EME Outlook - Issue 9 by Outlook Publishing

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DANFOSS HPP 30 Addressing the critical need for a sustainable solution to water scarcity

EMIRATES SEMBCORP 38 Innovating one of the worldâ&#x20AC;&#x2122;s largest hybrid desalination plants

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DELTA FOOD INDUSTRIES 56 Establishing trust and credibility among an increasing network of partners

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ALMACO GROUP 66 Flexible, sustainable and cost-effective pre-assembled accommodation

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EDITORIAL

Having merged the European and Middle Eastern sectors of multi-sector industry in recent months, it seemed apt to set the scene for the latter as we branch into an exciting phase of the publication’s development. Where better to start than taking a delve into, arguably, the hub of financial progression in the Middle East; a still emerging Emirate symbolic of the growing international influence that the wider region continues to enjoy. As one of the most modern hotspots lighting up the planet since the turn of the century, the economic potential for Dubai has always appeared boundless, but the effect that the city is now having on the rest of the UAE, the Middle East as a whole, and even its African and Asian neighbours is elevating it to the position of ‘Islamic finance hub’. Taking the mantle from Malaysia - who similarly capitalised on the Asia-Pacific region’s lucrative emergence in the 1990s - Dubai’s current success is analysed in this month’s issue in accordance with its new PPP Law set to boost FDIs and private sector investments, in the lead up to Expo 2020. Outside of Dubai, and the thriving Islamic finance sector is explored even further via a glance towards December’s World Islamic Banking Conference, while Sayd Farook and Blake Gloud of Middle East Global Advisors take a more pigeon-holed look at the global aviation sector’s utilisation of Islamic finance’s undoubted potential. Moving into our showcasing section, and we bridge the Middle East-Europe gap with a healthy balance of industry leading businesses sharing an array of expertise from numerous sectors; Delta Food Industries and Emirates Semcorp Water & Power Company representing the former before veering towards a stellar Scandinavian selection from the latter. Danfoss HPP from Denmark, Finland’s Almaco Group and Norwegian pay-TV network, RiksTV cover the energy, construction and entertainment domains respectively to ensure that all bases are covered. Finally, we both hail and dampen eBay’s recent 20th birthday celebrations, looking into the evolution of the ecommerce pioneer, and the decisions that have moulded its current market status. Matthew Staff Editorial Director, Outlook Publishing Enjoy the issue! DANFOSS HPP 30 Addressing the critical need for a sustainable solution to water scarcity

EMIRATES SEMBCORP 38 Innovating one of the world’s largest hybrid desalination plants

EME OUTLOOK ISSUE 09 A L S O

F E A T U R I N G :

DELTA FOOD INDUSTRIES 56 Establishing trust and credibility among an increasing network of partners

R I K S T V

E B A Y

ALMACO GROUP 66 Flexible, sustainable and cost-effective pre-assembled accommodation

G U L F O O D

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

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

BUSINESS Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com Sales Managers: Eddie Clinton eddie.clinton@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com Project Directors: Donovan Smith donovan.smith@outlookpublishing.com Arron Rampling arron.rampling@outlookpublishing.com Project Managers: Callum Philp callum.philp@outlookpublishing.com Jake Megeary jake.megeary@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Sammy Wilkinson sammy.wilkinson@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...

ENERGY & UTILITIES

38 NEWS

MIDDLE EAST GLOBAL ADVISORS Islamic Finance Takes Flight

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

Countering turbulence in the regional airplane financing market

ONLINE RETAIL Happy Birthday eBay

Celebrating 20 years of leading the online shopping experience

Addressing the critical need for a sustainable solution to water scarcity

EMIRATES SEMBCORP WATER & POWER COMPANY Meeting Rising Demands with Rising Capacities

S E C T O R F O C U S

Winston & Strawn analyse the new PPP Law

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

GLOBAL PROCESS SYSTEMS A Culture of Accountability

Reacting to change in the oil & gas industry

THE EUROPEAN SUPPLIERS OF WASTE-TO-ENERGY TECHNOLOGY (ESWET) Turning Waste into Opportunity Energising Europe’s waste solutions from the very top

NIJHUIS INDUSTRIES Solid Solutions in a Fluid World

E V E N T

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

F O C U S

WORLD ISLAMIC BANKING CONFERENCE

GLOBAL OIL & GAS MIDDLE EAST AND NORTH AFRICA EXHIBITION AND CONFERENCE

DELTA FOOD INDUSTRIES FZC High Value, Premium Quality, Best Price

Establishing trust and credibility among an increasing network of partners

Innovating one of the world’s largest hybrid desalination plants

Recovering value out of waste, turning a cost centre into a profit centre

56 FINANCE Dubai’s New Financial Outlook in the Build-up to Expo 2020

RIKSTV Championing the role of Local TV aggregator

DANFOSS HPP Revolutionising Sustainable Water Usage

F O O D & D R I N K

Unique local content for the Norwegian pay-TV market

T E C H N O L O G Y

Advancing Islamic finance to the digital age

An opportunity to learn about the latest regional oil & gas products, technologies and services

GULFOOD

The world’s biggest annual food and hospitality show

ALMACO GROUP Innovative, Modular Living

Flexible, sustainable and cost-effective pre-assembled accommodation

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S H I P P I N G & L O G I S T I C S

Abu Dhabi Ports Aligned with 2030 Vision Abu Dhabi Ports’ CEO is targeting double-digit growth amid falling oil prices in order to handle more cargo and increase capacities for the long-term future In an interview with Gulf News, the Chief Executive Officer of Abu Dhabi Ports has said that the organisation will target double-digit growth in the coming years, with plans to increase the capacity at Khalifa Port to handle more cargo. “We are looking at all of the trade and how to support the trade. In the container business we have a solid

growth. We are investing in new cranes and increasing the capacity in Khalifa Port to reach 2.5 million TEU (Twenty Foot Equivalent Unit) capacity,” said Captain Mohammad Juma Al Shamisi on the sidelines of the recent Seatrade Offshore Marine and Workboats Middle East conference in Abu Dhabi.

“We are trying to be ahead of the game in terms of having the right infrastructure to support the economy of Abu Dhabi and in line with the vision 2030,” he said explaining that the double-digit growth target had been decided on with due consideration of the tough global economic situation created by the falling oil prices and slowdown in the Chinese economy. “It will not be a wise thing if we ignore what’s happening globally, especially in relation to lower oil prices and the China situation. When I say double-digit, it is tough but it is our ambition. We want to sustain our growth.” When asked about falling oil prices and how port operations are impacted, he said they are trying to adapt to the market and do things differently. “We’ve been through this before. It is a tough period. We are trying to lower operation expenditure and invest in technology.” Shamisi said 10 new companies will be starting their operations in Kizad (Khalifa Industrial Zone Authority) in the next six months and a new cruise terminal at Mina Zayed will be ready by the end of the year. Abu Dhabi Ports control three international ports; Khalifa Port, Mina Zayed and Musaffah port. The Company is linked directly to more than 100 global ports and is expected to contribute Dh49.6 billion to the Emirate’s GDP by 2030 and help to create more than 100,000 jobs. More than 200 companies took part in the three-day Seatrade Conference held at Abu Dhabi National Exhibition Centre in late October, with the drop in oil prices and the impact on sea trade dominating the discussions.

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R E TA I L

Majid Al Futtaim Named Official Partner of World Retail Congress 2016 Majid Al Futtaim, the leading shopping mall, retail and leisure pioneer across the Middle East and North Africa (MENA), has been announced as the official partner of the World Retail Congress 2016. The 10th edition of the Congress, which is the world’s largest retail event, will be held in Dubai under the patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, and Ruler of Dubai. It will be the first time the event will be held in the Middle East. Alain Bejjani, Chief Executive Officer, Majid Al Futtaim Holding said: “We are excited to have the opportunity to partner with the World Retail Congress and Dubai

Chamber of Commerce to make 2016, the 10th anniversary of the World Retail Congress, an event that truly reflects the innovative thinking and pioneering spirit that Dubai is known for. “Working closely with the Government to bring the World Retail Congress to Dubai is a reflection of Majid Al Futtaim’s commitment to help drive investment into Dubai and MENA markets, while boosting Dubai to become the world’s number one retail

O I L & G A S

Iran to Attract International Oil Companies Back with Promises of Riches According to Sean Evers, Managing Partner of Gulf Intelligence, Iran is trying to attract international oil companies back with promises of riches under a new petroleum contract. Due to be officially unveiled in London in December this year, the terms of the new Iran Petroleum Contract (IPC), as it has been called, have been leaking out in recent months to whet the appetite of potential investors. It is set to replace the traditional buyback scheme, which was first introduced in the 1990s in an attempt to bridge the gap between

Sean Evers, Managing Partner, Gulf Intelligence

the country’s need to attract foreign oil & gas companies, and a ban on private and foreign ownership of natural resources under the Islamic republic’s constitution. Unlike the short nature of the buybacks, the IPC model will offer extended contract duration of 20-25

destination. We are confident that World Retail Congress 2016 will be the biggest and best yet.” The arrival of the event in Dubai will be a major milestone in the evolution of the Emirate’s retail landscape. It will also create a platform for retail leaders across MENA to come together to share new thinking, showcase the region’s potential in the sector, and continue to attract both local and international investment. years, allowing for much longer cost recovery after first production. On top of this, there will be a risk-reward element linked to the complexity of fields that pays companies higher fees for ‘very high risk’ onshore and offshore fields compared with ‘low-risk onshore’ fields. The IPC is also designed to take advantage of foreign companies’ marketing expertise and give Iran access to their supply network to find an export market, in particular at a time when the Islamic republic has lost some market share. Overall, the increased flexibility and improved terms offered under the IPC will provide some incentive for foreign investors to consider a return to Iran’s oil & gas sector if and when sanctions are lifted. However, challenges remain.

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S H E A LT H C A R E

Novo Nordisk to Build Insulin Manufacturing Plant in Iran

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

“Better Risk Management was Needed” to Avoid VW Scandal Volkswagen’s industrial-scale emissions fraud could have been better assessed using state-of-theart scenario modelling, according to leading risk management Company, Russell Group. The UK-based Group, which provides software and services to the global insurance industry, says the use of cheating software in VW’s diesel cars to deceive emissions regulators is a classic case of an ‘unexpected’ event; one that shrewd risk analysis should have foreseen. Managing Director, Suki Basi said even the most unlikely conspiracy, such as the ‘defeat devices’ embedded in 11 million Volkswagen and 2.1 million Audi cars worldwide, can be factored into risk modelling. “It is far from inconceivable that emissions control-manipulating software in engines would be used on an industrial scale to hoodwink investigators,” explained Basi. “The commercial consequences of non-compliance with vehicle emissions regulations certainly gave an incentive to cheat and ‘game the system’ in VW’s favour.”

With around nine percent of the population suffering from diabetes, Iran represents a huge market for the local production of insulin. The proposed Novo Nordisk FlexPen plant seeks to answer this local demand, and the Danish drug maker has already committed approximately $78 million to build a manufacturing plant here over the course of the next five years. “Presently, around 65-70 percent of the insulin requirements are imported into Iran, so it makes absolute sense for manufacturers to explore setting local manufacturing facilities to cater to this huge market,” commented Y.S. Shashidhar, Partner & Managing Director of Frost & Sullivan South Asia, Middle East & North Africa. “Foreign entities should in fact explore tie ups with local manufacturing facilities and groups in order to gain access to the local distribution network. The government is also providing tax exemptions for setting up pharma units that can cater to the local demand as well as focus on export markets, as Iran is pushing to be a major player in the regional market,” he added.

R E TA I L

IKEA Tests New Retail Format in the UK In November, IKEA opened its first order and collection point in the UK. The new store in Norwich, Norfolk aims to make shopping more convenient and increase customer reach across the UK. Gillian Drakeford, IKEA UK Country Manager said: “...Our customers are also telling us that with 18 stores in the UK, we are often too far away. Order and collection points give us the opportunity to trial new ways of being more accessible to our customers. “We will start by testing this new format in Norwich. We already have an established online presence in this market but currently our customers in Norfolk have to travel more than two hours to our Lakeside or Milton Keynes stores to see the product range and get planning and design advice. By introducing an order and collection point in this market, we are hoping to bridge the gap between online and in-store shopping and offer customers a more personal service locally.”

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

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

KONE Emerges a Leader in Climate Change Reporting

Europe Leads Sustainability Practices through Low Carbon Manufacturing New analysis from Frost & Sullivan, ‘Technology Trends Impacting Low Carbon Manufacturing’, reports that strong government intervention has made European countries a leading force in greener manufacturing technologies, including low carbon techniques that offer significant long-term cost benefits. As the disastrous implications of global warming become clearer, the worldwide community has begun corrective actions in earnest to create a low carbon economy. A major part of these efforts involve the propagation of low carbon manufacturing technologies and

techniques, which not only reduce the effects of global warming but also offer tremendous cost benefits in the long-term.

KONE has been recognised as a world leader for corporate action on climate change, gaining a position on the Climate Performance A List by CDP. The Company also received the best possible climate disclosure score of 100 in the CDP Nordic report 2015. Only two Nordic companies out of 205 achieved the 100A score. “We are extremely proud to have received such an admirable score... This achievement reflects our uncompromising commitment to improving environmental excellence throughout our organisation and across the entire value chain, and brings us another step closer to our aim of being the leader in sustainability in our industry,” said Hanna Uusitalo, Environmental Director at KONE.

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

District Energy: the Smart Route to Urban Efficiency Danfoss and other Scandinavian frontrunners unveiled new concepts and technology for the next generation of district energy solutions at October’s Nordic Efficiency event in Paris. The event formed a crucial part of the World Efficiency Conference, warming up to COP21 in December. “Today, about 13 percent of the heat demand in Europe is covered by district energy. When we consider that about three-quarters of the European population lives in dense urban areas ideally suited for district heating and cooling, the potential of increasing the use of district energy is huge,” said Jan Eric Thorsen, who represents the Danfoss Heating Segment Application Centre.

