BEST OF ABU DHABI - Volume 1

B E S T

O F

ABU DHABI V o l u m e 1

International Group Publisher Sven Boermeester Publisher & Managing Group Editor Lisa Durante

Celebrate Success

Regional Sales Director Gloria Giles Welcome to the first edition of 'Best of Abu Dhabi', where a snapshot of the emirate's business, lifestyle and innovations are showcased as a testament to the era of diversified progress that economic growth and heightened development has fostered in all spheres.

Sponsored by Mubadala, a wholly owned investment vehicle of the Government of Abu Dhabi, that asserts its own belief in partnerships by developing strategic, commercially oriented local and international joint ventures; 'Best of Abu Dhabi' tracks the dedication and the innovative zeal of entrepreneurs and organisations

Territory Sales Director Matt Davis Sales & Marketing Director Alenoosh van Sabben Media Consultants Shelley Fowler Nadia Al Sheikh Printing Emirates Printing Press

that underscore the rapid pace of change.

Creative Director Ravi Handve With Abu Dhabi's impressive socio-economic indicators on the upswing, coupled with its persistence in forging ahead to embrace fresh regional and global opportunities, comes the need to trace individual stories of success in order to grasp a wider understanding of the enormous implications of change overall.

Positioned in sector-specific chapters, each standing as a role model of excellence in their individual sectors, every company featured forms part of a vibrant kaleidoscope that reflects the reality of Abu Dhabi today.

Administration Sharon Sheila Rosales Features Editor Sandy Ayers Contributors Jonathan Neil Pranay Gupte Sandhya Mendonca

'Best of Abu Dhabi' is published by 'Global Village Partnerships' that develops this yearly book series in diverse territories across four continents. Its mission is to serve as the world's premier platform for showcasing the world's top brands and companies in business, tourism and lifestyle. This is achieved through the development of the 'Best of..' book series, the Global Village online information portal and an ever expanding business network of international partners and clients.

GO2, Building 5, Dubai Media City, P. O. Box 502126, Dubai, U.A.E. Tel. No.: +971 4 3903950 Fax No.: +971 4 3908348 Website www.GlobalVillageProduct.com Published by

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Global Village Publishing FZ LLC a division of Global Village Partnerhsips Ltd.

ISBN # 978-1-60461-215-8 Every effort has been made to ensure the accuracy of the information in the Best of Abu Dhabi Vol.1 publication.

Neither Best of Abu Dhabi nor Global Village Publishing FZ LLC take any responsibility for errors or omissions.

All rights reserved: No part of this publication shall be reproduced, copied, transmitted, adapted or modified in any form or by any means.

This publication shall not be stored in whole or in part in any form in any retrieval system.

Sponsored by Mubadala

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Chapter 1

Chapter 2

Pg 58 - 75

Pg 28 - 57

Hotels & Hospitality

Health & Wellness

Chapter 6

Chapter 5

Pg 118 - 125

Pg 110 - 117

Design & Interiors

Architecture, Construction, Property & Real Estate

Chapter 9

Chapter 10

Pg 162 - 179

Pg 150 - 161

Banking & Finance

Pg 206 - 217

Open for Business

Chapter 13

Contents

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Best of Abu Dhabi

Malls & Luxury Lifestyles

Chapter 4

Chapter 3

Pg 76 - 99

Pg 100 - 109

Travel, Culture & Heritage

Corporate Profiles

Chapter 8

Chapter 7

Pg 126 - 137

Pg 138 - 149

Oil, Gas & Alternative Energy

Pg 180 - 191

Chapter 12

Chapter 11

Celebrate Success

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Training & Education Pg 192 - 205

Media, Communications & Technology

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CHAPTER 1

BEST OF ABU DHABI

“Whoever has no past has neither present nor future.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1971-2004)

Best of Abu Dhabi

Progress - Uninterrupted Mubadala’s mission – indeed, its very existence – highlights a simple and fundamental premise of modern-day nation building: The accumulation of a country's wealth, especially accruing from its natural resources, should be used to diversify its economic base.

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In short, what else would a country, in this case, the United Arab Emirates, do with its enormous revenues from the pumping of 2.5 million barrels of crude oil a day, confident in the knowledge that its proven oil reserves of nearly 100 billion barrels should last roughly 150 years? The UAE's oil reserves constitute 8.5 percent of total world's reserves, most of which are located in the Emirate of Abu Dhabi.

The federal capital, Abu Dhabi, is the largest of seven sheikdoms which constitute the UAE. It represents 80 percent of the landmass of the country, and is by far the UAE’s dominant oil producer, controlling over 85 percent of total oil-output capacity, and possessing more than 90 percent of its crude reserves. Nearly 92 percent of the country's gas reserves are also located in the Emirate of Abu Dhabi.

Backed by these natural resources, Abu Dhabi has chosen to engage in contemporary nation-building in part by creating strong investment vehicles to channel, diversify and maximize its wealth. And in this age of galloping globalisation, Mubadala recognises it isn't enough simply to invest, but to invest wisely and widely.

Comprehensive investment has been the mantra of Mubadala since its creation in 2002 as a wholly-owned unit of the Government of the Emirate of Abu Dhabi. As a principal investor with a single shareholder of undeniable strength, Mubadala has proven to be an innovative force in the way it deploys its capital and pursues business.

Mubadala builds grass roots businesses, a distinct difference from the predominantly financial and portfolio investment strategy pursued by institutions such as the Abu Dhabi Investment Authority (ADIA) which invests indirectly by buying into investment instruments and funds.

As such, partnerships represent around 70 percent of Mubadala’s business portfolio.

“We like rolling up our sleeves and working together with first-class partners to build businesses in Abu Dhabi,” explains Waleed Al Mokarrab Al Muhairi, Chief Operating Officer, Mubadala.

“We also take strategic stakes in companies beyond our borders. For us, optimizing a portfolio or diversifying risk is secondary. We do this because we believe there is a strong and direct link back to development in Abu Dhabi. In other words, we take strategic stakes in companies to directly benefit the Abu Dhabi economy.”

Mubadala’s deep breadth of managerial and financial talent has enabled it to perform exceptionally well over the past five years earning a credible name for itself in the global investment arena. Mubadala's diversification – its acquisition of strategic holdings in existing domestic or foreign companies – and its investments have fostered a remarkable synchronicity with the driving objectives of Abu Dhabi's leadership and economic decision makers.

“Even though our shareholder demands a sound return on investment, everything has to pass through multiple filters. Nothing reaches our CEO or Board unless it exceeds our return targets. Equally,

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all investments must pass the ‘right partnership test’ and the ‘Abu Dhabi strategic benefit test’. That ultimately translates into us making investments in projects that have an Abu Dhabi-wide impact, which, in turn, can enable further private sector opportunities downstream,” states Al Muhairi.

The shareholder objectives underscore a central thesis: that the emirate wants to broaden its economic platform and embrace a variety of enterprises. According to this theory, as the country progresses its oil and gas sector should serve mainly as a fiscal trampoline or safety net.

But the underpinnings of the economy should encompass a wide range of strategic sectors including real estate, basic industries, infrastructure, tourism, healthcare, aerospace, and energy.

Mubadala’s pioneering diversification of investment has led it to neighboring Qatar, where it led the development of Dolphin Energy, the first cross-border natural gas network in the GCC, which is 51 percent owned by Mubadala.

Natural gas from Qatar's North Field transits Dolphin's huge gas processing plant at Ra's Laffan, where valuable commercial byproducts are extracted. The remaining dry gas is then transported by pipeline to Abu Dhabi via Dolphin's 370-kilometre sub-sea pipeline. Two billion cubic feet of gas is being pushed daily, first to the UAE, and, in 2008, onward to Oman.

“We are by no means passive investors. We see ourselves as a building block to local and regional development as well as encouraging socio-economic diversification,” Al Muhairi says. “Dolphin is special because it is both an energy producer and an infrastructure business that succeeds in bringing together sectors and countries that have not traditionally enjoyed this level of connectivity.”

Regional co-operation is a vital hallmark of Mubadala’s expansion.

Oman, for instance, figures prominently in Mubadala's plans, hence an agreement for the development of the Mukhaizna heavy oil field that's being implemented by wholly-owned subsidiary, Liwa Energy Limited.

This deal will see production increase to 150,000 barrels per day from the current 10,000 barrels per day.

Liwa Energy had also won a share, as part of a consortium including Occidental and Woodside, in nine of the 15 Libyan exploration blocks offered by Libya’s National Oil Corporation in the EPSA IV Bid Round.

Within the UAE, inter-emirate co-operation has also been pioneered

by Mubadala. For example, the company forged a joint venture with Dubai's aluminum smelting company, Dubal, to collaborate on a US$ 6 billion greenfield aluminum smelter complex to be built at Taweelah in Abu Dhabi. Producing 1.4 million tonnes annually, this will be the world’s biggest single-site aluminum smelter creating upwards of 2,500 jobs, of which 25-30 percent is expected to be held by UAE nationals. “We see the right type of job creation as being crucial for us at Mubadala and also for economic sustainability at the level of Abu Dhabi. However, this

About Mubadala Conceptualised by respected statesman and entrepreneurial innovator, His Highness Sheikh Mohammed Bin Zayed Al Nahyan, the Crown Prince of Abu Dhabi and Chairman of the Executive Council, Mubadala Development Company is a wholly-owned, principal investment vehicle of the Government of the Emirate of Abu Dhabi.

Mubadala was established in the 4th Quarter of 2002 as a Public Joint Stock Company through Emiri Decree Number 12 of 2002, issued by Sheikh Mohammed.

will not come at the cost of maintaining diversity, which is a source of strength at all levels,” Al Muhairi adds. Mubadala has also propelled this partnership beyond its borders, in developing the Bani Saf smelter in Algeria which is expected to produce around 700,000 tonnes of high grade primary alumimium per year, largely for export.

Furthermore, Mubadala established and wholly owns Masdar, the Abu Dhabi Future Energy Company (ADFEC), as a landmark initiative to promote the use and development of renewable and alternative technologies. To achieve this, Masdar has partnered with the world’s most prominent companies, educational institutions (MIT) and investment firms (Credit Suisse) to lead and advance a global strategy of international knowledge and

capability to drive forward a new energy era. In short, Abu Dhabi has found a way to make money, develop and incubate technologies and promote sustainability.

The company has also made its presence felt in the IT arena.

Mubadala partnered with Electronic Data Systems (EDS), the American outsourcing behemoth that employs some 120,000 people internationally, to set up Injazat Data Systems as a 60-40 venture. This joint venture quickly found clients in sectors including government, healthcare, energy and power generation.

ADWEA, the governmentowned electricity regulator, in fact, awarded Injazat a 10-year outsourcing contract to manage all its IT requirements. In addition to Injazat’s compelling value proposition, this relationship was fostered by ADWEA’s and Injazat’s

pursuit of similar human resource goals – the Emiratisation of staff and accelerated education of personnel. ADWEA's staff is currently about 40 percent national, and it seeks to push that figure to a 100 percent. Injazat wants to boost employment of nationals, particularly smart young graduates of the Higher Colleges of Technology, Zayed University and other prestigious centers of tertiary technical education.

Mubadala has also broken new ground in the field of technology with Yahsat – a company which will develop, procure, own and operate a hybrid communications satellite, serving commercial and governmental clients in the Middle East, Africa, Europe and SouthEast Asia. This technically advanced initiative was created to meet the growing market demand in the global commercial satellite industry which reinforces

Mubadala’s commitment in diversifying Abu Dhabi’s economy.

On the international stage, Mubadala has been regularly creating headline news with its overseas investment policy. Most notable among these was a deal to acquire five percent of Ferrari.

The investment was made on the financial merits; however, the strategic link to Abu Dhabi became evident when ALDAR Properties, a Mubadala owned real estate development and investment company, announced the building of Ferrari World, a concept that had never before been developed.

Another investment is Mubadala’s 35 percent stake in of Italian business-aircraft manufacturer, Piaggio Aero.

This acquisition marks the company’s first foray into the aerospace industry and signals Mubadala’s ongoing commitment to increasing Abu Dhabi's participation in this industry and to build its intellectual property and knowledge base. Mubadala is hard at work developing an aerospace cluster, and manufacturing Piaggios in Abu Dhabi will be a first step in realising its production strategy.

The future looks very promising for Mubadala and consequently, Abu Dhabi. Mubadala is at the forefront of economic development. As a developer, an investor and an international partner of choice, Mubadala is taking advantage of an array of local and global economic opportunities. Importantly, Mubadala is also creating many of these opportunities for itself and others in Abu Dhabi, the UAE and the wider world.

Tel: +9712 616 0099 www.mubadala.ae

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Key Developments, Investments and Acquisitions Abu Dhabi Future Energy Company - Masdar 100 percent Abu Dhabi Knee & Sports Medicine Centre 100 percent Abu Dhabi Ship Building (listed) 40 percent Abu Dhabi Terminals 100 percent ALDAR Properties (listed) 12 percent Al Taif Technical Services 100 percent Barka Power Plant 47.5 percent Cleveland Clinic Abu Dhabi 100 percent Dolphin Energy Company 51 percent du 20 percent Emirates Aluminium 50 percent Emirates Ship Investment Company 32.9 percent Ferrari 5 percent Hadjret Ennous Independent Power 25.5 percent Horizon International Flight Academy 100 percent Imperial College London Diabetes Centre 100 percent Injazat Data Systems 60 percent LeasePlan Corporation 25 percent LeasePlan Emirates 51 percent Molecular Imaging Centre 100 percent Mukhaizna Oil Field 15 percent Oasis International Leasing (listed) 10 percent Oil Exploration in Libya 10 percent each in each of 9 blocks Oil Exploration in Oman 15 percent Piaggio Aero Industries 35 percent Spyker Cars NV (listed) 17 percent SR Technics 40 percent Tabreed (listed) 5 percent UAE University PPP 100 percent Yahsat 100 percent

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Mubadala Vision To encourage, strengthen and develop the economy of Abu Dhabi through global investments and partnerships that form a benchmark for business excellence.

Mubadala Mission To lead the development of Abu Dhabi’s economy and its people by investing globally in profitable, strategic, commercial and industrial ventures.

Corporate Social Responsibility in the UAE Mubadala is a socially responsible employer of choice in the UAE and the region. The company actively participates in the promotion of Abu Dhabi’s social and cultural environment and, through its transparent approach to business, has enabled the emirate to become recognised as a responsible corporate state with a highly credible reputation as a trusted international partner.

The Way Ahead Currently, Mubadala has a number of substantial projects under development in the energy, utilities, real estate, basic industries, infrastructure, technology, healthcare, aerospace, and services sectors.

In each case, Mubadala is aligning its business approach to its own vision and mission and the strategies of the Government of the Emirate of Abu Dhabi.

Mubadala's alignments ensure sustainable economic benefits, global partnerships and the highest standards in business and project development, skilled management and investment criteria.

Best of Abu Dhabi

Golden sands meets black gold For centuries the tribes that inhabited the southern tip of the Arabian Peninsula lived a tough nomadic lifelihood, or earned a living by diving for pearls and fishing along the coast. In 1958 massive oil and gas reserves catapaulted these impoverished desert sheikhkdoms into a dimsension of wealth and plenty. Slowly embracing socio political reform too, today the region’s most socially liberal country, is a federation of modern city states replete with gleaming skyscrapers towering above manicured artificial oases and palm-lined boulevards. With economic diversification and enlightened development plans in diverse spheres, there is more to life in Abu Dhabi than meets the eye.

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Many of those who knew the UAE in previous years may have regarded Abu Dhabi as a quiet sleepy capital, the home of bankers, diplomats, and government servants on the lines of Washington or Canberra, rather than a centre for business.

This was not an entirely fair view, since huge industrial developments have been taking place in other parts of the Emirate out of sight of the casual visitor, for example the giant petro-chemical plants on the western coast at Ruwais; or the huge gas projects near the oil fields like Sahil and Habshan, deep in the desert. Extensive housing schemes have created many new townships, providing Emiratis with spacious villas where they can live in comfort in the desert regions, close to their original villages. There has of course, been a spectacular building boom in Abu Dhabi City itself, and this year massive new schemes have been announced which will transform the Emirate over the next decade into an ultra-modern city and regional business centre.

Al Ain fort

A Little History The main families that make up the native population of Abu Dhabi come from the Bani Yas tribe, whose origins are obscure, but who are thought to have come from South West Arabia, from the northern parts of what is now known as Yemen. They began to occupy the area that is now Abu Dhabi Emirate around 500 years ago, perhaps earlier, settling in the palm gardens of the interior in Liwa to the south and Al Ain to the east. It was only in the 1790s that the Bani Yas, under the direction of the leading family, the Nahyans, made a more permanent home on Abu Dhabi Island. Another closely related part of the Bani Yas, led by the Maktoum family, settled on the coast a little further to the north-east, on the Dubai creek. In the nineteenth century, the main economic activities were pearling and trading in essentials with India and some of the other Gulf States. The population endured considerable hardships, especially when the pearling industry collapsed following the introduction of cultured pearls by the Japanese, and the world depression took a grip in the 1920s and 1930s. They lived largely off dates and fish, and were reliant on camels, sheep and goats, as well as a few meagre crops that they grew in the places where there was water, mainly near the mountains and in the sands of the Liwa.

Sheikh Zayed bin Sultan Al Nahyan, a remarkable Ruler Abu Dhabi, which was the most prosperous Emirate on the Trucial Coast a hundred years ago, with the largest fleet of pearling dhows, suffered too, but regained its prominence once oil began to be exported in the 1960s from both onshore and off-shore fields. HH Sheikh Zayed Bin Sultan Al Nahyan, who took charge in 1966, saw his Emirate grow, in his 38 years as Amir or Ruler, into the leading role in one of the most prosperous countries in the world, with a $100bn economy. His skills, which were derived from his native wit and the lessons learned from conducting tribal relations with his neighbours in the Trucial States, turned out to be perfectly adaptable to managing a fast growing modern state.

He shared with his people the wealth brought by the oil industry. He also was exceptionally generous to other nations less fortunate than the UAE. Abu Dhabi’s possession of more than nine percent of the world’s known oil reserves and four per cent of the world’s gas has meant that the lives of all Abu Dhabians were transformed through Zayed’s open-handed way of channeling money to them. Several other countries in the Arab World and some outside it, like Pakistan and Afghanistan, have also benefited to the tune of billions of dollars of aid, thanks to the generosity of Sheikh Zayed and

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the Abu Dhabi Fund for Development, which was established the year that the UAE was formed in 1971.

Perhaps his most remarkable achievement was to bring his fellow Rulers in the other six Emirates – Dubai, Sharjah, Ajman, Umm Al Quwain, Ras Al Khaimah, and Fujairah - into the Federation of the United Arab Emirates in 1971. To do this he showed great respect for their own positions in the other Emirates, concern for their problems such as tribal rivalries and border disputes, and great generosity to them and their people. He became in his long reign in Abu Dhabi a font of wisdom and an outstanding leader of his country. Prince Charles, Britain’s Crown Prince, who used to call on Sheikh Zayed, always looked forward to meeting him, as he knew that he was in the presence of a major figure in Arabian history.

No Ruler was more loved and respected than Zayed.

In his long life, he never lost his love of the desert and the ways of the bedouin, and was happiest among his people.

The Bedouin System of Government The traditional system of government has lasted for centuries and represents a pact between the ruling family, whose members are given the title ‘Sheikh’ (‘Shaikha’ for the women) and the other members of the tribe. In the case of Abu Dhabi, for example, the Ruler is the unquestioned leader. His family has the task of selecting a suitable candidate to succeed when the Ruler dies.

The normal succession is for the position of Ruler to pass to the next suitable son of the late Ruler, and only to pass to a member of the

same generation if there are no eligible sons and if there is a suitable brother who is capable of taking the responsibility: otherwise it might be given to a cousin or older member of the family. In return for the allegiance of his people, the Ruling Sheikh has to make himself available to them to hear and settle their problems. To this day, the Ruler makes it his duty to know all the leading figures in his Emirate, and holds a regular majlis, or place for sitting where in theory any member of the tribe can attend, sit with him, and air his views. In the case of the UAE, which is a Federation of seven Emirates, Zayed was elected President of the State by the other six, through the force of his character, and the fact that Abu Dhabi owns 80 percent of the land area of the UAE and an even higher percentage of the oil reserves, and therefore the wealth of the country.

H.H. the late Sheikh Rashid Bin Saeed Al Maktoum with H.H. Sheikh Zayed Bin Sultan Al Nahyan

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H.H. the late Sheikh Rashid Bin Saeed Al Maktoum with H.H. Sheikh Zayed Bin Sultan Al Nahyan

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H.H. Sheikh Khalifa Bin Zayed Al Nahyan, President, UAE

The New President, HH Sheikh Khalifa bin Zayed Al Nahyan The present Ruler of Abu Dhabi, who was also elected the President of the UAE by his peers, is Zayed’s eldest son, HH Sheikh Khalifa bin Zayed Al Nahyan. He has followed the tolerant and generous policies adopted by his father, whom he succeeded in November 2004.

However, there is now a difference of pace; HH Sheikh Khalifa has brought a new generation of leaders to the fore, among them many of Sheikh Khalifa’s younger brothers, notably the charismatic new Crown Prince, HH Sheikh Mohammed bin Zayed Al Nahyan, the third son of Zayed.

Younger technocrats have been appointed to senior positions and the rate of development has quickened in the hydrocarbon, tourism, real estate, and industrial sectors. HH Sheikh Khalifa has made a point of touring the other six Emirates to

ensure that the benefits of economic development reach all Emiratis, especially in those smaller Emirates, which are not blessed with major oil and gas reserves like Abu Dhabi. He has also shown himself open to innovation in the Bedouin system in this conservative part of Arabia: elections were held last December for the Board of Abu Dhabi Chamber of Commerce and Industry, and two foreigners and two women were appointed. In the next stage, elections will be held for half of the forty seats in the UAE Federal National Council, which is the highest consultative body in the country.

Abu Dhabi’s Ambitious Plans Abu Dhabi has prepared ambitious plans to accelerate its economic development and diversification. Sheikh Hamad bin Zayed, the Chairman of the Abu Dhabi Department of Economy and Planning recently announced that Abu Dhabi

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would be spending over $100bn (AED 367bn) in the next four to five years on large projects.

These will include a new airport designed to handle up to 20 million passengers a year; a new port in Taweelah, to the east of the capital, where there are already large electricity generation and desalination plants; and four new communities at Reem Island, Lulu Island, Saadiyat Island, and Raha Beach. Alongside these huge construction projects, Abu Dhabi will increase crude oil production capacity from 2.5 to 3.5 million barrels per day, and in parallel develop her refineries, gas processing plants (most of Abu Dhabi’s gas is associated, which means that it is produced during the extraction of oil), petro-chemical plants and large-scale heavy industries.

These are all based on the conservative assumption that Abu Dhabi can continue to produce oil in these quantities for well over one hundred years.

Abu Dhabi has recognized that as a key element in these developments, visitors will be coming in ever-increasing numbers.

One hundred new hotels are to be built at the rate of ten per year over the next decade, involving a huge expansion of the City’s infrastructure. Abu Dhabi intends to use its great wealth to build a capital city that is a real economic power in the Gulf Region. By

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changing the investment legislation and streamlining licensing processes, Abu Dhabi is a two-way street, welcoming an influx of private sector investors, and boosting the export of goods and knowledge to the Arab World and to the Asian subcontinent. Privatisation, which has been proceeding since the late 1990s, will be a key element in further modernizing the state utilities, like electricity and water, power distribution, and waste disposal. This is seen not only as a means to improve efficiency, but also as a way to redistribute wealth, by giving all citizens a chance to participate in what was previously the preserve of the state.

Tourism has not been a major driver of Abu Dhabi’s economy in the past, but the quality of the beaches and islands, the beauty of the desert, the attractions of the Liwa and Al Ain, Abu Dhabi’s alternative capital in the desert, will increasingly lure discriminating visitors.

However, Abu Dhabi’s plans seek to broaden the economy as a whole, by targeting not just tourism, but manufacturing, logistics and service industries, all to be developed with the help of international companies from all over the world. Oil wealth has been a hugely important element in Abu Dhabi’s economy, but leading Abu Dhabians recognize that it

cannot by itself bring about higher stages of economic development, which require a partnership between the government and the private sector.

There will be inevitable comparisons with Dubai, but the two cities are complimentary to each other. Abu Dhabi’s riches have greatly assisted the development of Dubai in recent years: a quick count of Abu Dhabi-owned buildings along Sheikh Zayed Road in Dubai will testify to the way the two economies are growing together. With the help of Dubai’s energetic Ruler, HH Sheikh Mohammed bin Rashid Al Maktoum, who is also the Federal Prime Minister, and who is working closely with the Abu Dhabi Crown Prince, HH Sheikh Mohammed bin Zayed Al Nahyan, the other Emirates in the north of the country are being encouraged to develop their own resources, especially in the tourism and real-estate sectors. Abu Dhabi’s economic resources, together with those of Dubai, have made the UAE the second largest Arab economy after Saudi Arabia, and much faster growing than their larger neighbour.

The UAE’s growth rates are very high by any standards, partly due to the inexorable rise in world oil prices (up from an average of $36.1 per barrel in 2004, to $54 in 2005, and probably to nearly $70 in 2006), and partly to the strength of the non-oil sector figures, which now constitute nearly two-thirds of the total.

Nothing could more eloquently illustrate the speed of diversification of the country’s economy away from reliance on oil and gas: this result was achieved despite the huge increase in the contribution of crude oil prices to the economy. Provisional figures show that the UAE’s economy grew at the remarkable rate of more than 26 per cent in 2005. Planners are working on the basis of a similar rise in 2006, and strong growth for at least the next three to four years. It is interesting to note that the UAE economy is now generating a budget surplus for the first time for twenty years. In the past, the country has been able to run a deficit and finance it entirely through Government earnings from overseas investments. These are dominated by Abu Dhabi’s reserves, which are believed to exceed $400bn, and are growing rapidly.

Visitors to Abu Dhabi will be struck by the sheer size of the immigrant population: perhaps four-fifths are expatriates, mainly from India, Pakistan, Bangladesh, Sri Lanka, Iran and the Philippines, but with a sizeable number too of other Arabs, Asians and Europeans; one hundred and seventy nationalities are represented in the UAE. Emiratis, perhaps because of their long tradition of trading and seafaring, have always been open to other races and cultures, and this gives them a remarkably tolerant and welcoming nature. This is surviving even in the face of rapid economic expansion, such as we are now seeing.

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The Future Given the way that the seven Emirates are working together, and that all sectors are booming, the future of the UAE is extremely bright for the next five to ten years at the very least. Oil prices are likely to stay high – every one of the UAE’s neighbours, including Iran, is an oil and gas producer – and the UAE is set on a course of economic expansion and liberalisation, which is calculated to attract capital inflows. The population is growing fast, mainly immigrants - there is an endless supply of trained manpower from India, for example – and the UAE’s doors remain open to foreign expertise. Geographically, the UAE is at the centre of a region of enormous markets, and is exploiting this skillfully by becoming a major transport, communications and trading hub. Given wise leadership - prudence and good management have been the hallmarks of Abu Dhabi over the past three decades - there is every prospect that the economic boom will continue and that the Emiratis will enjoy a period of expansion, reform and prosperity almost unequalled anywhere else on earth.

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Fathers of the nation In a region traditionally underscored by instability and hardship, Sheikh Zayed bin Sultan Al Nahyan, the first president of the UAE, took over in 1966. This was not only the beginning of the oil rush which propelled socio-economic expansion on an unprecedented scale; it was also the start of a period of prosperity, peace and growth which reflects his legacy today.

H.H. Sheikh Khalifa Bin Zayed Al Nahyan with H.H. Sheikh Zayed Bin Sultan Al Nahyan

A ruler of many facets, he was listed among the wealthiest men in the world by Forbes magazine, with an estimated fortune at around USD $24 billion. Hailed as the architect who united the country’s seven emirates into the National Federation in 1971, Sheikh Zayed was also famous as the 'the man who turned the desert green' thanks to his life-long environmental endeavours to maintain ecological sustainability by 'greening' the fragile desert eco-system.

This hugely popular leader died on November 2, 2004 and left a bleeding wound in the heart of the nation's four million Emiratis, who mourned his paternal guidance characterized by natural leadership prowess

and compassion. Self censorship aside, media commentators could not find a negative thing to say about this simple man who delivered his people from virtual isolation into the modern era.

Sheikh Zayed, the powerfully gentle Ruler of Abu Dhabi and President of the UAE for over 30 years (1971-2004) came from a religious tribe of Al Ain to become the colossus dominating the affairs of the UAE. His is a remarkable story of drive, ambition, vision and achievement.

In a region where religious fundamentalism has been at the root of regional social ills, he was admired for his religious tolerance of all other religions and the freedom he accorded

western workers in the UAE. Amid a changing and increasingly complex world, this federation of wealthy modern city states is hailed as the example of enlightened Arab nationhood that espouses the best of the West, while retaining the traditions of the East.

A sportsman who excelled in riding and hunting with falcons, he eventually gave up hunting with firearms to set an example for wildlife conservation in his fragile desert homeland. A philanthropist, Sheikh Zayed was renowned for his acts of social responsibility included adopting hundreds of orphans and building hospitals both in the UAE and abroad.

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H. H. Sheikh Zayed Bin Sultan Al Nahyan

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His early life Sheikh Zayed was the youngest son of Sheikh Sultan bin Zayed Al Nahyan, the Ruler of Abu Dhabi from 1922 to 1926.

Born in 1918, he was named after his famous grandfather, Zayed bin Khalifa al Nahyan, who ruled the emirates from 1855 to 1909. After his father's death in 1927, Zayed moved to the oasis city of Al Ain, approximately 160 kilometres east of the island of Abu Dhabi, where he spent the rest of his youth. In this quiet, desert country of farmers, fishermen and camel traders, he underwent religious education, and learned the Quran and was deeply moved by the biography of the Prophet Muhammad. As Zayed grew to manhood he displayed an early thirst for knowledge that took him out into the desert with the Bedouin tribesmen to learn all he could about the way of life of the people and the environment in which they lived.

Zayed's idyllic world changed with the discovery of oil in Abu Dhabi in 1958.

The seven emirates, known then as the seven Trucial States, had been under British influence since 1820. Abu Dhabi was poor and undeveloped, its economy based upon fishing and pearl diving along the coast. The economy suffered when the market for Gulf pearls collapsed in the 1930s with the Japanese scientists inventing the cultured pearl. At this point, the first oil company teams came to carry out geological surveys in Al Ain, and Zayed was appointed to guide them around the desert.

Zayed also traveled to Europe to appear at a legal hearing on an oil dispute, and consequently toured the United States, Switzerland, Lebanon, Iraq, Egypt, Syria, India, Iran and Pakistan. On his return, Zayed was convinced of the urgency to develop his beloved land in order to bridge the large gap between Abu Dhabi and the rest of the world.

The benevolent Ruler On August 6, 1966 the British deposed his brother Sheikh Shakhbut Bin-Sultan Al Nahyan in a bloodless coup and installed Sheikh Zayed as Emir of Abu Dhabi. After assuming power, the master strategist got off to a characteristically generous start. He literally handed out the oil revenues to his people.

Word soon passed around and there was always a long queue outside his palace.

Nobody went away empty handed, and this was a sign of things to come.

Sheikh Zayed introduced a formal government structure, rapidly transforming the country into an environment of cities with gleaming skyscrapers that rise from artificial oases of lush gardens and plam-lined avenues. His priority was initially to provide basic housing, education and health services, but soon the enduring love affair with grandiose infrastructural projects took hold with the construction of an airport, a sea port, roads, and a bridge to link

With the late Sheikh Rashid Bin Saeed Al Maktoum and Sheikh Zayed Bin Sultan Al Nahyan, the founding fathers of the United Arab Emirates stand proud under their fluttering flag that is the symbol of prosperity and inovation

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Abu Dhabi to the mainland.

He planted thousands of trees in Al Ain, transformed the landscape of Abu Dhabi and earned the title 'the man who turned the desert green'.

All this was an exceptional achievement for a man who had no formal education and had lived the nomadic life of a Bedouin for most part. But Sheikh Zayed was an excellent judge of men, always open to expatriate advice and assistance in developing Abu Dhabi. Today, this advanced and elegant city is a fitting monument to his legacy.

H. H. Sheikh Zayed Bin Sultan Al Nahyan

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The master strategist When Britain announced in January 1968 that it would withdraw its military presence in the Gulf, it provided perhaps the greatest challenge of Sheikh Zayed's life. He was the first statesman to realize that for Abu Dhabi to prosper, it would need to co-operate with its tribal neighbours. So his first step was to meet with the then-ruler of Dubai, Sheikh Rashid bin Saeed Al Maktoum. After three years of skilful negotiations with the rulers of Oman Bahrain, Dubai, Ajman, Fujairah, Ras al-Khaimah, Sharjah, Qatar and Umm al-Quwain, the UAE finally became a reality on December 2, 1972. This is universally acknowledged as Sheikh Zayed's most significant achievement.

Zayed was first appointed to the presidency of the UAE in 1971 by the Supreme Council, comprising of the other six ruling members of each of the seven emirates.

He was reappointed on four further occasions: 1976, 1981, 1986, and 1991.

In 1970s the great oil boom years brought huge prosperity to the UAE and Sheikh Zayed invested the money in the infrastructure of the nation which resulted in a construction boom. His policy of economic diversification from early times ensured that even the downturn in the oil price in the 1980s and 1990s affected the UAE far less than other Gulf countries.

The development of Dubai, in particular, as the commercial hub of the UAE played an important part in this process. As a statesman he was credited for his diplomatic prowess.

This was sharpened during the 1970's and 1980's when he interceded in numerous tense situations regionally and worldwide.

A friend to countries in time of disaster: Palestine, Lebanon, Somalia, Egypt, Bosnia, Angola, Iran and Iraq felt the healing hand that money and relief assistance could bring.

Indeed, he was probably best known for his far reaching humanitarian help. Sheikh Zayed built and maintained hundreds of mosques, schools, orphanages and hospitals over the entire developing world. This assistance to those in need stands as a testament of his humanity and sense of duty towards all.

The final years Sheikh Zayed's health started deteriorating in the 1990s and he had to travel abroad for spinal surgery and a kidney transplant in 2000. In 1999, while he was in a hospital for some tests, he received a personal get-well-soon and thankyou letter with 1.5 million signatures from the citizens of the UAE. On November 2, 2004, Sheikh Zayed bin Sultan Al Nahyan, believed to be 86 years old, breathed his last. It was the 19th day of Ramadan, 1425, in the Islamic calendar. The flood of emotions at the news of his death was genuine, and felt all over the country by nationals and nonnationals alike.

With the closing of the first chapter of UAE's history, his eldest son, Sheikh Khalifa bin Zayed Al Nahayan, born in 1948, who took an increasing role in the government from the 1990s, was ratified as President of the UAE by his fellow rulers on the Supreme Council directly after his father's death.

Inheriting the leadership of one of the world's richest and most strategically positioned nations, Sheikh Khalifa bin Zayed, Abu Dhabi's Crown prince who succeeded his father as President, presided over a smooth government transition. It reinforces the unspoken premise that the seven emirates can manage their own economic policies, whilst the federal capital Abu Dhabi manages state affairs and defence. Together with his half brother, Sheikh Mohammed bin Zayed, the Crown Prince, the leadership is collaborating closely towards the achievement of common objectives routed in sound western-friendly diplomacy and progressive socio-economic diversification.

Abu Dhabi and Dubai are mature partners in a stable union foundation the emergent UAE laid by the two visionary statesmen, Sheikh Zayed of Abu Dhabi and Sheikh Rashid of Dubai.

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The two leaders began preparations for the union in 1968, just when the British began pulling out from the region. The formation of the seven-member UAE in 1971 drew together the southern Gulf States with a common policy in foreign affairs, internal security, defence and immigration.

Sheikh Zayed took charge as the president and Sheikh Rashid as the vice-president. Under their leadership, the UAE has grown from disparate states into a powerful and unified country.

Far from being tugged apart by the dominant partners in the union, a healthy and friendly competition between the two emirates has raised the fortunes of the UAE, with the other five emirates carried along.

Thanks to its oil resources, Abu Dhabi is the richest and most powerful of the seven emirates. Quite naturally then the presidency rests firmly with its ruler. After the demise of Sheikh Zayed, his heir, Sheikh Khalifa has taken charge as the UAE President.

