EME Outlook - Issue 11

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Shirin Asal LOCAL FLAVOURS WITH A GLOBAL IMPACT Iran’s fully-integrated confectionery Group looks to create value on new shores

QATAR’S MEGAPROJECTS 12 One of the world’s richest countries has huge construction aspirations

SIGNATURE SNACKS 38 Boosting awareness of its premium brands on an international scale

THE MEECO GROUP 44 A trailblazer in the development of a green economy

BIDVEST BALTICS 52 Guaranteed quality, from manufacturer to customer

EME OUTLOOK ISSUE 11 A L S O F E A T U R I N G : A V A Y A | D E L T A F O O D I N D U S T R I E S | W O R L D R E T A I L C O N G R E S S

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Finding a balance between local sustainability and global ambition is something that can only be achieved as a result of an unharmed reputation, an extensive supplier network and operating capacities akin to the best in global industry.

LOCAL FLAVOURS All three facets are attributes that WITH A GLOBAL IMPACT our company showcase assortment Iran’s fully-integrated confectionery Group boast in abundance this month, looks to create value on new shores epitomised by our lead feature on Iranian confectionery Group, Shirin Asal.

The fully-integrated conglomerate has significantly expanded its export reach in recent years in a bid to capitalise on local successes, and to become a globally-renowned producer and distributor across its ever-growing food and beverage product range.

We spoke to local entrepreneur-cum-internationally-influencial CEO, Mr Younes Zhaeleh about the Company’s commitment to innovation, enthusiasm for creation and continuous investments in advanced technologies in order to make the business appealing on a truly intercontinental scale.

The food & drink sector naturally accommodates such multinational philosophies as consumer demands become more comprehensive and diverse, and we tread further down that trail of thought via Dubai-based snack manufacturer, Signature Snacks, and the food trading artist formerly known as Nowaco Group; now enjoying new highs under the banner of Bidvest Baltics.

For dessert, our sector focus ventures back to the UAE to find out how old friend, Delta Food Industries is striving towards its two-year market leader goal.

Elsewhere, construction inevitably comprises a vast portion of our profile section this month as the likes of Alargan International gear up for Expo 2020, and Qatar goes a few steps further in revolutionising its entire infrastructure in the build up to Qatar’s National Vision 2030.

Finally, The meeco Group and Avaya share their success stories across the renewable energy and technology sectors respectively, and we enjoy our largest ever events assortment, providing a rundown of the mustattend expos in energy, food & drink, finance, mining, shipping and retail in 2016.

Matthew Staff Editorial Director, Outlook Publishing Enjoy the issue!

Shirin Asal

QATAR’S MEGAPROJECTS 12 One of the world’s richest countries has huge construction aspirations

SIGNATURE SNACKS 38 Boosting awareness of its premium brands on an international scale

THE MEECO GROUP 44 A trailblazer in the development of a green economy

BIDVEST BALTICS 52 Guaranteed quality, from manufacturer to customer

EME OUTLOOK ISSUE 11 A L S O F E A T U R I N G : A V A Y A | D E L T A F O O D I N D U S T R I E S | W O R L D R E T A I L C O N G R E S S

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

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In this issue of EME Outlook...

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NEWS

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

QNV 2030 Qatar’s Billion-Dollar Megaprojects

One of the world’s richest countries has huge construction aspirations

GÜN+PARTNERS Appetite for Iranian Uncertainty

MANUFACTURING

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F O O D & D R I N K

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SHOWCASING LEADING COMPANIES Tell us your story and we’ll tell the world SHIRIN ASAL FOOD INDUSTRIAL GROUP Indigenous Brand with a Global Impact

Adding flavour to millions of lives globally

GULFOOD 2016 International Flavours Meet World-Class Businesses

The world’s biggest annual food and hospitality show inspires and informs

SIGNATURE SNACKS Premium Snacks at Premium Quality Boosting awareness of its premium brands on an international scale

ENERGY & UTILITIES

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SOLB STEEL Steely Determination amid the Construction Boom

Achieving excellence in a thriving market

T E C H N O L O G Y

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AVAYA Leading the way in Africa’s Digital Transformation

Complex business communications’ specialists

E V E N T

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F O C U S

ISLAMIC BANKING & INVESTMENT ASIA/MIDDLE EAST CONFERENCE

Responding to headwinds and refreshing the vision for Islamic finance

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DUBAI DRINK TECHNOLOGY EXPO

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POSIDONIA 2016

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EURO MINE EXPO 2016

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3RD RUSSIAN ENERGY FORUM

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WORLD RETAIL CONGRESS

THE MEECO GROUP Clean and Green

Showcasing the region’s best-inclass solutions for the beverage industry

A trailblazer in the development of a green economy

SHIPPING & LOGISTICS

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BIDVEST BALTICS Nothing but the Best for Bidvest Guaranteed quality, from manufacturer to customer

Realising the paradise waiting for foreign investors in Iran

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FOOD & DRINK A Can-Do Approach to Production Perfection Delta Food Industries edges nearer to a two-year goal of industry dominance

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ALARGAN INTERNATIONAL REAL ESTATE Affordable Innovation

Building an industry, not just a home

The essential marketplace for serious business in the shipping calendar New business opportunities at the heart of Europe’s mining industry

A chance to meet the influencers and innovators in the Russian and CIS energy sector

Attracting and engaging the modern customer

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UK Shopping Centres Enter Age of Change UK shopping centre property investments provided robust total returns of 10 percent in 2015, but according to MSCI Inc., the sector faces an age of change which will bring challenges for many MSCI Inc.’s new study, MSCI/Colliers International UK Shopping Centres Investment Report, shows that £4.49 billion of assets changed hands in the sector during 2015, as both domestic and overseas investors targeted the sector.

UK shopping centres provided investors with a total return of 10

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percent in 2015, falling from the 14 percent return the previous year, and still behind the broader UK property market, which returned 13 percent.

James Findlater, Head of Shopping Centre Investment, Colliers International, commented: “Strengthening values have been the dominant component of total returns

through the recovery cycle but for many secondary centres, changes to retail dynamics, poor asset selection and inadequate capital expenditure allocations mean that investment yields have failed to keep pace with the decline in income leaving some investors out of the money.

“Even for top‐flight, prime, regionally‐dominant centres, the age of dramatic yield shift is coming to an end and the driver for returns will be entirely focused on income. For the UK shopping centre sector, the age of change is just beginning.”

The Report analyses a sample of 213 shopping centre assets valued at around £13.5 billion.

Colm Lauder, Vice President, MSCI, added: “Shopping centre prices tend to lag the general retail property market due to their significantly larger average lot sizes and the level of capital expenditure that they require.

“Nonetheless, following the broader retail trend towards better quality assets, prime shopping centre rents grew through 2015 with increasing retailer confidence, and yields subsequently compressed as investors’ demand for assets grew.”

The study shows that there was 0.2 percent rental growth in the sector as a whole during 2015, whereas prime rents grew by 1.4 percent.

James Findlater, Head of Shopping Centre Investment, Colliers International, said: “To meet the challenges of online retailing and reduced retailer demand for space, shopping centres have to be treated as organic and adaptable trading environments.

“The ability to generate progressive income is all‐important and in that context expect to see increasing polarisation between prime and secondary assets.”

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

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

Meliá Hotels Becomes First Five-Star International Hotel Group to Enter Iran Meliá Hotels International has become the first five-star branded hotel to enter the Iranian market.

Managed by international hotel Company, Gran Meliá Ghoo Hotel, the property will be located in the largest mixed residential, commercial and hotel complex to be developed in Iran, which is currently being built in Salman Shahr. The Spanish hotel chain takes an important step in becoming one of the leading international hotel groups in Iran, a country which expects to see significant tourism development after the lifting of sanctions that have restricted foreign investment since 2006. Iran

expects to attract more than 20 million passengers a year by 2025, compared to the current five million.

The hotel is part of the ‘Ghoo, Middle East Diamond’ development being built by Iranian businessman and investor, Ahad Azimzadeh.

Gabriel Escarrer, Vice Chairman and CEO of Meliá Hotels International, said the hotel is an important milestone for the Gran Meliá brand and for the Company: “We have always been

pioneers in the development of new markets in the travel and tourism industry, so it is a great challenge for us to be involved in a project, which is so important for the future of the industry in this country, in a historic moment for the international relations within the area.

“We firmly believe in Iran’s tourism potential and I am also very proud to have earned the trust of our partners in the management of this hotel.”

handle and move from one process to another. “...We can change things in a matter of seconds by just highlighting an area and moving it around. Traditionally

you would have to create a multitude of drawings or drafts and then go through the assessments. The great thing is virtual reality allows you to explore these scenarios with multiple members of staff from different departments at the same time.”

To make the most of the new technology, it is being built into RollsRoyce’s existing processes. Vince Desmond, Acting Chief Executive at the Chartered Quality Institute said that it represents a crucial part of innovation: “Technology and the speed of information provides challenges and opportunities in today’s competitive business environment. By engaging quality professionals when undergoing innovation, businesses can ensure that technology is seen as an enabler for process improvement that delivers benefit for the customer and efficiency for the organisation.”

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

Virtual Reality Delivers Savings for Rolls Royce The nuclear arm of Rolls Royce has saved almost £2 million in just over a year by investing in virtual reality software.

The Company was the first in the UK to invest in a 4K virtual reality system in 2014, which has revolutionised the way the organisation operates. The systems use of Lean principles have reduced bottlenecks on the factory floor and solved challenges in facility creation and product movement, as well as product realisation.

William Lord, MCQI CQP, PreProduction Delivery Manager at RollsRoyce explained: “The technology has made a huge difference to the general flow on the factory floor and how we

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

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S E X H I B I T I O N S

Refreshing the Vision for Islamic Finance

E X H I B I T I O N S

SpecPage Creates Innovative Food Safety Compliance Solutions SpecPage, a leading provider of integrated software solutions and online catalogues for the food & beverage (F&B) industry, was just one of the attendees of this year’s Global Food Safety Conference, which took place at the beginning of March.

The Swiss Company is currently witnessing rapid growth from its subsidiaries in Germany, France, the Netherlands, Italy, Slovakia and the US. This year, the Company is set to expand its activities in Europe and the US, meeting the growing demand in the range of product development and quality assurance in the F&B industry.

“F&B producers face growing challenges to remain competitive.

Supply chains have become more complex, regulations are changing and consumers are more concerned about nutrition and safety,” said Severin Weiss, CEO of SpecPage. “We understand the specific needs in this industry and have developed easy-touse and efficient solutions supporting product development and quality assurance.”

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On 5-6 April, the Islamic Banking & Investment Asia/Middle East Congress 2016 will bring together the leading players from the Middle East and Asia to explore, engage and showcase both the sectoral and geographic opportunities that are emerging from a wave of increasingly strong attention from mainland China, to new initiatives in Indonesia, as well as high-potential sectors such as marine, energy and the SME market.

Taking place at the Intercontinental Hotel in Singapore, under the theme “Responding to Headwinds & Refreshing the Vision for Islamic Finance”, the Conference will combine a highly innovative and interactive format with worldclass speakers and more than 250 international delegates.

Experts have projected that an estimated US$60 billion a year will be required until 2022 to meet the basic infrastructure needs across ASEAN member states alone. The scale of this funding while posing an enormous challenge also presents an exciting opportunity, especially for Islamic finance.

For more information on the event, visit page 76.

E C O N O M Y

UK Economy Needs to Upskill to Secure Future Growth Steve Hill, Director of External Engagement at The Open University (OU), warns that businesses and universities must consider new ways of ensuring that the British workforce has the appropriate training to ensure growth; and argues that part-time learning is an under-utilised strategy for boosting productivity, growth and employee engagement.

“As construction and industrial production sectors experience ongoing struggles, the UK’s digital economy is becoming increasingly important,” he said.

A recent study by Accenture Strategy forecast that by 2020, the UK’s digital economy will grow to 33 percent of GDP, worth around £776 billion. If steps are taken to optimise the UK’s digital capability, GDP could experience an additional £59 billion boost by 2020.

“The on-going mismatch between the skills make-up of the UK workforce and the sectors which are experiencing growth must be addressed if this growth is to be realised,” Hill added.

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

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T R A N S P O R T

Middle East Global Advisors Launches Groundbreaking Insurance Outlook Report

flydubai Announces Fourth Full-Year of Profitability flydubai has reported strong profits of US$27.4 million for 2015, partly due to a stronger second half of the year which saw an increased number of passengers travel across its network.

Total revenue for the full year was US$1.33 billion, an increase of 11 percent compared to 2014.

H.H. Sheikh Ahmed bin Saeed Al Maktoum, Chairman of flydubai, said: “2015 was an important year for flydubai. It was a year in which through determination and commitment we continued to realise our vision to increase connectivity in support of the UAE’s economic development.”