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

Nijhuis Industries Introduces its Latest Innovations at Aquatech During this year’s Aquatech Amsterdam, held between 3-5 November, Nijhuis Industries introduced a record number of innovations to the water and wastewater industries; including a revolutionary intelligent containerised system and the latest Q-System.

“Reducing the amount of water in use by reusing treated effluent or process water, and by recovering valuable resources from waste and wastewater, industrial and municipal customers can turn their waste and wastewater from a cost centre into a profit centre,” says the Company. The Company is also released a record number of solutions for resource recovery, including its award-winning anaerobic solution and the revolutionary GENIAAL system.

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

TELL US YOUR STORY

AND WEâ&#x20AC;&#x2122;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 390,000 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 Publishingâ&#x20AC;&#x2122;s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for free, in one of our upcoming editions.

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I S L A M I C

F I N A N C E

T A K E S

F L I G H T

Islamic Finance Takes Flight Dr. Sayd Farook and Blake Goud of Middle East Global Advisors looks into the notable transactions indicating how Islamic capital markets and non-bank sources of Shariah compliant capital could grow Writers: Dr. Sayd Farook, CEO, & Blake Goud, Research Director, Middle East Global Advisors he oil price volatility since the middle of 2014 has created turbulence in the airplane financing market in the Middle East. In February, 2015, Reuters carried a story about how Gulf banks were helping to ‘underwrite’ the regional airplane boom but by October, a Gulf News article carried an article about a ‘cautious outlook’ in the same sector. As a result of the bumpy ride in sentiment recently, there is an increased need for airlines to diversify their airplane funding needs beyond regional banks who provided about two-thirds of the funding. The primary reason for the 180 u-turn in bank appetite for airline finance is that the oil price is no longer being seen as a temporary phenomenon but is becoming more entrenched. The IMF’s Regional Economic Outlook for the Middle East and Central Asia released in October, 2014 was premised on oil prices of $102/bbl (billion barrels of petroleum liquids)

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for 2014 and $99/bbl for 2015. During October, Brent crude traded at $85/ bbl and fell to $45/bbl by February. By contrast, the IMF’s most recent outlook presumes $51/bbl in 2015 and $50/bbl in 2016. During the window that opened up for airline deals before oil prices fell, several significant Islamic financing transactions opened up avenues for diversification of funding sources. A few of these transactions are particularly notable as indication of how Islamic capital markets and nonbank sources of Shariah compliant capital could grow; especially if bank sources dry up or become less favoured by regional banks.

Notable transactions

The first notable transaction dates to 2013 when Emirates issued a 10-year amortising sukuk that was a notable departure from previous sukuk which were based more on leasing (ijara) structures using tangible assets like an ijara sukuk issued by AirAsia in 2008. Emirates’ first sukuk in 2005 was a musharaka (partnership) structure used to construct its engineering centre and head office; it didn’t even include airplanes. Later sukuk from the likes of AirAsia and GE Capital that did include financing of airplanes were based on the ijara structure. The Emirates Medjool sukuk used a wakala structure where the investors’ funds were used to purchase the rights to travel, measured using Available Tonne Kilometres (ATKM); an industry

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I S L A M I C

F I N A N C E

T A K E S

measure. The ATKM were sold by Emirates to the SPV and Emirates was appointed to serve as the agent for investors and sales of the ATKM were used to fund the periodic payments. At maturity, Emirates purchased the unsold ATKM to redeem the sukuk. In November, 2014, flydubai followed Emiratesâ&#x20AC;&#x2122; lead with its own $500 million wakala sukuk using ATKM as the asset. The uniqueness of the Emirates structure was that it incorporated intangible assets via an agency agreement which has become a more common way to structure sukuk, particularly for asset-light issuers. Most airlines are not asset-light in the sense that they lack tangible assets in their business but many rely on leasing arrangements to finance their acquisition of new planes. Therefore, having a Shariah compliant structure that can facilitate financing, without passing beneficial ownership over the planes themselves, increases the flexibility for airlines. The following year, another relatively rare structure (for Islamic finance, not for the airline sector) was used by Export Development Canada which provided financing to Ibdar Bank in Bahrain and Palma Capital in Dubai to purchase four Bombardier planes to lease to Ethiopia Airlines. The unique aspect of this transaction was the ability for an export credit agency to be comfortable with a Shariah compliant structure. In an environment where regional banks in the GCC are shying away from rapid growth in new airplane financing, having export credit agencies from other markets be able to support financing adds another source of financing. The two forms of financing structures described above were combined in a novel way earlier this year when Emirates issued another sukuk for $913 million to fund airplane purchases. In addition to the use of

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F L I G H T

Airbus is just one of the global airline heavyweights exploring the potential of Islamic finance

intangible assets (ATKM), the sukuk had a forward lease structure to prefund the purchase of airplanes and carried an export credit guarantee from UK Export Finance, the UKâ&#x20AC;&#x2122;s export credit agency. Again, like the Ibdar Bank-Palma Capital transaction with EDC, the use of an export credit agency helps to broaden the sources of financing to investors who would otherwise not invest in Emirates debt. Finally, earlier this year, Saudi Arabian Airlines agreed to the largest airline deal using Islamic finance for planes worth $8.2 billion at list prices. The financing comes from the International Airfinance Corporation, a plane-leasing fund set up in 2014 with $100 million in equity provided by

Islamic finance is an appealing option for domestic and international operators, alike

Airbus and the Islamic Development Bank that expected to raise $1 billion in equity and reach $5 billion in combined debt and equity over two years. The participation of the AAA-rated Islamic Development Bank in the fund is likely to increase the appetite of investors and allow for better diversification of funding than would be possible by the airline on its own.

Development of sukuk

As the low oil price environment continues - there is little to suggest that the supply glut that is driving today’s low prices will dry up soon there will be more pressure for airlines to diversify their funding sources. Relying on Islamic banks and their more liquid balance sheets provides one avenue but they are seeing their liquidity reduced by government withdrawals of deposits and in any case cannot be expected to fill the entire funding needs for Gulf carriers. Based on current list prices, the order book is $100 billion for Emirates, $57 billion for Qatar Airways and $28 billion for Etihad Airlines. In comparison, Al Rajhi Bank, the largest Islamic bank in the world according to the WIBC Leaderboard, had assets of $82 billion at the end of 2014. Islamic capital market transactions and export credit agencies providing financing directly or through sukuk guarantees offers a way to diversify funding sources and also introduces Islamic finance to investors who would not otherwise consider it. One market where sukuk has rarely been issued is the US which has a sophisticated airplane finance market of equipment trust certificates (ETC) and enhanced ETCs (EETC). The US market has not been entirely left out of the picture, however. GE Capital issued a $500 million sukuk in 2009 which was redeemed and not reissued in 2014. The GE Capital sukuk used conventional airplane leases as the underlying assets.

Blake Goud, Research Director

“Islamic capital market transactions and export credit agencies providing financing directly or through sukuk guarantees offers a way to diversify funding sources and also introduces Islamic finance to investors who would not otherwise consider it”

Dr. Sayd Farook, CEO It was an outlier coming at a time when GE Capital’s access to finance was stressed after the financial crisis, but there remains a possibility for sukuk to be used to finance the purchase of US-made airplanes. Boeing - which has orders from all three of the largest Gulf carriers - previously expressed interest in airplane sukuk, but has not been as proactive in the market as Airbus has and no sukuk has materialised. One headwind for Boeing compared to Airbus and Bombardier is the more uncertain status of export credits with the Export-Import Bank being shuttered at the end of June, 2015 because of political disputes over reauthorising its charter. Even if it is reauthorised, the politicisation of its activities and the ongoing dispute between US airlines and Gulf airlines could hinder the development of sukuk using a similar structure to the Emirates-UKEF sukuk. This leaves Europe and Canada as the most likely market for further airline sukuk, especially since these markets have both airplane manufacturers and governments willing to provide guarantees to Shariah compliant transactions.

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E B A Y â&#x20AC;&#x2122; S

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A N N I V E R S A R Y

Happy Birthday In September, 2015 eBay commemorated 20 years of online auctions; but underneath the grandeur of its celebrations the Company is facing a very different market without its prized asset, PayPal Writer: Emily Jarvis

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eBay!

nline marketplaces have grown to new heights in the past decade, with one the first websites in the history of online auctions, eBay leading the way since 1995. Celebrating its 20th anniversary in September this year, eBay now has more than 25 million sellers and 157 million buyers, making it one of the biggest ecommerce companies in the world. Hundreds of thousands of these individuals are business owners who have utilised the platform as a marketplace for their goods. Moreover, according to a Company spokesperson, there are more than 2,000 millionaire sellers on the platform in the UK alone. “Over the past 20 years, eBay has developed a completely unique website; an entirely different retail platform that has revolutionised the industry. It led the way forward for both online shopping and selling by showing how easy it could be,” said Robert Mead, Marketing Manager at Parcel2Go.com, a Company that specialises in helping eBay sellers to source cheaper alternatives for parcel delivery.

AuctionWeb

eBay started its life as an auction site created by computer programmer, Pierre Omidyar who launched AuctionWeb on Labour Weekend in 1995 as a site “dedicated to bringing together buyers and sellers in an honest and open marketplace”. Created as a platform to sell a broken laser pointer – which was subsequently bought by an individual who collected such items – the site offered users a new shopping paradigm that resembled a live auction experience and revolutionised the market, allowing ordinary people to buy and sell items at a discount. After changing its name to eBay in 1997 - as Omidyar’s consulting group,

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20 E B A Y ’ S

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A N N I V E R S A R Y

eBay will continue to look at ways to create a winning strategy, without the support of PayPal

200,000

businesses in the online space, utilising the new technologies at the time to capitalise on this emerging market. “No longer a website just for people Businesses to auction second-hand items, eBay has evolved into a thriving online currently trading marketplace where everyone from through eBay large businesses to sole traders can sell their wares, and has even become a place where start-ups can find their Echo Bay Technology Group discovered footing amongst giant retailers,” added Mead. that the ‘Echo Bay’ domain name was already taken – the Company quickly The UK has proved to be the most demonstrated its serious attitude to lucrative market for eBay, with more business, holding its own against rising than half of the small online retailers competition from major ecommerce on the site taking advantage of international shipping options and sites such as Amazon and Yahoo! Auctions. Inspired by eBay and these exporting goods to four or more other first visionaries, many likeminded different countries. Consequently, the UK site has played a key part in entrepreneurs also became keen to launch their own international enabling firms to become exporters

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without the costs and infrastructure that are usually required to trade internationally. “We’re working hard to ignite the entrepreneurial spirit of small businesses by providing them with the tools and the flexibility to export millions of British goods abroad, despite lacking the infrastructure of a traditional exporter. “Selling can be very easy to do on eBay and for many businesses, it’s changed their lives,” noted Sarah Calcott, eBay UK’s Director of Operations.

Convenient delivery

eBay has raised people’s expectations when it comes to delivery from an online retailer; rising to meet the needs of the emerging convenience-culture.

Mead highlighted: “Many eBay sellers will often lower the valuation of their products in order to stand out from larger retailers, however this may result in them compensating with delivery charges, or at least offering cheaper and more expensive options depending on speed and the buyer’s preference. “Some sellers may even rely on delivery charges as an extra small source of income in addition to their sales. And in order to ensure that these high standards of retail are maintained, there has been an influx of courier companies, dedicated to ensuring that parcels arrive quickly and in one piece.” These new carriers are pioneering new forms of delivery, from PUDO (pick-up drop-off) shops to locker deliveries; all based around making the process as seamless and convenient as possible for the customer. As demand grows for faster delivery options, sellers on eBay will be expected to do more to ensure that delivery matches the high standards of the wellestablished competing retailers. eBay has set the trend for a

Devin Wenig, President & CEO, eBay

fully-flexible value chain stemming from the supplier to the consumer, revolutionising the selling process by simplifying delivery and invoicing, and implementing a review and feedback system that alerts the seller to the safe receipt of their parcel; giving both the business owner and customer more control.

PayPal split

For 14 years, eBay has been supported by its electronic payment arm,

PayPal and in 2014, both companies announced their dramatic split in reaction to changing market demands and shareholder pressure, creating different strategic priorities for the two entities. Having traded together since eBay bought PayPal in 2002, the payment Company has long been eBay’s fastest growing subsidiary, handling huge amounts of money for the site globally. While the two are now both individual Companies listed on the stock

“eBay is a special company because of the amazing array of people who sell on our marketplace. Extraordinary people doing extraordinary things” – Devin Wenig, President & CEO, eBay

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20 E B A Y ’ S

2 0 T H

A N N I V E R S A R Y

18 million

eBay has 18 million website visitors every month

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exchange, PayPal continues to be the main payment provider for eBay, with no expected change for its customers. The main reasons dictating the split came down to how to form the right strategy to best compete with up-and-coming rivals such as Apple and Android Pay. With the landscape for online payments continuing to grow rapidly, PayPal hopes to find new focus in staying ahead in the mobile payments market. Moreover, according to the Telegraph, parting ways was designed as a way to “unlock extra value overnight”, forcing investors to appraise them separately. “PayPal was valued at just US$1.5 billion when eBay bought the Company in 2002, but its steady growth over the past decade has catapulted that valuation to north of US$50 billion. This is a figure that is

hardly reflected in eBay’s US$69 billion market capitalisation,” the Telegraph’s US Business Editor, Katherine Rushton said. It is this point that forms arguably the best reason for the separation; they are both very different businesses that are now operating in very different markets, each with their own set of strategic priorities to remain competitive. Reportedly, PayPal’s revenues are increasing at around twice that of eBay’s, with annual growth of 19 percent, compared with the online marketplace’s 10 percent. Rushton continued: “The carve-up will allow each business to focus on what is best for them, rather than best for the larger Group...Earlier this year, PayPal’s Co-Founder, Elon Musk and former Chief Executive Operating Officer,

“We... marked eBay’s 20th anniversary and made progress on executing our strategy to reposition the company to deliver stable and profitable long-term growth” – Devin Wenig, President & CEO, eBay

Devin Wenig, President & CEO, eBay

David Sacks – neither of whom remain in the business – predicted that PayPal could be worth more than US$100 billion if it were allowed to go it alone.”