What Dubai lacks in terms of oil wealth, it tries to make up with shrewd business. While it has to accede to Abu Dhabi's superior clout in many matters, Dubai does exercise autonomy over its internal affairs, especially over economic development. Contrary to Abu Dhabi's views, Dubai decided in 2002 to sell freehold title to foreigners. It has also taken liberal decisions in tourism and in fact Abu Dhabi seems to be following its example.

The two are mutually dependent - wealthy investors in Abu Dhabi constantly seek investment opportunities and Dubai needs funds for its projects. Dubai can rest easy with the knowledge that Abu Dhabi needs to protect its investments in Dubai. For its part, Abu Dhabi values Dubai's entrepreneurial spirit.

Surmises and questions abound about the so-called sibling rivalry between the two; some regard Abu Dhabi as asserting its rights as the elder and Dubai as the younger and more adventurous.

With UAE approaching its 35th year, the partnership between Abu Dhabi and Dubai looks healthy. While Dubai drives the economic engine, Abu Dhabi keeps the union secure and stable.

There is a new order in place in both emirates Sheikh Khalifa in Abu Dhabi and Sheikh Mohammed bin Rashid Al Maktoum in Dubai. The new generation leaders have much in common chiefly, their commitment to the economic growth, stability and security of the union. Together they steer a steady course for the common good of all Emiratis.

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Progress forever The UAE ended the first chapter of its history with the death of its much loved founding father and President, Sheikh Zayed bin Sultan Al Nahyan on November 2, 2004. Ruling Abu Dhabi since 1966, he guided the unification of the seven emirates into an united federation that came into being in 1971. With his son, Sheikh Khalifa bin Zayed, Abu Dhabi’s Crown Prince since 1969 and who took over the reigns of power in 2005, a fresh wave of transformation and development has been ushered in. As the nation’s second President, he inherits the leadership of one of the world’s richest and most vitally strategic countries that embraces heritage and progress in a seamless united federation that represents a prosperous safe haven in an otherwise geo-politically vulnerable region.

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Abu Dhabi, the understated capital of the United Arab Emirates, has often been unfairly overlooked in favour of its ostentatious rival city, Dubai, but that is all about to change with Sheikh Khalifa’s drive to throw the doors of the Emirate open to 2.5 million tourists by 2010. They will arrive in a city where families promenade on curved corniches which overlook the turquoise-coloured sea, where mangroves and palms create the feeling of a verdant oasis, and where the character of the city is truly Emirati - this new-old city has an ‘Oriental’ pace, to be enjoyed among many parks, fountains and picnic areas. Here is some background on ‘the Richest City in the World.’

Geography The Emirate of Abu Dhabi is the largest and most populated of the seven that make up the United Arab Emirates, comprising of 86 percent of the country’s landmass. The landscape is mostly desert, stretching from the striking scrub lands near the coast to the oasis of Liwa in the south, where some of the world’s largest sand dunes can be found. Liwa is the last outpost before the uninhabited, hostile ‘Empty Quarter.’

Approaching the capital city, the desert ends in forests of palms and mangroves. Massive environmental modification has taken place, with 120 million trees planted in Abu Dhabi alone. The city is on an island, accessed by the Maqtaa Bridge.

H.H. Sheikh Khalifa Bin Zayed Al Nahyan President, UAE

Formation The UAE is a federation of seven sheikhdoms: Abu Dhabi, Ajman, Dubai, Fujairah, Ras al-Khaimah, Sharjah and Umm al-Quwain. Along with Bahrain and Qatar, these emirates became known as the Trucial States on account of a defence pact they signed with Great Britain in 1853. Following the British withdrawal from the region in 1971, the emirates, fearful of their larger neighbours, drew together under the guidance of Abu Dhabi's ruler, Sheikh Zayed bin Sultan Al Nahyan, and the original six were federated as the UAE. Qatar and Bahrain chose to remain independent, whilst Ras al Khaimah joined the federation in 1972.

Population Abu Dhabi’s current population is 2,563,212, of which an estimated 1,606,079 are expatriate workers and professionals from India, Pakistan, Egypt, Philippines, Europe and elsewhere.

Marina Mall

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History Although parts of the Abu Dhabi Emirate were settled as far back as the 5th millennium BC, the city itself has been populated since the 1790’s, when The Bani Yas tribal federation moved from the ancient oasis of Liwa. The tribe split in two in the 19th century, and the factions became the rulers of Abu Dhabi and Dubai.

Into the mid-20th century, Abu Dhabi was sustained by camel herding, small scale agriculture, fishing and pearl diving, with most of the population living in palm huts. When the global pearl industry collapsed, the region’s economy was devastated.

No one could have anticipated the 180 degree change in fortunes that was to come. Oil was discovered in 1958, and Abu Dhabi was the first Emirate to export ‘black gold’ in 1962. Sheikh Zayed bin Sultan Al Nahayan saw oil wealth’s transformative potential, and his visionary policies laid the foundation for the glittering but well-regulated bastion of wealth that is Abu Dhabi today.

In 1968 Britain announced that it would withdraw from the Persian Gulf by 1971 after two hundred years as the colonial power, and Sheikh Zayed became the driving force behind the formation of the United Arab Emirates, which came into existence on 2 December 1971.

Government His Highness Sheikh Khalifa bin Zayed Al Nahayan is the hereditary Emir and Ruler of Abu Dhabi, as well as the current President of the United Arab Emirates (UAE). In 2004, Sheikh Khalifa announced that half the seats on the Federal National Council, a parliamentlike consultative body, would be opened to general elections in the near future.

Economy Abu Dhabi possesses 70 percent of the UAE's entire wealth, largely derived from oil - the Emirate is the fourth largest OPEC producer after Saudi Arabia, Iran and Venezuela, and oil accounts 30 percent of the GDP. One hundred years of oil supply (as opposed to ten years in Dubai) ensure that this will be the case for some time to come.

The economy is currently estimated to be growing at eight per cent a year, vying with China for the fastest growing economy in the world. With wealth comes optimism, such as the massive investment of funds repatriated by expatriate Arabs moving back to the region from the West. A zero-tax regime, massive concentration of capital, and high demand for goods and services have all ensured a hefty rise of investment in businesses listed on the Abu Dhabi Securities Market. Investors expect

30 to 90 new IPOs in the next year. Domestic equities are so popular that the value of shares traded grew by 343 percent in 2004. The Abu Dhabi Investment Authority (ADIA) is equally flush, with estimated at $200 to $500 billion, making it one of the world's biggest investment funds.

The Emirate plans to invest Dh41 billion ($11 billlion US) in tourism by 2015, with the goal of making Abu Dhabi a premier destination for European vacationers. The 394-room megaluxury Emirates Palace Hotel already graces 1.3 km of private beachfront, and construction will soon begin on a Dh55 billion ($15 billion US) gateway city at Al Raha beach comprising of 60 luxury towers and an integrated city district serviced by water taxis.

A development at Sa’diyat Island will have a 17 story five star hotel, golf course and equestrian centre, and Lulu Island, 600 metres off the coast, will boast 600 000 palm trees. Visitors will arrive via a new airport, to be constructed by 2010, capable of handling 20 million passengers per year.

The next industry to boom will be real estate, with the introduction of ‘Law 19,’ a decree issued in August 2005 that allows non-nationals to own property. Some experts predict an influx of Dhs186 billion ($50 billion US) worth of capital into real estate in the Emirate in the next two years alone. Several massive real estate projects are already underway, and the vast expanse of uninhabited land around the capital can accommodate many more.

Yet real estate accounts for just a third of the Dh367 billion ($100 billion US) that the Emirate plans to spend in the next five years. There are plans for an

underground railway, a giant petrochemicals complex, a steel mill and the world's largest aluminium smelter. Oil production is also to be increased by 70%, ensuring that for years into the future, Abu Dhabi will remain ‘the Richest City in the World.”

Education and employment Mandatory primary and secondary schooling has resulted in a comparatively strong literacy rate, currently set at around 78%. However public schools have fallen well behind the private sector, which now accounts for 50% of pupils.

Higher education has been more successful in the UAE in recent years. There are two government-funded universities: Zayed University, which has campuses in Abu Dhabi and Dubai, and UAE University based in Al Ain. The Higher Colleges of Technology (HCTs) were founded in 1988 and offer a more technically driven programme of courses in IT, engineering and technology.

Last year there were 15,000 students enrolled at the HCTs' 12 single-sex campuses across the UAE. Remarkably, more than 65% of students in higher education are female. This is in part because young men have alternative opportunities, such as the police or armed forces, but it is also a sign of the increasing eagerness of young women to pursue a career.

Unemployment among nationals is apparently far lower than in other Gulf Cooperation Council (GCC) countries such as Bahrain and Oman. This is largely because the country's considerable hydrocarbon wealth allows more job opportunities.

Maqta Bridge

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Religion The local population is predominantly Sunni Muslim and most of the imported labour is also Muslim, although this is by no means a prerequisite. There are also many expatriate Christians, especially from South Asian and from Europe. Islam is the official religion of all seven emirates and the federal UAE. The government generally adheres to the principle of religious tolerance, and freedom of worship is enshrined in the federal constitution, provided that religious practices do not conflict with public policy or violate public morals. There are several Christian churches across the country, often next to mosques.

Language The official language of the UAE is Arabic, although English tends to be the lingua franca.

Urdu and other subcontinental languages are also widely spoken amongst the expatriate communities. The local dialect is distinct from that of the rest of the Arab world, and even from the rest of the Gulf. There are even disparities between local tribes.

However, the presence of a large number of expatriate Arabs

in the country is changing the dialect to something more similar to that spoken in the northern Arab states. Standard classical Arabic is used in newspapers and broadcasting.

Natural resources Sitting atop 9% of the world's proven oil reserves (98.2bn barrels) and almost 5% of the world's natural gas (5.8 trillion cu m), the UAE's extraordinary hydrocarbon wealth gives it the highest GDP per capita in the world. Abu Dhabi owns the lion's share of these resources - 95% of the oil and 92% of gas.

Currently the UAE is producing about 2.5m barrels per day (bpd) of crude, just above its official OPEC quota of 2.4m bpd. Nonetheless, the Abu Dhabi National Oil Company (ADNOC) and its foreign partners is investing heavily in an expansion programme that will push production above 3m bpd. Given these vast resources, oil and gas continue to dominate the country's economic profile, despite some progress in diversifying the economy. By contrast, the UAE has very little fresh water the growing population is sustained instead by vast desalination projects.

Climate Sunny, blue skies prevail throughout the year. In June through September, the weather is generally very hot and humid with temperatures averaging well above 40°C (110°F). The weather is pleasant and temperate from October to May, although January to February is cooler and a light jacket may come in handy in the evenings.

Food Almost any type of food is available in Abu Dhabi - most international fast-food chains have branches here, such as McDonalds’s and Dunkin’ Donuts, and a plethora of restaurants serve cuisine from almost any country in the world.

However visitors must try the delicious Gulf and Middle Eastern food, whether from a cafeteria or a gourmet restaurant.

Try fresh fish, like the local Hamour, which is excellent grilled, stuffed, or fried with spices. Or order a variety of Mezze (starter or hors d’oeuvre) such as Humus (a chick pea dip), Kebbeh (meat

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patties made from minced lamb) or Tabbuleh (a diced tomatoes salad with onions, mint and parsley). Deserts are generally very sweet, with indulgent use of honey and nuts.

After dinner, try a leisurely pull on a Shisha, or water pipe.

Tobacco comes in numerous flavours, and you could accompany it with mint tea or strong Arabic coffee.

Note: Muslims are prohibited from eating pork so it is not included in Arabic menus.

Hotels frequently have substitutes such as beef sausages and veal bacon on their breakfast menus.

If pork is available, it will be clearly labeled.

Bars Although the UAE is a Muslim country, alcohol is widely available in hotel restaurants and bars.

These range from sophisticated cocktail lounges to informal traditional British or Irish pubs, to piano and jazz bars. You can also visit local nightclubs with Arab singers, belly dancers and musicians.

Holidays January: New Year's Day

businesses stay open well into the night.

April: Islamic New Year's Day

Eid al-Fitr - The celebration of the end of Ramadan, which lasts for three days.

June: Prophet's Birthday - The celebration of the birthday of the Prophet Muhammad.

August: Accession Day - (6th) Commemorates the accession of the ruler of Abu Dhabi.

December: National Day (2nd) – Celebration of the founding of the UAE. Ramadan – Muslims fast from dawn to dusk during this month. Visitors should avoid eating in public during daylight hours. After sunset, the fast is broken in a meal called the ‘Iftar,’ and restaurants and

Eid al-Adha - The Festival of Sacrifice. Sheep are slaughtered and the meat is distributed among family, friends and the needy.

Note: Dates of Islamic holidays vary according to the lunar calendar.

Shopping Shopping is a national past time in the UAE and one of the major attractions for visitors.

Glitzy state-of-the-art malls are in abundance, but have not replaced traditional souks (markets), of which there are

several in Abu Dhabi offering everything from Persian carpets to electronics to fish. Shopping malls in Abu Dhabi offer an incredible array of international brands, and many malls include multi-screen cinema complexes, coffee shops and childcare facilities.

Dress Code Abu Dhabi is an Islamic country and clothing should be modest.

Beachwear is only acceptable at beach clubs, hotels and public beaches. During the daytime, the dress code is fairly casual although more exclusive restaurants may expect guests to dress more formally during the evening.

Visas The type of visa required will vary

depending on country of origin and whether travelers have arrived for business or pleasure. It is best to confirm visa requirements online before your trip to ensure a minimum of hassle: http://www.uaeinteract.com/ travel/visas.asp Airport Abu Dhabi airport is situated on the mainland, 35km (22 miles) east of the city. The journey to the city centre should take about 45 minutes.

Limousines and Al Ghazal taxis can be pre-booked or picked up at the airport. Fares are approximately Dh70 to the city center, although orange and white airport taxis charge approximately Dh40.

Many hotels run an airport shuttle service.

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Local time The UAE is 3 hours ahead of GMT. Language The official language is Arabic although English is widely spoken and understood.

Currency The local currency is the UAE Dirham and is divided into 100 fils. Underpinning itself against the US Dollar, the conversion rate is a fixed 3.67dhs to 1USD. Money can be changed at hotels, banks, and licensed money changers in souks and malls. ATMs are widespread and accept most major credit and debit cards.

Credit cards Most retail outlets, hotels and car rental companies accept internationally recognized credit cards.

Hours of business offices Saturday to Wednesday: 8.00am to 1.00pm and 4pm. to 7.00pm.

Thursday: 8.00am to 1.00pm.

Friday: closed.

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Banks Saturday/Thursday, 8.00am to 1.00pm.

Electricity The voltage in Abu Dhabi is 220/240v. Most sockets are three-pin, although adapters for two pin plugs are available at most hotels.

Drinking water Tap water is safe to use although bottled water, which is served in hotels and estaurants, is recommended for drinking.

Useful websites www.abudhabi.com www.timeout.com/travel/abudhabi www.lonelyplanet.com/worldguide/ destinations/ middle-east/unitedarab-emirates/abu-dhabi

Best of Abu Dhabi

Paradise unbound It is hard for any one who has visited UAE and has been mesmerized by the sheer wealth and architectural beauty of these small Gulf countries, not to marvel at the transformation of this once almost barren and inhospitable land into an alluring paradise. United Arab Emirates, located at the southern tip of Arabian Peninsula, was once occupied by small nomadic tribes, whose primary occupation was farming dates, fishing and trading pearls with the neighbouring countries.

But the fortunate discovery of its rich oil resources soon changed the destiny of these poor desert tribes from rags to architectural conurbation of artificial oases and palm-lined avenues.

Natural assets The UAE is blessed with a share of 9 percent of the world’s oil reserves and 5 percent of the world’s natural gas, giving it the highest GDP per capita in the world. UAE produces around 2.5m bpd of crude oil, with hopes of raising it to 3m bpd. Abu Dhabi owns a whopping 95 per cent of the oil resources and 92 percent of the gas, enabling it to invest heavily in the oil production extension programs. Apart from oil, UAE has next to nothing of other natural resources. The population is sustained by vast desalination projects.

Faith Islam, with Sunni Muslims being predominant, is the major religion of the region. Although Islam is the official religion of the UAE, the Federal constitution allows freedom of worship as long as it does not interfere with the practice of other religions. Therefore Churches, across the Emirates alongside the Mosques is not an uncommon sight.

Residents With an expected population of around 5 million people in the UAE and with over 1.8 million people residing in Abu Dhabi, the local population accounts for only 15 percent, (around 750,000) of the total populace. In spite of a high birth rate amongst the locals, an estimated 1 million Indians and close to 7,50,000 Pakistanis, mostly as expatriate workers make up the residents. People from other South Asian countries, Europe and Levantine Arabs also contribute to the statistics of expatriate workers. A quarter of the population is under the age of 15, while half between the age of 15 and 40. The ratio of men to women is two times more, predominantly because of the presence of single male expatriate labourers who contribute to the male population.

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The Empire Although the Emirates are headed by hereditary rulers, who form the core of the Supreme council of Rulers, the emirates are represented by a president. Sheikh Zayed bin Sultan Al Nahyan, has remained the President of the UAE from the formation of the UAE till his death in November of 2004. Although the president is elected every five years, due to Abu Dhabi’s higher economic standing amongst the Emirates there has been an inherent understanding that Abu Dhabi’s ruler will always be elected as the president.

The Council of Ministers form the executive authority of the federal state, even though the laws are ratified by the Supreme Council. The Council of Ministers comprises of a 20 member cabinet which is headed by the President’s chosen Prime Minister, currently held

by Sheikh Mohammed bin Rashi Al Maktoum, the ruler of Dubai. The Council also refers to Federal National Council, which comprises of 40 member consultative body made up of appointed members of all the emirates. Crown Prince Sheikh Mohammed bin Zayed Al Nahyan, the chairman of Abu Dhabi Executive Council which comprises of members of the ruling family and trusted technocrats, oversees the emirate of Abu Dhabi.

Literacy Around 78 percent of the population is literate, primarily due to the compulsory education till secondary school, with 50 per cent of the students studying in private schools. Zayed University, in Abu Dhabi and Dubai, and UAE University based in Al Ain, are the only two universities in UAE. With more colleges being formed, a variety of courses like IT, engineering, technology etc are being offered to students for higher education. Women make up 65 percent of the student population, a sign of growing number of working women professionals, while a majority of young men join the police or armed forces.

With majority of workers finding work in the oil fields, unemployment in UAE is lower than other gulf countries.

Genesis Abu Dhabi, Ajman, Dubai, Fujairah, Ras al-Khaimah, Sharjah and Umm al-Quwain, these seven sisters together form the Federation of United Arab Emirates.

With the withdrawal of British in 1972, a common fear of their powerful economic neighbours loomed large over the head of these groups of new nations and became the basis for their coming together. Sheikh Zayed bin Sultan Al Nahyan, the ruler of Abu Dhabi played a crucial role in uniting these nations into the Federation of UAE, with the exception of Qatar and Bahrain, who chose to remain independent.

Lingua franca Even though the official language is Arabic, which is used mostly in newspapers and broadcasting, English remains the popular spoken language. Although the local dialect is different from the Arabic world, within the emirates the dialect changes with each tribe. Urdu, Hindi and other sub-continental languages are spoken amongst the expatriates.

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Sands of Time It's hard to imagine the oil-rich modern state of Abu Dhabi as anything other than what it is today. Just shut your eyes to the glass and cement symbols of this boom town and in your mind's eye, you can visualise how it all began. From flimsy shacks and tents to luxe dwellings, this pearling community has indeed found riches beyond the early residents wildest dreams.

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High-rises, wide roads and fast cars may have replaced the nomadic life of old, but the sands still await.

Just a few short miles away, one sees the genesis of the city - the oil fields that fuel its economic prosperity. Leaving behind the artificially created greenery, one heads south to the Liwa Oases.

Time hangs still, the rush of the bustling city far behind in the natural environment of the desert.

The Empty Quarter is an apt name for the Rub al-Khali, the largest sand sea on earth. Stretching across an immense expanse from the UAE to Yemen, through Saudi Arabia and Yemen, they are as wild now as they were centuries ago.

Then you spot small villages, hanging on to life on the fringes of dunes as large as hills. This is at Liwa, where there is a ring of

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natural oases. Located 322 km south of Abu Dhabi, the oases are barely visible amidst the arid landscape. The looming sands seem to hover on the edges, ready to reclaim the flimsy efforts of humans to stake a claim.

When you finally get off the road and enter the desert, it has to be in a four-wheel-drive which is the only mode of automobile that can take you across the soft sand. The height of the sand drifts is impressive, and salt and gypsum flats abound.

The silence is overpowering and empties your mind. Your eyes and heart expand to take in the vast blank canvas of sand. You slide, you stagger, you rise and feel an unbelievable unity with nature. The wind blows sand, sometimes softly, at other times it whips the fine

particles fiercely about. You expect a hush, but there's a sibilant whisper.

The eyes strain to see the horizon, and your judgement is in peril. Distances can't be gauged and after a while, you accept your limitations. You stop trying to measure, to perceive to react. You hark back to the Bedouins who roamed these very deserts.

You embrace the elements and it clasps you in return. Peace and serenity descend on you - your reward for accepting the desert as it is.

The sun sets, taking its fierce heat with it. The sandscape changes hues from light brown to dusky pink to dark velvet. The moon comes out in the cool night air and the stars seem to twinkle just for you.

CHAPTER 2

HOTELS & HOSPITALITY

“Travel and tourism brings to the fore unknown aspects of our own heritage to a wider global audience.

The ease with which the people of Abu Dhabi blend traditional cultural values with the government’s vision of a progressive city makes it the ideal starting point for a first foray into Arabian Hospitality.”

H.H. Sheikh Sultan Bin Tahnoon Al Nahyan, Director General, Abu Dhabi Tourism Authority

Hotels & Hospitality

Palatial Hospitality It rises from the desert sands like a mirage. Its breathtaking appeal, the silver and gold glass mosaic tiles of its Grand atrium dome shimmering in the sun's radiance, is undeniable. By night, this monolith of magnificence is suffused with brilliant light and glitters like a many facetted diamond. Superlatives are not redundant when it comes to describing the most exclusive and expensive hotel ever to be built.

Launched in 2004, its construction cost over US $3 billion - and stands as a proud landmark of the modern UAE. Located in Abu Dhabi, this tribute to comfort and service is owned by the Government of UAE and is managed by the Kempinski Group of hotels.

Winner of the prestigious Platinum MENA Travel awards (2006) in three categories, the most by any hotel, including 'Best New Hotel of the Year', 'Best in Convention and Conference Facilities', and 'Best Tourism Project', the Palace has become a cornerstone of Abu Dhabi's fresh wave of innovation that is attracting inbound tourists and business travellers alike.

Designed by Wimberly Allison Tong and Goo (WATG), one of the worlds's leading hospitality designers, this architectural wonder embraces a feel of times gone by with the relentlessly modern without jarring the overall ambience. The traditional Arabian element of the dome, with the amazing 14 smaller domes on top of ancillary buildings added to the bronze hues of the building reflect the different shades of sand found in the Arabian Desert. Whilst the seamless level of service and smart ensuite touch-technology blends the traditional with cutting edge convenience for the delectation of the most discerning of guests.

Located on a 1.3 km stretch of Abu Dhabi's most beautiful sandy beach, the Emirates Palace stretches across one million square metres and is surrounded by a beautifully landscaped park - vast enough for exploration by bicycle. Its superlative leisure facilities already include two stunning pool landscapes and two ultra luxurious spas each in the East and West Wings.

The General Manager, Noel Massoud, is justifiably proud of an exalted clientele that

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Noel Massoud, General Manager

range from visiting dignitaries, participants of international conferences and the high-end leisure tourist and sundry international jet set on the look out for seclusion and calm. "Our management company, Kempinski does a wonderful job of marketing the property via their channels worldwide", he explains, "this is also why you will encounter plenty of Germans, but in essence the Emirates Palace sells itself through the unique brand recall it has garnered with select niches globally".

It is not difficult to understand the reason for this property’s kudos that has, in many respects, served as a basis for Abu Dhabi's travel and tourism is rapidly reaching its target of three million tourists by 2015. Its unique structure, comprising a Palace section with the top suites, two wings with guest rooms and a fully equipped conference centre, allows it to meet the requirements of a variety of market segments simultaneously.

With a staff force touching 1500, an occupancy that exceeds 60 percent and up to

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15 different functions going on daily, luxurious offering notwithstanding, the smooth running of the Emirates Palace represents the culmination of complex logistics managed with dexterity by Noel Massoud who has managed the hotel since inception. "I love Abu Dhabi, and having worked here in several capacities in the past has made me appreciate the astounding changes that are underway. It is no longer wishful thinking; Abu Dhabi is now internationally recognised as a gateway to the Arab world. Coupled with its unsurpassed luxury facilities, its geographical advantage has helped the Palace emerge as the hotel of choice for the glitterati and as one of the finest conference destinations in the world", he explains.

Stepping into interiors of the Palace, designed by KY&A, specialists in hotel, resort and spa interiors, is like entering a fairyland.

Everything is breathtakingly larger than life and unmistakably stylish, yet muted. Garishness is anathema to the property and also to the model of intelligent, eco friendly tourism that the Government of Abu Dhabi are planning for the federal capital of one of the world's richest oil producing countries that is diversifying its economy with stealth and acumen. From the magnificent collection of 1002 chandeliers made with Swarovski's premier Strauss crystals, to the decorations of gold leaf and the finest marble, the property has a rarified aura that cannot fail to impress even the most hardened of luxury hotel aficionados.

The superb appointments in its four Presidential suites, 16 Palace suites, 40 Khaleej suites and 302 luxury rooms combine the ultimate in Arabian regal splendour with cutting- edge technology and memorable service too. "In this day and age when competition can kill, hoteliers must ensure a touch of uniqueness in everything they offer.

From the calibre and preparedness of the staff,

to the quality and choice of the F&B outlets, to the mod cons as well, no detail can be overlooked", Massoud says.

Dedicated to anticipating the diverse needs of its guests, a thoughtful provision of language preference to operate the advanced hotel multimedia system, is a testament to the globalised identity of its guests. This includes a touch screen control panel that allows guests full control of all room appliances such as lights, air-conditioning and in-room entertainment including 50-inch plasma screens in rooms and 61-inch plasma screens in the suites. Interactive TV with high speed internet access and the unparalleled butler service for each room make a stay at the Palace a memorable experience and one with a human dimension too. Our butler's friendly and competent ministrations made the stay more accessible in a manageably rarified way.

With gourmet dining an integral aspect of luxury hospitality, the Emirates Palace boasts of a wide array of elaborate cuisines to tickle the most jaded palate. As many as 170 chefs work in 128 kitchens and pantries that serve a variety of exotic cuisines from across the world including Iranian, seafood, Italian, Arabic, and Asian cuisine in internationally branded specialty restaurants, relaxing lounges and cafes.

With Abu Dhabi projecting itself as an international hub for trade, commerce and industrial markets, the Emirates Palace is the ideal spot for conventions, meetings and banquets of all sizes. The very best in technology, facilities, equipment and service staff weave together the perfect setting, blending the best Arabian aura with a patina of luxury and competence. When it comes to meetings, incentives and conference requirements, The Emirates Palace can customise the layout and equipment setting according to client's requirements. This

flexibility makes it the ideal setting both for a large convention or an intimate business meeting.

And when it comes to getting together for business, nobody does it better than them. Boasting a world class array of conference facilities and venues, the Emirates Palace International Conference Centre houses an auditorium with fixed seating for 1,200 guests, a main ballroom that can hold up to 2000, an extensive

range of 40 meeting rooms, a high-tech business centre and a media centre to boot.

Six large terraces and a variety of pre-function areas provide tranquil locales for breaks, cocktail receptions and banquets. Set in its 100 hectares of beautifully landscaped park with several open lawns, it also offers spectacular outdoor venues for gala dinners and creative events. "We have had numerous functions on a grand scale, ranging from the GCC Summit and the World Leadership

Summit, to the Young Arab Leaders conference as well as host of opera shows, live concerts and more" he says. "The name of the game is to proceed with precision whilst allowing for the human touch to shine through", he adds.

Whether for business or leisure, enjoying the ample facilities cannot be easier. A relaxing stroll on the serene stretch of secluded beach, a couple of laps in either of the two swimming pools, a brisk workout in one of the

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two state of the art fitness centres or a game of tennis under the tutelage of resident tennis professional Dermot O'Grady.

Even children can have the time of their lives a colourful, action-packed play zone guarantees fun for them, and for children aged 14 and above, an energy zone simulates extreme sports like wind surfing, para-gliding and climbing.

Even though it is just one km away from the city centre, shopping is always a temptation to

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be indulged in thanks to the hotel's in-house boutiques that have just the right selection of designer item for every type of guest.

Adding to the exhaustive list of its fabulous enticements, this haven of comfort is all the more sought after as it is located near many major business quarters, shopping malls and local attractions. Easily accessible from major international gateways through Abu Dhabi and Dubai International Airports, small

wonder then that the world's who's who have been dazzled by the splendour and hospitality of the Emirates Palace. The beauty and enduring appeal of the Emirates Palace though, is that it never fails to lend its caring service to anyone who comes to stay - even the humblest like me can get to live like a king for a day.

Tel: +9712 690 9000 www.emiratespalace.com

Hotels & Hospitality

Mezzaluna Miracles Of a culinary level undiscovered elsewhere in the UAE whether you visiting Abu Dhabi or are a resident - a visit to Mezzaluna is the epitome of a gourmet experience that elevates Italian cuisine to haute cuisine.

Chef Luigi Piu

Once you have passed through the gilded porticos of the Emirates Palace and been guided to the restaurant by throngs of helpful staff, the setting of the 60 cover signature eatery is a surprise. Managing to stay true to the theme of the hotel's grandiose interior dĂŠcor replete with marble, Doric columns and gilt, the Italian theme superimposed on top of it thanks to custom drawn tromp d'oieils of Italian scenic spots reminds diners just how closely art and food reside in the hearts of Italians and Italian aficionados alike.

Mezzaluna has a feel of being well run from the moment you are ushered in and led to your table. With professional staff who clearly know the product on hand to serve you, a copious trolley is pulled next to the table where a wide selection of olive oils and aged balsamic vinegars to dip into your bread and warm 'grissini' are proffered. As if wine tasting were not sufficient, the different attributes of these aged condiments are discussed in exhaustive detail, with insights on the regions of Italy they hail from. We were recommended a lemon flavoured oil from the Umbrian town of 'Spoleto' - and vinegar called 'Il Pregiato'

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which was so smooth and mellow you could be forgiven for sipping on it like an aperitif.

Small dishes are placed on the table as an accompaniment, olive paste and a salmon tartar topped by a warm scallop and some caviar. In keeping with good Italian tradition, butter is not served with bread, but generous crumblings of Parmigiano Grana Padana, the parmesan cheese staple that grated graces most pasta dishes and that in chunks tastes like heaven.

Like all things in life you only get one shot at making a good impression, and we

were off to a good start.

Another special touch is that Chef Luigi Piu' a culinary virtuoso who has lived and cooked in three continents, makes a point to come over to every table for a lively discussion about the menu. It is well worth taking up on his offer to select dishes and personally supervise the preparation. Don't overdo it on the bread though, it could ruin what is about to come.

With the Emirates Palace since it opened two years ago, this is the third time he has worked in Abu Dhabi. Originally from Sardinia,

his style of cooking was shaped on the Costa Smeralda, the playground of Europe's multi millionaires who demand the best. Chef Luigi then added to his skills by working at many of the large hotel chains in the Far East, before joining Emirates Palace. Of the countries he has worked in, he rates Singapore's level of cuisine as the most advanced. "However with Abu Dhabi opening the floodgates to tourism, quality is improving rapidly as greater choice and discernment is at the core of core of the affluent traveller segment that

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we are attracting," he explains.

The toughest challenge for a chef is not to deliver superb dishes consistently, but also to develop a style of cooking with a strong Italian theme that appeals to all with a twist of the experimental to keep it lively and innovative for the novelty hungry too. Each dish we had was extremely tasty, and sinfully rich, with the secret lying within the sauces that went with each.

In all we had six courses. The second was white asparagus with chives in a savoury fondue of Fontina Cheese, followed by a ravioli

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stuffed with mushrooms, ricotta and spinach on a bed of melted cheese topped with a Parmesan cheese 'disk' topped with pan fried goose liver pate. The fourth course was sea bass on a bed of fresh green peas puree, and gravy of strained lobster, followed by lamb cutlets and polenta and a delicately crafted potato vol au vent stuffed with a porcini mushroom sauce.

The taste of each of the courses was absolutely exquisite; nouvelle cuisine all'italiana, with artistically crafted dishes that delivered an authentic flavour with a promise of

yet more flavoursome surprises to come.

A selection of three delicious favourites: Tiramisu, panna cotta and a crème brulee was a fitting grand finale fit for anyone with a hearty appetite and absolutely tendencies towards guilt.

The meandering stroll through the hotel was a blessing after such a wonderful meal.

It meant you did not feel so remorseful after having indulged like a prince after all.

Tel: +9712 690 9000 www.emiratespalace.com

Hotels & Hospitality

Blending modernity and tradition As beautiful Abu Dhabi beckons visitors for business and pleasure, much of the credit for making the capital of the UAE a destination of choice would go to the leading hospitality group, the Abu Dhabi National Hotels.

Sheraton Resort & Towers - Abu Dhabi

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“ We have the tools, the vision and the determination to find the best ways of maximising Abu Dhabi’s vast potential across all areas of the rapidly evolving leisure and hospitality industry”.

H.E. Khalifa Nasser Bin Huwaileel Al Mansoori, Chairman, Abu Dhabi National Hotels

With a range of inter-connecting businesses under its umbrella, Abu Dhabi National Hotels (ADNH) offers visitors all that they need from the minute they step out of the airport. Indeed, a visitor might have begun to get a taste of it literally mid-air as one of ADNH's core businesses is in-flight catering.

With hotels being its flagship venture, the gamut of its businesses spans all sectors of the leisure and hospitality industry. It owns four

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5-star hotels in Abu Dhabi and Al Ain including The Hilton Abu Dhabi, The Hilton Al Ain, Sheraton Abu Dhabi Resort & Towers and Le Meridien Abu Dhabi. It also owns and manages nine executive hotels under its AL DIAR division. It has additional interests in overseas properties in Egypt and Morocco.

ADNH also runs successful catering, transportation and tourism operations and manages the award-winning

duty-free complex at Abu Dhabi International Airport and in Al Ain. It has also diversified into the crucial field of cleaning services and maintains a clean and hygienic environment at offices, airports, hotels and many other establishments.

Founded in 1978 as a

shareholding company with three hotels purchased from the government, ADNH has steadily grown in both size and diversity. With a clear vision to achieve its mission of being the leading player in the hotels segment, it has strategically diversified into

associated businesses.

H.E. Khalifa Nasser Bin Huwaileel Al Mansoori is the Chairman of the Board of Directors which takes vital policy measures on planning and business strategy. A key element of its growth springs from the power vested with executives of

each division to respond to situations and take quick decisions to ensure the smooth operation of the company.

In recognition of its commitment to quality management, ADNH was awarded the I.S.O. 9001:2000 in November 2004.

Swimming pool at Le Meridien Hotel - Abu Dhabi

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GROWTH CURVE ADNH's joint venture with UK based Compass PLC, the world's largest catering and services company, has brought together the local strength of ADNH with the global expertise and reach of Compass. This has enabled ADNH Compass to

spread its operations throughout the region including UAE, Oman, Iran, Iraq, Lebanon, Egypt, Kuwait, Saudi Arabia, Qatar and Bahrain.

From royal weddings to feeding off-shore workers, this division has several prestigious contracts.

It provides millions of meals

annually to educational institutions, defense and civilian hospitals, onshore and offshore accommodation camps and platforms associated with the petroleum and gas industry, and islands in the Arabian Gulf. It also provides in-flight catering at two international airports and services

at clubs and leisure centres.

ADNH Compass also provides cleaning, maintenance and facility management options to a variety of companies. It provides a range of services to in-flight catering, clubs and recreation centers and manages the Hili Fun City in

Eden Spa & Health Club at Le Meridien - Abu Dhabi

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Vasco’s at Hilton - Abu Dhabi

Al Ain. ADNH Compass manages the duty-free complexes at both Abu Dhabi and Al Ain International Airports.

Sunshine Tours is ADNH's tourism division and is equipped with state-of-the-art communication and transportation facilities.

