BEST OF ABU DHABI & UAE - Volume 1

Chairman & International Group Publisher Sven Boermeester

Publisher &

Managing Group Editor Lisa Durante

Creative Director

Building an atlas of success, sustainability & culture

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Whilst this book may be the first edition that includes snapshots of the United Arab

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Emirates overall, it comes after five previous books covering individual emirates that

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With 30 annual BEST OF… books evolving across five continents, we thrive on a model

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have made their mark in the Global Village Partnerships (GVP) publishing network. of content generation that may not be immune to global economic vicissitudes, but is certainly sufficiently relevant to flourish, nonetheless.

Published at a time where rapid global change ushers in a New Age replete with possible scenarios and opportunities, ‘Best of Abu Dhabi & U.A.E.’ aims to participate in laying the

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foundation for diversified progress that economic growth and sustainable development

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Our mission is clear: To assist emerging nation states, regions and cities with their place

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cultivates across sectors.

branding. This is vital for attracting allies, investment and visitors. Those that fail to brand effectively swiftly get left behind. The UAE has embraced this rationale in its key strategic planning, so has GVP, by understanding key messages and showcasing them in an annual publication that presents Abu Dhabi and the nation in its best light.

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By playing its part in assisting governments to create strong place brands, as well as

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showcasing some of the brightest organisations so that the country can begin to

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wield the enduring socio-political and economical influence that it merits, we feel our

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books showcase a perspective of the collective sum of its people, culture, products

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and leadership.

The UAE is honing its global image based on sustainable values and perceptions in order to become itself a factor upon which to build a competitive advantage. Many of

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its socio-economic indicators forge a sound basis for such promotion, coupled with the nation’s heightened role as a catalyst for fresh regional synergies and global opportunities.

The need to track testimonials of success and sustainability in order to grasp a wider understanding of the enormous implications of change is critical. Therefore its achievements, positioned in sector specific chapters, represent a role model of excellence that make for interesting reading. These form part of a vibrant kaleidoscope that reflects the reality of Abu Dhabi and the UAE today.

ISBN # 1-904566-78-2 Every effort has been made to ensure the

Lisa Durante Publisher & Managing Group Editor

accuracy of the information in the ‘Best of Abu Dhabi & UAE’ publication.

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Best of Abu Dhabi & UAE

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Contents

1

3

5

Best of Abu Dhabi & UAE Pgs 8 - 57

Tourism, Culture & Heritage Pgs 100 - 119

Luxury Lifestyles Pgs 140 - 151

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4

6

Hotels & Hospitality Pgs 72 - 99

Leisure & Entertainment Pgs 120 - 139

Wellness, Health & Medical Pgs 152 - 185

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Education & CSR Pgs 186 - 199

Insurance, Logistics & Security Pgs 210 - 221

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Tertiary Education Pgs 200 - 209

Landmarks & Retail Destinations Pgs 222 - 229

Media, Commuication & Technology Pgs 230 - 245

Celebrate Success

BEST OF THE WORLD ‘Welcome to the World’ is a premier platform for showcasing and networking governments, leading companies and entrepreneurs in business, tourism and lifestyle. Through our ‘Best of…’ publishing series and gvpedia.com we showcase an ever expanding Atlas of Success and Sustainability across multiple continents and industries.

Brand Image Branding a Nation, a City and its People GVP brands and builds the image of the world’s most exciting economic regions to affect a change in the perception of a nation, a city and its people by the rest of the world. This then promotes the region in terms of its investment opportunities, key industries, innovations, people, culture, tourism potential and international objectives.

Product - The Books Celebrate your Success The ‘Best of…’ publishing series produces annual maxi format book publications in over 30 territories, from Bangalore to Belgium. These detail success stories of people and companies making positive inroads into the commercial fibre of both mature and emerging markets.

Growth & Opportunity Exchanging knowledge, skills and economies of scale in media With regional head offices in 5 continents, the organisation is currently involved in more than 30 territories where the ‘Best of’ series is published.

GVP has a 5-year growth plan to develop a further 150 economic territories organically, through each continent’s regional head office, and through partnerships with companies and individuals that have the expertise to showcase their city, state or country.

Corporate Social Responsibility There is no success without ethics and sustainability The ‘Best of World’, exploring key players in the fields of business travel and lifestyle within the Global Village is dependent on more than monetary profit for its growth. There is no success without upholding and promoting core values such as sustainability, integrity and social responsibility. GVP’s exclusive client base is selected by invitation only based on these criteria; with the added focus of dedicated chapters covering CSR, sustainability and green innovation.

The books showcase entrepreneurial spirit; establishing powerful global networks and the creation of individual brand awareness by bridging cultures. The result is the ultimate interactive corporate gift and P.R. marketing tool for governments, companies, hotels and business people providing leading products and services for their region.

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Chapter 1

Best of Abu Dhabi & UAE

“He who does not know his past cannot make the best of his present and future, for it is from the past that we learn.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Best of Abu Dhabi & UAE

Our Father Zayed 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 in November 2004. Ruling Abu Dhabi since 1966, he guided the unification of the seven emirates into a federation established in 1971. With his son, HH Sheikh Khalifa bin Zayed, who took over the reins of power after his father’s demise and the current Crown Prince of Abu HH General Sheikh Mohammed bin Zayed bin Sultan Al Nahyan who is also the Deputy Supreme Commander of the UAE Armed Forces, this revered father figure enjoyed a lifetime of achievement, transforming an entire nation whilst earning the loyalty of his people and the respect of foreign governments.

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Profile Zayed was born in 1918 and named after his grandfather, Sheikh Zayed bin Khalifa Al Nahyan, who had the longest reign in the emirate’s history, ruling Abu Dhabi from 1855 to 1909.

Known as ‘Zayed the Great’ and ‘Zayed the First’, he played a large role in forging unity between the tribes of Oman and leading the Bani Yas tribe.

Zayed’s father, Sheikh Sultan bin Zayed Al Nahyan, ruled Abu Dhabi between 1922 and 1926.

Then Zayed’s uncle, Sheikh Saqr bin Zayed Al Nayhan, reigned followed by Zayed’s eldest brother, Sheikh Shakhbut in 1928. After his father died in 1927, Zayed moved to Al Ain, about 160 kilometers east of Abu Dhabi, where he spent the rest of his youth.

At that time, the seven emirates, known then as the seven Trucial

States, had been under British influence since 1820. Abu Dhabi was impoverished with its economy based on fishing and pearl diving. In the 1930’s, the economy suffered when the market for Gulf pearls collapsed after Japanese scientists invented the cultured pearl. At this point, the first oil company scouting teams came to conduct geological surveys, and Zayed was appointed to guide them around the desert.

When oil was discovered in Abu Dhabi in 1958, the economy began to improve rapidly. The first commercial field entered production in 1962 from the offshore Umm Shaif field, and then from onshore at Bab. On August 9, 1966, Sheikh Shakhbut gave control of Abu Dhabi to his younger brother.

After assuming leadership, Sheikh Zayed introduced a

formal government structure, with departments developed to handle specific tasks. Priority was given to build basic housing facilities, schools, health services, and the construction of a basic infrastructure and planting of trees to ‘green’ the desert.

When the UK announced in January 1968 that it would withdraw its military presence in the Gulf, Sheikh Zayed was the first statesman to call for a union.

Zayed realised that for Abu Dhabi to prosper, it would need to cooperate with its tribal neighbours.

His first step was to meet with the then-ruler of Dubai, Sheikh Rashid bin Saeed Al Maktoum. Eventually they signed an agreement on the February 27, 1968, which formed a federation of nine emirates (Abu Dhabi, Ajman, Bahrain, Dubai, Fujairah, Ras Al-Khaimah, Sharjah, Qatar and Umm Al-

Quwain). Unfortunately there were setbacks as Zayed tried for three years to bring things together.

Bahrain and Qatar decided to seek full independence and Ras Al-Khaimah also declined to join.

On the December 2, 1971, a federation of six emirates (Abu Dhabi, Ajman, Dubai, Fujairah, Sharjah, Umm al-Quwain) formed the UAE. Sheikh Zayed was elected president and Sheikh Rashid was elected vice-president.