T E C H N O L O G Y

Nokia and EE Showcase Mobile Edge Computing at MWC 2016 Nokia and EE demonstrated how Mobile Edge Computing can enable the rapid delivery of innovative services, including ultra low-latency video for stadium security and customer experience applications at high-traffic locations, at this

H.H. Sheikh Ahmed bin Saeed Al Maktoum, Chairman of flydubai

year’s Mobile World Congress.

Mansoor Hanif, Director of RAN Development at EE, said: “This high-performance and scalable technology offers huge opportunities. We have already shown how it provides our subscribers with a unique video experience in a stadium environment [at Wembley Stadium] in the most efficient way, and we will continue to work with Nokia to develop new ways of applying the technology.”

On the final day of the recent 12th annual Middle East Insurance Forum (MEIF), the event’s conveners, Middle East Global Advisors released its flagship industry outlook report that serves as an indispensable guide for insurance leaders to make strategic decisions in 2016.

The ‘Finance Forward Middle East Insurance Outlook Report 2016’ combines meaningful insights from insurance leaders - gathered from an extensive survey of practitioners’ sentiment - with robust analysis of the impact of the global economy on the Middle East’s insurance markets.

The Report can be downloaded here.

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

Adey Steel Group Eyes Young Engineering Talent Since recently celebrating its 90th anniversary and undergoing a rebrand, UK-based Adey Steel Group is expanding its team with an ongoing recruitment process and an exciting apprenticeship programme designed to give young people the chance to build a career in the steel industry, despite the recent outlook.

“With recent headlines reporting mass job losses within the steel industry, it is important for us to be able to recruit as many as possible and offer young people the chance to enter the industry in a reliable environment,” said Andrew Adey, Group Managing Director.

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

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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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QATAR’S BILLION-DOLLAR The GCC region takes centre stage as construction companies worldwide look to capitalise on the unmissable opportunities presented by Qatar’s megaprojects

MEGAPROJE

Writer: Emily Jarvis

Photo credit: Supreme Committee for Delivery and Legacy

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n the words of the Guardian, “Qatar’s huge oil & gas reserves have, in the space of just four decades, taken it from a Persian Gulf backwater known for pearl diving and fishing, into the richest country on Earth per capita”.

It should therefore come as no surprise to hear that the country’s commercial and residential property markets are thriving, with close-to US$135 billion worth of contracts to be

awarded to fund Qatar’s megaprojects between 2015 and 2020. As one of the world’s richest countries, Qatar is proving itself as an extremely desirable country in which to do business, offering an abundance of opportunities for investors and developers alike; with particular emphasis falling on the glitz and glamour of the retail, hotel & hospitality and tourism sectors.

Qatar is taking centre stage as investors worldwide foresee the rapid development as a strategic

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opportunity to capitalise on the GCC region’s aspirational growth plans and meet the requirements for the huge number of tourists and sports fans alike who will visit the country for the 2022 football World Cup. Worth of contracts to be awarded to For some people, the sporting fund Qatar’s megaprojects between event might be their first visit 2015 and 2020 to Qatar or even the region, which provides a unique opportunity for the country to attract returning visitors, for both business and pleasure.

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The challenges ahead

From the QAR136.5 billion Qatar Rail roll-out to the comparatively modest QAR20 billion and QAR30 billion sums attached to Education City, Msheireb Downtown, Barwa City and the 2022 World Cup stadiums, Qatar’s megaproject list currently accounts for a major portion of the globe’s current construction pipeline.

This local construction drive is coming at a time when the world as a whole is a lot less financially confident,

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Q A T A R ’ S

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making construction here all the more competitive, while marred by tough QATAR’S NATIONAL time constraints to keep its promise of on-time completion.

VISION RESTS ON The necessary fast-tracking of these projects in order to deliver on-time means that Qatar faces extra challenges and pressures; such as suffering from reduced planning times, higher inflation costs, increased lead times for materials and a scarcity of skilled workers. These bottlenecks have created concern in terms of the HUMAN DEVELOPMENT added risks for investors.

Development of all its people to enable “It is expected that the lead time them to sustain a prosperous society [on certain supplies] will increase by 20 percent due to concurrent demand by the various parallel ongoing major projects, in addition to the expected SOCIAL DEVELOPMENT rise in all construction and material Development of a just and caring society costs and increase in the delivery based on high moral standards, and time,” said Ahmed Fouad, the Planning capable of playing a significant role in the and Risk Management Coordinator for global partnership for development Consolidated Contractors Company, Qatar in a recent interview.

Delays and implementation constraints are similarly a key concern ECONOMIC DEVELOPMENT for Vasanth Kumar, CEO of Arabian Development of a competitive and MEP Contracting, who stated in 2014: diversified economy capable of meeting “The greatest challenge facing the the needs of, and securing a high standard construction industry, especially of living for, all its people for the present contractors, is project delays…Any and for the future delay in receiving approvals seriously affects a projects’ progress and also hurts the contractor due to expense overruns.”

With global pressures on climate ENVIRONMENTAL DEVELOPMENT change affecting all four corners of Management of the environment industry, the new megaprojects have such that there is harmony between economic growth, social development and some tough green building environmental protection targets to meet longterm environmental goals. Trends such as this raise the skills bar leading to the engagement of highly specialised contractors, many of whom invariably tured some come from abroad Rayyan TV, fea Al by ced ng du rti pro ts suppo ‘Future Qatar’, struction projec con s and cost more to iou bit of the most am employ to do the the QNV 2030

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PHOTO CREDIT: SUPREME COMMITTEE FOR DELIVERY AND LEGACY

PILLARS

Khalifa International Stadium will feature 40,000 seats for spectators in 2022, along with a number of upgraded facilities

job. However, this is something which should change over time given the number of projects currently underway and the subsequent skills sharing already taking place.

“Shortage of skilled manpower is another major risk during the construction phase of a project. The situation could become similar to the shortage that happened before the Asian Games in 2006 and again in 2008 during the construction boom

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Al Wakrah Stadium

Al Bayt Stadium – Al Khor City

Qatar Foundation Stadium

Al Rayyan Stadium

in Qatar. But this time, the proportion of the risk will increase due to other factors such as the shortage of efficient workforce on the back of immigration policies which impose restrictions for demographic balancing purposes,� explained Fouad.

There are other risks at the interface level, especially with Government organisations, such

as timely issuance of work permits for excavation and construction from Baladiya, final design approval from civil defence, and handover for the fire detection and fighting systems, and approval from Kahramaa for power and utilities supply. These approvals take a long time and with the sheer amount of projects on the table, they are expected to take longer.

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PHOTO CREDIT: SUPREME COMMITTEE FOR DELIVERY AND LEGACY

Khalifa International Stadium

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PHOTO CREDIT: SUPREME COMMITTEE FOR DELIVERY AND LEGACY

Financing QNV 2030

In spite of the number of potential issues, the scale, design and vision for megaprojects in Qatar is nonetheless impressive. The country is currently eight years into its national development plan, the Qatar National Vision 2030 (QNV 2030); “a master vision and roadmap towards Qatar becoming an advanced society capable of sustainable development, with the goal of providing a high standard of living for all citizens”.

Outlined on the annual Project Qatar exhibition’s website, the main current and future megaprojects include: Qatar Railway Project, with an estimated cost of US$35 billion; 12 World Cup 2022 stadiums, with a combined 500,000 seat capacity; about 240 five-star international hotels, containing more than 90,000 rooms; a US$5.5 billion Doha New Port project; and all the relevant amenities such as malls, entertainment cities, commercial complexes and residential units

Qatar will still make around

required to complement this hospitality and leisure offering.

Looking at this list not only reveals the enormity of the tasks ahead, but also the size of the State’s project financing commitments testament to the country’s huge financial reserves.

Oliver Cornock, Regional Editor, Middle East, Oxford Business Group commented in 2015: “For the past several years, Qatar has recorded significant budget surpluses, building up a diversified savings and investments portfolio both at home and around the world.

“There is also considerable momentum in the economy as a result of major project investments in previous years and organic population growth. The latter expanded 9.5 percent in the year March 2014-March, 2015, while real GDP growth hit 6.7 percent in the fourth quarter of 2014, according to Qatar National Bank (QNB) figures.

That quarter, non-hydrocarbon sector

USBILLION $372

Al Wakrah Stadium comes to life as 50 staff transfer to site

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from hydrocarbons in the next five years

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A vision of the Qatar skyline in the year 2030

impacted Qatar’s financial strength, the country is well cushioned to avoid any major damage. What budgetary adjustments there have been may also have long-term benefits for project finance.

“All of these factors make Qatar quite an exceptional market, with the Government set to continue its wellfinanced project roll-out unabated in the years ahead.”

The National Vision 2030 aims to transform Qatar into an advanced country by 2030, capable of sustaining its own development and providing a high standard of living for all of its people for generations to come.

The planned Railway network will support this Vision

growth reached 10.3 percent; with construction and services the main growth engines.”

This level of expansion is reflected in the fact that Qatar’s banks have seen very little change in their deposit bases, or any shift away from the riyal to foreign exchange which has raised investor confidence.

Despite the falling oil prices, with LNG being Qatar’s main hydrocarbons sector earner, the country will still make around US$372 billion (QAR1.35 trillion) in revenue from hydrocarbons over the next five years.

Cornock summarised: “While recent events have undoubtedly

Developing state-of-the-art railway infrastructure and rail operations in Qatar is a key element of transport planning and an enabler of economic growth

Qatar Rail, for illustrative purposes only

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Appetite for Iranian

Uncertainty In light of the Turkish Prime Minister’s recent visit to Iran, the removal of sanctions is opening up new opportunities for Turkey; with other nations following suit Writers: Pelin Baysal, Partner of Corporate and M&A Department of Gün+Partners and Görkem Bilgin, Senior Associate in Corporate and M&A Department of Gün+Partners

pon confirmation from the International Atomic Energy Agency that Iran has completed the necessary preparatory steps to start the implementation of the Joint Comprehensive Plan of Action on January 16, 2016, both the US and the EU announced that certain economic and financial sanctions had been lifted.

On the other hand, multilateral and national economic and financial sanctions on Iran’s nuclear programme have been broadly lifted particularly for the EU. In this respect, transactions are now allowed by the EU with regard to the following financial activities including their sub-associated services: financial, banking and insurance measures; oil, gas and petrochemical sectors; shipping, shipbuilding and transport sectors; gold, other precious metals, banknotes and coinage and software.

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Iran’s population potential may be tempting for Turkish enterprises

Even though all may not benefit from the lifting of sanctions, it is certain that Iran is more attractive for the Turkish companies and enterprises, especially for US companies and US-related EU companies.

Turkish Prime Minister, Ahmet Davutoğlu recently reaffirmed during his visit to Tehran: “We believe that Turkey-Iran relations will gain significant momentum in the economic field with the removal of embargoes.”

Iran’s population of approximately 80 million people and high unemployment rate among the young and educated workforce may be tempting for Turkish enterprises.

Along with the lifting of sanctions, Iran will now have access to its frozen billions of dollars which can be spent for investment, modernisation of the country and economic growth requiring goods and services to be imported from abroad. In addition, Government officials in Iran are now inviting foreign investors to invest in a bid to stabilise the economy and incentivise through methods including tax exemptions.

Enter, the foreign investor

Currently, incorporation of Iranian companies and investment by foreigners are regulated under Iran’s Foreign Investment Promotion and Protection Act (FIPPA). Legally speaking,

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FIPPA introduces many incentives and protections for foreign investors such as exchange rate securities, money transfer guarantees, arbitration as a dispute resolution method and fair compensation in case of any expropriation/nationalisation.

In order to enjoy such incentives and protections, foreign investors need to apply for a Foreign Investment License, which requires a large amount of documentation and paperwork. The application process has two stages. First of all, the investor candidate has to identify and choose its investment project with consideration of the general principles of the FIPPA. Then, the investor candidate shall preliminary permit from the relevant Iranian organisation/ ministry considering the nature of the project as to submit such permit to the Organisation for Investment, Economic and Technical Assistance of Iran (OIETA) for their material and further evaluation on granting the Foreign Investment License.

Upon receipt of such permit and completion of other requirements, the application for Foreign Investment License can be filed before OIETA. Even in case of obtaining a permit from the relevant organisation/ ministry, the admissions for Foreign Investment License are still subject to several conditions. The investor may be required to sufficiently document its purpose of development

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and promotion of producing activities, mining, agriculture and services, and shall convince OIETA that its investment will result in economic growth, upgraded technology and/or increased employment opportunities.

Furthermore, the value of the goods and services procured by foreign investment shall not have a market share of more than a quarter

‘In order to enjoy such incentives and protections, foreign investors need to apply for a Foreign Investment License, which requires a large amount of documentation and paperwork’

in the relevant economic sector and more than 35 percent in the relevant subsector or field. Once the Foreign Investment License is obtained, then the incorporation procedures may commence and the incentives and protections become applicable.