With its world-class ground operating facilities and 24 hour assistance at the airport, it has led the robust growth of the tourism sector in the UAE. Sunshine Tours offers a wide selection of city & heritage tours, from a simple visit to the Empty Quarter to watch the sunset to desert safaris, dhow cruise, camel racing and falconry.

Leveraging emerging opportunities, Sunshine Tours has teamed up with Egypt

based Travco to set up a new joint venture named ADNH Travco. ADNH Travco is developing new travel, tourism and hospitality related projects in Abu Dhabi and Al Ain, and would later expand into other regions. The new company will also organise tours in the UAE and the Middle East.

Al Ghazal Transportation is a major player in the burgeoning business and tourism industry and has boosted the travel infrastructure of Abu Dhabi and the neighboring Emirates. Besides liveried taxi and chauffeur services, it leases fleets and cars. With its large fleet of buses and coaches, it meets the transport needs of several local institutions and also provides public transportation.

SURGING AHEAD The future promises to add more feathers to ADNH's cap. It is investing around AED 700 million (US $190 million) in developing a five-star destination resort on Saadiyat Island - the Middle East's largest single natural island lying 500 metres offshore from the UAE capital city.

The resort, hailed by Khalifa Nasser Bin Huwaileel Al Mansoori, Chairman, ADNH, as "a flagship addition to the growing ADNH portfolio" will boast a 400,000 square feet hotel with 400 rooms and will be managed by an international hotel operator. The resort on Saadiyat Island, which means 'Island of Happiness' in Arabic, is scheduled to open in the second quarter of 2009.

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Dubai Media city, Internet city, American University and Emirates Golf Club.

This 30-storey hotel tower rising from a 4-storey podium will have 450 rooms and is just a 30 minute drive from Dubai International Airport.

ADNH is redeveloping the former Gulf Hotel property into a new J.W. Marriott Resort and Spa waterfront resort in Abu Dhabi. It also aims to appeal to corporate travelers with an array of modern business facilities. The project is due for completion in mid 2008.

ADNH is also developing a new Businessmen's Hotel in the new Capital Centre which is part of the Abu Dhabi National Exhibition Centre's new complex.

ADNH is expanding its portfolio into the emirate of Dubai, with The Sofitel Jumeirah Beach Hotel and Resort close to

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ADNH will also be managing a new property in Dubai called Aldiar Al Barsha which is due to open shortly.

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ADNH has put in place a well-structured support system to enable cost effective development of its many business divisions. A small team of specialists offer a variety of support services the various divisions. While each division is

encouraged to drive their individual businesses, they are encouraged to share best practices and support across the company.

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ADNH attributes its success to the successful marriage of modern management principles with the Arabic traditions of hospitality, tolerance and peace. As it fulfils its mission of developing modern, competitive and quality businesses, it draws strength from the rich cultural heritage of the Arab World.

Tel: +9712 444 7228 www.adnh.com

Hotels & Hospitality

A rare pearl of hospitality As a part of the Danat Hotels and Resorts brand under the management of the National Corporation for Tourism and Hotels, welcome to the first five-star boutique hotel in Abu Dhabi. Steadfast in its commitment to providing its guests the ultimate in service, luxury and quality, Al Raha takes hospitality to a higher level.

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Perfectly situated in verdant landscaped gardens on the Al Raha Corniche, overlooking the azure waters of the Arabian Gulf, this haven of a property is the ideal place to relax and unwind with friends and family or to hold a corporate event with elegance and style. At only 25 minutes from the city centre, 10 minutes from the Abu Dhabi International Airport and 45 minutes from Jumeirah (Dubai), this jewel will impress even the most discerning traveller.

Guest Services and Facilities - 24-Hour Reception and Concierge Service - 24-Hour Room Service - Kids Club and Playground - Child Care Services (On Request) - Business Centre - Shopping Arcade - Beauty Salon and Barber Shop - Florist - Laundry and Dry Cleaning Services - Hotel Marina and Boating Club - Car Rental - Travel and Tours Office A world of comfort With 110 deluxe rooms and suites, including four executive, two diplomatic and five royal suites, the most spacious and elegantly appointed rooms in the country, the Al Raha Beach Hotel provides a unique accommodation option.

In keeping with our high standards, all or our accommodation is tastefully and comfortably furnished, together with superb amenities that ensure guests both a relaxed and memorable stay.

The two, three and four bedroom villas provide a perfect alternative for those seeking five-star hotel services and the privacy of home. The villas and their surrounding areas provide seclusion and privacy with their own clubhouse, outdoor swimming pool and beach. With marbled corridors, distinctive woodwork and furniture, private living rooms, dining rooms and kitchens, the villas provide for an unrivalled experience of a home away from home.

Culinary delights and entertainment rediscovered From the informal settings of the La Piscine Pool and Beach Bar to the serene and magical environment of the Al Manzil and the varied theme nights of the Sevilla Restaurant or the Viennese experience of CafĂŠ Mozart, each of the hotel's outlets provides for a delectable international fare.

Enjoy a sundowner in luxurious comfort while experiencing the magnificent views of the sun setting over the warm Arabian Gulf from the elegant Black Pearl Piano Bar. Styled with opulence in mind, and boasting a variety of exciting live entertainment, the Black Pearl is the place to be for an entertaining evening.

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Rub shoulders with the region's fashionable elite at the chic and stylish Enigma Nightclub. Experience top International DJ's spinning the latest in cutting-edge music at this two-level exclusive venue.

Serenity and wellbeing Pure indulgence would be the best way to describe our Body & Soul Health Club facilities. With two spectacular outdoor pools, indoor pool, aquamedic pool, a state-of-the-art gym and fitness center, squash courts, steam, sauna rooms, Jacuzzi and a relaxing and invigorating range of massages and treatments the hotel promises an exceptional sense of wellbeing.

The Beauty and Soul Spa and Recreation facility, on the third floor, is for the exclusive use of guests staying in the suites and on the Executive Floor.

- 900 metres of Private Sandy Beach - Water Sport Activities - Golf Courses (nearby) - Vitality Clinic Business Scope With a dedicated team of professionals combined with one of the most refined venues and state-of-the-art equipment, the hotel offers a perfect destination for high profile business or social events.

With a range of options such as private meeting rooms, outdoor gardens and the Abu Dhabi Grand Ballroom accommodating up to 500 persons, we promise not only to deliver the best, but to exceed your expectations.

By retaining a balance of contemporary design and traditional Arabian hospitality, Al Raha Beach Hotel is a welcoming world of difference, providing a perfect and unique experience.

Tel: +9712 508 0555 www.alrahabeach.ae

CHAPTER 3

TRAVEL, CULTURE & HERITAGE

“Kind greetings and warm hospitality are the essence of the authentic Arabian values, and it is with these values that we open our hearts to tourists and guests from all around the world. From this point of view, we certainly believe that tourism plays a fundamental role in creating more solid and profound friendships, also enhancing and encouraging fine intentions and understanding among different people.�

H.H. Sheikh Sultan Bin Tahnoon Al Nahyan, Director General, Abu Dhabi Tourism Authority

Travel, Culture & Heritage

Taking to the Skies Ever since Etihad Airways first took to the skies in November 2003 the UAE’s national airline has been making headlines across the world. Etihad made its intentions clear from the very beginning by placing an order worth US$8 billion for 29 Airbus and Boeing aircraft. In June 2007 Etihad announced a further order with Airbus for 12 new A340-600 and A330 aircraft worth US $2.2 billion.

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The rate at which Etihad has expanded its network of international flights in such a short period of time is unprecedented in the global aviation industry. Currently it offers flights to 44 destinations across Asia, Africa, Australia, Europe and North America.

In 2006 Etihad reached the milestone of launching a staggering 36 new routes in just 36 months. Etihad’s network now includes European gateways such as London, Geneva, Munich, Paris and Brussels. The Indian subcontinent is well served, with Etihad operating frequent flights to nine destinations in Bangladesh, Pakistan and India.

The Abu Dhabi-based airline has expanded its operations eastwards with flights to Sydney and Kuala Lumpur launched in the first three months of 2007, joining the established services to Manila, Jakarta, and Bangkok.

During 2007 Etihad also launched services to key business and leisure destinations which include Dublin, Milan, Brisbane and Singapore as well as the popular southern Indian cities of Kochi and Thiruvananthapuram.

As an Arabian carrier, Etihad has also ensured that it serves the people and communities across the region. The airline offers flights to 11 capital cities in the Levant and Middle East, which can connect with long haul cities such as New York and Toronto.

Not only is each Etihad aircraft state-of-the-art, but so too is the in-flight product. Whether in Diamond Zone (first class), Pearl Zone (business) or Coral Zone (economy), each Guest is afforded the very best in comfort, cuisine and entertainment.

Offering some of the largest personal TV screens in the industry, and with more than 250 music albums, 70 international feature-length films and 400 hours of entertainment, air travel has never been so enjoyable.

This enhancement of in-flight travel has caught the eye of the industry and for three consecutive years Etihad Airways has been awarded the title of the World’s Leading New Airline and for the first time in 2006 the world’s leading flat-bed seat at the prestigious World Travel Awards. In May 2007 Etihad built on that success by winning the title of the Middle East’s leading airline.

Etihad also continues to be a major supporter of international events and exhibitions in the UAE and Arabian Gulf, and is now committed to supporting Formula 1 Grand Prix racing and is a lead sponsor of the prestigious Abu Dhabi Golf Championship.

By supporting international events in Abu Dhabi, Etihad continues to highlight the capital’s ideal geographical location, pleasant climate and safe environment. This year, 2007, will be Etihad’s fourth year of service and the airline is looking forward to carrying more people into and out of Abu Dhabi as the UAE’s capital city develops as a world-class leisure and business destination. www.etihadairways.com

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Etihad’s award-winning Flat Business Bed, Pearl Zone

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Travel, Culture & Heritage

Retail Flying High Abu Dhabi Duty Free (ADDF) opened its doors in 1984 and has since gone from strength to strength to become recognised as one of the world's finest duty free operations, having already won several prestigious industry awards.

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ADDF is not only known for its outstanding promotions, top quality stores and superior service but is also renowned for its innovative designs. The interior features resemble a futuristic satellite and similar to a mushroom shape which rises up from the floor to the ceiling in changing colours of blue and green - giving the impression of a seamless structure formed from one material.

The colours are inspired from the greenery of Abu Dhabi's palm trees and oasis cities and the proximity to the blue of the Arabian Gulf. This unique design undoubtedly makes the duty free area an attraction in itself as you arrive, depart or transit through Abu Dhabi International Airport.

Over the years ADDF's various refurbishments, renovations and extensions have increased the retail space offering from just six shops to the current area of over 5,000 square metres. Well researched and designed, ADDF lays claim to have pioneered the 'shop-in-shop' concept in the region, providing dedicated corners for various prestigious international brands.

The range of outlets available at ADDF is vast, with an offering of all the top names in fashion, fragrances, cosmetics, confectionery and many more, which creates a lavish shopping experience for all.

Other popular duty free items such as gold and jewellery, electronic items, local antiques and souvenirs are also available. Small purchase items such as books, pharmaceuticals and toiletries can also be bought.

Arrival Shop The arrival shop and arrivals business in general is one of the

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fastest growing elements in the worldwide duty free industry, with 100 square metres of retail space adjacent to the luggage collection area, ADDF hopes that the outlet provides travellers, either waiting for their luggage, or those wishing to purchase goods at the end of a journey (thereby avoiding have to carry them in transit) an alternate duty free option.�

Terminal 2 With three duty free areas in what is a dedicated terminal for flights to and from the SubContinent, the terminal includes an arrival store, a landside shop and, of course, a large duty free area in departures.

Terminal 1A A mixed category of merchandise can be found here in a 150 square metre retail area stocking everything from food and chocolates, beauty products, toys, and gifts.

The "Big Ticket" ADDF is famed for its exciting promotions, competitions and prize draws and the most popular of them all - The "Big Ticket" enters into its 15th anniversary year in 2007.

With a total prize fund of AED 1,500,000 (USD 407,830), tickets are available for only AED 500 (USD 136) and give the ticket holder 10 chances of winning. The first prize amounting to AED 1,000,000 (USD 271, 887) with the remaining cash prizes are divided from the remaining fund among the other 14 winners, in a descending order.

Tickets can be purchased throughout the airport.

Tel: +9712 575 7818 www.abudhabidutyfree.ae

Travel, Culture & Heritage

A Royal experience Your Flight

In an industry that is growing regionally each year by roughly 37 per cent, the appeal of business aviation is being discovered by increasing numbers of corporations and high-net worth individuals who appreciate the immediacy of convenience it provides. Basking in luxury at 30,000 ft is definitely alluring, but so are its other advantages. In an increasingly globalised economy where time, flexibility, access to remote destinations and security is crucial, does private aviation have the true value propositions to really take off?

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'Time is money' is an old adage that has found new relevance in this jet setting age, where people work hard, play even harder and want to do so in comfort. Clearly therefore, the appeal of private jet travel is undeniable, when it comes to luxury travel it doesn't matter how flat your flat bed is or how luxurious the first class lounge, you still have to deal with inconvenient downside of commercial travel.

It is not surprising therefore that the demands of the discerning and time-stretched traveller are increasingly being met by flying on a private jet.

Combining all the positive elements of commercial travel with the benefits of private jet travel, some aviation charter companies know how to upgrade comfort into luxury. Royal Jet is a case in point. An executive flight services company that is a joint ownership between the Amiri Flight of Abu Dhabi and Abu Dhabi Aviation, welcome to a 100% UAE government owned company capable of offering customers unparalleled access to their large fleet of private aircraft with uncompromising levels of service, safety and payment flexibility.

Royal Jet started operations with one office and one BBJ aircraft based at Abu Dhabi International Airport in May 2003. Today Royal Jet offices are dotted across the GCC and new aircrafts are added to the existing fleet roughly every five months. From starting off as a regional player, it is now part of the coterie of top international executive air charter services.

Guest confidentiality, smiling customer care and high standards of safety are only three reasons why Royal Jet's success has soared high in the skies.

Four distinctive services: VIP aircraft charter Royal Jets guests clearly come from the high profile segment, ranging from dignitaries to business people. The economic boom within the country, and generally in the GCC region, has increased the demand for charter aircraft considerably and this has resulted in Royal Jet tripling its capacity within the first year of its operations. Its own fleet comprises Boeing Business Jet, Gulfstream 300 and Challenger (CL300) in addition to other managed aircraft. In addition, guests have the privilege of choosing their own schedule, destination, in-flight entertainment, on board catering, their preferred means of airport transfers. Attention to detail by Royal Jet ensures that guests spend their time pampered to the hilt by the crew. With the Royal Jet personal VIP terminal and two private lounges with direct access to the VIP ramp too, who could ask for more?

Royal Med Medical evacuation, which means flying guests on medical emergencies is undertaken by

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Royal Jet with such alacrity and care that in the first year of operations alone they have carried out 200 evacuations. The crew is especially trained to ensure care in flying patients and with the flight being able to take off within three hours of flight confirmation adds to the prompt reaction time. Suited not only for individuals but also for hospitals, embassies, medical insurance providers and tour operators - anyone can avail of this life saving service. All flights are coordinated and seamless efficiency adding to the comfort levels of international patient transfers. Royal Med's team of qualified aeromedical doctors is specialized in critical care medicine and the nursing staff is trained across neonatal, pediatric and adult clinical disciplines. The ultra modern fleet of long range aircraft, extensive range of critical care airworthy approved equipment and luxurious interiors make the flight as comfortable as possible even for critical patients.

Fixed Base Operations Royal Jet handles all executive aircraft landing in Abu Dhabi through its VIP terminal at Abu Dhabi Aviation. Top of the range passenger and pilot facilities, combined with premier maintenance capabilities are Royal Jet's unique features. Royal Jet's FBO offers a 'quick turn around' service for clients requiring a technical stop-over on their way from the Far East to Europe, or vice versa.

Aircraft maintenance, sales and acquisition consultancy Turnkey solutions such as aircraft maintenance customized to suit the needs of the customer offers great flexibility to individual owners and at the same time results in tremendous cost cutting as a professional company like Royal Jet offers economies of scale.

Tel: +9712 505 1500 www.royaljetgroup.com

Travel, Culture & Heritage

Foundation Fosters Hope With astute economic policies that have provided the foundations for impressive growth in all sectors, the UAE finds itself in an enviable position. The GDP growth rate, estimated at 8.2 percent annually, has fuelled all round confidence in the non-oil services sector. Positive economic indicators notwithstanding, what do you do when you have one of the world's deepest pockets and the desire to change lives for the better?

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Why not start a philanthropic organisation that creates a platform for the creation of a new range of social, educational and community opportunities for the people of the UAE? This is exactly what HH Sheikh Mohammed Bin Zayed Al Nahyan, Abu Dhabi Crown Prince, did when he created the Emirates Foundation in 2005. The Foundation is a development of the philanthropic legacy of the late Sheikh Zayed Bin Sultan Al Nahyan who, over his 20 years as President of the UAE, had elevated the concept of community benefit to an advanced level.

The Foundation's Chairman is HH Sheikh Mansour Bin Zayed Al Nahyan, UAE Minister of Presidential Affairs. He has said: "Our country is reaching new heights of prosperity; innovative economic and social policies have resulted in unprecedented growth and development.

"This prosperity presents a great opportunity to pool the resources of the public and private sectors to improve the quality of life for the people of the UAE. We are proud of our nation's success and we are committed to a brighter future".

Clearly, the Foundation can make a direct contribution to this 'brighter future' as the gradual inflow of funds ensures effective development and implementation of its plans -- engaging individuals and groups throughout the UAE to usher in a new era of joint achievement.

The Emirates Foundation extends financial and technical support in five areas - Education, Science & Technology, Arts & Culture Social Development as well as Environmental Development - and represents the culmination of a multi-sector effort to address some of the important social needs of, and articulate

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community goals for, our 2.4 million-strong population.

With rapid demographic growth and socio-economic diversification spurred on by oilrelated wealth, the traditional culture of the region -- evolved gently over centuries -- has been propelled into fast forward mode.

Despite the consequent opportunities and newfound prosperity for many, the price paid by the people, the environment and the nation as a whole, has been higher than expected.

An effort is now under way to redress imbalances caused by this fast pace of development, while preserving the roots of Emirati social culture and its delicate environment. At the same time, the government wants to supply the necessary tools to foster innovation, research and ever-increasing learning opportunities: the hallmarks of a developing nation that has entered maturity.

Ahmed Ali Al Sayegh, Managing Director of the Emirates Foundation, summarises the Foundation's role. "We develop national initiatives to help implement a wide range of social, educational and motivational activities for the benefit of the community. The Foundation executes this strategy, which is derived from the wise leadership of the country for the welfare of its citizens."

As a not-for-profit organisation, headquartered in Abu Dhabi, the Emirates Foundation acts as the governing body for an endowment fund capitalized by both the public and private sectors.

The Foundation's programmes range from support for autistic children in Ras Al Khaimah and funding for a drug rehabilitation 'halfway house' - to the strategic 'Tawteen' Initiative (to provide UAE nationals with the right skills,

Emirates Foundation Senior Team

motivation and career opportunities) and the equally strategic 'Takatof' volunteer programme, designed to encourage and channel the spirit of doing good for others among young Emiratis.

Omar Saif Ghobash, Deputy CEO, explained the Foundation's mission, which is to "encourage and stimulate increased social consciousness, acting as a forum for active participation between the private and public sectors for the benefit of the community." It particularly aims to increase access to cultural, educational and technological resources, and to foster increased participation in civic life, he added.

The Emirates Foundation is governed by a nine-member Board of Directors, which maintains broad authority over its operations. The distinguished Board of Trustees serves in an advisory capacity, providing specialised counsel to the Directors on programme objectives and general policy.

The Trustees are internationally renowned experts in philanthropy and all areas of interest for the Foundation.

The funds raised to date are being used to develop, enhance and maintain a diverse range of innovative communitybased initiatives in the areas of Education, Science and Technology, Arts and Culture, Social Development and

Environmental Development.

Examples of the Foundation's projects, such as both Tawteen and Takatof, involve large-scale public participation, where citizens participate in considerable numbers. All its activities are designed to benefit the broader public both directly and indirectly.

Active contributors of funds to the Foundation include many of the leading public and private organisations in the UAE, as well as a number of multi-nationals which have long relationships with both government and people.

At the heart of the Emirates Foundation is the well-being of every citizen.

This 'philanthropic organisation with a difference' seeks to enable them to develop potential and activate useful roles within the community - especially the young.

By offering citizens increased participation in the community, the Foundation engenders change through thoughtful, focused practical measures.

The UAE has always thrived on partnership and collaboration. The ambition of the Emirates Foundation is to grow its partnership with both UAE public and private sectors - and replicate this national success story across the entire philanthropic spectrum.

Tel: +9712 616 7705 www.emiratesfoundation.ae

Travel, Culture & Heritage

Abu Dhabi Music & Arts Foundation The Abu Dhabi Music and Arts Foundation (ADMAF) was established in 1996 to advance classical music, the arts, education, culture and creativity among the nationals and residents of Abu Dhabi by developing art, cultural and educational programmes with leading national, international organisations institutions and individuals.

ADMAF offers premiere events including exhibitions and concerts and has created the successful, annual Abu Dhabi Classical Music Festival for the enjoyment of the discerning public.

(ADMAF is sponsored by Mubadala) Visionary Founder of ADMAF, H. E. Hoda Kanoo

The Cairo Symphony Orchestra displays the quality of their musical abilities which has been made available to the young nationals in order to inspire creative thinking and to build cultural and educational horizons with the world.

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Under the Patronage of H. H. Sheikh Mohamed bin Zayed Al Nahyan, and with H. E. Sheikh Nahyan Mubarak Al Nahyan President and Patron of ADMAF, ADMAF offers awards to outstanding National Univerity students to support and promote the young national talent in the fields of visual and performing arts.

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Travel, Culture & Heritage

Flavours of the Emirates With exotic gourmet delights like Khanfarosh, Lokaimat, Sagu, Jazariya and Balalit, lamb kabsah with jarrish, chicken tajine and saffron couscous, regional cuisine is very much a communal experience. With diners sitting together on the floor sharing from large patters, it is as diverse as the social and ethnic origins of the UAE. Reflecting the variety of cultural influences that the country has experienced over the centuries, traditional Emirati cooking consists primarily of dates, fresh and dried fish, both camel meat as well as milk. However, typically Lebanese cuisine, with its grilled meats and characteristic dips, has been embraced whole-heartedly by all.

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Dishes are served together, not as separate courses and a typical meal consists of slow cooked spiced lamb on top of a bed of warm rice, with other accompaniments ranging from Hummus, ful (spiced bean paste), falafel, and shawurmah (shwarma; broiled meat served on flat bread) as well as stuffed vine leaves and other Arabian fare. In addition to dishes standard to the Arab world, the influence of Iranian cuisine can be seen in the Emirati preference for rice as a staple and ingredients such as saffron, cardamom, and rose water as flavouring in desserts. The traditional dish of Meshawah, made of dried fish and spices, and eaten with bread or rice and usually mixed with onions, bears an Iranian influence too.

Like in other countries of the region, the preference is for lamb and chicken, and fresh fruits, vegetables and unleavened bread (khubz) are staple fare. Numerous spices are used for flavouring. In the olden days, these would help conceal the taste of less than fresh produce. Wheras today blends such as baharat (mixed spice that is a combination of cumin, cloves, coriander, nutmeg, pepper and cinnamon) is popular as the base for many preparations.

Immigrants have brought their culinary tastes with them and thanks to the Levantine Arabs; Lebanese food has become an integral part of Emirati cuisine. So too has South Asian fare, as Indians and Pakistanis have always had strong links to Gulf region, bringing their foods and spices to fill the souks with their appetizing aromas.

Whilst restaurants serve every hue of Arabic, western and oriental cuisine, the best place to eat wholesome Emirati cuisine is at home. Meals in traditional homes are social occasions where the whole family gathers. Even when low tables and chairs are used, shared platters and eating together by using the right hand are the norm.

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extending hospitality. And if guests are around at meal times, they are invited to join in the traditional mansaf of whole lamb and spiced rice. The meal is laid out on trays for everybody to help themselves.

Most homes have reception rooms or Majlis whose sole purpose is to serve meals to guests on special occasions.

At breakfast, the first meal of the day is light and tasty.

Starting with Balaleet, which is vermicelli fried with eggs, onions, cinnamon, sugar, oil and saffron, followed by Khubs khameera, a bread-like preparation made with saffron and sesame seed. This could be eaten on its own or with honey, date syrup or even cheese spread. This could be followed by Arsiya which is made from cracked wheat and cooked in meat. It has a savoury taste with a consistency like porridge.

Each meal has to end with a sweet; at breakfast it would be fried dough balls eaten with date syrup, lugaimat, or dates.

All of it washed down by the drink Arabs favour the most ghawah, the hot and strong Arabic coffee.

Drinking coffee is an integral part of Arab culture and is a habit that is indulged every where, from the humblest cafĂŠ to the palaces. In the past, coffeehouses were the main meeting places in the Gulf. A cup of coffee was usually followed by a turn at the gaduo, the traditional smoking pipe shared by men folk.

Served on many occasions and if offered, it is gracious to accept. As a symbolic extension of welcome, coffee is served black and is usually flavoured with cardamom or cloves. Indeed, Arabs love spices and every imaginable spice can be found in the spice streets or atarinehs.

Freshly ground and served with cardamom, Arabic coffee is served in tiny cups with no handles. The cup must be held by the right hand and the server will constantly replenish the cup. Shaking the cup from side to side indicates that enough has been drunk.

Milk and dairy products play

a strong role in the Emirati diet. Camel's milk, as much as its meat, was a staple food for the Bedouin and enabled small populations to occupy and make economic use of the extensive desert regions. In modern times, camels are reared chiefly for racing and no longer used for food supply and transport. But camel milk is still consumed by Emiratis and some families keep a camel for milk in the family compound.

The milk is drunk as a fresh drink, haleeb.

Haleeb Ghanam, Haleeb Kharouf - Goat's and Sheep's milk is processed into laban, raab, labneh, chami, dihn/zibda, samn and kami/bathith for immediate consumption as well as commercial purposes. These are still available at local markets though production is now concentrated on the rearing of goats and sheep for meat.

Haleeb Baqar - cow's milk is consumed fresh and is also used for the preparation of laban, dihn/zibda and samn that is a liquid garnish ideal on savoury and sweet dishes. Of late, it has been replaced by ghee - a similar product originating from the Indian sub-continent.

Full-bodied and multi layered, Emirati cuisine never disappoints. Just what is expected from a hearty meal.

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Travel, Culture & Heritage

Riding high The origin of the Arabian horse remains a great zoological mystery.

Although this unique breed has had a distinctive national identity for centuries, its history nevertheless is full of subtleties, complexities and contradictions. It defies simple interpretation. Historians suggest this unique breed originated in the southwestern part of Arabia, offering supporting evidence that the three great river beds in this area provided natural wild pastures and were the centers in which Arabian horses appeared as undomesticated creatures to the early inhabitants of southwestern Arabia.

Because the interior of the Arabian Peninsula has been dry for approximately 10,000 years, it would have been difficult, if not impossible, for horses to exist in that arid land without the aid of man. The domestication of the camel in about 3500 B.C. provided the Bedouins (nomadic inhabitants of the Middle East desert regions) with means of transport and sustenance needed to survive the perils of life in central Arabia, an area into which they ventured about 2500 B.C. At that time they took with them the prototype of the modern Arabian horse. There can be little dispute, however, that the Arabian horse has proved to be, throughout recorded history, an original breedwhich remains to this very day. Neither sacred nor profane, history tells us the country where the horse was first domesticated, or whether he was first used for work or riding. He probably was used for both purposes in very early times and in various parts of the world. We know that by 1500 B.C. the people of the east had obtained great mastery over their hot-blooded horses which were the forerunners of the breed which eventually became known as "Arabian".

About 3500 years ago the hot-blooded horse assumed the role of king-maker in the east, including the valley of the Nile and beyond, changing human history and the face of the

world. Through him the Egyptians were made aware of the vast world beyond their own borders. The Pharaohs were able to extend the Egyptian empire by harnessing the horse to their chariots and relying on his power and courage.

With his help, societies of such distant lands as the Indus Valley civilizations were united with Mesopotamian cultures. The empires of the Hurrians, Hittites, Kassites, Assyrians, Babylonians, Persians and others rose and fell under his thundering hooves. His strength made possible the initial concepts of a cooperative universal society, such as the Roman Empire.

This hot blooded horse which had flourished under the Semitic people of the east now reached its zenith of fame as the horse of the "Arabs". The Bedouin horse breeders were fanatic about keeping the blood of their desert steeds absolutely pure, and through line-breeding and inbreeding, celebrated strains evolved which were particularly prized for distinguishing characteristics and qualities. The mare evolved as the Bedouin's most treasured possession. The harsh desert environment ensured that only the strongest and keenest horse survived, and it was responsible for many of the physical characteristics distinguishing the breed to this day.

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Travel, Culture & Heritage

Garden City of the Gulf Set in an area of natural oases, Al Ain meaning 'spring' in Arabic is a fertile and historic city located in the emirate of Abu Dhabi. Adjoining the Omani border, it is easily accessible via freeways from Abu Dhabi and Dubai. The three cities - each approximately 150 km from each other - form a geographic triangle in the centre of the country.

Al Ain Museum

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Continually populated since 2500 and 2000BC, Al Ain gets its name from the supply of fresh water that springs up from the plains ahead of the Omani mountains. The fourth largest city in the UAE, it is often referred to as the 'Garden City of the Gulf' and deservedly so, as it has abundant green cover across 100 square kilometres. Numerous parks, tree-lined avenues and ornamental roundabouts have been thoughtfully created within the city and to further safeguard the green image of the city, new buildings can go no higher than four floors.

Traditionally an important stopping point on the nomadic route used by traders traveling to an from Oman, the striking feature is that all this greenery - as much as 100 million assorted trees and 18

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million date palms- thrives on a combination of reprocessed waste-water and desalinated water. The precious groundwater is the main supply for human consumption.

Al Ain holds a special place in the hearts of the Emiratis, as it is the birthplace of Sheikh Zayed bin Sultan Al Nahyan, the first President of the United Arab Emirates. His Highness initiated the process of reclaiming desert land and transforming it into a thriving habitat that is both beautiful and useable.

His successor as President, Sheikh Khalifa Bin Zayed Al Nahyan, continues to build on his father's legacy and retains a deep interest in Al Ain. Historically, it was known as the 'Buraimi Oasis' and is central to the cultural heritage of the country as it has been continuously inhabited for over four thousand years, thanks to the numerous underground water springs in the area. Today the name Buraimi refers to the Omani town whose urban area merges with that of Al Ain. Until recently, Al Ain and Buraimi enjoyed an open border, though today all individuals must clear immigrations both entering and leaving the UAE. With numerous historical forts built in the 19th century, Al Ain is rich with traces of its traditional past, including camel racing and breeding areas as well as the ancient falaj system of irrigation that is still in use in some areas.

Distributing underground water by a network of tunnels emerging into open channels whose flow can be directed and regulated, the Falaj system is was prevalent in the Arabian region until quite recently.

Al Ain has a more authentic Arabic flavour compared to larger and more cosmopolitan cities of the Emirates as it has a higher proportion of Emirati nationals than other cities in the country. The majority of its residents though are expatriates particularly from the Indian sub-continent.

This compact, low-rise city surrounded by widely spread residential neighbourhoods, interspersed by parks, palaces and date palm groves, is an important services centre catering also to Oman. Two major shopping centres, Al Ain Mall and Al Jimi Mall, as well as traditional souks are flanked by universities and medical

schools - making Al Ain a popular destination for academics from worldwide.

Industry is growing, though it is still small scale, and includes a soft drink bottling plant and a cement works. Service industries such as car sales, mechanics and other artisans are located in the area known as Sanaiya. Social and governmental infrastructure is good and includes United Arab Emirates University, Higher Colleges of Technology, well-equipped medical facilities, a teaching hospital at Tawam, military training areas and the Al Ain International Airport too.

Al Ain is home to a major festival of classical music and is a tourist destination. While it has the highest summer temperatures in the country, the dry desert air is free from the coastal humidity of the larger cities. Many Emirati nationals in Abu Dhabi have holiday houses in the city making it a popular weekend destination for families from the federal capital. The Al Ain Oasis in the city centre, the Fun City amusement park, a zoo, the Al Ain National Museum, the Al Ain Palace Museum, several restored forts and the Hili archaeological site, dating back to the Bronze Age are all popular places to visit.

The most fascinating natural attraction is the Jebel Hafeet, a 1340-metre high limestone monolith that provides spectacular views across the border between the UAE and Oman. A modern three lane highway leads to the summit that has the royal palace and picnic areas. There are also hot spring spa pools at the base, and the entire mountain is honeycombed with passageways that are a favourite with pot-holers.

Recreational activities are plentiful - from tennis, racquetball, squash, horseback riding, rugby football, swimming and even iceskating as well as ice hockey. The city has its own successful football (soccer) club, Al Ain FC and one can watch the footballers practice and play. The favourite pastime of both Emiratis and expatriates alike is sipping coffee either in the numerous coffee shops or at the Shisha cafes.

The overall ambience of Al Ain is calm and relaxing. Offering a real sense of traditional Arabia, it represents a must-see attraction in every visitor's itinerary.

The Camel and Livestock Souks Al Ain Camel souk is the last market of its kind in the UAE. Offering a rare chance to see an ancient trade, it is an experience not to be missed. Little here appears to have changed in centuries. You can witness traders from across the UAE and Oman bargaining and discussing the merits of their prized camels on view in makeshift enclosures. There is a real bustle at the livestock souk, where traders buy and sell goats and sheep. The best time to see these masters of the art of haggling at work is in the early morning.

Jebel Hafeet Overlooking Al Ain and dominating the skyline is Jebel Hafeet, rising sharply form the desert floor to a height of 1,300 metres. The excellent road to the summit has several observation points offering spectacular panoramas in all directions. Perching just 300 metres short of the peak, the five-star Mercure Grand Hotel (www.mercure.com) commands breathtaking views from its restaurants. From the summit itself the vistas extend for miles across the desert plains and scrubland, red and gold dunes, green oases, cragged wadis and the rugged Hajar mountain range. The views at night of Al Ain and surrounding area are magical.

Ayn Al Faydah and the Green Mubazzarah The grassy expanse of Ain Al Faydah natural spring spa and the Green Mubazzarah tourism resort lie at the base of Jebel Hafeet. This is a popular family picnic spot and has a number of small bathing places that make use of the natural hot water that comes to the surface in the area.

Wadi Madbah Containing the highest waterfall in the UAE, this wadi lies some 30 kilometres east of Al Ain City, but the serenity of these unspoilt surroundings make the trip worthwhile. It has pools that stay fresh and clean all year round and is a beautiful spot to swim, rest or make camp for the night. The area is also an attractive spot for rock climbers.

Al Ain National Museum Located in Sultan bin Zayed Street, this museum has an extensive archaeological and ethnographical collection, including some spectacular second millennium gold pendants and an important coin collection. Reconstruction of a majilis and traditional living bring the past to life. The museum has a large collection of gifts received by the late president, Sheikh Zayed, from visiting statesmen. It also has a reconstruction of the Grand Hili tomb with its rock engravings.

Al Ain Forts Birthplace of the late President, Sheikh Zayed, Jahili Fort holds a special place in Al Ain's history. Carefully maintained and notable for its impressive main turret on four levels, the fort is surrounded by beautiful, landscaped gardens. The Eastern Fort is located within the compound of Al Ain Museum. Built in 1910, it is surrounded by a wall with four watchtowers. Cannon flank the entrance door. Among the other interesting forts in the Al Ain region are Muhairib Fort, Muwaiji Fort, Hili Fort, Rumeilah Fort, Mazyad Fort and Murabba Fort. Some of the forts, but not all are accessible to the public. Another historic structure worth mention is the Old Prison, offering a fine view of the city.

Hili Archaeological Park Some 10 kilometres north of the city center, Hili Archaelogical Park is the location of a large number of Bronze Age and Iron Age sites dating from c.2500 BC to 400 BC. Perhaps the best known of the many archaeological sites is the Grand Tomb, a circular construction of 10.5 metres in diameter. It has three walls creating four interior chambers.

The remains of more than 200 individuals were recovered from within, along with dozens of ceramic and soft stone vessels. The tomb also features two famous 5,000-year -old petroglyphs - one of two people and an oryx, another of two cheetahs cathching a gazelle.

