EME Outlook - Issue 14

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Aligning with Dubai’s Smart City transformation programme to boost its customer-centric reputation in the Gulf

POWER-GEN EUROPE 12 Weathering the winds of climate change

GULF INTELLIGENCE 20 Investor confidence in oil & gas still has a long way to go

NORLANDAIR 50 Reaping the benefits of organic growth

BARAKAT QUALITY PLUS

Reigniting the quest for good health

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EME OUTLOOK ISSUE 14 A L S O F E A T U R I N G : O M N I A V I A T I O N G R O U P | D B S C H E N K E R U A E | M R O E U R O P E

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W E L C O M E A New Generation

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This month’s edition of Europe & Middle East Outlook aptly utilises its positioning in the middle of the year by looking back at the key industry trends of the past 12 months, while looking even more extensively into the trends and fluctuations to expect over the coming years.

Aligning with Dubai’s Smart City transformation programme to boost its While issues of a UK Brexit and the customer-centric reputation in the Gulf ongoing oil price crisis in the Middle East loom large, there are still countless examples of companies bucking the trend to ensure sustainable growth moving forward.

One such business is the UAE’s leading broadband and telecoms provider, du; a Company that is aligning with the city’s smart transformation programme via the unveiling of a plethora of value-add and customer-centric services to the Gulf region. The Company shared its vision for the next generation with us on the eve of its 10th birthday.

The rest of this month’s publication can largely be divided into two succinct sectors that are set to play a major role in the future globalisation of business in both Europe and the Middle East; shipping and logistics bridging the literal gaps to the rest of the world, while the energy domain ensures the long-term sustainability of the region as a whole.

The first is represented by Omni Aviation Group, Norlandair and DB Schenker UAE; three companies that are adopting proactive and resilient approaches with very clear plans to expand their operations in spite of various market challenges.

On the energy front, our entire frontof-book section is devoted to casting a positive light on future development.

POWER-GEN Europe analyses Europe’s renewable energy drive in the midst of climate change; S&P Global Platts alludes towards an Iranian recovery in the aftermath of lifted US sanctions; and our sector focus suggests that while investor confidence in the oil & gas industry still has a long way to go, organisations are becoming more creative with their strategies to navigate the Matthew Staff Editorial Director, difficulties.

Outlook Publishing Enjoy the issue!

POWER-GEN EUROPE 00 Weathering the winds of climate change

GULF INTELLIGENCE 00 Investor confidence in oil & gas still has a long way to go

NORLANDAIR 00 Reaping the benefits of organic growth

BARAKAT QUALITY PLUS

Reigniting the quest for good health

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 Advert Designer: Mandy Farnell mandy.farnell@outlookpublishing.com IMAGES: www.thinkstockphotos.co.uk

BUSINESS Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com

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EME OUTLOOK ISSUE 14 A L S O F E A T U R I N G : O M N I A V I A T I O N G R O U P | D B S H E N K E R U A E | M R O E U R O P E

Heads of Projects: Arron Rampling arron.rampling@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com Sales Managers: Joe Palliser joe.palliser@outlookpublishing.com Jake Aldridge jake.aldridge@outlookpublishing.com Project Managers: Josh Hyland josh.hyland@outlookpublishing.com Joshua Mann joshua.mann@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

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POWER-GEN EUROPE Europe’s Renewable Energy Drive

All the latest top stories from Europe and the Middle East

Weathering the winds of climate change

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S&P GLOBAL PLATTS Iran’s Global Energy Boost

The new Iran looks to regain its glory of yesteryear

S E C T O R F O C U S

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OIL & GAS Creative Strategies to Navigate Erratic Energy Economics

Investor confidence in oil & gas still has a long way to go

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

F O O D & D R I N K

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T E C H N O L O G Y

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BARAKAT QUALITY PLUS Keeping the Juices Flowing Reigniting the quest for good health

du du’s Smart New Generation

E V E N T

Supporting the growth of telecoms throughout the Middle East

S H I P P I N G & LO G I S T I C S

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OMNI AVIATION GROUP Sky-High Commitment to Aviation Excellence

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SAUDI INTERNATIONAL HOTEL EXPO

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CONTAMINATION EXPO SERIES 2016

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MRO EUROPE

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OFFSHORE ENERGY 2016

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BBTC MIDDLE EAST & AFRICA

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GULF SAFETY FORUM

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MIDDLE EAST CONCRETE AND PMV LIVE

Responding to wider aviation challenges to answer customer needs

Increasing the share of solar power in the global energy supply

KSA’s hotel industry professionals unite

NORLANDAIR Taking on the Arctic

Reaping the benefits of organic growth

MANUFACTURING

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CITI PAK A Brand Loyalty Success Story

Driven by customer loyalty and an ever-strengthening product range

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INTERSOLAR

DB SCHENKER UAE In the Customer’s Best Interest Dreaming and achieving in the UAE

Finding innovative solutions to all aspects of contamination

Industry leaders to present OEM MRO collaboration

Entering a new era

Increasing the overall conversion of crude residues Discussing the roadmaps towards the goal of zero accidents

The largest infrastructure and construction machinery event in the Middle East

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F O O D & D R I N K

and in-venue experiences for consumers, we need to ensure our food & beverage offering is aligned.

Coca-Cola is an iconic global brand and we are proud to now offer their desirable portfolio of aerated beverages,” said Debbie StanfordKristiansen, Chief Executive Officer (CEO) at Novo Cinemas.

Popcorn, Lights, Coke, Action !

The partnership with Novo also Let the good times roll at Novo Cinemas. represents a valuable marketing opportunity for Coca-Cola, including concession marketing, promotion Novo Cinemas, the largest chain of theatres in the Middle East, opportunities, access to Novo Cinema’s extensive social and has entered into a new five-year strategic beverage supply and digital community, as well as the marketing partnership with Coca-Cola for its 129 screens and showcasing of Coca-Cola advertising 23,000 seats across the UAE, Qatar and Bahrain footage prior to feature films.

“We are pleased to work with such a prestigious Cinema company and appreciate the support of Novo Cinema’s CEO and team. The agreement with Novo Cinemas represents our commitment to developing partnerships, built on common vision and mutual success through our brand portfolio and services,” said Walter Gordon, Director, Customer and Commercial, Middle East and Northern Africa.

“Our long heritage with the cinema channel, our passion to offer unique and memorable experiences for Novo guests and Coca-Cola consumers, through developing and activating high quality marketing programmes, cinematic experience and Novo The partnership unites two iconic will create value for both Novo and delivers this through new partnerships, Coca-Cola. It also provides a unique brands with a history of spreading technological advances and alternative platform to connect and engage happiness and offering quality services and products to a diverse content. with our consumers through unique An important part of this is the audience. The new deal will offer moments of happiness and new Novo’s thirsty entertainment-goers drinks available, whether it is in the channels in the region.”

The Coca-Cola brand is around 130 access to the entire brand portfolio, comfort of Novo’s popular theatres, in its seven-star luxury or immersive including Coca-Cola, Fanta, years old and has been a prominent Schweppes, Sprite, Coca-Cola Light, IMAX experience. leader in the soft drinks space since “This year will see Novo Cinemas Coca-Cola Zero, Sprite Light, teFuze its conception. As a leading global expand its number of screens in the Frutea 2-in-1 drink and Arwa water. aerated beverage company, Cocaregion by 55 percent. We are seeing Cola has partnerships spanning Consumers now search for extraordinary growth and as we across the world with leading local alternative entertainment opportunities beyond a blockbuster look at expanding our technological cinema providers.

Novo Cinemas and Coca-Cola Middle East Sign Beverage and Marketing Agreement

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F I N A N C E

media coverage. Considering that the Israeli financial system has yet to show outstanding activity, the key to such advancements may be the vibrant, creative and fast-growing Fintech industry, driving technological

solutions to one of the most conservative and highly-regulated industries in the world.

Within this vibrant financial ecosystem, one technology in particular stands out in its disruptive potential: the Blockchain technology, best known as the technology behind Bitcoin. A recent report, authored by the global consulting Company, Deloitte describes 38 Israeli startups currently working on various applications of the Blockchain technology, ranging across the entire spectrum of services: security, hardware, new currency, payments, P2P, online commerce and social platforms.

Israeli expertise in cryptography and big data gained in the world of security and defence is now proving itself useful in the financial world, allowing for better, safer and more efficient ways to perform trusted transactions without intermediaries.

strategy to regain superiority has started well, but some of this spike in volume may be a case of Iran emptying its full storage capacity. The country’s strategy to regain superiority has started well, but some of this spike in volume may be a case of Iran emptying its full storage capacity.

Iran has a seemingly more flexible approach that is helping accelerate

the country’s return to the global energy market and the international appetite to deal in Iranian business will deepen every time the country reaches its goals, such as the four million b/d oil production target. While there is no way to set an exact date, one development is clear; the new Iran has a high chance of regaining its glory of yesteryear.

The Rise of the Fintech Hybrid Israel is globally known as the ‘startup nation’, a small country that has developed a rich ecosystem in which thousands of startup companies are creating new and innovative technologies. According to Adv. Roy Keidar, Special Counsel, Yigal Arnon & Co what it is less known for is its financial system.

Israel’s small size and distance from global financial markets, and financial centres, such as NY, London or Zurich, are significant barriers to further growing such a financial market.

Over the past few years, however, a growing presence of Israeli ventures has been evident in major business deals, investments and conferences, as well as global

Adv. Roy Keidar, Special Counsel, Yigal Arnon & Co

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Iran in Search of Global Energy Allies Iran’s new approach to building energy allies is being revealed as the former powerhouse staggers back onto the global stage. According to Daniel Colover, Strategic Oil Market Development Director, S&P Global Platts, the lifting on 17 January of western-imposed sanctions has given the country a new lease of life. Tehran’s ability to adapt will prove vital as today’s market is more competitive than the one it reluctantly stepped back from more than a decade ago.

Tehran remains confident that the country can boost its current 3.7 million barrels a day (b/d) of oil production further, enabling it to be able to export 2.2 million b/d by the end of the summer. The country’s

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UAE: A Thriving Hub for Entrepreneurs According to a new LinkedIn study, the UAE is gaining the highest percentage of LinkedIn members who identify entrepreneurship as their job function, posting a remarkable yearon-year growth rate of 98.3 percent.

Ali Matar, Head of LinkedIn Talent Solutions for Southern Europe, Middle East and North Africa, said: “The UAE has evolved to be a preferred destination for talent, entrepreneurs and innovators from across the world. It boasts a fully-integrated environment that nurtures ideas generated by youth and aims to boost entrepreneurship through comprehensive support systems. The study clearly confirms the country’s status as a strong economy and an appealing working environment that is highly capable of competing on a global scale. The UAE’s ambitions for supporting entrepreneurship perfectly resonate with our LinkedIn mission to connect the world’s professionals to make them more productive and successful.”

Ali Matar, Head of LinkedIn Talent Solutions for Southern Europe, Middle East and North Africa

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skyTran™ to Revolutionise Transportation on Yas Island

F I N A N C E

Alipay and Concardis Partner on Integrated Payment and Marketing Solution Alipay and Concardis have announced a partnership that will see Alipay solutions easily integrated by all merchants of Concardis; the largest credit card acquirer in Germany with a market share of 40 percent, servicing 110,000 merchants in 210,000 store locations.

Together with Concardis, Alipay will offer the payment and marketing solution to enable merchants to access Chinese tourists in Germany. Chinese tourists are an interesting target group for merchants because of their growing numbers and purchasing power. This solution can be integrated with a software update into the POS terminal and no additional infrastructure is required by merchants.

Sabrina Peng, President of Alipay International, commented on the new collaboration: “...

With this partnership we are able to connect German merchants to the many Chinese tourists in Germany through our payment and marketing solution and simultaneously offer a payment method they are used to from home.”

skyTran™, a NASA Space Act Company, will introduce an innovative nextgeneration personal rapid transit system on Yas Island, Abu Dhabi.

A Memorandum of Understanding (MoU) was signed by Miral and skyTran™ in June that will launch the study and implementation of a personal rapid transit (PRT) system, for the first time in the Middle East.

The project aims to connect the current and future destinations on Yas Island and eventually link it to Abu Dhabi International Airport. “skyTran truly is a smart transportation solution for smart cities and we are proud to be able to bring this path-breaking technology to the Middle East for the first time,” said Jerry Sanders, CEO, skyTran. “With our access to NASA’s cutting-edge technology and expertise, we are able to introduce a solution on Yas Island which paves the way for Abu Dhabi to define the Middle East’s innovative mode of transport for the future.”

JerrySanders, CEO, skyTran

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

The Fallout from Brexit: Expert Comments

Brigg Renewable Energy Plant Declared Open The largest dedicated straw-fired biomass plant in the UK was opened at the end of May. Brigg Renewable Energy Plant will generate 40MW of electricity every hour, enough to supply 75,000 homes and save more than 250,000 tonnes of CO2 every year.

The plant is owned by BWSC North Lincs Ltd (BNLL), a joint venture between PensionDanmark, Burmeister & Wain Scandinavian Contractor A/S (BWSC) and Copenhagen Infrastructure Partners (CIP). The £162 million investment is based on biomass energy technology supplied by BWSC under

a turnkey engineering, procurement and construction contract. BWSC will be responsible for operation and maintenance of the plant under a 15‐year agreement.

“The impact of Brexit on the global economic landscape has been pronounced all across the globe. The chance of a Fed rate cut by next year is higher than the chance of a hike, UK and US banking sector shares have come under new pressure, the UK’s credit rating has been cut and perhaps most worryingly, markets have little reason yet for optimism – nothing very significant has changed since the vote and the level of uncertainty is very high.’’

- Mihir Kapadia, CEO at Sun Global Investments “In the weeks and months following this initial financial market reaction, we will be hit by the perfect storm of reduced consumer spending power; a reduction in business investment as businesses put their plans on-ice; and the heightened risk of a downturn across Europe.”

– Colin Ellis, Chief Credit Officer, Moody’s “As soon as the EU Referendum results were clear, FSB called on the Government and the Bank of England to provide economic stability, for small firms to get the confidence to continue to drive economic growth and create jobs.”