As implied, the procedure is compelling and conditional at the discretion of OIETA. Normally, if everything goes well, the evaluation of any application shall not pass 45 days but it is difficult to determine how long it would take to complete all documents including detailed feasibility studies and to get permits from the relevant organisations and ministries. Such delays are challenging for the investors’ investment expectations.

Without following the process, it is possible to incorporate joint stock and limited liability companies which will be subject to Iranian laws and cannot benefit from the foreign investment privileges. In accordance with the Iranian Commercial Code (ICC), there is no restriction applicable to nonIranians to incorporate companies and to manage the same. Since these enterprises will not have any chance to benefit from the FIPPA, the investors may face some risks in terms of transferring money abroad or expropriation or nationalisation without fair compensation. But still, considering that Iran may enable the establishment of commercial

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complaints is Iran’s current intellectual property protection regime which may result in companies defenceless against IPR infringements and unfair competition matters. Iran is not completely bound by World Trade Organisation’s (WTO) international trade principles since it is not a full member of WTO. But it has been said that when the economic sanctions and economic isolation be removed, Iran may accelerate the realisation of its promises to have an effective presence in international competition and international trade.

For Iranian officials, the time may have come to give potential investors not only mouth-watering promises but also real cause to invest in Iran.

companies as regulated under the ICC, any possible pros-cons list may direct an incentive to incorporate without Foreign Investment License as the procedure may be easier and risks can be deemed hypothetical.

Appetite for uncertainty

Immovable asset appeal

Another point to be considered for any potential investor will certainly be the conditions to buy an immovable asset in Iran. Existence as a legal form in Iran is essential if it is planning to purchase any fixed asset. In accordance with current Iranian laws, only Iranian natural persons and legal entities are entitled to buy immovable assets under their names. Iranian shopping malls have been welcoming Turkish brands, especially the food, furniture and textile companies, to enter into the market as of the preferential trade agreement between the two countries, which has been in effect since the beginning of 2015. In addition, various other sectors have been deemed attractive for Turkish enterprises such as the tourism, banking, petrochemicals, telecommunications, automotive and transportation sectors. Iran plans to spend some of their unfrozen assets on airports and aircraft which would offer opportunities to Turkish construction companies to start constructions for installation of airports, highways and buildings.

With the biggest combined energy deposits in the world, one of the

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largest oil reserves and the second highest in gas, Iran is becoming a shining star for enterprises in energy sector. Since the production efficiency is getting lower and lower, it is known that investment is required to modernise and lead the way to Iran becoming one of the biggest energy markets, which also means energy companies can expect better agreement terms.

Last but not least, Iran’s Minister of Industry has recently expressed their expectations for the mining sector as well. Accordingly, Iran will need a further US$20 billion of investment by 2025 for the exploration and development of mines.

Although all these opportunities would reveal that there is a paradise waiting for the investors to make their investments in this area, when the subject is Iran, there is always a ‘but’.

So, it should be first kept in mind that Iran should be giving investors more confidence and taking solid steps to realise the expected promises. For instance, one of the loudly spoken

It is uncertain what will be the result of Iran’s first parliamentary election after the lifting of sanctions, and how Middle East tensions between world powers affect Iran. It is also uncertain whether re-admission to the global banking systems and payment network could be a real solution for one of Iran’s biggest problems: foreign bank transfer transactions.

In addition to all, lack of transparency in Governmental policies/conducts and of strict observation on corruption matters are also serious topics for any potential investors. It is advisable to test the market dynamics with start-ups rather than establishing joint ventures with local enterprises since trust could be a real problem. But before all, enterprises should decide on the investment they are planning to make and take consultancy from the local experts accordingly since it would be the best practice in the presence of such risks and relative unknowns.

Sanctions may be just the tip of the iceberg, but potential investors should be determined to take actions to start their investments in this hot market offering many untouched opportunities.

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A Can-Do Approach to Production Perfection

Delta Food Industries FZC has followed up the recent unveiling of its new dairy plant with a brand new can manufacturing arm geared towards enhanced vertical integration, and increased production capacities Writer: Matthew Staff

elta Food Industries has only been operational for four years but has already embarked on a series of significant expansions over the course of its tenure; the latest two comprising significant openings of its new dairy plant and the subsequent unveiling of a new can manufacturing unit.

Epitomising the unlimited opportunities in the Middle Eastern region for entrepreneurial thinking and proactive investment, the Company has long made a name for itself as a forward-thinking pioneer in the free zone food import market and is now making great strides to capitalise on a strong first four years of operation inside the SAIF zone.

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With products traditionally ranging across tomato paste, tomato ketchup and milk powder since 2011, the 9,000 square metres of space inside the Sharjah Airport International Free Zone has turned into a centre of innovation and ideas in 2015 and 2016, and has manifested in a goal of increased capacities and an enhanced products range.

“In the last quarter of 2014, Delta Food Industries FZC had invested AED 40 million in expansion of its new factory; a dairy plant for manufacturing evaporated milk and cream, while also purchasing the adjacent premises and facilitating it with new machinery,” says Mr. Shiraz Osman, Founder and Chairman of Delta Food Industries. “The new plant will manufacture evaporated

milk and cream. The production machinery is the latest available in the industry and it is capable of producing 250,000 cartons a month.”

“We welcome Delta Food Industries’ new initiative,” added Saud Salim Al Mazrouei, Director of SAIF Zone and Hamriyah Free Zone Authority, while unveiling the new site in February, 2016. “It is pleasing to see more manufacturing units flocking to SAIF

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Mr Shiraz Osman and Company executives at the opening of the new dairy plant

Zone, which is surely a sign that we are progressing. I hope that this initiative will enable Delta Food to offer its products locally and regionally and expand its network.

“Customers, both existing and new, are already aware of the new products and look forward to purchasing everything from one supplier rather than shopping around for different products from different suppliers.”

The next stage of growth

“The production machinery is the latest available in the industry and it is capable of producing 250,000 cartons a month”

Delta’s portfolio of products in different sizes is consequently one of the largest in UAE to this day; the second largest food manufacturing Company in the country all-told.

A production capacity of four containers a day across any of its market-leading products compounds this rapid development and is now being supported by Managing Director

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(MD), Mr Ali Parpinchi’s future vision of introducing even more products into the Delta Food remit.

Tuna, butter, yoghurt and cheese are all on the agenda, meaning that - with an export rate already more than 300 containers a month across a distribution network of more than 20 countries in the GCC, Middle East and Africa - a stronger internal structure is vital; capitalising on the continuous support and infrastructure that the SAIF Zone provides companies like Delta Food.

“We are capitalising on the first

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four years of operation inside the SAIF Zone, with our latest initiatives enhancing our capacities as well as the range of products,” the MD noted. “We are now entering the next stage of our growth and are going to further increase our portfolio of products over the next two years.”

Industry leader

This next stage has not taken long to reveal its next strategic move either with the SAIF Zone announcing that Delta Food Industries has invested in a new can manufacturing unit to the tune of 5,000 square metres.

In the presence of Al Mazrouei, an

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agreement was signed by Osman; as well as Mr. Safdar Khatri and Mr. Sharad Anand, CEO of Anand Tin Containers.

“We would like to thank SAIF Zone for their road show in India which encouraged Mr. Sharad Anand to come here for the opening of the Can factory and for founding Delta Food as its major customer,” Osman stated.

“They immediately decided to erect a dedicated can manufacturing unit to fulfil Delta’s requirement.”

Delta decided to enhance its vertical integration as its consumption of cans continued to increase through the addition of new product lines, and indeed in conjunction with the new dairy plant.

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“We are now entering the next stage of our growth and are going to further increase our portfolio of products over the next two years”

him vast experience and technical knowledge of can manufacturing in addition to his expertise in marketing and advertising,” Osman continued.

Anand will utilise such expertise in introducing a complete packing

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solution to the Company; not only satisfying can demand but also PET bottles and tetra packs.

This aggressive plan for the domestic retail market in the UAE will ensure that Delta can cope with more brands, and manufacture a better quality of product across the board; compounded by an initial, extensive marketing campaign.

“The new can manufacturing unit will initially start with a capacity of 30 million cans a month before we also get into the packaging of canned vegetable and fruits, flavoured milk and protein powder,” Anand said.

“The partnership will make Delta a leader in the food industry within two years.”

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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

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Indigenous Brand

WITH A GLOBAL IMPACT Shirin Asal, a fully-integrated conglomerate, has significantly expanded its export reach in recent years in a bid to become a globally-renowned manufacturer and exporter of high quality and competitively-priced confectionery and food products Writer: Emily Jarvis • Project Manager: Sammy Wilkinson

uilding its reputation for a growing range of internationally acclaimed products over the past 25 years, Iranian confectionery Group, Shirin Asal has become one of the most recognised and much-loved brands in many markets across its global distribution network.

The Company’s marketleading status as the only fullyintegrated confectionery Group in Iran has been forged through the adoption of a locally-unrivalled continuous improvement strategy and by working closely with different consumer market

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H.E. Mr. Younes Zhaleh, Founder, entrepreneur, President and Chairman of the Board of Directors

segments worldwide.

With strong leadership and direction from local entrepreneur, Mr Younes Zhaleh, the Company Founder and Chief Executive Officer (CEO) and daughter, Miss Sahar Zhaeleh, Vice President (VP), Shirin Asal has become known for its successful innovation, enthusiasm for creation, hardworking teams, dedication to the best manufacturing technologies available and responding to the changing needs of the consumer.

“Shirin Asal has grown as a trusted and respected national brand with a global impact because of our strategic investments and subsequent formation of new

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businesses segments, followed by entry into new food markets. The Shirin Asal Group of Companies create added-value and it has always been a great honour for me to see the organisation evolve to reach new customers thousands of miles away. Today, we proudly export to more than 60 countries,” says Miss Zhaeleh, who was educated at one of the top business schools in the US due to its strong culture of diversity and inclusion.

By closely monitoring food and confectionery trends and using them as a springboard to create affordable, nutritious and healthy

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products, the Company has proved its ability to adjust to an everchanging external environment, while shouldering a much broader range of responsibilities across multiple markets throughout the Group; overseeing its operations from “bean-to-shelf”. Guided by these principles, the CEO was awarded The Jewels of Muslim World Award to mark the entrepreneur’s excellence, innovation and accomplishments within the global economy.

The CEO highlights: “The Group has been created to create.

Leveraging our vast experience in the bakery, cocoa and sugar confectionery markets, we quickly

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HBTS Srl is an Italian company based in Torino specialized in the engineering and manufacturing of handling and packaging systems dedicated to the bakery and confectionery industry. The extensive range of products and the highest degree of customization provides cost effective solutions for any requirement in terms of automation, labour saving and limited area constraints. Consistent performance monitoring procedures together with a state of the art R&D department ensures recurring upgrades and implementation of the equipment. Spare parts and after sales service is devoted to minimize customer’s downtime.

Many technical and economic resources have been dedicated in the last two years for continuous improvement and to complete the machine range with the aim of being able to offer to our customers more and more complete and integrated solutions.

Some examples are: • NEW flow-pack wrapping machine for film reel W 700mm • NEW in-line sandwiching machine type Cookie Capper • NEW erecting machine for show box • NEW closing machine for show box • NEW erecting machine for American cases • NEW closing machine chiuditrice per cartoni Americani • NEW integrated Top Loading Robotic Unit for secondary packaging in show box and American case • NEW machine XM60W for primary packaging of wafers in X-Fold • NEW machine XM100 for primary packaging of small rolls with pack length 50mm in X-fold

Our main goal for 2016 is to complete the introd uction of th e concepts of SANITA RY DESIGN in the design of our ma chines an d systems.

C O N TA C T

HBTS Srl Via San Paolo, 90 10095 Grugliasco (Torino) ITALY Ph +39 011 07 03 700 F +39 011 07 03 749 Mail: info@hbts.it

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Shirin Asal has invested substantially in new and upgraded facilities across the majority of its product range

capitalised on new product areas including the manufacture of fruit juices and concentrates, carbonated fruit juice beverages, milk and dairy products, potato chips and pellets (snacks), tomato paste and ketchup.”

Results-orientated

Shirin Asal recognises the importance of investing profits back into the business in order to uphold quality standards and its attitude towards continuous innovation while exploring new ways to increase export reach.

“Quality, affordability and product accessibility are three core facets that allow Shirin Asal to remain competitive,” says Mr Zhaleh.

“Our vertically-integrated supply chain adds value to this trio and we continue to invest in the best methodologies that boost our internal efficiencies to help us become self-sustainable.