Al Ain National Museum

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CHAPTER 4

MALLS & LUXURY LIFESTYLES

“I love luxury. And luxury lies not in richness and ornateness but in the absence of vulgarity. Vulgarity is the ugliest word in our language. I stay in the game to fight it.�

Coco Chanel, French Fashion Designer

Malls & Luxury Lifestyles

Mall allure The fast changing scenario in the retail sector the world over has impacted the booming Abu Dhabi economy and the mall culture has changed the way the local population and the expatriates shop.

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The wholesale and the retail sector have both been on an upswing for the last three years, with Abu Dhabi registering 13 percent increase. Most sales happen at the swish shopping centres which seem to have grabbed the largest portion of the retail pie.

What is causing this upward trend? It is the building of the flashy malls where not only the business of shopping but also the leisure entertainment in these malls that is attracting the upwardly mobile gen-next with huge disposable incomes.

In the years to come, with the Abu Dhabi tourism ministry focusing on attracting tourists in large numbers, things can only get better.

It is very clear that the change in the Abu Dhabi retail skyline is significant as it is moving away from the local baqala shopping on weekdays to weekend mall purchases in bulk.

The shift from the conventional path to the more aggressive mall culture path is happening fast. Malls like the Marina Mall have set the trend and other retailers have quickly tagged on to this trend.

EMKE Group currently operates in the Gulf Cooperation Council, GCC zone, with 46 shopping centres and hypermarkets. It specialises in mammoth projects from the 80,000 sqm Khalidiya Mall to the 139,000 sqm Al-Wahada mall. The Baniyas Shopping Centre, 30 km south of Abu Dhabi on the al-Ain Road, is 56,000 sqm.

Aldar Properties' Al-Raha Beach resort has a 30,000 sqm shopping mall.

The expanded Marina Mall has an additional 40,000 sqm over the previous 70,000 sqm of gross leasable area.

Carrefour's addition of Al-Jimi piles on 27,000 sqm totalling 17,173 sqm.

Average spend The spending habits of the local population is a cheering prospect for retailers. With a per capita income $20,000 per annum, the average family spends 18% on food, beverage and cigarettes, 8.5% on clothing and footwear, 7% on furniture and household goods and 16% on recreation.

The new malls provide a variety of shops, hypermarkets and recreation facilities - from alpine theme parks, ski slopes, ice rinks and eateries, to bowling alleys, cinemas and kids play areas.

Retail International estimates that retail activity in Abu Dhabi will touch an extremely satisfying figure of Dh719bn ($1.96bn) by 2009.

Modernisation drive While Abu Dhabi's strip-malls and baqalas are bravely holding out, its old central market has yielded way; many small baqalas have grown into minisupermarkets. The baqalas continue to be popular; their ground floor location are hugely strategic, their long opening hours and free home-delivery services are a boon to the single males.

The new souq that's coming up in the place of the Central Market is built in the traditional style, but is part of a complex that has luxury office space, top of the line hotels, branded-retail outlets and eateries with a large car park.

Retail International estimates that retail activity in Abu Dhabi will reach Dh719bn ($1.96bn) by 2009, far behind Dubai's estimated Dh27.8bn ($7.57bn), but enough to keep retailers at all levels in business.

Mall culture This culture is not something new to Abu Dhabi as the first supermarket chain Spinneys-Abu Dhabi opened its first supermarket in the emirates way back in 1961. Over the years it has maintained its traditional supermarket business model. It is now relocated in the upmarket Khalidiya district and in the Al Ain mall.

Key players A number of new projects are currently underway in Abu Dhabi, but the four key players at present are: the Abu Dhabi Mall, the Marina Mall, Madinat Zeyad Shopping Centre and al-Ain Mall.

Here, Abu Dhabi-based EMKE Group's Lulu Supermarkets and Lulu Centres tend to have the lowest prices and a comprehensive stock that make them attractive for both the Asians and Filipinos.

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Footfall Abu Dhabi Mall estimates that it gets 35,000 visitors each day going up to 50,000 in a high-season weekend.

Changing scenario With an energized development all round, retail in Abu Dhabi is being carried along upstream. New malls do not detract from strong current players, as the market has enough room for all.

'Carpet' bashing Even as the malls are making their presence felt in a significant way in Abu Dhabi, the carpet retailers are facing a very different challenge. Not that the demand for carpets is dwindling but the supply side is hit as the carpet weavers in Iran are moving away from their traditional roles wanting easier and better paid work and the Afghan refugees have gone home to work in reconstruction to make a living.

Carpet sellers bemoan the difficulty in getting supplies and so do locals who tend to buy carpets as wedding gifts or for their own use especially when they redecorate.

Malls & Luxury Lifestyles

Shopping Redefined As popular as ever, the lush landscape and dry weather continue to make the Oasis of Al Ain the preferred destination for short breaks and weekends for UAE residents and tourists alike. Simultaneously, resident's buying habits are rapidly progressing towards sophisticated consumption, following market trends from neighbouring emirates. This is why mall development is evolving rapidly in the so-called ‘garden city’, in line with these growing consumer expectations.

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H. E. Sheikh Hamed Bin Ahmed Al Hamed, CEO & Managing Director

The carefully selected mix of tenants and the generosity of the allocated spaces were instrumental in making Al Ain Mall the success it is today. With varied lifestyle options underscoring the mall's theme, the concept was to ensure sufficient activities for all family members to spend a pleasant time at leisure in a safe and secure environment. Always pushing for innovation, Al Farida Investment Company, owner and operator of Al Ain Mall continues to invest in R&D to identify shopper's needs and fast moving consumer trends. The ongoing coordination and close communication with Mall tenants paves the way to continued improvement of this retail proposition through the implementation of comprehensive marketing programmes headed by 'My Mall', a leading loyalty program with 6000 subscribers.

By giving away valuable prizes on a monthly basis, who knows who the lucky winner of the HUMMER H3 on display in the main Mall Plaza may be - all the ingredients are available in Al Ain Mall to make the shopping experience enjoyable and unique.

In line with changing times, a new trade culture is born in Al Ain, the city that once had the Souk as its shoppers destination.

With the introduction of technology and state of the art management systems, it is a shared belief that the industry's challenge will always remain in the hands of the increasingly discerning consumers.

They form the success of any business, men and women that develop the business and who buy into the business too. The task of Mall developers is to satisfy customers and everyone to consistently achieve optimum results.

Despite the opportunities, this is no easy task. In recent years, the retail sector has seen unprecedented growth throughout the UAE. A boom in retail development that will continue changing the shopping experience is underway.

This year, several projects were announced in both the public and the

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Al Ain Mall is the product of extensive market research that defines consumer perception, target audience, product values, all the strategies that lead to strong branding and the establishment of a strong corporate identity.

private sectors in Al Ain. These developments include large shopping centres, five star hotels, mixed-use integrated projects and an industrial city.

Following on from its own growth model, Al Ain Mall is now completing the planning of a new extension that will add more quality retail space to the existing mix. The construction is well underway for a fast-track completion that will be ready by the first quarter of 2010. With dedicated marketing teams busy concluding agreements with various sources in the industry, the result will be attracting tourists and individuals to Al Ain city as well as to Al Ain Mall.

Supporting this exciting retail expansion, is the ambitious expansion plan that will generate a higher flight frequency of Al Ain International Airport. Since Al Farida's diversified property

portfolio includes hotels in Dubai and Abu Dhabi, it seems only natural to feature Al Ain on the International Touring Map too.

Like all industries, the Mall business is adaptable and can quickly improve the selling proposition, the presentation and even the product to suit evolving needs. Since each era brings with it creative new ideas and the technology to support it, it is in Al Farida's values to embrace change by providing operational efficiencies and product enhancement at every level. With market surveys and research is the guiding light to keep their management strategies fresh and contemporary at all times, the only way forward is onwards and upwards.

Tel: +9713 766 0333 www.alainmall.net

Malls & Luxury Lifestyles

Garments full of grace The abaya, whether beaded, sequinned, embroidered or simply plain, makes an elegant fashion statement that cannot be ignored. Take a glimpse of the variety and range of styles; cuts, fabrics and work that adorn the all-so-enveloping garment that's full of grace.

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A must have in every urban national woman's wardrobe; the abaya has an interesting but short history: around four decades ago, the long, flowing black garb was a relatively unknown item of clothing. However, when the trend caught on, the humble abaya changed the very face of fashion. Today, it is a garment more admired than the jalebiya. What is the abaya? An abaya is a longsleeved, floor-length, loose, usually black, garment worn over other clothing when a woman leaves the protection of her home. It

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is worn with a headscarf (hijab) and sometimes with a veil (niqab).

Traditionally, Arab women in neighbouring countries wore a 'sarwal' or the commonly known 'shalwar', from the Indian subcontinent. Over this was worn a long tunic-like garment - the jalebiya, which is heavily adorned with embroidery at the yoke and sleeves, and is available in various colours.

Though at times it could appear to be garish and tastes may vary from person to person, it still remains an integral part of the attire. Over all of this was worn the abaya which stayed simple and minimalist in its design. In contrast the women of the UAE only wore the jalebiya, and a 'shehla' - a head scarf. The married women wore a 'burqha' as well.

It was only in the sixties that the fashion across the borders began influencing the UAE. Incidentally, another spin-off of the rapid development was the easy access to a new range of fabrics from international markets. It was not long before tailors in the UAE attempted to make abayas, easing the dependence on imports. They began

to create matching shehlas too.

Initially, the abayas were simple, but down the years they began acquiring a whole new look. Fashion designers began creating niches for themselves, with innovative designs.

As they are always black, the gold, silver and other colourful threads used in the embroidery make them look more graceful. In the early days, abayas were generally made of thick materials, including jute, but the wealthier families used silk imported from Iran.

Today, you see them in lighter and easy-to-handle materials such as viscose, georgette, silk, chiffon and polyester. Some are downright diaphanous, and many of them are expertly pinned and tucked to suggestively show off the shapes beneath. The basic shape has also changed. From two pieces of cloth joined horizontally which the wearer could use to cover her face and body, the abaya has evolved into an attire which makes a fashion statement. Whatever the material used for the abaya, the women of the Arabian land use colourful jalebiyas beneath that all-enveloping abaya and its ultra feminine shehla.

Malls & Luxury Lifestyles

Clouds of Kudos La Casa del Habano, UAE's exclusive provider of the world's finest cigars, offers its distinguished clientele a simple yet clear declaration of social kudos and quality combined.

The UAE boasted 59,000 millionaires in 2005, up 12% from 2004. This means that with luxury residences, superior shopping centres and technologically progressive industries flourishing throughout the nation, a certain lifestyle is to be had that embodies refinement and of course, wealth.

While the rapid growth UAE has experienced to date is a relatively new phenomenon, early players such as the pioneering FMCG marketing and distribution company, Baqer Mohebi Establishment (BME) has looked ahead, cementing its reputation as provider of high-end products and consumables. A local and regional leader in the FMCG industry and the name behind leading products from corporate giants Danone and Kimberly-Clark, its been operating since 1931. Already a veteran in this young and thriving Emirate - BME has continuously diversified its interests and expanded its range, region and core business. Today, this family-run business has risen from humble beginnings in

the souk to become a national and regional institution promoting and catering to elite branding and tastes.

We are all familiar with the image: designer outfits, fabulous accessories, luxury sports cars, a premier residence and an active social life.

The basic characteristics of Abu Dhabi's successful, these underline "I've arrived!" and can all be perfectly accented with a simple accessory...the iconic Cuban cigar. UAE's discerning gentlemen and more and more ladies need only turn to one place‌ La Casa del Habano, UAE's exclusive provider of the world's finest cigars. As a division of the tobacco retail arm of BME, La Casa del Habano offers its distinguished clientele a simple yet clear declaration of social kudos, first class service and quality combined.

Six years ago La Casa del Habano opened its flagship store at one of Dubai's premier addresses, the Emirates Towers shopping boulevard. In under a decade, the brand has

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strengthened with six additional locations throughout the UAE, Oman and Iran and the largest Casa in the world destined for the Walk at the Jumeirah Beach Residence. BME's expansion plans clearly indicate the increasing popularity of Cuban cigars affording cigar smokers the ease, convenience and selection that come with a first grade product and service.

In 2004, the chairman of the group, Dr. Zainal Mohebi, was awarded the title of 'Habano Man of the Year' in the business category. Mohammed Mohebi, CEO of Zainal Mohebi Group received this accolade on behalf of his father who was the passionate inspiration behind the group's success.

In typical Mohebi fashion and Cuban tradition, La Casa del Habano deeply respects the intricacies and personal selection process of each of its 'family members'.

"Habano enthusiasts can explore their passion in our in-store lounge," explains BME's general manager, S.H. Siadat.

Each store is equipped with a cigar lounge for clientele to experience and savour the aromatic lure of the famed Cuban cigar. To further ensure utmost quality and knowledge of each individual cigar, BME implements strict climate control in each location and all retail staff are required to undergo training and refresher courses to keep abreast of developments taking place in Cuba and the cigar industry. Likewise, the distribution division of BME trains all hotel and restaurant staff in the art of storing, cutting and serving a cigar.

As for health concerns, "Cigar smoking is a passion - not a habit. It's a delicate relationship and clients are very particular. They enjoy seeing a professional cutting and preparing the cigar for them to savour the exquisite pleasure properly" explains Siadat.

According to him, no textbook

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description can be applied to cigar smokers. A cigar smoker is as "diverse as the streets of Dubai and as intense as the streets of Havana." A love for Cuban cigars stems from a desire to experience a rich and pure tradition that is as intriguing as it is simple, a tradition that dates back 500 years and is exquisitely preserved today with over 160 million cigars produced by hand every year and encased in a signature wooden box.

With an astounding 38 brands of Habanos available to choose from and global trends heralding a smoke-free era, the UAE seems headed in the same direction. Siadat is not worried. He believes that true cigar aficionados will remain true and simply adapt their lifestyles to ensure the continued and uninterrupted pleasure of a Habano.

As a testament to this confidence, BME plans to extend its innovative marketing and advertising campaigns through cigar-inspired events and theme nights in close collaboration with the hospitality industry. He goes on to assure us that UAE's transient expatriate society on the go is not a problem, because outbound numbers pale in comparison to the multitudes choosing UAE as their base.

With approximately 59,000 millionaires currently residing in UAE today and thousands more aspiring to enjoy the city's distinct privileges, Habanos and all the fineries of life, image and social discernment show no signs of dwindling. Where industrial cities worldwide exist beneath a thick black cloud of smog, the clouds above Abu Dhabi's glistening skyline are laced with an intoxicating aroma redolent with success and fulfilment. Heaven or Havana, UAE and La Casa del Habano offer a slice of both.

Tel: +9712 644 1505 www.lacasadelhabano.cu

Dr. Zainal Mohebi Chairman - Zainal Mohebi Group

Mohammed Mohebi CEO - Zainal Mohebi Group

CHAPTER 5

DESIGN & INTERIORS

“You are always innovating when you are an interior designer.

You never do the same thing twice, which is thrilling.”

Tamara Mehyar General Manager, Foyer Décor

Design & Interiors

Design Dimensions There is no doubt that within the next ten years, Abu Dhabi's face will transform, with billions of Dirhams of new real estate set to renew the federal capital into expanses of glittering glass, bricks and mortar. Not only a boom for investors, multiply these buildings with the numbers of blank walls and empty windows inside, and you have some idea of the sheer scale of interior design possibilities. One of the leading companies raising the bar on interior design standards is Foyer DĂŠcor, a company that is owned and run by Emad Al Khalidy and Tamara Mehyar a dynamic couple that have an eye for beauty and a good sense of business.

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Tamara Mehyar & Emad Al Khalidi

Walking in some of Abu Dhabi's richly coloured havens with graceful, curved lines, fabrics in daring colours and textures, it could be that you are standing in one of Foyer Décor's creations.

Tamara began her career as an architect, but found the time span between design and finished product tiresome: "I'm impatient, and I like that in design I can see returns on my ideas within four months, not four years. I also have always loved colours and fabrics, and I discovered I was good at it," she says from behind her desk, which is piled with fabric samples, architectural drawings, and catalogues from the latest collections in Milan and other design centres.

The change in career focus took her to Paris' esteemed Ecole Boulle for a degree in design. Tamara's aptitude for the technical side, an understanding of construction techniques and materials, and sophisticated creative flare helped catapult Foyer to the forefront of interior design in Abu Dhabi. Backed up with Emad's Business and Financial background Foyer Décor was established in 2003 with only three employees, the company now employs 35 professionals other than labourers and has doubled its workspace. Foyer has also bought its own wood manufacturing facility in 2006, a 2200 sqm wood factory that will concentrate on producing highend decorative wooden work.

Foyer Décor's designs are coveted by the elite of Abu Dhabi society, and members of the Royal Family are among its clientele. Its clients list spreads out to also include major corporate names as well as many governmental offices. “Villas, palaces and other large-scale residential projects create a lot of challenge for the vast amount of creative freedom they provide”, says Tamara. But to create a corporate identity for a corporation is not an easy task.” Among younger clients, she says, “there is a willingness to experiment with colours and materials - sumptuous drapery, cutting-edge Italian furniture using materials such as gold, exotic woods and even fur. Foyer Decor older clients prefer the French and Italian Classic styles, but even within this rubric, Foyer Decor's trademark of modern flourish is incorporated so that the antique furniture and thick rugs still exist within an airy, open space.” The company provides a 'turnkey' service, where bare walls and floors are transformed into fully functional, comfortable and luxurious interiors. Besides residential, corporate and governmental interiors, Foyer's other specialty and mainstay is industrial design, which can incorporate interesting challenges. For instance, for a children's psychiatric hospital, plans had to incorporate scientific research about the psychological effect of colour and architectural shapes - no fiery tones, no sharp corners or harsh edges.

Foyer has also expanded into the retail design sector, and includes among its clientele a large number of shops in Abu Dhabi. In retail design, the trend is toward a modernist look at which Foyer excels: clean lines, lightwoods and stainless steel.

Foyer Wood Factory is the backbone of Foyer Décor contracting as manufacturing its own product allows for complete assurance of the best quality, as well as the ability to respect the time frames and deadlines of any project. To further integrate the unique vision of Foyer Décor a full team of gypsum craftsmen and painters are amongst its list of employees.

Foyer Décor trading is another part of the company which is involved in providing furniture for the educational and hospitality sectors. To stay ahead of trends and make sure she can provide the best quality

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accessories and furniture for her clients, Tamara travels to trade shows in Italy, Germany, France and China every year, and has created alliances with major companies from Europe and the Far East.

Although Tamara welcomes the breadth of new design and interior contracting firms cropping up, she is concerned about quality and professionalism. She lists Foyer's strengths: "our designs are really different, we respect deadlines and stick to them and When we say something will be done, we do it."

When the dust settles on the construction sites and the last curtain is hung in Abu Dhabi's new developments, a new design ethos may be born, and Foyer Décor will be in the vanguard.

Tel: +9712 627 5562 www.foyeruae.com

Design & Interiors

Colour me beautiful Whatever the size of the massive real estate developments that will change the face of Abu Dhabi over the next few years, Gulf Paints will have them covered – literally - in over 3000 colours.

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Based in Al Ain, the company gave Dubai’s Arabian Ranches its natural buff shade, and won exclusive contracts in projects across the Emirates, such as Dubai Silicon Oasis, the Abu Dhabi Heritage Park, and Al Ain Mall. Construction giants Al Dar, Izama and Nakheel are among the company’s customers.

Gulf Paints’ General Manager Hisham Al Gussain is confident that his company will play a large part in Abu Dhabi’s architectural future. He states that in his four-year tenure, the company has grown 100 percent, which he attributes to their ongoing commitment to improving the quality of their product.

A team of laboratory staff, including chemists and technicians, continuously experiment with innovative solutions to improve paint quality, and each formula and exterior finish is moreover designed to withstand the extreme weather conditions of the UAE. This hardiness is beneficial in other countries to which Gulf Paints exports, such as Saudi Arabia, Qatar and now Afghanistan.

Al Gussain proudly leads a tour of his brand-new paint factory, scheduled to go into production in Autumn 2006. “The facility is fully automated and will require only 12 employees to produce the barrels of paint that sit on-site awaiting shipment to all parts of the GCC. It is incredible that this building can produce the numerous finishes and colours that Gulf Paints offers,” he explains. The actual mixing is done with a sophisticated colour-matching computer in a later process.

In effect, any colour a designer can dream up can be custom-mixed to personalised satisfaction. The most popular shades are those that compliment that UAE’s desert landscape, such as the peaches and terracotta’s of many villa compounds, and the textured finish reminiscent of plastering.

Shortly, Gulf Paints will become one of the few UAE companies that export to the UK, an expansion into the heavy-duty exterior tiling that already graces the parking lot of Spinney’s for instance. The tough rubber of which it is made can support wear and tear from heavy traffic, and is less expensive and simpler to replace than asphalt or concrete.

In extreme weather conditions, these more rigid materials can expand or contract, causing cracks to appear in the surface and necessitating heavy equipment and crews that will block traffic access.

Further in the future, Gulf Paints looks to the construction of a calcium silicate factory and expansion into manufacturing complimentary products such as solvents and equipment.

To keep up with the pace of growth and increased administrative

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needs, plans are underway for a sophisticated glass office right on the current site, nestled at the bottom of Al Ain’s Hafeet Mountain. Gulf Paints is a fully integrated company, with a comprehensive IT set-up that connects its administrative systems to branches all over the UAE. Its new state of the art offices will be equipped with the latest in IT technology and able to accommodate the company as it grows, as it no doubt will for the foreseeable future.

When asked about the challenges his company faces ahead, Hisham Al Gussain shrugs nonchalantly. “The fact that the paints are designed here and that the company is 100% locally owned is attractive to prospective clients in the region,” he explains, “and accounts for the number of exclusive contracts it has already obtained.” The company has been growing since 1982, received ISO certification in 1995, and has received awards such as the H.H. Sheikh Khalifa Awards to Industry in 1999, 2000 and 2001. In short, although the real estate boom will no doubt introduce numerous competitors for his company, he is confident that with a strong commitment to environmental protection and an eye to investing in local and international growth, he is miles ahead of the pack.

Tel: +9713 721 2888 www.gulfpaints.com

Design & Interiors

Weaving Magic Abu Dhabi National Carpet Factory, part of the ADNIP group of companies was founded in 2001. Since its inception, ADNC has grown successfully to become a leading supplier of commercial and residential carpeting in the Gulf. It also holds the distinction of being the first carpet factory in Abu Dhabi.

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Starting as a manufacturer of low-end loop and cut pile wall-to-wall carpeting, ADNC's factory now produces carpets to the highest standards of durability and appearance, and offers outstanding customer value.

The factory possesses cutting-edge technology, and combined with strenuous marketing efforts, ADNC has established its position in the UAE as a leading carpet manufacturer. The factory has a strong market share with an annual output of 9.5 million sqm of carpets and consumption of 6,000 tons of yarn annually. Since its inception, ADNC has built up a cadre of committed and dedicated staff that will assist the company in achieving its vision of being a major supplier locally and in regional markets.

ADNC's products fall into two main categories: 'tufted' and 'woven'.

These carpets are available in a wide range of colours and combinations. The carpets can also be customised to the clients design requirements.

ADNC is also the first producer of Axminster-Woven carpets in the Middle East and an affiliate of the British Wool Association. Axminister carpets are weaved from the finest British Wool in highly patterned cut pile and in an assortment of colours and custom designs.

ADNC's professional design team can advise on the best carpet type, create designs and supervise the production of customised carpeting for palaces, hotels, private residences and commercial facilities. The team uses computerised drafting and design tools to create prototypes which are based on aesthetic and functional

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considerations, taking into account the clients' requirements, vision and interior design concepts.

Consolidating their position as one of the biggest wholesale suppliers in the UAE, ADNC had recently announced the launch of its new showroom in Abu Dhabi "Galaxy Carpets" on Old Airport Rd. next to the Akai Building, as a part of factory expansion into the higher-end hospitality sector. The showroom currently displays a wide range of carpeting solutions to suit almost every floor, environment and flooring concept. This in turn provides retail and trade customers an opportunity to explore a wide range of innovative designs and durable carpets produced in accordance with international quality standards. ADNC also plans to open showrooms in Dubai, Al Ain, Sharjah and GCC. ADNC quality management systems have been developed to ensure defect free, long-lasting products that meet all industrial standards. The inspection process is regularly reviewed to ensure that all carpet leaving the factory meets ADNC standards and satisfies their customer's needs and requirements.

As Abu Dhabi, the UAE and the GCC region enter a period of unprecedented investment, economic growth and dynamic change, ADNC is strategically positioned to take advantage of the opportunities on offer.

Tel: +9712 551 5100 www.adnipcarpet.com

CHAPTER 6

HEALTH & WELLNESS

Zayed Higher Organisation For Humanitarian Care, Special Needs & Minors Affairs - Abu Dhabi Autism Centre

“Health is a state of complete physical, mental and social well-being, and not merely the absence of disease or infirmity.�

World Health Organisation, 1948

Health & Wellness

Integrating Health. Dispensing Smiles.

The dynamic leadership of H.E. Abdulla Humaid Al Mazroei, Chairman and visionary Dr. B. R. Shetty, Managing Director & CEO, has steered NMC over the past 30 years to pinnacles of success. The three decades in the history of NMC have been a testimony of determination, foresightedness, evolution and diversification.

NMC, a trusted and respected enterprise in the United Arab Emirates has successfully forayed into diverse business sectors like Distribution of Pharmaceuticals, Medical-Scientific Equipment and FMCG Brands, Financial Services, Pharmaceutical Manufacturing, FMCG, Hospitality, Information Technology, Advertising, Real Estate, Gold & Diamond Jewellery, among others. Today NMC stands tall as a business leader in the region and for sculpting a destiny that has touched innumerable lives within and outside its fold.

A pioneer in providing quality and reliable healthcare, NMC has over the years consolidated its position in the healthcare sector and reaffirmed its commitment towards building a healthy society by establishing world-class hospitals across the Emirates: NMC Hospitals, Abu Dhabi and Dubai, New Medical Centre, Sharjah, National Hospital, Abu Dhabi, New National Medical Centre, Mussafah and the NMC Specialty Hospital, Dubai have facilitated NMC's vision of reaching out and nurturing lives.

The latest offering from NMC, the state-of-theart NMC Specialty Hospital, Abu Dhabi, is a multi-specialty hospital, housing cutting edge diagnostic facilities under one roof and is all set to commence operations. The hospital has been conceived as a centre of medical excellence offering super specialized departments manned by specialized doctors and experienced medical personnel to offer comprehensive primary and community-based care. Open 24-hours this 100 bed futuristic hospital incorporates the most modern facilities including diagnostic equipments like the Heart Mapping System, Multi Slice CT Scan, MRI and Cardiac atheterization Laboratory equipped with high-tech digital imaging system and a three dimensional arrhythmias mapping system enabling mapping and ablation of the most complex rhythm disorders of the heart. Supported by superspecialists and health professionals with international experience and excellent in-patient and intensive care units, NMC Specialty Hospital offers unsurpassed medical care with a warm personal touch.

NMC Specialty Hospital, Al Ain was started with the objective of offering quality healthcare to the population of Al Ain. The hospital boasts of the entire paraphernalia of advanced diagnostic equipment and departments covering a wide spectrum of super specialties and is supported by a well-equipped pharmacy. NMC Family

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Managing Director - Dr. BR Shetty with HH Sheikh Mohammed Bin Rashid Al Maktoum

Clinic, the first in a chain of 'family clinics' has started operations in the Jumeirah area at Sheikh Zayed Road, Dubai. NMC Family Clinic is the new complementary activity of the group to strengthen its healthcare initiatives and fulfill its objectives of corporate social responsibility.

Healthcare facilities in Fujairah and other Emirates are also under construction.

Complementing the chain of hospitals across the Emirates, are well stocked pharmacies manned by trained and responsive pharmacists. The pharmacies have gained reputation and trust for their efficient supply chain for distribution of medicines, pharmaceuticals and other essential medical supplies.

Today NMC can lay just claim to being the only healthcare institution in the UAE which has truly re-defined medical integration. Over the years NMC has seamlessly integrated key healthcare components which include hospitals, pharmacies, distribution of pharmaceuticals and medical equipment, and pharmaceutical manufacturing under one umbrella, thereby making it a one-stop destination for healthcare services. The establishment of Neopharma, was the final link in the chain towards achieving total and complete healthcare integration.

Neopharma, Abu Dhabi's first pharmaceutical manufacturing plant in the first year itself, began international exports. This state-of-the-art facility has proved its manufacturing prowess and global product standards when it was awarded the Mohammed Bin Rashid Al Maktoum Business Award for its outstanding achievements in the sphere of pharmaceutical manufacturing.

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The story of success and growth doesn't just end here for NMC. The past 30 years are just a roadmap that will chart the direction towards NMC's journey of scaling higher and bigger milestones in healthcare.

Tel: +9712 633 2255 www.nmc.ae

Health & Wellness

Making Health Possible Abu Dhabi Medical Devices Company (MEDECO) is a leading manufacturer both locally and regionally of medical devices, namely syringes, I.V. infusion sets, and insulin. A joint venture between Abu Dhabi National Industrial Projects (ADNIP) and Pharmaplan of Germany, MEDECO was established in 1999 and began commercial production of standard syringes in 2000.

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In late 2003, MEDECO, assisted by M/s Pharmaplan GmbH (Germany), commissioned a new line dedicated to the production of Auto-Disable Syringes (0.5 ml) and Insulin syringes (1 ml). The aim was to make available disposable syringes and needles that could not be used more than once especially during immunization. Today, MEDECO's newly innovated patented technology produces over 160 million of these syringes annually for use by UNICEF and Ministries of Health around the world.

MEDECO is a member of the International Association of Safe Injection Technology (IASIT) and has been awarded the ISO 9001:2000, ISO 13485:2003, CE mark and GMP (Good Manufacturing Practices).

MEDECO is the only WHO/UNICEF-approved technology and supplier of Auto Disable Syringes worldwide.

An expansion of its facilities in 2006 enabled MEDECO to triple its AD syringe production capacity in order to meet growing international demand.

With certification from all major international qualifying bodies in its field, MEDECO operates to the highest and up to date international quality standards.

MEDECO's production facility in

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Abu Dhabi's industrial area is a complex of facilities which includes the company headquarters, 2 clean rooms, 2 injection halls, a common packaging area, ETO sterilizers, three laboratories equipped with the latest test equipment using industry-standard protocols.

MEDECO employs highly trained technicians who have a wide range of experience in their respective fields.

MEDECO’s market include the UAE, where it is a major supplier to the UAE Ministry of Health and private sector clients.

Furthermore and apart from supplying international bodies such as UNICEF, MEDECO currently exports, through its worldwide distributor network, to GCC countries and to over 40 countries in Africa, the Middle East and Far East Asia.

MEDECO bases its success as a health care supplier on its research, engineering, design and production capabilities. This includes quality management, ensuring that all MEDECO products (Auto Disable Syringes, IV cannulae IV sets and insulines) are produced to the most rigorous specifications.

Tel: +9712 551 0111 www.medeco-uae.com

Health & Wellness

Hope at hand Hand in hand with the advances of an industrial and technological age, come socio-economic disparities and environmental imbalances that can be the root cause of the many crises and disasters that leave people in miserable situations. With women and children often the most affected, numerous regions around the world are facing humanitarian challenges.

Armed conflicts and disputes; silent disasters like starvation, poverty and epidemics are equally the hallmark of this post-modern age.

This is why the UAE Red Crescent has its work well cut out. Standing out to ease lives of victims and reduce the pain of friends, brothers and affected people, the altruistic vision of the late President, Sheikh Zayed bin Sultan Al Nahyan created the appropriate platform capable of quickly responding to humanitarian causes. Over the years, through selfless giving, the UAE has a prominent place thanks to its humanitarian organisations and entities that reflect the basic generosity intrinsic of this culture.

Founded in 1983, and spending over AED 2 billion in humanitarian assistance over this time, the UAE Red Crescent underlines the UAE's humanitarian role in regional and international arenas through humanitarian programmes, as well as charity and development projects worldwide. Considered a pioneer humanitarian organisation by industry specialists, the Red Crescent's role has greatly evolved as a result of the increase in disasters in the world.

A milestone in the Red Crescent's progress occurred in 1983 when H.E. Sheikh Hamdan bin Zayed Al Nahyan gave directives to execute development projects to help local inhabitants in disaster-hit areas to help cope and access the long term tools to rebuild their lives. Facing economic and social challenges lying ahead, the organisation realised

that efficient humanitarian aid should be based upon those foundations giving families the ability to earn for themselves and not merely scraping by on donations. Consequently, people's lives in these areas developed; they were able to live in dignity.

Local interest The Social Care Division in the Red Crescent caters for low-income and needy people inside the UAE. Programmes include humanitarian and medical aid and social sponsorships (sponsoring students, prisoners, and people with special needs). They also deal with supporting institutions, local projects and charity campaigns to help low income families. There are also seasonal action drives like providing breakfast for fasting people, Iftar Zakat (alms to be paid for poor people during Ramadan), Eid dress, oblation and pilgrimage to Mecca.

Expanding abroad The Projects and Relief sector in the Red Crescent handles urgent aid abroad for communities hit by disasters and calamities. It also coordinates with the Federation of Red Cross and Crescent societies and other humanitarian organisations. Executing charitable construction

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and development projects through rebuilding and rehabilitation of destroyed infrastructure in areas of conflict, these cover 95 countries especially Palestine, Iraq, Lebanon, Afghanistan, Sudan and other African countries.

Construction and Development Since reconstruction and rehabilitation of infrastructure is vital to welfare in areas hit by disasters in order alleviate the impact of the lack of basic services on the life of people in those areas, the Red Crescent Authority starts executing its development programmes immediately after the relief operation in order to bring people's lives into normal. The best example of that are the construction projects in Palestine in terms of number of projects and their cost. They include rebuilding destroyed houses, building and rehabilitating educational, health and service institutions as well as worship places.

Orphans programs Sponsoring orphans is another critical aspect of the organisation's remit. Thanks to enormous donor support, the Authority succeeded in underlining orphan's humanitarian causes around the world. Sponsoring over 38,000 orphans in the UAE and abroad, the value of

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amount paid to orphans annually is around AED 65 million in 24 countries in Asia, Africa and Europe.

Promoting Voluntary Work Values By depending on volunteers to execute its programmes, a culture of service is fostered.

Accordingly, the Volunteers Division has strategies to attract volunteers and train them.

The Authority has been able to polish their skills through different practical and theoretical training skills. The foundation programme

includes intensive courses in confronting disasters, first aid, international and humanitarian law and methods of voluntary work. The Volunteers Division is keen to carry out the strategy of the Red Crescent to promote voluntary values among people and activate the role of volunteers towards humanitarian cases by utilizing their unique abilities.

Tel: +9712 641 9100 www.rcuae.ae

CHAPTER 7

OIL, GAS & ALTERNATIVE ENERGY

“The oil can is mightier than the sword.�

Everett Dirksen, US Politician & Commentator

Oil, Gas & Alternative Energy

Good and getting better...

Black Gold seems to lead only to more gold and wealth for UAE and some other lucky GGC countries. Not only has UAE seen tremendous economic growth and development, with massive investment in tourism and the real estate industry, the stock market is also reaping the benefits of this wealth, with buoyant indexes. Abu Dhabi, with the largest share of natural resources, reaps the greatest benefits not only from the revenues but also from its diversification and liberalisation programme that makes it one of the region's most progressive trail blazers.

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With its federation made up by seven emirates, who despite individual economic and development policies, share a common defense, foreign affairs, health and education governance, each emirate has to give 50% of its revenue towards the federal budget.

However, Abu Dhabi and Dubai are the only major contributors as other emirates don't have the resources to generate enough wealth although a taxation system has been proposed to raise the federal budget; implementation is still a far reality.

Despite the highest GDP growth in the world, when it comes to individual economic growth, the disparity is vast - as pointed out by the IMF. But this surely doesn't rule out chances of a bright growth in the future. In 2004, the hydrocarbon activity was up by 3% and the overall growth was an average 9.2% in 2002-03. Even though there has been a tremendous boost and growth in manufacturing, services and construction industries with a 10% GDP, and tourism

at 21% DP, the oil industry and real estate continues to remain the dominant industry with both a 30% GDP contribution.