– The Federation of Small Businesses

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

EuroBLECH Presents its 2016 Online Competition After the great success of the first online competition in 2014, EuroBLECH 2016 is once again running an online competition; ‘The New Generation of Sheet Metal Working’. The online competition will reward six organisations or individuals in the

sheet metal working industry for best practice, innovation, excellence and outstanding performance in six categories.

The six winners will be formally presented with an award during a ceremony held at EuroBLECH 2016, 24th International Sheet Metal Working Technology Exhibition, which will take place from 25-29 October, 2016 at the Hanover Exhibition Grounds in Germany.

Further information on the exhibition is available here.

“The longer-term concern for the world economy, and the issue markets will fret about the most in the short to medium term, is what the UK’s decision means for Europe. If the UK’s decision leads to renewed concerns about a Eurozone breakup, global economic and market uncertainty and confidence, in general, will be more negatively affected, and likely over a more extended period, too.”

– Rian le Roux, Chief Economist, Old Mutual Investment Group

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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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Europe’s Renewable

ENERGY DRIVE The road to a more flexible European power sector depends on the EU’s commitment to renewable investment, according to Nigel Blackaby, Conference Director for the recent POWER-GEN Europe Writer: Emily Jarvis

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n the aftermath of POWER-GEN Europe and Renewable Energy World Europe conference and exhibition which took place at the end of June, Nigel Blackaby, Conference Director takes a look over some of the pressing issues that need to be addressed to achieve the ambitious targets set at COP21.

Europe & Middle East Outlook (EME): How could a more flexible power sector help industry players to meet climate change targets in Europe?

Nigel Blackaby (NB): Flexibility in the power system is the key to incorporating an increasing level of intermittent renewable power generation as it provides the necessary quick response to changes in output from wind and solar plants whose output is variable and stochastic in nature. In essence, it prevents blackouts.

That flexibility can come from a variety of sources, such as fast-response fossil plants, demand response programmes, interconnections and energy storage technologies. For industry players who manage or control flexibility in the system, the opportunity to arbitrage between different prices at different points in time exists. If you have a very flexible asset, you can make money but a fair market design should deliver flexibility at a minimal cost to customers. If we are to achieve the climate change targets, we have to design a reliable electricity infrastructure that delivers flexibility and low carbon generation.

EME: What role do you anticipate that local renewable power generation will play in Europe’s energy sector and how can regional utility companies capitalise on this trend?

NB: There are many technical and cost-related factors that are driving the

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trend towards a more decentralised energy system. If this trend continues, it is quite possible to envisage the transition from a centralised power system based largely on fossil fuels to a more distributed and localised infrastructure where solar, wind, biomass and waste-to-energy predominate. However, this requires further advances in energy storage technology. A fully digitised and flexible system will also be required to manage the more complex energy cloud.

More locally-based utilities and municipalities may be best suited to manage a system that could combine electricity and heat production, not to mention waste management and transportation systems. However, larger established utilities have the skill base, expertise and customer relationships, which mean they could play a role in offering energy management and ancillary services in this new marketplace.

EME: What can other countries learn from Denmark’s ambitious goal to meet 100 percent of its energy needs by 2050 and are there any other countries striving for a similar achievement?

NB: Denmark has set itself the goal of reaching 100 percent renewable energy by 2050 and looks set to being at least halfway there by 2020.

The remaining 50 percent is likely to be the hardest, although the objective of achieving much higher renewable energy penetration will become ever harder the more other countries increase their wind and solar generation, as the option of importing and exporting to neighbouring experiencing similar weather conditions diminishes.

However, Denmark’s large interconnectors to neighbouring countries with pump storage capacity, does give it an advantage.

In Scotland, the First Minister wants renewable sources to generate 100

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IMAGE BY PRESIDENCIA DE L A REPÚBLICA MEXICANA, FLICKR Heads of delegations at the 2015 United Nations Climate Change Conference in Paris

percent of Scotland’s gross annual electricity consumption by 2020. But the Brexit vote looks like it has put the brakes on planned foreign investment.

As we have seen in Germany, it is possible to drive through dramatic changes in energy production, given the political will. However, this always comes with a cost, in this case in the form of higher energy bills and a collapse in the capital value of the country’s major utilities.

If there is a lesson to be drawn from recent years, it is that unintended consequences arise when energy policy is manipulated for political or social reasons. Cooperation between European countries will be increasingly needed as the energy system is decarbonised.

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EME: What other factors are driving growth of Europe’s renewable energy sector and why?

NB: Europe is a world leader in renewable energy roll-outs, driven by a firm belief in the need to tackle climate change, the potential to improve energy security and the prospect of creating a green economy. The global agreements reached at the COP21 climate change talks in Paris last year will provide further acceleration in green power deployment.

EU-level targets for renewables, carbon emissions and energy efficiency will see most European countries expanding renewable power capacity.

However the pace of growth has slowed. More recently, the USA, China and India have risen up the rankings of most attractive renewables markets, with only Germany and France in the top 10.

Without the benefit of subsidies, the undeniable logic is that solar energy production is best suited to southern Europe and wind energy to the coasts of the northern countries.

Rooftop solar has huge potential and with thin film flexible solar cell technology, we are likely to see a wide application of solar in buildings, transportation, appliances and electronics. Moreover, the potential for combined heat and power, based on renewables, is one with huge potential. The energy used for cooling and heating can make up to 60 percent of domestic energy bills and so this is an area where an integrated approach to energy could make a big difference to consumers.

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EME: With the constantly evolving attitudes towards renewables and stringent industry regulation, what is your advice to those who want to be a part of the renewable drive/revolution?

NB: Most energy professionals agree that subsidies should be eliminated for mature renewables technologies to avoid the distorting effects. At the same time, it is only fair to remove the often hidden subsidies for fossil fuels. Of course, nascent technologies that show promise will need support to bring them to market. It makes no sense to, on the one hand, have an assortment of support mechanisms and feed in tariffs for renewable technologies and, on the other, to make capacity payments to flexible fossil plants to remain available when they would otherwise close.

EME: Based on the current approach to renewables across key western European countries, what does the renewable future look like and what needs to change right now to meet the main targets outlined at COP21?

NB: The agreements made in Paris at COP21 mean that all stakeholders must work towards a more efficient and clean energy system supported by renewable energy sources. Globally, the industry has reached a tipping point with renewables adding more power generation capacity last year than all other technologies combined. The amount of renewable investment was reported to be US$286 billion, compared to $130 billion in fossil fuels. Although developing countries outpaced the developed world in renewables investment, there were still significant levels of renewables investment in Europe of around €45 billion.

It is important that the EU maintains leadership in decarbonising its energy sector, while at the same time reducing or eliminating subsidies and support

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Paris Agreement under the United Nations Framework Convention on Climate Change Parties

Signatories

30 November – 12 December, 2015 22 April, 2016 New York 12 December, 2015 Ratification/Accession by 55 UNFCCC Parties, accounting for 55 percent of global greenhouse gas emissions Signatories 178 Parties 19 Depositary Secretary-General of the United Nations Languages Arabic, Chinese, English, French, Russian and Spanish Drafted Signed Location Sealed Condition

“Bloomberg is forecasting $7.8 trillion to be invested in green power, $3.1 trillion in wind, $3.4 trillion in small-scale solar, and $911 billion in hydroelectric, between 2016 and 2040”

schemes for renewables. That will not be easy, especially with other regions of the world fast playing catch-up. With so much of the spotlight on developing renewable power generation, it is important not to overlook the huge contribution towards lowering CO2 emissions; and replacing old inefficient fossil plants with vastly cleaner, modern facilities. With the latest CCGT plants achieving 62 percent efficiency, these can provide a valuable contribution in the energy mix and can create the bridge towards the decarbonised energy system.

Globally, investment in new power capacity looks set to be dominated by renewable deployment. Bloomberg is forecasting $7.8 trillion to be invested in green power, $3.1 trillion in wind, $3.4 trillion in small-scale solar, and $911 billion in hydroelectric, between 2016 and 2040.

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The Middle Eastern country is looking to shift its tactics in order to lock-in a new era of international allies in the energy sector Writer: Daniel Colover, Strategic Oil Market Development Director, S&P Global Platts

IRAN’S GLOBAL ran’s new approach to building energy allies is being revealed as the former powerhouse staggers back onto the

global stage.

The lifting on 17 January of westernimposed sanctions has given the country a new lease of life, and Tehran’s ability to adapt will prove vital as today’s market is more competitive than the one it reluctantly stepped back from more than a decade ago.

The capital remains confident that the country can boost its current

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3.7

million The number of barrels of oil per day Iran currently produces

3.7 million barrels a day (b/d) of oil production further, enabling it to export 2.2 million b/d by the end of the summer. The country’s strategy to regain superiority has started well, but some of this spike in volume may be a case of Iran emptying its full storage capacity.

Iran is also planning to introduce new oil contracts, widely known as Iran’s Petroleum Contracts (IPCs), and abandon the generally unpopular buyback contracts that were first introduced in the 1990s.

The buybacks were introduced as an

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ENERGY BOOST attempt to bridge the gap between the country’s need to attract foreign oil & gas companies and a ban on private foreign ownership of natural resources under the Islamic republic’s constitution.

The market remains to be convinced. The new IPCs are essentially risk service contracts where the contractor is paid back by being allocated a portion of the hydrocarbons produced. However, more clarity is required after a key presentation was cancelled in February.

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million The number of litres per day of gasoline the Persian Gulf Star refinery will produce

Blending opportunity

Tehran has adopted a fresh approach to blending in an effort to shrug off its lone-ranger profile and seek collaborative partnerships with energy allies. Crude oil blending can raise the sale price of a lower grade of crude by blending it with a more valuable grade.

This means producers can have a particular variety at the lowest possible cost which has proved to be a useful trade-off.

In April, Iran joined fellow OPEC members Nigeria, Angola and Algeria with plans to blend its light oil with

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Venezuela’s heavy crude to get a better crude price. Iran’s Research Institute of Petroleum Industry (RIPI) signed an agreement with South Africa’s state-run PetroSA to jointly pursue research and development (R&D) in crude blending technologies, while the country also signed a long-term cooperation agreement with South Korea at the start of May. This covers a number of areas including gas and telecommunications and serves as a springboard for raising Iranian crude supplies to the country.

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360

thousand The number of barrels of oil per day the Persian Gulf Star refinery will produce

Investment culture

Sanctions did not completely derail Iran’s energy infrastructure, with Tehran funnelling cash into the country’s major oil and gas sites – refineries, pipelines, drilling sites, roads and so on – to prepare for the lifting of sanctions. The first phase of the Persian Gulf Star refinery with capacity to produce 360,000 barrels a day (b/d) will be completed by next March, with the remaining two units scheduled to go online in 2017.

While the Persian Gulf Star, when finished, will add 16 million litres a day

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which will bolster the country’s ability to cope with today’s lower oil prices.

The International Monetary Fund (IMF) expects Iran to deliver four percent growth at a time when others in the Middle East grapple with credit rating cuts and urgently slash energy subsidies in a bid to cushion their strained coffers.

Challenges remain

of gasoline production, the ongoing upgrade at the Bandar Abbas refinery will also add four million litres a day.

Officials say gasoline imports of around 50,000 b/d will not be necessary once the plant is completed. Furthermore, officials have recently said that Iran could even be exporting as much as 10 million litres of gasoline each day after the full start-up of the Persian Gulf Star refinery.

Iran’s ability to reduce inflation from 45 percent in 2013 to below 10 percent in late-2015 and introduce subsidy cuts illustrates Tehran’s financial acumen,

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million The number of litres per day of gasoline the Bandar Abbas refinery will produce

Still, Iran is not free of economic and logistical hurdles. A limited number of ships are curbing Iran’s oil exports. In mid-April the International Group of P&I raised the reinsurance level to a maximum of $830 million per tanker for shipping Iranian crude, from $580 million previously.

Although this does not fully make up for the missing US reinsurance cover as a result of the US’ ongoing sanctions against Iran, it could be seen as sufficient for Asian buyers such as India and South Korea, or some European importers, for their shipping of Iranian oil, according to industry sources. However, the increased reinsurance is still below a full P&I insurance cover of $7.8 billion.

The movement of Iranian Oil to potential consumers is not helped by the remaining US sanctions that prevent business with Tehran in dollars, or with US companies. The freight shortage will likely ease later this year as ships being used for storage are emptied and Iran repairs unused ships to enlarge its fleet, but the delay will inevitably hamper the speed of Iran’s re-launch into European and Asian markets.

Iran’s seemingly more flexible approach is helping accelerate the country’s return to the global energy market and the international appetite to deal in Iranian business will deepen every time the country reaches its goals, such as the four million b/d oil production target.

While there is no way to set an exact date, one development is clear; the new Iran has a high chance of regaining its glory of yesteryear.

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Creative Strategies to Navigate Erratic Energy Economics Populations have generally accepted that change is inevitable as low oil prices have yet again put the spotlight on Gulf countries’ economic Achilles heel Writer: Michelle Meineke, Editor, Gulf Intelligence he bearish tentacles of low oil prices have stretched far and wide in the global business sector in what is a particularly uncomfortable chapter in an age-old story. Unbalanced supplydemand levels and turbulent pricing have characterised the world’s financial architecture for more than 5,000 years as early civilisations detailed price and delivery terms on clay tablets. Over the millennia, economic policy and technologies have evolved, but an essential ingredient that underpins successful business has not; confidence.

While tricky to quantify, it is fair to say that investor confidence has taken a heavy hit since oil prices started falling from well-above US$100 a barrel (bl) in the first half of 2014, to below $30/bl in January this year; marking a 12-year low. Oil prices are now hovering around $50/bl, with a weak promise of upward movement causing greying energy accountants to continue using ancient cash management strategies. Newspapers are drowning in ink detailing energy

“OIL PRICES started falling from well-above US$100 a barrel in the first half of 2014, to below $30 in January this year”

$30

a barrel

companies’ asset sales and shortened payrolls.

BP posted its worst loss in two decades last year, with $8.1 billion profit in 2014 flipping to a $5.2 billion loss in 2015 and Abu Dhabi’s National Oil Company (ADNOC) is slashing 5,000 jobs from its payroll this year, roughly 10 percent of its workforce.