Shortly afterwards, Ras Al Khaimah decided to join the federation, which officially took place on the February 11, 1972.

Sheikh Zayed was re-elected as president at five-year intervals by the Supreme Council Members, who are ruling members of each of the seven emirates. Sheikh Rashid was re-elected vice-president until he died in 1990, at which time his son, Sheikh Maktoum, took his

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His legacy As leader of Abu Dhabi, the largest and richest of the seven emirates, Zayed used infinite patience to gain consensus and fuel progress and diversification. Zayed established the UAE’s modern infrastructure, he inspired a beautification campaign throughout the UAE, planting over 18 million palm trees and an additional 10 million other trees, now full-grown and lush, which line the emirates’ streets and highways. He built experimental farms and encouraged agricultural research to create plants capable of thriving despite the country’s heat and saline groundwater. As

early as 1967, he built a popular zoo in Al Ain. Sheikh Zayed’s wife, Sheikha Fatimah bint Mubarak, worked to improve education in the emirates. As chairperson of the UAE Women’s Federation, she helped advance the rights of her fellow countrywomen.

Under Sheikh Zayed’s rule, the UAE blossomed as a beacon of comfort and inclusiveness, one in which Westerners, Arabs and its many other nationalities live together harmoniously. Expatriates make up more than 85 percent of the population of over 5 million, and the UAE has one of the world’s highest per capita incomes.

Making the most of oil revenues, Sheikh Zayed transformed the UAE

into a modern and cosmopolitan centre, the ‘gateway’ between the East and the West.

For 33 years Sheikh Zayed worked to advance a pan-Arab approach to solving conflicts. He used the UAE’s oil income for sustainable purposes, abroad as well as at home, such as rebuilding the Palestinian refugee camp in Jenin after the Israelis destroyed it in 2002. He also financed a new housing project for Palestinians in Gaza.

In 2003, Sheikh Zayed tried to avert the impending US war on Iraq by calling on Saddam Hussain to step down. At a time when such qualities are urgently needed, Sheikh Zayed’s voice and vision are still deeply missed.

The President and ruler of the UAE HH Sheikh Khalifa bin Zayed Al Nahyan 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. Sheikh Khalifa has encouraged a new generation of leaders to the

fore, among them many of Sheikh Khalifa’s younger brothers, notably the charismatic new Crown Prince, Sheikh Mohammed.

Younger technocrats have been appointed to senior positions and the rate of development has quickened in the hydrocarbon, tourism, real estate, and industrial sectors. 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 that are not blessed with major oil and gas reserves like Abu Dhabi. He is also open to innovation in the Bedouin system in this conservative part of Arabia:

Elections were held for the Board of Abu Dhabi Chamber of Commerce and Industry, with two foreigners and two women being appointed.

Elections were also held for half of the forty seats in the UAE Federal National Council, which is the highest consultative body in the country.

Abu Dhabi and Dubai: Partners in Progress The formation of the sevenmember UAE in 1971 drew together the southern Gulf States with a common policy in foreign affairs, internal security, defense and immigration.

HH Sheikh Zayed took charge as the president and HH Sheikh Rashid Al Maktoum, Ruler of Dubai, as the vice-president.

Under their leadership, the UAE grew 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 benefitting from Abu Dhabi’s largesse. 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 audacious business exploits.

While it accedes to Abu Dhabi’s superior political clout in many matters, Dubai exercises autonomy over its internal affairs, especially over economic development. For

instance, Dubai decided in 2002 to sell freehold title to foreigners.

It has also taken liberal decisions in tourism.

Currently, 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.

So 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.

Today, the partnership between Abu Dhabi and Dubai looks

healthy. While Dubai drives the economic engine, Abu Dhabi keeps the union secure and stable, evolving its diversification plan at a sustainable pace.

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

father’s place. A wise ruler, Sheikh Zayed utilised the vast oil revenues of Abu Dhabi to fund projects throughout the UAE. He also played a major role in the formation of the Gulf Cooperation Council (GCC), which officially started in Abu Dhabi in 1981.

Sheikh Zayed’s health deteriorated in the 1990s and he often travelled to the US for medical treatment. In 1996, he underwent spinal surgery in the US and then in August 2000 had a kidney transplant, both of which he recovered from. His son, Sheikh Khalifa, who at the time was the Crown Prince and Deputy Supreme Commander of the UAE Armed Forces, succeeded him after he passed away on

November 2, 2004 (19th Ramadan 1425H).

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Sheikh Khalifa bin Zayed has brought a fresh wave of transformation and development to the UAE. Together with his charismatic brother, Crown Prince General Sheikh Mohammed bin

Zayed Al Nahyan, Deputy Supreme Commander of the UAE Armed Forces, the royal team espouse sustainability and measured socio economic development, fostering global

alliances in line with the UAE’s increasing stature.

Together they inherit the leadership of one of the world’s richest and most vitally strategic countries, which embraces

heritage and progress in a seamless united federation representing a prosperous and safe haven in an otherwise geo-politically vulnerable region.

Abu Dhabi, the understated capital, has often been unfairly overlooked in favour of its bustling neighbour Dubai, but this has changed dramatically with HH Sheikh Mohammed bin Zayed Al Nahyan’s drive to throw the doors

of the emirate open to 2.5 million tourists in 2010. He is recognised as the mastermind who has propelled Abu Dhabi into fostering prominent global alliances for the betterment of industry, tourism and diversification. Once projects are

completed, Abu Dhabi will house the Louvre and Guggenheim museums; a dedicated Formula 1 themed integrated park; sustainably designed real estate projects set among its offshore islands such as Saadiyat; where

mangroves and palms create the feeling of a verdant oasis. Despite the transformation, Abu Dhabi retains an Emirati character – but with a relentlessly modern twist made famous as the ‘the richest city in the world.’

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Best of Abu Dhabi & UAE

In 1969, Sheikh Khalifa was nominated as the Crown Prince of Abu Dhabi, this being followed by his appointment as the Head of the Abu Dhabi Department of Defence

Sheikh Khalifa was appointed, in 1974, as the first Chairman of the Abu Dhabi Executive Council, which replaced the Emirate’s Cabinet

Mubadala Development, established in 2002, is the main investment vehicle for the Abu Dhabi Government to achieve social and economic benefits

UAE’s oil resources make it the richest and most powerful of the seven emirates

Emerging UAE The UAE is a rapidly diversifying society that has successfully distilled a mix of moderate Islamic values with an ambitious agenda to create an inimitable brand of sustainable growth. With an estimated annual GDP of USD $54,607 and one of the world’s highest per capita incomes estimated at USD $ 33,000; a liberal environment predominates. This ensures that the over 200 nationalities residing in this sevenemirate federation that borders Oman and Saudi Arabia, is an ideal environment to live, work and prosper.

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Defined as the proactive employment of UAE nationals in the public and private sectors, emiratisation is the government’s response to tackling unemployment. With aims of reducing its dependence on foreign workers, Emiratis which currently stand at 16.5 percent of the UAE population, develop the experience, skills and knowledge needed in a diversified economy. In a bid to integrate them into the workforce, the government has established a mandatory quota system in certain sectors, particularly in banking and telecommunications, and is imposing quotas on the private sector for the employment of Emirati nationals too.

Religion Islam is the official religion of the country with the majority being Sunni Muslims. The holy day is Friday with most government offices, companies and schools remaining closed. With many expatriate Christians, especially from South Asia and Europe, the government 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.

Language The official language is Arabic although English is widely spoken and understood. Urdu and other sub continental languages are effectively the lingua franca amongst expatriate communities given the demographic ratio of 70 percent south Asians comprising an overall population of about 6 million. With the local dialect being distinct from that of the rest of the Arab world, there are even slight 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.

Currency The local currency is the UAE Dirham (AED or Dhs). 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.

Climate Relentlessly sunny skies prevail throughout the year. In June through September, the weather is generally hot and humid with temperatures averaging above 40°C (110°F). Humidity often reaches 100 per cent during these months. 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.