This strategy also includes the addition of our own chain stores, a strong distribution network

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comprising 120,000 sales outlets, our own machinery and equipment manufacturing and maintenance facilities, and our own packaging manufacturing and supply facilities.”

Making the most of the latest production technologies, including the adoption of advanced automation and robotics in compliance with the latest international manufacturing standards, Shirin Asal has spent the past few years investing in new and

upgraded facilities across the majority of its product range; in addition to preparations for the production of functional products, ice cream, and sugarless products. In line with this, the Group has also established one of the most advanced cocoa bean processing plants in the world.

Moreover, underneath the significant Group umbrella, Shirin Asal is also responsible for cattle breeding and dairy farming, which will continue to

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BTS is founded on, and dedicated to, a sustainable corporate concept of linked prosperity. Our mission consists of three related parts: Social Mission: To operate the Company in a way that actively recognises the central role that our employees and customers play in the business by initiating innovative ways to improve the quality of life.

Product Mission: To engineer, manufacture and sell top quality processing, handling and packaging equipment, offering good value for money, hasslefree maintenance, long-lasting performance and continuous development and improvement.

Economic Mission: To operate the Company on a sustainable financial basis of profitable growth, increasing value for our stakeholders and expanding opportunities for development and career growth for our employees.

Underpinning the above is our determination to seek new and creative ways of expanding all three parts.

HBTS is the end result of mergers and acquisitions of several companies operating in the sector for more than 30 years. This has enabled us to bring to life one of the most significant players in the world.

Since our inception, we have enjoyed the trust and confidence of our customers, being regional, national and global entities, and delivering cost-effective and reliable solutions.

Significant resources are invested in developing innovative products and delivering them to the market in close partnership with our clients.

Our manufacturing policy is aimed at utilising our in-house departments, designing and manufacturing stateof-the-art automatic flexible solutions to handle all your products, from processing to packaging.

We also have an after-sales and spare parts department, which are on hand to help minimise cost and downtime.

T +39 011 07 03 700 E info@hbts.it www.hbts.eu

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preferences and controlling every link in the production chain, the organisation has been ranked as the top Iranian exporter in terms of “export activities and the wide range of countries served”, as well as being awarded with the title of “Exemplary Exporter of the Year”.

Miss Zhaeleh says: “While the Middle East and Persian Gulf countries remain Shirin Asal leading export regions, Africa, the CIS countries, the Far East, the East Europe countries and Russia, and the Balkans are becoming increasingly important trading partners. Meanwhile, the wider Group has already started to enter the new markets in Western Europe, North America, Pacific, and South American countries.”

Honesty and trust

Shirin Asal has received many awards and accolades, including ‘Exemplary Exporter of the Year’

Shirin Asal was awarded ‘The Most Memorable Global Brand’ in 2015

be a major contributor to the Group’s performance in the agro-industry.

“Not only this, but we have heavily invested in enhancing our own packaging plants to be able to offer this service to other companies. This promising new revenue stream forms part of the Group’s New Product Development (NPD) strategy, which also entails generating interest in our capacity to supply bespoke machinery and equipment tailored for those who choose us as their business partner,” Mr Zhaleh explains.

‘Exporter of the Year’

Mr Zhaleh, CEO, was awarded ‘The Jewels of Muslim World Award’ in 2014

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In order to make its products as accessible as possible, Shirin Asal has established what Miss Zhaeleh calls a “specialised decentralised strategy dedicated to efficient exports”. By shaping the Group’s global marketing and communications strategy around each country’s market and consumer

Behind the focused activities and investments of the Group is a close-knit and diverse family of around 12,000 hardworking employees who continue to follow the leadership and guidance of Mr Zhaleh.

He says: “Enhancing the training infrastructure we have in place already is an essential part of Shirin Asal’s continuous development. People are at the centre of everything we do, and our Academy reflects our dedication to the formation of an agile and effective training programme throughout the value chain.

“The Group dynamism and growth

Strong business relationships Shirin Asal forms strong business relationships with likeminded companies that serve to further strengthen its horizontal integration strategy. One such partner is Walterwerk, a globally-reputed manufacturer of baking machinery for the production of wafers and snacks

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in line with our vision, mission and values - combined with our horizontal and vertical integration strategies - are all designed to provide the framework to future-proof Shirin Asal, and make sure that we remain responsive to the country’s economical, cultural and social development going forward.”

Corporate social responsibility represents another key facet of Shirin Asal’s local rooting, having participated in some significant community projects and charitable giving over the years across employment, education and environmental awareness, designed to “create shared value for the business and society”.

Consumer satisfaction

Targeting an even stronger distribution network in Iran - covering the majority of the national territory including the most remote provinces - in addition to increasing product

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availability in chain stores, Shirin Asal is eager to expand further into the wholesale and retail sectors. The VP affirms: “Powerful distribution networks lie behind the greatest successes in the confectionery and fast-moving consumer goods (FMCG) industries, and we intend to capitalise on our connections to continue increasing our reach.”

This target will also involve the establishment of new business partnerships to increase the Group’s activities in global markets, and to ultimately grow closer to the consumer.

Mr Zhaleh adds: “We are currently

WALTER is world-wide leader in the development and manufacturing of baking machines for sweet wafers and savoury snacks.

looking for strong and efficient business partners who are active in our target export markets, and we are finding much success from our attendance at many well-known international exhibitions and business fairs.”

He summarises: “We have always believed in a glorious future for Iran despite the hard times and economic difficulties we have faced during the past decade. Now, we will continue to create more successful products and forge new mutually beneficial relationships globally.”

Miss Zhaeleh concludes: “Backed by decades of industry expertise and product knowledge, we can make the right moves to continue achieving consumer satisfaction in a growing number of markets, all for the right price point and of a high quality.

“The real measurement of the Group’s success is consumer satisfaction; Shirin Asal has an important and growing place in people’s hearts.”

吀栀攀 眀漀爀氀搀眀椀搀攀 氀攀愀搀椀渀最 猀甀瀀瀀氀椀攀爀 漀昀 挀漀洀瀀氀攀琀攀 栀椀最栀 瀀攀爀昀漀爀洀愀渀挀攀 椀挀攀 挀爀攀愀洀 瀀爀漀搀甀挀琀椀漀渀 氀椀渀攀猀 眀愀猀 栀漀渀漀爀攀搀 琀漀 戀攀 挀栀漀猀攀渀 愀猀 洀愀椀渀 猀甀瀀瀀氀椀攀爀 琀漀 匀栀椀爀椀渀 䄀猀愀氀猀 渀攀眀攀猀琀 椀挀攀 挀爀攀愀洀 攀砀瀀愀渀猀椀漀渀⸀ 圀 椀琀栀 漀瘀攀爀 㜀㔀 礀攀愀爀猀 漀昀 攀砀瀀攀爀椀攀渀挀攀 椀渀 猀漀氀甀琀椀漀渀猀 昀漀爀 琀栀攀 椀挀攀 挀爀攀愀洀 椀渀搀甀猀琀爀礀Ⰰ 䜀爀愀洀 䔀焀甀椀瀀洀攀渀琀 戀甀椀氀搀 ㌀ 挀甀猀琀漀洀 氀椀渀攀猀 眀椀琀栀 瘀攀爀礀 栀椀最栀 氀攀瘀攀氀 漀昀 攀ϻ挀椀攀渀挀礀 愀渀搀 攀砀椀戀椀氀椀琀礀Ⰰ 攀渀愀戀氀椀渀最 瀀爀漀搀甀挀琀椀漀渀 漀昀 愀 瘀愀猀琀 愀爀爀愀礀 漀昀 椀挀攀 挀爀攀愀洀 瀀爀漀搀甀挀琀猀 愀琀 栀椀最栀 挀愀瀀愀挀椀琀椀攀猀⸀

WALTERWERK KIEL GmbH & Co. KG - Germany Phone: +49 (0) 431-3058-0 info@walterwerk.com

䤀挀攀 挀爀攀愀洀 琀栀攀 眀愀礀 礀漀甀 氀椀欀攀 椀琀

www.walterwerk.com

眀 眀 眀⸀最爀愀洀ⴀ 攀焀甀椀瀀洀攀渀琀⸀挀漀洀

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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. The event is an unrivalled opportunity to source and select from an incredible global product showcase. A warm welcome awaited visitors at the buzzing event, where attendees were able to network with thousands of industry peers and people passionate about driving the market forward.

Business leaders took the time to review the latest trends and innovations of the food & drink sectors, foodservice & hospitality equipment, as well as the restaurant & cafe industry; while benefitting from the region’s premier knowledge exchange over a range of educational conferences, training sessions, competitions, awards and a host of other live, industry-focused events. Gulfood, as always, strived to inspire and inform.

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 had 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 presented the opportunity to source and discover unique products from hundreds of specialist producers and over 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 was 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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Premium Premium Snacks at

uali ty Q Having commenced production 13 months ago, Signature Snacks is already making waves in the international snack market and is utilising clever marketing techniques to expose its premium products to new export markets Writer: Emily Jarvis • Project Manager: Sammy Wilkinson

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riven by its core values of creating high quality, value for money products of a wide variety for its customers, Signature Snacks has not let its infancy in the convenience food market affect its aspirations to become the number one brand across all categories of premium snacks.

Starting the construction of its 86,000 square foot factory just three years ago, and commencing production in January, 2015, the Company has secured all the relevant approvals to successfully fuel its dream of exporting snack products to international markets, while cementing the Signature Snacks brand locally as a name known for having one of the best manufacturing facilities in Dubai.

“We currently hold HACCP, ISO 22000, BRC, IFS and HALAL certifications, as well as the recent award of +A grade from Dubai Municipality for our manufacturing facilities; the same grade as some of the world’s biggest brands who have operations in the Middle East,” Mazen Nabulsi, General Manager of Signature Snacks proudly notes.

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CAVANNA PACKAGING GROUP

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avanna Packaging Group, based in Piedmont, Italy, is a leader in the manufacture of integrated flowpack and robotic packaging systems for the food, pharmaceutical and cosmetics industries.

Created by Mario Cavanna’s intuition in 1960, the Company rapidly influenced packaging habits all over the world, becoming a packaging partner synonymous with trustworthiness and reliability.

Today, the Cavanna family represents Mr. Mario’s ideals and it is recognised worldwide as a supplier of excellence.

The Group is owned by Cavanna family and its entire structure reflects an optimum blend of experience, professionalism, youth and dynamism.

www.cavanna.com

Mazen Nabulsi, General Manager of SS (right) receiving the Grade A award from Dubai Municipality for its Signature Snacks Factory, matching the same standards locally as international giants such as Mars and Cadbury

After showcasing some of its new products at the recent Gulfood 2016 exhibition, the Company has big plans to utilise this exposure as a springboard to continue building awareness of its brands on an international scale and to bolster the Signature Snacks name around the world.

Adding premium

With a current premium snack range comprised of a large selection of biscuits, cookies, crackers, and wafers across 11 sub-brand categories, Signature snacks has placed emphasis on market research to ensure that the latest industry trends are continuously monitored and its products remain

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relevant to the customer. One of the ways in which the Company achieves this is by attending trade shows; guaranteed to offer exciting interaction with clients, an insight into the competition and offering the perfect environment for the formation of new business relationships.

“At this year’s Gulfood, we revealed some of our additional premium categories to potential clients for the first time; such as dates and nuts.

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Cavanna Packaging Group: a global leader in flow wrap systems We design, build and supply world class packaging systems for the Food, Confectionery, Chocolates, Biscuits, Pharma and non Food application.

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Systems main feature: technology, reliability, design, flexibility Flowpack lines from entry level requirement to handling high speed and fully automatic applications Loaders & Transport units suitable to cope with all our different technical solution Robotic lines from medium to high project level application, suitable for naked and wrapped products featuring “top loading” and “delta vision” systems. High flexibility • Turn key solutions (from processing line exit to secondary packaging) hi-tech concepts, customer Total Care with dedicated solutions • Express Way platform, a unique brand able to meet the growing demand for investment with a good quality/price ratio, for medium speed and complexity • Slim wrapper, the ultimate tech research which combine high performances in minimum space requirement.

Cavanna Packaging Group Integrated Flow Wrapping Systems ITALY BRAZIL www.cavanna.com sales@cavannagroup.com

Trade shows have been extremely important to building a name for ourselves in the industry in such a short space of time and we have participated in many international shows in the past year, including Gulfood, ISM, SIAL and PLMA,” says Nabulsi.

“This year, however, we are expanding our presence and will participate in even bigger global events such as Africa’s Big Seven and Moscow Trade Show.”

With the ultimate aim to benchmark its products on the world’s premium snack leaders, Signature Snacks has so far penetrated 65 countries, achieved through heavy investment in trade spend including below the line (BTL) activities to promote and build the Company brands on a global scale.