Numerous examples of economic strife are echoed throughout Europe, the Middle East and beyond. Very few are immune. Brexit did little to ease the jittery energy markets and financial institutions blindsided by the UK’s 52 percent majority for a lone-ranger profile from the 24 June meant the FTSE 100 closed the day at 3.2 percent lower.

Cash injections and debt packages are vital to energy producers’ increasingly ambitious plans to cater for the 48 percent increase in global energy demand by 2040 that is outlined by the US Energy Information Administration (EIA). Sharpening energy-related businesses’ competitive edge is also particularly relevant today as emerging oil & gas producers threaten to elbow established players

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Innovation requires investment in research and development (R&D) to create and commercialise new technological solutions

– including some in the Gulf and Europe – to the edge of the global energy stage. The US and Australia are vying to steal Qatar’s crown as the world’s largest LNG gas exporter by 2020, while Iran is a capable contender for much-coveted Asian supply contracts following the lifting of many westernimposed sanctions on 17 January.

Fresh thinking

Energy companies’ traditional cash management strategies must increasingly be complemented with

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Shell has been a technology pioneer for more than a century. Groundbreaking projects and human ingenuity help to deliver energy in a sustainable way to meet the world’s growing needs

innovative approaches that boost efficiency and reduce costs; two cornerstones of an effective business model.

The growing frequency of red pen across balance sheets means the need to innovate is front and centre of energy companies’ strategic maps. An innovative ecosystem consists of two parts.

First, innovation is borne from excellent human capital, with governments and companies increasingly focused on enhancing science, technology, engineering and mathematics (STEM) learning and critical thinking in school curriculums,

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which is the computational analysis of huge data sets to reveal patterns, and the network connectivity and data transfers of everyday objects, respectively.

A unified approach within the energy industry – and with sectors that experience boom-and-bust economics, like aviation – makes sense. Embryonic discussions between industry stakeholders to establish an R&D strategy for the Gulf Cooperation Council (GCC) can be explored by members Saudi Arabia, Bahrain, Kuwait, Oman, Qatar and the UAE. Ways to protect intellectual property (IP) and data privacy must also be investigated as sharing cannot translate into revealing competitive advantages in an opponent’s boardroom.

Silver lining

“Shell illustrates the importance of shrugging off the profit-squeezing impact of low oil prices and pursuing innovation by safeguarding its $1 billion annual R&D budget”

and staff training. Rote learning has lost favour to creative thinking.

Secondly, a culture of innovation requires investment in research and development (R&D) to create and commercialise new technological solutions. Shell illustrates the importance of shrugging off the profitsqueezing impact of low oil prices and pursuing innovation by safeguarding its $1 billion annual R&D budget.

According to LR Energy’s Technology Radar report in late-2015, 51 percent of industry respondents expect automation to have the greatest impact on the energy sector by 2020.

Other technologies that are widening their commercial footprint include big data and the internet of things (IoT),

Storage providers and traders are locking-in greater profits thanks to periods of contango of the oil price – when the spot price is lower than the forward price – and decimal points on airlines’ fuel bills are shifting left. Plus, the GCC countries have introduced unprecedented subsidy reforms. The political sensitivity surrounding plans to slash subsidies, which are largely considered a national right in the region’s psyche, meant the conservation was frequently abandoned. But, populations have generally accepted that change is inevitable as low oil prices have yet again put the spotlight on Gulf countries’ economic Achilles heel.

In the next chapter of the predictable narrative, rising oil prices will trigger recruitment rallies and large energy projects funded by cheap and hefty debt packages. Those that resist fattening up and embrace traditional and technological cash management strategies when oil ticks into triple digits will ride out the next inevitable wave of volatility with relative ease.

Efficiency is king.

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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

d u

Smart New Generation du’s

du is aligning with Dubai’s Smart City transformation programme with the roll-out of a whole host of value-add and customer-centric services that promise to boost its reputation in the Gulf Writer: Emily Jarvis • Project Manager: Donovan Smith

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elebrating its 10th anniversary this year, UAE’s major broadband and telecom provider, du now serves more than eight million individual costumers, 80,000 businesses and proudly retains a mobile subscriber market share of 46.5 percent.

Over time, the Company has become a provider of choice in UAE telecoms with many awards and accolades to its name today; including the Best Enterprise Service award by Telecom World; Broadcast Pro Middle East 2015 award for Best Telco/Broadcast initiative for the du ‘View’ multi-screen service; the Gallup Great Workplace 2015 award; and the Best Satellite Services Innovation of the Year award at the 12th annual Digital Studio Awards, among several others. This translates into unparalleled customer service levels that mirror the rich cultural diversity of the nation, serving customers in a variety of languages across a wide array of technology verticals.

“Our business has evolved with the changing times and we are no longer in the business of just providing telephony services. We provide the network infrastructure for connectivity to occur across the entire information and communications technology spectrum, encompassing new growth areas,” says Saleem AlBlooshi, du’s Executive Vice President of Network Development & Operations.

“We are taking our role as a responsible corporate citizen seriously and we endeavour to support the UAE Government with its Smart City initiative. We were the first telecom Company in the world to release a Sustainability Report based on GRI-G4 comprehensive guidelines, and today we are the strategic partner of the Dubai Smart Government,” adds Marwan Abdulla Bindalmook, du’s Senior Vice President of Managed Services & Smart City/Smart Gov Initiative Lead.

IMAGE COURTESY OF DU, 2016

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FUTURE COMMUNICATIONS Reshaping the ICT landscape in the GCC – one step at a time With a broad spectrum of services that cover the ICT landscape, Future ICT’s goal is to help customers and organisations reshape their businesses now and in the future.

Through its five divisions, it partners with global technology giants to create powerful eco-systems offering bestin-market IT products, software and services to SMBs and large enterprises in the MENA region.

Future ICT is a fully-owned subsidiary of Future Communications Company Global, (FCCG), which is listed on the Kuwait Stock Exchange and has more than 350 employees across the GCC. Its Mobility Services Division focuses on providing solutions and services using mobile based technologies as the key touch point. These solutions revolve around business intelligence and analytics, and other value-added services. du customers can now pay bills online via Quick Pay self service machines, without logging into their account

Service bouquet

du has worked hard to enhance and expand its “bouquet of services in an industry that is at the heart of economic and social transformation”, the Company notes. Providing carrier services, a data hub, internet exchange facilities and satellite services for broadcasters to generate extra value for businesses and customers, du is fostering a culture of continuous improvement across all of its products and services to ultimately benefit the customer.

In line with this, the Company enhanced its broadband portfolio with high-speed offerings, and integrated its broadcast and telecom assets to create one-stop shop enterprise solutions for SMEs; with highlights including the launch of new Business Mobile Plans and Business Connect, serving as the complete telecommunications solution.

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Our business has evolved with the changing times and we are no longer in the business of just providing telephony services - Saleem AlBlooshi

Its Enterprise Business Services (EBS) unit focuses on solutions that include vertical applications layered over Microsoft. These solutions are aimed at the education, retail and real estate domains. Having recently achieved Silver level partner status with Microsoft for cloud based solutions; it also offers related hardware and infrastructure services.

The Special Projects Group (SPG) focuses on the provision of Test and Measurement Equipment and Systems to the private and government sectors.

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx Additionally, it also sells a range of LED products and media production systems and devices.

Future ICT’s Telecom Engineering unit focuses on fixed and mobile networks to mobile network carriers as well as communications infrastructure, IT networking & surveillance services to non-carrier customers.

The Company’s newly established enterprise networking and security solutions (ENSS) division focuses on fixed and mobile surveillance, audiovideo conferencing, mobile surveillance and access control solutions.

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

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elfocus helps Communication Service Providers (CSPs) transform their business, allowing them to improve competitive positioning and ultimately their performance. We have been solving CSPs’ business challenges over the past 15 years, combining a deep telco business knowledge with the understanding of the different technologies.

At the core of our offering is a consolidated BSS/OSS customer-centric architecture, anchored in solid IT principles and leveraged by a vast experience in deploying and integrating best of breed solutions and our own product portfolio.

Celfocus’ vision, best practices and most importantly, the experience and learnings from helping CSPs across the globe have demonstrated, time and time again, to be effective and pivotal in enabling the journey to cross the digital transformation chasm.

Our solutions have broad coverage and have proven to achieve all mission critical requirements: reliability, flexibility and scalability. Celfocus’ track record includes the delivery of tactic as well as strategic projects and transformation programmes.

The team is comprised of highly trained systems architects, business analysts and consultants, with extensive hands-on experience in critical information systems that specialise in business intelligence, business and operational support systems, internet of things, IPTV, online, retail & mobile, and next generation intelligent network applications and services.

Serving a global client base in more than 25 countries, Celfocus delivers high tech transactional services, consulting and technology services, systems integration and managed services.

du and Celfocus joined forces in 2006, when the operation was first launched. Since then, we’ve provided local support, with dedicated teams, enabling du’s capabilities to better serve its customers and streamline its operations.

Celfocus’ core set of IT architecture principles introduced in CRM unification and order management transformation projects helped shape du’s ecosystem and its overall design to meet business needs, define roles and responsibilities for each component system and how these systems would interact. The benefits from this approach were paramount in the preparation for the journey to digital transformation.

Bound by a shared ambition and goals, Celfocus has championed du’s vision to enhance UAE’s people, homes and businesses life, anytime, anywhere, by deploying du’s systems such as: customer relationship management, enterprise architecture integration, data warehouse, order management, incentive compensation management and more recently du sales portal (an innovative and comprehensive web portal solution for retail stores and dealers). du stands for innovation, service and quality in the Middle East, providing a truly unified service that comprises mobile and fixed telephony, broadband connectivity and IPTV services to both the enterprise and consumer market.

A reference for the region but also for the telecommunication world.

Markets evolved, new technologies were introduced and business models emerged but, amid all these changes, something remains the same: Celfocus’ commitment to du. We can’t wait to see what the next 10 years have in store.

www.celfocus.com

We du more Together. Over the past decade, Celfocus and du forged a partnership that has enhanced the lives of UAE’s people, homes, and businesses. Anytime, anywhere.

In an ever-changing market, where technologies, business models, and customer expectations change frequently, one thing has remained the same: Celfocus’ commitment to du.

WE ARE PREPARED TO DO EVEN MORE AND CAN’T WAIT TO SEE WHAT THE NEXT TEN YEARS HAVE IN STORE.

www.celfocus.com

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The Company launched the fastest consumer internet service in the UAE last year, while also enriching its quadplay offers with new TV packages.

Elsewhere, du continued to foster growth in its higher value, post-paid customer base. Key expansions included new Emirati post-paid plans, iPhone 6S and several other device bundled offers, and the launch of data contract plans representing the best-in-market offers for post-paid customers. For its core customers the Company launched social plans, ‘Easy Social’ and ‘Extra Social’, combined prepaid voice and data bundle-based plans.

Smart Dubai

Dedicated to nationwide digitisation and innovation, the Company remains deeply committed to UAE’s Smart Government objectives having supported the Government Summit as headline partner for three years.

Building on its proposition of a world-class ‘Smart Dubai’ platform, a digital backbone that is to power the city in the near future, du began 2016 with the signing of a strategic partnership with SAP during the World Government Summit that will enable UAE Government enterprises to gain access to smart applications; in addition to its partnership with TRA’s

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FEDNet programme and many other promising industry relationships.

Having already laid the foundations for a smart city with Wi-Fi UAE and the first Internet of Things (IoT) network in the Middle East (LoRa network), du is ensuring the backbone of the Smart City and integration of IoT is available to help the Government to realise this vision. By integrating systems of

vendor-agnostic and open platforms, du believes Dubai can foster unlimited innovation and adoption of all evolving technologies to create a Smart Dubai.

“Telecommunications infrastructure is the backbone to any smart city project,” highlights Carlos Domingo, du’s Chief New Business and Innovation Officer. “As the official smart city partner to Dubai Smart Government we are providing both a platform for integration and collaboration, in addition to offering communications.

This gives us a competitive advantage over other service providers to ensure collaboration during the project. However, the importance of telecommunications within a smart city network also necessitates high levels of innovation and collaboration, as well as commitment.”

Offering a wide range of backend and customer-facing solutions – including enterprise resource planning, human capital management for human resources, customer

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Many smart technologies already exist in the UAE thanks to du, including: > Installation of the first smart street lights in Dubai’s Silicon Oasis > Use of du smart meters by SEWA (Sharjah Electricity & Water Authority) to improve energy efficiency > Increasing business efficiency through smarter fleet management that uses Machine to Machine (M2M) technology > Connecting the local population to complimentary internet countrywide via du’s Wi-Fi, where usage has tripled in past six months > The Global Blockchain Council has backed du’s pilot for the first blockchain electronic health record (EHR) service in the Middle East. This is also helping the UAE Government to develop big data solutions that can assist civil defence and health authorities to plan strategies to overcome any medical emergencies or epidemics > du has also partnered for another blockchain technology pilot with Loyyal and Dubai Tourism. The Dubai Points loyalty scheme is a world-first for any tourist destination and du will be facilitating this initiative by providing communications and identity authentication

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relationship management, marketing, and analytics and business intelligence – du brings a thorough knowhow of Dubai’s landmark approach to smart cities, exemplified by the Company’s ongoing smart city initiatives, continuing investment in smart infrastructure and longstanding support of entrepreneurship and fostering innovation. In delivering the Smart Dubai platform, du will pioneer a capex free, flexible, partnershipbased business model that is unlike any platform-based city model operating in the world today.

Domingo adds: “The Smart Dubai platform is a unique undertaking for any city in the world. Several leading cities have established ICT platforms, but often limited them to specific uses or a single dimension.

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The newly-conceived Smart Dubai platform unites city services, IoT, cloud services, big data and digital identity across all city dimensions to build the most comprehensive exchange point for Government and private sector services, delivering unprecedented value for the city.

“As an additional socio-economic advantage, local high-tech talent and job skill development will also increase in response to the developing market.”

Designed to significantly enhance real-time and data-driven decisionmaking capabilities, the platform enables city leaders to engage in community-wide dialogues and analyse rich city data across multiple dimensions; thus becoming an essential asset for Dubai’s seamless economic growth.