Dress Code The UAE 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 travellers have arrived for business or pleasure. It is best to confirm visa requirements online before your trip to ensure a minimum of hassle.

Ramadan With the dates of these annual Islamic holidays varying according to the lunar calendar, 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 businesses stay open into the night.

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

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

Holidays January - New Year’s Day April - Islamic New Year’s Day June - Prophet’s Birthday The celebration of the birthday of the Prophet Muhammad (PBUH).

August - Accession Day (6th) - Commemorates the accession of the ruler of

Abu Dhabi.

December - National Day (2nd) – Celebration of the founding of the UAE. Shopping Shopping is a national pastime in the UAE and one of the major attractions for visitors. Mammothsized malls abound, but have not replaced traditional souks (markets), of which there are several offering everything from Persian carpets and electronics to fresh fish. Extremely westernised in terms of their product offering, malls offer an incredible array of international brands, and many boast multiscreen cinema complexes, coffee shops and zany entertainment facilities ranging from indoor ski slopes to monster-sized aquariums.

Business hours The week begins on Sunday, with Friday and Saturday being considered the weekend in line with schools; Friday is the holy day. Some businesses open on Saturday or stay closed for half a day on Thursday.

The maximum number of working hours per week is officially set at 48, though exceptions are made for certain industries. The working day varies between straight and split shifts but generally speaking, government departments and services work from 07:00 to 15:00, Sunday to Thursday. Private businesses usually work a split shift from 08:00 to 13:00 and 16:00 to 19:30.

Telecommunications Communications are the responsibility of the federally run Emirates Telecommunication Corporation (Etisalat) in conjunction with Du, a second state owned Telecoms Company. Both are actively competing to expand their services with the objective of privatising this sector in 2015.

Education and employment The UAE has focused on educating both men and women.

In 1975, the rate of adult literacy was 54 percent among men and 31 percent among women.

Today, mandatory primary and secondary schooling has resulted in a strong literacy rate with both genders at nearly 90 percent. New initiatives are being launched at all educational levels. A key area of focus has been to transform KG to 12 programmes, to ensure that UAE students are fully prepared to attend universities around the world and compete in the global marketplace. In addition, some of the world’s best universities are creating programmes in the UAE, attracting talented students in the Arab world and globally.

The UAE is home to a wide range of universities, both public and private. UAE citizens can attend government institutions free of charge, and the UAE has one of the highest application participation rates in the world.

Ninety-five percent of all girls and 80 percent of boys enrolled in the final year of secondary school apply for admission to a higher education institution. UAE public universities include: UAE University,

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With a high fat, high sugar diet and a sedentary lifestyle, instances of diabetes, obesity and high blood cholesterol in the UAE are on the increase. According to the World Health Organisation (WHO) the UAE is ranked as 18th in the list of countries that have the most number of overweight and obese people, with 33.7 percent of adults in the UAE obese and 19.5 percent of them suffering from diabetes.

Zayed University (ZU), Higher Colleges of Technology (HCT).

Private institutions include the American Universities of Sharjah and Dubai, Sharjah University, Ajman University of Science and Technology, Abu Dhabi University, Al Hosn University. A number of international universities are opening campuses or programmes including Sorbonne, New York University, and Harvard Medical School Dubai Centre. There are also vocational and technical educational centres such as Emirates Institute for Banking and Finance, Emirates Aviation College and the Petroleum Institute.

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.

Natural resources The country has the seventh largest proven oil reserves in the world at 97.8 billion barrels, according to the Oil and Gas Journal in January 2009. The UAE also has the sixth largest proven natural gas reserves in the world at 214 trillion cubic feet. It is an important oil and

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natural gas producer and is a member of the Organisation of the Petroleum Exporting Countries (OPEC).

The UAE has the second largest economy in the Middle East after Saudi Arabia. Abu Dhabi is the focal point of the UAE’s oil and gas industry, followed

by Dubai, Sharjah, and Ras Al Khaimah. While Abu Dhabi is the hydrocarbon and industrial centre, Dubai is the trading, financial, and tourist centre of the emirates.

However these definitions are becoming blurred with Abu Dhabi diversifying its economy according to a template of sustainable growth, Plan 2030. As a result of economic diversification, the excellent airline connections and vicinity to South Asia, Africa and Europe, the finance and service sectors in the UAE represent a favoured base for multinational corporations in the Gulf.

The UAE is in the middle of a major expansion programmes of its hydrocarbon sector mainly through the use of enhanced oil recovery techniques at existing fields. Projects to develop natural gas from associated and non-associated fields are also underway. The UAE has suffered from a shortage of natural gas in recent years as domestic

demand for electricity generated in gas-fired plants has continued to rise, fuelled by generous subsidies, as well as the rapid development of the UAE as a regional commercial hub, and the increased delivery of industrialization projects using gas as a feedstock. However, despite the UAE’s large natural gas reserves, high extraction costs and sulfur content are major issues in their development.

Food Almost any type of food is available - 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 Hammour, which is excellent grilled, stuffed, or fried with spices. Or order a variety of Mezze (starter or hors d’oeuvre) such as Hummus (a chick pea dip), Kebbeh (meat patties made from minced lamb) or Tabbouleh (a diced tomatoes salad with onions, mint and parsley). Desserts 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. Since Muslims are prohibited from eating pork 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 labelled.

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

Alcohol 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. Sharjah is the only emirate in which the sale, possession and consumption of alcohol is banned. It also maintains the strictest decency laws in the UAE.

Traditional garb is still commonly worn by UAE nationals. Emirati men wear the traditional kandura, a long white cloak along with a headscarf known as the guthra.

To complete the look, Na-aal or sandals are worn. Emirati women wear the abaya, which is a long flowing black gown. Always in black to ensure modesty, the abaya is an elegant regional attire used to cover the female clothing, ranging from the plain, to those with intricate jewel designs. Accompanied by the shela, a piece of material that loosely covers the head. This is usually black, especially those used to cover the face. The older generation of women wear the burqa which is a metallic coloured object used to cover part of the face in order to ensure total modesty.

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“We stand at a threshold of a new era, whose ultimate objective is to entrench the rule of law and due process, accountability, transparency and equal opportunity.” His Highness Sheikh Khalifa bin Zayed Al Nahyan.

Governance His Highness Sheikh Khalifa bin Zayed Al Nahyan, Ruler of Abu Dhabi, was elected as the President of the UAE on 3rd November 2004, to succeed his father, the late HH Sheikh Zayed bin Sultan Al Nahyan, UAE President from 1971 to 2004. Since becoming president, he has presided over a major re-structuring of both the Federal Government and the government of Abu Dhabi.

The appointment of a new cabinet in February 2006, with Vice-President and Dubai Ruler HH Sheikh Mohammed bin Rashid Al Maktoum as Prime Minister, saw major changes with, crucially, the creation of new ministries devoted to the streamlining and modernizing of the business of government, a new focus on community development and, through the Ministry of Federal National Council (FNC) Affairs, an important step towards reform of the political

process with the introduction of indirect elections for half of the FNC’s membership.

HH Sheikh Khalifa has also undertaken extensive tours to study the needs of the Northern Emirates, during which he has given instructions for the building of various projects related to housing, education and the social services. He has overseen improvements in terms of efficiency and cost for services provided to the public and the opening up of much of the economy so that greater scope has been provided for direct private investment and for public-private partnerships.

He is also a strong supporter of the six-member Gulf Cooperation Council (GCC), believing that the success and achievements of this body reflect the depth of understanding reached amongst its leaders.

On a wider scale, the continuing turmoil in Iraq has seen HH Sheikh Khalifa pursuing a consistent policy of supporting the efforts by Iraq’s elected representatives to restore peace and stability, both through offering diplomatic support and via a wide range of assistance for reconstruction of Iraq’s shattered economy. Another issue viewed as crucially important is the conflict between Israel and the Palestinian people. As has been the case since the creation of the Federation in

1971, the UAE has continued to express its support for the Palestinian people, with HH Sheikh Khalifa demonstrating his own personal interest by funding a major housing programme, Sheikh Khalifa City, in Rafah in the Gaza Strip.