He further details: “Based on the efforts of our growing sales team and deploying a comprehensive sales strategy, we are aiming to roll out our portfolio in an additional 35 countries

Trade shows have been extremely important to building a name for ourselves in the industry in such a short space of time and we have participated in many international shows in the past year, including Gulfood

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this year; placing particular emphasis on Africa and CIS (Commonwealth of Independent States) to reach our goal of seeing Signature Snacks’ products in 100 markets worldwide.

“To facilitate both this target and our new product range, we will be expanding our production capacity and warehouse facilities to cater for our growth trajectory. Machines to support the production of dates and nuts have been purchased, in addition to the proper warehouse storage, production areas and cold stores.”

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Natural ingredients B Y L O O K I N G at data acquired from

retail audit reports, channel reports and distributor feedback, Signature Snacks has been able to study each country of operation on its individual merits and explore the best approach to create the most efficient supply chain and effective marketing strategy.

“Snack consumption is on the rise, with recent findings suggesting that one out of three people enjoying this treat on-the-go. Therefore, we have increased our product range, introducing multiple snacks that are tailored for the customer needs even in the way they are packaged; with the introduction of Signature Snacks bite-sized products in sharing bags,” Nabulsi highlights.

Another outcome of continuously monitoring customer feedback and consumer trends was the recent addition of easy open and close packets; a new technology which Signature Snacks has implemented for some of its existing production lines.

Supporting the trend for organic and natural ingredients where possible, Signature Snacks has placed concerted focus on outsourcing its raw materials from only the best suppliers worldwide and where possible, locally; ensuring that there are no artificial colours or flavours, trans-fats or preservatives.

“We only source the best ingredients and have received extremely positive customer feedback from hosting in-store activities such as sampling which has resulted in returning customers,” he adds.

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Above standard

Going forward, we have a very aggressive plan to penetrate remaining untapped MENA countries and beyond to achieve our goal of Signature Snacks’ products in 100 markets

Backed by a dedicated team of senior staff who share decades of experience in the snack market, the Company has been able to add value to its offering by imparting a huge amount of industry knowledge onto its workforce.

“We constantly update our procedures and trainings to reflect any regulatory changes and to also continuously improve our own standards. This is a vital differentiator that cements our relationship with prestigious suppliers, and garners international respect from longstanding and prospective clients,” says Nabulsi.

Demonstrating awareness that both a local corporate social

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Signature Snacks constantly updates its procedures and trainings to reflect regulatory changes

responsibility programme and local supply chain is crucial to securing longterm sustainability, Signature Snacks has begun following in the footsteps of many well-known conglomerates by reaping the benefits of working with approved local suppliers.

He explains: “As a local producer, we have excellent relationships with

our local suppliers and as our business grows, we hope to build on the momentum we already have. Where the quality meets Company product standards/measures, an approved local supplier in fact offers us several advantages such as quick dispatch, credit facility and easy payments.”

Keenly focused on growing both its product range in line with industry trends and further rooting its supply chain locally, Signature Snacks has all the core business elements in place to unlock new market potential.

Nabulsi concludes: “Going forward, we have a very aggressive plan to penetrate remaining untapped MENA countries and beyond to achieve our goal of Signature Snacks’ products in 100 markets.”

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he meeco Group continues to dedicate itself to the pursuit of a greener future through the development, engineering and distribution of clean energy solutions on a global scale.

Comprising as many as 80 skilled experts, and backed up by more than 80 years of legacy, the Swiss family business - which was consolidated at the turn of the millennium - is now earmarking new opportunities and geographies to tailor its innovations for, as the dynamic Company strives towards reducing energy costs and carbon footprints for the betterment of worldwide energy sustainability.

“Over the course of the past few years and even decades, the protection of our environment has gained more and more importance,” says meeco’s Chief

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The meeco Group has taken its innovative and socially significant energy ethos to five continents so far, with no limits on its future global influence Writer: Matthew Staff Project Manager: Josh Hyland

Financial Officer, Konstantin Wolf. “As an innovative and dynamic Company, we made it our key goal to support clients and partners in their efforts to reduce energy cost for the medium and long-term while lowering at the same time their carbon footprint and to encourage the spur of economic growth by creating reliable and affordable clean energy turnkey solutions.

“All projects of meeco are contributing to the reduction of carbon dioxide and other green house emissions.”

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Supporting governments, organisations and enterprises in their own drives toward cleaner long-term strategies and incentives, meeco also assists in structuring bankable clean energy projects, using strong relationships in the financial sector to make debt and equity financing for such projects more readily available.

“We deliver our services and solutions by utilising our global network of subsidiaries, strategic partners and experts to ensure profitable clean energy solutions

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through sustainable business practices, providing at the same time attractive returns on investments and attending to community needs,” Wolf continues. “meeco combines top-tier technologies with implementation services as well as advisory services and asset management to create customised clean energy solutions.

These solutions can be designed for either grid-connected or off-grid use to address the energy requirements of individuals, businesses, communities and utilities.”

AND GREEN Konstantin-Wolf, CFO, The meeco Group

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EINNOVA SOLARLINE

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innova Solarline is one of the leading manufacturers of solar products in China. As a dedicated solar business division under the ownership of China Jiangsu International Group Ltd, Einnova Solarline continually works hard to supply the best cost-to-value and high quality products to our clients worldwide.

With the fast growth of the solar industry worldwide in the past decade, Einnova Solarline actively develops and manufactures various types of solar modules and mounting systems, as well as system components.

Thanks to our traditionally strong management throughout our supply chain, our manufacturing technology, plus our professional expertise in R&D, Einnova Solarline is able to supply the best quality solar products to be applied to variable and harsh environments worldwide.

Creating reliable and affordable clean energy turnkey solutions

No limit

Initially focused on the European solar market - especially in sun-kissed Spain, Italy and Greece - meeco has subsequently ventured across four more continents and numerous regions; promoting and installing solar photovoltaic and energy storage projects along the way in conjunction with specialised local partners in each new market.

Africa, South America, the Caribbean and Asia have all benefitted as the Company continues to spread its belief in the concept of affordable, renewable solar energy; and has consequently been compounded by the ability to offer turnkey solutions and, ultimately, a highly customised range of services able to generate returns on investments in the doubledigit range.

The expansion of this offering continues to this day, as Wolf explains: “In countries with an ongoing energy

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To bring the next generation a brighter, healthier and cleaner future is the mission we will pursue for a life time!

Einnova Solarline devotes itself to supplying the world with clean, affordable and easily accessible solar energy.

sun2live storage and generation solution, Seasons Food

sun2roof rooftop solar installation, Blaubeuren

T +86 25 84792033 E emma.wu@einnova-solarline.com

www.einnova-solarline.com

3MWp solar power installation at V.C. Bird International Airport

Being able to ensure stable electrical output over a long period of time is an essential requirement for solar power generation.

As such, Einnova Solarline, China Jiangsu International Group Ltd believes that quality should be the first priority when establishing any solar power system. With this in mind, we are confident that our years of experience in “ZERO Defect Quality Control System� make us the top choice as a solar module provider.

> High-performance photovoltaic modules made of high quality solar cells > Production controlled positive power tolerance from 0 to +5wp > Withstanding 5400 Pa mechanical loading > Improved temperature coefficient to reduce power losses at higher temperatures > High power performance even at lower irradiations

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

Telephone: 0086 25 84792033 Email: emma.wu@einnova-solarline.com Website: www.einnova-solarline.com

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crisis – such as Pakistan, Zimbabwe and other southern African countries – this energy supply model is on the rise. Since 2008, meeco has also taken up the challenge to bring Germanengineered solar energy technologies to Pakistan in order to support the sustainable development of the country. “[Additionally] only some days ago, meeco - through its UK-based joint venture with PV Energy Limited - has officially inaugurated the 3 MWp photovoltaic plant at the V.C. Bird International Airport of Antigua, which is a pioneering project for the whole of the Caribbean.

“This initiative in the energy sector, utilising state-of-the-art technologies, will allow the Government of Antigua and Barbuda to reduce the foreign exchange outlays for imported fossil fuels, while contributing towards the goal of reducing the carbon footprint.”

3MWp solar power installation at V.C. Bird International Airport

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Boasting a direct presence across 15 subsidiary countries in total - rising to 40 when counting joint ventures - meeco’s role in helping institutions take control of their energy budgets in the wider battle against global warming represents fresh impetus for the likes of Pakistan, Antigua and

even Paraguay - as epitomised by a recent water supply management incentive - and pave the way for both the Company and wider sector to flourish on an even wider scale moving forward.

“All these projects are ensured by the presence of our subsidiaries and

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joint venture partners worldwide,” Wolf says. “This leads us to develop our network, attracting more and more businesses and governments, but also private individuals.

“There is no real limit [to how far spread the Company is looking ultimately]. We will continue in striving to serve clients in all markets we are looking at when and wherever our solutions can have an impact and ensure clean energy supply. But we will certainly continue to grow in a healthy and reliable manner.”

In the pipeline

Such healthy and reliable growth is already evident in 2016 via the inception of a thoroughly developed 2 MWp rooftop project on the new Emporium Mall in Lahore, Pakistan, with the generated clean energy almost certain to cover

the energy consumption of the whole shopping mall which is currently under construction.

“This year started very busily with that and the grand opening ceremony of the airport solar power plant in Antigua,” Wolf notes. “In

addition to this, we will extend our activities in Africa. As the local weather conditions are fitting perfectly to the requirements of solar energy, this market is particularly attractive for meeco.”

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Riacho i Paraguay off-grid solar installation

A real trailblazer

The market is expanding and The meeco Group is growing, with the aim to develop more innovative concepts and to act as a real trailblazer in the development of a green economy

The recently founded oursun / onesun joint venture in Zimbabwe will counter the current energy crisis and aid the local community deeper into southern Africa, helping the country along their path towards energy efficiency and self-sufficiency, ensuring cleaner energy supply to private households.

Wolf adds: “Last year, more than 30 energy management systems were delivered through our local retail

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partner, Powerspeed Electrical Limited.

We will also enter the solar market in Ghana, where several projects for the Government are in the pipeline.

“In addition, we are about to conclude several contracts for equipping the roofs of shopping malls in South Africa with PV solutions in order to tackle the severe energy crisis and the resulting power cuts and thus ensure uninterrupted power supply and smooth operations of such malls.”

Sri Lanka, Afghanistan and India represent a further three areas of focus in the months to come, each in severe need of uninterrupted power supply and/or cleaner energy supply if they are to thrive in the future global climate.

For meeco, its own future thriving relies on three main business strategies: “As an international Company, we steadily expand our worldwide network of local partners,” Wolf says. “This close cooperation allows us to understand different location-dependent clients’ requirements and to efficiently plan and realise renewable energy projects considering diverse local and political preconditions.

“By following the philosophy of creating shared value as a basic concept, which represents a very sustainable business model, redefining the link between corporate performance and social progress, we

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secondly realise our environmental and social sustainability concerns thanks to the distribution of our turnkey energy solutions.

“Our highly qualified and committed team working together across the globe is the third and certainly the most important pillar of the Company’s overall positive development.”

Achieving a balance of global repute with local experience forms a potent combination in trying to cater for a market that is so very global in its nature, so the pressure now lies in ensuring that the services being offered to this ever-broadening international clientele similarly moves forward in line with the latest ideologies and technologies available in the domain.

“We are steadily developing very specific tailor-made projects and products considering the local requirements. We understand

to synchronise energy supply requirements with solar solutions and adjust projects accordingly from the very early planning stage, through development and layout and up to execution, commissioning and also operations and maintenance.

Innovation and flexibility are part of our daily work alongside the many decades of accumulated knowhow,” Wolf concludes. “I think the combination of German-engineered high-quality solar solutions, the great international network of partners and experts including local expertise, and the extensive experience of our engineers, consultants and project planners clearly set us apart from the competition.

“The market is expanding and The meeco Group is growing, with the aim to develop more innovative concepts and to act as a real trailblazer in the development of a green economy.”

Bergen sun2flow remote water pumping project, Paraguay

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B I D V E S T

B A L T I C S

BEST

NOTHING BUT THE

FOR BIDVEST Bidvest Baltics has thrived under the esteemed brand name since its acquisition in 2011, and is targeting even further expansion across its internal and external operations as it moves into the next phase of its evolution Writer: Matthew Staff • Project Manager: Arron Rampling

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idvest Baltics is living up to the grandeur of its brand name across Lithuania, Latvia and Estonia with attentions now firmly fixed on generating a volume, footprint and capacity befitting such a reputation as well.

Initially incepted as a Lithuanian-owned brand back in 1994, a series of acquisitions – firstly at the hands of the Danish Nowaco Group, and latterly by Bidvest in 2011 – has all culminated in making the business in its current guise one of the leading market players; compounded by customer and supplier relationships driven by more than 20 years of progression.