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ARRIS partnership helps Middle East telco du more in TV The 4K future of television is an exciting prospect. The levels of clarity, sharpness and quality are exciting consumers, but the right hardware is needed to bring 4K into their living rooms. Service providers are already making the adequate preparations to make sure they’re set for tomorrow. du, a telecommunications service provider in the UAE, is entrusting ARRIS with its move to 4K. It’s not a leap of faith though; the two companies have a relationship that spans the past decade. And it’s the success of this partnership in delivering high quality services to customers that will see it continue into the new era of television.

ARRIS is a global innovator in IP, video and broadband technology and has worked with companies all over the world to transform how consumers enjoy entertainment and communications. For du, that means supplying DVR set top boxes since 2009.

The two companies work together to expand du’s IPTV network by supporting the production and logistics process of du’s latest set-tops.

Recently, du created a regional first partnership with Omantel. The two independent telecom operators collaborated to bridge a gap by bringing du’s award winning IPTV platform to Oman; thereby reducing Omantel’s time-to-market and costs and expanding du investment and reach.

ARRIS was selected to support the smooth

introduction of the Omantel TV+ IPTV service with its set-top solution. du’s foray into 4K is now taking place. It’s a sizeable step and so everything – from the equipment, to the delivery of the service – has to be flawless. The nature of implementation means that the hardware has to be of the highest calibre; and it is.

ARRIS’s track record in delivering in instances such as this made the Company an ideal partner for providing set-tops.

Consumers in the UAE are demanding and have high standards when it comes to technology. The market was the first in the Middle East to launch the most advanced IPTV services. Customers call for the fastest and most reliable networks. In a market like this, ARRIS thrives as has its own thirst for innovation to provide the very best services.

“We’re proud to work with du in what has already been a successful and collaborative partnership,” said Youssef Awada, Managing Director, Middle East, ARRIS. “We’re always looking to expand into new areas and working with a company such as du has helped us to thrive in the region. We’re not just investing in 4K; we’re also looking more broadly at what will entertain tomorrow’s customers.

We look forward to a continued relationship that helps du realise its vision of the future.”

www.arris.com/solutions/ultrahd

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STERLITE TECHNOLOGIES

Ankit Agarwal, Global Head, Telecom Products, Sterlite Technologies

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u is one of the top telecom operators in UAE and is aligning its business with the Smart Government Initiative. With UAE’s demand for digital services and data increasing, du is growing every year on profits and customer base. We are extremely happy to partner them in their network rollout since 2012. We are very proud to be a leading provider of optical fibre cable requirement to du.

Sterlite Technologies has been actively working with du’s fixed access network and transport (backbone) teams, and providing innovative offering of OSP (outside plant) cables from 2-core up to 1152F duct/ribbon cables. Both the teams are actively engaged in developing new customised products especially suited for du’s requirement of robust, cost-effective and efficient network development.

Sterlite has put its R&D might behind developing these innovative products.

5G

In early 2012, the ITU, the standardisation group of the United Nations, embarked on a programme to develop “IMT for 2020 and beyond”, setting the stage for 5G research activities that are emerging around the world. In September, 2015, ITU finalised its vision for a 5G mobile broadband-connected society. The technology will be instrumental to the UAE Government’s Smart City

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goals and is now beginning to attract investment attention globally.

“5G will provide multiple use cases and will utilise a set of new technologies, including new radio access technology.

However, it is important to note that 4G LTE will continue to evolve from now until beyond 2020 and will indeed be the mainstream technology by 2020 until the introduction and commercialisation of 5G at a later stage,” explains AlBlooshi.

These products have aided du in rolling out its network faster and reaching out to its customers aggressively. A trusted and reliable partnership has grown between du and Sterlite overxxxxxxxxx the years.

Xxxxxxxx xxxxxxxx xxxxxxxxxxx This partnership has helped Sterlite to cater to 20-25 percent of the UAE market and become one of the major cable suppliers in the region. Sterlite and du are in talks for deeper engagements in terms of undertaking complete turnkey projects through its end to end telecom solutions, including software. With du further expanding to support smart city developments, we see a bright future together.

E communications@sterlite.com

www.sterlitetechnologies.com Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

To learn more about our optical fibre and optical fibre cable products, please visit our website www.sterlitetechnologies.com For any sales enquiries, write to communications@sterlite.com

CONNECTING LIVES Brazil I China I India I Nigeria I Russia I Singapore I Turkey I UAE I UK

d u

5G is set to serve three main types of ‘use cases’; namely massive mobile broadband, critical communications and massive IoT Massive Mobile Broadband To provide 1Gbps+ speeds (with a minimum guaranteed speed in the range of 10s of Mbps at the cell edge) in addition to wide area coverage with deep indoor penetration. The main target for this use case is to serve the ultra HD video streaming, 3D video streaming and augmented reality markets.

Critical Communications To provide extremely high reliability and ultra low latency.

The main target for this use case is to serve the future industrial automation, remote operations, robotics, automotive vehicle to vehicle communications and real-time traffic control.

Massive Internet of Things (IoT) To serve the billions of connected devices (things) on the condition of sustaining long battery life at a low cost. The main targets for this use case is to serve smart cities and the wearables market, as well as all the future IoT connectivity needs.

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“The ITU has set out a standardisation timetable in its IMT-2020 initiative and currently, we are at the stage of definition of technical performance requirements, evaluation criteria and methods, and submission templates.

The next phase will be the submission of proposals for evaluation.”

Corporate citizen

Apart from commercial focus, du believes that corporate social responsibility (CSR) should be built into the fabric of its organisation and implemented at every level, rather than an additional consideration or afterthought of investment. This is not just embedded in its vision to ‘do good’, but it is rooted in its strategy to

be a strong and sustainable business.

With its own sustainability team that actively seeks volunteering opportunities that align with the Company’s sustainability pillars – comprising education, environment, entrepreneurship and the UAE’s heritage, culture and society – du takes part in at least two CSR activities a month.

2015 marked the first full year of du’s official corporate volunteering policy, allowing all staff one paid working day to contribute towards community initiatives.

Last year, 315 du employees contributed more than 2,400 hours towards volunteering activities.

Furthermore, the Company’s Ramadan

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In 2015 315 employees contributed more than

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Tree plantation volunteering as part of du’s sustainability activities

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WIPRO

W

ipro Ltd. (NYSE:WIT) is a leading information technology, consulting and business process services Company that delivers solutions to enable its clients do business better.

Wipro delivers winning business outcomes through its deep industry experience and a 360 degree view of “Business through Technology.”

By combining digital strategy, customer centric design, advanced analytics and product engineering approach, Wipro helps its clients create successful and adaptive businesses.

A company recognised globally for its comprehensive portfolio of services, strong commitment to sustainability and good corporate citizenship, Wipro has a dedicated workforce of more than 160,000, serving clients in 175-plus cities across six continents.

www.wipro.com

Taking an active role in CSR projects

Relationship with Sterlite Technologies ‘To meet the requirements for its substantial network investments, du partnered with Sterlite Technologies in 2012, who now account for more than 90 percent of its optical fibre requirements; representing another excellent example of a trustworthy partnership’

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project, Mawaed Al Rahman, engaged 933 of the UAE’s residents, who collectively contributed more than 3,100 hours.

Each year, Ramadan brings an opportunity to engage with the community and bring happiness to people’s lives. During 2016, du also committed to a donation of AED 3 million for the Ramadan ‘Reading Nation’ campaign as implemented

by H.H Sheikh Mohammed Shaikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai.

Taking an active role in this campaign is confirmation of the Company’s commitment towards upholding the values of religion as well as recognising the importance of reading for the future of the region to ultimately secure a better future for the youth of tomorrow.

Each year, Ramadan brings an opportunity to engage with the community and bring happiness to people’s lives...

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This year, du donated AED 3 million for the Ramadan ‘Reading Nation’ campaign

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2020 and beyond

Considered a core player on the road to achieving the UAE’s Smart City initiatives, du is keen to constantly develop its network and portfolio of products and services to better address the customers’ needs while identifying the vast opportunities that will grow its market share.

Committed to not only creating career opportunities for all, but also providing staff with a working environment that allows individuals to reach their full potential, du prioritises the wellbeing, progression and engagement of its colleagues while supporting the wider undertones of the UAE’s vision.

Further bolstered by the Gallup Great Workplace award for the second consecutive year, the telecoms outlook

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for the remainder of this 2016 is an exciting one for du. 5G will remain at the forefront of research and development for telcos around the world.

With the UAE witnessing an ongoing technology-driven development, du is multiplying its efforts to avail the latest and most developed products and services to one of the most tech-savvy societies in the world.

AlBlooshi concludes: “We have

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This year we made a successful contribution to the ITU Study Group on 5G, and we believe that it cements our objective to be the first in the market with pioneering technologies - Saleem AlBlooshi

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focused on forming a strategy and constantly developing the network to march in line with the progress towards defining and achieving 5G. This year we made a successful contribution to the ITU Study Group on 5G, and we believe that it cements our objective to be the first in the market with pioneering technologies. Our investment in infrastructure will be the key to driving future progress.�

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SKY-HIGH Commitment T O AV I AT I O N E X C E L L E N C E

By adopting a proactive and resilient approach to tackling global aviation challenges, Omni Aviation Group has been able to expand internationally and invest in a wider range of market-driven solutions Writer: Emily Jarvis Project Manager: Kane Weller he gradual evolution of Omni Aviation Group can be measured in both its ability to keep up-to-date with the latest industry trends and the continuous drive to invest in new international markets.

Consolidating its technical knowledge and experience over the past 28 years since establishment in the late 1980s, the Group has become a multifaceted operator active in various global markets with knowhow spread across almost all areas of aviation.

Comprising helicopter operation, emergency medical services, maintenance, training, handling, consulting, and private and commercial aviation via its three airlines – White Airways, Omni Aviação e Tecnologia

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CASCAIS MUNICIPAL AERODROME

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ascais Municipal Aerodrome has a long history within the aviation industry in Portugal.

Inaugurated in 1964, we have established ourselves over time as a centre of excellence in pilot training and today, we are one of the most important flying schools operating throughout Portugal.

We feel significant investment in business aviation is a key priority to ensure friendly, easy and secure operation compliance to the highest operational standards.

T +351 21 445 7300 E Miguel.sanches@cascaisairport.pt

www.cascaisairport.pt Officers are trained to the highest standards

and Cabo Verde Express – the Group has shown the capacity to successfully respond to wider aviation challenges and answer the chief needs of its clients through smart investment decisions based on market developments.

“As a Group, it is important that we offer a wide range of services and flexible solutions tailored to the needs and expectations of our clients, wherever they may be. In light of this, we are looking to expand our fleet by roughly 30 percent over the next two years, which will increase our ability to address new challenges that the market might impose. Elsewhere, we are seeking significant investments in our flight training school and in our FBO lounges, focusing on internalisation of the services we provide in the medium-term,” summarises Luís Pinto, Chief Financial and Business Development Officer.

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As a Group, it is important that we offer a wide range of services and flexible solutions tailored to the needs and expectations of our clients, wherever they may be

Omni Aviation was the pioneer in Portugal to start a 24-seven air ambulance operation for the Portuguese Health Ministry, operating two helicopters from 1997 to 2005.

From 2010 to 2014, the Company was the fixed-wing air ambulance provider out of Lagos, Nigeria and Abu-Dhabi, UAE for International SOS, the world’s leading provider of medical assistance, international healthcare, security services and outsourced customer care.

“For four years, Omni’s two dedicated Bombardier Learjet 45 air ambulance aircraft, based at Al Bateen and Lagos, performed more than 5,000 flight hours and more than 3,000 departures from African, Middle Eastern, Asian and Eastern countries with a 24-seven readiness in straight cooperation with International SOS to give the patients a highly professional and fast medical evacuation,” explains Pinto.

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THE LISBON GATEWAY FOR BUSINESS

User friendly airport Fast and Smooth Operation Convenient opening hours No runway slots required Maintenance facilities for most types of business jet

cascais.pt

Continuous improvement actions

The Company has made significant investments in its flight training school

With a staff complement of more than 1,000 employees who uphold the Group values of quality, safety and effective customer service, Omni Aviation is hopeful that its proactive and resilient approach to business will continue to bolster client confidence and maintain relationships for the

foreseeable future.

“This is precisely the great determining factor that differentiates the Omni Group; supported by a multidisciplinary capacity that we can draw upon to stand out from the crowd and add value for our clients,” he adds.

Initially a small helicopter Company dedicated to aerial work, the Company has expanded its scope of action into other activities to respond to significant industry growth and the need to specialise to remain competitive.

“For example, the significant growth of the helicopter business in Brazil encouraged the creation of OHI (Omni Helicopters International), a new Company in which Omni is a shareholder, and where the helicopter business is concentrated,” Pinto says.

Experiencing a steady growth, supported by the creation and vertical integration of its newest international entities and simultaneous geographic expansion, Omni Group has become a leading operator across Europe, the Middle East and Africa. In turn, Omni Handling is the leading executive ground handling Company in Portugal with a market share of more than 50

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percent, providing high value-added professional services at all major airports throughout Portugal and Cape Verde.

He further explains: “We have the ability to perform different services and to give support in different areas and this would not be possible without a set of continuous improvement actions, namely the high level of commitment to staff training, permanent adaptation to the market challenges and aptitude for innovation. These are the main pillars of our strategy that have led us to the improvement of productivity, increased efficiency, staff motivation and growth of sales through entry into new markets.”

Supported by Aeromec, responsible for the fleet, base and line maintenance across the entire Group, Omni Aviation’s fleet of more than 20 aircraft is extremely versatile and adaptable to meet the requirements of its clients. Representing a significant portion of its business is the Company’s business jets, which includes a modern fleet of Airbus ACJ319, Bombardier and Dassault Falcon Aircraft in VIP configuration; seating anywhere between six and 48 passengers. “In the operation of commercial aircraft on a regular charter basis, wet lease or ACMI, we operate Airbus A320, Boeing 777/737 and ATR 72,” Pinto adds.