Changing with time Under his rule, Sheikh Zayed bin Sultan Al Nahyan, managed Abu Dhabi's vast oil resources very carefully, making oil the dominant factor in its economy. Abu Dhabi Investment Authority (ADIA)'s investment of the emirate's surplus oil revenues abroad has guaranteed a steady GDP growth for Abu Dhabi every since. Even in the unlikely scenario of dropping oil prices, Abu Dhabi's investments have made sure that they will have as usual a more than comfortable cushion. But with the new regime in place some diversification seems to be taking place, bringing Abu Dhabi into a more proactive era. Under Sheikh Khalifa and Sheikh Mohammed's rule, the Emirate's economy is clearly heading for a makeover, from a closed investment environment one-commodity economy to a diversified economy with a liberal approach to investment.

Today With an increasing demand for oil in the international market, the prices of oil are likely to go up, making prospects for the UAE brighter. But despite this, UAE's non-oil industry also seems to be developing positively due to consistent investment in those sectors as well.

Sheikha Lubna al-Qasimi,

Economy and Planning Minister, feels positive that the UAE's investment sector would be the major beneficiary of a planned Free Trade Agreement (FTA) with the US, as there will be an influx of capital from Arab and international investors eager to 'capitalise on all the perks the FTA will offer'. Even though Abu Dhabi has been able to dictate its own pace of change in its economy, the World Trade Organisation (WTO) membership-driven liberalisation programme, has now added further external pressure for change.

With rising inflation, UAE does seem to have some challenge ahead of it. Pressure is constantly being applied by the IMF to expand its tax base to levy corporate tax for the non-hydrocarbon sector or to introduce VAT. This is still a far reality as the favourable tax environment seems to be an attraction for investors, residents and tourists alike, and continues to draw them.

Abu Dhabi will likely bend towards opening is economy and diversification programmes.

With the new administration, the old and the new are working in together. The highly educated younger nationals have become involved in decision-making positions of the government and Abu Dhabi's long-established key economic institutions, namely ADNOC and ADIA. This invigorating environment gives a perfect opportunity to the Emirate to build and manage its resources.

UAE's Consolidated Government Financial Account

2000

2001

2002

2003

2004

74,386

68,633

57,218

77,012

94,415

Tax

5053

6274

6881

7044

8,010

Customs

1770

1846

1663

2449

3040

Oil and Gas

59,978

51,648

40,926

56,738

73,322

Expenditure

84,066

95,459

86,616

91,433

95,270

9680

-26,826

-29,398

-14,421

-855

Total Revenue

Surplus/Deficit

Economic Bulletin 2004, Statistical Bulletin Jan - Mar 2005

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Current challenges The current economic growth is not only in the oil industry but in other sectors as well, has proved to be beneficial to both the federal and individual administration. For the first time in 20 years the federal budget was in balance, following a 4.5% rise in revenues and a 4.9% decline in expenditure.

But despite this, these figures cannot be taken at face value as only 25% of the public expenditure that takes place in the UAE is shown in the budget figures. A good look at the combined budgets, which includes the federal budget and the individual emirate budgets for Abu Dhabi, Dubai and Sharjah, would give a clearer view. The rise in revenues was reported to be from Dh77 bn ($20.97 bn) in 2003 to Dh94 bn ($25.6 bn) in 2004. There was a moderate rise in Expenditure Dh91.4 bn ($24.89 bn) to Dh95.2bn ($25.92 bn) during the same years, which resulted in a sharp decline in the deficit from Dh14.4 bn ($3.92 bn) in 2003 to just Dh 55 m ($151.13 m) in 2004.

Despite continued growth, education and jobs for its young working population remains a concern for the Government. Despite unemployment remaining a manageable 3%, the UAE is making a move towards 'Emiratisation' programmes, to counter future skill shortages amongst its nationals. Programmes are being undertaken at Universities and the Higher Colleges of Technology, amongst others, to ensure that tomorrow's graduate emerge with the right skill sets. Certain sectors of the economy have been targeted to provide employment and training opportunities for young nationals, mainly in the banking and insurance areas.

One would think too much wealth could never

be a problem, but contrary to that, the UAE Central Bank has reported the inflation rates to be at 5-6% in 2004 while analyst believe it to be much higher at 10-30% for 2005, 2006 and 2007.

Meanwhile the population growth of 7-8% per annum, and a shortage of accommodation and rising rents for expatriates, especially in Abu Dhabi and Dubai, only adds to the pressure.

In a control measure the Federal government, in March 2005 raised the salaries by 25% and 15% for nationals and expatriate workers respectively. Later in September the same year, it also increased monthly payments for social security allowances by 75% for its 67,000 UAE national beneficiaries.

Leading the way Abu Dhabi is the only oil producer in the Gulf region which has maintained private sector participation in the oil industry, with 40% of shares of Abu Dhabi National Oil Company (ADNOC) held by the public. Through a series of 60:40 partnerships in Abu Dhabi Water and Electricity Authority (ADWEA) projects, Abu Dhabi has been attracting considerable FDI in its infrastructure. In spite of these developments Abu Dhabi has not entirely opened its market to foreign participation, instead choosing to give local investors a first chance in the privatisation of its entire water, wastewater and waste management.

The United Arab Emirates Offsets Group (UOG), which was set up in 1992, with the aim of facilitating joint-venture projects with international defense suppliers, has been another FDI pioneer.

The most noteworthy feature of this programme was the provision for companies to pay liquidation charges when they could not meet

their targets, instead of becoming involved in investments. The UOG has sponsored major projects like the Dolphin Project, the Tabreed district cooling system and Abu Dhabi Shipbuilding. Many of these projects have been financed by local investors buying shares in these new companies.

Treading new paths Recognising diversification as a way to strengthen its non-oil industry, Abu Dhabi has remained deeply committed to it. With the aim of improving efficiency and reducing competition between state and private companies, the General Holding Company (GHC), has been formed so that state assets could be made ready for privatisation.

GHC has plans to invest Dh2 bn ($544.6 m) in an iron and steel complex that would incorporate its existing steel plant in the Industrial City of Abu Dhabi (ICAD) in readiness for privatisation Assembly and manufacture of vehicle components are the other projects under consideration. Realising the important role local investors can play in creating employment through the establishment of small or medium sized enterprises (SME), the government set up the Khalifa Fund in June 1995, which would help local entrepreneurs set up SMEs. Bidaya, a new organisation, with an initial capital of Dhs300 m ($81.69 m) will also help set up SMEs by providing financial and technical assistance.

Even though there has been a huge investment in real estate development by local investors the government has been slow in liberalising this sector although the Abu Dhabi government has of late introduced a new

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real estate law that would allow nationals to buy and sell property throughout the Emirates.

This law would also enable the GCC nationals to own in designated investment areas (DIA) and foreigners can hold renewable 50 year leases in DIA's.

Leading the way in the development stakes is a company that is jointly owned between government and private sector, called Aldar Properties. It has a number of major developments, like the Central Market and al-Raha beach to its credit. Sorouh Real Estate, another new public shareholding company, launched Shams Abu Dhabi, a Dh20-25 bn ($5.45-6.81 bn) project, on al-Reem Island. The project will be shared jointly with private developers as well.

Welcoming guests With the setting up of the Abu Dhabi Tourism Authority (ADTA) in early 2005, Abu Dhabi is set to venture into developing its tourism industry.

Even though Abu Dhabi has little natural beauty to boast, its extensive coastline spotted with small beautiful islands does promise potential to attract tourists.

Keeping that in mind, the ADTA has charted out plans to increase its hotel room capacity to 25,000 from 2,500 by 2015. Along with this, private companies have been roped in to build hotels, shopping malls and recreational facilities.

The Abu Dhabi government also plans on expanding its International Airport, enabling it to handle 9 million passengers a year and to build a new national airline called Etihad.

Abu Dhabi's Economy 1999 2000 GDP 113.137 Non-oil GDP 69,845 Crude Oil 43,292 Manufacturing 12,667 Agriculture, Livestock & Fishing 6094 Electricity & Water 2393 Construction 8656 Trade Non-oil exports 638 Non-oil imports 21,242

2002

2003

148,719 84,840 63,879 18,998 6386 2845 8985

166,543 88,820 77,723 20,390 6412 3265 9255

983 22,536

1870 26,914

2001 159,576 80,793 78,783 18,980 6567 2517 8420

148,569 82,446 66,123 18,549 5988 2679 8720

Source: Abu Dhabi Department of Economic Indicators

Taking the Big Step Individual emirate autonomy in economic and development decisions has been UAE's biggest strength. Although Abu Dhabi has a major financial role to play in supporting the federal budget, maintaining and developing a standard of living throughout UAE, the disparity between economic development of the other emirates is apparent.

Abu Dhabi, the richest amongst the Emirates has its rich oil resources to thank for its wealth, while in contrast Dubai whose has very little oil to depend on, has built its economy through global trading, services, real estate and tourism industry. Sharjah, the third largest and economically developed emirate also followed diversification plans like real estate and tourism.

Air Arabia, its low cost airline has proved to be major success in UAE. The other four emirates, Ras al-Khaimah, Fujairah, Umm al-Quwain and Ajman contribute just 6% of the UAE's GDP. In an effort to change this disparity, the federal government has now started playing a proactive role in making sure of a greater administrative efficiency throughout the UAE. This has also coincided with more efforts towards local development from their own rulers and business communities.

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Ras al-Khaimah has ambitious industrial, logistics and tourism projects, with the hope of doubling its GDP and population, with improvement of infrastructure taking priority.

Mina Saqr, al-Jazeera and Ras al-Khaimah, its three ports will go through major upgrading process, along with its airports and road network. With the aim of improving its existing industrial base, Ras al-Khaimah, plans to lure regional and foreign investors with a new industrial free-zone that will offer low rentals and minimal red tape. Not only this, Ras al-Khaimah is also working on an ambitious project of building Gulf's first outdoor ski resort, which would boost its tourism sector tremendously. Even thought Umm al-Quwain and Ajman, are still taking their first steps towards development, they are nonetheless beginning to attract the interest of both UAE and Gulf Cooperation Council (GCC) investors.

Both Umm al-Quwain and Ajman are venturing into real estate and tourism.

Al-Salam City, an integrated residential and commercial city with capacity to house over 500,000 people, is Umm al-Quwain's major development task at the moment. On the other hand, Ajman is treading this path carefully by building al-Ameera Village, a small real estate and tourism project, before launching itself entirely into the process.

Fujeira is capitalising on its strategic positioning on the Indian Ocean and is developing its port and oil storage facilities further. It aims to become a logistical hub for the Gulf and there is even talk of building a railway, which would serve the eastern seaboard of the Gulf, right up to Saudi Arabia and Kuwait. Fujaira also boasts some of the nicest coastal scenery in the UAE, and it is rapidly developing its tourism assets.

Conclusion Abu Dhabi clearly continues to be the main economic driver for the UAE. Its vast wealth is being used to transform its economy into a modern 21st century city-state in its efforts to diversify away from dependency on hydrocarbons, but it is also boosting growth in the rest of the UAE by investing in the other emirates. As main contributor to the federal budget, Abu Dhabi is taking its developmental role seriously and contributing to the overall infrastructure needs of the country. Perhaps one the most important roles it plays, which is greatly understated, is that it ensures with its vast foreign currency surpluses generated by a healthy balance of payments surplus, that the currency remains stable and the other emirates are not constrained by foreign currency shortages.

The rapid economic development of the UAE can certainly be attributed to the successful way in which the individual emirates have furthered their common interests and made the country in to one of the most successful federations in history.

Oil, Gas & Alternative Energy

Meeting power needs Dolphin Energy announced on July 10 2007 that natural gas from its production wells offshore Qatar was flowing to UAE customers for the first time. This date marks the culmination of a visionary nine year project, linking the nations of Qatar, the UAE and shortly Oman in a unique regional gas grid.

Platforms DOL-1 & DOL-2 were assembled at J Ray McDermott’s yard in Jebel Ali, Dubai, then shipped by specialist barge to Qatar’s North Field for installation in early 2006.

A delicate moment – maneuvering 1,000 tons of superstructures into position, to complete the DOL-1 Dolphin well platform in Qatar’s North Field.

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Dolphin Energy's Dolphin Gas Project has been the largest single energy initiative ever undertaken in the Middle East.

Meticulously planned, Dolphin's activities make up a complex, highly efficient value chain unique to the industry in the Arabian Gulf. The overall investment in constructing the entire Dolphin Gas Project wells, sealines, processing plant, export pipeline and receiving facilities - has made it one of the largest energy-related ventures ever undertaken in the region.

Dolphin now produces raw gas from its 24 wells in Qatar's North Field. It processes this gas at its brand-new, dedicated Gas Processing Plant in Qatar's Ras Laffan Industrial City. It then transports the refined methane through the 48 inch, 364 km subsea export pipeline (largest and longest in the Middle East) from Qatar to Dolphin's Gas Receiving Facilities at Taweelah in Abu Dhabi.

In Qatar itself, valuable byproducts are meanwhile being produced during processing: ethane, condensate, propane, butane. The ethane is supplied to Qatar Petroleum on long-term contract and the other products are being sold on international term and spot markets, in significant quantities.

As the company's first gas arrived in the UAE, Dolphin's Chairman, HH Sheikh Hamdan Bin Zayed Al Nahyan, Deputy Prime Minister of the UAE, said: "This achievement is historic as well as highly important." He added, "It signifies that the vision of our late President, Sheikh Zayed Bin Sultan Al Nahyan has been realised. It also demonstrates the commitment to the venture of their Highnesses Sheikh Khalifa Bin Zayed Al Nahyan, President of the UAE and Ruler of Abu Dhabi and Sheikh Hamad Bin Khalifa Al Thani, the Emir of the State of Qatar. It particularly results from the support of His Highness the Crown Prince of Abu Dhabi, Sheikh Mohammed Bin Zayed Al Nahyan."

He also explained: "The entire Dolphin value chain is now functioning, as we have long envisioned and planned. We are

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Dolphin Energy entered the business of gas supply in January 2004, with the commissioning of its natural gas pipeline connecting Al Ain with the UAE East Coast Emirate of Fujairah. This 24 inch, 182 km pipeline supplies gas to the Union Water & Electricity Company (UWEC) power and desalination plant in Fujairah.

therefore managing and supplying our own gas to our contracted customers, controlling every stage of the process." In the meantime, the next challenge would be to carefully ramp up production, until reaching targeted pipeline throughput of 2 billion standard cubic feet per day in early 2008.

The Partners Dolphin Energy was established in March 1999 as an initiative of the Government of the UAE Emirate of Abu Dhabi.

The founders had always conceived Dolphin as a force for international cooperation – one that would unite the vision and resources of the region with multinational capital and expertise.

Total of France was accordingly invited to become a shareholder in Dolphin Energy during 2000. After a further selection process, Occidental Petroleum of the USA became the company’s second international partner in 2002.

The three Dolphin Energy Limited shareholders are Mubadala Development Company with 51 percent, and Total and Occidental Petroleum with 24.5 percent each. Mubadala Development Company is wholly owned by the Government of Abu Dhabi.

Dolphin’s newly commissioned receiving facilities at Taweelah, Abu Dhabi, where Dolphin receives, monitors and then distributes its own gas from Qatar.

Dolphin gas is a unique source of new energy for the Southern Gulf.

Through its supply of natural gas from Qatar, it brings together three GCC nations the UAE, Qatar and Oman in a regional energy network for the very first time.

The continuing support of the Governments of the UAE, Qatar and Oman has been the key factor in enabling the national and international stakeholders in Dolphin Energy to assemble the skills, technologies and construction teams essential to the success of our mission.

Above all, Dolphin Energy will support the development of substantial, long-term new industries throughout the region, creating wealth, economic growth and employment opportunities for citizens far into the future.

The Growing Dolphin Pipeline Network Dolphin Energy entered the business of gas supply in January 2004, when it commissioned the natural gas pipeline that connects Al Ain with the UAE East Coast Emirate of Fujairah. The 24 inch, 182 km pipeline supplies gas to the power and desalination plants in Fujairah of the Union Water & Electricity Company (UWEC), to the ultimate benefit of hundreds of farmers and scores of inland rural communities.

Initially all the gas being delivered to UWEC has come from Oman via a tie-in on the UAEOman border near Al Ain. From early 2008, Dolphin will 'reverse the flow' and will thereafter supply Oman directly with up to 200,000

scf/day of its gas from Qatar, which will also reach Fujairah via Dolphin's Eastern Gas Distribution System (EGDS) and Al Ain. Dolphin Energy supplies all its customers with gas through its Taweelah Receiving Facilities in Abu Dhabi. Some of this gas goes direct to neighbouring power plants. The majority of the gas is being supplied to other parts of the UAE, using Dolphin's EGDS. The EGDS has been upgraded

by Dolphin during 2006 and 2007 as part of a long term lease agreement with Abu Dhabi National Oil Company (ADNOC).

Tel: +9712 699 5500 www.dolphinenergy.com

Oil, Gas & Alternative Energy

Decades of diligence Abu Dhabi's oil and gas industry is a true reflection of persistent hard work. It is paralleled with tangible achievements, growth, success and continuous consideration to sustainable development.

In fact, oil has over the years fuelled the UAE's rapid expansion, leading other sectors of the economy to flourish fast too. The result is a greater diversification of the economy, and the development of an ultra modern infrastructure.

Umm Shaif Supercomplex

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Planning, collaboration and teamwork are ADMA-OPCO’s key to success

Das Island

In such a modern environment, oil and gas development is conducted effectively through innovation and integration of global best practices, as well as by integrated diversified teams.

As a leading oil and gas producing company, Abu Dhabi Marine Operating Company (ADMA-OPCO) plays its operating role that remains consistent with its core values and principles, including corporate social responsibility to ensure a positive impact on the surrounding environment.

Operating under the umbrella of the Abu Dhabi National Oil Company (ADNOC), ADMA-OPCO has since its inception continued to contribute to the national economy of the UAE. Thanks to the continuous supervision and support of the Supreme Petroleum Council and the company's Shareholders, ADMA-OPCO has been producing oil and gas successfully for more than four decades, developing in harmony with the rest of the country's sectors. It is however the far-sighted vision, leadership directives and wisdom of the late H.H. Sheikh Zayed Bin Sultan Al Nahyan, founder of the UAE and of H.H. Sheikh Khalifa Bin Zayed Al Nahyan, Ruler of Abu Dhabi and President of the United Arab Emirates and Chairman of the Supreme Petroleum Council (SPC), as well as H.H. Sheikh Mohamed Bin Zayed Al Nahyan, Crown Prince of Abu Dhabi, Deputy Supreme Commander of the Armed Forces, and Chairman of the Abu Dhabi Executive Council that over time continues to uphold and foster this positive evolution.

A performance-driven organisation, ADMA-OPCO's vision, mission and values are clearly manifested in its

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business philosophy.

The company's operations cover the Abu Dhabi offshore areas, a concession which includes two major offshore fields; Umm Shaif Field, located 150 km north-west of Abu Dhabi city, and Zakum Field, one of the largest oil fields in the world, situated 55 km south east of Umm Shaif. Giant steel structures, called 'Supercomplexes', are utilised to collect crude oil and gas from these fields before pumping through subsea different sizes of pipelines to the nearby industrial base on Das Island, for processing, storing and export.

In addition, ADMA-OPCO works as one integrated team to produce hydrocarbons from offshore areas.

Over the years, the company has aspired to maintain the highest possible levels of excellence in all aspects, technical, business and otherwise. For instance, it adopted the 'fit for the purpose' technologies in all its operations regarding health, safety and environmental issues as top priorities.

Though dedicated to optimising oil and gas production through the full exploitation of the available resources in order to increase revenue, ADMA-OPCO has done so in a safe, sustainable and socially responsible manner. This superior standard of excellence is also thanks to the high performance, creativity and dedication of the ADMA-OPCO operating teams. Each member of these teams upholds the values of ADMA-OPCO which are embraced in its daily activities. These are the values of leadership, innovation, accountability, ethical conduct, health, safety of the environment and continuous learning.

Tel: +9712 606 0000 www.adma-opco.com

Oil, Gas & Alternative Energy

Energy Reinvented Adding a twist to the African proverb popularised by statesman-turnedeco-campaigner Al Gore, ‘To go quickly - walk alone, to reach far - go together,’ perhaps epitomizes the modus operandi of Abu Dhabi's latest investment in the future of energy and environmental sustainability.

With the creation of Masdar, Abu Dhabi plans 'to reach far quickly.'

Masdar is Abu Dhabi's vision and investment in the future of energy and environmental sustainability - a multi-billion dollar, multi-faceted response to the need for a global focus on the development of advanced energy and sustainability-related technologies.

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Masdar Institute of Science & Technology Offers Masters and PhD programs focused on advanced energy and sustainable technologies, in association with MIT. The Institute will provide the talent pool which will drive this new economic sector.

Masdar Research Network A unique R&D platform between the Masdar Institute and seven top international research institutions on three continents, again with a focus on future energy technologies and sustainability. The MRN together with the Institute will establish Abu Dhabi as a leading global hub for R&D in these exciting new disciplines.

Innovation and Investment Bridging the gap between research and commercial production of new energy technologies through ventures such as the Masdar Clean Tech Fund, a $250 million private equity fund in partnership with Credit Suisse and CBG. Special Projects Develops large-scale projects with the goal of making Abu Dhabi a world leader in the manufacturing and deployment of new alternative energy technologies, such as solar, wind, and energy efficiency and storage.

Masdar is designed to ensure that Abu Dhabi grows its share of the global energy market by fostering the development and commercialisation of advanced and innovative technologies in renewable, alternative and sustainable energies.

Established in April 2006 by Mubadala, a strategic investment and development vehicle established and wholly owned by the Government of the Emirate of Abu Dhabi, Masdar is Abu Dhabi's landmark initiative to create a global platform to advance clean and green technologies, through aggressive research, development and deployment of sustainable energy technologies. Meaning 'the Source' in Arabic, Masdar is a government enterprise that couldn't have chosen a more appropriate word to describe its mission: to be the source of global dialogue and action on three issues of critical concern to mankind energy security, climate change, and the sustainable use of natural resources.

In this endeavor, Masdar has partnered with the world's most prominent corporate, scientific and financial institutions to spearhead 'green' research and development, and then to commercialise and deploy the advanced technical solutions which result.

Strategic partnering, to Masdar, represents the best way to achieve meaningful results leading to truly sustainable human development.

Proving its status as a regional innovator, Abu Dhabi, and by extension the UAE, is the first hydrocarbon-producing nation to actively promote the cause of renewable energy resources. By taking such foresight to a globalised level, the same Abu Dhabi that holds 8.5% of global oil reserves

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(approximately 97 billion barrels) is now further elevating its status as a global leader in clean energy as well.

A few years ago, research demonstrated that the UAE needs $10 billion in investment to meet its growing demand for energy consumption. Exploring new, ecologicallysustainable options to satisfy these requirements is one rationale for Masdar's development. Another rationale is transforming the country from technology consumer to technology producer. In so doing, Masdar will inevitable help drive economic diversification, all while expanding the UAE's position in the evolving global energy market.

"The global energy market is evolving, and with a growing share of renewable energy", explains Sultan Ahmed al Jaber, Masdar's CEO, "It's only natural for a major energy player like Abu Dhabi to want to participate and to lead. The beauty of Masdar is the ability to combine our substantial energy expertise and capital into solutions of great importance for the region as well as the global community," he adds.

A heady mix for sure, but one that is credible and perhaps can serve as a model for other hydrocarbon producers.

So what does this multi-billion dollar strategic development program look like and how will it achieve its ambitious goals? Masdar comprises the following six components:

Carbon Management Leverages government commitment and private initiative to develop carbonmanagement projects in the UAE and the MENA region. A key focus is on CO2 capture and storage (CCS) for enhanced oil recovery.

Masdar Zone Development A unique, integrated 'Green Community' on a sprawling 640 hectare area in the heart of Abu Dhabi, hosting Masdar, the Institute and key local and international tenants committed to the Masdar vision. The Zone is the world's first attempt for a zero-carbon, zero-waste sustainable development and powered by renewable energy. The Zone aims to create the synergies required for rapid progress developing and practicing new ideas on energy and resource utilization.

With these six core components, Masdar and its partners are creating a platform unique in the world, where considerable resources, talent, and focus will combine to produce a change in the way the world understands, and uses, energy and natural resources. Through Masdar, Abu Dhabi is enhancing its own commitment to sustainable development and, by acting as a catalyst for even larger global change, will further demonstrate its lasting commitment to the world community.

Tel: +9712 698 8000 www.masdar.ae

Corporate Profiles

ADSB - pioneering ship building in the UAE Abu Dhabi Ship Building was conceived to reduce foreign dependence and support national industrialisation. Today it is in the forefront of shipbuilding in the region with the capabilities to build and maintain specialist naval warships and commercial vessels.

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Abu Dhabi Ship Building (ADSB) was initiated in the early 1990s by His Highness Sheikh Mohammed bin Zayed Al Nahyan, Deputy Supreme Commander of the UAE Armed Forces and Crown Prince of Abu Dhabi.

No company existed in the region which could either build or refit naval vessels and Sheikh Mohammed’s vision was to launch a ship building facility which would both reduce foreign dependence and support national industrialisation.

ADSB was established in 1996 and, needing a base quickly, bought a small existing ship repair facility which had been owned by the Delma Society. It was a basic facility alongside the channel in Musaffah employing 100 people – only a few of them trained - with little equipment, no computers and no systems in place.

Over the next six months, two halls were built, new equipment installed and more staff employed, mainly from the Philippines.

When the first UAE Navy ships arrived, due for refit, at the end of that six month period, the company had been transformed into a Navy capable shipyard with sophisticated facilities. The contract was executed within budget, the ships were all delivered on time and the customer was delighted with the quality of the result.

HH Sheikh Mohammed Bin Zayed Al Nahyan views the Baynunah Corvette Model on the ADSB Stand at IDEX 2007

At the inception of ADSB, it had been decided to focus on four distinct markets: - Naval new building - Naval repairs and refitting - Commercial new building - Commercial repairs Eleven years on, the focus has been very successful and is currently being revised to include electronic systems integration and customer support services.

A core game plan of the business was to link up with leading strategic partners – existing respected companies from around the world. This was achieved from the outset and today ADSB enjoys close relationships with partners from eight countries.

In 2002 ADSB expanded the shipyard by adding complete new administration and accommodation blocks, new assembly halls and new production facilities, such as fabrication, piping, carpentry and woodwork, machine shops and warehousing .

During 2004 ADSB had cause for celebration when it won its largest and most prestigious contract to date from the UAE Navy to build six Baynunah Corvettes.

The project, which is well underway with the first of class vessel scheduled for delivery in 2009, marks a new era in the company’s history. The 72 metre Corvettes have been designed by Constructions Mecaniques de Normandie (CMN) of Cherbourg France who is also a sub contractor for the project.

While the first corvette is being built in

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Cherbourg, the remaining five will be built at ADSB’s Musaffah shipyard. Presently, three of the ships are under construction.

In 2006, ADSB celebrated its 10th anniversary. It was indeed a significant year for the company because apart from reaching its first decade, ADSB also opened its Composite Workshop - one of the most advanced facilities of its type in the world. The Workshop enables the company to attract a new area of business and one of the first customers at the new facility was the UAE Coast Guard who placed a major contract.

Today, ADSB is the only specialised naval warship builder in the Arabian Gulf and can offer both military and commercial customers vessels built in steel, aluminium and composites.

Presently ADSB is further expanding the facility with the opening of three new dry berths, extension of the syncrolift transverse platform, additional fabrication facility, new warehousing and extension of the assembly hall crane rails to facilitate larger unit fabrications.

“These developments represent only a part of a healthy order book in all our four main activity areas,” said Abdullah Nasser bin Huwaileel Al Mansouri, Chairman of ADSB. “We started in a small way in 1996 but the story since has been one of continuous development in our facilities and capabilities and the future looks very strong indeed.”

Tel: +9712 502 8000 www.adsb.net

CHAPTER 8

CORPORATE PROFILES

“Climbing to the top demands strength, whether it is to the top of Mount Everest or to the top of your career.�

Abdul Kalam, Former President of India

Corporate Profiles

ADSB - pioneering ship building in the UAE Abu Dhabi Ship Building was conceived to reduce foreign dependence and support national industrialisation. Today it is in the forefront of shipbuilding in the region with the capabilities to build and maintain specialist naval warships and commercial vessels.

139

Best of Abu Dhabi

Abu Dhabi Ship Building (ADSB) was initiated in the early 1990s by His Highness Sheikh Mohammed bin Zayed Al Nahyan, Deputy Supreme Commander of the UAE Armed Forces and Crown Prince of Abu Dhabi.

No company existed in the region which could either build or refit naval vessels and Sheikh Mohammed’s vision was to launch a ship building facility which would both reduce foreign dependence and support national industrialisation.

ADSB was established in 1996 and, needing a base quickly, bought a small existing ship repair facility which had been owned by the Delma Society. It was a basic facility alongside the channel in Musaffah employing 100 people – only a few of them trained - with little equipment, no computers and no systems in place.

Over the next six months, two halls were built, new equipment installed and more staff employed, mainly from the Philippines.

When the first UAE Navy ships arrived, due for refit, at the end of that six month period, the company had been transformed into a Navy capable shipyard with sophisticated facilities. The contract was executed within budget, the ships were all delivered on time and the customer was delighted with the quality of the result.

HH Sheikh Mohammed Bin Zayed Al Nahyan views the Baynunah Corvette Model on the ADSB Stand at IDEX 2007

At the inception of ADSB, it had been decided to focus on four distinct markets: - Naval new building - Naval repairs and refitting - Commercial new building - Commercial repairs Eleven years on, the focus has been very successful and is currently being revised to include electronic systems integration and customer support services.

A core game plan of the business was to link up with leading strategic partners – existing respected companies from around the world. This was achieved from the outset and today ADSB enjoys close relationships with partners from eight countries.

In 2002 ADSB expanded the shipyard by adding complete new administration and accommodation blocks, new assembly halls and new production facilities, such as fabrication, piping, carpentry and woodwork, machine shops and warehousing .

During 2004 ADSB had cause for celebration when it won its largest and most prestigious contract to date from the UAE Navy to build six Baynunah Corvettes.

The project, which is well underway with the first of class vessel scheduled for delivery in 2009, marks a new era in the company’s history. The 72 metre Corvettes have been designed by Constructions Mecaniques de Normandie (CMN) of Cherbourg France who is also a sub contractor for the project.

While the first corvette is being built in

Best of Abu Dhabi

140

Cherbourg, the remaining five will be built at ADSB’s Musaffah shipyard. Presently, three of the ships are under construction.

In 2006, ADSB celebrated its 10th anniversary. It was indeed a significant year for the company because apart from reaching its first decade, ADSB also opened its Composite Workshop - one of the most advanced facilities of its type in the world. The Workshop enables the company to attract a new area of business and one of the first customers at the new facility was the UAE Coast Guard who placed a major contract.

Today, ADSB is the only specialised naval warship builder in the Arabian Gulf and can offer both military and commercial customers vessels built in steel, aluminium and composites.

Presently ADSB is further expanding the facility with the opening of three new dry berths, extension of the syncrolift transverse platform, additional fabrication facility, new warehousing and extension of the assembly hall crane rails to facilitate larger unit fabrications.

“These developments represent only a part of a healthy order book in all our four main activity areas,” said Abdullah Nasser bin Huwaileel Al Mansouri, Chairman of ADSB. “We started in a small way in 1996 but the story since has been one of continuous development in our facilities and capabilities and the future looks very strong indeed.”

Tel: +9712 502 8000 www.adsb.net

Corporate Profiles

Growth through diversity Abu Dhabi National Industrial Projects (ADNIP), founded in 1997, is a pioneer in regional industrial investment fostering economic growth. Incorporated as a private shareholding company, ADNIP, a world-class industrial group headquartered in Abu Dhabi, has managed to establish itself as a leader in setting regional standards of entrepreneurial foresight and managerial excellence.

The owner of a diversified investment portfolio, ADNIP is also adept at identifying, developing and operating high value commercial opportunities in partnership with leading global companies.

Adapting to the changing opportunities in regional and international markets, ADNIP has kick started some of the region's most successful companies across a highly diverse range of industrial sectors. These include Abu Dhabi Medical Devices Company (MEDECO), a leading supplier of specialised medical devices, Business Enterprises Services (BES), an integrated consulting firm with main focus on industry, Abu Dhabi National Paper Mill (ADNPM), manufacturer and supplier of a wide range of high grade hygienic tissue paper in Jumbo rolls and Abu Dhabi National Carpet Factory (ADNC), a leading supplier of commercial and

residential carpets. While each of these companies, like the parent company, are Abu Dhabi based, their reach extends into and beyond the GCC. As the owner of subsidiaries functioning as independent organisations in their own right, ADNIP adds unique value in strategic goal setting, business development and shared quality management practices across the group. ADNIP has the distinction of being one of the leading companies in Abu Dhabi providing industrial development aimed directly at the local sector.

ADNIP's vision in moving forward is set in the context of the UAE's dramatic growth, and the fact being considered by many leading analysts and economists as the world's safest investment destination. Just as the UAE has shown there is no limit to what can be achieved in business, the ADNIP vision has

created a multitude of new commercial opportunities with massive potential for converting these opportunities into wealth for shareholders, partners, and for the communities at large. The shareholders, especially, have the unique opportunity to participate in what has become one of Abu Dhabi's most exciting industrial success stories.

ADNIP's expansion plans reflect the group's history of growth, its current level of resources and the company's diverse range of capabilities. This is highlighted by every ADNIP subsidiary setting expansion targets based on potential increases in regional and international demand levels.

The company is also looking at acquiring established manufacturing companies capable of adding to the group's overall strength. In developing this strength, the

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scope of projects the company is seriously looking at includes building and construction materials, petrochemical plants and paper and pulp production.

In a short time, Abu Dhabi National Industrial Projects has proved itself as a reliable name in large-scale industrial

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and commercial holding projects, and has catapulted its stature, strengths, consistency, vision and objectives to exceptional heights in the midst of a dynamic and ever changing environment. With development being carried out today proving so successful for the company, ADNIP can

confidently look forward to a future of growth throughout the GCC region and beyond, building on a reputation of achievements and commitment.

Tel: +9712 550 0577 www.adnip.com

Corporate Profiles

Quality with a difference Since 2000, the Abu Dhabi National Paper Mill (ADNPM) has been among the pioneers of tissue paper production in the emirate and today produces an average of 27,000 prime quality jumbo rolls each year.

Guided by the entrepreneurial vision and energy of its parent company, Abu Dhabi National Industrial Projects (ADNIP), ADNPM has rapidly established its name as one of the leading regional producers of tissue products. Operating under the principle of contributing to the local economy, ADNPM sources virtually all of the required raw material, with the exception of pulp, from within the UAE. Enhancing this ethos, the newly established ADNPM recycled tissue plant will eventually use locally mixed waste paper, a move the company says will enable a deeper contribution not only to the local environment, but also to the world eco system as a whole.

For six years since its inception, ADNPM has grown to become the UAE's most technically advanced producer of jumbo rolls, producing convertible jumbo rolls from the highest grades of virgin wood pulp. The 40,000 square metre factory responsible for this production houses various tissue machines, a pulp store, a stock preparation facility, warehouses and administration offices. Once ready, the jumbo rolls manufactured at the plant are then sold to local, regional and international converters who convert the same into facial tissues, toilet tissues, kitchen towels, serviettes, table napkins and industrial wipes.

ADNPM guarantees that its products are reliable, consistent and produced to the highest industry standards. With carefully managed quality control measures and enviable of record in delivery ADNPM is ready for the second Paper Machine. The company also employs strict health and safety regulations in order to prevent accidents that might affect the staff or the environment. These standards are governed by strict HSE management policies and procedures, which are in accordance with ISO requirements. As per these guidelines, ADNPM has fully documented procedures for all manufacturing and business processes and these are regularly reviewed and updated. To ensure awareness and compliance with these standards, the company conducts regular training and skill upgrades for their staff.

Prior to dispatch, ADNPM's finished products are inspected for minor and major variations from specified product standards. Products that are found to have minor variations are accepted with corrective action and any products that may have major variations are wrapped as second grade.

As for the future, ADNPM has expansion plans that include installing a new 3.6 metre wide Crescent tissue machine and a waste and de-inking plant (DIP). The new tissue machine will give ADNPM the capability of producing 40,000 tonnes of various tissues grades annually. In addition, the factory will add a virgin pulp preparation plant and a 3-ply combiner. The waste and DIP will produce up to 30,000 tonnes of clean and de-inked fibre annually. The DIP will use imported waste paper as raw material until local waste paper collection services are established and can generate sufficient amounts for the plant.