HH Sheikh Khalifa has held a number of other top posts in the Abu Dhabi government.

Since the late 1980s, for example, he has been Chairman of the Supreme Petroleum Council, responsible for oversight of Abu Dhabi’s upstream and downstream oil and gas industries, although he has also actively encouraged diversification of the country’s economy away from dependence on its depletable reserves of hydrocarbons. He is also Chairman of the Abu Dhabi Investment Council and Honorary Chairman of the Environment Agency - Abu Dhabi (EAD) and was until 2006 the Chairman of the Abu Dhabi Fund for Development (ADFD), which oversees the country’s international development assistance programme.

He has stated that his key objectives as President of the UAE are to continue on the path laid down by his father, whose legacy, he says, “will continue to be the beacon guiding us into the future, a prosperous future where security and stability will reign.”

Easing in a process of gradual democratisation which is gathering pace in a structured way, the Federal National Council (FNC) is the UAE’s attempt to create consensus via an advisory 15 Best of Abu council, formed under theDhabi Provisional Constitution of the UAE in 1971 as a permanent component of the country’s governing structure. Also including the Supreme Council, President, Cabinet and Judiciary, the council is composed of 40 members - eight from Abu Dhabi and Dubai; six from Sharjah and Ras Al Khaimah; and four from Ajman, Umm Al Quwain and Fujairah.

Sheikh Mohammed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi, Deputy Supreme Commander of the UAE Armed Forces

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is Highness General Sheikh Mohammed bin Zayed Al Nahyan is the Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces. He became Crown Prince of Abu Dhabi in 2004 and was appointed Deputy Supreme Commander of the UAE Armed Forces soon after.

Since 2004, he has also been the Chairman of the Abu Dhabi Executive Council. A staunch believer in the development of Abu Dhabi’s private sector, General Sheikh Mohammed has held positions of authority, drawing upon a wealth of diverse experiences. He says, “We believe in more economic liberalisation, with the encouragement of the private sector and foreign investment. Today the UAE is economically powerful, but more importantly, security in the country is something we can be proud of.”

Charged with numerous official responsibilities, in 1993, he was appointed Chief-of-Staff of the UAE Armed Forces and held the rank of Lieutenant General from 1994 until 2005, when he was promoted to the rank of General. In 2003, General Sheikh Mohammed was appointed Deputy Crown Prince of Abu Dhabi. In 2004, His Highness was

appointed the Deputy Chairman of the Abu Dhabi Executive Council. He says, “We are focusing on encouraging private investment and outsourcing more government services, with my particular priorities lying in education and health.”

After receiving his formal education in the UAE and England, General Sheikh Mohammed graduated from the Royal Military Academy Sandhurst in 1979. Always close to his father, in addition to his military responsibilities, General Sheikh Mohammed was the principal advisor on security issues to the late Sheikh Zayed bin Sultan Al Nahyan. As the Head of the Abu Dhabi Council for Economic Development (ADCED), which is the premier economic planning institution in the UAE, his keen understanding of economic strategy has been invaluable in leading Abu Dhabi into the next phase of development. Mirroring the ramified integration of the next phase of evolution outlined in the ‘Abu Dhabi Plan 2030’, he asks, “How can we sell Abu Dhabi to the outside world? We want visitors to see it as an interesting location to visit and invest in”. However, “we must focus on what the UAE needs, on where its interests lie,

A staunch promoter of all that denotes progress, Sheikh Mohammad bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces, is committed to opening up Abu Dhabi to the world – sustainably. on doing the best for the UAE.” As the Head of the Mubadala Development which, since its establishment in 2002, represents the main investment vehicle for the Abu Dhabi Government to achieve sustainable social and economic benefits for the Emirate, he is also the Head of the UAE Offsets Group. In addition, His Highness is the Head of the Abu Dhabi Education Council which was set up in September 2005 to develop education and vocational training.

“We have to enable the coming generation to be able to integrate and communicate with the world”, he says.

Modest and affable, with the appealing ‘human touch’ instilled by his father, General Sheikh Mohammed bin Zayed has received numerous citations and decorations from the UAE, the Kingdom of Bahrain, Qatar, the Kingdom of Morocco, Pakistan, the US, UK, France, and Italy.

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Abu Dhabi Overview Home to the capital city of the UAE and the largest of the seven emirates, Abu Dhabi plays a dominant role with the government maintaining a strong link between its leaders and its people. The ruler of Abu Dhabi, H. H. Sheikh Khalifa bin Zayed Al Nahyan, is also the President of the UAE and is focused on maintaining tradition within his country while providing for the needs of the 21st century. Within the emirate, the crown prince, H. H. Sheikh Mohammed bin Zayed Al Nahyan, also helps to oversee day-to-day affairs and serves as chairman of the Executive Council. In the international sphere Abu Dhabi and the UAE maintains a sound foreign relations policy and encounters few disputes with other nations. Regionally the UAE is a member of the Gulf Cooperation Council (GCC). The emirate holds the lion’s share of the nation’s hydrocarbon wealth. Oil was first discovered in 1958 and since then Abu Dhabi has utilised its petroleum to embark on a new diversification scheme, yielding a more balanced non oil-centric economy based on tourism, industry and financial services.

Economy The government is pushing ahead with ambitious infrastructure and developments with the Department of Economic Development aiming to reach the goals set out by the emirate’s Economic Vision 2030 plan. The long-term roadmap is towards diversification, targeting the manufacturing and the financial services sectors as well as an emphasis on the health and education sectors to provide a foundation for a knowledge-based economy. In the short to medium-term Abu Dhabi will face some challenges as the property market deflates and consumer spending – which accounted for about half of GDP in 2007 – falls but the long-term prospects for growth are still strong as the government remains committed to its 2030 plan.

Financial Services The National Bank of Abu Dhabi (NBAD) is the largest in the capital followed by the Abu Dhabi Commercial Bank (ADCB), both of which are majority owned by the Abu Dhabi Investment Council. The national banking sector grew at a CAGR of over 32 percent between 2003 and 2008. Thanks to quick measures taken by the Central Bank and the local government, damage during the global volatility was minimal with the Ministry of Finance setting up a $13.6bn liquidity facility in September 2008, followed by a more elaborate $19bn liquidity support scheme in the next month. At the start of 2009 the Abu Dhabi government announced a further USD $4.4bn injection of capital into local banks.

First-quarter results for 2009 show collective efforts have paid off.

The insurance industry has also grown over the past few years.

The Abu Dhabi National Insurance Company (ADNIC), a public/private enterprise in operation since 1972, leads the sector. The massive National Health Insurance Company (Daman), established by the government, has also grown in prominence as the UAE’s first specialised health insurance company. Daman was formed to address needs created by the introduction of compulsory insurance for expatriates and their dependents in 2006. In 2008 this scheme was expanded to Emiratis as the Health Authority – Abu Dhabi (HAAD) launched its compulsory health insurance scheme for nationals, called Thiqa. Overseeing these developments is the Insurance Authority (IA), established in 2007 as part of a broader move to monitor the industry at a federal level. The Islamic banking segment too is starting to take a larger share in sector activities and gaining regional prominence.

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Energy Sources The emirate is home to most of the UAE’s hydrocarbon reserves, which measure up to 97.8bn barrels of oil (the sixth-largest in the world) and up to 5 percent of the world’s gas reserves. The oil sector continues to form the backbone of Abu Dhabi’s economy, accounting for 80 percent of government revenues and providing the necessary capital to fund the emirate’s industrial and financial services sector – both crucial components of the diversification programme. With major increases in industrial production planned and an expanding population, rising electricity and water demand is putting a strain on power infrastructure and natural gas supplies. To address power supply issues the government is focusing on the installation of independent water and power projects (IWPPs) under the umbrella of the Abu Dhabi Water and Electricity Authority (ADWEA).

