employees’ knowledge base, their skills level and empower them. “Fortunately, even with more than 200 persons we are able to create an atmosphere where everybody feels included in the business and takes the ownership of the tasks assigned to them.”

S E R V I C E S

Equipment yard

Global and diversified

An additional advantage implemented into Trans-Asia’s personnel strategy derives from its international presence, yet the ability to instil a local feel into each branch’s operations. As a consequence, the Company has as many as 13 different nationalities forming its truly diversified and global workforce, and sets the tone for its extensive international expansion strategy moving forward. “In some of the market segments

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Surendra Dhanekula, Managing Director

that we operate in, we already have a considerable market share and we wish to consolidate our strengths,” Sanghai says. “In the near term we are seriously looking at West Africa which seems to offer potential and we look forward to a breakthrough in 2016. “We are also working on a few bids from CIS (Commonwealth of Independent States) countries and wish to have a presence there.” This natural migration will be the latest in a long line of geographic milestones which has previously seen moves into Eastern Europe, North Africa and East Africa in 2010, 2012 and 2013, respectively. Latin America is also now a very real prospect moving into 2016, via yet another pivotal client partnership in the


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In the future, I now certainly wish to see Trans-Asia as a global brand employing a truly global and diversified, efficient and professional workforce

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Team TAPS

Argentinean oil sector, representing an exciting and dramatic evolution of a Company that has never been happy to simply maintain the status quo. “Since our inception in 2001 we have successfully executed a number of projects for renowned oil companies and EPC contractors in the region that we operate, through our offices in the Middle East, Southeast Asia and Indian Subcontinent,” Sanghai concludes. “In most of the markets that we operate we now have a substantial market share

and in a few of them we are market leader in pipeline pre-commissioning services. “In the future, I now certainly wish to see Trans-Asia as a global brand employing a truly global and diversified, efficient and professional workforce. “I also look forward to Trans-Asia becoming recognised in West Africa, CIS, Latin America and Eastern Europe in two-three year’s time, for our engineering solutions, efficiencies and innovative edge.”

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A Truly

Personal Service Alesco Risk Management Services’ concerted drive into new markets and territories looks set to continue in 2016 and beyond as it seeks to capitalise on its similarly honed internal structure Writer: Matthew Staff Project Manager: Tom Cullum

Simon Matson, CEO

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n just eight years, Alesco Risk Management Services has diversified its portfolio at a rapid and extensive rate, leading the Company to award-winning notoriety and instilling its reputation in the industry as a fully-integrated, reliable and turnkey partner of choice. Founded in 2008 by a team of experienced professionals specialising in the provision of risk management and insurance solutions for the global energy industry, the UK-based entity’s fresh business model facilitated unprecedented growth under the ownership of Arthur J. Gallagher; demonstrating an entrepreneurial flair and internal flexibility that could only derive from an in-house, personable ethos. “Alesco is one of the few brokers that does not outsource any part of the claims service. Our rationale is that to service a client properly there has to be an integrated and cohesive approach so that the whole placement and service plan wraps around the client,” Chief Executive Officer (CEO), Simon Matson affirms. “This ensures that every team member is fully cognisant of what the other elements are doing, to maximise the knowledge and partnership with each client. “We believe a client gains more from

speaking to the actual people who will have a hands-on, personal involvement on the account and actually deliver the service. This means clients benefit from a truly personal service, while being able to call on a wealth of sector experience right across Alesco’s specialisms to ensure their programme covers all their exposures and addresses every objective.” And the service becomes even more attractive and widespread as more aforementioned specialisms are added. Branching out into construction, property and casualty, to complement its ongoing energy and oil & gas successes has, in turn, facilitated a workforce expansion to as many as


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on the construction side. “Our casualty clients range from national oil & gas companies to hotel chains and manufacturing companies.”