For the globally-renowned Bidvest Group, the proposition was all too simple therefore, and the 2011 deal has had an immediate impact in capitalising on the food service distributor’s readymade reputation and network.

“It has all been about increasing and improving the business,” states Bidvest Baltics’ Managing Director (MD), Ramunas Makutenas. “When

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the best service and value possible.

“From an internal perspective we have also implemented an in-house management system to reduce the amount of errors, which has been achieved very successfully,” Makutenas continues. “Further investments have been made in our ordering systems as well – adopting mobile technologies – so that customers can place orders and can be invoiced more easily, securely and efficiently.”

Ramunas Makutenas, Managing Director

we joined the Bidvest Group we began to invest in different facilities and trucks especially; changing our fleet completely by installing better technologies and systems in order to deliver all three categories of goods.”

Incorporating frozen, chilled and ambient products, it has not just been about the standard of provision and storage either, with efficiencies dramatically enhanced over the past five years to ensure each client is receiving

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Top service supplier

Instilling similar enhancements to the Company’s storage depot and control centre – ensuring the optimum temperatures and transit modifications from manufacturer to customer – has ensured the quality is right where it needs to be as a Bidvest entity, and the focus is now being broadened to capacities.

Makutenas explains: “Productwise, we have 1,700 as part of our assortment at present, but we are constantly increasing this amount because we understand that to be a top service supplier, you need to have as wide a product range as possible, and that’s what we’re working on right now.”

Purchasing and trading all goods through one source ensures both quality and efficiency when it comes to offering value for money to end clients, and while a newly introduced fish plant has diversified the business model somewhat into internal production, the main philosophy remains collaborating with key partners to ensure all demands are met in the wider sector.

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And the range of companies that Bidvest Baltics is working alongside certainly befit such an ethos too, with the likes of Unilever and Nestle – to name just two – epitomising the international appeal of the brand and its operations.

“I’m responsible for the Baltics so am in charge of identifying and meeting the potential in the countries of Lithuania, Latvia and Estonia,” Makutenas notes. “Our three depots in Kaunas, Riga and Tallinn, respectively, ensure we cover these countries well, but of course we are still growing and making little improvements across the board to ensure we are living up to the Bidvest name and are on top across all three nations.”

INTER EUROPOL

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nter Europol, a leading Polish frozen bakery producer with 26 years of experience, delivers the highest quality bread, rolls, buns, ciabattas, pastry and baguettes to multiples, HoReCa, petrol stations, distributors and retailers worldwide.

We bake our bread using natural ingredients and most of the products do not contain any preservatives or improvers. This is because our bakers manage to combine the tradition of baking bread with the latest technical achievements in the industry.

T +48 22 771 69 00 E office@intereuropol.eu

www.intereuropol.eu

Purchasing and trading all goods through one source ensures quality and efficiency in the Company’s supply chain

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Best quality at the best price

Proof that Bidvest Baltics is moving in the right direction comes in the form of its ever-expanding client base firstly, but also by the internal growth being witnessed across its workforce and supply chain.

Improving the levels of talent across all divisions of the business through both internal and external training initiatives instils sustainability all too familiar with an organisation the size of Bidvest, while the Company has also struck a significant balance between retaining longstanding, established business partners, and the kinds of esteemed partners that came by virtue of the 2011 acquisition.

“It’s all about getting the best supply and best goods and the best value, and being part of Bidvest aids this greatly through the enhanced

exchanging of information and sharing of knowledge from the other branches around the world,” Makutenas affirms. “We have very good access to all the good things that exist within the Bidvest Group.”

As Makutenas aptly emphasises, being the best is an expectation rather than an ambition when being

invited into the Bidvest model, but with expansions already having taken place or underway, an ever-growing customer base, and a vision to improve further in the years to come, the MD is positive that the best is certainly what the Company can claim to be.

“Since joining the Bidvest Group we have improved our service over the past three years and would now like to increase our assortment more than we already have done, while finding the best product, at the best quality and at the best price for our clients,” he concludes. “We are making improvements across all divisions of the Company to be ready for the next stage, while also making sure that the process is being made easier for our clients to access our products.

“Our vision is ultimately to help our customers grow their own businesses through the best possible service; something that will naturally make us more successful and happy also.”

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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

ARGAN Business Park

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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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ALSHAYA TRADING CO.

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n one of the world’s fastest growing regions, Alshaya Trading Company stands out as one of the Gulf’s premier commercial establishments.

We specialise in providing the finest commercial equipment to a variety of industries, as well as stylish furnishings for the home and office.

We derive our strength from our recognised management quality, innovative strategies, favourable employer culture and substantial financial resources. Along with our wide range of expertise, this 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.

Although we serve 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.

Alshaya Trading is organised into six major divisions: • Storage systems and supermarket solutions • Sanitaryware and tiles • Office furniture and interiors • Commercial kitchens, laundry and bakery • Lighting • Kitchenhaus We take pride in representing some of our industry’s most reputed brands, including Estel, Komatsu, Bobrick, Electrolux, Imola, American Standard and Ideal Standard.

As a division of the Alshaya Group, we are backed with a wide range of products and services of one of the region’s pre-eminent commercial entities.

www.alshayatrading.com

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Lighting Kitchenhaus Office Furniture & Interiors

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Commercial Kitchens, Laundry & Bakery

Storage Systems & Supermarket Solutions "Seven Decades of Success Through Partnership"

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

Local knowledge

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

University coaching sessions

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

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 approach to expansion and continuous improvement, ALARGAN has in-fact built its model on meticulous planning and carefullyhoned 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,” AlMashaan emphasises. “We structure

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Rimal Hotel & Resort- Kuwait

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.

“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 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 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.”

Earth Day

Durat Al Fintas, Kuwait

Al Qurm Gardens Commercial, Oman

ARGAN Square

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Steely Determination AMID THE CONSTRUCTION BOOM Solb Steel is situated right in the heart of southern Saudi Arabia’s extensive industry demand, leading the way across the region’s megaprojects to become of the country’s top consumer brands Writer: Matthew Staff Project Manager: Joshua Mann

rom humble beginnings, Solb Steel is quickly emerging into a dynamic giant in the steel manufacturing industry in Saudi Arabia as it earmarks not just a consolidation, but a substantial expansion of its product range and production capacities in the near future.

Based in Jazan amid one of the country’s most modern and advanced industrial zones, the Company’s range of raw steel products - incorporating steel billets, re-bars and long products - have played a vital part in not just meeting the needs of specific largescale projects in the country, but in addressing a major national trend and extensive consumer demand.

“Steel is considered as one of the major materials for infrastructural development in any country,” the Company explains. “Considering the currently ongoing construction boom in the Kingdom of Saudi Arabia in general, and in the southern region in particular, the Pan-Kingdom Investment Company has taken a decision to establish a regional centre for production of steel and allied products in the up-and-coming Jazan Economic City in the southern province of Jazan.

“Work to create this regional centre

was taken up stage-wise, against a total investment cost of approximately 10 billion Saudi riyals. Construction of the first stage started in earnest during 2009, and the Pan-Kingdom Company shall - by end of the financial year, 2011 - commission the first stage and commence supply of steel billets and constructional quality re-bars.”

As part of the economic and social development programme for the country, these ‘economic cities’ shall ultimately assist the further regional and industrial diversification of the country, with Jazan in particular thriving from perspectives of employment and industry alike.

And Solb Steel is situated at the heart of it.

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SMS GROUP

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or many years, South Steel Company - part of Pan Kingdom Invest in Saudi Arabia - has operated its mini mill supplied by SMS Group; a positive relationship now being continued via the successful startup of a new 500,000 tonnes-per-year (TPY) combined rolling mill for bars and wire rods in Jizan Economic City.

SMS has supplied the complete mini mill to the lucrative Jizan Economic City in Southwest Saudi Arabia in 2009, comprising a steel plant with an annual production of one million tonnes and a connected rolling mill with a rebar production capacity of 500,000 tpy.

The newly commissioned combined rolling mill plant features a continuous single strand rolling mill while the roughing mill train is followed by an intermediate/finishing HL type multigroove train with horizontal and vertical rolling groups.

Producing steel through the EAF-CC method means the dependence on raw materials like DRI, HBI and steel scrap is essential

Producer of choice

As the only steel factory in the southern region and in addressing the construction boom currently being enjoyed in the same area, the overall project further thrives as a result of its coastal location, making the import of essential raw materials all the more efficient for companies like Solb Steel.

Producing steel through the EAF-CC method, the dependence on raw materials like DRI, HBI and steel scrap is essential, and the rewards being reaped as a consequence of these multiple advantages have been palpable in recent years.

For the project alone, Solb Steel will produce one million tonnes of liquid steel, and the same amount of billets of varying sizes.

All-told, the Company has a production capacity of 1.1 million tonnes a year, leaving room for expansion and a goal to drive towards

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... the Company has a production capacity of 1.1 million tonnes a year, leaving room for expansion and a goal to drive towards for employees and suppliers alike

One of the key elements of the mill is the 10-passes MEERdrive速 finishing block with the revolutionary and most advanced individual drive technology included; implementing advanced technologies never before seen in the region.

Downstream, the mill displays a fully automatic bundle forming and tying station with a parallel wire rod line composed of a cooling conveyor, a coiling and transporting line plus a coil pressing and tying station.

Xxxxxxxxthe xxxxxxxx xxxxxxxxx Overall, new xxxxxxxxxxx rolling mill will contribute to an entire plant concept that meets all requirements for efficiency, flexibility and reduced maintenance.

The expectations of South Steel Company regarding sustainable competitiveness are fulfilled by the operational reliability and high productivity of the mill and its equipment.

T +49 2161 350 1724 E barandwirerodmills@sms-group.com

www.sms-group.com

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

We transform … the world of bar and wire rod.

Economic success with sophisticated solutions.

SMS group offers solutions for bar and wire rod mills that are just as versatile: all sizes, materials and alloys can be efficiently produced on the bar and wire rod mills.

Complete bar and wire rod mills, where all components are perfectly matched – this is the success formula for enhanced competitiveness. This guarantees that technology, automation and the individual process work in perfect harmony. The result is top quality, high productivity and lower capital and operational costs.

SMS group designs the bar and wire rod mills in close cooperation with the plant owners.

Quality unites – a fact that our customers and we discover time and again with every new project. Together we develop production concepts that give our partners the competitive edge in their business. Thanks to this good cooperation, the SMS group is a leading international company heavy machinery and plant engineering.

SMS GROUP GMBH

Ohlerkirchweg 66 41069 Mönchengladbach, Germany

Phone: +49 2161 350-1724 Fax: +49 2161 350-1753

SMS MEER SPA

Via Udine 103 33017 Tarcento (Udine), Italy

Phone: +39 0432799111 Fax: +39 0432792058

barandwirerodmills@sms-group.com www.sms-group.com

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for employees and suppliers alike.

Embracing a multinational workforce comprising not just Saudi locals, but the best expertise from the neighbouring region also, this strategy is further compounded by a supply chain that takes full advantage of the Middle East’s prime middleground and accessibility

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to the best in global materials, machinery, equipment and training.

The result: a plethora of megaprojects being undertaken across international airports, palaces and high-rise buildings.

Over the next five years, the extent of projects falling under Solb Steel’s remit is only likely to expand also, as it looks to become more vertically integrated via the production of its own raw materials - including iron ore - to then manufacture steel right from the beginning of each process.

Such sustainability and efficiency derives from the Company’s initial mission and vision which revolves around reputation and value for its customers and stakeholders alike.

“Our mission is to maximise stakeholders’ interests by becoming the producer of choice in the region for all those who respect progress in tandem with solid values,”

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Our mission is to maximise stakeholders’ interests by becoming the producer of choice in the region for all those who respect progress in tandem with solid values

The Company is looking to become more vertically integrated via the production of its own raw materials

Solb Steel says. “We want to be recognised as a pioneer in making steel and lead by fostering development that brings quality products supported by a culture of trust.”

Excellence in the industry

The final goal revolves around its local influence and the commitment to serving the community “with care and conscience to make a tangible difference to lives wherever possible”.

Corporate social responsibility (CSR) is an area that drives all of Solb Steel’s industrial operations and success,

starting from its personal relationships with employees, suppliers, stakeholders and customers; and emanating its way through the internal structure of the Company, through aspects like health & safety.

“Solb Steel has [recently] successfully completed another milestone in SAP by implementing an environment, health & safety (EHS) module,” the Company says.

“This module will help a lot in proper reporting and recording of incidents and health related to the work environment.”

Finding a balance between ruthless business acumen and success, and

careful, collaborative and responsible operations is something that Solb Steel has achieved over the years, culminating in the business being placed on the list of the top 100 consumer brands in Saudi Arabia.

It also now perfectly sets the platform for further capacity and production expansion to ensure it continues to meet the needs of the increasingly expectant market in the years to come.