Strategic advantage

Airbus CJ319 VIP airliner

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Based in Lisbon, Omni Aviation Group boasts a network of trained professionals – the majority of whom are multilingual – on-hand 24-seven to address not only the need for air transport, but to provide services ranging from handling to flight training.

By providing employees with the most appropriate internal communication channels, essential training and conditions for career development including a reward programme, Omni

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60,000 accident-free hours, given more than 45,000 hours of formal theoretical lessons and hundreds of hours of briefings and debriefings. So far, OATC has also trained more than 4,000 cabin crew members in both initial and recurrent courses.

“Most of these aeronautical professionals are now working with national and international airlines, some of which remain integrated in the Group. This translates into the recognition of the quality of our flight school training,” emphasises Pinto.

“Contributing to the formation of a new generation of professionals in the aviation industry is already a source of pride, but seeing them integrate within renowned airlines further reinforces the pride we have in our flight school.”

Growth strategy

President, José Miguel da Costa

Aviation has ensured that all internal support structures are in place for better retention.

“For us, human resources management and communication skills must be brought together for strategic advantage,” Pinto highlights.

“We believe that the effectiveness of internal communication directly impacts commitment, satisfaction and retention. Essentially, if our employees are happy, then we will have satisfied customers. We gain value from building and nourishing

Driven by its international growth strategy and unwavering commitment to continuous internal improvement, Omni Aviation is confident that its plans for fleet expansion in predefined regions will be achieved over the next two years. “For this to happen, it is very important that we continue to work with the same level of commitment and accuracy to continue to be a point of reference in the aviation market,” Pinto concludes. employee relations, to establishing “The Group is defined by our inherent trust, providing timely and reliable values of proper conduct and the information and thereby contributing relationship which we maintain with to general motivation, particularly in our customers. More specifically, this times of change and stress.” includes safety in all the operations Spearheading this dedication to we propose, quality in the services we the Group’s staff is the Omni Aviation provide, and a service tailored to the Training Centre (OATC), a flight school needs and requests of each client. that provides various courses in aviation; “It is based on these pillars that the such as flight instructor, pilot and type Omni Aviation Group offers a flexible qualifications, flight dispatchers, cabin and personalised service, responding crew training and more. to the requirements of each customer Over the years, the school has trained quickly and effectively in all segments more than 450 pilots, flown more than in which the Group operates.”

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By increasing revenues in the shoulder seasons over the short-term, Norlandair hopes to continue growing its bouquet of value-add services in the challenging climate of the Arctic Writer: Emily Jarvis • Project Manager: Kane Weller

etaining its focus on air charters to Greenland and continually identifying additional services that add value to the customer experience, Norlandair has witnessed organic growth since its founding in 2008, when it acquired the Twin Otter flight operation of Air Iceland.

Tracing its roots back to a company with the same name which was founded in the mid-1970s, Norlandair operates across East Greenland and Iceland, providing chartering services in the challenging climate of the Arctic.

“An operator in East Greenland is required to operate on skis and big flotation tiers as the landing areas are very often unprepared landing strips or on the glacier,” explains Fridrik ‘Frissi’ Adolfsson , Chief Executive Officer of Norlandair. “We operate in

a very niche market, which means any competition we might face is on a global level, rather than a local one; with operators coming from areas such as Canada, where the climate presents additional aviation challenges.”

Advantageously, Norlandair’s positioning at Akureyri Airport in Iceland will help the Company to capitalise on the increasing tourism in the area, while also expanding its bouquet of logistics services to include the procurement of goods, offering storage facilities, search and rescue, and med-evac flights.

Leveraging the versatility of its three, 19-seat Twin Otter aircrafts, the Company is able to offer scheduled and specialised charter air services across three domestic routes and one international, in close cooperation with Air Iceland.

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Norlandair currently operates a fleet of three Twin Otter aircraft for scheduled and specialised air services

Additionally, Norlandair operates two GA8 Airvan aircrafts which are mainly used for sightseeing, and a seven (luxury seats) or nine-seater (commuter seats) B200 Beechcraft Super King rounds-off the current fleet offering; designed to support Norlandair’s latest business segment as an ambulance charter.

“Throughout the years, we have accumulated expertise in operating the Twin Otter on the East Coast of Greenland in extreme conditions. This operating environment is reflected in our training of the staff and in particular the pilots. It takes years to acquire these operational skills, and this makes Norlandair the obvious choice for fixedwing aircraft transportation in the area,” Adolfsson says.

Continual growth

Closely following the latest industry trends and activities in Greenland – with

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In addition to our focus on Greenland, we are also on the lookout for opportunities for our King Air ambulance services and general charter in Northern Europe

one eye on the wider turboprop market in Northern Europe – Norlandair has a strategy to continuously match the right opportunities with its fleet of aircraft, with the hopes this will lead to further organic growth and the subsequent purchase or lease of additional aircraft types.

“In addition to our focus on Greenland, we are also on the lookout for opportunities for our King Air ambulance services and general charter in Northern Europe. The Arctic charter and ambulance service will help us in particular to participate in the ongoing discussion on search and rescue. As the number of crew ships have multiplied in the Arctic waters, then understandably there must be capabilities to perform search and rescue and I believe that Norlandair can be a valuable partner in that area in the years to come,” Adolfsson emphasises.

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OPERATING ROUTES Norlandair currently operates three domestic routes and one international in co-operation with Air Iceland. The domestic ones are to Þórshöfn, Vopnafjörður and Grímsey, and the international flies from Reykjavik/Akureyri to CNP (Nerlerit Inaat) in Greenland.

129 MacLaurin Drive, Calgary, Alberta, Canada T3Z 3S4 (403) 288 3305 mail@rockymountainaircraft.ca www.rockymountainaircraft.ca

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Akureyri (AEY) - Grímsey (GRY)

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AEY - Vopnafjörður (VPN) - Þórshöfn (THO) - AEY

WARM WELCOME TO THE ARCTIC NORTH Ideally located in the North of Iceland, Akureyri International Airport is a great gateway to unique destinations. Close to many of Iceland’s most spectacular natural wonders, the airport also offers frequent flights to Geenland, Grímsey island, Vopnafjörður and Þórshöfn.

AEY - Constable Point (CNP)

WELCOME TO AKUREYRI

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‘Norlandair has a strategy to continuously match the right opportunities with its fleet of aircraft, with the hopes this will lead to further organic growth and the subsequent purchase or lease of additional aircraft types’

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Meanwhile, the Company is making the necessary capital investments in its fleet maintenance as a crucial part of its continuous improvement strategy.

“Over the past few years, we have been upgrading our engines from PTA6-27s to PTA6-34s to not only make sure that we maintain our safety track-record, but to improve operational performance, especially on higher ground,” he details. “Moreover, we are aware that we are operating in a delicate Arctic environment and take all precautions available to us to limit our environmental impact. This ethos also rings true in our daily administrative tasks on the ground,

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Being a small Company means that staff have to be trained to fulfil various duties across different operational areas

where we have increased recycling and waste management in our offices in cooperation with other companies that work at Akureyri Airport.”

Working for Norlandair has its fair share of excitement which Adolfsson says is another core facet of the business’ prosperity. “Being a small Company means that staff have to be trained to fulfil various duties across different operational areas. This has provided our workforce with a bird’seye view of our Company culture and deeper understanding of our core values,” he comments.

By creating a family-like atmosphere,

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Norlandair’s skilled pilots and support staff can share the success that the Company has enjoyed over the past eight years.

Laying the groundwork

Over the next three-five years, Norlandair plans to closely monitor interest in its increasing array of chartered and value-add services in order to make the best expansion decisions to keep the business on the path to sustainable organic growth. This objective is aligned with the planning and construction of a new hangar and office facility at the Airport; which will

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Presently, we are considering our options and will invest in further aircraft when the time is right

be supported once again by its on-site maintenance facility, an aspect that is outsourced to Arctic Maintenance, a PART 145-accredited facility.

“Presently, we are considering our options and will invest in further aircraft when the time is right. In the shorterterm, our focus for the coming year is to increase our revenues by gaining more work on the shoulder seasons; MarchMay, and September-October. If we are successful in that endeavour, then this will lay the groundwork for increasing our fleet of aircrafts and/or adding a new larger type of aircraft,” Adolfsson concludes.

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s one of the leading international logistics service providers, DB Schenker’s success in the UAE may not come as a surprise, but the ability to instil such a local and socially-enriching presence despite its global size has certainly made waves as it edges closer to a market-leading position in the country.

Evolving from a joint venture between a local business entity and the DB Schenker hub in Germany, the Company’s presence in the UAE has succeeded via its entrepreneurial strategy to go beyond base-level operations across storage, imports and exports, and to expand into more niche products and verticals.

The result, as Managing Director (MD), Farook Al Zeer explains, has been the introduction of ‘total logistics’ to a rapidly developing market.

“We now have a prolific presence in contract logistics and in select niche products that cater to the important market verticals which are the defining areas of today’s total logistics. Much of it still involves air, sea and road transport, but we have had to decentralise the operations to deal with the individual specialisations that each advanced market product represents,” he says.

“Our organisation is relatively young even by the nascent standards of the UAE where trade and commerce, outside of the petroleum industry, has made its presence felt just in the past two decades.

“In the past 10 years since we have become a Schenker entity though, we have been speedily adding to our service portfolio by offering value additions and service enhancements along the line.

Being part of an industry giant helped us to customise our operations to cater to the needs of our customers, and to become an upmarket player.”

Balancing best-in-class in-house equipment to manage basic logistics needs, with a host of equally capable sub-contractors on hand to oversee

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Interest DB Schenker UAE has replicated its global success in the UAE as a result of its personable approach embracing both consumer satisfaction and employee enrichment Writer: Matthew Staff Project Manager: Kane Weller

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DB Schenker healthcare hub in Tilburg, Netherlands

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the handling of more complex cargoes, a structure has firmly been put in place over this past decade to allow increased diversification of product lines, and to also expand import and export routes in line with customer demand; an area which Al Zeer places above all else in assessing the Company’s ongoing rise to prominence.

“Schenker UAE has successfully been focussing on one area that has helped to give us the edge. Our approach towards the business has always been taken from the angle of what is in the best interests of the customer,” the MD proudly states.

“Additionally, we have always treated our human capital as our greatest asset. Mention should also be made of our cost consciousness which has helped to keep us lean and trim while many others around us have struggled with high overheads and over-capacity.”

In May, 2013 Schenker Germany officially signed the joint venture to acquire a major shareholding in Abu Dhabi. The local entity’s name in Abu Dhabi was changed to Schenker Logistics LLC

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Maximising customer satisfaction

As a business held in high esteem in the UAE today, such acclaim represents almost 15 years of progression, acquisitions, rebrandings and expansions, with the key involvement of the wider DB Schenker Group occurring in 2006 following negotiations with the then titled, BAX Global Inc. Latter introductions of a first regional office in Dubai Airport Free Zone, a branch office in the eastern suburb of Al Awir, and a further facility

devoted to airfreight operations then facilitated an organic growth in regards to the capacities being achieved, the workforce size increasing, and customer interest rising exponentially.

“In May, 2013 Schenker Germany officially signed the joint venture to acquire a major shareholding in Abu Dhabi. The local entity’s name in Abu Dhabi was changed to Schenker Logistics LLC,” Al Zeer picks up. “Then mid-2013 saw the construction of a 1,000 square metre facility start at Dubai South, a city within a city which

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is home to Dubai’s newest airport, the Al Maktoum International.

“By 2022, this airport is slated to be the world’s largest in terms of capacity with 220 million passengers and 16 million tonnes of cargo per year. Dubai South is also the site of the World Expo 2020 and the biennial Dubai Airshow.”

The completion of the facility, compounded by further expansions of its facilities at Dubai Airport and a strengthened workforce in both Dubai and Abu Dhabi, have laid the perfect foundations for DB Schenker UAE’s operations to flourish from over the past year; focusing especially on delivering an equal focus across finance, customer services and sales throughout its portfolio.

“Having a strong operations team at the expense of other areas in an organisation does not work well in the long run,” Al Zeer emphasises.

“By keeping the customer as our main focus, we have expanded our customer service teams to the extent that we have dedicated personnel to handle our local and global key accounts, and to handle our key trade lanes.

“We have relied on service improvements that have focused on maximising customer satisfaction, with the main thrust of our approach centred on providing bespoke services that would suit each individual customer’s needs. We have also Located in the Dubai Logistics City (DLC), DB Schenker’s first logistics centre in the Middle East should, by 2019, have more than tripled in size to an area of 25,000 square metres; rolled out in three phases. Currently 7,200 square metres, the plant has already reached 100 percent capacity in its first two months of operations

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expanded the parameters of our key performance index to include not just those employees who have direct interface with our customers, but also our back office employees and the tier three and four staffing who lend indirect support services that impact customs, ground handlers and outsourcers, as well as our internal services.”

Ultimately, the Company has succeeded in moulding itself as a one-stop shop for all customer freight requirements, with a reputation derived from the positive relationships

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Clichéd though it may sound, human capital adds a synergy that money, power and name recognition alone cannot

formed with local customers so far, the investments that continue to be made to ensure continued improvements moving forward, and the people that drive both of those facets.

“Clichéd though it may sound, human capital adds a synergy that money, power and name recognition alone cannot,” Al Zeer says. “When we just started operations, we had to start out somewhere just in order to make ourselves known in the market, but each success story adds an aura to our market presence.

“In the past few years we have

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handled projects that involved the Dubai Metro, the infrastructure sector, oil & gas, and water and electricity power plants.”

If you dream, you can achieve

Addressing areas of continuous improvement, recent additions or upgrades to the Schenker UAE repertoire include a more sophisticated transport management system and warehouse management system, both to complement the SAP platform which covers areas of marketing, finance and HR. The Company is a logistics partner for Mercedes-AMG Petronas

Once again though, such automation and technological refinement would be for nothing if it wasn’t for the human ingenuity emanating from the Schenker ranks.

“We are a service-oriented company so our major asset is our human capital,” Al Zeer says. “Our Company, being part of a worldwide network of offices, has the advantage of sending our employees to foreign site offices which have sophisticated training capabilities to enhance the information and knowledge of our employees in various industry disciplines.

“We also participate in local training opportunities that deliver courses that can assist our employees to better relate in areas like customer relationships, selling skills, language learning and logistics-related specialities.”