Geographic focus

Embracing the expertise existing within the Company’s founding members and workforce, the subsequent development of Alesco has adjacently mirrored the needs of its ever-growing client base; once again capitalising on the natural overlaps across its core sectors. This, combined with the Company’s natural philosophy of continuous improvement, has proved a potent mix and continues to open doors on a

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geographic scale also. “We are continually looking for new opportunities that will help us improve the offering to existing clients, and have also been looking to increase our reach by capitalising on global investment opportunities,” Matson explains. “In recent years, Gallagher has directly invested in new geographic regions, for example Latin America and China, which enables us to enhance our service capability in these territories. “In addition, we have set up a number of individuals spearheading regions across the Alesco network, with expert teams focusing on clients in specific geographical areas, such

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CHAUCER

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haucer is a leading insurance group underwriting risks at Lloyd’s, the world’s specialist insurance market. It deploys specialist underwriters in all major insurance and reinsurance classes, including aviation, casualty, energy, marine, property and treaty. Chaucer has offices in London, Copenhagen, Miami and Singapore and is the focus of international operations for The Hanover Insurance Group, Inc. Based in Worcester Massachusetts, The Hanover is the holding company for several property and casualty insurance companies, which together constitute one of the largest insurance businesses in the United States.

www.chaucerplc.com Henry Croft-Baker, Partner

as the Middle East and Africa. These teams have an in-depth knowledge and strong understanding of the local market needed to ensure we can deliver tailored solutions to our clients in these regions.” All-told, Alesco’s reach encompasses 150 countries, but not many regions present the same level of untapped opportunity as Africa however. Matson continues: “Team members have been working with clients in Africa for nearly 20 years. We have not, as yet, opened an office in Africa but it is a region where our clients are investing more and more and consequently it is becoming an increasingly important geographic focus for our business. We have established a crucial partnership with a firm in Durban who are a vital cog in our ability to deliver the best solutions for our clients. “With so much focus on renewable

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Our people are the most important aspect of Alesco. As we have grown, while other brokers have contracted, stood still or been acquired, we have been able to hire the best clientfocused specialists in the market

energy in Africa we have successfully negotiated an industry-specific facility for clients engaged in these projects. There is also a heightened awareness of exposure to political risk and political violence to which our insurers and reinsurers have responded very supportively.” Working alongside the World Bank to hone the angle of provision on the continent, the need to remain locally relevant despite its international influence is pivotal in each region of operation and no more so than in a traditionally domestic-centric African energy sector. “We actively promote the use of domestic African insurance capacity where this is available as a means to enhance our service offering and to maximise the best of what is available in Africa,” the CEO states. “However, there always needs to be a thorough check on the terms and conditions that lenders and international investors will expect on insurance contracts,


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Your Lloyd’s insurance partner for Energy

particularly where project finance is involved, to ensure the best possible outcome and protection for our clients.”

Best-in-class

Never one to stick with the status quo or rest on its laurels, the Company’s latest evolution will see a move into a prestigious new head office on Lombard Street in London, in February, 2016, once again improving the platform from which its service provision can flourish. Enhanced technical and environmental facilities for both team members and clients will continue to facilitate close relationships with decision makers across “the world’s longest-established global specialty insurance market”. “Alesco also continues to invest heavily in big data initiatives as we seek to monitor and integrate all the available information in the energy and

power insurance market in terms of capacity, premiums, losses and other underlying trends,” Matson notes in regards to the business’s ongoing structural refinements. “Due to our recent expansion and successful growth, we also find ourselves in the enviable position of being focused on actively hiring, as well as retaining, the best people and specialists in the market. “Our people are the most important aspect of Alesco. As we have grown, while other brokers have contracted, stood still or been acquired, we have been able to hire the best clientfocused specialists in the market. We have thus assembled handpicked energy, construction, property and casualty teams to provide a powerful mix of excellent service and experienced expertise to our clients based all over the world.” The foundations are therefore perfectly laid for Alesco, as it looks to

widen its product range and knowledge base even further in the future, while also driving forward its internal evolution through enhancements across brand awareness, web presence and client collaboration. Matson concludes: “Ultimately, we want to be the natural broker of choice in all the industry sectors we participate in for the broadest range of clients; from small start-up operations to international and multinational energy companies. “Our business model allows us to compete on specific projects where we believe we can add value and bring real expertise to bear, but the success of Alesco is really a tribute to the loyalty shown by our clients and the commitment of new clients to embrace our business model. “We will not claim to do things we cannot do. But in our core specialist areas we will aim to be the best-inclass.”