Keeping ahead of their ambitious targets, the ADNPM commitment to quality and business efficiency has led the company to its position of being a regional leader in the paper industry and why it shall continue to do so.

Tel: +9712 550 1886 www.adpaper.ae

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Corporate Profiles

Picking up the pace As the UAE rapidly expands, and Abu Dhabi is moving swiftly into the international global arena. In this globalisation race, the American Business Group of Abu Dhabi (ABG) is an important advocate for American presence in the UAE.

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Ambassador Michele Sison, Glen Dixon, George Bush, Kim Childs President of ABG

As you enter Abu Dhabi, the feeling of a new, emerging city embraces you. You are surrounded by lush, green trees, blooming flowers, and perfectly manicured shrubbery.

As your eyes take in the new, modern buildings dotting the skyline of Abu Dhabi, and your gaze turns toward the tree and flower-lined Corniche, you feel yourself transformed. An oasis of calm and tranquility replaces the hustle and bustle of city life as the beautiful white, sandy beaches and the turquoise expanse of the Arabian Gulf emerges before you. You have entered what is now called "The Richest City in the World," the Garden City of the Middle East - Abu Dhabi.

With its Mediterranean culture and influence, Abu Dhabi seems to move at a relaxed pace. However, the more you get to know Abu Dhabians, you understand that they work hard, enjoy family and social outings and celebrate a city intertwined in Eastern and Western culture and practices. You find a strong American corporate presence in Abu Dhabi, with US name brand outlets and franchises throughout the city.

With such a growing and flourishing economy and a strong American business

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presence, the need for an American business interest group developed. As a result, the American Business Group of Abu Dhabi (ABG) was officially registered in 1996 by a group of American business people with a specific mission - to promote commerce and trade between the US and the Emirate of Abu Dhabi.

The ABG is the largest American-interest organisation in Abu Dhabi. With a membership of 300+ US corporations, small businesses, and individuals, the ABG serves its members in various ways. By maintaining a close relationship with the local government and by raising awareness of both success stories and areas of concern, the ABG has become the main conduit between its members and the Abu Dhabi government. The ABG is a nonprofit organisation with a well-positioned volunteer Board of Directors whose primary goal is to promote the development of commerce, investment and goodwill between the United States of America and the Emirate of Abu Dhabi through active member participation.

The ABG provides a unique platform in which its members can identify, discuss and pursue common interests. The ABG is a

member of the American Chamber of Commerce and is a member and supporter of the American Business Council of the Gulf Countries (ABCGC). Since the UAE is viewed as a highly regarded business model for other Middle East countries, ABG continues to assist in the positioning of Abu Dhabi as a rapidly emerging partner for increased economic prosperity for American companies and goods. The ABG believes that demonstrating the highest standards of integrity and business ethics is the most effective means to promote demand for increased bilateral trade as well as American goods and services in the UAE. The ABG conducts numerous business and social events each month, ranging from the hosting of business speaker luncheons and senior diplomatic delegations from the United States to the organisation of the Annual 4th July Independence Day Celebration. The ABG is strongly committed to contributing to the community and therefore it organises a major fund-raising event each year, the proceeds of which are donated to qualified charitable organisations in Abu Dhabi. The ABG also hosts an annual family day function which reaches out to its membership, to US Embassy families and to the broader American community in Abu Dhabi.

Although most of the ABG's activities take place in Abu Dhabi, one of the most important events takes place in the US. The high-profile DC Delegation is a mission involving a volunteer group of ABG members which travels annually to Washington DC to lobby on behalf of vital US interests in Abu Dhabi and to gain support from Congress on a variety of issues. The ABG also uses this opportunity to educate Americans about the US-UAE relationship and to address misconceptions about the UAE and its people. Additionally, the ABG participates in an annual Door Knock trip to Washington DC together with the ABCGC for similar purposes.

The US currently exports more goods to the UAE than to major markets such as India. The UAE is also one of the only countries with which the US maintains a trade surplus. With commerce between the UAE and the US at its highest level ever, the ABG has increased its efforts to facilitate and to promote American business interests in the Emirate of Abu Dhabi, the goal of which is to secure longstanding friendly relations between the US and the UAE. The rapid expansion of Abu Dhabi's infrastructure and economy offers enormous opportunities for many new American ventures in the near future. The ABG is committed to support US businesses in their efforts to assist in the growth of Abu Dhabi and to further enhance its continuing strong commercial ties with the US. Tel: +9712 631 3604 www.abgabudhabi.org

Corporate Profiles

Bon Appetit In a region where approximately 90 percent of the population are expatriates, taste-bud diversity is a must, and a little bit of flavour from home is much appreciated. One company has successfully made satisfying this market demand its niche for over 75 years.

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Dr. Zainal Mohebi, Chairman

From humble beginnings as one of the 15 original outlets of the Dubai Souk, opened eons ago in 1931, Baqer Mohebi Establishment (BME) has grown to become one of the region's most respected marketers of premium brands and now boasts a portfolio with stalwart house-hold brand names such as Twining's, Evian and Volvic, Kimberley Clark and Habanos Cuban Cigars.

The company's strength is undoubtedly a reflection of its founding principles values based on integrity, courage and commitment, directed by a vision dedicated to forecasting future needs and building successful relationships.

Having carried these values and their vision through three generations, BME has introduced products and brands to the region, resulting in the advent of various niche markets. Some of the partnerships BME has formed go back as far as five decades and speak volumes of the foresight, perseverance and management planning that has gone into building the company in all its facets.

Forming part of the Zainal Mohebi Group, BME is responsible for the marketing and distribution of premier Fast Moving Consumer Goods (FMCGs), filling this role by continually developing and expanding its core business.

This expansion has resulted in the company opening outlets in Oman and Iran - with Qatar next on the list - and sees it now serve in excess of 4000 clients with 3000 SKUs from over 30 multinational premium brands.

"We have always focused on predicting market trends, needs and requirements and making sure our clients have what they want - when they want it," explains SH Siadat, BME general manager. "The incredible growth and development of the region makes it the perfect time for us to expand our operations and services to other markets."

Such growth can only come about through the successful development of lasting relationships and is why 60 percent of the company's workforce is dedicated to sales and marketing. "We don't look at it as marketing products, more like developing relationships," adds Siadat. "This is through taking the time and devoting the resources to really understand our clients and customers,

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as well as our partners. Each has its own needs and requirements and we make every effort to meet these, day in-day out."

In maintaining this philosophy, BME has earned numerous accolades and reached landmarks that include recently celebrating 40 years of partnership with Habanos of Cuba and leading GCC sales for Puratos, Pal International and Kimberly Clark.

As well as FMCGs, in which BME distribution reaches all hypermarkets, supermarkets, wholesalers and a large number of groceries, the company has other areas of operations too.

BME is a major supplier of institutional products to catered hotels, cafes, restaurants, bakeries, catering houses, ship chandlers, seaports and airports throughout the region.

The company is also expanding the high quality, exclusive products of its tobacco portfolio. The exclusive 'La Casa Del Habano' retail franchise has become a major venture in its own right, with BME operating seven boutiques in three countries, making the company the largest operator of the franchise worldwide. Aimed at the discerning consumer, 'La Casa Del Habano' also complements BME's other retail operations such as 'Le Tabac' (neighbourhood tobacconists) and 'Baqer Mohebi Supermarket.'

Furthermore, and in line with the region's growth and development, BME is continually strengthening and improving its core capabilities. This includes developing new logistics and distribution networks, strengthening operations, increasing international marketing and partner solution, implementing high level management training and recruitment and continued investment in technology and communications coupled with intelligent financial management.

From humble beginnings, BME has flourished into one the leading distribution/retail outlets in the region, highlighting just how much an Arab family company can achieve with the right vision and the proper skills.

Tel: +9714 396 9777 www.mohebi.com

CHAPTER 9

BANKING & FINANCE

“It takes courage to stretch boundaries, to give shape to power, and fulfill potential in every sphere of existence.

This is equally true in the infinite realms of numbers.�

Muhammad ibn Al-Khwarizmi Ancient Uzbek mathematician

Banking & Finance

Doing business in Abu Dhabi Market access to one billion people, proactive policies, government support, a great infrastructure, cost efficient energy and labour make the UAE an inviting investment prospect in the Middle East for foreign capital.

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Development is booming in Abu Dhabi with several projects in sectors such as power and water generation, construction, tourism and manufacturing. Add to this the fact that there are a a host of facilities to make living easy, it comes as no surprise that Abu Dhabi is a destination of choice for most expatriates who constitute 90% of the workforce in the UAE. Besides actively supporting private companies, the government at both the federal and emirate levels, is creating a legislative framework to make it easier for companies to do business in the corporate, commercial, banking and property sectors.

Foreigners can choose to set up a variety of businesses including sole proprietorship. Foreigners would need to have a local agent for requirements like residency and work permits.

Most foreigners prefer the format of a limited liability company (LLC) in which they can participate. UAE nationals or companies should hold at least a 51% interest in an LLC. Yet another business format is the commercial agency which is cheaper. A foreign company need not establish either a physical or legal presence in Abu Dhabi.

Foreigners can appoint a local registered commercial agent to market the company's products and services in a defined territory.

Such an agreement is regulated by Federal Law. This again has to be with a UAE national or a company wholly owned by UAE nationals. Such registered appointments are usually terminated only by mutual consent, which commonly involves payment of compensation to the commercial agent. The principal is not able to appoint a successor registered agent until the former agreement has been terminated.

Foreign investors can open an independently licensed branch office in Abu Dhabi, with permission from The Abu Dhabi Department of Planning and Economy. A foreign company must have a UAE national "services agent" to set up a branch. Such an office is treated as an extension of the overseas parent company and all responsibility for debts and liabilities will rest there.

Branch offices are subject to the Companies Law and are regulated by the MEP and at the emirate level.

Foreigners can also opt for general partnerships, by which each partner has unlimited liability. A partnership could also have silent partners of limited liability. All partners of unlimited liability must be UAE nationals, and a silent partner would not interfere in any dealings of the partnership that concern third parties. A third option is the secret or joint partnership. Here, there will be a prior agreement about sharing profits and losses though business goes on in the name of the local entrepreneur, while being subject to an agreement to regulate the distribution of profits and losses. Such an arrangement need

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not be registered.

Foreigners are increasingly opting to set up businesses in free zone entities. These areas have their own regulations and are not subject to the Companies Law. While Abu Dhabi does not have free zones, the near-by Industrial City Abu Dhabi (ICAD) offers incentives to businesses to operate from here. These include excellent infrastructure such as readybuilt units and warehouses, residential, recreational, hotel, conferencing and IT facilities. Other privileges include supply of natural gas at preferential rates and land, air, and sea transport links through the network of modern roads, the Abu Dhabi International Airport and the ports of Mussafah and Mina Zayed. Bureaucratic hassles are minimized and licences are comparatively easy to acquire here.

Foreigners can also found a public joint stock company (similar to a public limited company). Just as in an LLC, 51% of shares must be held by UAE nationals or wholly UAE national-owned companies. Another option is the private joint stock that requires only three or more shareholders.

Foreign companies can also be part of The Abu Dhabi Securities Market (ADSM) which is a savings channel for investors and acts as a secure and transparent trading market for corporates to raise funds. Foreign companies which are listed on other exchanges can seek a listing of their securities on the ADSM subject to certain criteria.

Foreign banks and financial institutions can also operate here under licence from the Central Bank.

Green cover: Abu Dhabi has high environmental standards and many islands are designated wildlife sanctuaries. Tourism and development initiatives are monitored to deter violation of the environment. The Environmental Research and Wildlife Development Agency (ERWDA) screens industrial activities that will have an environmental impact.

IPR: As a member of the World Intellectual Property Organisation (WIPO) and a signatory to the Paris Convention for the Protection of Industrial Property, the WTO Agreement on Trade related to Intellectual Property, the International Patent Cooperation Treaty,

Abu Dhabi upholds intellectual property rights of international investors.

LAWS OF THE LAND: In the UAE, the legal powers are shared between the federation and the individual emirates. With Abu Dhabi being the capital of the UAE, it frames the laws for all the emirates in areas concerning commercial and company law, real estate labour relations, social security, copyright and protection of industrial and technical property. Laws are derived from the Islamic sharia law and past decisions are not considered a precedent though they are considered as guides.

JUDICIARY: The UAE has a three- tiered federal court system with each emirate also having its own court system. There are Federal Courts of First Instance in each important city which hear cases coming under three heads: Sharia, civil and criminal. The sharia court hears matters pertaining to personal matters such as marriage, divorce and inheritance.

This applies to all Emirati citizens and nonEmirati Muslims. Civil law or the parties’ religious law applies to non-Muslims. The criminal court handles criminal matters and the civil court hears all other disputes, including commercial and labour disputes. Hearings are in Arabic and usually open to the public. For foreign companies, it is advisable to have a translated copy of agreements as courts do not entertain documents in English.

How the laws apply to foreigners: Local courts, with a few exceptions, hold jurisdiction to hear all claims against UAE nationals, foreigners with domicile or residence in the UAE and often also hear claims lodged against foreigners who do not have domicile or a place of residence in the UAE. Local courts normally have jurisdiction to hear a case, or rehear a case, where a foreign judgement is sought to be enforced in the UAE. ARBITRATION: The Abu Dhabi Chamber of Commerce and Industry has arbitration services. These are in compliance with the London Chamber of the International Arbitration (LCIA) and the International Court of Arbitration (ICC) though a court ruling is required for enforcement of a ruling.

Banking & Finance

Banking made Easy By regional standards, Abu Dhabi's banking scenario follows a modern, service-oriented pattern that is well regulated and well capitalised, oiling the wheels of economic growth and investment. This sound system of banking that keeps abreast with global market trends is seen in the progress of Union National Bank over the years. Mohammad Nasr Abdeen, CEO, Union National Bank explains his recipe for success.

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When was UNB established and what products and services does it offer?

Union National Bank (UNB) was established as a public Joint Stock Company in 1982, and is currently one of the leading banks in the UAE. The Bank's headquarter is in Abu Dhabi and has more than 45 branches located across the Emirates. The Bank offers a variety of products and services addressing the needs of individual customers and corporate clients. UNB is 50% owned by Abu Dhabi government and 10% by the Dubai government and has a board of directors consisting of prominent business figures; headed by H. H. Sheikh Nahayan Mabarak Al Nahayan, Minister of Higher Education and Scientific Research.

What subsidiary companies does UNB have and what activities do they conduct?

Union Brokerage Company (UBC), one of the oldest brokerage firms in UAE is a subsidiary of UNB. It is one of the leading brokerage firms in the UAE and was among the first national companies to operate in the brokerage field in the country.

UBC is located in Khalidiya, Abu Dhabi and has a well diversified branch network with 6 other branches at ADSM, DFM, Al Ain, Al Dhafra, Fujairah and Gold & Diamond Park, Dubai.

Al Wifaq Finance Company is another subsidiary of UNB. It has been established in 2006 with the purpose of offering Sharia compliant financial, commercial and investing services to both organizations and individuals in compliance with the rules and principles of the Islamic Law. ACMB: UNB has now a presence in the Egyptian banking sector through its successful acquisition of the Alexandria Commercial and Maritime Bank (ACMB).

ACMB has nine branches all over Egypt and is planning to further expand its branch network by the end of 2007.

How has the bank performed over the last three years?

UNB's consolidated net profit for 2006 surpassed, once again, the

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AED 1.0 billion mark, with profit attributable to the equity shareholders of the Bank touching AED 1,007.8 million as compared to AED 452.7 million in 2004, representing an increase of more than 120% over that period.

UNB's growing business in the corporate and retail banking sectors as well as its increased presence in other sectors such as capital markets, private banking and wealth management as well as more recently in Islamic financing resulted in its noninterest income increasing from AED 307 million in 2004 to AED 646.5 million (a 110.6% growth for the period).

The Bank's continued focus on the development and growth of its core business is witnessed by the constant robust growth of its net interest income by 14%, 30% and 29% respectively in 2004 through 2006.

Net Loans and advances increased from AED 16.2 billion at 31 December 2004 to AED 27.5 billion at 31 December 2006, representing a growth of 69.8% for the period. This increase has led to total assets increasing by 68.7% rising from AED 24.6 billion as at December 2004 to AED 41.5 billion as at December 2006.

Customer deposits also registered a healthy growth of 67.6% rising from AED 17.9 billion as at December 2004 to AED 30.0 billion as at 31 December 2006.

UNB has been maintaining a capital adequacy ratio well above the Central Bank's requirement of 10%, with the ratio being 13.1% in 2004, 24.3% in 2005 and 18.2% in 2006.

The operating expenses at AED 386.9 million in 2006 increased by 63.9% as compared to 2004 to support enhanced business activity, expanded branch network and launch of new lines of businesses. The efficiency ratio (cost to income) at 25.2% in 2006 as compared to 28.1% in 2004, was well contained reflecting control over operating expenses whilst sensibly investing in the infrastructure and human capital.

What have been the highlights of its growth?

In 2005, UNB effected a 25% Rights Issue which attracted an overwhelming response and

Mohmmad Nasr Abdeen, CEO of UNB

resulted in an oversubscription of 173 million additional shares.

In July 2005, UNB established a Euro Medium Term Note program of US $1.5 billion, with the size program since being increased to US $3 billion in 2007.

As mentioned earlier, in support of our aspiration to be "a key player in the region," UNB acquired a majority stake in ACMB, in the third quarter of 2006.

A strategic alliance was formed between UNB and IndusInd Bank (IBL), India, encompassing a wide range of banking services, including deposit accounts, remittance business, loans and wealth management advisory.

UNB's consistently superior performance, sound asset quality and strong financials overall was recognized by the world's leading rating agencies upgrading UNB's ratings.

In December 2006, UNB signed US $1 billion Syndicated Term Loan Facility. Strong support came from regional and international banks with 35 banks including the six Mandated Lead Arrangers participating in the facility. The Syndication was done at a margin of 27.5 bps over 3 months US $ Libor which represented the most competitive margin for a five-year tenor then

achieved by a financial institution in the GCC. The Bank was recertified, in 2005, as being fully compliant with ISO 9001:2000 standards. UNB was the first bank of its size in the Middle East to be certified for all its functions, operating units and branches back in 2002.

UNB's commitment towards maintaining the highest standards of quality in all its processes and services quality excellence was confirmed when the Bank won the Sheikh Khalifa Excellence Award (SKEA) - Gold category for the Financial Services industry and the Dubai Quality Award (DQA).

Forbes Arabia, the Dubai based edition of the world renowned business and financial magazine Forbes, ranked UNB as the number one bank in the UAE, and 23rd in the overall top 50 list in the Arab world, in terms of performance.

What are the prospects for the future?

The Bank's primary aim is to achieve steady, continuous, sustainable growth in aggregate terms through the contribution from all its existing business lines.

The Bank is also focusing on a number of new opportunities, such as Islamic finance, private

banking and select overseas expansion. These are seen as opportunities for diversifying income streams, and are only expected to add to the bottom-line over the medium term.

What market share does UNB have in the UAE market, and how do its international ratings compare with other banks in the market?

The Bank has 5.2% of gross loans and 5.6% of customer deposits, of the domestic (UAE) banking market as at 31 December 2006.

Two of the leading external rating agencies, Capital Intelligence (CI) and Fitch Ratings upgraded the Bank's ratings in the first half of 2007. CI raised the financial strength rating of the Bank to A+, from A, whilst reaffirming the foreign currency ratings at A+ long-term and A1 short-term. Recently, Fitch Ratings upgraded the Long-term foreign currency IDR of the Bank to 'A+' from 'A'. Moody's ratings for the Bank are: L/T A1, S/T Prime -1.

All ratings have a "Stable" outlook.

In the mission and vision statements it is mentioned that the Bank aspires to be a key player in the region. Can you describe what strategies you are implementing to achieve this goal?

What plans does UNB have to expand in the region?

Firstly, let me clarify that by 'the region' we are referring not only to the GCC, but also to the broader MENA countries, and to countries in Asia, such as China that simply cannot be ignored because of their economic and commercial promise.

Our approach for entry into these target markets cannot be uniform and must be tailored to suit the specific characteristics of each market type. For example, we acquired a modest sized bank in Egypt in the second half of 2006 as a means of entry into the Egyptian market. We are currently in the process of restructuring the bank, opening new branches, introducing new products and services, etc. At the same time, we are also seeking regulatory approvals for establishing our Bank's branch network in other GCC countries,

being our cultural neighbours and fellow members in the regional trading bloc.

As I said earlier, there are a number of countries within the broader MENA that we have identified as target markets, given their population sizes, economic and banking sector reform movements and improved regulatory and legal environments. Here, we may deploy a mix of acquiring and securing licenses, depending on the strategic choices available in any given circumstance.

As we are all aware, the roles of countries like China and India in fuelling world economic growth and redefining trade and investment flows cannot be isolated from a commercial bank's strategy. As such, we are also keen to establish a presence in some of these countries through a combination of strategic alliances, representative offices and branches.

Customer satisfaction plays a key part in the vision statement of the Bank, what strategies is UNB implementing to help it achieve its goals in this respect?

Customer Satisfaction is an important ingredient of UNB's vision and is embedded in UNB's plan to excel in customer satisfaction. UNB conducts extensive research exercises to measure and enhance customer satisfaction. External customer satisfaction surveys, internal customer satisfaction surveys, benchmarking surveys and mystery shopping surveys are carried out regularly to help achieve our Vision.

Recently a benchmarking survey by a leading independent market research company revealed that UNB is rated as one of the leading banks in terms of customer satisfaction. UNB was rated as one of the leading banks in terms of 'fulfilling customer commitments' and 'transparency'

and received a high overall satisfaction rating. The survey also showed that UNB is considered to be very strong on customer care, the single most important element to individuals today, and that staff are rated highly on their responsiveness to customer enquiries, friendliness and professionalism.

What steps is the Bank taking to introduce anti-money laundering measures and improve the transparency of its business to shareholders?

Our compliance program represents a commitment to maintain the highest possible standard of compliance with all applicable external laws, internal rules and regulations. Our antimoney laundering measures adopt international best practices.

'Know Your Customer' is a fundamental principle in all our customer relationships. We have an independent compliance

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function under the risk management umbrella to protect the Bank against money laundering risks. The recent development in the areas of Basel II and corporate governance, across the region in general, UAE in particular, shall automatically improve the transparency and disclosures and we are well prepared in this respect.

foreign currency long term rating to A+ from A, by Capital Intelligence, is another reflection of the bank's robust performance and expansion.

Jumping a massive 303 places in The Banker magazine's annual global bank rankings from 641st place in 2006 to 338th in 2007 - UNB has been officially recognised by this leading international publication as not only the fastest growing bank in the region but one of the fastest growing in the world.

What prestigious awards has UNB won in recent years?

Union National Bank was rated number one bank in the UAE in terms of performance and number 23 among the 50 best performing companies in the Arab world by Forbes.

UNB has been on a continuous journey towards excellence to create a strong culture of continual performance improvement and to provide consistently superior services to its customers. As an acknowledgement of its efforts, UNB has been awarded major accolades and quality certifications including: - In 2002 UNB became the first bank of its size in the region to be certified the ISO 9001:2000 for all its operations and branches in the UAE and it was also subsequently re-certified in 2005.

- In 2002 UNB won the Sheikh Khalifa Excellence Award (SKEA) in the financial category.

- In May 2005 UNB won the coveted SKEA Gold award, one of the highest and prestigious awards of excellence in the region.

- In December 2005 UNB was recognised by the Institute of Internal Auditors USA and received the ROC (Recognition of Commitment) award. The award is the uppermost recognition for an internal audit function, confirming the Bank's commitment to adhere to the highest quality standards.

- In March 2006, the Bank received yet another honor when it was awarded with the Dubai Quality Award ( DQA)

Can you describe how CSR (Corporate Social Responsibility) is part of the strategy of the Bank, and what CSR activities is the Bank undertaking?

As a responsible corporate citizen, UNB plays an active role in supporting the development of the local and international community by sponsoring various events in different categories such as sports, education and the environment. One of the main sponsorships UNB has supported in the education field in 2007 was "Education Without Borders" which is a biennial international student conference that creates networks across cultures in order to understand and generate solutions for some of the world's greatest challenges. The conference engages the world's most innovative students and leaders of Business, Technology, Education and the Humanitarian sector in a collaborative forum that culminates in a commitment to action.

As the Bank that cares, UNB has also sponsored the "At Home" campaign organised by the Red Crescent. The motive of the campaign is to emphasize that charity begins at home and it was based on three solid foundations: Construction, Support & care.

In addition UNB also sponsored the "Pleasing Hearts" program organized by the UAE University which works on building houses for various families in the UAE.

All of this along with the recent upgrade of UNB's

Tel: +9712 674 1600 www.unb.com

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Banking & Finance

Real World Banking National Bank of Abu Dhabi (NBAD), The UAE's Number One Bank, in terms of total assets, deposits, branches and ATM network, has been busy shaping the UAE's prolific banking activity since its inception in 1968.

NBAD is the recipient of several awards including the 'Best Bank in UAE Award,' 'Human Resources Development Award,' 'Middle East e-Banking Country Award,' 'Outstanding use of IT in Financial Services Award,' the 'Excellence Award for Best use of Technology', and more recently NBAD has been voted for the second year successively as a Superbrand for 2007.

It's all about onwards, and of course, upwards.

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NBAD was founded to serve as the banking arm to the UAE Government and the Emirate of Abu Dhabi. By the end of 2005, NBAD notched up enough profits and assets to propel it to the top and now it is considered one of the most efficient banks of the UAE and the broader Middle East region.

Vision, Mission and Customer Pledge Already one of the leading banks in the UAE, NBAD's vision is to be The Number

One Arab Bank.

The bank is committed to provide its customers with the best services, understand their needs and dedicate all its energies to serving them.

Loyal to heritage but modern in outlook, NBAD has an excellent value system which gives supreme importance to the stakeholders. NBAD understands customer needs and is accessible to them always.

NBAD strives constantly to empower its people and achieve organisational excellence.

Strategic services Being The Number One bank of the UAE is not easy, but NBAD has well defined services and policies which have ensured its ranking.

The bank is organised into three strategic client-focused businesses: The UAE Domestic bank, the International business, and a UAE based Investment bank.

The UAE Domestic Bank NBAD has a retail network of 71 branches. In addition,

National Bank of Abu Dhabi is a UAE-based provider of personal banking, elite banking, corporate banking, investment banking and international banking services. Its personal banking services include deposit accounts, lending products, personal cards, remittance services, investment products and other services.

The Bank's corporate banking services, which range from corporate accounts to project finance and trade finance, are provided to small, medium-sized and large corporations, government and semi-government organizations and other clients. Its investment banking services include investment/structured products, treasury services, advisory services, capital market services and other services. The Bank also has an international banking division, which manages the Bank's overseas branch networks, emerging markets and syndications and correspondent banking. In addition, the Bank provides an exclusive range of banking and non-banking services for its distinguished customers.

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- NBAD has one and two man cash offices that are spread out at remote locations to serve customers stationed at off shore Oil operations and desert locations. NBAD also has three shift offices inside the security areas of the Abu Dhabi International Airport providing currency exchange and Travellers Cheques services.

- The branch has a huge network with 181 ATMs (currently the largest and growing) through which customers perform a variety of transactions, in addition to foreign currency cash withdrawal.

- A unique service available at certain ATM locations enables customers to request and receive a printed cheque book through the ATM within just three minutes, tremendously useful to customers in case of emergency.

- Besides brick and mortar branches, NBAD provides 24/7 internet banking accessibility through NbadOnline and NbadDirect, as well as personalised customer support through the 24/7 Call Centre.

- NbadDirect enables customers to initiate banking with NBAD via the internet.

Requested products will be delivered by courier to the customer or directly to the beneficiary. An ultimate in customer convenience, this service has been a great success since its inception.

- NBAD has one of the largest and most diverse retail product ranges (with as many as 22 products) to suit its large and growing customer base. The retail customer base is segmented into Retail, Elite and Private banking customers, to meet the needs of the mass market as well as the niche markets such as ladies, students and professionals.

The International Banking Division NBAD's International Banking Division manages its Overseas Branch Network, Abu Dhabi International Group and Financial Institutions Group, and administers 30 overseas units stretching from Oman and Bahrain in the G.C.C., Cairo and Khartoum in Africa, London, Paris and Geneva in Europe to

Washington D.C. in the US. - NBAD's Correspondent Banking service manages Nostro account relationships with over 600 banks world wide, and Vostro accounts of over 100 major banks, which makes NBAD the bank of choice for importers, exporters and financial institutions.

- NBAD´s corporate and private banking branches in London, Paris, Geneva and Washington serve the needs of international businesses through trade finance, syndicated lending, foreign exchange, real estate finance and private banking.

Investment banking On the investment and commercial side, NBAD is the leading provider of corporate banking services being the bank of choice for the Government of Abu Dhabi, key public sector institutions and major corporate groups. Corporate services include cash flow management, global treasury, foreign exchange and capital market products, asset management, besides comprehensive trade financing solutions aimed at satisfying client needs and reducing risks associated with foreign markets. In addition, NBAD has dedicated Japanese and Italian Desks which handle corporate cross border transactions with these countries.

Bankers with social concerns Committed to serve society, NBAD's Corporate Social Responsibility Mission provides assistance to social, environmental and charitable causes in UAE and other countries. NBAD contributed AED 10 million to the Institute of Applied Technology in Abu Dhabi, to foster scientific learning and education amongst the youth of the country. NBAD also donated AED 5 million towards the Tsunami victims- the largest single donation by any organisation in the UAE. The bank also encourages customers to contribute to the Red Crescent Society through the bank's ATMs. Concerned about environmental conservation, NBAD has dramatically reduced consumption of paper by converting all paper forms to electronic forms unless required. It has successfully recycled over 40,000 kg of waste paper over the last two years. NBAD is a supporter

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of Emirates Environmental Group (EEG) and also has a MOU in place with the Environmental Research and Wildlife Development Agency (ERWDA).

NBAD's wholly owned subsidiaries Abu Dhabi Financial Services LLC, currently the largest share brokerage in the UAE, provides brokerage services in local and foreign equities, undertakes commodities trading and manages Initial Public Offerings; Abu Dhabi National Leasing handles lease finance operations. Other whollyowned subsidiaries of NBAD are: NBAD Trust Company (Jersey) Ltd, Abu Dhabi International Bank Inc, Washington DC, Abu Dhabi National Islamic Finance Pvt. JSC.(under formation), and NBAD Private Bank (Suisse) SA, an independent wholly owned subsidiary of the NBAD group, operating under Swiss Banking Law. Tel: +9712 611 1111 www.nbad.com

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CHAPTER 10

ARCHITECTURE, CONSTRUCTION, PROPERTY & REAL ESTATE

“Architecture is really about well being.

I think that people want to feel good in a space.

On the one hand it's about shelter, but it's also about pleasure.�

Zaha Hadid, Anglo - Iraqi Architect

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Architecture, Construction, Property & Real Estate

A construction paradise There is a boom in the construction sector in Abu Dhabi which the whole world is watching with awe. A slew of construction projects are already on and many that are on the drawing boards are to set change the skyline of this beautiful island city.

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The activity is likely to continue for the next decade or more and some of the most exciting projects include the new airport as the old one has outgrown its utility value.

The infrastructure that is needed for the new airport like roads, bridges, shopping malls, offices, apartment blocks, etc. all add up to a exciting new Abu Dhabi that augurs well for its future.

There is a flip side to all these activities and it is the logistics of supplies and meeting the demand of men and materials.

Because the moment any big activity takes place the sheer task of meeting the infrastructure demand increases and thus the challenge begins. The Emirates however, has always risen to such challenges and the many projects that have already seen the light of the day is a testimony to this.

Fleet addition The new airport to be completed by 2010 at a cost of Dh21bn ($5.72bn) built on a 3400 ha will cater to the fleet of new airplanes that Abu Dhabi's new airline Etihad has planned to acquire. Meanwhile, the existing airport with hardly another five or six years life span is being upgraded with a $100m budget.

Tourism plans: The Abu Dhabi Tourism Authority(ABDTA) seeing the future potential of tourist arrivals had in September 2005 announced addition of ten new hotels by 2010. It plans to attract an investment of $11bn by 2015 and to add 17,000 hotel rooms. The five star hotel groups that have already shown interest to set shop include al-Diar, Royal Regency International, Fairmont Resort, Khalidya Palace Rotana and the Four Seasons.

The al-Salam street will have three new tunnels to ease the expected increase in traffic flow, being built at a cost of Dh621m ($169.01m).

Foreigners can buy flats: The new property ownership laws

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introduced in 2005 has paved way for cash rich foreigners or nonnationals to invest in flats here. Of course they have specially designated investment zones. One of them is al-Reem island where an entire city will be built.

The project costing nearly Dh25bn ($6.81bn) will house a population of up to 100,000 and it will have the complete works like hospitals, schools, mosques, entertainment complexes, 22,000 residential units and a 95,000 sq m central park, apart from 4 km of canals.

There are many other new modern cities planned with a range of facilities but they will be for Emiratis only at present. There are also proposals for the development of four more islands - Lulu, Sadiyat, Huderiyat and Jubayl.

Expansion plans The Industrial City Abu Dhabi (ICAD), at Mussaffah, and its port are in the radar for major expansions. With the port some distance from the deep water, dredging of a canal is required.

But this is something that the port authority is adept at, according to an official of the port authority. The development projects that dot the waterfront surrounding Abu Dhabi are all landfill projects where the sand has been scooped out of the natural coastal shallows.

Bottlenecks The kind of projects that are coming up here, would put to shade the developments in Europe or North America. As a result many foreign companies and investors can get involved in these projects in the years to come.

There are 16,000 registered construction companies in the UAE out of which 4,000 are permanently active. Hence the pressure on the supply side has been equally great. There are whisperings from the private sector on the kind of bottle necks they are

facing due to shortage of raw materials and the inflated prices.

Builders' woes The severe shortage of cement which began in 2003-04 in the Gulf still continues. It came to such a pass that the UAE Contractors Association in 2005 sounded a warning to cement companies not to hike their prices unnecessarily. This came after hikes in September had seen cement go up by 8 per cent per tonne and 10 per cent per bag. The suppliers however, did not take it lying down as they had their own problems. They argued that due to energy costs increase by the government, (impact of high oil prices) the price hikes were inevitable. With the Chinese gobbling up all the steel and iron ore for the Beijing Olympics, the availability of steel has become a major source of concern.

Hence to avoid steel shortages seen in 2004-05, UAE's leading private-sector manufacturer alNasser Industrial Enterprises (ANIE) announced in 2005 to set up two steel manufacturing plants in the ICAD with a combined capacity of 450,000 tonnes per annum.

Labour problems Labour used in construction is mainly expatriates from the Indian subcontinent and the Far East and is fraught with uncertainties.

The shortage of skilled and qualified staff is also posing a grave problem and the companies have no choice but to look for other alternatives to sort out this problem.

As the UAE moves towards a free trade agreement (FTA) with the US, it will have to prepare for higher costs in terms of wages and requirements of compulsory health insurance. Workers will also have more rights, chiefly that of changing sponsors.

Companies' pedigrees The challenge that Abu Dhabi poses to the construction industry is the

size of the projects. Here is where the pedigree of the companies taking up constructions face a challenge. Many a times they are found wanting especially towards the completion stage of the projects when due to lack of planning they end up red faced.

Local firms though are going through the learning curve and adapting to higher standards.

Future With the oil prices continuing to do well for the next two years and liquidity posing no problems the construction activity looks very bright for the next couple of years.

Regulation is likely to be gradually increased, although Abu Dhabi is not known for rushing into things. Any legal changes in ownership and/or building standards are likely to be fully considered and measured, as will be changes in labour legislation.

Visible development A Google search of Abu Dhabi will show you vast stretches of empty space along its coast of over 200 major and minor islands. Many reveal a portent of their future an expanding network of tracks and roads.

Lulu Island, some 600 metres off the Corniche Road is an artificial island and one of the most noticeable developments. With an investment of $27.2m so far by the government, it is set to be a showcase tourism venture, probably the biggest in the world, with hotels, restaurants, gardens, an aquarium, a museum and a wildlife reserve. More than 600,000 palm trees are being planted to landscape the island.

The Government has offered many incentives - the General Corporation for Development and Investment of Lulu Island is exempt from all taxes and customs tariffs on systems and equipment being used for the development, as are the corporation's contractors and subcontractors.