Al Zeer continues: “The input of such expert aids in analysing and responding to some of the major trends affecting the industry – including the current impact of low oil prices in the region and the subprime mortgage crisis in 2008 – has helped us to foresee the corrections that the markets would be undergoing in order to overcome the anomaly in some areas. Since the past couple of years, we have been actively pursuing opportunities to tap into the interests shown by large private and semi-

government establishments in their bid to implement solutions in alternative energy products.”

And this will naturally have a subsequent knock-on effect on how sustainable the Company is perceived to be in a region that is striving for perfection in the build up to Expo 2020.

“We are striving to become frontrunners not just in terms of volumes handled or EBIT margins, but also in the quality of the services that we deliver to the market in general. Our mission over the medium-term is double digit growth and expansion of our existing facilities that will see us triple our warehousing space,” Al Zeer concludes. “The UAE is an emerging market economy that has achieved much more in terms of trade and commerce than mere tourism and hospitality numbers.

“Schenker UAE has been able to build its businesses around the UAE model and we are lucky to be a part of the environment that will play host to the Expo 2020.

“As one of our country’s mottos goes: ‘if you dream, you can achieve’.

As Schenker UAE, we are fortunate to be a part of that dream that has pitchforked the UAE from a desert outpost into an important trade and cultural hub of the world, all in the span of three decades.”

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JUICES Flowing KEEPING THE

Barakat Quality Plus is taking freshness to a new level in the UAE, thanks to a familyoriented workforce striving to instil the same care and comfort they receive into the Company’s products Writer: Matthew Staff Project Manager: Joshua Mann

ore than a quarter of a century of ambition has been realised in the form of Barakat Quality Plus (BQP), having witnessed the transformation of creating freshly pressed juices and cut fruit and vegetables into a tasteful art.

Opening for business in 2001 as an extended kitchen to the food industry in the UAE, the subsequent 15 years has seen the Barakat Group subsidiary diversify and expand its fresh fruit and vegetable delivery service beyond recognition; reaching new sector verticals in the process.

Reaching out from the initial distribution to ships docked at local ports, the Company soon turned to

serving Dubai’s growing collection of hotels, caterers and grocers, and now with the city thriving as one of the key global hubs, businesses such as Barakat Quality Plus are equally reaping the benefits.

“Today, the group serves institutional customers across the UAE, Oman and Lebanon, with BQP – the fruit and vegetable distributor – one of the key divisions,” affirms the subsidiary’s Managing Director (MD), Mike Wunsch. “Barakat products are honest, healthy and available at a market near you. We provide you with fresh fruit juices, fruit salads, cut vegetables, vegetable juices, soups, sorbets, and a host of nature’s freshness that will reignite your quest for good health.”

Now exploring further growth avenues through increased exports and volumes, Wunsch attributes the secrets of the Group’s success to its undeterred commitment to serving juice in its purest state, but more importantly, to the employees – or ‘Barakatis’ – who continue to drive such improvements in the Company on a daily basis.

“Before starting the juice production for the day, the employees gather

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EXCEL PLASTICS INDUSTRY LLC

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stablished in 2005, Excel Plastics Industry LLC is focused in providing high quality PET/HDPE packaging by utilising the best quality raw materials, machinery and qualified engineers.

Catering to our customers’ needs, we have adopted single stage and double stage technology from some of the world’s best machine manufacturers, including AOKI-Japan, ASB Nessai-Japan and SIDEL. With our registered office in Ajman, it allows us to provide efficient services for business throughout the Sharjah, Jabel Ali and the Abu Dhabi regions.

T +971 6 743 1148 E excelpl@emirates.net.ae

www.excel-plast.com

Barakat juices are packed with lots of nutrients

together and pray in their own faith, asking God to give them strength to do their work with love, which will bring a smile to every customer’s face,” he says. “They ensure that the juices they extract are packed with lots of blessings. In 2002, Barakat had only 22 employees and that number has increased to more than 700 in 2016.”

Operational robustness

Another key differentiator that BQP enjoys is its dedication to ongoing research and development and the subsequent investments made into new systems; ultimately culminating in accolades and international accreditations including ISO 22000 and ISO 9001 certificates, as well as A-grade certification and HALAL certification from the Dubai Municipality.

All of which represent a remarkable outcome to a journey that began exactly 40 years ago, as Wunsch recalls: “The

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BQP is dedicated to R&D, reflected by its accreditations

genesis of Barakat dates back to 1976 with our humble beginnings in the trade of fresh vegetables and fruits. Barakat Vegetables and Fruits was found by Mahmood Barakat to serve hospitality with fresh vegetables and fruits in 1972.

“Mr Jayaraman, our CEO and visionary, joined Barakat in 1980 with a service-oriented thought process, while I had travelled and worked in more than 20 countries at more than 35 five-star hotels as a chef and executive chef, over the course of which I gained invaluable experience of the hospitality segment and priceless insights into this highly competitive industry.”

‘Chef Mike’ – as the MD is affectionately referred to – worked tirelessly to achieve his ambitions of improving professionalism and efficiency within his kitchens and went on to instil such principles in BQP; the resulting adherence to the latest consumer demands and consequential production requirements becoming of paramount importance from then on.

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Proud to be associated with Barakat

EXTRUSION BLOW MOLDING INJECTION MOLDING | PET–STRETCH BLOW MOULDING We produce PET and HDPE bottles, along with various types of closures for the Food & Drink, Cosmetics, Personal Care, Pharmaceutical and Dairy industries.

Producing 50,000,000 PET bottles/year Tel: +971 6 743 1148 Fax: +971 6 7431149

Mob: +971 50 4621364

P.O. Box 20869 Ajman, United Arab Emirates Email: excelpl@emirates.net.ae Website: www.excel-plast.com

Excelsior Fruit International P/L would like to congratulate Barakat Quality Plus on their 40 year anniversary.

“Suppor ting Australian growers through expor t ” Excelsior Fruit International encompasses 40 years experience in fresh fruit and specializes in the export of Australian stone fruits, mangoes, grapes, citrus and persimmon.

BQP’s certifications and R&D set it apart from the competition

www.excelsiorfruit.com.au

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Constantly innovating its product ranges

“Studying the increasing demands in the market is our major focus; customers are constantly on the lookout for new products that can contribute to their health,” he says.

“Keeping this in mind and having access to the required sources to make these products, we are constantly innovating with our products.

“We recently launched the Red Cleanse & Green Juice in the market, two power-packed concoctions that took off very well and are in demand by our customers now. We are looking at more options like this and are hoping to launch new products every three months.”

Major upgrades across the Company’s technology portfolio, process lines, machineries, capacities and admin systems have facilitated such an ethos, and have also enabled the Company to look further afield to locations like Kuwait, Oman, Qatar and the Maldives from an export perspective. Ensuring the success of all this though, is an increasingly complex and well-refined supply chain management strategy.

Wunsch explains: “The most critical part of our operations is the

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BQP recently launched the Red Cleanser & Green Juice to the market

procurement of the right raw material at the right price throughout the year.

UAE does not boast many farms and fresh produce that supply superior quality vegetables throughout the year, so most of our fresh produce must be imported.

“Our suppliers are divided into food, non-food suppliers (packing materials, uniform, tools and machines etc)

and miscellaneous (stationary, office supplies etc), and the scope, depth and operational requirements of each supplier vary with the item and nature of delivery.”

Global relationships with suppliers in Australia, Spain, Italy, Thailand, India and China are complemented by a healthy assortment of local GCC allies to offset these challenges, and to

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All our suppliers are extensions of our operations and we work very closely with them in order to install in them the same sense of responsibility, operational robustness and shared values associated with BQP

generate the highest quality produce.

“All our suppliers are extensions of our operations and we work very closely with them in order to install in them the same sense of responsibility, operational robustness and shared values associated with BQP,” Wunsch adds. “Our media partners, technology partners and marketing partners are also trained in the aforementioned qualities and this ensures that we are on the same page and that our goals and visions are aligned.”

A freshness you can taste

‘Chef Mike’ Wunsch, Managing Director, BQP

Driving the fresh products industry since 2002, the need to monitor the business patterns and trends dictating consumer behaviours is something that BQP has had to hone over the years, especially considering the general growth of the sector recorded at around 40 percent each year.

An increase in population, the development of the tourism industry and a general increase in demand for healthier food types has given operators the perfect opportunity to capitalise, and Barakat has done so better than most, as seen through its year-on-year revenue growth since 2012 especially.

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B A R A K A T

Q U A L I T Y

P L U S

Employees share the same passion and unified happiness as the Company’s founders

Once again, Wunsch attributes this success to the vision and mission laid out by the organisation, and the people behind their implementation.

“It’s a continuous process of practicing the values and guiding the team towards the goals by understanding the capabilities and capacities of each and every member by going down to their level and uplifting them through love, patience and motivation,” he says. “Being a serviceoriented organisation of 750 people – offering convenience by serving fresh products filled with positive vibes – it’s the passion and selflessness of our

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founders which has got us rolling, but the challenge is to bring out the same passion and unified happiness throughout the whole Company.

“We have converted Barakat into a family, its employees into family members, and have given each Barakati instant empowerment through our common values of equality, love and respect.”

Enrichment continues outside of the bounds of Barakat also via numerous corporate social responsibility efforts in the local community – bridging education, health, utility provision and management, and energy sustainability

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– epitomising a general business ethos that looks set to take BQP to even further market success in the future.

“At Barakat, we don’t yearn for return on investment; rather, we strive for return of impression,” Wunsch alludes to the Company motto.

“To maintain the philosophy of an extended kitchen where the fruit ends up in your juice bottle, it is important for a family-like atmosphere where the workers share a sense of bonding. I say that this multilingual and cultural set-up is a reflection of our products; varied, authentic and rich in diversity and colour.

Sharing common values of equality, love and respect

“Being in this industry has been a challenging one, and we have tried our best to retain the pristine and natural freshness in every product we serve.

We want our consumers to live and feel that freshness in a Barakat product and not just buy it as a marketing word. The taste of a Barakat product is its identity that distinguishes it from the others.”

Wunsch concludes: “It’s not just another product claiming to be fresh; it’s a freshness you can taste, smell, feel and trust wholeheartedly every time your hand reaches out for a Barakat Quality Plus product.”

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P A K

Success Story A BRAND LOYALTY

Citi PAK’s clients and customers have propelled the business forward, even through challenging times. This brand loyalty is what drives the Company’s core philosophies today as a premium market leader in the UAE Writer: Emily Jarvis Project Manager: Joshua Mann overing the UAE, GCC and parts of Africa through its extensive distribution network, premium disposable food-packaging Company, Citi PAK has built its brand loyalty over the past eight years based on strong and continuing international relationships which are directly contributing to the Company’s newfound growth strategy.

“Our clientele of more than 2,500 customers - many of whom have remained loyal to us since our humble beginnings - not only give us the edge

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over our competitors, but they have inspired us to increase our range of value-add, customised products and services,” says Titu Alex, General Manager of Citi PAK. “Every product is made to look as creative as possible, taking inspiration from nature and channelling this into our packaging design processes to ultimately create a sustainable product that represents the core values and philosophies that drive our business today.”

A strengthened product range of disposable food packaging is something that distinguishes Citi PAK as a Company

known among the leading hotels, hospitals, airlines, catering companies, restaurants and food chains, bakeries and institutional catering suppliers across the UAE for a quality and cost-effective packaging solution.

“We have come a long way since inception in 2008, when we supplied fast-moving disposable food packaging products for the food and hospitality industries across the UAE,” he recalls. “Leveraging the expertise of the wider ENPI Group (Emirates National Factory for Plastic Industries Group) over the years, we were able to strengthen our presence in the region and significantly enhance our product range to more than 1,500 products.”

Packaging innovators

Titu Alex, General Manager of Citi PAK

Providing a one-stop solution for food packaging, and safety & hygiene requirements, Citi PAK is well-respected among customers for its tailored service offering and attentiveness. Alex explains: “We walk the extra mile and customise our products as per customer requirement.

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This, along with affordable pricings, is a crucial value-addition that sets us apart from the rest.”

In such a fast-moving industry where packaging regulations are constantly reviewed and revised, Citi PAK is also a known leader for packaging innovation.

“As part of our continuous improvement, we research innovative new packaging techniques and listen

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to the valuable feedback of our customers and clients; utilising this knowledge to further enhance our packaging solutions. This is how we also began to identify other valueadd products worth adding to our portfolio,” he adds.

Initially starting with the lowkey distribution of disposable food packaging products, Citi PAK began

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complementing its early range with a multitude of new production lines; including aluminium foils, cling film, baking paper, co-packing facilities, paper wraps with printing and more.

“In summary, we saw the importance of customisation and diversification as two crucial differentiators in an increasingly saturated market,” Alex says.

In tandem with its innovative research techniques, portfolio expansions and other continuous improvement activities, the Company continued to maintain its “inspired by nature” philosophy.

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Citi Pak Products

Aluminium

Biodegradable

Cup

Paper

Citi PAK is known to attend key business events to remain ahead of industry trends Plastic

“The inspiration for Citi PAK’s products comes from nature and its surroundings and the thought process behind each product is to make it as creative looking and sustainable as possible,” he adds.

Combining all of the above together, Citi PAK is now in a position to increase investments in a bid to consolidate its current facilities, as well as explore geographic expansion opportunities.

Alex says: “As we currently have facilities in multiple locations in Sharjah, one of our aims is to build our own facilities in a consolidated location in the city. Secondly, we have further investments planned to increase our production capacities, and towards the end of the year, we are planning to set up a new branch in Saudi Arabia, based on the significant market potential we have identified in the GCC.” At present, Citi PAK has four facilities in Sharjah and an additional two situated in Abu Dhabi - all audited and accredited with ISO 14001, 18001 and 22000 certifications - where it employs a total of approximately 160 staff.

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Film

Foam

Wooden & Bamboo

Safety & Hygiene

Miscellaneous

The Company plans to participate in upcoming exhibitions and trade shows in Africa

Retail

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Dongyang City Plastics Co. Ltd. was established in 1968, who are the first factory to produce PET disposable cups and lids in China.