Consolidation

From the recent data, it is clear that PayPal has outgrown its partner in quite a big way, with many market analysts expecting eBay to struggle without the support of PayPal. eBay too, is facing increasing competition from other online retailers, including Amazon, Etsy, Notonthehighstreet. com and other independent online boutiques all after a bigger piece of the ecommerce pie. Mead concluded: “There is no denying that eBay has been a hugely influential player when it comes to the retail industry. It has given numerous independent sellers the chance to build a viable business by selling their wares across the world, accessing a market that they would never have been able to in the past, further contributing to the boom of the global ecommerce industry.” Ultimately, if PayPal can look at new ways to innovate its business to stay ahead then so can eBay. Having been present in the market for the past 20 years, the organisation has the experience and trend-setting knowledge to create a winning strategy for the auction site; one that has been a springboard for the success of millions of other likeminded entrepreneurs.

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F O C U S

Dubai’s New Financial Outlook in the Build-up to Expo 2020 Stephen Jurgenson, Kilian de Cintré and Katharine Sonnerborn from the Dubai office of international law firm, Winston & Strawn analyse how the Emirate’s new PPP Law will boost private sector investments

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n the run-up to Expo 2020, the Emirate of Dubai published a new public-private partnerships (PPP) law in September 2015, designed to allow it to tap private sector funding and expertise to implement infrastructure projects in the Emirate. The PPP Law will come into force on 19 November, 2015 and is a welcome development. While PPP structures have previously been used successfully in the UAE in projects such as Zayed University in Abu Dhabi, and extensively in the power and water sectors in IPPs in Abu Dhabi and Dubai, market participants expect the PPP Law to generate significant project activity and to attract substantial interest from foreign investors.

Which projects does the new Law apply to?

Writers (L-R): Stephen Jurgenson, Kilian de Cintré and Katharine Sonnerborn; Winston & Strawn

The PPP Law is of deliberately broad application, stating that it will apply to PPP projects, “regardless of their type, form or nature of activity”, originated by Dubai government agencies subject to the general budget of the government. It may also apply to offbudget bodies with the approval of the Supreme Fiscal Committee. Power and water projects are, however, excluded from the scope of the PPP Law and will remain governed by existing legislation. The Roads and Transport Authority (RTA) was at the forefront of the PPP Law. The RTA’s Union Oasis Project, a five towers project above Union Square Metro Station, will be one of the first projects to use the new Law, with a tender deadline of April, 2016 announced. The Law may also be used for the expansion of the Al Maktoum International Airport, which with a $32 billion development budget, is anticipated, at the time of completion, to become the largest airport in the world. Dubai’s Expo 2020 will also offer numerous opportunities for the private

sector, such as the 14.5 kilometre Metro Route 2020 from the existing Nakheel Harbour & Tower station to the Expo 2020 site. The PPP model may well be used to procure such projects.

What will the impact of the PPP Law be on projects going forward?

The publication of the PPP Law indicates strong political support for publicprivate partnerships in Dubai, which is key to any successful PPP policy. This support, and the new approach that underpins it, is articulated succinctly in the Law which states simply that the aim is to encourage the participation of the private sector in the development of projects. Sitting behind this stated aim is a desire to enable the Dubai government to take advantage of private sector expertise, to ease the financial burden and financial risks of capital intensive projects on the government’s budget and to offer (and evidence) the best value for money to the community. This new policy is a very welcome initiative; a strong relationship between the Dubai government and the private sector will be key to address the infrastructure needs of the Emirate over the medium and long-term.

What impact does the PPP Law have on bidding processes?

The PPP Law describes a transparent bidding process led by the relevant government agency. It explains that submitted offers will be evaluated by the Partnership Committee, an internal committee formed by the government agency for each project, with the project being awarded to “the most feasible offer technically and financially among the submitted offers”. It also allows bidding developers to form a consortium, and states that if this is done the offer should be made in the name of the consortium, unless specified otherwise in the invitation to bid.

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F O C U S

The PPP Law also sets out clear consequences for not following the rules of the process. Any offer received from sponsors not meeting the conditions contained in the invitation to bid will be rejected and if only one offer is submitted, or only one offer remains after other offers have been disqualified, the bidding process may be cancelled by the Partnership Committee. It should be noted, however, that government agencies do not need to follow a competitive tender process and unsolicited PPP proposals are possible.

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What are the requirements for government approvals and licensing?

The PPP Law sets out a sliding scale (by reference to total project costs) of requirements for Government approvals: • Projects with a total cost of up to $54 million to be incurred by the government agency through the partnership contract must be approved by that agency’s director general • Projects with a total cost of between $54 million and $136 million to be incurred by the government

agency through the partnership contract must be approved by the Department of Finance • Projects with a total cost in excess of $136 million to be incurred by the government agency through the partnership contract must be approved by the Supreme Fiscal

Committee

The PPP Law specifies that the project company must be licensed to operate in Dubai and contemplates that in most cases the project company must be a special purpose vehicle. The new Law does not specify whether the project

company must be incorporated as a local entity under the requirements of the UAE commercial companies law or whether it can be established as a free zone entity. Should it be permissible to establish the project company as a free zone entity, foreign investors should note that a key limitation of a free zone entity is that it is generally permitted to conduct business solely within its relevant free zone, therefore limiting this structure to PPP projects strictly contained in that free zone. The PPP Law does not relax requirements requiring local

â&#x20AC;&#x153;...foreign investors should note that a key limitation of a free zone entity is that it is generally permitted to conduct business solely within its relevant free zone, therefore limiting this structure to PPP projects strictly contained in that free zoneâ&#x20AC;?

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ownership of businesses established as limited liability companies (LLC), therefore it should be assumed that project companies incorporated as an LLC will have to comply with the so called 51/49 rule which prevents foreign investors from owning more than 49 percent of UAE companies; although it is possible for the constitutional documents of the LLC to contain certain provisions in order to protect the interests of a foreign minority shareholder. The PPP Law also provides that the government agency may hold an interest in the project company, which would impact the status of the project company under Dubai law, but does not specify the proportion nor the conditions of such participation.

30 years

Partnership contracts with government agencies can be entered into with a term of up to 30 years

The 14.5 kilometre Metro Route 2020 from the existing Nakheel Harbour & Tower station to the Expo 2020 site epitomises the private sector opportunities that are being opened up

Structural considerations

The Law allows for a wide range of potential PPP structures. It provides that BOOT, DBO, lease and concession agreements may be used together with any other structures approved by the Supreme Fiscal Committee. The relationship between the project company and the government agency responsible for the PPP project will be governed by a partnership contract. Key features of the partnership contracts are described in the PPP Law including the scope of works; ownership of assets and intellectual property rights; responsibilities for obtaining necessary approvals; offtake or service prices; rules on supervision of the project company by the government agency; environmental requirements; termination rights of the government agency and penalties imposed on the project company; and the transfer and decommissioning of the project. Private sector investors will also note that, while the Law does not

â&#x20AC;&#x153;Private sector investors will also note that, while the Law does not yet impose restrictions on finance sources, it does expressly state that the obligations under the financing arrangements will be borne by the project company aloneâ&#x20AC;?

yet impose restrictions on finance sources, it does expressly state that the obligations under the financing arrangements will be borne by the project company alone. The absence of restrictions on finance sources is a positive feature and should allow international sponsors to combine multiple sources of finance such as commercial lenders and export credit agencies.

Finally, the PPP Law provides that partnership contracts with government agencies can be entered into with a term of up to 30 years â&#x20AC;&#x201C; and, in some exceptional cases, longer â&#x20AC;&#x201C; from the date of signing the partnership contract. This is in line with practice for PPP projects elsewhere and should certainly allow for the private sector to raise long term finance and realise a return on its investment.

The future of Dubai

The PPP Law is a positive development that will certainly attract the attention of international investors with the many opportunities that Expo 2020 will bring to the Emirate. It is a detailed and clear legislation that offers the legal framework necessary for a successful PPP policy and is a step forward towards addressing the infrastructure needs of Dubai in the future.

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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 monthâ&#x20AC;&#x2122;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 weâ&#x20AC;&#x2122;ll tell the world. Matthew Staff, Editorial Director Tel: +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

D A N F O S S

H P P

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Revolutionising

Water Usage With the UN predicting a 55 percent increase in water demand by 2050, Danfoss HPP seeks to increase the reach of its high pressure water pump range to realise its potential solution Writer: Emily Jarvis • Project Manager: Josh Hyland

fter decades of research and development, Danfoss HPP (High Pressure Pumps) seeks to revolutionise sustainable water usage for a variety of applications through its high pressure pump systems that present one of the most cost-effective and reliable solutions available today for desalination, humidification, adiabatic cooling, cleaning and applications in the oil & gas industry. In just 10 years, around half of the global population is expected to live in water-stressed areas, with fresh water scarcity threatening health and prosperity in many parts of the world, and the UN predicting an increase in demand on this precious resource of 55 percent by 2050. This increasing pressure on traditional water management systems is driving many companies and individuals to find a sustainable solution to the problem. Moreover, water shortage is fast becoming critical to local farming and food production that also needs to be addressed in reaction to climate change.

“What started as a Danfoss Group project exploring opportunities to replace oil with water in hydraulic machinery quickly grew wings and transformed into something entirely different. We began researching applications which require the pumping of high pressure water; identifying reverse osmosis, ultra pure water and tap water as the three key areas that we could create meaningful products for,” explains Tommy Hansen, Vice President of Danfoss HPP.

Tommy Hansen, Vice President of Danfoss HPP

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D A N F O S S

H P P

NSM YOUR DEMAND – OUR SPECIALITY Specialising in the advanced machining of high resistant super alloys, including: • Hastelloy, inconel, super duplex, titanium, stainless steel As a preferred supplier to the offshore, medical, food and dairy and chemical industries, NSM is your partner, from the start of the R&D process, continuing with prototyping and testing and finally running production on our high tech and efficient equipment. • High quality, ISO 9001 certified • High tech robot operated CNC machining • 3-D measuring and documentation • Lot traceability • PPAP documentation • Six Sigma process mapping The Danfoss Axial Piston Pumps (APP) are designed for SWRO in-land-based and marine applications

Addressing a need

harshest environments, offering a In the late 1990s, Danfoss HPP was return on investment with minimal formed as a culmination of past maintenance required.” research and market experience Its current value-add product range coming together to address the now comprises high pressure pumps, world’s energy and utility needs. valves and isobaric energy recovery Hansen recalls: “It was important devices (ERDs) used for reverse for us to remember that our long R&D osmosis across a wide spectrum of process would result in a high potential applications in the oil & gas, tap water gain in the long-term. We took a and ultra pure water subsectors. chance and dedicated our time to finding ways to help the environment, Global growth which ultimately paid off.” With Europe representing around half Leveraging the wider Group’s global of its business, Danfoss HPP has been presence, corporate structure and working on growing its second, third experienced teams, Danfoss HPP and fourth largest markets in recent was able to deploy its new product years; namely the US, the Middle East range around the world; working with and Asia; with a concerted focus on some of the most aggressive fluids China. that can be pumped. “This is where In line with this, the Company is we have found our niche,” Hansen now looking to move its production adds. “For example, our ultra pure to bigger facilities to keep up with water applications are designed and demand, investing nine percent of its constructed to withstand even the turnover into its continuous innovation

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PSFU PRECISION IS OUR PROFESSION With more than 30 years of experience, PSFU is one of the leading European manufacturing companies for highprecision machined parts. Besides CNC turning and 5-axes milling, PSFU is specialized in a wide range of CNC grinding technologies. Serving the who’s who of the German industry, PSFU develops the perfect fit for the challenging and specific needs of its clients. State-of-the-art machining equipment, highly experienced professionals, innovation power and a professional management are all important factors to ensure that PSFU will also be able to solve your problems. We crack the tough nuts!

www.psfu.de

Our niche is the manufacturing of high complexity items in stainless steel and high resistant super alloys such as Hastelloy, Inconel and super duplex. This is our unique expertise. Acquired through more than 35 years, to a level that today qualifies us as a priority supplier to some of the worldÂ´s most demanding manufacturers of equipment for the food, dairy and pharmaceuticals production, offshore and technical/chemical industry.

Ambolten 16 DK 6000 Kolding, Denmark Email: nsm@nsm.dk Tel: + 45 7553 3011 www.nsm.dk

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D A N F O S S

H P P

M SEALS

Seals specialises in seals for industrial, automotive, pharmaceutical and many other industries. Ranging from the finest precision o-ring to the largest heavy-duty shaft seals. We have developed an extensive knowledge of seals and their applications, including lifespan and suitability for a specific job. Our range of 50,000 different seals allows us to provide multiple solutions. Individual custom parts in rubber and PTFE is also an important part of our service. Developing our own automated production of M-FLEX™ spring-loaded PTFE lip seals in large series, is making this product affordable across many new applications.

www.m-seals.com The APP is designed to provide unsurpassed efficiency and great flexibility for configuration

processes to reach its targets; including a significant proportion of this devoted to installing new equipment to optimise production flow. “Similarly, we are implementing automation in key areas across our assembly lines and testing facilities to ensure the end result each time is of a consistent quality. This also helps us to keep to our timelines and be as efficient as possible. “These elements are designed to better position us in our ambition to achieve TS16949 compliance and subsequently achieve world-class status,” Hansen highlights. Already benefitting from Danfoss Group’s presence in more than 100 markets, Danfoss HPP is able to showcase its new offering to a huge range of potential customers.

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“Our bigger production facility will prepare us for accelerated demand for our products, as the need for sustainable water production is tipped to increase,” he says.

New products

In line with its facility improvements, Danfoss HPP is reacting to the huge demand for drinking water coming

ACOPLASTIC

hrough more than 20 years of collaboration with Danfoss we have always focused on being a flexible and adaptable supplier who can meet the requirements of tomorrow. We are known and want to be known, for being on time and a source of no restraints. We have gained a reputation for having solid policies in communications by acting with openness and sincerity to our most important client. Our accomplishments are proven by working at the forefront of the industry to our mutual benefits and stringent approach to managing multiple projects.