Architecture, Construction, Property & Real Estate

Realty Unlocked Reem Developers, a fully owned subsidiary of Reem Investments, was established to achieve the investment objectives of Reem Investments in the real estate development sector. An Abu Dhabi-based private joint stock company launched in May 2005 with a paid-up capital of AED 1.555 billion, Reem Investments has seen the capital of the company increase substantially. It now boasts diverse investment interests across various sectors of the economy including asset finance, energy etc.

Najmat - Harbour Marina

Reem Developers has since its inception carved a niche for itself as a highly focused yet differentiated realty sector company. A key reason for this success is the company's relentless approach of attracting and retaining the finest experts, leading architects, engineering consultants and project managers to come onboard.

This strategy ensures that its developments are best of class with the highest international standards of planning, management and execution.

Furthermore, validating this strategy has been the launch of two significant projects of Reem Developers; Najmat Abu Dhabi and Rawdhat Abu Dhabi, in the process gaining a reputation of being one of the leading developers in Abu Dhabi.

The flagship project of Reem Developers, Najmat Abu Dhabi - the Star of Abu Dhabi, occupies a premium positioning on the natural Reem Island of Abu Dhabi.

Najmat Abu Dhabi offers investors some of the best prime land available in the market. It has been announced at a time of resurgence of the real estate market of Abu Dhabi. The AED 30 billion project that will span approximately 16 million square feet will come up on the Reem Island, 300 metres off the north-eastern coast of Abu Dhabi. Concieved as a mixed-use project blending traditional and contemporary architectire, Najmat is being envisaged as one of the region's best waterfront living communities with across-the-board modern amenities in an aesthetic and selfcontained ambience.

Al Reem Island has been declared as an International Investment Zone

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and the focus of the project will be on business, residential and leisure components, making it a community with best-of-thebreed facilities under one canopy. The project will include progressive infrastructure, educational campuses, health and wellness facilities and a host of retail and hospitality destinations.

Master-planned and developed

by Reem Developers, Najmat Abu Dhabi is already in take-off mode.

Recently, Reem Developers awarded an AED 201 million contract to China Harbour Engineering Co. L.L.C, for the development of three marinas and a grand canal, one of the first major works to be awarded as part of the expedited development of the project.

Reem Developers followed up its maiden venture with another state-of-the-art exclusive, urban self-contained community project, the AED 2 billion Rawdhat Abu Dhabi. This is the the UAE's first dedicated 'develop to lease' community, master planned for the highly attractive professional expat lease market.

Located at the entrance to Abu Dhabi, this mixed-use development is exclusively

Najmat - Bay Center at night

targeted at UAE nationals, and is expected to be completed by 2009. The project will be developed in two phases on a total land area of 280,000 sq m and will comprise themed residences on 61 plots to develop low-to-mid-rise residential towers amidst all modern amenities including a full-fledged community centre with health club, spas and meeting areas. Other facilities will include kindergarten, medical clinics and a mosque within a lush green landscape with

parks, scenic trails, walkways, open spaces and play areas for children.

In the first phase Rawdhat Abu Dhabi will include 17 commercial developments and 44 residential. The second phase of the project will be completely commercial.

Through these significant investments and its continued focus on first-class infrastructure built to the highest international standards, Reem Developers has not just established

itself as a leading player in Abu Dhabi's real estate market but also as one that is significantly contributing to the strong resurgence of this sector in the Federal Capital. In the future, Reem Developers aims at undertaking an expansion through organic growth and acquisitions, and master development of prime real estate assets globally.

Tel: +9712 644 4455 www.reeminvestments.com

Najmat - Grand Canal

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Architecture, Construction, Property & Real Estate

Ambitions Unlimited‌ Tamouh, the pioneering real estate developer, was launched in Abu Dhabi in 2007 where it unveiled its vision for the future of the capital and showcased some of its ambitious projects. Its vision to contribute towards making Abu Dhabi an ideal place to live, work and grow, along with its mission to add value to the community by delivering superior quality developments that nurture higher living standards, is evolving steadily day by day.

Al Reem Island

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Joe Ong, CEO, Tamouh Investment

The Marina Square

Seeing that Abu Dhabi is witnessing an incredible growth phase as a result of an ambitious vision to move the capital steadily into the twenty first century, there is no doubt that Tamouh will play a significant role in shaping the future of the capital during this historic period. Where others see endless distances, Tamouh sees endless potential.

The company's exclusive venture, Al Reem Island is a 6.2 million square metre natural island, set 350 metres across from Abu Dhabi's coastal shoreline. The island will be developed into a full community. The Marina Square, the first plot of Al Reem Island, covers an area of 13.2 million square feet and comprises of 70% residential and 30% commercial districts.

The Marina Square, a multi purpose project consists of a shopping arcade, eight Cineplexes, branded retail outlets, restaurants, a marina, a five star hotel facing the marina, and private beach access and sports facilities. It will also host community facilities that will cater to the residents' commercial, medical, spiritual and leisure needs with fully equipped clinics, mosques, parks, day-care centres and convenient outlet supermarkets.

Clearly, enhancing lifestyles by creating amazing projects are key priorities for Tamouh; quality of life and the timely wrap up of their projects is pivotal to their template for success.

Abu Dhabi-based Tamouh is the primary developer of key projects including the Marina Square, the City of Lights, Fantasy Island, Meena Hotel and Towers, and Royal group Headquarters. The company is also partly involved in the development of two blocks of Danet Abu Dhabi, the multipurpose project. Most of these projects will be completed within the next 5 years. Future plans include Abu Dhabi University City and many others.

With so much taking place, the future looks bright, because when they dream it, they can do it.

Tel: +9712 644 2218 www.Tamouh.com

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Architecture, Construction, Property & Real Estate

Raising The Real Estate Profile Until a few years ago, the concept of a real estate or property boom had never been associated with the emirate of Abu Dhabi, but today, the scenario has changed dramatically. The capital city has become one of the most sought-after investment destinations, not only from a regional perspective but internationally as well.

Marina Heights I & II, Al Reem Island – Abu Dhabi

The new property law, signed by His Highness President Sheikh Khalifa bin Zayed Al Nahyan in August 2005, transformed the property landscape in Abu Dhabi, triggering investments from UAE nationals, GCC nationals, expatriates and international clients alike. Previously Abu Dhabi residents were forced to look to neighbouring emirates and international markets for their property investment opportunities. Now, with market forces shaping the local real estate landscape, definite arbitrage opportunities await quick and astute investors.

Be it luxurious apartments in prime locations, villa developments in newly emerging suburbs, or state-of-the-art commercial spaces, Abu Dhabi now offers projects to cater to every need, especially with the presence of leading property investment and real estate companies such as 'Profile Group Properties'.

What sets Profile Group Properties apart is the fact they constantly lead the industry within Abu Dhabi. When the capital first opened its property market to all nationalities, Profile Group Properties was the first to offer luxury waterfront properties on Al Reem Island, a natural Island 400 metres off the coast of Abu Dhabi, and certain to become one of the premier residential and commercial locations in the country.

The launch of 'Marina Heights' in January 2006 was the catalyst that sparked Abu Dhabi's property ownership revolution for expatriate investors in the city, and the strong sales momentum was continued later the same year with the much anticipated launch of its sister tower 'Marina Heights II'.

The two Marina Heights towers offer investors a unique blend of inner-city location with relaxed Island-lifestyle from a range of studio, one, two, three and four bedroom apartments, plus spectacular five bedroom penthouses with private swimming pool. Every apartment comes with its own private balcony offering panoramic views of the marina and water-front area or the Island's picturesque central park and city skyline. Both towers feature world-class amenities such as fully equipped gymnasiums, swimming pools, recreation areas, smart home technology, 24/7 security, and high speed internet access and cable television facilities.

The quality of the project and its timing, as the first development to be completed on Al Reem Island, has led to the strong demand for units in Marina Heights, as has the "aspirational" lifestyle of the Island and its incredible proximity to the existing downtown area of Abu Dhabi. Marina Heights has set the benchmark for luxury living in the capital.

In January of 2007, to investor's delight, Profile Group Properties marked another key milestone for Abu Dhabi, when Marina Heights became the first residential towers available to all nationalities to officially start construction within the city. This notable head start on the competition will ensure investors in Marina Heights are enjoying their luxury homes and significant rental returns well before other comparable projects in Abu Dhabi.

As a 100% locally owned and operated company, Profile Group Properties has a vested interest in ensuring the

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success and quality of every project it is associated with. Developments must not only delight and reward its own customers, but also enhance and complement the city of Abu Dhabi as a whole. The company's local commitment and presence has struck a cord with investors, as Profile Group Properties is now established as the trusted brand within the rapidly transforming Abu Dhabi Real Estate market.

With recent amendments to the Abu Dhabi Property Law, Profile Group Properties is also pioneering on behalf of its clients "Freehold" ownership rights for all investors as per the rights granted to them under article 19 of the Abu Dhabi Property Code. This is yet another example of Profile's commitment to its investors and ensuring they receive the very best support and service.

Profile Group Properties believes in involving investors at every stage of development, to ensure they remain an integral part of the project. Valuing investor sentiments and opinions is an essential part of the company ethos - factors which have helped Profile Group Properties win the trust of investors and contributes to their impressive success.

Moreover, for Profile Group Properties, which offers a complete range of real estate services including Property Investment, Development, Sales, Management and Leasing, the commitment to clients extends well beyond the delivery date of their homes. It is a long-term relationship that is built on open communication and trust, and one that is contributing to the spirit of the communities that Profile Group Properties and its clients are building together.

Tel: +9712 645 0545 www.profilegroup.ae

The twin Marina Heights towers at the heart of Marina Square - Al Reem Island

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Architecture, Construction Property & Real Estate

Wielding the Mace Power The booming UAE economy is fuelling infrastructure development on an unprecedented scale. Over $100 billion is being invested over the next five years on infrastructure projects in Abu Dhabi today. Residential, commercial and all manner of amenities are undergoing vast redevelopment. Thanks to this, the real construction sector is in overdrive.

Contractors in this segment are participating in the radical transformation of the UAE's urban and industrial environment with projects worth $1 trillion in the outsourcing construction segment.

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William Haddad, Chairman, Mace

Mechanical and Civil Engineering Contractors Company Limited (MACE) with its years of expertise in construction and maintenance is all set to play a pivotal role in this fast growing segment. It prides itself on being the 'Centre of Excellence' in the landscape, construction, operation and maintenance fields in the Middle East and as such is playing a part in meeting the growing needs of a rapidly evolving socioeconomic environment.

With its headquarters in Abu Dhabi, it provides a vast range of services to municipalities and oil companies. An ISO 9001:2001 accredited company; MACE complies with the current international standards and continually strives to improve its effectiveness and efficiency.

Since its establishment in 1968, by William Haddad, as a partnership in Libya, MACE provides a vast range of its services covering all areas of oil field development and maintenance for cross country pipelines, flow lines, pump stations and plant turn around.

In keeping with a policy of regional expansion, MACE branched into the Kingdom of Saudi Arabia, Eastern Province, where in 1979 it began major pipeline work for gas, oil and water for Government Ministries and ARAMCO. Mace's scope of work includes civil and building works such as power and desalination stations, structural steel warehouses and pumping stations requiring multistage dewatering. The group also builds hospitals, residential buildings requiring high quality finishing, parks and decorative fences, concrete and storage pumps.

This diversified construction group played an instrumental role in establishing the developing infrastructure of cities in the UAE, including sewerage and water distribution networks, industrial building and hospital construction, turnkey structural steel warehousing and

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operation and maintenance of sewage treatment works. It also introduced innovative engineering methods such as the 'cathodic' protection of subterranean concrete structures, sewer surveys and sewer rehabilitation.

It has gained an excellent reputation for comprehensive maintenance service of refineries, gas plants, housing and office services as well as catering to isolated areas over 500 km into the Libyan Desert.

For its various operations MACE operates a comprehensive fleet of heavy construction equipment including cranes, excavators, pressure and suction tankers, bulldozers, shovels, rollers, backhoes and complete sets of pumps and dewatering equipment for ground water control. The equipment is routinely checked on a rotational basis to ensure optimum running performance and minimise down time.

The goals of this company are to achieve quality and excellence in all its contracts. Customer satisfaction is the most important goal so it leaves no stone unturned to ensure that customers are always happy. The Company protects its brand through developing a successful supply chain and continuing to develop capabilities.

Mace believes in the values of leadership, direction and effective communication.

Change is the key for success and competition is vital, this is why its managers are receptive to new ideas.

With a vision to build on its pioneering efforts in the contracting and construction sector, MACE conducts regular workshops and modules in order to train and develop their staff and personnel so as to improve personal competency. Employees are encouraged to establish measurable quality objectives at each relevant function.

Safety is MACE's ultimate objective so it is

natural that the elimination or adequate control of hazards at work is inseparable from all other main objectives. All employees are given a 'Health and Safety Handbook'.

The health and safety handbook covers all the identified hazards in accordance with general risk assessment. In-house safety induction is provided through regular memorandums and circulations, accidents and incidents, propaganda and general safety group discussions.

As part of the privatisation process of the Abu Dhabi Municipality, MACE was awarded a 5 year Operation & Maintenance contract to operate and maintain the entire sewerage, storm water drainage & irrigation networks of Abu Dhabi Island. (Renewable for the sewerage section only) A division of the contract is allocated to Civil & Emergency works.

MACE operation and maintenance division operates a 24-hour call centre, which includes two emergency telephone lines (02-448-9100) and a fax line (02-448-9298), which are also available to customers (residents of Abu Dhabi).

In addition to the O&M network contract, MACE has also been recently awarded a 3 year contract by the Public Gardens Department to develop and landscape a proportionate region of Abu Dhabi state and surrounding islands.

With more emphasis on creating greener environments MACE is keen to explore innovative and diverse trends.

With the government's aim to transform the nation with mammoth infrastructure projects ranging from new airports, landscaped green spaces industrial units, towns, roads, towers and more, MACE is going to be busy building for many years to come.

Tel: +9712 666 6462 Email: mace@emirates.net.ae

CHAPTER 11

MEDIA, COMMUNICATIONS & TECHNOLOGY

“Technology used in any business will magnify an operation if it is efficient.

If it is not, technology applied to an inefficient operation will simply magnify its inefficiency.�

H. E. Mohammad Hassan Omran, Chairman Emirates Telecommunication Corporation - Etisalat

Media, Communications & Technology

Reach out with Etisalat Today, the UAE has emerged as one of the most advanced nations in the world in terms of infrastructure, economic opportunities and per capita income. With its business-friendly modus operandi, high standards of living, tax-free regime and sizable annual trade surplus, it is looked upon as a modern state with an appealing mix of East and West - a most favoured destination for settlers from the Middle East Diaspora, South Asia and further afield.

By progressively increasing spending on job creation and infrastructure expansion, the UAE government is opening up its utilities to greater private-sector involvement too.

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A major player in this public-private enterprise is Etisalat, the telecommunications giant of the UAE. The company has been providing the latest telecommunications services including fixed and mobile telephony, TV and internet to UAE since 1976. It has built up a modern telecom infrastructure and established itself as an innovative and reliable operator in the region.

Ranked among the Financial Times Top 500 Corporations in the world in terms of market capitalisation, and the 6th largest company in the Middle East in terms of capitalisation and revenues, Etisalat stands tall, a compelling factor in UAE's advancement and modernisation.

To this end, Etisalat at the root of the nation's vision for globalisation, is the largest contributor outside the oil sector to the UAE Federal Government's development programmes worldwide.

Etisalat’s Vision "Any sufficiently advanced technology is indistinguishable from magic,” said Arthur C. Clarke in his book Profiles of the Future, and with its vision of a connected world, Etisalat wants to create nothing short of magic.

As a telecommunications company, Etisalat has the power to keep people connected at all times, anywhere in the world. And that's exactly the vision of the company- to enable its customers to be unfettered by matters of distance. Etisalat envisages a world where its people will effortlessly move around the world, staying in touch with family, making new friends as they go, and developing new interests on the way. Businesses big and small, empowered by Etisalat, no longer limited by distance, are able to reach new markets.

With innovative technologies, UAE is open to fresh opportunities across the globe, allowing the supply of new goods and services to everyone who wants them, further strenghthening its position as a nascent strategic power worldwide.

Etisalat’s Mission Etisalat's mission is to extend people's reach. To this end, Etisalat is actively developing advanced networks that will

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enable people to develop, to learn and to grow; to enable them to reach each other, businesses to find new markets and everyone to fulfill their potential. Across the UAE, and increasingly in international markets, Etisalat's mission of enabling its customers to enjoy the latest services and technologies in telephone, TV and Internet services has largely succeeded.

Etisalat Values Energy: Etisalat values and nurtures the energy and dynamism needed to achieve the very best in business, rendering it immensely capable of taking on future challenges and opportunities with ease.

Openness: As a company, Etisalat is welcoming, sociable and friendly to customers, suppliers and employees, communicating with precision and clarity, always honest and fair in business dealings.

Enablement: Etisalat's aim is to open up opportunities, to actively help people reach their goals, and always deliver what they say they will.

Etisalat Advantage Apart from enabling the nation with basic telecommunication services, Etisalat also offers a range of innovative and modern services that have served to position UAE as one of the most advanced nations in terms of telecom services. With Etisalat, mobile users enjoy the benefits of superior voice and data applications like WAP, GPRS, 3.5G, MMS, Push-To-Talk, Black Berry services and others.

Enterprise and individual customers on the fixed-line network have the benefit of services such as ATM (Asynchronous Transfer Mode), Frame Relay, VSAT and ISDN. The Corporation offers fixed-line services over a Next Generation Network, and has been migrating sections of its users onto the advanced network, which will be completed by end of 2007. By establishing NGN, Etisalat will be able to offer voice, video and data over one single source, enabling true TriplePlay functionality.

H. E. Mohammad Hassan Omran, Chairman Emirates Telecommunication Corporation - Etisalat

Etisalat’s growth strategy Etisalat's presence in UAE is at multiple levels, ensuring the company's lateral as well as vertical growth in the region. The various business divisions of Etisalat ensure the same.

Realizing that true empowerment can happen only with education, Etisalat is engaged in providing quality education to UAE with its Etisalat Academy and the Etisalat University College. These two initiatives are designed to turn the UAE into a centre of professional training excellence.

Courses held here include subjects such as IT, Business Administration, Information Security, Basic Sciences, Communication Engineering, Electronic Engineering and Computer Engineering.

EMIX is the first Network Access Point (NAP) in the Middle East. Built on multiple STM-1 circuits landing on the East and West coasts of UAE, EMIX's stateof-the-art platforms are designed for the transport of high-quality and high-speed Internet service.

EDCH was established in 1994 to provide a single point of contact for the roaming facility offered by GSM operators.

Emirates Data Clearing HouseEDCH is one of only five companies worldwide that offers electronic data transfer and financial services.

Ebtikar's product range includes chip-based smart cards with memory or microprocessor chips, as well as non-chip-based cards for multimedia applications.

Ebtikar services the industries of telecommunications (Pay phones, GSM, Internet), health, parking and others.

Etisalat's The Customer Care Centre was established in 2000 to handle all the Corporation's non face-to-face customer interactions, both in UAE and outside. Having over 500 seats, it is the largest operation of its kind in the Middle East, and is ISO-9001 certified.

Apart from Etisalat including all its divisions and subsidiaries, the Customer Care Centre also handles inbound and outbound services for companies in the private and Government sectors, both domestic and international. Services provided by the Customer Care Centre to its clients include contact handling, telesales and market research, and call centre consulting services.

Etisalat’s Figures The year 2006 was dynamic for Etisalat with success at multiple levels- internally through restructuring and corporate branding, internationally through the expansion of operations in Egypt and Afghanistan, and financially, through record levels of revenue and profit. Etisalat's revenue by the end of 2006 was AED 16.3 billion, representing a 27% growth from 2005. Mobile based revenues stood at AED 10.2 billion, a 38% increase over 2005, Internet based services - AED 1.1 billion (36% increase), Data services - AED 1.4 billion (33% increase). Etisalat has succeeded in elevating the UAE as one of the most connected countries with over 140% mobile penetration, and over 50% of the country connected to the Internet.

Etisalat’s contribution to the community Even though the main objective of Etisalat is to provide telecommunication services to the nation, it has always adhered to the principles

of Corporate Social Responsibility. The corporation strengthens the society it serves by supporting social, economic, sports and cultural activities. It also participates in economic related conferences and exhibitions organised throughout the Emirates and the region and is an award-winning socially responsible corporation. Etisalat has also won accolades from across the region for its Emiratisation programmes that have secured jobs for young national professionals for over 40 per cent of its workforce.

Etisalat’s Future In 1982, Etisalat was the first telecom operator in the region to introduce a mobile phone service in UAE, and was one of the early adopters of GSM technology, introducing it to customers in 1994. Since then it has established itself as a regional pioneer by introducing both 3G and MMS in 2003, and most recently, the BlackBerry service in 2006.

Etisalat looks at a future in which technology extends its reach. Already, music, books and services no longer have to have a physical format to be sold online. Advanced networks will increasingly provide education, healthcare and other services and goods. For instance, telemedicine already allows patients to seek the best advice from doctors around the world; now robotic aids are beginning to make remote surgery possible. As the pace of technological change increases, Etisalat intends to extend its reach into new technologies, services and markets, in the process raising the benchmark in customer services, acquisition and retention, and thus enhancing shareholder value.

And that, at the end of the day, is what a successful corporation is all about.

Tel: 101 www.etisalat.ae

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Media, Communications & Technology

Airtime Unleashed Thirty years after Etisalat's inception, the UAE's second telecom operator, 'du', finally cracked the monopoly in February 2007. With a new era of partial liberalisation setting in, sometimes referred to as a 'duopoly', the aim is to ensure that it's ultimately the customer who's coming out a winner, both in price wars games and newer technology too.

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While Etisalat is recognised as a top-quality service provider with rapidly expanding global telecoms investments underway, the UAE's Telecommunications Regulatory Authority, established in 2004, wanted to see greater efficiency in the sector, particularly in wireless and broadband services on par with Singapore and South Korea. Therefore it allowed for a partial opening up of the nation's telecommunications sector to competition.

Spanking new operator du entered the fray, touting a per-second billing strategy, the launch of 3G mobile TV, a discount for calling selected friends or family, and making payments via mobile phone as the highlights of its initial offering. Start-up glitches notwithstanding, it has reached half a million mobile customer milestone in just four months of launching. Although it had taken the company a full 12 months to get there after receiving its license, it currently holds 10% market share. du is on course to achieve its target of 30% of the market share in three years. However, the real test is to reach a critical mass of customer confidence. This will show up in converting subscribers into active users, as most du customers still use Etisalat as their primary line.

Several other services, chief among which are fixed line services and du's HomeCam video camera, which will allow subscribers to view live video feeds of their properties with audio, are on the anvil. The service will become available at retail stores soon and can be accessed with 3Genabled handsets in any part of the UAE covered by du's 3G network. However, no date has been announced for launching du's broadband internet services.

So where does this leave Etisalat, the primary telecommunications service provider? Hale and hearty apparently, as it posted a 33% jump in net profits to reach Dh3.73 billion in the first half of 2007.

Motivated by the fast-paced competitive landscape, new pricing schemes introduced by du and advertising battles, Etisalat introduced a variety of new services and features in the first half of this year, inching forward in customer loyalty stakes.

Thuraya Satellite Telecommunications Company is another provider which

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provides satellite based mobile communications in over 120 countries around the world and has tie-ups with more than 90 service providers from Iceland to Myanmar. With its strength of reach, it is quickly gaining in popularity with government agencies such as border patrols, armed forces, journalists and businesses that need this vast range.

Clearly, the UAE is forging ahead with the development of competitive telecommunication services while it participates in the technological revolution happening right at its doorstep. The wireless networking business has grown multi-fold in the UAE over the last two years. With improved security, coverage, range, upgradeability and flexibility of wireless LAN technologies, users now have access to the internet 24/7 through laptops, PDAs thanks to Wi-Fi networks and hotspots serviced by Etisalat in diverse locations from airports to coffee shops and shopping malls.

The convenience and flexibility offered by wireless networks, combined with the affordable price points, is making wireless technology a household word - literally. But there is a feeling in the industry that wireless outdoor networking needs further development and maturity. Indeed, some of the regulations and policies set by the TRA limit the growth and adoption of this technology.

Last year Abu Dhabi topped the emirates in its IT spend at 46%, followed by Dubai at 37%. The seven emirates together are expected to spend close to $1.8 billion on IT services in 2007. The figures are shared between software products, computer equipment, IT services and data communication products such as switches and routers.

In addition, Government initiatives such as the Dh1.19bn ($88.5m) Emirates National Identity Authority (ENIA) and eDIWAN, the task management system implemented for the UAE Department of Planning and Economy collectively account for a major chunk of governmental expenditure on the technology sector.

Whilst it appears that there is a promising e-commerce climate developing in the UAE, legislative enhancements are needed to add the icing on the e-cake.

Media, Communications & Technology

The ‘Best Of’ Times It was in 1798 that The Times made its first appearance in The Middle East when its journalists reported on Napoleon's arrival in Egypt.

The Times has had a presence in the region during some of the significant founding events in the region’s history, from Sheikh Zayed’s birthday on 2nd December 1918, to reporting the UAE’s independence on 2nd December 1971.

Events and history, like the desert sands, have ebbed and shifted since those momentous events, during which time the newspaper, along with its sister title The Sunday Times have grown to become two of the most influential and respected newspapers in the world.

The Times has had a presence in the region during some of its most significant founding events, and the UAE's history in the making has found its passage into the columns of the newspaper. For a region steeped in tradition, The Times – with its own special history – would seem a perfect companion.

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Today, the newspaper has opened up a new link with the Middle East, thanks to a unique partnership between Saudi owned company SAB Media and Rupert Murdoch's News International.

For now the SAB Group is proud to announce the launch of The Times and The Sunday Times daily newspaper portfolio in the Middle East.

This launch signifies the first time that a truly international daily newspaper is available on the morning of publication to readers in this region.

Having been granted a licence to print in the UAE by the region's new Media Council based in Abu Dhabi the new daily newspaper focuses on a diet of international news, sport and a second to none business section, flavoured by the opportunity to provide local advertising to the swelling ranks of international businesses embedded throughout the increasingly influential economic region.

With a current circulation of 18,600 across the region, The Times is available through retailers and to subscribers at home or office from Abu Dhabi to the remaining GCC countries.

The Times in the Middle East contains the depth and breadth of coverage that has become the newspaper’s trademark over its 220-year history. Long regarded as required reading for political and business leaders, The Times and The Sunday Times combine objective news reporting with hard-hitting political analysis, lively commentary and incisive business reporting.

Bringing the new daily titles to the region, The Times is also aimed at signifying a major boost for not only British concerns but international companies in Abu Dhabi through promotions, marketing and specially designed campaigns.

“We are proud that we are now available daily in a region that is destined to play an ever more influential role in the world,” explains Robert Thomson, Editor of The Times. He continued, “Since 1798, when The Times reported Napoleon’s arrival in Egypt, we have invested heavily in our reporting from the region and we now have one of the largest correspondent networks in the

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*The Times and The Sunday Times are printed under licence in the UAE by SAB Media, a member of the Saudi based SAB Holding Group, owned by Sheikh Salah Al Belawi.

FG *The unique SAB contract is the first time that Rupert Murdoch's News International Group have combined with an outside partner.

FG *The Times in Abu Dhabi is delivered first thing to home or office in time for breakfast or morning coffee!

The Middle East edition is the first truly international daily newspaper available on the morning of publication in the UAE.

Middle East. Printing in Dubai is another significant moment in our history and we look forward to providing intelligent, informative and entertaining news, comment and analysis for many new readers in the region.”

John Witherow, Editor of The Sunday Times added: "We are delighted to have this opportunity to extend the availability of The Sunday Times across this important region. We are proud of our reputation for delivering news and analysis to an intelligent and thoughtful audience. There are over 3.5 million weekly readers of the Sunday Times and this figure will increase further through our partnership with SAB Media in the Middle East."

The confidence in launching the edition in the region, reflects the increasing optimism in centres such as Abu Dhabi and the Middle East as a whole as one of the world's rapidly growing financial and political power spots. It also signifies the increasingly open minded attitudes towards providing quality journalism in the area, expressed by the ruling body of the UAE themselves.

It is such rejuvenated

confidence that has also prompted The Times to launch its own Middle East Journalism Awards project, which will be held for the first time next Spring, with the support of the World Editors Forum, who will act as a judging panel for the scheme.

SAB Media is a part of a conglomerate of companies placed under the umbrella of Saudi based SAB Group Holding Co owned by Sheikh Salah Al Belawi. The activities of the group companies cover a wide area of sectors ranging from construction, investments, real estate and retail.

“One reason we’re excited to have the licence to publish The Times and The Sunday Times here is the broad appeal,” said Sheikh Salah Al Belawi. “The newspapers offer advertisers a way to reach the region’s political and business elite, along with an educated and engaged English-speaking audience. From a branding standpoint, The Times name sells itself. There is not another publication that can touch it, in terms of recognition and respect.”

Tel: +9714 364 2897 www.thetimesme.com

FG *The first international newspaper produced and distributed throughout the Middle East.

FG *The newspaper to support local business groups.

FG *The best in journalism, marketing and advertising.

FG *Advertising for businesses in Abu Dhabi on regional and international scale.

FG *The Times is now printed and distributed daily in the UAE and across the Middle East.

Media, Communications & Technology

Photographer by design Spanning artistry in its diverse forms, still photography covers a wide gamut of expressions - from forensics and aerial surveillance to capturing a toddler's toothless smile and a diva's sensual charm. Elevating photography to an art, photographer and budding author of 'Dubai by Design,' Daren Bell turns design and interiors into visual poetry.

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CLIENTELE ABB Abu Dhabi Duty Free Abu Dhabi Golf Course

ADMA

Future Motors

Ahrend

Ghantoot (Polo club) Hamilton Design Horizon Line

Al Dhafra Restaurant

Keo International Consultants

Al Masaood Bergum

Kinnarps

Al Naboodah Laing O'Rourke Al Rostamani Arabian Adventures ARKI Avenue interiors Bell Helicopters Hawker Pacific BENE Blue Haus Boss Design BP Cansult

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Al Baha Engineering

Al Muraikhi Pre-cast

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DNATA Fitch

ADNOC DIST

competitive market of the UK, he was surprised by the laid back work ethic of Dubai.

But in just a few years, thanks to the Emirate developing into a hub for visual media and branding services, the corporate culture has turned ever more demanding. "And that," says Daren, "makes me immensely happy because I am interested in producing only the very best work for my clients."

He has grown his client base gradually, keen to specialise above all in design and interior photography. Working methodically, he has endeared himself and his visual sensitivity to top companies ranging from KEO, Hamilton Design and Citysapce, to Al Rostamani.

Parallel to his, Daren's online image bank has become a serious visual reference point for ebuyers worldwide.

After graduating from UK's Medway College of Design, Daren took off to explore the world from Amazonian rainforests, to deep sea diving for wrecks and reefs. Later he specialised in food photography and ultimately moved towards the world of design and interiors. "I love space, angular forms and outdoor shooting doesn't faze me - this is why this branch of photography is ideal for me," he explains.

In addition to his thriving practice, Daren is setting up a videography division. And because he believes that quality is what sets

Design Club

ADCO

ADNOC

The art and science of photography has been in dynamic evolution since the last century.

With the development of the 35 mm or candid camera by Oskar Barnack first marketed in 1925, photographers won the freedom to simply aim, adjust and shoot. Later, the manufacture of faster black and white and colour film enabled them to work without a flash, even in fading light. With portable lighting equipment, avid photojournalists were soon on the road to creating some of the most enduring poetry on film. Ace photographer Daren Bell based in Dubai since 2001, carries a sense of contemporary history in all his work.

His work is defined by quality and timeliness, underpinning his no-nonsense approach to even the most challenging commissions. "The demand for speed and quality of work first motivated me to set up shop in Dubai. Speed in the decision making process of corporates added to the high standards of quality demanded is a challenge I am happy to meet," he explains.

Daren's success in Dubai is obvious in the five years he has been here his clientele has increased tenfold. This is both a testament to his abilities, but equally a demonstration of just how vibrant the region is becoming in this sphere.

Although, Daren is quick to add, that it wasn't always so. Coming from the fiercely

CitySpace

Le Royal Meridien Masaood John Brown Mice Kraftwork Microsoft Millennium Copthorne Hotel Mina Zayed Nurus Rotana Hotels Royal Jet Shell Summertown International L.L.C. Woods Bagot

the men apart from the boys, he will himself continue to uphold this ensuring standard within the stills field whilst working closely with an expert in film and videography to manage the new arm of the business. "I love the idea of planning a story board, getting into the actual shooting and then presenting the final cut...

Teamwork in motion," he says.

If you ask him what he most enjoys about photography it is bound to be digital imaging.

"This is because," Daren says, "digital imaging is far more manipulative than analogue. It is easier to adjust, add, subtract or completely morph an image from its original look! It takes photography to a different level altogether, whether it be a digital image to start with or a scanned image, is immaterial." In fact, not one of his images leaves his studio without it first being doctored on the computer. While that may mean an increase in the effort quotient, for Daren it hikes up the fun quotient too. And the best part of this is that the clients are oblivious of either. They just love the end product and keep coming for more.

So what's next for Daren? A shot at teaching photography. And involvement in charity work.

And no prizes for guessing both come with the quality rider.

Tel: +97150 692 3445 www.affinity-press.com

CHAPTER 12

TRAINING & EDUCATION

“The principal goal of education is to create men who are capable of doing new things, not simply of repeating what other generations have done.�

Jean Piaget (1896-1980), Swiss cognitive psychologist

Training & Education

Learning for today and tomorrow The founders of the University envisioned an institution that would be among the best in the UAE, the Arabian Gulf region and throughout the world. The Abu Dhabi University education programmes, encompassing a variety of different cultures and structures, mirror the past and present of our society and reflect the emerging future needs of the United Arab Emirates.

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of baccalaureate and master’s degrees based upon the American model of higher education.

H.E. Ali Saeed Bin Harmal Al Dhaheri, Chairman, Executive Board of Governors, Abu Dhabi University

In what specific ways is Abu Dhabi University (ADU) successfully positioning Abu Dhabi as a hub for leading educational opportunities?

Our university has successfully positioned itself as a leader within the education sector through the opening of a world-class campus facility in Abu Dhabi. We have hired the best academic faculty and staff from around the world, because we believe that since we live in a multicultural society, and a student body, which consists of 35 different nationalities, it is important to represent the same within our system. We have secured alliances and affiliations with international universities and organizations, which provide us with support and allows us to keep up to date with what is going on elsewhere in the world, thus giving us the opportunity to ensure that we are providing the best resources and the best quality programs which are internationally benchmarked and accredited by the UAE Ministry of Higher Education and Scientific Research. We understand that not all students have the financial resources to fund higher education, and we believe that this reason should not inhibit the opportunities of a dedicated and skilled student; therefore we have introduced and awarded scholarships and “Sanabil” Financial Aid to 550 students.

Additionally, we are able to offer invaluable internships at international organisations, and currently have done so for 350 students.

How many students do you currently have and what are your enrolment goals for the next several years?

Presently over 2000 students are enrolled on our campuses in Abu Dhabi and Al Ain. We are planning for the future needs of the UAE and we are also anticipating that enrolment will increase. As a result we are committing to a state of the art campus with a capacity of up to 10,000 students.

What elements are required to start a worldclass higher learning institution from scratch?

First and foremost it requires excellent leadership and vision and a dedicated team of professionals with excellent qualifications and world-class experience. Educational programs must cater for both the current and future

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needs of the country. Undoubtedly support for the local community is needed and last but not least …lots of hard work.

What partnerships with industry stakeholders has ADU fostered, and why?

We have an extensive internship program for our students and we have formed relationships with over 500 National and International companies. Eventually ADU graduates will have to integrate into the workforce and by gaining experience in the workplace, ADU students will be well prepared for the world of work. Additionally, through our future plans for research centres, we will be able to work alongside industry to help drive progress in the region.

On what basis did you choose your faculty?

And why?

The ADU faculty have gained their PhD’s from premier universities in United States, UK, Canada and other English speaking countries that are considered amongst the best in the world. We choose our faculty members on the basis of their strong academic credentials, their fluency in English, and their passion for teaching. Since we use the American model of higher education, with English as the language of instruction, we must carefully select professors who enjoy the challenges of teaching in the Middle East, but with an appreciation for Western approaches to teaching and learning.

What other options were available previously in Abu Dhabi before the advent of ADU? Where did students generally go if they went abroad?