We have cups from 0.75oz to 32oz and they are widely used as water cups, beer cups, juice cups, cold coffee cups, cold ice cream cups, trial cups, sauce cups, deli cups and so on.

Also in 2000, all the color-printed PET cups used in Sydney Olympic Games were supplied by our company.

WE SPECIALIZE IN THIN WALL PACKAGING PRODUCTS

Yo u ’ re w e lco m e t o co n t a c t & v i s i t u s

Http://en.dongsu.cn • Tel:+86-579-86813444 Fax:+86-579-86814011 • Email:dongsu2@dongsu.cn Address: No.3 Dongyi Road, Dongyang City, Zhejiang Province, China

Unitech Plas Sdn Bhd No 33 Jalan Sentosa 3, Sungai Jelok, Taman Sentosa, 43000 Kajang, Selangor TEL: 03-87371929 / 87371979 / 87418229 FAX: 03-87364288 EMAIL: unitechplas.sb@gmail.com

Creating a sustainable product that represents the core values and philosophies that drive the business

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As many of our customers know, when our head office burned down in November, 2014, we thought it marked the end of Citi PAK. However... we were able to continue our success story from where it stopped completely to emerge today with profit levels exceeding those from before the fire

“We also have decided to focus more on African markets and will be participating in many upcoming exhibitions and trade shows on the continent in a bid to solidify our reputation here,” he adds.

Streamlined operations

Citing employees as the Company’s biggest asset, Alex was keen to emphasise the rigorous selection process to source the best skills available locally, while making sure that each member of staff is in the correct role for their skillset to flourish.

“First and foremost, priority is always given to those with local experience and skills. We also want our employees to remain happy serving the Company and we have many incentives in place for rewarding achievements,” he says.

“Similarly, one of the highlights of our success has been the business partnerships we have maintained over the years. It is imperative that our business partners are served above and beyond a satisfactory level, so that we continue our partnerships year after year.”

The positive attitude of Citi PAK’s employees combined with strong local and international business distribution ties has resulted in excellent customer relationships. This has been further

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strengthened by the Company’s push for deploying the latest technologies to make for more efficient administration tasks and other daily activities that the business depends on.

“We have integrated latest INFOR ERP solutions throughout the Group and are fully connected for efficient streamlining of operations.

Furthermore, since we recognise the need to give top priority to customer

relations, we are currently in the process of integrating new CRM software to our existing ERP software,” Titu highlights.

Growing stronger

Thanks to its valued customers and business partners who have recognised the level of achievement and unparalleled customer-centric focus and sustainability drive that propels Citi PAK forward, the Company has big plans to take the

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Taking inspiration from nature and channelling this into its packaging design

business to the next level; ultimately targeting distribution to the entire MENA region and also tapping into parts of the Asian and European markets.

Titu concludes: “As many of our customers know, when our head office burned down in November, 2014, we thought it marked the end of Citi PAK. However, after months of rebuilding, including the rebuild of our inventory from scratch, we were able to continue our success story from where it stopped completely

to emerge today with profit levels exceeding those from before the fire.

This would not have been possible without the unstinting trust and loyalty of our valued customers and business partners, even through these incredibly difficult times.

“The outcome of the whole situation only served to strengthen our desire to give the customer even better value for money with high quality products, timely delivery, best after sales service and so on. For us, the success story will continue.”

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INTERSOLAR

MIDDLE

EAST

E V E N T

F O C U S

Increasing the share of solar power in the global energy supply WITH EVENTS spanning four continents, Intersolar is the world’s leading exhibition series for the solar industry and its partners. It unites people and companies from around the world with the aim of increasing the share of solar power in our energy supply.

Intersolar Middle East is the International Exhibition and Conference for the region’s solar industry. For the first time, it takes place at the Dubai World Trade Centre

E V E N T

D E TA I L S

WHEN: 19-21 September, 2016 WHERE: Dubai World Trade Centre, UAE WEBSITE: www.intersolar.ae

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in Dubai, United Arab Emirates in conjunction with GulfSol, another key event in the Middle East dedicated to the solar industry.

Since being founded, Intersolar has become the most important industry platform for manufacturers, suppliers, distributors, service providers and partners in the global solar industry.

The event’s exhibition and conference focuses on areas of photovoltaics, PV production technologies, energy storage systems and solar thermal technologies.

Intersolar has been actively involved in the Middle East region since 2013 with various events, like the Intersolar Summit Middle East that took place in Riyadh, Saudi Arabia. In 2016, Intersolar is teaming up with dmg Events to organise the event.

With 25 years of experience, Intersolar has the unique ability to bring together members of the solar industry from across the world’s most influential markets. Intersolar exhibitions and conferences are held in Munich, San Francisco, Mumbai, São Paulo, and, starting in 2016,

in Dubai. These global events are complemented by the Intersolar Summits, which take place in emerging and growing markets worldwide.

Intersolar Middle East is organised by Solar Promotion International GmbH, Pforzheim, Freiburg Management and Marketing International GmbH (FMMI) and dmg Events Middle East and Asia.

SAUDI INTERNATIONAL HOTEL EXPO

E V E N T

KSA’s hotel industry professionals unite E V E N T

D E TA I L S

WHEN: 9-11 October, 2016 WHERE: Riyadh International Convention and Exhibition Centre, Riyadh, KSA REGISTER: info@hillmice.com info@saudihoteltechexpo.com WEBSITE: www.saudihoteltechexpo.com

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F O C U S

SAUDI INTERNATIONAL Hotel Expo for Equipment & Technology 2016, organised by Hill MICE, takes place from 9-11 October at the Riyadh International Convention and Exhibition Centre in Riyadh. The event is the only complete hotel expo held in the Kingdom of Saudi Arabia (KSA) and functions as an arena to unite hotel industry professionals and better equip their business with state-of-the-art equipment and technologies; meeting international standards needed to remain competitive and unique market players. It is the biggest platform to network with the relevant industry professionals across an assortment of market verticals in a bid to expand the cross-border business.

The objective of the Expo focuses on addressing the key business areas including applications; procurement; deployment; implementation; resource planning; and implementing a cost-effective approach using hotel equipment and technology while keeping in-view the present market dynamics. It will feature exhibitors from five different sectors showcasing a wide range of products and services:

• Technological solutions • Vending machine technology • Hotel furniture • Hotel operations equipment • Hotelware, amenities and accessories The Expo’s mission is to provide a new and wider scope of prospects that unlock the endless growth opportunities in the hotel industry.

In 2016, the bar has been raised from 3,300 square metres of floor space to more than 7,000 square metres, with participants new and old from around the globe making an appearance.

Saudi International Hotel Expo 2016 is THE platform for hospitality professionals in KSA. More than 100 exhibitors from more than 15 countries are expected to visit the region’s most awaited Expo.

CONTAMINATION

EXPO

SERIES

E V E N T

2016

F O C U S

Finding innovative solutions to all aspects of contamination THE CONTAMINATION EXPO Series is a major new European event for professionals working in contamination. With 120 seminars, 200 suppliers, 80 masterclasses and exclusive panel discussions, this exhibition and conference will be the top networking event in the industry’s history, bringing together every party from across six sectors.

Each co-located event is committed to providing the latest knowledge, products and innovations to manage all aspects of contamination. The event is free to attend and takes place on

E V E N T

D E TA I L S

WHEN: 12-13 October, 2016 WHERE: ExCeL, London REGISTER:

James.Ashwood@prysmgroup.co.uk

WEBSITE: www.contaminationexpo.com

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12-13 October at ExCeL London.

The Land Remediation Expo, supported by CL:AIRE, CIRIA, SOBRA and RemSoc, focuses on contaminated land, brownfield regeneration and land and groundwater remediation; and will provide innovative solutions, technology and market-leading products and services to professionals working in land remediation.

The Spill Response Expo, supported by the UK Spill Association and ISCO, will focus on marine spills, inshore spills, and inland spills; and is the UK’s only show highlighting concepts, strategies, innovation and services in the response and intervention of chemical spills.

The Clean Air Technology Expo, supported by EIC, will focus on clean city air. The event will include a three hour workshop by Greater London

Assembly, and will showcase cutting edge technology, cost-effective services and engineered solutions to airborne contamination control issues from the country’s leading authorities; including environmental specialists, consultants, regulators, and engineers.

The Hazardous Material Expo, supported by ARCA, ACAD, UKATA, ATAC and IATP, will focus on asbestos removal and management, and highlight innovative, cost effective and compliant techniques in assessing, managing, treating and removing asbestos.

The Water Pollution Solutions Expo, supported by EIC and GWI, will focus on wastewater and river catchment planning and provide the platform for services and solutions in monitoring, treating and prevention of water pollution.

The Nuclear Decommissioning and Remediation Expo will highlight the latest developments, products and key new projects developing for businesses; including expert opinion from tier 1, 2 and 3 contractors, radiological waste experts, health & safety experts, compliance professionals and project management consultants.

SUPPORTED BY

12 & 13 OCTOBER ExCeL LONDON •

WORLD LEADING SPEAKERS

•

200 INNOVATIVE SUPPLIERS

•

120 SEMINARS

•

NETWORKING OPPORTUNITIES

•

80 MASTERCLASSES

•

FREE TO ATTEND

RUNNING AS PART OF

CONTAMINATION EXPO SERIES 2016

CO-LOCATED WITH

FLOOD EXPO

SUPPORTED BY

EUGRIS

Register for your FREE TICKETS at www.spillresponseexpo.com

MRO

EUROPE

E V E N T

F O C U S

Industry leaders to present OEM MRO collaboration PENTON’S AVIATION Week Network’s MRO Europe (#MROE) will be held on October 18-20 at the RAI in Amsterdam. MRO Europe registration hours are Tuesday 18 October and Wednesday 19 October from 8am to 5pm and on Thursday 20 October from 8am to 3pm. Exhibition hours are on Wednesday 19 October from 10.30am to 5pm and on Thursday 20 October from 9.30am to 3pm.

Focusing on the state of the commercial aviation maintenance, repair, and overhaul industry, MRO Europe will feature industry leadership, including: Joe Dunne, Director, Materials Management Services, The Boeing Company and Gijs van Rooijen,

E V E N T

D E TA I L S

WHEN: 18-20 October, 2016 WHERE: RAI Amsterdam, The Netherlands REGISTER:

virginia.gongora@aviationweek.com

WEBSITE:

http://mroeurope.aviationweek.com

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Product Support Director, AFI KLM E&M who will jointly present OEM MRO Collaboration: A Case Study; Jens Thordarson, VP Technical Operations, Icelandair will join the opening panel session: Customers Speak Out; and Thomas Reynaert, Managing Director, Airlines for Europe, Jorge Leite, VP Quality and Safety, TAP Portugal Maintenance and Engineering and Dragos Munteanu, Assistant Director, Safety and Flight Operations, Europe, IATA are confirmed to lead the Regulatory Update session.

MRO Europe’s programme includes drill-down discussions and case studies to give you access to critical information and intelligence. Topics include: • Repair Technologies: Keep Up or Fall Behind • Engine Leasing • Maintenance Costs: Old versus New • Cybersecurity and MRO • Components – Forecast and Trends • The New Supply Chain – Finding New Opportunities Three interactive workshop sessions are designed to encourage audience participation and feedback. Seating will be limited and first come, first serve. Workshops will address: • Assessing the sourcing and buying habits of arlines • Inspiring innovation • Beating big data

Complimentary, sponsored sessions and product and services technical briefings will take place throughout the programme. Participating companies include FedEx, Panasonic Avionics and Pratt & Whitney.

The Exhibition Hall will host more than 300 companies displaying their products, solutions and services along with the Dutch, French (GIFAS and Madeeli) and Welsh pavilions.

Sponsoring companies include Platinum sponsors CFM, Chromalloy, HEICO, Pratt & Whitney, Standard Aero; Gold sponsors AAR, AerSale, Bombardier, GA Telesis, GKN Aerospace, Global Engine Maintenance, Kellstrom Materials, MTU Maintenance, Spirit Aerosystems, SR Technics, Turbine Services & Solutions. Inside MRO is the official media publication and the event is also supported by Airlines for America, Airlines for Europe, Aeronautical Repair Station Association, Aviation Technician Council and International Air Transportation Association.

MRO Europe has long been the focus of growth and revenue opportunities and brings together industry leaders, buyers and solution providers to develop the market and create partnerships.

Conference October 18-20, 2016 Exhibition October 19-20, 2016 The RAI Amsterdam, The Netherlands

Do not miss out! Register today for complimentary access to the exhibition hall!

7000+

Why you should attend: • Discover leading edge services and solutions that.help improve your business.

A Aviation MRO and airline professionals

300+ Exhibitors

80%

96%

Meet with providers/customers they would not have access to, or would have to book separate business travel to meet.

of attendees are decision makers involved in the buying process

75%

of attendees make NEW business contacts

Follow us on

• Interact and network with industry experts from leading MROs, airlines and OEMs.

Join thousands of airlines, maintenance providers, OEMs, suppliers, and key regional players – at the same time, all under one roof!

REGISTER ONLINE mroeurope.aviationweek.com

85% of attendees schedule follow-up appointments

• Meet with product experts that can address your technology questions.

90+

countries represented

OFFSHORE

ENERGY

EXHIBITION

&

E V E N T

CONFERENCE

F O C U S

Entering a new era in offshore energy THE CURRENT oil price and the rise of renewable energy will see the offshore industry enter a new era.

The ambition of the Offshore Energy Exhibition & Conference (OEEC) is to bring together companies from the oil & gas exploration and production sector with those from offshore wind and marine renewables in a bid to encourage collaboration.

From 25-26 October, 2016 Amsterdam RAI will again host this international gathering of the offshore

energy industry, where exhibitors and visitors can meet more than 11,500 professionals. Kicking off this year will be the new ‘Offshore Energy Opening Gala Dinner’, which will be held on 24 October from 18:30, where the ‘Offshore Energy Awards’ will also be presented.

This year, Iran has become the latest addition to the list of country pavilions OEEC will have on offer. The country’s pavilion is further strengthened by two technical conference sessions on the opportunities of doing business here.