T +45 4925 2160 E info@acoplastic.dk

www.acoplastic.dk

• Spring energized PTFE seals • Low friction sealing • Broad chemical compability • Extensive temperature range • Automated high volume production

T: +45 49130205

E: sales@m-seals.com

www.m-seals.com

Innovation fitted in PTFE and high tech constructions plastic´s Acoplastic create solutions that make client’s product/ part better. Since the beginning in 1969, we specialize in tailoring PTFE recipes and engineering plastics for Danish and international industrial companies. As a subcontractor, we focus on developing, producing and provide proof of our services regularly to help to strengthen your business. We want to be the ”crank” in your production machinery that is always reliable and generate added value.

Løvdalsvej 5-7A . 3000 Helsingør . Denmark . P: +45 4925 2160 E: info@acoplastic.dk . W: www.acoplastic.dk

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D A N F O S S

H P P

Construction of the APP with fewer parts allows highly reliable operation with long service intervals and easy maintenance

Being able to follow the Group’s business model from our central office in Denmark, while being anchored locally, is vitally important

from the Middle East and China, as well as demands for other applications including reverse osmosis and high pressure pumps in the oil & gas industry; such as for pumping glycol, wash water or chemical injection. “In October, 2015 we launched two major products at the IDA exhibition in San Diego; namely the APP 86 high pressure pump capable of handling bigger capacities and a new ERD - the iSave 50-70 - which has higher energy recovery rate. Specifically developed for reverse osmosis applications, we have already secured sales on the order book, with a good mix of new and returning

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customers,” Hansen adds. The APP 86 is Danfoss HPP’s largest high pressure positive displacement pump yet, which can be paired with the new ERD to achieve up to 90 percent energy efficiency and up to a 20 percent electricity saving when compared to other ERD and pump packages. Furthermore, the iSave 50 and iSave 70 models can achieve flow rates of up to 70 cubic metres of water an hour, and Danfoss HPP has utilised the same design principals from the model’s predecessor to create a more compact and energy efficient unit.

“For this latest technological innovation, our engineers had to re-think the construction of our isobaric pressure exchanger. Along the way, they also picked up a few new international patents and broke new ground in Danfoss’s long tradition of precision manufacturing at our dedicated iSave production facility in Denmark,” he details. In addition to this, the Company is due to launch a selection of products to other markets, such as high pressure water injection for gas turbine aggregator’s.

With challenge comes opportunity

Complying with regulations in different parts of the world doesn’t just bring new challenges, but also a wealth of local opportunities and experience. “Being able to follow the Group’s business model from our central office in Denmark, while being anchored locally, is vitally important,” says Hansen. “Quite often, we base our production and central functions in areas where we can access qualified, competent local people within our countries of operation; and the same goes for our procurement,” he adds. Likewise, the HPP division is able to utilise the Group’s wider career programme, offering skills transfer opportunities for its staff and the chance to be stationed abroad at select locations as part of their individual skills development. “When we run large projects, we can then utilise staff to engender the right balance of global expertise and local market understanding in that country of operation,” Hansen adds.

your partner in stainless steel We supply stainless steel bar, as well as 6 meter length as cut to length by Danfoss specification. Our partnership is set up on a long term basis and based on close communication and a system that guaranties a high level of service and reliability.

Delivering value

Supported by its four key pillars that mirror the latest industry trends, Danfoss HPP has been able to reapply the skills it had already gained from researching hydraulic solutions to create an innovative and unique niche product that represents the visionary, behind-the-scenes ideas at work to combat climate change and water shortages. Along with the global emphasis on sustainability and energy saving, these pillars led the Danfoss Group to address its own energy usage, announcing in November, 2015, that it plans to use half as much energy to run its business by 2030. “Our products are designed to add value within our pillars - climate, energy efficiency, infrastructure and food preservation - delivering value and energy efficiency to businesses around the world, making it vital that we also make the right internal moves to honour this,” Hansen emphasises. He concludes: “Going forward, we will continue to invest significant amounts into R&D so as to continuously innovate; and this same attitude to invest in success is transferable to our forwardthinking and valued team. “In such a niche but growing market, we do not seek to copy our competitors; we aim to set the bar high.”

www.inox.dk

tel: +45 86892211

/ email: inox@inox.dk

Good cooperation makes the difference

Subcontractors in machining and specialists in milling, turning and grinding • Comprehensive experience within super duplex materials. • Our 3 dimensional measuring machines document the quality of our products. • Customers in a wide range of industry sectors. Qualified Machining Agility Small series E: rm@ryma.dk T: (+45) 65391115

F: (+45) 65391515 www.ryma.dk

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EMIRATES

SEMBCORP

WATER

POWER

COMPANY

Meeting Rising Demands with

Rising Capacities

Emirates Sembcorp Water & Power Company’s latest expansion of the Fujairah 1 Independent Water & Power Plant will make it one of the largest reverse osmosis desalination facilities in the Middle East Writer: Matthew Staff • Project Manager: Josh Hyland

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mirates Sembcorp Water & Power Company (ESC) has taken on the responsibility of meeting water and power demands in the Abu Dhabi Emirate for the best part of 10 years through a series of expansions and innovations, to ultimately create one of the world’s largest operating hybrid desalination plants. Taking ownership of the Fujairah Independent Water & Power Plant in 2006, ESC inherited not only one of the most pivotal projects in the region’s utilities and energy domain, but it took on a project that had already been in the development stage for five years previously; making the initial smoothness of the transition all the more important. “In 2001, the Fujairah Water & Power Plant was established to meet the rising demand for water in the Abu Dhabi Emirate and the growing power needs of the Northern Emirates,”

recalls ESC’s Commercial and Technical Director, Abdelhadi Alhammadi. “The Plant was originally owned by Union Water and Electricity Company (UWEC) and was successfully commissioned in June, 2004. “In 2006, as a result of privatisation organised by Abu Dhabi Water & Electricity Authority (ADWEA), the plant was acquired by ESC, a joint venture between ADWEA and Sembcorp Industries (Sembcorp). The plant was the sixth power and water project in the UAE to be privatised by ADWEA and was then renamed Fujairah 1 Independent Water & Power Plant (F1 IWPP).” The subsequent nine years have seen not just a continuation of the initial work being carried out under the site’s objectives, but have witnessed an even stronger drive towards creating an efficient, reliable, sustainable, safe and environmentallyfriendly resource for the region; inkeeping with the core values dictated

by the Plant’s shareholders - Abu Dhabi National Energy Company, ADWEA and Sembcorp Industries - and, by proxy, its operators, Sembcorp Gulf O&M Company (SGOMC).

Additional output

The competitive bidding process that began in 2005 is evidence not only of the significance of the project itself, but of Sembcorp’s capabilities and business structure that led it to be so successful in attaining F1 IWPP. Much of its pulling factor as a bidder came down to its strong operating track record and ability to capitalise on its technical expertise in managing power and water facilities. Expansion plans for the project itself were soon put into place following the acquisition’s completion in 2006.

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E M I R A T E S

S E M B C O R P

W A T E R

P O W E R

C O M P A N Y

GULF FOUNDATION

ulf Foundation is a civil contracting company specialized in onshore as well as offshore foundation works and large scale maritime projects. Gulf Foundation originates from the Dutch piling company, Nederlands Heibedrijf (NHB) and Gulf Dutch Foundation Company in the United Arab Emirates. Gulf Foundation is active in the Middle East in general and United Arab Emirates in particular since 2010. Gulf Foundation places emphasis on specialized foundation activities such as pile foundations, sheet pile walls, drilling and grouting but also designs and builds maritime structures. T +971 9 2239229 +971 9 2239954 E gdfc@gdfc.ae

www.gdfc.ae While the plant is designed to allow for seasonal fluctuations in power load demands, water demands remain fairly constant throughout the year

“The Plant had a net capacity of 534 megawatts (MW) of power and 100 million imperial gallons a day (MIGD) of water in June, 2004,” Alhammadi says. “The acquisition also included an expansion of the generation capacity of the facility by a further 225 MW, and in March, 2009 the expansion was successfully completed and the net power capacity was increased to 760 MW.” As water demand in the Northern Emirates and Abu Dhabi has continued to grow ever since, the next stage of ESC’s expansion plan for F1 IWPP commenced in 2013, addressing the Plant’s seawater desalination capacity with an increase of 30 MIGD, taking the total capacity to 130 MIGD. Alhammadi continues: “This additional output will be produced using reverse osmosis and the expansion will make the F1 IWPP one of the largest reverse osmosis desalination facilities in

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the Middle East. “The F1 IWPP’s key business is to produce reliable power and water, and supply them to our customers’ respective networks for further distribution. At present, it has an installed power capacity of 893 megawatts and a seawater desalination capacity of 100 MIGD, with an additional 30 MIGD under development.”

Innovative features

Employing a combination of multistage flash and reverse osmosis membrane technologies, the two prerequisites of being one of the largest global operating hybrid desalination plants, and being the regional leader in reverse osmosis desalination are testament not only to ESC’s vision and ambitions for the Plant, but also to its commitment to innovation.

GE ENERGY

E (NYSE: GE) is the world’s leading Digital Industrial Company, transforming industry with software-defined machines and solutions that are connected, responsive and predictive. GE is organized around a global exchange of knowledge, the “GE Store,” through which each business shares and accesses the same technology, markets, structure and intellect. Each invention further fuels innovation and application across our industrial sectors. With people, services, technology and scale, GE delivers better outcomes for customers by speaking the language of industry.

T +971 528006242 E zias.wehbe@ge.com

www.middleeast.geblogs.com/en/

Gulf Foundation offers a wide range of services for a wide range of industries including the Oil and Gas industry. • Civil contracting specialised in onshore as well as offshore foundation works and large scale maritime projects. • Offshore lifting operations (rental of barge with 200ton lattice boom crawler crane). • All types of steel structures (onshore and offshore). • Selling used and brand new sheet piles. • Rental of sheet piles. • Rental of piling & earth movement equipment. • Rental of marine equipment (tug boat & barge with 200 ton lattice boom crawler crane).

Capt. Mousa Bldg. Office M-001 Hamad Bin Abdulla Road P.O. Box: 9160, Fujairah – U.A.E. Tel: +971 92239954/ +971 92239229 Fax: +971 92239296 Email: gdfc@gdfc.ae www.gdfcuae.com

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E M I R A T E S

S E M B C O R P

Alhammadi explains: “The most notable innovation and technology featured in the F1 IWPP comes from the seawater reverse osmosis expansion project. Apart from the expansion of the plant’s desalination capacity from 100 MIGD to 130 MIGD, the project also includes the adoption of a number of innovative features that improve energy efficiency and reduce the environmental impact of the plant.

W A T E R

P O W E R

“First is its ability to recover seawater discharge from the existing multi-stage flash facility for reuse as part of the seawater feed for reverse osmosis. This will not only reduce the amount of fresh seawater intake required, but also reduce the amount of power needed for reverse osmosis due to the higher temperature of the seawater feed from the multi-stage flash facility.” From an environmental perspective, brine discharge from the Plant is also being minimised to reduce the negative impact of salinity changes on aquatic flora and marine life. “Next, the expansion includes the installation of a new dissolved air floatation system which will provide enhanced pre-treatment of seawater feeding into the reverse osmosis plants,” Alhammadi adds. “This system enhances the reliability and availability of the reverse osmosis facility,

C O M P A N Y

particularly during red tide or algae bloom season. “Lastly, the plant is also designed keeping in mind the varying power load demand as this varies a lot between the winter and summer seasons, although water demand remains fairly constant throughout the year.” Through this, ESC is capable of producing an increased water output even with relatively low power demand, set up to cater for varying requirements across its jurisdiction.

Availability, reliability, safety

Since the acquisition, and in line with the ongoing capital investments being instilled into F1 IWPP, the Plant has achieved impressively high availability records as well as ISO 14001, OHSAS 18001 and Abu Dhabi Environmental Health and Safety Management System (EHSMS) certifications. An additional DuPont STOP (Safety

Mr. Abdelhadi Alhammadi

Commercial & Technical Director EDUCATION:

The Company recognises the value of LTI celebrations as important staff milestones and acheivements

Bachelor of Science in Mechanical Engineering, University of North Carolina in Charlotte, USA

WORKING EXPERIENCE:

> 1993-1998, Abu Dhabi National Oil Company (ADNOC)

> 1998-2003, Abu Dhabi Refining Company (TAKREER)

> 2003-2006, Union Water & Electricity (UWEC)

> From 2006, Emirates Sembcorp Water and Power Company (ESC)

Team building session with the heads of department

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Sembcorp continues to give back to the local community

Our focus is to ensure that the plant continues to achieve high availability, reliability and process safety, and meet all required potable water quality standards Family day, Fujairah

Training Observation Programme) introduced to enhance safety awareness and encourage employee collaboration further epitomises this dedication to sustainability and longevity; embracing what Alhammadi states as the Company’s most important assets, its people. “ESC’s priority and focus is to ensure that we hire the right people and continuously invest in skill and competency development of our staff,” he says. “Staff performance is monitored on an ongoing basis and tailored training programmes are

regularly implemented for relevant staff depending on the requirement and the areas of skill improvement required. “We consider all our staff as part of the F1 family and promote an open and conducive work environment.” Encouraging high levels of localisation across both its staff and supply chain is another philosophy engrained in ESC’s long-term vision as it looks to further leverage one of the region’s most exciting sectors via one of the region’s most important facilities. Alhammadi concludes: “The F1 IWPP

brings together the technological knowledge and operational track record of ESC’s ultimate joint venture partners - Sembcorp Industries and ADWEA - with the aim to marry the rising need for water in the region with environmental protection. “Our focus is to ensure that the plant continues to achieve high availability, reliability and process safety, and meet all required potable water quality standards, while we will continue to look at areas we can further improve in terms of plant performance and overall efficiency.”