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Staying True to Colour l Gurg Paints is gearing up for the most challenging yet exciting phase of its development to date as it looks to diversify the business model which has brought it so much success historically, with the significance of Expo 2020 looming large. The longstanding, prominent arm of EASA Saleh Al Gurg Group has made its name in the UAE and surrounding GCC region through its affiliation with Leigh’s Paints originally, and later the Dulux brand; becoming synonymous in providing niche services to the construction and oil & gas sectors. However, in a more recent acknowledgement of the need to diversify its operations, the introduction of its own Oasis paint brand has represented a positive evolution in the story of Al Gurg as it looks to take firmer control of its own future ventures. “The concept of Oasis comes from our stability and freedom, under our ownership, to now choose and decide where we would like to focus, how we want to focus, and with what technologies to introduce,” explains the Company’s General Manager, Sunil Gudur. “Many of the big names now want to get away from the licensing model and become far more active in marketing their own brands, so we have to make sure that we don’t miss

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Al Gurg Paints continues to benefit from the guidance of one of the region’s most experienced business houses, EASA Saleh Al Gurg, while embracing the most contemporary and visionary ambitions for future growth Writer: Matthew Staff Project Manager: Jake Megeary


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out because of this and become a passive partner. “This is why we made the decision to develop our own brand and can really concentrate our resources and efforts on Oasis moving forward.” This strategy becomes even more prevalent with Expo 2020 on the horizon; an event which is set to induce a multitude of construction and engineering activity requiring specialty paint coatings, while giving the likes of Al Gurg Paint a readymade stage on which to showcase its capabilities.

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“We can be fairly bullish looking to the future, with Expo 2020 expected to bring 150 countries to Dubai over the course of six months, and a huge amount of infrastructure needed to cater for that,” Gudur continues. “This is a fabulous opportunity for us to get our entire act together in terms of handling our own products, producing our distribution network and getting involved in marketing activities now, so that by mid-2017 and beyond, we are seen as a ready and reputed supplier and vendor to cater for the market’s needs.”

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Leading the way to modernisation for EASA Saleh Al Gurg Group & Al Gurg Paints Key initiatives launched & internalised by Abdulla Al Gurg, Group General Manager : > Today, the Group operates on SAP and every entity is able to get real time data which can be analysed for any required, meaningful information > State of the art HCMS adoption for human resource management operations > The use of modern management tools including Balanced Score Cards, Monthly MIS and P & L meetings > The development of a detailed Delegation of Authority manual clearly highlighting the workflow and the approving authorities and limits > Enablement of the entities to become a tech-savvy business across smartphones and tablets etc > The creation and introduction of a fair Performance Management System through unique KRA & KPI systems > The development of a special Learning & Development Training centre for constant upgrading of existing and new employees

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the population of the country is largely expatriates, so from a decorative perspective, the demand is usually tailored for the grand and glitz of the megaprojects that Dubai and Abu Dhabi are so famous for. “Alongside this, our other big segment is oil & gas which has been driving the economy here for a long time. So what’s happened is that our volumes come from the decorative paint market and the megaprojects, and our value comes from our ability to carry out specialty coatings in the oil & gas sector.” Subsequently becoming renowned across both the decorative and protective coating domains, Al Gurg Paints has offset its relatively small size as an overall business through the reputation it has attained by providing quality products resulting in performance par excellence. Hand-in-hand, this success has then been continuously reinvested into upgrading machineries, technologies and capacities to further cement its

ENOC (VOPAK) Pipelines

Specialty coatings

While the next four-five years promises to be one of the most pivotal periods in Al Gurg Paints’ development, this is certainly not to say that the evolution leading to this point hasn’t been equally integral, as the business firmly established itself as one of the Group’s most prized assets in the manufacturing vertical all under the guidance of Chairman, H.E. Easa Saleh Al Gurg CBE. As one of very few men to have been honoured by the Queen of England, the Chairman’s unparalleled experience and proactivity in progressing each of his brands went a long way in attracting the likes of Leigh’s and Dulux in the first place; setting the premise for Al Gurg Paints’ early successes as a licensee, catering especially for mass segments. Gudur says: “All in all, the paint market in the UAE is not too huge, and

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...our volumes come from the decorative paint market and the megaprojects, and our value comes from our ability to carry out specialty coatings in the oil & gas sector