Before we opened, students in Abu Dhabi could attend the government institutions such as Zayed University and the Higher Colleges of Technology, or various other colleges in Abu Dhabi and indeed other Emirates. Overseas, universities in America and the UK have traditionally attracted students from the UAE. Will you focus on one or two areas of expertise, or is the goal to be a comprehensive post-secondary institution?

We are a comprehensive undergraduate and postgraduate institution offering a range

What further innovations can be expected from ADU in the future? What post-graduate courses do you currently offer? What are in the pipeline?

We have recently opened a new world class campus in Khalifa City, Abu Dhabi in September 2006. The Abu Dhabi University Academic village is expected to be a landmark facility in the region and will include student housing, research centres, teaching hospital, a mosque, a graduate centre, a K-12 school and state of the art sports facilities. The main educational building will cover a total area of 43,000 sqm and will include a 630-seat auditorium, 50 classrooms, separate outdoor sport facilities including a gymnasium, a football pitch, two tennis courts, two basketball and two volleyball courts. Space has also been allocated for further development of facilities in order to ensure the University meets the needs of students in years to come. Currently we offer 18 programs accredited by the UAE ministry of higher education with more to come in the near future.

What partnerships have you made with international universities and colleges for exchanges and cross-accreditation?

We have affiliations with many international universities and organizations. Through affiliations such as with HEC Paris, the Pennsylvania State University and Thunderbird, and the Garvin School of International Management we hope to increase the network of knowledge and opportunity for all our staff and students.

Despite your successes, what challenges does ADU face in making a name for itself and in marketing the institution to the ever-growing volumes of interested students?

The education market is extremely competitive and with new institutions entering all the time the students in the UAE have a lot of choice. UAE students will not compromise on the quality of their education and therefore ADU places the quality of education as its highest priority.

Please depict scenarios for the future?

We envision that ADU will grow to 10,000 students with a range of doctoral, master’s and baccalaureate degrees. Once the housing and other amenities have been completed on the new Khalifa City campus, we intend to expand our international student recruitment. We also intend to complete the process for International accreditation; add doctoral programs; develop a centre of excellence in many different disciplines, expand on the non-credit community service offerings; and develop additional campuses in other Emirates and other countries.

Tel: +9712 508 0972 www.adu.ac.ae

Training & Education

Scaling New Heights In a bid to improve quality of education and performance, the recent National Programme Strategy envisages massive infrastructural growth, assessment, training, accreditation and teacher licensing plans in order to further enhance the UAE's sound track record of economic prosperity, productivity and quality of life. The New Federal Strategy that evolved after the World Economic Forum's 'Arab World Competiveness Report 2007' rated the UAE as the most competitive economy in the Arab world, at the 'third and most advanced stage of development,' followed by Qatar and Kuwait. Whilst effective economic management has contributed to stabilising the macroeconomic environment and strengthening public institutions, the need for an educated workforce to propel the nation's growth and diversification ambitions is stronger than ever before. In an exclusive interview, HH Sheikh Nahyan bin Mubarak Al Nahyan, discusses the ingredients needed to create an educated society capable of taking its place amongst world's most advanced nations.

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1.

HH Sheikh Nahyan bin Mabarak Al Nahayan, UAE Higher Education minister

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As the UAE makes tracks towards achieving the goals of a diversified market powered by a knowledge economy, what specific measures are being taken in the field of higher education in order to sustain and expand this growth?

This is a very important question. The United Arab Emirates is indeed committed to the creation of a knowledge economy.

As you know, a knowledge economy is dependent on an effective system of education and human development.

The United Arab Emirates, under the leadership of His Highness Sheikh Khalfa bin Zayed Al-Nahayan, is committed to providing every citizen with an education that allows him or her to develop their full potential. Our country's leaders are committed to maintaining a high quality system of education so that our children and grandchildren are prepared to lead successful and rewarding lives in the knowledge society of the present and the future.

Knowledge societies, by their very nature, promote continuing learning and thrive on intellectual challenges.

They make extensive use of modern technologies. They also provide for initiative and innovation within an environment of shared information. Knowledge societies value entrepreneurship and require a skilled labour force. In a knowledge society, more than any other kind, people are the real wealth of nations, and human development is the engine of economic growth.

In a knowledge society, the term "higher education" becomes expansive and farreaching. It not only means an accumulation of skills and information, but also an attitude of openness and tolerance. Living in a knowledge society obliges us to consider the viewpoints of others and to seek commonality with our counterparts in different societies and environments.

It also means reaching out for understanding and cooperation.

All of these characteristics of a knowledge society make higher education in the UAE an important force in the development of the country.

Our colleges and universities educate our young people, preserve our national heritage, provide useful research and technology, offer continuing education to our citizens, and help society deal with rapid change. Higher education plays a crucial role in addressing the various issues facing our society, such as health, education, and other social and economic priorities.

Our colleges and universities produce graduates with new knowledge and skills to fill the jobs of the knowledge economy and carry out research and innovation. We are continually expanding our academic offerings. We are dedicated to providing educational access and opportunity to all students.

We expect all of our qualified young people to complete a higher education program in order to better serve the needs of our knowledge economy. We have a strong commitment to educational quality. We strive to give our students the best educational experience.

We encourage both government and private institutions to use our colleges and universities as important intellectual resources. Part of our mission is to understand society's requirements and needs and respond to them appropriately. One important example is our commitment to the nation's public schools.

Another, is our growing role in the area of technology transfer and our productive involvement and cooperative work with government and with the business community of the UAE. We are also moving forward with an effective and relevant research enterprise for the United Arab Emirates.

The focus is not only on

creating new knowledge but also translating this knowledge into innovation.

Research projects are closely aligned with national needs and priorities. Results are accessible to potential users both in the public and private sectors. These research efforts also provide a vehicle for establishing and fostering linkages and cooperation with the research centres and universities of the world.

And finally, International alliances are increasingly important to us. We support student exchange programs, international technology cooperation, and international conferences. Our colleges and universities go even further and have active alliances with the global private sector, including international technology and telecommunications companies.

We are indeed fortunate that we see all these principles in operation in the United Arab Emirates. Abu Dhabi in particular, has taken a very important step by establishing the Abu Dhabi Education Council under the leadership of His Highness Sheikh Mohammed bin Zayed Al Nahyan. Sheikh Mohammed is a great advocate of education. Under his leadership, a knowledge society is emerging in Abu Dhabi with concerted efforts by all sectors of society. Schools, colleges, universities, businesses, communities, and families are all working together to create a productive climate of knowledge.

2.

What challenges do you see in ensuring that the future socio-economic drivers of this development are based on sound human resource based parameters understood by an educated workforce?

The main challenge we face in socioeconomic development is to continue to set high standards for ourselves and to establish high expectations for our collective endeavors. We must continue to place high priority on individual responsibility. As I just mentioned, there is nothing that is more important to the future of the country than successful human development. Our goal is to produce mature, well-adjusted, responsible citizens who respond creatively to their social and economic opportunities and to their obligations as citizens of the United Arab Emirates.

Our country's progress has always been rooted in broad participation. We have learned over the years that socioeconomic progress can best be generated by an educated populace, dedicated to the future of their country, and able to compete on the global stage.

As you can see, I consider excellent education to be the key to our future. Our challenge is to prepare our students to become leaders, risk-takers, and

innovators, able to live and work in a knowledge society. Our aim is for the next generation to build on the economic success of the United Arab Emirates and to enhance its role of promoting peace, prosperity and understanding within the region and throughout the world.

Excellent education requires the commitment of the entire society, not just the schools and the colleges. We know that education is best when families, businesses, and the social structure support the schools. All segments of society must work to develop an educated workforce. It is through a well-coordinated effort that we will be able to achieve our goal of rearing successful leaders of the future. It is important that business leaders, schools, colleges and universities, government agencies, and all sectors of society work together on new initiatives to help develop our students. There is no greater legacy than developing the next generation of leaders for our country and our society.

And as a special focus of our human development strategy, we are strongly committed to promoting women's rights and empowering our female students. Women must be prepared to join the highest levels of education, culture, and business and serve in high executive positions in government and the private sector.

I am confident that as we look to the future that the leadership of our country will continue to commit the resources needed to build and sustain a high quality education system. And we will commit ourselves to reviewing and improving that system on a continuous basis so that our children and grandchildren are prepared to lead successful and rewarding lives in our country, our region, and the world.

3.

Each of the UAE's seven emirates enjoys unique characteristics and heritage.

Are higher educational opportunities standardised throughout the nation so as to a unifying force for all?

In the United Arab Emirates, higher education is a universal system, open to any secondary school graduate from all the seven emirates. Students from all emirates are equally exposed to the full range of academic programs and activities. Both the UAE University and Zayed University are open to students from all emirates, and our system of Higher Colleges of Technology ensures that higher education is available to students regardless of where they live.

The future of each emirate, as well as the future of the whole country, depends on how well we educate these students.

Quality higher education is the key to improving our economy, insuring our ability

to compete and interact internationally, and, essentially, improving the quality of life for all our citizens. The most important thing our colleges and universities do is to provide all students with the knowledge and skills they need to be successful in their careers -- as well as the knowledge they need to assume leadership roles in our country.

We view higher education as an essential tool of nation building and as an important way to build individual character.

It occupies a place of high priority on our national agenda. Our colleges and universities have been a national unifying force since the UAE University first opened its doors in 1977. It might be of interest to you to know that nine of the federal ministers of the current UAE cabinet are graduates of UAE University.

In the context of your publication, let me also say that Education is a top priority for Abu Dhabi. The Abu Dhabi Education Council, Chaired by HH Sheikh Mohammed bin Zayed is a major force for setting policy and overseeing implementation. There is also a drive to make Abu Dhabi a center of excellence for higher education and for research and development.

Abu Dhabi is committed to creating a knowledge society, to boosting creativity and innovation, and to learning from successful experiences in education and innovation around the globe.

4.

With the frontiers of science and technology crossing new frontiers at breakneck speed, what vehicles are being utilized to harness this change and, in someway, become part of it?

National success in advancing science and technology is dependent on several factors. Those factors include budget allocations for education, research, and innovation, the quality of workers in the science and technology fields, the promotion of science and technology education, the promotion of research and innovation, strong partnership between educational and research institutions and business and industry, the ability to turn research results into applications that drive economic progress, and a strong international collaboration that allows for keeping pace with the latest development in science and technology around the world. For us to succeed, we should also create the conditions that encourage private sector investment in science and technology, and expect colleges, universities, and research centers to become developers and incubators of useful ideas. And you can see that these conditions and expectations are some of the important characteristics of a knowledge society.

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Our colleges and universities aim to carry out their important responsibilities in achieving these goals and objectives. They aim to be innovative institutions that are attuned to the needs and requirements of the Twenty First Century. Our colleges and universities will continue with the extensive use of technology in education and research. They will promote science and technology education. Our colleges and universities will continue to expand their academic offerings in Science and Engineering and will encourage students to study in those fields and graduate them with the skills of innovation and entrepreneurship. As important, students in every curriculum study science at some level, and all can take positive advantage of advances in technology. We will continue to offer opportunities for continuous learning, to carry out research that advances science and contribute to a knowledge economy, and to work closely with business and industry. Our colleges and universities will cooperate with major educational and research centers of the world, and will always be centers of expertise that helps society to enhance its global competitiveness and to deal with the important challenges it faces. Our colleges and universities will do this by focusing on maintaining high quality in everything they do.

5.

The UAE is forging a global identity based on the completion of varied infrastructural projects conceptualised in grandiose superlative style - "first, biggest, best'. Can this ethos be translated into its strategy and achievements in the fields of higher education and scientific research?

Certainly. Our goal has always been to establish colleges and universities in the UAE at an international standard of excellence. In little less than three decades, our country has developed its capacity in higher education, most notably through three distinctive and important institutions: the United Arab Emirates University, the Higher Colleges of Technology, and Zayed University.

Over the almost thirty years since the UAE University was established, we have been dedicated to providing the conditions for attaining international excellence. These conditions include appropriate levels of funding, appropriate admission policies, modern curricula, purpose-built facilities, libraries and laboratories, modern information technology resources, top quality professors, a rich academic environment, and active research activities.

Our concept of excellence also extends to the special focus on the academic fields and programs that are relevant to the national economy. Higher education in the United Arab Emirates is responsive to the economic and social needs of the country. Our colleges and universities will continue to expand as enrollments continue to increase. We will continue to extend the scope of our curricula in response to increases in world-wide knowledge

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and to seek the most effective methods of instruction in all of our programs. Once again, our aspiration is programs of top quality as measured against world standards.

Towards that end, we have strong policies in place that require the accreditation of our academic programs by internationally recognised accreditation bodies.

6.

Do the possible scenarios for the UAE's future in the fields of higher education match your own mission and vision?

I am quite confident that the future of higher education in the country will meet the vision and expectations of our country. That future will continue to focus on educating every citizen to the limit of his or her ability. Major national resources will continue to be directed to our collegiate institutions offering a full range of programs to meet the individual needs of all graduates of U.A.E.

secondary schools--men and women alike.

As we look to the future, higher education in the UAE will continue its critical role in the process of Emiratization of the nation's labor force. Our colleges and universities must provide programs to match student abilities and labour market needs. They must also understand the factors that influence the employment of graduates -- factors such as the labour requirements of the country, continuing changes in labour market conditions, and social and economic policies affecting the employment of National graduates.

Our colleges and universities must become familiar, as well, with private businesses in order to understand business hiring practices and appreciate their problems and concerns. Effective interaction with the world of work is very important.

Another important role of higher education is its contribution to women's employment. We are convinced that excellence in the preparation of our graduates -- a majority of whom are women -- is the key to their future employment.

And I emphasise, very strongly, that the quality of the education and training of women is one of the most important issues facing our country today.

I must also mention the important role of higher education in the overall socioeconomic development of the country. Active research programs, community service activities, and community cultural enhancements are crucial to the success of UAE higher education in the future.

7.

We have seen the study of cutting edge technology like IT studies, bio-sciences and nano-technology in the UAE. What other specialisations

do you want to see established here?

As I just mentioned to you, our colleges and universities are committed to adding new fields of study in keeping up with academic and scientific developments around the world. We also add new fields of study that meet student demand and societal needs.

The fields you mention clearly indicate that our academic offerings are similar to those found in prominent colleges and universities of the world.

All our colleges and universities have in place policies for adding new programmes and fields of study. A new programme is added when it is shown to be viable, has enough student demand, relevant to the world of work, and is welcomed by the public and private institutions of the country.

An example of a new important programme being added is the study of Entrepreneurship.

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Entrepreneurship is one of the most important aspects of our national economy. Small firms play a central economic role in the U.A.E. We are, therefore, encouraging Nationals to own and manage their own companies. To support emerging entrepreneurs, several programmes have been established in our colleges and universities to provide relevant advice, assistance, and training. The U.A.E. has also set up business incubators to encourage creativity and self-reliance.

Starting one's own business is becoming an important option for our college and university graduates.

Another example is the new Master of Public Administration program launched at Zayed University.

Just as entrepreneurship is aimed primarily at serving the private sector, public administration is aimed primarily at serving the

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being a global leader -- of being competent and interested in global affairs.

We work very closely with the business community to make sure that our graduates have the skills they need in the workplace. We also place great emphasis on the assessment of learning outcomes and competencies of programs as they relate to job training and preparation for various careers.

government sector. Under the leadership of His Highness Sheikh Khalifa bin Zayed Al Nahyan, His Highness Sheikh Mohammed bin Rashid al-Maktoum, and His Highness Sheikh Mohammed bin Zayed Al Nahyan, both federal and local governments are being revitalized. Our system of higher education is an important partner in that revitalisation.

8.

Does the UAE train enough young Emarati managers to handle an economy expanding at colossal speed?

The answer is a definite yes.

We know that the UAE economy continues to grow at high rates. This creates new jobs that need to be filled.

National graduates are quite able to fill these jobs since they meet very high professional standards when they enter the world of work.

As I mentioned to you, higher education provides the tools to prepare our graduates at a very high level of competence. Employers are generally very pleased with these graduates. They appreciate the quality of their preparation. Given the nature of our economy and our society, National graduates are able to compete successfully with other job seekers who come here from all over the world.

Let me say here that our colleges and universities provide a broad base of knowledge, understanding, and analytical capability. Our goal is to prepare our students to become leaders, risk-takers, and innovators.

Our graduates are bilingual in Arabic and English, endowed with professionalism, work ethic, and teamwork. They are prepared to use technology.

They are creative and innovative which is an important characteristic for all future workers. Our graduates are ready for useful and meaningful work as entrepreneurs, managers, teachers, or government officials. They appreciate the concept of

9.

Are young Emiratis as concerned about global warming as young people in the rest of the world? What are the effects likely to be on the UAE? Our students understand and participate in debates over the great scientific and environmental questions that face the world community. Global warming is certainly one of those important questions.

My impression is that our students are eager to research and discuss ways to improve how we plan, manage, use, and protect the environment.

They generally agree that we must always search for ways to balance human needs with ecological sustainability. I think our students tend to be in favour of protecting the environment and strengthening environmental policies, laws and regulations.

Protecting the environment is a matter of high priority in the United Arab Emirates. The UAE has developed sound environmental policies. We have set world standards for protection of environmental resources. We are strongly committed to maintaining an environmental balance between the needs for economic growth and the preservation of nature. We believe that our ability to reconcile the need for environmental protection with economic growth will determine the quality of life for future generations in our country and the region.

For myself, I believe that we are indeed making good progress on environmental issues -- that building the

capacity of our society in research, in technology, in education, and in communication with policy makers will enhance our ability to deal more effectively with the environmental challenges of our time.

I also believe that global warming is a field that requires generating and sharing scientific knowledge. It is also a field where regional and international cooperation is essential. International cooperation will promote creative research and expand our knowledge of the various aspects of this important challenge. I am especially pleased that the colleges and universities in the UAE are active participants of this international research effort.

10. Do young Emiratis have any anxieties about the future?

What in your opinion are likely to be the main factors affecting life in the Gulf in twenty or thirty years?

Like all young people everywhere, young Emiratis look to the future with anticipation and hope. They are anxious about their own lives and careers. They are also interested in the future social and economic development of their country.

The United Arab Emirates and the Gulf region face many important challenges in the future. Those include security, the need for economic diversification, the redefining of government roles and responsibilities, labor market and demographic issues, fast social change, issues of human development and the expanded economic participation of women.

In general, the main challenges will continue to be those related to social and economic development, such as education, health, standard of living, quality of life and preserving national heritage and character. Political cooperation and economic integration among the countries of the region will also be an important factor in the future.

Training & Education

Freedom to Grow Welcome to a new centre of co-educational tertiary learning in Abu Dhabi that makes a significant French contribution to the UAE's flourishing higher education system. With an identical system of teaching as that of its Paris-based associate university, the UniversitĂŠ Paris-Sorbonne Abu Dhabi has the credentials to become a world recognised reference, a guarantee of excellence in the field of Human Sciences and Law.

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As a direct effect of such concerted efforts, the demand for tertiary education has increased significantly. More than 50,000 students graduate from UAE Schools each year, with a vast number seeking tertiary education. While availability of quality tertiary education in the UAE is growing, a high proportion of students still choose to study outside the country, in institutions of international repute. It is estimated that over 10,000 students from the UAE alone are currently studying in Europe, spending millions on education.

By encouraging foreign universities to establish bases in Abu Dhabi, the government ensures that capital spent on education stays at home, whilst ensuring that students enjoy an excellent education from a foreign university at a lesser cost right on their doorstep.

In line with this rationale, the renowned Parisbased University 'La Sorbonne' has opened its first campus outside France in Abu Dhabi. Christened the Paris-Sorbonne University-Abu Dhabi, it offers higher education for all round-development. The University degree is recognised globally, a 'guarantee of excellence' in Humanities.

The mission of this new University with ancient roots is to foster the love for life-long learning, which students can carry forward across spheres and disciplines. As the oldest university in France to offer Humanities as a specialisation, the ParisSorbonne in Abu Dhabi offers a wide range of subjects in arts, languages and social sciences.

It follows the new European system of higher education, called the Licence Master Doctorate (LMD). Under this, an undergraduate three-year degree course, the Licence is offered.

The graduate programme consists of a two year Master Degree, followed by a multi-year doctoral programme. These degrees are recognised by all European universities.

The foundation for the Abu Dhabi campus began in April 2006 with the new campus being inaugurated during the 2008-2009 academic year.

A hands-on teaching methodology with course modules designed to encourage students to think on a broader scale, and teaching in French so that students can communicate with French speaking communities worldwide - 500 million people from five continents - is fundamental in the linking of cultures today.

Professor Jean-Robert Pitte, President of ParisSorbonne and Abu Dhabi campus said, "It's a great

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UniversitĂŠ Paris - Sorbonne Abu Dhabi - A bridge between civilisations

opportunity for us to bring two countries together through the study of Humanities. As the Sorbonne begins its 750th year, I find it fitting that we are expanding the opportunity for a prestigious Sorbonne education to Abu Dhabi - one of the most prestigious capitals in the Middle East."

Both universities follow similar curricula, which are taught in the French language by visiting faculty from the Sorbonne, Paris. Experienced professors help students to enhance their critical thinking, communication skills and in the process strengthen their interpersonal skills too.

The institution is co-educational, and enrolment is open to all, regardless of nationality, gender or religion.

The courses offered are Archaeology and Art History, French and Comparative Literature, Geography and Urban Planning, History, Languages and Business, Music and Musicology, Philosophy and Sociology. In addition, an intensive French programme is offered to non-fluent speakers. Other majors such as Law and Political Science are planned to be for 2007-2008 academic year.

Heralding a new era of quality and choice in tertiary education, the opening of the Paris-Sorbonne University Abu Dhabi has reinforced the international reference point of an institution whose authority in the field of learning has been recognised for centuries.

Tel: +9712 509 0555 www.paris-sorbonne-abudhabi.ae

Training & Education

Petroleum Expertise The prosperity of the UAE economy is founded on the liquid gold that is hidden beneath the surface of its land and sea. More than thirty per cent of the country's GDP of $129.4 billion (2006) derives from oil. In recent years, exploration activities have continued using state-of-the art seismic analysis in order to increase the proven reserves. Oil production capacity has been expanded, and recovery rates from existing oil reservoirs have been improved.

As multi-facetted economic expansion is given top priority, ample business development opportunities are provided by cultivating technological innovation and entrepreneurship of students at all levels. We aspire to educate future technical leaders in their respective field of expertise. We charge our students to be job creators and strong contributors to the economy of the UAE and the region as a whole.

WITH the country still dependent on the oil economy as a source of revenue, it is natural that both the government and the oil and gas industry are keen to train engineers locally to the highest global standards.

A key step is a programme in engineering and applied sciences that will produce a competent workforce to support and advance the human resource needs of the petroleum and the broader energy industries. To fulfill this need the Petroleum Institute (PI) was founded in 2000 under the direction of H.H. Sheikh Khalifa bin Zayed Al-Nahyan.

The Abu Dhabi National Oil Company (ADNOC), amongst the world's leading companies with access to 90 per cent of the UAE's oil and gas reserves, is the prime sponsor of the Institute.

Other sponsors include four major, internationally recognized, oil companies, namely Shell, BP, Total, and Japan Oil Development Company.

Providing a world-class education in engineering and applied sciences in order to support and advance the petroleum and energy industries, PI boasts an impressive campus in the Sas al Nakhl area of Abu Dhabi with modern and well-equipped buildings for administration, academics, library, recreation, dining facilities, and student accommodation facilities.

Since 2006, women have entered the fray with a separate

facility so that a well rounded centre for learning committed to academic excellence, and the creation of an intellectual environment that leads to the development of its graduates as the future leaders in their respective fields of expertise in the UAE and beyond.

PI provides excellent instructional programmes for those aiming to achieve baccalaureate degrees. Since inception, close to one thousands students have joined the Petroleum Institute and bene provided with the opportunity to accessed the skills, knowledge, and competencies that meet the needs of ADNOC and other sponsors. By maintaining the highest standards of health, safety and environmental awareness, PI students carry this way of life with them in their work environment as for the long term.

PI networks globally with industrial constituents, educational partners and professional societies and thereby enhancing its education, research and professional services worldwide. This practical service - catering to needs of the industry as and when they occur - is at the root of the PI mission, vision and strategy.

Research is an ongoing process and PI works tirelessly towards new advances in technology across various frontiers. Research is leveraged by close cooperation with industry stakeholders through the ADNOC group operating companies, the international partners, and with participation

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from selected foreign universities. It envisions major research centres focusing on petroleum and gas exploration and development (upstream process), petrochemicals and the refining process, as well as the remaining supporting areas of significance to the energy industry in the near future.

PI has begun work to develop a modern research centre with the latest state of the art, advanced equipment. This will enhance a world class educational environment where study programmes for post graduates are designed to foster knowledge dissemination pertinent to the requirements of the industry as it evolves.

Students at PI realize that technologies, economies and societies are in a state of flux and are therefore trained in lifelong learning, critical thinking, teamwork, leadership skills. This gives them the ability to span several disciplines making them well-equipped to apply scientific and engineering principles in solving a wide variety of technical problems.

Modern engineering is a global

venture with exciting ramifications.

The key is to ensure that borders do not become barriers; so that respect of diverse cultures is fostered in all students. This gives them sensitivity for the community at large no matter where they go in the future. Communication is what bridges this gap and that's why students are trained to be proficient in verbal, written and graphical communication with the confident use of information technologies where required.

Professional integrity, sound ethics and values help students make the best decisions for themselves and for their employers. This reflects in the way they relate to society, corporate operations, technology and the environment too.

With its more than 150 highly qualified faculty, PI is all set to ride the high wave of success by intelligently tackling the energy needs of the world. It has envisioned the future and is boldly stepping across milestones to establish itself as the hub of energy technology training not just in the UAE further afield.

Chemical Engineering Electrical Engineering Mechanical Engineering Petroleum Engineering Petroleum Geosciences Post Graduate

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CHAPTER 13

OPEN FOR BUSINESS

“Footprints on the sands of time are not made by sitting down.�

Anonymous

Open for Business

The Right Solutions Since its establishment in 1995 as an integrated consulting firm, Business Enterprises Services (BES) has emerged as a market leader in the UAE, setting standards in a multi discipline consulting activities that others now follow.

The foundation upon which BES has been able to build such a strong reputation for excellence in service has been in its application of international best practices in business solutions, management techniques and financial analysis, ensuring clients receive unrivalled professionalism when employing BES services. This strategy has ensured that BES has set a standard for excellence that others now follow.

BES's approach to supplying quality consulting services focuses on understanding the client's needs and combines it with innovative global knowledge, an unmatched depth of experience in the local market's regulatory environment and culture. This has allowed BES to provide private companies, as well as public sector organisations, with the necessary assistance required to address challenges in their drive to attain excellence and reach their full potential.

Being an integrated consulting firm, BES combines the expertise of consultants from disciplines across a wide range of fields, including finance, economics, management information systems, business administration, engineering, mergers and acquisitions and managerial solutions. While each have their own disciplinary background and

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focus, all BES consultants are trained to systematically address client requirements and focus on project execution and implementation in a structured approach and to the finest detail. BES coherent force of consultants are ready, willing and able to respond to a host of organisational needs, including restructuring, policies and procedures, capital formation, market studies, training, project management and various development issues. For every project BES undertakes on behalf of its clients, a multidisciplinary team with function-specific knowledge customised to the exact requirements of the client is brought together to ensure 'no stone is left unturned.'

Through the high quality of service that BES offers, the company has been massively successful in developing an exceptional list of clients from both the public and private sectors in UAE and the GCC region. This has been achieved in a highly competitive market and in an environment that is rapidly growing and just goes to highlight the esteem with which BES is held not only the UAE, but also the Gulf region.

Indeed, it is fair to conclude the BES skills, solutions mix and the potential scope of activities has increased with each project, fuelling the company's growth in the local and GCC markets.

BES continues to succeed and grow today due to its familiarity with regional customs, cultures, local markets and business practices.

Without question, BES's biggest asset has been the ability to apply international concepts, standards and models in the local market.

By employing such a global strategy, BES has

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not only benefited local companies, but also international companies operating in the region. This understanding of different cultures and the ability to find common ground where international business and local customs and laws can meet ensures a smoother entry into the market and promotes a legacy for further international expansion into the local economy.

With a record of business in the UAE market that stretches back well over a decade,

BES is now considered a veteran consulting firm in the country and is well established, highly respected and rapidly growing. Through its commitment to providing a service that is second-to-none and the expertise it offers to its clientele, BES guarantees high quality consulting built around trust and achieving common goals.

Tel: +9712 642 0520 www.besuae.com

Open for Business

Open for Business Entering the global economy fray is achieved by forging close cooperation with industrialised and developing nations worldwide. With an expanding events, exhibitions and conference calendar fostered by Abu Dhabi’s pivotal geographical location and business-friendly regime, the schedule is busy with diversified commerce and trading high on the agenda.

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Conference and Exhibition planners looking for alternative and unique destinations have found a place where luxurious hospitality, state-ofthe-art meeting venues, a strong local culture and exciting activity options combine. Abu Dhabi has come of age, creating a unique niche for itself in the competitive environment, and has set its sights firmly on being the focal point for all and any conference or exhibition opportunity.

IREIS - INTERNATIONAL REAL ESTATE & INVESTMENT SHOW March 2007---exact date tba Exclusive international exhibition for real estate & investment companies to meet with Home Buyers and investors. www.realestateshow.ae ADIEC

JANUARY

CONSTRUCT / LIGHT & BUILDING 02.04 - 05.04 2007 International Exhibition & Conference on Building Material, Technical Finishing & I.T. Engineering www.construct-uae.com ADIEC

ENVIRONMENT & ENERGY (bi-annual) International Exhibition & Conference on Water, Energy and Environment in General 28.01 - 31.01 2007 www.ee-uae.com Abu Dhabi International Exhibition Centre (ADIEC) FEBRUARY

IDEX (bi-annual)--International Defense Conference & Exhibition Defense equipment manufacturers and systems solutions providers.

18.02 - 22.02 2007 ADIEC www.idexuae.com/english/index.aspx IFEX U.A.E. International Interior & Furniture Exhibition 25.02 - 01.03 2007 ADIEC www.ifex-uae.com

APRIL

ARABIAN PROPERTIES EXHIBITION (in conjunction with CONSTRUCT) Exhibition showcasing new investment properties in prime locations in UAE. www.construct-uae.com ADIEC MAY

Cityscape Abu Dhabi Networking exhibition and conference focusing on all aspects of the property development cycle.

08.05 -10.05 2007 www.cityscape-online.com ADIEC SEPTEMBER

FLOOR & WALL U.A.E. International Floor & Wall Tiles Exhibition (in conjunction With IFEX) 35.02 - 01.03 2007 ADIEC ABU DHABI SHOPPING FESTIVAL MARCH

ADIHEX--INTERNATIONAL HUNTING & EQUESTRIAN EXHIBITION 11.09 - 15.09 2006 Manufacturers of guns, hunting vehicles, shooting, fishing, falconry, other outdoor sports equipment and accessories. www.adihex.com ADIEC

NOVEMBER

UAE DESERT CHALLENGE Motorcross event. Routes vary.

ABU DHABI MEDICAL FORUM 26.11 - 29.11 2006 Medical Exhibition and Conference focused on medical supplies and technologies.

ADIEC ADIJEX--ABU DHABI INTERNATIONAL JEWELRY & WATCH SHOW 05.11 - 08.11 2006 One of the foremost jewelry and watch exhibitions in the gulf region that showcases the finest collection of jewelry and precious stones from across the world. www.adijex.com ADIEC ADIPEC--ABU DHABI INTERNATIONAL PETROLEUM EXHIBITION & CONFERENCE (bi-annual) 05.11 - 08.11 2006 A clearinghouse for all energy-related matters: manufacturers, importers & exporters of fuel, oil and LPG, petrol station equipment, services and care products, gas transformation systems, convenience store, products, Bank / Leasing, Insurance, and alternative energy sources. www.adipec.com ADIEC GULF GIFTEX--GULF LUXURY GIFTS EXHIBITION 15.11 - 19.11 2006 Categories from gold, silver and diamond jewellery, watches and crystal ware to new and innovative gift options. www.gulfgiftex.com ADIEC

DECEMBER

ROADEX (bi-annual)--Abu Dhabi International Road Exhibition & Conference 12.03 - 15.03 2006 ADIEC RAILEX 11.03 - 11.03 2007 International exhibition & conference on railway equipment, construction, maintenance, systems and services ADIEC APEX - AVIATION PROCUREMENT EXPO 19.03 - 21.03 2007 Civil Aviation show involving vendors and buyers from the Middle East, Africa and the Indian Subcontinent. www.aviation-uae.com ADIEC

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OCTOBER

RAMADAN & EID FESTIVAL Public Entertainment 05.10 - 27.10 2006 ADIEC SAFETY & SECURITY (every 4 years) International Security Exhibition & Conference 28.10 - 31.10 2007 www.securityandsafetyme.com/english/index.asp ADIEC

ADIMS - ABU DHABI INTERNATIONAL MOTOR SHOW (bi-annual) 18.12 - 22.12 2006 The latest in passenger cars, commercial vehicles, heavy duty and garage equipment, spares and automobile accessories. www.admotorshow.com ADIEC GASTECH--INTERNATIONAL CONFERENCE & EXHIBITION FOR THE LNG, LPG AND NATURAL GAS INDUSTRIES 04.12 - 07.12 2006 Commercial and technical professionals within the gas world meet, network, discover new ideas and do business. www.gastech.co.uk ADIEC

Open for Business

Exhibition Success Despite Abu Dhabi's extraordinary wealth; the emirate is on a mission of economic diversification across a range of sectors. As a part of this expansion strategy, it is proving itself as an emerging Meeting, Incentives, Conferences and Exhibitions (MICE) hub, with the brand new Abu Dhabi National Exhibition Centre (ADNEC) already converting discerning visitors, exhibitors and organisers into ambassadors for its facilities and the city.

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The usage of angled glass allows natural light to illuminate the halls, giving the centre a modern feel. The venue is spacious and the design accentuates this aspect while also giving it a feel of luxury and modernity.

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It is almost impossible to believe that this state-of the-art Exhibition & Conference Centre, widely acknowledged to be the most modern in the world, could have been constructed in a mere eight months. However, with the ongoing range and speed of development, it seems that nothing is impossible in Abu Dhabi.

Phase 1 of the centre was scheduled to be finished in February 2007, in time for the opening of IDEX 2007 - one of the Middle East's most significant exhibitions. At the time ADNEC management did not realise that they would have to break world records to get the venue open in time.

With contractors working to a concentrated construction timeline, the deadline was met, and everything was ready for the inauguration of ADNEC and IDEX 2007 by H.H. Sheikh Khalifa Bin Zayed Al Nahyan, President of the UAE and Ruler of Abu Dhabi.

Even seasoned visitors and exhibitors, who sometimes take for granted the high level industry standards throughout the world, have been stunned by the facilities of this fabulous complex.

With business travel and the MICE sector a pivotal aspect of Abu Dhabi's plans for in-bound travel and economic growth, there was a need for a modern, spacious exhibition centre, and what a centre it has turned out to be. It is hardly surprising that more than 50 major exhibitions and conferences have already been booked for 2008.

Phase 1 of the Abu Dhabi National Exhibition Centre boasts 28,000 square metres of fully interconnecting exhibition floor space spread over seven halls, this will increase to more than 55,000 square metres in 2008 when ADNEC opens Phase 2 of the venue; at this point the venue will become the largest exhibition centre in the entire Middle East.

Indeed, the Centre has made such an impact, that five of the world's leading exhibition organising companies have opened offices on the premises. However, the story doesn't end there.

ADNEC is also developing a 1,488,000 square metre business and leisure district called 'Capital Centre'. In addition to the new Exhibition Centre, Capital Centre will comprise a new 'micro city' of 23 towers including six branded hotels, four commercial buildings, eight residential and serviced apartment complexes as well as five mixed use developments. It will also feature a 2.3 km waterfront Marina, a monorail and a shopping mall with multiplex cinema, restaurants and retail outlets. The most stunning aspect of the development is a 35-storey Feature Tower which has already won plaudits for its architectural ingenuity.

With superlative facilities such as these and the full support of the Abu Dhabi Government, ADNEC is ensuring that Abu Dhabi becomes one of the world's leading destinations for MICE. The benefits that this will bring to the emirate, the UAE and the wider gulf are immense.

Tel: + 9712 444 6900 www.adnec.ae

www.GlobalVillageProduct.com

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