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ESWET (THE EUROPEAN SUPPLIERS OF WASTE TO ENERGY TECHNOLOGY)

Turning

WASTE

O PPORTUNITY

ESWET’s Communication Chairwoman, Diana Baganz assesses the ways in which Waste-to-Energy plants are not only the cleanest of all European combustion industries, but are subsequently helping the environment, the wider jobs market and continental industry in general Writer: Matthew Staff • Project Manager: James Mitchell

Europe & Middle East Outlook (EME): Could you firstly introduce me to The European Suppliers of Waste to Energy Technology (ESWET); a brief history of the Association and how it has evolved over the years? Diana Baganz (DB): ESWET has been active since 2004 on the European scene and has stepped-up its presence from 2008 onwards, when the vote on the EU’s Waste Framework Directive - defining the role of Waste-to-Energy (WtE) within the Waste Hierarchy - took place. It has since followed many policy topics discussed at EU

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level, mainly on energy, climate and air quality, along with promoting Waste-to-Energy as the solution for unrecyclable waste. We are not a large association, but we do catch the eye of high profile officials in Brussels!

Diana Baganz, ESWET Communication Chairwoman

EME: What are the core activities and goals of the Association, and how have these developed over the years? DB: Even if everyone generates it, waste is not a very attractive topic. But it is a hot one! ESWET has been active on the Brussels scene to bring better understanding of the facts of Waste-to-

Energy technology, as decision-making should be done only based on facts. Waste-to-Energy is indispensable for sustainable waste management in the perspective of a circular economy. As the voice of the European technology suppliers, the interest is to develop Waste-to-Energy beyond the countries where it has already been successfully implemented and where landfilling has been minimised. Many countries in Europe are still barely recycling anything and landfilling all the rest, which must change if the EU is truly committed to becoming a source of inspiration to the rest of the world when it comes to climate and energy issues. Waste-to-Energy is part of this solution. This is why we are glad to see the steady increase of Waste-to-Energy in countries where it was not present before, such as Ireland or the Baltic countries.

EME: How expansive is ESWETâ&#x20AC;&#x2122;s influence within Europe at present and how has this influence grown since the Association began? DB: When ESWET was founded, there was no specific voice for the suppliers of Waste-to-Energy, although other stakeholders were already promoting the general sector. We had to establish a strong network within the EU

institutions and collaborate with other stakeholders in Brussels to create the right framework for the technology; which we continue to do up to this day. With its members being technical experts and its Secretariat focused on public affairs, ESWET is a complementary voice to other waste management associations, delving deeper into technology and supplier-specific topics. For instance, ESWET took the lead in the Climate Correction Factor for the R1 Formula, a technical dossier to assess climatic conditions from various EU locations and the impact these would have on the demand for the energy produced by WtE plants. Working with the European Commission, ESWETâ&#x20AC;&#x2122;s technical expertise has served as the basis for EU legislation.

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E S W E T

EME: What is the Association’s strategy when it comes to expanding this influence and how does ESWET go about reaching new countries and new audiences? DB: Brussels is an amazing platform! There are specialists on every topic from every country meeting regularly in Brussels. Being active in the “Euro bubble” is helpful to identify trends and meet people from locations that are likely to become interested in Waste-to-Energy, and this is the Secretariat’s realm. When it comes to the work “on the ground” in the various EU countries, this is done by the member companies, focusing on those places where Wasteto-Energy would fit well within the energy and environment aspirations of the region. The Secretariat also travels regularly to explain the EU legislation and why it would make sense to move to better waste management practices; opening the way for Wasteto-Energy projects. EME: What do these Waste-toEnergy technologies consist of and what they can achieve? DB: Simply put, Waste-to-Energy plants are large furnaces to burn waste. A grate is used to make this combustion

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The type of waste everyone produces every day contains a variety of substances which can be harmful for the environment. Left untreated and landfilled, they could leach out of the landfill into the ground (water) or the air and cause all kinds of health and environmental problems

Two types of renewable energy, side by side; wind and waste

occur as efficiently as possible, and to ensure that all of what can burn, will do so. Such combustion systems are reliable, durable, and capable of working 24-seven as residual waste is also generated on a continuous basis. Other technologies exist, but their applicability on industrial scale for residual (and thus heterogeneous) municipal waste still needs to be demonstrated with the same reliability. Two things are then very important: The type of waste everyone produces

every day contains a variety of substances which can be harmful for the environment. Left untreated and landfilled, they could leach out of the landfill into the ground (water) or the air and cause all kinds of health and environmental problems. This is why Waste-to-Energy is much safer since it includes a thorough cleaning of the combustion gases. ESWET members are experts in designing, installing and improving various types of flue gas cleaning systems ensuring that harmful substances are destroyed and/or safely removed from the eco-cycle. Another important aspect is that waste contains a tremendous amount of energy. This energy would be buried in a landfill if it was not recovered in Waste-to-Energy plants. Recovering energy from waste enables us to reduce our reliance on other sources, such as fossil fuels and their associated impacts. The electricity and heat production of these plants is also The Waste Framework Directive of the European Commission (Directive 2008/98/EC) sets the basic concepts and definitions related to waste managament, including, amongst others, the Waste Management Hierarchy

We need to

REDUCE

the amount of waste produced

REUSE

what cannot be reduced

RECYCLE

what cannot be reused to make new products

RECOVER

energy and materials from the waste that cannot be recycled

DISPOSE

of all residual waste safely

steady, which is useful in a system which increasingly relies on fluctuating and intermittent energy sources. What do we save? The energy contained in all waste treated in EU Waste-to-Energy plants in 2012 was equivalent to 19 percent of the gas we imported from Russia. Wasteto-Energy helps replacing fossil fuel imports with local, partly renewable and affordable energy. EME: How much of what you do revolves around education and marketing to convince these companies that a more wellrounded solution is required? DB: The ESWET members are part of the solution to reduce greenhouse gas emissions. Technologies developed by the members are key to fighting climate change through better waste management. Every landfill closed makes way for recycling and Wasteto-Energy, reducing pressure on the global climate. With waste problems also bound to grow in emerging countries, a rapid spread of Waste-to-Energy can help avoiding emissions from waste management in these thriving economies. ESWET member companies are up for the challenge wherever plants are demanded; for example in Eastern Europe, China, the Americas, the Middle

An example of metals recovered from bottom ashes remaining after energy recovery of household waste

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E S W E T

East and Africa. European companies need to be competitive abroad, because waste is a global problem and not to be left to chance. EME: In regards to ESWET’s member companies, how are these affiliations initially established and what benefits have these companies brought to the overall success of the Association? DB: This is a very specific technology and therefore a small world! membership in ESWET has grown from the five founding members to 19 members as of today. These companies have built and supplied 95 percent of the Waste-to-Energy plants operating in Europe and, through licences and agreements, the majority of those worldwide. Important for today’s 19 members is to have a clear view of the EU technical requirements – under revision - for WtE plants. Also crucial is shaping an EU legal framework that continues to push for the application of the EU Waste Hierarchy, optimising recycling, followed by WtE (recovery) and only as a last resort, landfilling (disposal). EME: How do you foresee ESWET progressing and developing over the coming months and years in regards to its footprint and level of influence on the continent? DB: Despite - or maybe because of - the economic crisis, interest in Wasteto-Energy has not waned. Driven by legislation, it also takes citizens’ support for environmentallyfriendly residual waste management, which is far from being self-evident. Local opposition often sprouts when an “incinerator” is proposed in regions with no plants and

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Treated gas analysers, at the Montereau (France) plant, demonstrate continued compliance with the strictest emission standards, making this data available to the competent authority and, in many cases, to the public via http://www.eswet.eu

therefore no prior knowledge, while it is well accepted in regions with existing WtE plants; for example, in Vienna the plants are in the city centre, allowing for maximum energy recovery. Waste-to-Energy plants are designed to valorise unrecyclable waste, which will still exist in Europe for a long time, whether we like it or not. It is also important to emphasise that the plants are clean and safe and that they

bring significant energy benefits while substantially reducing the amount of waste sent to landfills. ESWET therefore has a lot of work to do to explain to decision-makers that Waste-to-Energy is necessary and beneficial. Reaching these decisionmakers is already done through a variety of means, and we want to further engage with them on a factual basis through media actions, for instance. Start spreading the news!

EME: How do you see the general standard of emission reduction and Waste-toEnergy improving in the future, and what more do you feel needs to be done to reach future goals? DB: Use of the technology to reach minimal levels of polluting emissions has already been generalised to all EU plants. For example, despite often being associated with dioxin emissions, less than two percent comes from WtE plants. There is also still some margin to retrieve even more heat from the existing plants through the building of district The Clermont-Ferrand (France) Plant, completed in 2013, is located within a site comprising recycling and composting facilities, showing the complementarity and necessity of each treatment technology

The Vantaa (Finland) plant supplies half of the city’s heating needs, reducing energy emissions of CO2 by 20 percent or 130,000 tonnes per annum, on top of the landfill - and methane – avoidance

heating networks, but this requires a centralised location of the plant as currently already happens in Scandinavia. The key to all of this lies with the citizens. They should not allow their waste to be landfilled or exported for sham recovery. They should demand that it is recycled first and thermally treated second near their backyards – opposite to the common “not in my backyard” phenomenon - to serve as

The plant in Buchs (Switzerland) is connected to a district heating network

a constant reminder of the burden they produce every day. Let there be no question: waste should be reduced, reused and recycled. But with regards to the residual waste, let’s turn it into an opportunity for jobs and affordable, locally-sourced, clean energy. The technology is available; all it needs is willingness from the citizens. Don’t wait for your landfills to overflow, act now!

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N I J H U I S

I N D U S T R I E S

Solid Solutions in a

Fluid World Designed to reduce the total cost of ownership and provide a long-term return for customers, Nijhuis Industriesâ&#x20AC;&#x2122; solid solutions in a fluid world are a response to a greener economy Writer: Emily Jarvis â&#x20AC;˘ Project Manager: James Mitchell

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eadquartered in the Netherlands, Nijhuis Industries is a multinational Company with a concerted focus on providing reliable, high quality sustainable water use and resourceefficient solutions that are built to last, in a world where sustainability regulations are constantly changing. With a turnkey performance-based service offering divided across four subsidiaries - Nijhuis Water Technology, Nijhuis Ozone Solutions, Nijhuis H2OK, Nijhuis Sales & Service Centres - Nijhuis Industries is a true solution provider with a global portfolio designed to reduce the total cost of ownership for customers. “We look at how customers could reduce capex and opex spending by improving sustainability practices

through the use of our competitive wastewater treatment and water management solutions to boost their business,” notes Menno M. Holterman, Chief Executive Officer (CEO). Driven by the Company slogan – solid solutions in a fluid world – Nijhuis monitors industry and regulatory developments to create the best and most innovative solution to help customers meet the increasingly demanding sustainability and productivity requirements, lower their environmental footprint, and combine productivity and energy efficiency to ensure minimum lifecycle cost. As water scarcity is playing an increasing role in influencing measures to reduce water consumption, Nijhuis is successfully expanding into new countries, serving most continents

Creating the best solution for our customers requires the most sustainable, costeffective and innovative product to lower the total cost of ownership – Menno M. Holterman, CEO of Nijhuis Industries

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N I J H U I S

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Nijhuis Modular Solutions simplify civil construction and reduce the installation and commissioning time

SOLID SOLUTIONS

in a fluid world 2,400 references around the world Satisfied customers Solid product quality and solutions Fluid dynamics to operate in a changing regulatory environment

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around the world to help more customers develop a greener, more sustainable business using innovative industrial concepts.

as well as challenges in the future,” Holterman further highlights. With strong business contracts across the food and beverage, oil & gas, agriculture, cooling towers and other prominent industries around the world - accounting for 85 percent of business, with the remaining 15 percent being municipal - Nijhuis now works even closer with its customers in order to identify the ways in which they can reduce their operational costs, by looking closely at how a company could reduce their water and environmental footprint, reuse water and decrease its waste footprint, in line with the applicable laws and regulations for the region or city. “It is all about recovering value from waste and wastewater; reduce, reuse and recover. In line with this, we have been able to help some of our customers become totally self-sufficient in terms of electricity and heating through our biogas and waste-to-energy offerings, which complement the water and wastewater management solution. Here, we are meeting their requirements and going beyond, as the customer then begins to make money out of their sustainable investment

Target customers

Over the past 10 years, there has been increasing pressure for industry to seek new methodologies to become more sustainable; in-part due to the growth of the population, increase of drought in some countries and other eco-centric issues. Nijhuis has been able to capitalise on this through its four business units that complement each other to create a one-stop solution with the ultimate goal to help companies become more self-sufficient. “Our longstanding expertise combined with our 2,400 references around the world gives us the capacity to design, manufacture and deliver solid solutions with the highest level of innovation to meet today’s challenges,

Menno M. Holterman, CEO of Nijhuis Industries

and can see a long-term return on their investment,” he adds.

“Glocalised” solution

Although the majority of manufacturing is handled in-house from its headquarters in the Netherlands, Nijhuis also works closely with local partners and suppliers relative to where its solutions are deployed. “And the same level of quality is upheld throughout all elements of our outsourcing; not just fulfilling ‘fit for purpose’ standards, but what I call ‘fit for function’, providing a long life product that is supported by us throughout its lifecycle,” Holterman adds. In order to keep up with demand, Nijhuis has embraced automation as a tool to improve productivity, reduce waste and save money without compromising on quality. He continues: “Automation is the ultimate tool to guarantee a consistently high quality product that is manufactured in the most efficient way. Similarly, the software that we use allows us to design and process much faster than before and it provides us with an insight into ways we can optimise the design of our products so as to use less material in the manufacturing process and is ‘fit for function’.” Of course, the way that you manufacture a product varies depending on what country you are manufacturing it for and the regulations imposed at the time. This means Nijhuis has had to come up with what Holterman calls a “glocalised” solution. He explains: “We apply global engineering standards that cater for local circumstances; which makes for an interesting challenge. For example, water across the world has different characteristics that we must create the best waste management solution for. We always have to design something new according to the local needs and requirements. This is where having a local partner is helpful in defining the customer needs in a specific region or country.”