Conference in detail

E V E N T

D E TA I L S

WHEN: 25-26 October, 2016 WHERE: Amsterdam RAI, The Netherlands REGISTER: registration@offshore-energy.biz WEBSITE: www.offshoreenergy.biz

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Our extensive conference programme – with the theme ‘Entering a new era’ – will cover topics such as subsea processing and infrastructure, decommissioning, knowledge management, asset integrity, supply chain optimisation and LNG; led by expert speakers and moderators.

Aside from this, the keynotes, industry panel and the human capital panel will be back again this year.

The Offshore Wind conference (OWC) will again be a crucial part of OEEC, taking place from 24-25 October to further strengthen the event’s connection with renewables.

More renewable knowledge can be garnered during the ‘Marine Energy Event’, organised in partnership with EWA; as well as the ‘Ocean Thermal Energy Conversion (OTEC)’ symposium, an annual meeting that brings together industry, researchers and market experts from all over the world.

OPENING HOURS Offshore Energy Opening Gala Dinner Monday 24 October | 18:30 – 23:00

Official Networking Event Tuesday 25 October | 19:00 – 23:00

Exhibition

Tuesday 25 October | 09.30 – 18.00 Wednesday 26 October | 09.30 – 18.00

Conference

Tuesday 25 October | 09.30 – 16.30 Wednesday 26 October | 09.30 – 18.00

Offshore Wind (OWC)

Monday 24 October | 11:00 – 18:00 Tuesday 25 October | 08:00 – 12:00

Created and produced by

OFFSHORE WIND

OIL & GAS

MARINE ENERGY

Register now Supported by

Platinum Sponsor

Gold Conference Sponsor

BBTC

MIDDLE

EAST

&

AFRICA

E V E N T

2016

F O C U S

Increasing the overall conversion of crude residues E U R O P E T R O L E U M Consultants are pleased to announce BBTC (Bottom of the Barrel Technology Conference) Middle East & Africa 2016 will take place under the Patronage of His Excellency Shaikh Mohammed bin Khalifa bin Ahmed Al Khalifa, Minister of Oil on 26-27 October in Bahrain.

BBTC is currently the only event that focuses on technologies, project trends, catalysts and equipment bbtc_euro_me_outlook_ad 22/06/2016 10:33 Page 1 innovations as residue upgrading becomes increasingly important to the industry. Bahrain Petroleum Company (BAPCO) has confirmed their support as a strategic event partner and will be presenting a paper and sending E V E N T D E TA I L S a delegation. Other participating companies include Kuwait National 26 & 27 OCTOBER 2016 · MANAMA · BAHRAIN Petroleum Company (KNPC), WHEN: 26-27 October, 2016 SATORP, UOP, Shell Global Solutions, Under the Patronage of WHERE: Manama, Bahrain His Excellency Shaikh Mohammed bin Khalifa Chevron Lummus Global, Bechtel, bin Ahmed Al Khalifa Minister of Oil, Kingdom Nexant, of BahrainAmec Foster Wheeler, KBR REGISTER: Technology, Air Liquide, ART and more. bbtc@europetro-me.com STRATEGIC PARTNER In refining and in particular those WEBSITE: refineries processing heavier crudes, www.bbtc-mena.biz there is a simple challenge’; how to SPONSORS increase the overall conversion of SPEAKERS

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crude residue into the most valuable distillates. In recent years refinery complexity has increased and despite the capital costs associated, this has led to undeniable benefits in terms of flexibility and financial performance.

Today, despite the uncertainties associated with crude price and the supply and demand imbalance, it is important that the refining sector continues to find fresh answers to the challenges faced; and one of the best solutions remains residue upgrading.

BBTC Middle East & Africa 2016 is the premier event for staying up to date with developments in the industry.

26 & 27 OCTOBER 2016 · MANAMA · BAHRAIN

Under the Patronage of His Excellency Shaikh Mohammed bin Khalifa bin Ahmed Al Khalifa Minister of Oil, Kingdom of Bahrain STRATEGIC PARTNER

SPONSORS

SPEAKERS

Key Conference Topics Global & Regional Markets Overview Integrated Solutions for Resid Upgrading Thermal & Gasification Hydroprocessing RFCC – Technologies & Catalysts Hydrogen & Sulphur Management

For Sponsorship & Exhibition Opportunities or to Register please contact us on: Tel: +971 (0) 44214642 or Email: bbtc@europetro-me.com

www.bbtc-mena.biz

GULF

SAFETY

FORUM

E V E N T

F O C U S

Discussing the roadmaps towards the goal of zero accidents EURO PETROLEUM Consultants (EPC) is delighted to announce the Gulf Safety Forum, which will take place under the patronage of H.E. Sheikh Abdullah bin Nasser bin Khalifa Al Thani, Prime Minister and Minister of Interior of the State of Qatar on 30-31 October, 2016 at the Hilton Doha Hotel, Qatar.

Jointly organised by Euro Petroleum Consultants and the Gulf Organisation for Industrial Consulting (GOIC), the Gulf Safety Forum will bring together key industry players from across the Middle East to discuss strategies for continuous improvement of safety procedures, as well as share successful case studies and roadmaps towards achieving the goal of zero accidents. International safety experts

E V E N T

D E TA I L S

WHEN: 30-31 October, 2016 WHERE: Doha, Qatar REGISTER: office@europetro-me.com WEBSITE: www.gulfsafetyforum.com

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and providers of safety tools and technologies will also present the latest methodologies that can assist companies to achieve these goals.

It is now widely recognised that as organisations continuously develop and implement change on their safety journey; placing particular emphasis on plant safety, reliability and human behaviour in order to achieve the target of zero accidents. A focus on safety is the number one priority for companies, and both manufacturers and suppliers are developing innovative and effective solutions in these areas.

30 & 31 OCTOBER 2016 • HILTON DOHA • QATAR

Under the Patronage of H.E. Sheikh Abdullah Bin Nasser Bin Khalifa Al Thani, Prime Minister and Minister of Interior of the State of Qatar SPONSORS & SUPPORTERS

SPEAKERS

Conference Highlights The Regulatory Environment and Safety Standards Construction and Safety in the Workplace Crisis Management How to Develop and Sustain Process Safety Leadership Improving Workforce Competence Managing Mature Assets Safely: How best to triage and leverage your data Frontiers in Plant Safety - Novel and Distinctive Approaches Making Safety Communications More Vital

For Sponsorship & Exhibition Opportunities or to Register please contact us on: Tel: +971 (0) 44214642 or Email: office@europetro-me.com

www.gulfsafetyforum.com

MIDDLE

EAST

CONCRETE

&

PMV

E V E N T

LIVE

F O C U S

Middle East Concrete & PMV Live MIDDLE EAST Concrete is the only event dedicated to concrete in the region. The event promises to connect professionals with leading global suppliers of high-quality concrete and precast machinery, chemicals, consultants, and a range of other products and services. Co-located with The Big 5 International Building & Construction Show and PMV Live at the World Trade Centre in Dubai, the event will have thousands of innovative and groundbreaking technologies on display, as well as revolutionary ideas showcased by more than 400

E V E N T

D E TA I L S

WHEN: 21-24 November, 2016 WHERE: Dubai World Trade Centre, UAE WEBSITE: www.middleeastconcrete.com www.pmvlive.com www.thebig5.ae

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exhibitors from 30 countries; including 36,000 international participants searching for products that can save money, energy, reduce emissions, and minimise waste. Middle East Concrete will provide invaluable insights and education on the latest industry trends over four days of networking.

construction vehicles, consultants, and a range of other products and services.

GET YOUR FREE TICKET AT

The Big 5 International Building & Construction Show provides the opportunity to capitalise on the $194 billion construction market in the GCC. Last year, the Show attracted a recordbreaking 73,584 participants with this year promising much of the same; bringing you closer to more decisionmakers, opportunities and leads than ever before.

www.middleeastconcrete.com/reg PMV Live is the most important heavy machinery event in the Middle East.

The event will connect professionals with leading global suppliers of highquality heavy construction machinery, plant equipment, commercial and

GET YOUR FREE TICKET AT

www.pmvlive.com/reg

21-24 November 2016 Dubai World Trade Centre EXHIBITION. DEMONSTRATION. EDUCATION.

THE LARGEST INFRASTRUCTURE & CONSTRUCTION MACHINERY EVENT IN THE MIDDLE EAST • Acquire new business and maintain existing clients by exhibiting at the largest infrastructure and construction machinery event in the Middle East • Stand out amongst your competitors with our tailored sponsorship opportunities • Save time by connecting with more than 32,500 current and potential clients over four days • Make use of multiple free marketing opportunities as soon as you join as an exhibitor Audited by:

Co-located with:

Speak to Firas on how to grow your business: Firas Abou Ltaif FirasAbouLtaif@dmgeventsme.com +971 (0) 4 445 3655

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but pean Union, tal of the Euro e of de facto capi ce with som tal may be the ical significan Belgium’s capi splendour tal and polit its continen architectural riences and complements ed dining expe refin t mos Europe’s

figu res Fac ts and Brussels

ew Staff Writer: Matth

Belgium h French, Flemis tres 161 square kilome Area: (2012): 1.2 million Population

Country: Languages:

Brussels to gs familiar surroundin sed to of cultural rson - as oppo not be the the businesspebut as you explore its russels may is certainly the politician of quaint side largest but ties, a host most food and 19 municipali one of the of the best capital cities streets, some Europe, and seemingly significant nting ts in prese e, outle ecture drink in Europ anding archit bridging endless outst for visitors a central hub cal and tourist agendas. awaits. ing region ’ French speak ing more business, politi centre and ‘de facto Primarily a r , its Flemish is becom As the majo - although no surprise European Union ly as s the of l come it atical capita the prevalent as such autom an ed centre of city positioning that the assign is prepared for the m’s biggest makes Belgiu of multicultural, European Unionnationalities from the most enigmatic array multi-faceted of l g it not arriva l and nent, makin t of multilingua unding conti location to host with the exten r than most surro priate influences, only an appro e political events, al visitors higheyear round. profil internation all high laid back cities such nental grace the most the most Benelux other conti but also to d, tariat of the indee be secre or t; the could As you foreign touris traveller.

HQ as well, ess Brussels is and NATO’s curious busin thinking that forgiven for from the kind tly separated subsequen

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its ...as you explore host a 19 municipalities, streets, of quaint side food best some of the in and drink outlets gly seemin Europe, and ding endless outstan awaits architecture

Euro its to some of Currency: Compared UTC+1 ng capital cities on and Time zone: neighbouri +32 likes of Lond Dialling code: including the lling to Brussels .be Paris - trave Internet TLD: Oceanic cheap, but is relatively Climate: its intercity the lure of st recorded es from Highe deriv ns 38.8 °C re: connectio temperatu ncy and be.brussels charm, efficie r ite: rathe Webs uniqueness y cost. the likes of than simpl ional link to ne Utilising the act as an addit , Paris, Colog erdam rail, Amst and metro London, much like in and Frankfurt. the European of an ons London, is As the core such locati in s between price , experience atically Union tly and dram itself, and the are subsequen to leave plenty to ey order initial journ city’s reduced in less indulge in the ots. the city is no left over to r. tions and hotsp relaxing eithe accommoda g from place to place bly movin Argua When system is est city, its metro e hopBrussels’ great within the to-us by an easyappeal as a supported which is once and bus system central hub on-hop-off price point for rous from a realising again gene meeting point llers when vital l trave of view, while you’re ultimately continenta the rest of g the most that the roads is its links to Airport actually amon e and els avoiding are Europ Europe. Bruss are across both of Brussels congested and the Port three main ica.

North Amer ted by lemen then comp turn, also ns which, in train statio WWW.EMEO

K U W A I T

A cultural gem among a region of westernised grandeur, Kuwait is certainly no worse off for its indigenous focus, and has plenty to offer the wider world as a consequence

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Kuwait

Kuwait hile not the driving force behind the recent Middle Eastern economic rise, Kuwait has - in its own quiet and indigenous way - become a small oasis of culture and authenticity for those who visit its desert-dominated shores.

It hasn’t got the glitz and glamour of Abu Dhabi or the tourist appeal of Dubai but what it does have in common with those two thriving cities is wealth.

A vast unfathomable amount of wealth generated through oil - of course - has been the driver behind the country’s rise to prosperity over the years, helping it ride a wave of regional invasion and national turmoil, to come out the other side as a still lucrative option for international investors.

As such, the extent of business

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travellers crossing its borders each year has encouraged a complete development of its cities - especially the capital, Kuwait City - and the subsequent rise of tourist hotspots and infrastructure within them.

“Kuwait remains an oasis in a land of desert plains, and has excellent museums, a fine souq and a corniche of combed beaches and lively restaurants.

It all adds up to what could be the Gulf’s most intriguing destination,” Lonely Planet indicts.

Once again though, the appeal when walking around said cities doesn’t derive from a typical westernisation or commercialism, but from a natural indigenous feel unseen across the rest of the region; enjoyed - albeit in soaring Arabian Peninsula temperatures - by more and more visitors each year.

The extent of business travellers crossing its borders each year has encouraged a complete development of its cities

Comprising nine cities in total, any perceived difficulties in getting from place to place are quickly allayed when realising that it is one of the smallest countries in the world in terms of land area, and the majority of that land is desert.

In terms of urban hype, it is largely saturated to the East coast looking out to the Persian Gulf, with nearly all cities within an hour of each other.

The time between each of them is aided by an extensive and modern highway network which compensates the rail void and acts as the foremost mode of transport when in the country.

Buses are on hand for those who don’t have their own

Languages: Area:

Arabic 17,829 square kilometres Population (2015): 4.2 million GDP (2014): $283.976 billion Currency: Kuwaiti Dinar Time zone: UTC+3 Dialling code: +965 Internet TLD: .kw Highest recorded temperature: 54.4°C

cars (or drivers) which also cross borders to other Gulf States in some circumstances.

In terms of getting to Kuwait in the first place, Kuwait International Airport is the principal hub, while from a trade perspective the country also boasts one of the largest shipping industries in the region; enforced and managed by the Kuwait Ports Public Authority across the numerous harbours along the coastline.

For the business traveller, however, wheels - and air conditioning - are the call of the day, but there is never too much time to get completely comfortable before reaching your destination soon after.

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