Dubai Health Care City

IBN Batuta Mall


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www .m eg ac Established he in Singapore in 1988,

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Megachem quickly developed into a worldwide distributor of chemicals into many market sectors. Listed on the Singapore stock exchange and with offices in 11 countries we source globally from quality producers and supply a wide range of raw materials into manufacturers of Coatings, Inks, Polymers, Personal Care, Food and Beverage as well as many other industries such as Gas and Oil, Metal Treatment and Textiles. The UK office was established in 2001 and supplies into the domestic market as well as continental Europe, Middle East and the Americas. Our core values are based on Integrity, Transparency, Trust, Openness and Mutual Respect, making us an easy company to deal with both as a customer and supplier.

Al Gurg’s Oasis brand currently reaches 17 countries on the African continent

position as a key market operator. “We have never been a very big player in terms of numbers but have always been recognised in terms of the brand and the quality we have been offering here for the past two decades,” Gudur adds.

Wisdom and modernism

Complementing Al Gurg Paints’ product expansion and enhanced internal control in the future is an equally important commitment to broadening its footprint as it looks to once again add flexibility and diversity to its production and distribution network. The Company’s Oasis brand currently reaches 17 countries on the African continent, while much of Central Asia and the surrounding GCC countries are also natural areas of progression as the business continues to construct its independent legacy. Such entrepreneurial flair and speed

of decisions derives ultimately from its business and ownership structure though; an aspect which anyone who works within the Al Gurg Group would identify as the key differentiator. “When it comes to expansion, all financing is carried out in-house, and in everything we do, we can generate these decisions and funds without wasting time looking to outside assistance,” Gudur states. “As a result, we have become well-known for good quality and we deliver what we promise. “Our motto is that we ‘stay true to colour’, both in terms of integrity and in terms of our commitment to delivery of our paint products.” At an age when most patriarchs’ focus would only be on passing down the rich wisdom and experience accumulated, the Chairman still takes it upon himself to oversee the daily reports of all 18 companies within the Group; a testament to the consistency

and stability that has been achieved through three generations of family management. It is the balance between longterm stability, and the never-to-beunderestimated modernism within the business’s processes and systems that have formed a potent combination set to strike while the iron is hot over the next four years and beyond. Gudur concludes: “I feel incredibly lucky that I’m involved in this Group because, in spite of the father, daughter and the grandson driving the Group, if at any time the Chairman or any family member needs an opinion, the respective business head and core team are invited to offer their opinions on what is best for each entity. “With the Chairman continuing to tutor the shareholders and the workforce, brand Oasis will continue embracing all the newest trends and technologies to form a perfect balance of wisdom and modernism.”

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Holistic

Solutions in the Information Age

Britannia Mining begins working with UK Company, Everledger in an attempt to bring a secure and transparent solution to the commodity market’s burgeoning risks Writer: Matthew Staff • Project Manager: Arron Rampling

eadquartered in the United States, Britannia Mining Inc. is a global natural resources development company listed on the New York OTC Market. Over the years the Company has been active in mineral exploration and more recently has been developing gold, diamond and precious metal trading. Combining the progression of its own exploration projects with an acquisitional ethos in regards to ready-mined products, the Company is starting to make a name for itself as a consequence of its vigilance in the sector, and its vision to integrate the latest

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disruptive technologies; now leading to its latest collaborative endeavour with Everledger. Chief Executive Officer, Kenneth Roberts caught up with Europe & Middle East Outlook to outline the integrated vision and explain Britannia Mining’s focus in preparing for how ‘the blockchain’

could shape the future of the industry. Kenneth Roberts (KR): Britannia Mining Inc. is a resources development Company that spans exploration and mineral trading interests. The Company started out exploring iron ore and coal in Malawi, later focusing on marketing raw materials mined in Africa and Malaysia. In 2015, the Company ventured into procuring non-conflict diamonds and precious metals. We’re based in New York and have team members and partners in London and Malaysia, enabling us to reach the four corners of the globe; Europe, Middle East, Africa and Asia.