Abu Dhabi is also positioning itself as a future world leader in renewable energy and green technology, led by the efforts of the Abu Dhabi Future Energy Company (ADFEC), better known as the Masdar Initiative. The most widely received green energy project is likely to be the zero-carbon, zero-waste Masdar City – a USD $22bn mixed-use development that will eventually house 40,000 people, create 70,000 new jobs and bolster the emirate’s GDP by more than 2 percent. Solar energy and wind power are seen as crucial to diversifying from the oil sector and moving towards a sustainable mix of industry that provides prosperity long after oil reserves run dry. Renewable energy is also being targeted as a viable way to meet a growing demand for power and water supplies. In addition to the Masdar City plant a 100-MW solar plant known as Shams-1 is under construction with the government aiming to have renewable resources account for 7 percent of power production capacity by 2020. The private sector is also expected to play an important role with Abu Dhabi remaining firm in its commitment to green its economy for the long haul.

Transport Services The transport sector is undergoing improvements and expansions across all segments to ensure infrastructure keeps pace with strong growth elsewhere. Given the rapid population growth, which averaged 6-7 percent between 2005 and 2008, Abu Dhabi is eager to support the next wave of urban development. The government is widening the Mafraq-Ghweifat highway, and introducing an urban public transit system with hopes of significantly reducing the number of vehicles on the road. As air traffic steadily increases, so has the capacity of the Abu Dhabi International Airport and other airports overseen by the Abu Dhabi Airports Company (ADAC). The emirate’s main airport, unlike other major international hubs, has not seen a decrease in passenger traffic over the past few years and the government is investing accordingly: about half of the planned $6.8bn worth of expansions have already been completed.

Major changes are afoot at the emirate’s ports as well. Under the auspices of the Abu Dhabi Ports Company (ADPC) and the Department of Transport, the emirate is shifting operations at the main port at Mina Zayed to the massive Khalifa Port in the new industrial area at Taweelah.

In a first for the UAE, the federal government created an inter-emirate transport network in March 2009, setting in motion a long-discussed plan to connect all seven emirates via rail. The $3bn railway project will eventually connect with the larger 1940-km rail development that aims to connect all six countries of the GCC.

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Tourism In addition to Abu Dhabi’s positioning as a business centre, it is fast becoming a cultural and eco-tourism destination. The emirate is focusing on the high-end, low-volume segment through luxury developments and cultural offerings. The Louvre and the Guggenheim are developing Abu Dhabi branches on Saadiyat Island, the USD $27bn cultural district project. The Tourism Development & Investment Company (TDIC) is also going after the burgeoning eco-tourism segment by carefully developing some of its most naturally beautiful places on offer.

Sir Bani Yas Island, situated 170 km west of the capital, stands out as a prime example. TDIC is integrating sustainable development practices within the luxury resort planned on the island, complete with an animal sanctuary and a promise to plant a mangrove seedling for every visitor to the island. The sector strategy is overseen by the Abu Dhabi Tourism Authority (ADTA) and under its five-year plan for 2008-12 the emirate is looking to attract 2.3m visitors by 2012, up from about 1.5m guests in 2008. Various hotel developments are under way to meet current demand as well as an expected future increase.

Industry The emirate is most well-known for its petroleum resources, but as part of economic diversification there is a move towards industrial production.

Non-oil activities accounted for under 40 percent of GDP in 2007, and manufacturing in particular has made a significant contribution, increasing at 16.5 percent per year during 2002-07. The food, tobacco and beverage segment accounted for most of the investment in manufacturing. Petrochemicals and plastic production is expected to grow as the government pours more resources into heavy industry.

Currently, heavy industry ventures are focused on the town of Ruwais and the industrial port of Mussafah, site of the Abu Dhabi Industrial City and the planned Abu Dhabi Polymers Park. Upon completion the Khalifa Port and Industrial Zone (KPIZ) will also feature the world’s largest petrochemicals complex. The metals manufacturing sector is also set to grow as the USD $5.7bn Emirates Aluminium smelter, under construction in Taweelah, becomes the world’s largest greenfield aluminum plant. The industrial sector will play an increasingly prominent role in the economy and is a crucial part of the emirate’s diversification scheme.

Abu Dhabi is steadily emerging as a regional centre of media and culture as government-sponsored initiatives and foreign investors push

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the sector towards new heights. The print segment still dominates the UAE advertising market, accounting for double the amount spent on television. Promising new additions such as The National and expansions planned by Reuters should ensure the industry stays on its toes. In the realm of television, locally based channels aim to take on more established pan-Arab stations, like Middle East Broadcasting Company (MBC) and Saudi TV. ADMC’s Abu Dhabi TV revamped and rebranded in October 2008 for regional competition against a backdrop of some consolidation amongst Middle East and North Africa operators.

ADMC is viewed as a point of stability within the region thanks to generous government funding. In 2008, the government launched twofour54, an umbrella organisation that provides support for the media sphere across the Arab world, and Imagenation, the government’s film production firm, which is reportedly seeking to spend more than $1bn over the next five years.

The IT and telecoms sector has established itself as one of the strongest in the region, due to strong demand and generous spending by the government. Telecoms has recorded some of the fastest growth over the past five years. Since Emirates Integrated Telecommunications Company (du) broke the monopoly of Emirates Telecommunication Corporation (Etisalat) in 2006, prices have dropped and market competition has helped to spur much growth. In 2002 mobile penetration rates stood at about 70 percent; by the end of 2008 this number had jumped to about 200 percent. In the fixed-line segment, coverage is largely delineated geographically, with du dominating in Dubai and Etisalat holding the advantage in the rest of the UAE. In 2007, IT spending increased by 41 percent year-on-year to more than $790m, about 27 percent of which was accounted for by the government. The sector is an integral part of the Abu Dhabi: Economic Vision 2030 and the emirate is seeking to raise internet penetration to 60 percent by 2030, up from 11 percent in 2007.

With this in mind, the main focus will be on increasing the speed and penetration of broadband connections, and the government is rolling out measures to increase usage, such as free internet parks throughout the city. Both Etisalat and du are improving broadband infrastructure and are in the process of installing a fibre-optic network that will increase speeds from their current maximum of 12 MBps to 16 MBps. Once the network is fully installed, it will be the first city in the Middle East to be fully connected via fibre-optic technology. It will also provide the foundation for the development of new value-added ervices and products.

Real estate & construction The softening of construction costs has altered the course of the market to some extent; during the height of oil and materials prices, developers were largely constrained to luxury developments to keep healthy profit margins. Lower costs translate to developments with a lower price tag, clearing the way for much-needed activity in the middle- and low-income segments. Overall the real estate market is undersupplied and affordable housing developments such as Al Reef Villas could make major strides in closing the supply gap. The government too is keeping contractors busy with a raft of infrastructure projects planned in line with its broader goals and backed by stable reserves.

A rising status in the arts and culture world – based on ambitious collaborations with the Louvre, Guggenheim and other global leaders – is also helping to make Abu Dhabi more attractive to foreigners and increasing the livability of the city. With more than half of the population under the age of 30 in 2006, demand from the youth market should help to keep the commercial real estate segment strong over the coming years. The government has clearly had a strong hand in shaping the current and future trajectory of Abu Dhabi and remains committed to its expansive development plans, funded by five years of budget surpluses.

Health services & education The health sector is undergoing a transformation as structural changes have seen private involvement and competition flourish, driving up standards and bringing in greater investment. In Abu Dhabi 19 percent of the population is afflicted with diabetes and there are also high rates of obesity. The General Authority for Health Services was recently reformed into two separate entities to increase efficiency. The Abu Dhabi Health Services Company (SEHA) is responsible for public health centre management, while both the public and private sectors are regulated by the Health Authority – Abu Dhabi (HAAD). There is a definite focus on encouraging the participation of the private sector and SEHA has already engaged noteworthy international firms such as John Hopkins and Cleveland clinic to manage various public facilities. Meanwhile, mandatory insurance coverage has provided access to services for expatriates.

The National Health Insurance Company (DAMAN) provides the base of universal coverage and covered about 30 percent of the UAE’s population by mid-2009. The UAE has also made notable advances in the field of medical IT. Electronic claims management had already been implemented in several hospitals by the beginning of 2009 and is being rolled out over the course of the next three years. The need for largescale medical infrastructure is largely covered by projects already in the pipeline, but there still remains a scope for consolidation and expanding homecare services.