Innovative offerings for industry to reduce, reuse and recover, turning a cost centre into a profit centre

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N I J H U I S

I N D U S T R I E S

Consequently, Nijhuis has been strengthening its sales and service centres around the world to improve its “glocalised” knowledge, deploying these centres across Europe, Asia Pacific, North America, South America, the Middle East and Africa; turning the Company into a truly global player.

Innovative offerings

Continuous innovation is a crucial element of Nijhuis’ successful growth strategy. For example, the Nijhuis modular solutions not only simplify the civil construction but also significantly reduce the installation and commissioning time on site as each containerised system is manufactured, pre-assembled and tested at its own production facility in the Netherlands. The Nijhuis modular plants secure a minimal footprint and can easily be

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Nijhuis Ammonia Recovery system

relocated or extended thanks to their modular design. A growing number of multinationals aim to relocate production capacity during their economic lifetime anticipating local requirements, changing demands and regulations. The recently awarded Nijhuis Ammonia Recovery System (NAR)

has proven to be a highly efficient and competitive treatment solution for recovering ammonia from digestate or substrates from digestion. Instead of biological oxidation of ammonia a biobased fertiliser is recovered which is another example of a game-changing Nijhuis waste-to-value solution. More than ever, Nijhuis is continuing

to expand its competitive range of industrial concepts, technological solutions and services including design, build, finance, operation and maintenance, a growing fleet of rental systems, innovative waste-to-value systems (Nijhuis AecomixTM and Nijhuis Flotation Fat Recovery System) and online monitoring to reduce lifecycle cost. Nijhuis Academy customer training exercise

Nijhuis Academy

Following the theme of continuous improvement, Nijhuis has its own training academy that provides employees and partners with a global network of facilities which create an opportunity to exchange best practices from around the world and share valuable product information and field experience. “Ultimately, our organisation is all about the people and their desire to help customers to meet and exceed Company sustainability, productivity and cost targets. As a world market leader, we have to comply with regulations while making sure that the customers remain satisfied throughout the design and planning phase, right through to the operational phase and aftersales support over the lifetime of the Nijhuis solution which can easily be up to 20 years of seamless operation,” emphasises Holterman.

Ultimately, our organisation is all about the people. As a world market leader, we have to comply with regulations while making sure that the customers remain satisfied throughout the design and planning phase, right through to the operational phase and aftersales support

Not only does the Academy function as a centre for internal training for employees, but customers are also encouraged to take part in educational sessions at local academies, designed to help them to better understand the value of waste and to shorten the installation and commissioning time on site. Holterman further explains: “This is useful in countries which have a very high turnaround of staff, as we can regularly return and exchange best practices in order to make sure local operators and decision makers have the most up to date information. “Our academies around the world each function as a unique opportunity to monitor global waste management trends around the world, and also help us to develop a better personal relationship with the customer. “This educational sales process helps companies to see the importance of smart waste and water management and ensures that the adequate solution can be applied to their business, wherever they are in the world; and we can provide a flexible step-by-step process to adapt or upgrade their systems.” All of the above serves to secure Holterman’s personal mission to “stay with customers for life” and by implementing all of the right tools for success, Nijhuis sustainable water use and resource efficient solutions will continue to benefit customers around the world who want to turn a typical cost centre into a profit centre.

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C REAM UAE’S

OF THE CROP

Delta Food Industries has only been operational for four years, but has already embarked on a series of significant expansions; none more so than its new dairy plant set to open in late 2015 Writer: Matthew Staff • Project Manager: Sammy Wilkinson elta Food Industries is capitalising on a strong first four years of operations inside Sharjah Airport Free Zone, UAE with its latest capital investment which will see enhancements across capacities, range and efficiencies as the Company enters the next stage of its international development. The Free Zone exporter of food products - ranging across tomato paste, tomato ketchup and milk powder products since 2011 - occupies an area of 9,000 square metres inside the Sharjah Airport International Free Zone (SAIFZone), but with an ethos of continuous improvement and expansion, a recent 20 percent stake sale to Rafi Agrifood in July has set the tone for its biggest step forward to date. In-keeping with the Company’s general upgrade and expansion plan across its facilities, a new plant for the production of evaporated milk and sterilised cream is due to open in

“In September, 2014 we decided to venture for the manufacture of evaporated milk and cream and immediately purchased the adjacent premises at E2-10 and ordered machineries for dairy plants,” says Chairman, Shiraz Osman. “The new dairy production machinery is a modern, state-of-the-art technology imported from Europe and India and is capable of producing 90,000 cartons of 170 gram evaporated milk and cream. “The processing facility for the dairy plant has also been designed in such a way that it can double its capacity by adding one Steriflow.” The flexibility and speed in which Delta Food can make such decisions is testament to its youth in the market, Shiraz Daud Osman, Chairman/Director but also to the levels of innovation December, 2015; not only consolidating and ambition within the business, and Osman is already assured that there is its strong position in the Middle East and GCC market but leveraging its new a customer base ready and waiting to products to introduce more advanced capitalise on the new product offering. He continues: “Customers, both technologies and process into the existing and new, are already aware business also.

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Delta’s reputation in the region has grown just as rapidly as its product range

of the new facility and look forward to purchasing everything from one supplier rather than shopping around for different products from different suppliers.”

Versatile manufacturing

Once opened, the new plant will represent an astounding evolution in such a short space of time, from origins that began when Chairman, Shiraz Osman invited food industry expert and friend, Ali Parpinchi to join him in a venture that initially only comprised five members of staff. More than 200 additional employees later, and a series of aggressive expansions and investments has forced the issue from a production capacity perspective over the years, backed up by an even more pivotal commitment to quality processes and quality products. “Whenever demand increases, Delta increases its production capacities by

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Osman thanks Saif Zone authorities for their continuous support and understanding investors’ needs. The infrastructure provided by Saif Zone gives opportunities to companies like Delta Food to expand and grow swiftly.

adding new machines, and this has recently included a processing facility the backbone of the Company - so that production capacities can be easily expanded in the future just by adding new filler and seamer machines,” explains Osman. To further compound this dedication to quality, Delta also works closely with the health department of Sharjah Municipalities and SAIF-Zone to adhere to the very best health & safety guidelines, while it is also ISO 22000, ISO 9000, HACCP and HALAL certified; all of which lays the foundations for an even bigger concerted focus on rapid product and service launches along the way. He says: “Over the years, Delta has also introduced the packaging of new products like custard powder, starch, oats and semolina, while new machineries have been added for the manufacture of different sizes of tomato paste, hot sauce and milk powder in tins.

Globe Express Services G

lobe Express Services is a provider of comprehensive logistics and supply chain solutions. Established in 1974, the range of services offered by the company includes ocean freight, air freight, customs clearance, warehousing & consolidation, project & heavy cargo services, international transportation, cargo management, information integration, and compliance management. The Gulf region’s vibrant business landscape is attracting the attention of international investors which in turn has driven immense development projects across a wide range of industries. Europe has been enhancing trade relations with the Middle East as well, leading to a wealth of potential initiatives that will create market gaps that can be addressed by GES’ wide range of solutions. Growth & expansion strategy The expansion and opening up of new branches is a part of its comprehensive and dynamic strategy to address the growing demand for logistics services in the region and worldwide. Globe Express Service currently operates globally in 55 countries. The Company currently operates in Bangladesh, China, Hong Kong, India, Malaysia, Thailand, and Vietnam in the Asia Pacific region; Brazil and Chile in Central and South America; France, Italy, Russia, Switzerland and Turkey in Europe; Kuwait, Lebanon, Saudi Arabia and the UAE in the Middle East; and Canada and the US in North America. At the helm Mustapha Kawam, was recently appointed as the President & CEO of Globe Express Services. He first joined the company in 1995 as a sales representative.

Under his leadership as the Managing Director of the Gulf States, Globe Express Services has received Maersk Line’s Platinum Award for four years in a row. GES announced the signing of a Memorandum of Understanding (MoU) with Etihad Rail, the developer and operator of the UAE’s national railway network and also reported expansion activities in various parts of the globe. His current focus is directed towards maximizing industry opportunities and sustaining GES’ global success. He aims to continue the Company’s relentless efforts to achieve higher levels of customer satisfaction and service and steadily build and expand GES’ business to create new opportunities. Additionally, he also wishes to establish a positive work environment for all employees, displays excellent leadership skills, an astute business acumen, and deep industry knowledge. Corporate social responsibility at GES Volunteerism and humanitarian initiatives are deeply ingrained in GES’ corporate culture. As an organization and as individuals, they take great pride in the social and environmental causes supported at both the local and global levels by actively participating in noteworthy activities such as spearheading medical missions, promoting education and the arts, launching charitable works for underprivileged women and children, distributing food and clothing provisions to those in need, and supporting environmental conservation and recycling efforts.

T +971 4 3388-599 E Mustapha.Kawam@globeexpress.com www.globeexpress.com/en/

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GULF CANS & PACKAGING INDUSTRY

ulf Cans & Packaging Industry (GCPI) was incorporated in 2010 and its commercial production started in January, 2012. During a very short span of time, Gulf Cans has established itself as a very reliable supplier in Middle East. Our product range consists of round lithographed tin cans for food & non food products, printed sheets, rlt assemblies, lids, easy open ends and peel off lids.

Quality Control To facilitate such continuous capacity growth and proactive expansion of its products and services, September, 2015 saw the opening of Delta Food Industries’ new Quality Control (QC) Laboratory; equipped with modern equipment for chemical and microbiological analysis of raw materials and finished products. QC also conducts physical inspection during the production phase to make sure all safety and hygiene standards are met. The quality control department plays a very important role in ensuring that all the products are safe for human consumption and the process of production conforms to the established regulations of the certifying agencies such as the HACCP, ISO and HALAL.

Our key strengths are quality and timely delivery.

T +968 26701707-08 F +968 26701709 E sehgal@gcpioman.com

www.gcpioman.com

New machinery has been introduced for tinned milk manufacture

“With a versatile manufacturing unit, good team members and the active involvement of partners, Delta Food has progressed well and met expectations and visions, which has led us to our further expansion, and decision to venture into manufacturing evaporated milk and cream.”

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Quick expansion

The end result is a plethora of tailored products that Delta Food Industries knows will be successful in the Middle East market, embracing the latest consumer trends; not just in terms of eating habits, but also in regards

to how customers want their food packaged and presented. Subsequently supplying said products within tins, pouches, glass bottles, sachets and PET jars, the Company’s diversity also has a knockon effect on the types of sizes that can

Office & Factory P.O. Box No. 64, Postal code 327 Sohar Industrial Estate, Area No. 5, Sohar, Sultanate of Oman. Office tel: +968 26701707 / 708 Fax: +968 26701709 Email: sehgal@gcpioman.com www.gcpioman.com

We are proud to be associated with Delta Food Industries, SAIF Zone, UAE

Delta is quick to recognise the customer needs and expands its portfolio of products to satisfy these market demands

Delta has continually expanded its production capabilities since inception

be offered as well. “Delta has introduced additional products as per the requirements of its existing customers which has resulted in quick expansion,” Osman explains. “Delta’s manufacturing unit is versatile, meaning it can increase its production

by adding different packaging units; for example, starting with tomato paste, Delta started with just two packaging sizes; 400 grams (g) and 850g. “Now, by adding different filler machines, it has numerous additional sizes; 70g, 175g, 370ml, 1.6 kilograms

(kg), 2.2 kg and 4.5 kg.” This strategy has been replicated across its milk powder products and completes a cycle of continuous improvement that embraces manufacturing, capacities, automation, flexibility and, ultimately, product quality and diversity.

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Trust and credibility

The demographic of customers subsequently enjoying the fruits of Delta’s labours are primarily private brands in international markets, as well as locally distributed to clients. The all-encompassing, turnkey nature of what Delta has created, however, now lends itself to looking further afield in the future. Osman notes: “Apart from UAE, Delta’s main customers are in Iraq and GCC countries including Saudi Arabia, Qatar, Kuwait, Oman and Bahrain. We also export to countries in Africa though, including Somalia, Sudan, Guinea and Ethiopia. Once our capacity permits, we will continue to branch out across the Arab league countries like Egypt and Libya too.” Facilitating this strategy is an in-house supply chain management department catering for the needs of both the Company’s internal systems and those of its customers; once again bringing into mind areas of sustainability and operational excellence.

Delta aims for quality production and timely disposition of deliverables, and these are the key factors that establish trust and credibility with our partners and customers

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F Z C

AWARD WINNING

The Sharjah Airport International Free Zone (SAIF Zone) presented the SAIF Excellence Award (SEA) to Mr Osman in December, 2014, in recognition of the Company’s outstanding achievements within the Free Zone and its exemplary business blueprint that has helped Delta Food become one of the more successful investors in the region.

CEO, Osman received the prestigious Global Leadership Award in recognition of his vast contribution to society as an influential entrepreneur. The recognition was given by the Kerala State Business Excellence Awards in partnership with the IBPC and Al Leem Knowledge Centre.

The excellence award was presented by event management Company, Glamour & Glitter in 2014 at the MILAAP event; an informal conclave of more than 400 successful businessmen whose significant contributions to the flourishing economy of the Emirates were given recognition.