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Europe & Middle East Outlook (EME): Throughout the Company’s evolution, what have been the main continuous improvement strategies and philosophies of Britannia Mining to achieve the success that it has done? KR: Trends in the global economy as a whole and China in particular have recently created a particularly harsh trading environment for mining and natural resources companies. During the past decade, China has been the primary driver in demand. In recent times, China’s rebalancing of its economy has impacted demand for bulk minerals such as iron ore, manganese and copper. In anticipation of changing sentiment, we shifted focus from our exploration programme and concentrated on trading diamonds, gold, and other precious metals. This allowed the Company to participate across the full spectrum of the minerals and natural resources value chain.

In anticipation of changing sentiment, we shifted focus from our exploration programme and concentrated on trading diamonds, gold, and other precious metals

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To derive the greatest possible value from this refocusing of strategy, we have been actively seeking new ways to open up liquidity and accelerate global trade. As an entrepreneurial company, we believe that state-ofthe-art technology can be harnessed to address some of the continuing challenges facing the commodity trading sector.

We are living in the digital information age and are witnessing the dawn of the Fourth Industrial Revolution. However, administrative processes in commodity trading often rely on paper-based systems. Such systems are open to error, theft and fraud. Given that the output of a mine is valuable, we believe that by embracing


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technology, risks could be mitigated to ensure that the journey of a commodity from pit/shaft, to final consumer is as safe and efficient as possible. EME: What are the key projects currently being undertaken by the Company, or that are in the pipeline over the coming months and years?

R E S O U R C E S

KR: Our mission is to address challenges within the supply chain, focusing first on rough gemstones and high-value metals. At Davos in 2016, blockchain technology was identified as one of the key elements of the Fourth Industrial Revolution. The technology produces distributed global ledgers of immutable, fully verifiable transactions. By using the

distributed ledger (blockchain) to carry all the key information relating to a high-value item, total transparency over its origins and history can be captured. The record - a ‘ledger’ - is secure, tamper proof, and transparent. In 2015, Everledger emerged as one of the 25 most exciting start-ups utilising blockchain technology, as it showcased its platform to tackle the

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cut-diamond industry’s expensive fraud and theft problem. With a view to transparently complying with the Kimberley Process; a government and community-backed certification scheme for diamonds, Everledger further developed a system of warranties that enable mining companies to verify that their roughcut diamonds are not being used by militias to fund conflicts. We see the potential value that blockchain could bring to commodities. Through an agreement with Everledger, we are focused on implementing the technology to increase trust, transparency and ethical frameworks for our diamond business with the ambition to further extend this to other natural resources. As a result, Britannia Mining has signed a license agreement with Everledger and we aim to facilitate our trading through paperless transactions; Blockchain technology has been identified as one of the key elements of the Fourth Industrial Revolution

Britannia Mining has signed a license agreement with Everledger and we aim to facilitate our trading through paperless transactions

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developing verification and duediligence cloud-based systems; in an attempt to enable a reduction of risk and fraud, and to establish a secure B2B e-sales platform. EME: How far spread is Britannia Mining looking ultimately in regards to this ambition, and what challenges do you expect to encounter along the way? KR: Our vision is global and it is focused on addressing systemic SME trading bottlenecks. The first key challenge is connectivity. We are looking to coordinate with multiple partners along the supply chain in an effort to add further value to certification and traceability systems. It is an exciting time, as the information age is opening up a great number of cross-border opportunities. However, for digital technologies to benefit everyone, it requires closing


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the remaining digital divide, especially where a small proportion of large and resource-rich areas have limited access to the internet. The second challenge is capital financing. Due to the decline in availability of trading finance, this has led the natural resources sector to become “credit crunched”. In particular, this has impacted the small, medium and artisanal miners. Up until 2011, the commodities trade finance sector was seen as a low risk, critical cog of the natural resources and banking industry. But, by 2011 banks had become more risk averse. This manifested in a reluctance to offer trade finance positions for the smaller players; resulting in the lengthening of their working capital cycles; thereby placing stress on financial resources and profitability. Access and allocation of capital is often cited as one of the biggest issues facing the mining industry, especially for its juniors. EME: Looking forward, how do you see these new technology trends developing, what do you see as Britannia Mining’s role within this, and how does your offering differentiate from others within the sector? KR: We are an entrepreneurial company motivated by solving problems. We think holistically rather than in silos. With the blockchain cited to be a potential technological gamechanger, in the future we hope that Britannia, through optimal use of Everledger technology, will