The education system is also a focus of governmental efforts with the sector in 2009 and a programme of reform that is harnessing private expertise and international models. The establishment of international campus branches such as the Paris-Sorbonne University and New York University in Abu Dhabi has garnered much media attention in local press.

Local institutions, such as the Al Ain-based UAE University and Zayed University, have also continued to evolve and are of great importance to the country’s plan of reducing the number of foreign skilled workers and preparing Emiratis for competition in the international labour force.

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Land of oil, camels & more Whilst the majority of the UAE’s wealth derives from oil reserves today, liquid gold does not last forever. Despite its vast reserves, the pace of socio-economic diversification has picked up with new areas - previously scarcely explored - such as tourism and real estate, to ensure a more sustainable future for its people.

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To stimulate Al Gharbia’s economy and position in the region squarely on the world tourism map, festivals are being held annually. The third Al Dhafra Camel Festival was organised in January 2010, with camel auctions, races, beauty competitions, handicraft, cooking and photography competitions, the festival attracted 28,000 camels to participate in the various events.

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or now the UAE can breathe easy as oil reserves are expected to last for several more decades at the current rate of demand. But where are they?

Largely situated in the emirate of Abu Dhabi, especially in ‘Al Gharbia’ which means the ‘Western Part’; this is a relatively vast area that has so far been scarcely touched by the magic wand of prosperity.

Covering about 60,000 square kilometres of the emirate of Abu Dhabi, Al Gharbia makes up 83 percent of the landmass of Abu Dhabi. However, it is the least populated part of the country, relegated to the proverbial back burner in terms of progress and diversification.

Imagine an expanse of golden desert with rolling dunes and seven major townships. Living in the throes of a traditional lifestyle, several of these towns are actually closer to Saudi Arabia geographically and maybe even culturally. Nevertheless, sweeping change is at hand. Today, thanks to the efforts of the Western Region Development Council (WRDC), Al Gharbia has been receiving the attention that it rightly deserves.

The ongoing five-year plan that was launched by WRDC in May 2008 has, with determination, moved towards sustainability in all spheres. Facilities like public transportation, public parks, TAMM centres that house health

and Government services under the same roof serve to improve the living standard of its 120,000odd population.

To facilitate employment and eventually ensure a steady income for its people, Al Gharbia region is now being promoted as a tourist destination that also has immense investment potential.

With a 350-kilometre natural coastline, the region is set to attract tourists from nearby countries like Saudi Arabia and Qatar. Even though Al Gharbia may not be glitzy as Dubai or overtly wealthy as Abu Dhabi, it is the genuine repository of the UAE’s local heritage and culture. Festivals like Al Dhafra Camel Festival, Al Gharbia Falconry Festival, Tel Moreeb International Festival, Mirfa Watersports Festival and Liwa Date Festival are some of annual events designed to attract tourists. With the Dalma Islands and Sir Bani Yas Islands that are being developed sustainably, the opportunity of promoting eco-friendly tourism is no longer a mirage.

Given the fickle nature of global tourism inflows that fluctuates according to macro economic trends, a strategic imperative to attract tourists from the region, is being realised. Authorities are positioning the region on the tourism map with a focus on tourists from Qatar and Saudi Arabia. With 250,000 visitors expected to call at both resort

Moreeb Dune (Scary Mountain) South of Liwa Oasis - 300m above sea level long hill climb 50 degree slipface. Home to some of the tallest sand dunes in the world, Al Gharbia includes seven main cities of Madinat Zayed, Mirfa, Liwa, Ghayathi, Sila, Ruwais and Dalma Island.

each year, the residents of Al Gharbia will be trained at a new tourism college on Dalma Island.

With an estimated AED 98 billion investments and a five year plan five years plan

for infrastructure, tourism and economic development projects in the region, Al Gharbia will no longer be a remote dot on the map, but rather will witness a renaissance, Arabian style...

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Ajman Laid-back and unassuming, Ajman, located near Sharjah and Umm Al Quwain, is one of the smallest emirate with an area of just 260 square kilometres. It is a pleasant blend of old and new that encompasses three main areas: Ajman City, Masfout and Manama. About 90 percent of the population resides in the city, which has grown considerably due to an influx of people from neighbouring Dubai and Sharjah. The emirate’s strategic location at the entrance of the Arabian Gulf places it at the crossroads for eastern and western markets.

Through leadership, strong political ties in the region, generous development and efforts to encourage foreign investment, Ajman is gaining a strong and positive reputation.

Economy In 2006, Ajman’s GDP rose to AED7.5bn ($2.04bn), contributing 1.25 percent to the UAE’s overall GDP. Due to the emirate’s small size most sectors are growing. Price increases elsewhere have led to investment in Ajman which is less expensive and more conveniently located. The Ajman Free Zone is the largest in the Northern Emirates and hosted 2115 companies at the end of 2006. The free zone has now been relocated to Al Zora, where it is part of a mixed-use development. Ajman is open to outside investors and has attracted foreign businesses. There is no ban on foreign property ownership and business licenses have been available to nationals and expatriates since October 2005.

Financial Services Ajman’s financial services contributed about AED28.42bn ($7.74bn) to the economy in 2005. The banking sector in particular has grown significantly since 2002 with the development of retail banking, initial public offering financing and sustained low interest rates. The leading bank, Commercial Bank of Dubai offers its services to foreign institutions at the Ajman Free Zone resulting in an increase of $13.61m in 2000 to $1.36bn in 2005.

The insurance and banking loans sector are also growing with further economic development and population increase.

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Energy Sources The Federal Electricity and Water Authority (FEWA) has increased its capacity at the Al Zora power plant in Ajman, as prospering businesses and real estate developments create a power demand. Due in part to low revenues, investments in capacity have not kept up with demand, resulting in shortages. This has led to rationing with some businesses reliant on diesel generators. Developers are looking more seriously at alternatives for high demand uses such as air conditioning. For instance, centrally located chilled water is being used to cool buildings. The Ministry of Energy is also promoting renewable energy sources and is currently gathering information for research projects.

Transport Services With a population growing at 18 percent per year and real estate investments of more than AED80bn ($21.78bn), transport and infrastructure improvements are being made. Focus is directed at further updates and possible relocation of the Ajman Port, better road links to neighbouring emirates and a new sewage and wastewater treatment plant. As air conditioning drains the electricity supply, district cooling that cools from a central location to various locations has been introduced as an alternative. It initially met with some resistance due to high start up costs but the technology is starting to catch on. The municipality’s planning department is also making efforts to systemise and rationalise land use for maximum economic benefit aimed at environmental sustainability.

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Tourism With the busier and more crowded emirates next door, Ajman has become a place for tourists to enjoy luxury and comfort away from it all, with five-star hotels under construction on the Ajman corniche and within the city. As hotel occupancy in the neighbouring emirates is about 80 percent, the anticipated rise in Ajman’s hotel rooms and apartments will provide welcome relief, particularly to business travellers. Another development underway is the Al Zora project, located on the eastern side of Ajman Creek and providing an exclusive, integrated holiday and residential destination.

Industry Historically, the textiles industry has dominated, but there has been a shift recently to greater investments in the areas of chemicals and machinery production. The boat-building sector is also expanding beyond traditional dhow boat building. The emirate is taking advantage of a new trend in leisure marine products - luxury yachts with manufacturers meeting local demand and developing a sustainable export market. With the possibility of 100 percent foreign ownership, repatriation of profits, no personal or corporate tax, the emirate’s free zone appeals to the manufacturing sector. With a growing population eager for more retail opportunities shopping complexes are being constructed. The AED400m ($108.9m), 150,000 square foot, Dana Mall is one such example.

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Real estate & construction In 2005, Ajman’s property market was worth about AED3.5bn ($953.05m). The cheaper and more liberal work permits in the emirate mean fewer problems with labour compared with the rest of the UAE. Although developers are concerned with its infrastructure, the emirate remains a key destination for new investment. Ajman is the first emirate to offer 100 freehold rights to non-nationals with the government and private sector entering the real estate market. This has led to an increase in mortgages as land prices have increased from $11 per square foot to $100 per square foot. By the third quarter of 2007, developers in Ajman had announced projects with total investments of about AED80bn ($21.78bn).