Delta Food Industries’ CEO, Shiraz Daud Osman has watched the Company he established alongside friend, Ali Parpinchi rise to the top of the sector in Dubai, creating strong business partnerships and customer loyalty along the way

Now, firmly driven by its newest and most significant of additional plants, Delta Food can cast an eye to a future which will also incorporate a stronger emphasis on vertical integration by establishing a plant to manufacture its tins; the Company’s primary packaging material. By doing so, the turnkey offering will be almost complete, the appeal to

customers will reach new levels on a broadened scale, and the Company will have come true on a promise which was first laid out by the founders back in 2011. “Delta’s USP is the manufacturing of goods in private labels, so not marketing the Delta brand on the packaged products; a strategy which most competitors don’t entertain,” Osman concludes. “Delta aims for quality

production and timely disposition of deliverables, and these are the key factors that establish trust and credibility with our partners and customers. “Delta is quick to recognise the customer needs and expand its portfolio of products to satisfy these market demands.” www.deltafood.ae

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A L M A C O

G R O U P

Innovati ve Modular Living

Originally designed for cruise ships, ALMACO Group is continuing to adapt its modular accommodation concepts for use in the construction industry as a much greener and costeffective solution to traditional building methods Writer: Emily Jarvis Project Manager: Ben Weaver

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LMACO Group has leveraged its position as one of the leading accommodation and food handling solutions specialists not owned by a shipyard, to take its unique and versatile modular accommodation concept and apply the idea in likeminded industries including marine, offshore and construction. Founded in 1998 in Turku, Finland, the Group initially utilised its modular concept to deliver large turnkey

outfitting projects for cruise ship interiors travelling around the world; taking its first big order in the same year with the refurbishment of M/S Europa, a vessel made by Singaporebased Company, Star Cruises. â&#x20AC;&#x153;Right from the word-go, we were operating on a global scale and quickly became known to the industry. In the subsequent year, we marked our expansion into the US with an office in Florida, continuing to grow our operations and key vendor

THE

ALMACO SCOPE Feasibility study, planning and architectural design Technical design and engineering Material sourcing and purchasing Prefabrication Logistics handling Site installation Project management and supervision Warranty management After-sales services

partnerships into France, Italy, South America, the Caribbean, the Middle East and Asian territories,” recalls Sebastian Lagerlof, President of the Construction Division at ALMACO Group. Acquiring the catering technology business from MacGregor Group in 2005 is among the many significant milestones achieved by ALMACO over the past 16 years, enabling the Company to provide a total solution spanning design and construction of

both the accommodation and catering aspects of a cruise ship. “We utilised modular solutions to be able to fast-track construction projects, driving efficiencies and improving completion times for some of the biggest liners in the world. It quickly became apparent that our solution could be applied to the offshore industry and could also create a very unique offering for the rest of the hospitality industry,” he notes. Having successfully applied its

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A L M A C O

G R O U P

KOJA MARINE

OJA Marine offers HVAC technology and air conditioning systems that improve energy efficiency and passenger comfort. We deliver reliable solutions for the entire ship, from design to training. Our own R&D and production provides state-of-the-art design and unbeatable efficiency. Our equipment creates comfort in many ways and it’s small footprint releases space for proﬁtable use, such as cabins and passenger areas. You can trust our HVAC system design, production and commissioning throughout the system’s life cycle. KOJA is a long-term HVAC partner that stands behind its work. KOJA Marine is a part of Finnish familyowned company that was founded in 1935. KOJA Ltd. operates globally, yet like a family. We offer a wide range of air handling solutions and fans for buildings, ships and industry throughout the products whole life cycle. We strive to be innovative and reliable in everything we do. Responsible quality and sustainability are our core values and we continuously develop our operations. Our management system is ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007 certified.

The Company is responding to market opportunities, offering a complete modular product portfolio

skillsets in new and exciting areas, investing heavily in research and development, the Company recently redesigned its business model to sharpen its focus on the customer, as well as to drive the growth of the ALMACO brand and internal efficiencies. Now comprising approximately 235 employees, the Company is responding to market opportunities, offering a complete modular product portfolio for construction, modernisation, maintenance and spare parts in the three aforementioned industries; bringing together global expertise in design, engineering and sales to provide the right solution. “When we deployed our unique business model in the oil & offshore

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T +358 3 2825 111 E kojamarine@koja.fi

www.koja.com

When we deployed our unique business model in the oil & offshore industries, we began creating large-scale modular solutions for ships with up to 500 crew members Hotel Malysia

KOJA Ltd. Head Oﬃce PO Box 351 FI33101 Tampere Finland, kojamarine@koja.ﬁ

www.koja.com

Photo: Royal Caribbean Cruises Ltd

Comfort on the seven seas.

KOJA Marine

KOJA Life Cycle Services

Air conditioning systems supplier

HVAC spare parts local warehouses in USA and Finland

Design & engineering

HVAC modernization worldwide turnkey projects

State-of-the-art manufacturing Complete range of energy eﬃcient and compact sized air conditioning units

HVAC energy eﬃciency surveys, calculations and developing HVAC problem solving and control on board

KOJA Ltd. Head Oﬃce PO Box 351 FI33101 Tampere Finland, kojamarine@koja.ﬁ

A L M A C O

G R O U P

ALMACO’S

MODULAR SOLUTIONS OFFER

Significant cost savings across financing, installation and revenue yields Reduced installation time by up to 90 percent A high quality finish Operational reliability as your trusted partner

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industries, we began creating largescale modular solutions for vessels with up to 500 crew members. However, it is important to stress that we remain focused on a few key sectors so as to make sure we can always deliver quality on time and keep up with demand,” Lagerlof says. Despite integrating these new business areas into its core offering, ALMACO remains a key contact among cruise liners, connecting ship manufacturers to the most reputable and trusted suppliers.

New beginnings

Launching five years ago, ALMACO’s venture into the construction sector has been welcomed, with its unique offering being utilised in some of the world’s most innovative hotels and accommodation ideas. In 2013, the Company was awarded a contract by Resorts World Bimini for the supply of 287 pre-assembled standard rooms, 18

garden villa suites and all public areas for the New Hilton Hotel. Located on Bimini Island in the Bahamas, this project presented its own individual set of challenges as Lagerlof explains: “As a small island with an extremely limited local workforce, we had to handle every element of the project ourselves, leveraging our vast experience of the marine industry to bring a total solution to construction.” ALMACO handled the complete turnkey delivery of the project, including conceptual and interior design aspects, with guestroom assembly completed close to the site. “In addition to the accommodation section which we have now completed, we are now working on creating five floors of public areas; including a reception area, restaurants with kitchens and food handling areas - a piano lounge, banquet and conference rooms, shops, a roof terrace, gym, spa, salon, night club, VIP lounge and other key leisure facilities,” he adds.

HANSGROHE

ansgrohe is based in Schiltach in Germany’s Black Forest. It is a leading innovator in technology, design and sustainability in the sanitation industry. Axor, the designer brand of Hansgrohe SE, successfully realises “Designer Visions for Your Bathroom”. Within the international Hansgrohe Group, Hansgrohe is the premium brand for bathroom and kitchen fixtures, showers and shower systems as well as thermostat and plumbing technology. The quality products of both brands can be found in such prestigious venues as the Burj Khalifa in Dubai. The Company and its products have been honoured with numerous design awards.

E gpservices@hansgrohe.com

www.hansgrohe-int.com

ShowerSelect ® : the new way to control shower pleasure Form and function go hand in hand with the new ShowerSelect finish sets. With a simple push of the button, you can switch on/off or from overhead to hand shower or choose your favourite spray pattern. With no complex electronics just a reliable yet groundbreaking mechanical technology.

Intuitive.

User-friendly. Easy to clean.

Creating luxury in a modular space

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A L M A C O

G R O U P

SWECO

weco is the leading consultancy in Europe for sustainable urban engineering and development. With 14,500 experts in 15 countries we carry out assignments in 70 countries annually. Sweco plans and designs sustainable buildings, communities and cities of the future. Sweco has had a strong presence and strong local knowledge in Middle East. With sustainable engineering and design we aim at high environmental values and high quality built environment. Sweco Structures Ltd is specialized in structural engineering and optimization, energy efficiency, structural concept development, life cycle planning, building physics and R&D. E specialservices@sweco.fi

Almaco’s unique offering is utilised in some of the world’s most innovative hotels and accommodation ideas

www.sweco.fi

Sustainability

On the construction side, we set ourselves high targets that address the increasing demand for smarter and more sustainable living and working accommodation

Delivery of modular guestrooms for the Sveavägen 44 project

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Having received several large orders in the past two years especially, ALMACO Group has simultaneously focused on its research and development (R&D) to both increase and improve the offerings across all three core divisions of its business; placing particular emphasis on sustainability. Lagerlof says: “On the construction side, we set ourselves high targets that address the increasing demand for smarter and more sustainable living and working accommodation. A recent example of this is Sveavägen 44, an office building that also comprises the ‘Hotel With Urban Deli’, a unique and stylish underground hotel at the heart of Stockholm city. “We supplied 106 guestrooms - 84 of which were pre-assembled - to the site and construction was completed in less than nine months; an impressive feat that presents unrivalled efficiencies and cost-savings when compared to traditional building methods. And the

opportunity to further deploy this model in European cities is huge,” Lagerlof highlights. Achieving a rating of ‘Excellent’ from the international environmental certification system, BREEAM, Sveavägen 44 boasts direct public transport links and has a reduced energy consumption of more than 70 percent when compared to the average office building. This reduction is the equivalent to 900 cars on the road making the daily commute to work. “Sustainability forms a crucial part of our business and will play an everincreasing role in our R&D to make sure that our whole supply chain is as environmentally-considerate as possible. Alongside this, we recently achieved ISO 14001 certification which will serve to emphasise our commitment to international quality standards and monitoring the latest green trends in tandem with our suppliers.” he details.

Organic growth

ALMACO’s current organic growth can be attributed to its continued focus on answering the needs of today’s cruise liners, hospitality and offshore industries in the most costeffective and sustainable way possible. Its unique value proposition has bolstered the Company’s reputation across these three sectors, rising to particular notoriety in the construction market as one of the most innovative pre-assembled room providers. “In the next five years, ALMACO’s construction division will continue to leverage the Group’s worldwide reach and expertise, with the aim to double in size,” Lagerlof says. He concludes: “Our people form an integral part of our strategy, and we do our best to take care of them. By working together to overcome challenge and create the best solutions, we can make sure that ALMACO is the first to capitalise on industry change and subsequent opportunities.”

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R I K S T V

Championing the Role of

Local TV Aggregator broadcast technology trends to distribute linear TV content to the Norwegian market. “When we first entered the market in 2007, we were a ‘traditional’ linear TV distributor, while today, we are using all the experience gained to combine the best of new technologies together to create an allWriter: Emily Jarvis • Project Manager: Jake Megeary inclusive service offering that provides seamless experience and access to istinguishing itself from both linear and on-demand content to the growing presence of our customers,” explains Christopher local and international Knudsen, Director of Technology at entrants in the pay-TV RiksTV. entertainment market, As digitisation of TV distribution RiksTV has expanded its distribution and entrants of international media and content reach in the Norwegian companies accelerated in the local pay-TV market by creating a unique market, so has the level of innovation platform that blends high quality in the television market; with the content from national and rapid growth of streaming services, international content owners on wider range of international and niche traditional linear (DTT) and on-demand channels and ubiquitous access to (OTT) distribution platforms, where content on any device. ease of use, accessibility and freedom Today, RiksTV has more than of choice rests at the centre of its value 500,000 customers and a wide proposition. range of TV packages to suit all Founded in 2005, with its first set demographics, an on-demand service of channels launched in 2007, RiksTV and the RiksTV app for tablet and began operating in the midst of the mobile devices. There are now more Christopher Knudsen, Director of Technology digital revolution, embracing the latest than 3,000 RiksTV-approved TV and set

With a rich history in providing linear TV-packages through the digital terrestrial network in Norway, RiksTV has developed into a full TV aggregator, blending together OTT and DTT content with a focus on accessibility, ease of use and freedom of choice to create a unique pay-TV package tailored to Norwegian viewers

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top boxes available from more than 800 retailers in Norway. “Despite facing the challenge of new entrants into the market, both local and international, we have been able to maintain our customer base and seek opportunities for growth” he further highlights. In Norway, the digital terrestrial network has grown to become one of the largest in the world with a network of 450 transmitters. These masts transmit TV signals wirelessly and approximately 98 percent of households and 80 percent of the leisure market are able to receive a signal from RiksTV transmitters. “RiksTV is wireless and available almost everywhere in Norway, including the coastline,” confirms Knudsen.

Intuitive offering

With more than 50 channels including local radio stations, RiksTV blends together local content with accessibility, ease of use, freedom of choice and convenience to create an intuitive service offering that attracts a rural customer base evenly distributed across Norway. Prior to RiksTV, local Norwegian channels used to be assigned to various networks which would mean in order to access the full local channel list, customers would often have to subscribe to more than one pay-TV service. The launch of DTT in 2007 enabled RiksTV to “tear down this wall”, aggregating the majority of local content providers through the RiksTV

platform in order to give the customer “better freedom of choice”. Knudsen details: “As a relatively young operator in a saturated market, we were initially seen as a lofty entrepreneurial entrant. However, our focus on being an innovator who challenges existing pay-TV packing and business models, combined with our strategic partnering and local sourcing model, has helped us to attract and retain customers in Norway. “Our lean organisation, continuous focus on agility through our work practices, combined with strategic

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R I K S T V

STRONG SCANDINAVIA

TRONG Scandinavia is part of the STRONG Group. STRONG, established in Europe in 1989, is a global supplier of consumer electronics, has nine fully operational subsidiaries and six regional sales offices covering 55 countries. STRONG is one of the leading providers of consumer electronics in Europe offering an extensive range of digital set-top-boxes. The European Headquarters is located in Austria with additional technical research & development offices situated in Holland, Ukraine, Austria and China. To secure high quality products STRONG has its own quality management bases in China and Holland. STRONG Scandinavia is located in Denmark and distributes the brands STRONG, THOMSON and TCL in the Nordic region, with a focus on set-topboxes, CAM, TVs, Wi-Fi streaming and audio.

Testing out new technologies and products has been vital to achieve success

RiksTV offering OTT and DTT with more than 50 channels On-demand services Film rental RiksTV app RiksTV Jr SMART-box II and multiroom viewing

partnering and sourcing is what sets us apart and enables us to quickly adapt new technologies and deploy new services. A focus on building and attracting core competency and organisational capabilities that allows for experimentation when it comes to testing out new ideas and product offerings has been vital to continue our success. As a result of our customer commitment and focus on our operation and product development, we were awarded with ‘customer service provider of the year’ four times from 2008-2012.”