“Solb Steel Company was placed on the list of the top 100 consumer brands in Saudi Arabia, handed over during a ceremony organised by the Asir Press and Publication under the auspices of the Minister of Culture and Information and the presence of the President of the Board of Directors Foundation HRH Prince Bandar bin Khalid Al-Faisal,” the Company recalls. “The selection of the best one hundred brands in the Kingdom of Saudi Arabia, according to a survey conducted by Al-Watan newspaper in collaboration with Ipsos Global Statistics and Studies, selected Solb Steel for excellence in the industry and high production quality as the first plant in the Jazan Economic City, and as the largest industrial facility in the southern region.”

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A V A Y A

Stepping up regional investments to grow its African presence and technology leadership, Avaya is helping organisations to explore new communication methods that promise to drive operational excellence for customers Writer: Emily Jarvis Project Manager: Donovan Smith

LEADING THE WAY

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Any vendor that comes to Africa needs to understand Africa: the problem most companies have is that they think of Africa as one country, where one approach will work, not a continent with 50plus countries, each with their own political, educational, and technological systems,” says Hatem Hariri, Managing Director, Africa, Avaya. “There are more than one billion people here - with a huge mix of cultures, languages and development levels - and you can find people talking multiple languages in a single village.”

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For Avaya, a global leader in business communications software, systems and services, communicating and bringing people together is very much part of the cultural DNA. Even so, the company has grown its business in Africa through a very much hands-on approach, Hariri says.

“Some companies want to work remotely here, but you can’t do that in Africa, you need to have a local presence,” he explains. “It’s an old adage that ‘people buy from people’, but it is definitely the case here. If you don’t have presence on the ground, you can’t really understand the diverse cultures and what is required.”

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Meeting customer needs

While Avaya has had a presence in Africa since inception, like other companies it made the decision to step up its investment in the region after the global recession, as part of a greater focus on global growth markets. Having established its first office in Kenya, today Avaya has offices in Nigeria, South Africa and Egypt, with a presence in Morocco and Algeria, as well as legal entities in Zambia, Tanzania and Ghana; which can be turned into offices at any time.

Through its industry ecosystem of partners, Avaya has a presence in every African country today.

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FUTURE TECHNOLOGY

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uture Technology was established in 1997 to cater for the demands of clients in UAE & Qatar by enabling and improving business communications to surpass their operation and strategic goals.

FT is Avaya’s Platinum Business Partner, having a substantial track record in implementing one of the largest and complex contact centers in the region.

FT understands that communication holds the key to success in any business.

FT vision’s is to deliver solutions that support the convergence of communications and technology. So that FT’s customers have the cutting edge business solutions, supported by a strong after-sales services.

T +971 460 90820 E ayctmarketing@alyousuf.com

www.futuretechnology-me.com Hatem Hariri, Managing Director, Africa, Avaya

Avaya’s corporate roots stretch back to the start of the telephony industry. Having begun life as part of AT&T in the US, Avaya was spun-off as an independent company in 2000 to focus on innovation in business communications. Today, Avaya is the only company that specialises in complex business communications –internal for companies’ teams and external for their customers – based on open, mobile software platforms with the network infrastructure to meet customers’ underlying needs.

As of January, 2015, Avaya had more than 13,000 employees worldwide, and it is a global leader in many communications sectors.

With this technology leadership Avaya is helping organisations in Africa to progress on their digital transformation journeys. Governments and enterprises around the globe are looking at digitisation strategies to drive operational excellence, customer

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...we are coming to the African market with new technologies and new ways of doing things; we are working with enterprises and governments in the region to help Africa with its digital transformation...

and citizen satisfaction and greater competitive differentiation. Avaya’s client-tailored and outcomes-focused digital and smart services elevate organisations of every scale and accelerate growth through their digital journeys, with vertical, industry-focused solutions and services that focus on outcomes.

As African nations and businesses look to expand and play a greater role in the global economy, Avaya is operating in all verticals across Africa; including service providers, banking, oil & gas, government, education, healthcare, and hospitality. To give one example, Avaya is providing contact centre technology and managed services in 17 Africa countries for one of the continent’s major service providers. Avaya’s solutions and services increase the performance, reduce the costs and accelerate the transformation of the service provider’s communications environment, supporting more than a billion calls a year and including video and social media capabilities.

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Digital transformation

Avaya solutions, such as Scopia, help teams communicate more effectively

Today, Avaya works with 90 percent of the service providers in Africa, from Egypt down to South Africa, and also has a presence in most of the banks on the continent, including pan-African and regional organisations, with many of the large global financial institutions also being Avaya customers.

These projects highlight Avaya’s ongoing transformation into a customer-centric, software and services-driven company. Software and services accounted for more than 71 percent of the company’s total revenue in fiscal 2015 and by April this year, Avaya will offer all its technology solutions, including business collaboration, unified communications, video collaboration, contact centres, and networking solutions, in an ‘as-aservice’ consumable model.

“Avaya today has moved on from selling boxes, we are coming to the African market with new technologies

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TECHNOLOGY LEADERSHIP Avaya specialises in vertical, industry-focused solutions and services that focus on business outcomes for enterprises of all sizes and types, rather than the traditional one-size-fits-all approach. Avaya’s Software Defined Network – Fabric Extended (SDN-Fx) architecture and Engagement Development Platform (EDP) are key solutions that help Avaya answer critical business needs.

With the Internet of Things (IoT) becoming an ever-increasing reality in the enterprise, the need to add devices, services, and applications at the network edge is growing exponentially. The Avaya SDN-Fx networking architecture is the first to deliver automation and programmability from the network core to the user edge, providing “connect anything, anywhere” simplicity; the perfect platform for building Internet of Things strategies and to underpin smart transformation.

Avaya SDN Fx is an open, software-defined networking architecture that delivers “connect anything, anywhere” simplicity, making it simpler for businesses to provision new services and reconfigure networks on the fly. From Wi-Fi accessibility to allowing access to personal devices, SDN Fx allows these to be managed and provisioned quickly, leading to happier customers and staff, and more efficient network management.

EDP is a software development tool that makes it easy to communication-enable business processes. Flexible engagement modules, called Snap-ins, are capable of enabling a range of communication-enabled experiences. For example, a hotel or retail outlet could use Snap-ins to build location-aware beacons that identify VIP customers and notify staff to greet them personally.

Avaya built EDP to be platform-agnostic. It’s designed to communication-enable any app, working with disparate content management systems, programming languages and competing silos of information.

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Avaya is active in major industry verticals across multiple African countries

and new ways of doing things; we are working with enterprises and governments in the region to help Africa with its digital transformation, helping to deliver solutions that change the lives of citizens and consumers,” Hariri says. “We are working very closely with governments across Africa to help them deliver a more connected experience to their citizens.”

With the majority of Africa’s population under 24 years of age, and the World Bank Group predicting the continent’s population will reach 2.8 billion by 2060 – more than a quarter of all people on Earth – digital transformation is key to Africa’s successful future, Hariri argues.

Exploring new avenues

“We want to be in Africa to stay here and ride the wave together with Africa’s growth and participate in its future,” Hariri says. “We are going increasingly into education and healthcare, such as providing the end-to-end infrastructure for

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Technology adoption

While the region’s predominantly young, tech-savvy, population means awareness of the so-called Third Governments want to be more accessible to Platform technologies - big data and their citizens - that means communications analytics, cloud, social, and mobile - are high, adoption is still uneven, given the which is where we help deliver smart government, diverse nature of the market. making life easier for citizens by working in “It very much depends on the partnership with the government organisations to country. Some countries have good bandwidth, good infrastructure and transform everything to digital good education, and consequently are very advanced in their adoption of new technology,” Hariri says. “If you look at countries like South Africa, Morocco and Algeria, our cloud value proposition is gaining tremendous traction, how we integrate video as a service, unified communications and so on. Many countries here have very advanced technology solutions that are ahead of other regions. For instance, we have seen the use of mobile phones to conduct banking transactions being pioneered in sub-Saharan Africa.”

“Other countries may seem behind in technology adoption but they are catching up fast as the infrastructure develops. The good thing that African countries have done is that they have all opened the market for service providers to come, so each country has several service providers competing to provide better service, and a better customer experience.”

For Avaya, the investment in Africa has proven an enormous success, delivering double-digit growth year-onyear, and winning numerous awards telecommunications to enable remote police forces across the continent, internally and externally. Avaya has doubled its team numbers in the learning and healthcare provision, we while it is working with governments Africa market, and is looking at further are increasingly present in industries to provide infrastructure services expansion, Hariri says. such as banking and we are here to including voice, data and unified stay and build with this population.” communications.

“Africa is fertile land, whatever you Major transformation projects Avaya “Governments want to be more put into it will bear fruit,” Hariri says. is working on in Africa include working accessible to their citizens - that means “We are investing more and more into the continent, and we are looking more with one government to build a communications - which is where we centralised contact centre that allows help deliver smart government, making and more at what other countries we can invest in because of the potential citizens to access all government life easier for citizens by working in organisations via a single phone partnership with the government here. Africa is the hidden jewel of the number. Avaya is also working on organisations to transform everything world that is set to become the shining jewel,” he concludes. emergency alert systems with various to digital,” he says.

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ISLAMIC BANKING & INVESTMENT ASIA/MIDDLE EAST CONGRESS 2016

E V E N T

F O C U S

Responding to headwinds and refreshing the vision for Islamic finance The Middle East and Asia continue to be the most vibrant and developed markets for Islamic finance. The established centres, as well as new frontier markets across these two regions, continue to create exciting growth opportunities for the Islamic finance industry.

U N D E R T H E A U S P I C E S of H.H. Islamic finance to enable an innovative Sheikh Salman bin Khalifa Al Khalifa, dialogue that seeks to connect Special Envoy, Kingdom of Bahrain players to explore a fresh vision for and Patron of the Islamic Banking & the industry and navigate new crossInvestment Asia/Middle East Congress, border opportunities.

2016 focuses on bringing together the leading players from the two regions New insights, new ideas to explore, engage and showcase The Congress has a unique and both the sectoral and innovative format that combines geographic opportunities traditional speaker-driven that are emerging from sessions with highly a wave of increasingly interactive and forwardstrong attention; from looking discussions that mainland China, to new blend the perspectives of initiatives in Indonesia, industry leaders with the as well as high-potential out-of-the-box insights of H.H. Sheikh Salman Bin Khalifa Al Khalifa sectors such as marine, visionary thinkers. energy and the SME ‘Imagineering the Future’ market. is a highly innovative session which comprises a series of Connecting markets satellite sessions featuring The purpose of the out-of-the-box forwardCongress is to provide looking visionaries from a fresh and exciting beyond the traditional new platform that confines of the Islamic will bring together finance industry. These David McLean, President, Ethico Live industry leaders from innovators will kick-start across the key markets for roundtable discussions,

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while the interactions between audience and panel will be moderated by an expert facilitator and the outputs will be captured via unique infographic representations in real-time.

EVENT

DETAILS

WHEN: 5-6 April, 2016 WHERE: Intercontinental Singapore REGISTER:

http://www.ethicolive.com/events/ islamicbankingsingapore/register.html

Islamic Banking & Investment Asia/Middle East Congress 2016 Convening the Conversation Navigating Opportunities Connecting Markets 5th & 6th April 2016, Intercontinental Singapore N

Platinum Partner Islamic Banking

W

Global Payment Solutions Partner

&

Investment

Asia Middle East Congress 2016 Convening the Conversation Navigating Opportunities Connecting Markets

-------- Special Keynote Address -------H.H. Sheikh Salman Bin Khalifa Al Khalifa Special Envoy ‐ Kingdom of Bahrain and Patron of the Islamic Banking & Investment Asia/Middle East Congress 2016

Supporter

‐‐‐‐‐‐‐‐ Keynote Address ‐‐‐‐‐‐‐‐

Asset Management Partner

E Commerce Partner

Training and Knowledge Partner

Corporate Exhibitor

Dr. Mahmoud Mohieldin Senior Vice President of the 2030 Development Agenda United Na�ons Rela�ons and Partnerships The World Bank Group

Dato’ Muzaffar Hisham Group Head, Islamic Bankingand Chief Execu�ve Officer (CEO) Maybank Islamic Berhad

Mohamad Safri Shahul Hamid Senior Managing Director & Deputy Chief Execu��e ��cer CIMB Islamic

Affiliate Partner

Ijlal Alvi Chief Execu�ve Officer The Interna�onal Islamic Financial Market (IIFM)

Ashraf Mohammed Assistant General Counsel and Prac�ce Leader � Islamic Finance Asian Development Bank

‐‐‐‐‐‐‐‐ Leader’s Dialogue Live! New Insights, New Ideas ‐‐‐‐‐‐‐‐ Keynote Interview �5�� April�

Keynote Interview �6�� April�

Raja Teh Maimunah Managing Director / CEO Hong Leong Islamic Bank Berhad

Dr. Mahmoud Abdalaal Chief Execu�ve Officer aafaq Islamic Finance

Held In

Media Partner

To become a Partner at this major International Conference, please contact our Strategic Partnerships team

Sophie McLean E: sophiemclean@ethicolive.com T: +91 124 418 2794/95 M: +91 9971341836 Ethico Live Limited is a UK registered company with its corporate headquarters at 2-4 Blythswood Square, Glasgow G2 4AD, UK. Through our on-the-ground presence in key centres across the world we are able to serve our clients in the global financial markets with high-profile international conferences in Europe, the Middle East, Africa and Asia.