Health services & education Like the rest of the UAE, Ajman offers free medical care for its Emirati citizens. The coming years will see tremendous growth as investments are being made in various publicly funded medical projects such as the expansion of the Sheikh Khalifa hospital. The construction of a new hospital at Masfout as well as several clinics is also planned.

From the 2006-2007 school year, expatriate students could attend state schools for a fee. Ajman has worked to position itself as part of the modern knowledge economy by fostering educational institutions and a first-rate teaching hospital. The Ajman University of Science and Technologies and US-based Preston University offer bachelor and masters degree programmes in engineering, computer science, business administration, education, foreign languages and fashion design. Further economic growth will support three to five new universities and other higher education institutes.

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Dubai - Overview Dubai has enjoyed much diversification with record-breaking structures such as the Burj Khalifa, shopping complexes, and tourism attractions abound. All this activity comes from an emirate blessed with a geographical location, within a five-hour flight of 1.8bn people, and a stable government that realised long ago the importance of diversifying away from oil. Prime minister and ruler of Dubai and vice-president of the UAE, H. H. Sheikh Mohammed bin Rashid Al Maktoum has, by preserving the liberal principles adopted by his father, transformed the emirate into a model for fast-track development and successful diversification policies. Dubai’s light looks set to continue to shine.

Economy Dubai’s non-oil sectors grew by over 15 percent from 2000-2005 with wealth from hydrocarbons being largely invested in the service sector, particularly real estate and tourism. Dubai’s location attracts various developers and tourists. Dubai’s ports, such as Jebel Ali make it an attractive market for the emerging powerhouses of India and China.

Dubai International Capital (DIC), part of Dubai Holdings, has bought stakes in the UK’s HSBC Holdings and Standard Chartered, as well as Munich-based European Aeronautic Defense and Space.

Financial Services Domestic banks are thriving due to a growing banking-savvy population with the number of foreign and local banks in the UAE reaching 52 in 2007. The Dubai Chamber of Commerce and Industry, realises however that more competition is inevitable and recommended in 2008 that the UAE open its banking sector to new entrants to sustain growth levels.

Whether retail or corporate banking will be the main driver of growth in years to come is debatable. The retail sector remains far from saturated with strong consumer spending, negative real interest rates and product innovation while corporate loans and project finance deals remain popular. The UAE’s insurance sector is also growing at a rate of over 25 percent a year. Dubai leads in terms of insurance market share per emirate, accounting for 51 percent of business in 2006. Sharia-compliant insurance products, or ‘takaful’, are flooding the market and future growth is seen in this segment. Life insurance and motor insurance is on the up, as is policies for fire and the marine, aviation and transport segments.

Health care is also set to grow with the Dubai Health Authority making employers pay mandatory insurance for workers.

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Energy Sources Thanks to its location at the centre of one of the world’s largest energyproducing regions and its position between Europe and Asia, Dubai is set to become a financial and corporate centre for the global energy industry. The Dubai Mercantile Exchange (DME) has established two new crude oil futures spread contracts while the government has embarked on a massive liquefied natural gas (LNG) storage facility project. Oil industry heavyweights such as Halliburton have relocated their corporate headquarters to Dubai while companies such as British Petroleum and Shell have a strong presence in the emirate. Dubai is also exploring renewable energy options, such as solar and wind power and hydrogen and nuclear-based power stations. Electricity consumption rose by 30 percent in 2007 with demand set to double by 2015. As a result, the Dubai Electricity and Water Authority (DEWA) has increased its production capacity by 2.5 times since 2008 and will continue to do so until 2012 at a cost of about $19.9bn in capital expenditure.

Tourism Contributing an estimated 18 percent of the emirate’s direct GDP and 30 percent indirectly, the emirate’s hotels and apartments attracted about 6.5m visitors in 2007 generating over $3.5bn in revenues. Dubai’s tourism sector is powering ahead in retail, sports, and meetings, incentives, conferences and exhibitions (MICE) and medical tourism. Dubai is home to the world’s only seven-star hotel and has other luxury locations. Al Maktoum Airport, scheduled for completion by 2015, will cater for the increased influx of visitors. It is expected to be the world’s largest airport complex with six runways, a port, attached residential areas and hotels as well as a free trade zone with the capacity to handle between 120m and 150m passengers.

Transport Services Dubai’s position as an aviation centre looks guaranteed through the expansion of the existing Dubai International Airport (DXB) and the construction of Al Maktoum International Airport set to become the world’s largest aviation facility. Economic development is adding pressure to the emirate’s road networks and to this end, the Road and Transport Authority (RTA) was created in 2005 to enhance the existing public transport system and offer new solutions to congestion. Vital to this strategy is the Dubai metro, which opened in 2010 and is the longest driverless system in the world, while buses, waterbuses and water taxis are being upgraded.

The RTA is investing $1bn in a state-of-the-art tram network along the Al Safooh Road. On top of that, Dubai’s road networks are being improved with projects such as the Sixth Crossing over Dubai Creek, which is a two-bridge, 12 lane structure that will extend over 1.7km and rise to 205 metres at its highest point. Dubai’s Logistics City will enable companies to distribute cargo via land, sea or air from one location.

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Dining & Entertainment

Industry Industry is making significant advances across the UAE as whole with the sector contributing nearly 20 percent to the country’s non-oil GDP in 2006. Dubai is making a name for itself as a haven for small and medium-sized enterprises (SMEs) and realises the importance of a healthy industrial sector. To this end, developers are working on the 52m square metre Dubai Industrial City (DIC), set to open by 2015 and aiming to become a centre for the region’s industrial and manufacturing sectors, including chemicals, heavy industry and food and beverages.

Dubai Maritime City, opening in 2012, will be the world’s first industrial centre dedicated to maritime and associated industries. Dubai Aluminium Company (Dubal) is another feather in Dubai’s industrial cap and is the largest single non-oil contributor to Dubai’s economy.

Opportunities also exist for local steel producers, the food and beverage industries as well as fertilisers.

The UAE’s telecoms market has grown rapidly in recent years. Etisalat has developed from a small local company into one of the world’s leading telecoms providers, while du, marked its first full year of operations in 2008. Providers are looking towards the arrival of mobile television, which is television beamed to a mobile phone handset.

Information technology in the UAE has seen much investment over the past decade with the Dubai Internet City attracting some of the world’s top IT companies. The IT sector is set for further growth. For example, Microsoft is to open an innovation laboratory in Dubai, to develop, in conjunction with Emirates Airlines, information technology solutions for the aviation and travel industries.

Dubai has built up a reputation as a major retail and shopping destination. Retail complexes occupy prime space with tourism and shopping being inextricably linked. With a young, growing brand-aware population, Dubai’s unique retail sector looks set to remain a success.

Real estate & construction One third of the world’s supply of construction cranes are currently in operation in Dubai. Despite rising costs and labour and materials shortages, the sector has over USD $1.1trn worth of projects underway. For instance, the Business Bay project, is being developed

by Dubai Properties and conceived as a new central business district and Dubai World Central, which will be the largest development of its kind, with the infrastructure to support 900,000 residents and 700,000 workers. The emirate also promotes regional environmental issues and as of January 2008 all builders and developers in Dubai must meet a set of green building regulations.

The real estate market in Dubai has witnessed an increase since 2003. In addition to growth in the residential segment, the commercial segment is witnessing growth with the emirate expanding its business infrastructure to become a financial services centre. The tourism sector is a primary driver of the real estate industry in Dubai, and, with millions more tourists expected to flock to Dubai’s shopping and beach attractions over the coming years, demand for luxury hotel rooms is on the rise and several large-scale developments should satisfy this. Likewise the retail market is important for the real estate sector. The government is seeking to impose some order to the mostly unregulated property market by introducing new laws, which will encourage investment.

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Health services & education Rapid population growth means the demand for healthcare services in Dubai has increased with the need for hospital beds set to double by 2025. The UAE government has overhauled the public health infrastructure at primary, secondary and tertiary levels and there are nine major hospital projects underway at a value of USD $596m. Dubai has also invested heavily in specialist care units and health education is becoming a priority in schools with public health initiatives underway.