ain? What is Blockch

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The information age is opening up a great number of cross-border opportunities for Britannia Mining

have developed ways to measurably reduce risk in the supply chain and in turn showcase a growing ethical trade initiative for the natural resources industry. We believe that Britannia’s integrated trading platform could be a key enabler. The platform is currently in advanced stages of development and is a joint venture with Espritia, a UK company that has built multi sector e-commerce sites. Our platform will utilise Everledger’s world-class blockchain technology and functionality, and it is this that we believe will differentiate our sales solution from other platforms; in terms of transparency, verifiability, risk reduction, speed of operation and users’ peace of mind. Initially intended for internal use by Britannia

Mining to sell through rough diamonds into industry, the platform will be expanded for other qualifying commodities. Our goal is to create a trading environment for SMEs to list products and trade with pre-qualified and vetted vendors in a secure, automated, private cloud setting. We are hoping that by providing a high level of assurance to our trading partners, providers of working capital funding and trade finance may improve offerings that could shorten the length of working capital cycles. The platform will offer to qualified SME users access to the tool through web browsers or mobile app. Ultimately, we hope to see a world in which increased trust and transparency brings confidence of supply chain to providers of financial services. In the future this may assist natural resources producers and traders to access new markets and funding streams.

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GCC: The New Insurance Landscape

T H E M I D D L E E A S T Insurance Forum (MEIF) is the region’s leading insurance platform that has played a key role in the development of the industry for the past 12 years. The forum helps key decision makers in staying informed about the major trends and opportunities, as well as provide a detailed analysis of the important developments in the industry that would aid them in their strategic planning. Under the theme of “GCC: The New Insurance Landscape”, the forum will bring together takaful and insurance providers to focus the separate businesses towards expanding the market for products to meet the

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needs of the insurance sector. The 12th edition of MEIF is set to take place on 2-3 February, 2016 at the Gulf Hotel, Bahrain. Building on its strong heritage of hosting an unparalleled gathering of key experts and decision makers in the industry, the forum will attract dignitaries, central bank representatives, the region’s largest insurance and takaful companies, economists, thought leaders and experts in research and academia, and insurance professionals to deliberate on new strategies for a collaborative effort to address the issues of fierce competition and low insurance penetration in the industry.

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D E TA I L S

WHEN: 2-3 February, 2016 WHERE: Gulf Hotel, Bahrain REGISTER: www.meif2016.com


PLASTIVISION

ARABIA

E V E N T

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The Finest Regional Plastics Showcase

THE UPCOMING PLASTIVISION Arabia international plastics exhibition and conference is set to open up a gamut of opportunities for the regional plastics industry, especially for those who have plans to up their game in the highly competitive market. The countdown has already begun for the show, which will be held at Expo Centre Sharjah from February 22-25, 2016, and the industry has much to look up to since Plastivision Arabia’s last showcase two years’ ago, due to its biennial frequency. Considering that expectations are high from the industry owing to the show’s impressive launch in 2012 and extraordinary second edition in 2014, we haven’t left a single stone unturned to bring together the best you can find from across the world. Multiple events at a single venue Along with Plastivision Arabia 2016, Expo Centre Sharjah will host trade events that focus on printing & packaging and mold-making industries, thus offering you a multi-products event. The 3rd Arabia Mold and the 2nd Print Pack Arabia promises you

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the most comprehensive sourcing and networking events for plastics, mold making and printing & packaging industries.

A diverse range at competitive prices

Being a comprehensive and costeffective sourcing point for raw materials, primary processing and auxiliary equipment and other products, the 3rd Plastivision Arabia will offer you an opportunity to source a diverse range of products under a single roof.

Upgrade and expand

Continuing market fluctuations and rising competition have prompted the region’s plastic processors and manufacturers to continuously invest in upgrading their operations in order to add to their range of products and improve quality, cost-effectiveness and productivity. The present market scenario, where feedstock prices are low due to sluggish offtake, also offers a chance to upgrade your capacity so that you could take advantage when demand picks up.

E V E N T

D E TA I L S

WHEN: 22-25 February, 2016 WHERE: Sharjah Expo Centre, Sharjah, UAE REGISTER: www.plastivision.ae


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EME Outlook - Issue 10