DUBAI

DRINK

TECHNOLOGY

EXPO

E V E N T

F O C U S

The best in beverages broaden their reach THE DUBAI DRINK Technology Expo (DDTE), the premier specialised event for the beverage industry, is once again set to attract more than 10,000 beverage industry professionals to Dubai in 2016. The dedicated trade show is scheduled to be held from 16-18 May at the Dubai International Convention and Exhibition Centre.

The event has gained a reputation as the gateway for real business opportunities in the region over the years and best-in-class solutions for the beverage industry will once again be on display during the three days of the exhibition at Dubai Drink Technology Expo 2016. DDTE is the only dedicated beverage industry event showcasing the latest and improved manufacturing solutions exclusively for the sector.

The Global Water & Beverage Technology Congress will also be held alongside the Dubai Drink Technology Expo with experienced professionals

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from around the world sharing their insights and knowledge on various aspects of beverage manufacturing and the current trends forcing their way to the front of the industry.

Now in its eighth year, DDTE will continue to provide new opportunities for international companies to explore and benefit from the Middle East, African, Mediterranean and Asian beverage markets.

The Dubai Drink Technology Expo is organised by INDEX Conferences and Exhibitions Organisation Est. and is supported by the International Society of Beverage Technology (ISBT), the American Beverage Association, TEA board of India, Arab Asian Beverage Alliance, UAE Chamber of Commerce and Industry, Dubai Export Development Corporation, Jebel Ali Free Zone (JAFZA) and Dubai Department of Economic Development.

E V E N T

D E TA I L S

WHEN: 16-18 May, 2016 WHERE: Dubai International Convention and Exhibition Centre, Dubai WEBSITE: www.drinkexpo.ae

POSIDONIA

2016

E V E N T

F O C U S

Posidonia 2016 is on course to be the biggest ever POSIDONIA, THE ESSENTIAL marketplace for serious business in the shipping calendar, is expected to become the most productive business platform for 2016, with plenty of deals to be signed.

With floor space demand at unprecedented levels, the organisers of the world’s most prestigious shipping trade event expect to break the previous records set during Posidonia 2014, which was attended by more than 1,840 exhibitors and 19,000 visitors.

“Despite challenging conditions, Posidonia constantly enhances its appeal as the must-attend international shipping event due to its unique legacy and long heritage as the event which creates new business opportunities in tough markets,” said Theodore Vokos, Executive Director, Posidonia Exhibitions S.A. “The Greek

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shipping community is famous for its business acumen and excellent sense of timing when it comes to investing in difficult times, and we are currently seeing many shipowners investing in both newbuildings and the S&P market.”

Increased demand for exhibition space is driven by the major shipbuilding nations and other traditional Posidonia participants from all over the world who have already confirmed their presence at the event in June, in addition to many first-time exhibitors representing some new-to-Posidonia sectors.

Posidonia provides direct access to Greek shipping and the owners of the largest fleet under the control of any one national group, dominating the new building order book and S&P market. Moreover, buyers from all over the world travel to Greece for one week of deal-making, as the entire maritime industry showcases its products and services.

But Posidonia is more than an exhibition; its extended conferences, seminars and technical workshops programme - chaired by industry leaders - sets the agenda for the industry and presents technological and other achievements from the vibrant global shipping community. Posidonia will again host the Tradewinds Shipowners Forum on 7 June, 2016.

Posidonia also creates additional networking opportunities at its sporting events. The Posidonia Games bring shipping professionals from all over together to compete for the coveted Posidonia trophies; celebrating the spirit of adventure that still drives the shipping industry in the 21st century. The Posidonia Games include the exciting Posidonia Cup yacht race, the five-a-side Posidonia ship soccer tournament, the Posidonia golf tournament and a new addition, the Posidonia running event.

The next Posidonia will take place 6-10 June, 2016 at the state-of-the-art Metropolitan Expo, Athens, Greece.

Posidonia 6 -10 June 2016

Metropolitan Expo, Athens Greece

enter

the multi-billion market The International Shipping Exhibition

posidonia@posidonia-events.com

www.posidonia-events.com

EURO

MINE

EXPO

E V E N T

F O C U S

Welcome to Euro Mine Expo 2016

SWEDEN, NOLIA, AND Georange welcome you to Euro Mine Expo, an international trade fair and conference for the mining industry. Here, you will have an excellent opportunity to establish business contacts, and the chance to learn about the latest developments in the areas of technology, products and services.

This event is also the perfect place to exhibit your products and services, AT THE HEART OF EUROPE’S MINING buildINDUSTRY networks, and participate in interesting seminars. Some of the INTERNATIONAL TRADE FAIR & CONFERENCE most prestigious companies in the SKELLEFTEÅ, SWEDEN sector JUNE 14-16, 2016will be represented, and you have the chance to meet worldwide www.euromineexpo.com equipment suppliers, consulting and service companies, research scientists, investors, government E V E N T D E TA I L S authorities and industry players.

WHEN: 14-16 June, 2016

NEW BUSINESS OPPORTUNITIES

GOLD SPONSORS:

PARTNER:

WHERE: Skellefteå, Sweden WEBSITE: www.euromineexpo.com

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ORGANIZER:

The Gold City and innovative ideas

Euro Mine Expo is held in Skellefteå, a city in the northern part of Sweden with a long mining and smelting tradition combined with world-

class institutions and a constantly growing industrial sector. Many of Sweden’s most important ore deposits are located in the very region in which Euro Mine Expo is being held, a region where tradition and history are united with technical development and innovative ideas, all of which you will be able to see for yourself by taking part in the field trips.

Efficient meetings

Euro Mine Expo is a true businessto-business event for the mining industry, aimed to facilitate meetings between people, generating ideas and extend beyond e-mails. With a global market, competition is just a google search away, resulting in face-to-face meetings being more important than ever. As time is of essence and efficiency is the word of the day, a trade fair and conference is a very efficient way to develop your network and do business.

NEW BUSINESS OPPORTUNITIES AT THE HEART OF EUROPE’S MINING INDUSTRY INTERNATIONAL TRADE FAIR & CONFERENCE SKELLEFTEÅ, SWEDEN JUNE 14-16, 2016 www.euromineexpo.com GOLD SPONSORS:

PARTNER:

ORGANIZER:

3RD

RUSSIAN

ENERGY

FORUM

E V E N T

F O C U S

Influencers and innovators in the Russian and CIS energy sector

TAKING PLACE IN London later this year, the 3rd Annual Russian Energy Forum will bring together more than 150 speakers; including industry experts across energy, technology and finance, professional services firms and distinguished government and VIP guests. This is a not-to-miss senior level Forum and opportunity to meet, inperson, the influencers and innovators in the Russian and CIS energy sector and their international partners.

Our industry partners have highlighted the following topics as some of the most important for future energy business within Russia and CIS:

• Further exploring the existing commercial opportunities in the Russian energy sector and how businesses can approach them in the current environment • Russia-Europe and Russia-Asia energy relations • Finance and investment in the Russian and CIS energy and resources • Russian LNG: Global competition, Government and companies’ strategies and market developments • Technology and innovation for the energy sector in Russia and the CIS • The formation of international partnerships, the development of local content and the role of national and foreign companies in the supply chain • Planned projects and business opportunities in the Russian and CIS petrochemical industry • Geopolitics of energy - Russia in the broader context: Focus on the CIS and the Middle East.

We look forward to personally welcoming you to the Forum in June, 2016.

E V E N T

D E TA I L S

WHEN: 22-23 June, 2016 WHERE: London, UK REGISTER: Dmitry Elizarov, +44 (0) 203 397 6587 Dmitry@eurasiandynamics.com WEBSITE: www.russianenergyforum.com

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22-23 June 2016

Millennium Gloucester Hotel Kensington LONDON

Register your place today online Or contact Dmitry Elizarov Tel: +44 20 3397 6587 Seats are limited and early registration is advisable.

The 3rd Annual Russian Energy Forum will bring together 150+ speakers, experts, energy, technology & finance companies, professional services firms and distinguished government and VIP guests. This is a not-to-miss senior level Forum and opportunity to meet in person the influencers and innovators in the Russian and CIS energy sector and their international partners.

Key speakers confirmed include: Mark Gyetvay CFO, Deputy Chairman of the Management Board, NOVATEK

Peter Charow Vice President Russia, BP Plc.

Arne Walther Associate Fellow, Fridtjof Nansen Institute; Ambassador of Norway to Japan (2009-14)

Charles Hendry Chairman, Eurasia Partners Ltd; Minister of State for Energy and Climate Change (2010-2012), Forum Chair

Dr Keun-Wook Paik, Senior Research Fellow, Oxford Institute for Energy Studies

Alex Griffiths Managing Director, Fitch Ratings

Katya Zapletnyuk Editor, European Gas Markets, ICIS

Thilo Wieland Member of the Board of Directors, Wintershall Holding GmbH

Paul Corcoran Chief Financial Officer, Nord Stream 2

russianenergyforum.com

WORLD

RETAIL

CONGRESS

E V E N T

F O C U S

Attracting and engaging the modern customer RETAILING IS CHANGING faster and more dramatically than anyone has ever known. The development of ecommerce and mobile commerce has started a process of transformation that will lead to a completely different retail business model with many new entrants. We are just at the beginning of this age of change.

2016 will mark the 10th World Retail Congress. Since its launch, the Congress has been at the very heart of the industry’s discussions about the future shape of retailing. In those few years, retailing has had to adapt and survive a global recession, keep pace with the development of major new markets such as China and India and now ensure that they remain relevant in this digital age.

The Congress theme for 2016 will focus on retailing’s ultimate disruptor and driver of change. It is not technology or new competitors;

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it is the customer. Consumers are forcing the pace of change through the adoption of new technology, by rejecting old brand loyalties and shopping habits in favour of channels and services that suit today’s lifestyles and budgets. In a world full of choice and channels, how can retailers truly connect with their consumer in a meaningful way?

The World Retail Congress will be held at the five-star Madinat Jumeirah in Dubai from 12-14 April. This is the first time the event has been held outside of Europe. Dubai’s retail tourism, unparalleled infrastructure and easy connectivity to the world make it the ideal setting for the event.

“Ranked the second most important shopping destination globally by CBRE, Dubai is home to the world’s largest mall and attracted more than 13 million tourists in 2013,” said H.E Hamad Buamin, President and CEO of the Dubai Chamber of Commerce and Industry.

The Congress will bring together more than 1,000 global retail leaders from more than 65 countries,

delivering an unrivalled programme focussed around insight, innovation and high-level discussions. It will continue to host onsite events including the Hall of Fame, Future Retail Challenge, Innovation Hub and the prestigious World Retail Awards.

Register now to reserve your place with the retail elite.

WHEN: 12-14 April, 2016 WHERE: Madinat Jumeirah, Dubai CONTACT: info@worldretailcongress.com Tel: +44 (0) 203 033 020 WEBSITE: www.worldretailcongress.com

IN PARTNERSHIP WITH:

For progressive retailers to keep updated on current trends and changes, there is no better forum.

ANDREW JENNINGS | GLOBAL RETAIL ADVISOR

Under the patronage of H.H. Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai

YOU’RE INVITED TO ATTEND WORLD RETAIL CONGRESS 2016 Join us as the World Retail Congress celebrates its 10th edition at the Madinat Jumeirah in Dubai on 12-14 April, 2016. Annually, the Congress attracts 1,000+ senior retail leaders spanning 60+ countries, operating across all major retail sectors. It’s set to be ground-breaking, with representatives from Dubai Chamber of Commerce and Industry, Landmark Group, Chalhoub Group, Al Futtaim, Levi’s, Furla, Mulberry, Virgin Megastores and the legendary Tommy Hilfiger in attendance.

Taking as its theme; Attracting and engaging with the modern customer, secure your place with the industry elite for three days of insight and networking as you help shapethe direction of retail.

Book your place today and save 15%.

Use the code OUTLOOK16 at checkout.

W: www.worldretailcongress.com T: +44(0)20 3033 2020

OFFICIAL EVENT PARTNER

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