Freedom of choice

RiksTV was the first operator in Europe to offer customers the freedom of choice and create a subscriber package with channels tailored for every individual. “Our multi-room solution

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STRONG aims to develop innovative, exciting and reliable products in close cooperation with customers and partners, focusing on customers’ specific needs for equipment and services across Europe. The Company’s partnership with RiksTV is an example of shared success having started in 2011 with the launch of the first jointly developed RiksTV hybrid settop-boxes (version 1.0). STRONG is now excited to launch the next generation of RiksTV hybrid set-top-boxes (version 2.0) later this year, featuring all the latest functionalities and technologies. The high quality and professionalism of RiksTV combined with the extensive experience and knowhow of STRONG has laid the foundations for long-term success. STRONG Scandinavia is proud to be a preferred partner of RiksTV and looks forward to more future successes. T +45 98 38 22 11 E info_dk@strong.tv

www.strong.tv

R I K S T V

Key milestones 2007 – The launch of DTT and RiksTV 2009 – Reaches 400,000 subscribers and launches its free choice channel package 2010 – Launches ‘Always Entertainment’ channel package 2011 – Signs distribution deal with Fox Crime 2012 – Rebranding with new logo, and the launch of hybrid set top boxes, along with new channels TV 2 Sumo and VGTV. RiksTV also launches film on demand service 2013 – Adds History, TV 6 and two BBC channels to its main listing 2014 – Customers able to download the RiksTV app and control the TV from an iPad 2015 – Launched film rental directly from iPad 2015 – Launched a set up box including built in Wi-Fi 2015 – Launched ‘RiksPakken’ (the main package) on iPad

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The launch of its children’s iPad and television application, RiksTV Jr further bolstered the Company’s product offering

complements this, allowing customers to access the RiksTV service in up to four rooms or places for one monthly fee,” he adds. This year, the Company launched a new and improved version of its terrestrial receiver, the SMART-box II with built-in Wi-Fi, further improving access to on-demand content and an improved user experience. Knudsen notes: “The SMART-box offers our customers seamless access to a range of both DTT and OTT channels and value-add services such as video ondemand and catch-up services.” Further bolstering its service offering, the network launched its children’s iPad and television application, RiksTV Junior, which is included in an ordinary subscription for no extra cost. “This is in recognition of the growing need to create packages suited for the young family; providing easy access to childsafe content,” he continues.

Championing content

RiksTV’s product development going forward will be focused on both continuous improvement of its existing services and taking advantage of new technology to make the Company’s ondemand and streaming service more accessible to a wider demographic. Knudsen explains: “By taking advantage of data gathered from the adoption and use of both our linear and on-demand streaming service, we can better analyse and gain insight into what content our customers are watching, when they are tuning in, where they are watching from and on what devices. This will enable us to carefully customise our content and services offering to best suit our customer’s entertainment needs. “This is currently a big market opportunity for us, with around 40 percent of Norwegian viewers watching via PC, tablet or smart phone.

Given our extensive reach across the population, we need to make sure we provide seamless content for all across the various viewing platforms we offer in the hopes to increase our demographic reach.” Going forward, the challenge for RiksTV lies in securing its position as the preferred local pay-TV aggregator that allow users to access the content they want, when they want, where they want. Knudsen concludes: “Ultimately, Norwegian viewers will always want access to high quality live content and local productions, in combination with international series, film and other on-demand content. RiksTV, with our local focus, organisational capabilities and partnership with local content providers, has a unique possibility to take the content aggregator role and serve all this great content to our customers in a seamless and easy-touse way regardless of their viewing preferences. We want to be known as championing local content in order to keep this element of our local culture alive, even in the face of challenge from international content providers. “We and our partners need to be able to capitalise on our advantages and organisational competencies in this market, leveraging the latest trends as a springboard to test out and launch new ideas as quickly as possible, in order to witness the longterm gains.”

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G L O B A L

P R O C E S S

By restructuring its business, Global Process Systems has been able to bolster its reputation as a responsible supplier of quality oil & gas equipment across the MENA and APAC regions Writer: Emily Jarvis Project Manager: Josh Hyland

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S Y S T E M S

ith the start of the 2015 bringing yet another bout of challenges for those operating in the oil & gas industry, Global Process Systems (GPS) has been adjusting its business model; making fundamental changes to its executive management team including the appointment of new Group Chief Executive Officer (CEO), Thomas C Bower. “Since being appointed as CEO of Global Process Systems by the wider Al Jaber Group in January, we have made it our primary objective to understand the challenges facing the GPS business in the current market environment, in order to position GPS for the future upturn,” Bower explains. GPS has spent the past 11 months modifying the way the business is organised and operated, gaining full support from its parent Company, Al Jaber, resulting in a reconsolidated financial position and the continued provision of an integrated package of services engineered towards a traditional ‘lump-sum’ engineering, procurement and construction (EPC) contract offering. “We have made substantial improvements to our business management systems and processes in order to effect the changes in the business required to become ‘one GPS’, with a culture of accountability to deliver,” he adds.

New management

By restructuring its business, GPS has been able to bolster its reputation as a reliable supplier of oil & gas equipment, with complete turnkey capabilities in all areas of process equipment and plant supply, from integrated design, through to engineering, fabrication, commissioning and testing; preparing itself for the inevitable upturn in oil prices in the future. Complementing this is a network of

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G L O B A L

P R O C E S S

S Y S T E M S

ZETA-PDM

eta-pdm is a specialist technology supplier to the oil, gas, water and petrochemical industries, focusing on the supply of advanced separation solutions for the many types of multiphase flow processes encountered in this field. The Company offers a range of support and experience to its clients, including consultancy services; backed up by process and mechanical design studies relating to both new-build and revamp equipment. We deliver practical and credible engineering, process design expertise, and efficient separation solutions, based on the extensive range of state-of-theart internals technology within the Zeta Group. T +44 (0) 1983 528 142 E sales@zeta-pdm.com

GPS has a network of offices in strategic locations across the Middle East and Southeast Asia

Thomas C Bower Group CEO Bower joined Al Jaber Group at the end of 2014 and was appointed as Group CEO of Global Process Systems at the end of January, 2015. A marine engineer and naval architect, his extensive 30-year experience in the oil & gas and heavy engineering industries encompasses senior roles at a number of organisations including most recently, Viking SeaTech in the US and Topaz Energy & Marine, based in Abu Dhabi. Originally from Western Canada, he began his career at Saint John Shipyard, New Brunswick, and went on to run his own successful engineering and water treatment companies. At GPS, he is responsible for all Group operations spanning the MENA and Asia Pacific regions.

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offices in strategic locations across the Middle East and Southeast Asia and two new executive appointments to run these growing areas of business. Bower highlights: “Laurie Burkhardt, General Manager for the MENA (Middle East and North Africa) region and Tony McKay, General Manager of Asia Pacific (APAC), join Chadi Farhat, the Group Chief Financial Officer, Steven Parkinson, Group Commercial and Development Director, Ivan Bota, Group Technical Director and myself. “All of these professionals bring extensive experience in their respective fields and have the right combination of skills to rebuild the GPS Group.” With the new team and support functions, GPS can now focus on strengthening its unique blend of in-house design and fabrication skills from its revitalised facilities. He notes: “Our core business will remain across the EPC process equipment market and our integrated

www.zeta-pdm.com

and standalone process module packages for clients in the upstream and downstream energy sector who require a bespoke service. “These capabilities are being delivered from two fully supported divisions in the MENA and APAC regions. We are utilising the facilities we have established in those strategic locations, as well as forming strategic partnerships and alliances that will complement our business model going forward.”

The separation solution that’s built to last a lifetime.

www.zeta-pdm.com

Zeta-pdm Ltd is a world leader in separation processes and a key supplier of advanced internals and in-line separation technology to the oil, gas and petrochemical industries.

Zeta House, 20 Barry Way, Newport, Isle of Wight, PO30 5GY. T: +44 (0) 1983 528 142 Riverside House, 3rd Floor, Riverside Drive, Aberdeen, AB11 7LH, UK. T: +44 (0)1224 224 371 For the inside story visit www.zeta-pdm.com ISO 9001

ISO 14001

OHSAS 18001

Quality Management

Environmental Management

Health & Safety Management

Registered

Emerging Stronger

Registered

Vision

Despite the economic climate, GPS has a number of important projects in the pipeline that are to contribute significantly to the Company’s order ONE GPS: a customerbook going forward. “We are pushing hard to secure these projects,” Bower focused provider of says. innovative process As an integrated service Company that is heavily driven by its new CEO solutions to the global, and senior management teams, GPS mid-sized EPC market also upholds a comprehensive health, safety and environment (HSE) policy that is rigorously adhered to throughout every phase of any given project. “People and the environment are our utmost concern; we deliver excellence with passion through our people and partners. We champion a HSE culture by undertaking all activities that result in providing a safe and healthy working environment,” the Company enforced. Aside from HSE in the workplace, “We make safety our top priority GPS will continue to ensure that all because it is the right thing to do,” GPS services provided fulfil the contractual added. requirements, and projects are

delivered on time and of an extremely high quality. “We strive to be the best-in-class designer and supplier of process equipment for the oil & gas and petrochemical and associated industries, supported by a service that is technically sound, customerorientated and of the highest quality and integrity,” the Company emphasised. GPS was recently ISO 9001:2008 certified, cementing its commitment to quality management systems and desire to boost its reputation on the international stage. Bower concludes: “We will continue to take pride in the fact that we have always delivered a high quality service to our clients in the ever-changing energy sector. I am confident that with the ‘One GPS’ strategy, we have built a strong team that will be accountable to deliver all your project expectations.”

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ENERGY FOR FUTURE

GENERATIONS

Working in cooperation with our partners and customers, Kraftringen strives to use natural resources as efficiently as possible. We do this by creating unique energy solutions that deliver environmental advantages, as well as generating sustainable growth in the region. Thatâ&#x20AC;&#x2122;s great sustainable news!

W O R L D

I S L A M I C

B A N K I N G

E V E N T

C O N F E R E N C E

F O C U S

World Islamic Banking Conference Key themes: • Banking leadership issues • Asset management and allocation outlook for 2016 • Funding options and Islamic capital markets • The emergence of transformative financial technology • The 40th anniversary assessment TOGETHER WITH Middle East Global Advisors (MEGA), the Central Bank of Bahrain (CBB) has been organising the World Islamic Bank Conference (WIBC) for the past 22 years. WIBC is one of the leading platforms globally for the Islamic finance industry and has played host to some of the world’s most influential institutions and leaders in financial services. As a result of continuously monitoring the latest trends in the global Islamic financial services industry, WIBC has witnessed tremendous

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growth in terms of attendance figures; increasing from a handful of delegates in 1994, to more than 1,300 exhibitors in 2014; representing more than 300 companies from destinations across 50 countries. This year, WIBC returns in full force with a brand new agenda focused on advancing Islamic finance to the digital age. The theme for the 22nd annual WIBC, ‘New Realities, New Opportunities’, recognises the dramatic transformation that the Islamic finance industry is going through as it marks its 40th anniversary. Focusing on the progressive outlook of the industry, WIBC 2015 aims to identify the challenges confronting the Islamic finance industry - ranging from achieving mainstream relevance, critical mass and inclusive growth - and address these by

engaging leaders in the Islamic finance arena, moving the industry towards collective action. The conference will provide insight into the progression and the challenges of the Islamic finance industry and will give bankers and asset managers an opportunity to capitalise on the $2 trillion Islamic finance industry.

E V E N T

D E TA I L S

WHEN: 1-3 December, 2015 WHERE: Gulf Hotel, Kingdom of Bahrain WEBSITE: www.wibc2015.com

SupporTeDBy By SupporTeD

22nd Annual

SupporTeD By

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The Global Global Islamic Islamic Financial Financial Ecosystem Ecosystem Gathers Gathers this this December December The The Global Islamic Financial@WIBC_2015 Ecosystem Gathers this December @WIBC_2015 @WIBC_2015

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G LO B A L O I L & G A S M I D D L E E A S T & N O R T H A F R I C A E X H I B I T I O N A N D C O N F E R E N C E

E V E N T

F O C U S

Global Oil & Gas Middle East & North Africa Exhibition and Conference INDUSTRY FACTS OPEC member countries in MENA have a combined 840 billion barrels of proven oil reserves and around 80 trillion cubic metres of proven gas reserves, representing 58 percent and 43 percent of global totals respectively The value of projects under execution or in the planning phases in the MENA region are worth more than $700 billion, representing one of the most investment-heavy hydrocarbon markets in the world An estimated $525 billion of investments will be made in oil & gas and electricity generation over the next four-five years across the MENA region

ENI’S RECENT DISCOVERY of one of the world’s largest natural gas fields off the Egyptian coast, the Zohr field, is estimated to hold 30 trillion cubic feet or more of natural gas (equivalent to 5.5 billion barrels of oil). This ‘supergiant’ find could not only change Egypt’s economy and potentially propel the nation into becoming an energy exporter, but it could also bring more opportunities for investors compared to other fields in the Mediterranean. Now is the right time for investors to enter this market by attending the Global Oil&Gas Middle East and North Africa Exhibition and Conference, taking place on 27-29 January, 2016 in Cairo, Egypt. The event is supported by the Ministry of Petroleum of the Arab

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Republic of Egypt. Visitor registration is complimentary and will provide the opportunity for investors to buy, specify and source, as well as learn about the latest regional oil & gas products, technologies and services. All sessions are free to attend for exhibition visitors, including a technical conference which will form part of the exhibition. The topics covered will include; exploration across the Middle East and North Africa (MENA) region; offshore operations - subsea and deepwater - drilling and completions; and unconventionals including shale oil and shale gas projects; enhanced oil recovery; LNG; third party access and tariffs and much more.

There has been a strong commitment to upstream investments in crude oil, NGLs and GTLs, with an expected investment of around $200 billion in 83 upstream projects through 2015

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WHEN: 27 - 29 January, 2016 WHERE: Cairo International Convention Centre, Cairo, Egypt CONTACT: og@ite-events.com REGISTER: www.global-oilgas.com/mena

GULFOOD

E V E N T

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

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F O C U S

Gulfood remains at the forefront of this burgeoning demand, encompassing four distinct industry sectors:

Food & drink

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

Food service & hospitality

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

Beverage & beverage equipment

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

Restaurant & café

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

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