Funds are being allocated for research and development at the Dubai HealthCare City (DHCC) with a USD $1.8bn public-private partnership with the Tatweer group. The private sector is also expected to play an increasingly crucial role, with global health care providers eyeing the Dubai market as a potentially lucrative option.

Dubai’s education sector is expanding with heavy government investment and increased private sector involvement at all levels. The creation of education and research free zones has attracted worldrenowned institutes. For instance, Dubai Knowledge Village, is host to some 20 international universities from 10 countries including Canada, Ireland, the UK and Belgium. The UAE government has now localised education efforts to some extent, with each of the seven emirates encouraged to establish bodies to liaise between local educators and the federal government on the implementation of modernisation programmes. To this end, Dubai has created the Knowledge and Human Development Authority (KHDA).

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Jewel of Arabia Fujairah, known as the ‘Jewel of Arabia’ possesses spectacular views of the Hajjar mountains, white sandy beaches, and lush green landscapes filled with palm trees.

It has long been a favourite weekend destination for locals and Europeans alike. The dramatic mountain scenery delivers a stunning backdrop to the glorious blue of the Arabian Sea and pristine stretches of beach. The government of this 130,000-populated emirate is actively promoting the ongoing development of Fujairah as a tourist destination, opening up great opportunities for investors to share in its success.

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ujairah is the only emirate that is almost completely mountainous and has a higher than average yearly rainfall allowing farmers to cultivate crops. Although the city has a warm climate for most of the year, October to March is relatively cooler. Apart from a visit to Khor Kalba, with its open beaches, bird life and picnicking families, the town of Fujairah itself is splendid at dusk, when the sunset on the sand dunes is stunning and the road eventually meets the Hajjar Mountains. About 30 kilometres before Fujairah on the road from Dhaid you’ll drive through Masafi’s

famous Souq Al-Juma (Friday Market) which is actually open every day from 8am to 10pm and is abound with rugs, fruit, vegetables, household goods and souvenirs.

A paradise for watersports enthusiasts, the warm crystal waters of Fujairah are perfect for diving, snorkelling and fishing.

After all that, visitors can laze by the pool or on the beach at one of many resort hotels around Khor Fakkan and Badiyah. Off-road driving through the desert, boulderstrewn wadis and emerald green date groves nestled between the towering Hajjar peaks, is on offer

for the more adventurous.

Fujairah is also a hidden treasure of historical sites with a 300 year old fort and small wind towers still standing in neighbouring villages.

Archaeological excavations have shown that man’s presence in the region dates back to the Iron Age. Some of the most important archaeological finds in the Arabian Gulf have been made in the emirate.

Economical development Local industry consists of cement, stone crushing and mining as well as an increase in construction

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The ruler of Fujairah is H. H. Sheikh Hamad Bin Mohammad Al Sharqi. The Crown Prince is H. H. Sheikh Mohammed bin Hamad bin Mohammed Al Sharqi.

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- With an estimated population of 130,000 in 2006, Fujairah covers an area of 440 square miles and is equivalent to 1.5 percent of the country’s total area.

- Fujairah, the fifth largest emirate, lies on the Gulf of Oman in the east of the UAE and was part of Sharjah until 1952.

- Established in 1987, the Fujairah International Airport is located just 1 kilometre from the city.

activity. The federal government employs most of the local workforce with many working in the service sector. The free zones have also flourished as full foreign ownership is allowed. H.H Sheikh Saleh Al Sharqi, younger brother to the ruler, is widely recognised as the driving force behind the

commercialisation of the economy.

In 1997, the ruler of Fujairah, H.H Sheikh Hamad Bin Mohammad Al Sharqi issued a directive establishing the Fujairah Tourism & Antiquities Authority (FTB) under the chairmanship of Sheikh Saeed Bin Saeed Al Sharqi for the purpose of developing and

promoting tourism, and to utilise the various natural and cultural attractions. Since then Fujairah has witnessed a rapid rate of economic and social development and tourism activities with further ambitious plans that extend the base of industrial, commercial, and agricultural production.

The emirate is planning future developments in the Dibba area on the north of the Oman border and five star villas and hotels are being constructed to encourage the influx of tourists. With its natural beauty and plenty of activities on offer, Fujairah is fast becoming a worthwhile place to visit.

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The ruler of Ras Al Khaimah is His Highness Sheikh Saqr Bin Mohammed Al-Qasimi.

Located in the northern part of the UAE bordering Oman, the emirate is one hour north of Dubai and two hours north of Abu Dhabi by road.

While UAE citizens make up less than 20 percent of the population in the UAE, this figure is higher in Ras Al-Khaimah with 50 percent of the emirate’s population being Emiratis.

The Ras Al-Khaimah International Airport situated in the Jazirat AlHamra area, operates cargo and passenger services to various destinations

Ras Al-Khaimah Overview Meaning ‘the top of the tent’, Ras Al-Khaimah covers an area of 2,900 square kilometres along the eastern coast of the Arabian Peninsula. With un-spoilt beaches and clear blue waters it is a haven for snorkelers and divers who may bump into dolphins, turtles, sea cows or whales while exploring the coral reef. The 300,000-populated emirate also offers an upward glance at the majestic Al Hajjar mountains.

This dramatic juxtaposition of red-duned desert and rocky mountain create a stunning backdrop for those wanting to trek into the rustic villages for a closer look at its inhabitants and the traditional way of local life.

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Rich Heritage Archeological sites, forts and abandoned villages have revealed a history dating back to 5000 BC. Landmarks worth a visit are the Dhayah Fort, Sheba’s Palace, Falayah Tower and the Ras Al Khaimah National Museum which was the original residence of His Highness Sheikh Saqr Bin Mohammed Al Qasimi. Parallel to Ras Al-Khaimah’s development plans, Sheikh Saqr encourages the protection of the emirate’s history.

Over ten years ago, the Department of Antiquities and Museums established a division to manage the restoration of monuments of local and visual importance, like the watchtowers of the coastal towns of Jazirat Al-Hamra, Ma’arid and Rams.

Emphasis is placed on all aspects of authenticity, regarding the choice of materials and building techniques used during the restoration process. Protection of local culture for both the local

community, as well as possible heritage tourism with the support of the Ras Al Khaimah Tourism Board ensures the emirate position as a historical destination.

Jazirat Al-Hamra Jazirat Al-Hamra, which means ‘Red Island’, is a traditional town whose inhabitants survived on maritime and pearl trading before modernisation in the mid-20th century. An undisturbed picture of life before the discovery of oil

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is left behind and preserved until today. This whole area is unique for Ras Al-Khaimah and for the UAE, showcasing a fortress for defense purposes, mosques and various houses. It is one of the best places to study traditional coral stone architecture used along the coast of the Arabian Gulf.

name is often linked to ancient ruins built long after her time.

The palace ruins are accessible via a modern stairway. It is the only ancient Islamic palace in the UAE dating back to the days of Julfar, once the most famous and prosperous trading town in the whole lower gulf.

Dhayah Fort Located in the north of the Al Rams tow, the Dhayah area has always been a fertile area and has been settled at least since the third millennium BC. Records show that the fort appears to have been built during the 19th century on the foundations of much older structures. It is the only hilltop fort still in existence in the UAE. Upon climbing to the top, visitors are rewarded with a fantastic view of the lush palm gardens below, the Arabian Gulf to one side and the dramatic Hajjar Mountains to the other.

Top Attractions Ras Al-Khaimah tourism is developing its strategy around the concept of nature tourism; outdoor soft adventure sports, eco and nature based activities suitable to the emirate. Carried out in a manner that promotes the protection of the natural and local communities, and with consideration for the local heritage of Ras Al-Khaimah, there is plenty for visitors to enjoy year round.

Sheba’s Palace & Shimal The hill fort immediately above the village of Shimal is known as ‘Sheba’s Palace’, although it has nothing to do with the Queen of Sheba, who died more than 2,000 years before it was built. So great was her fame in Arabia that her

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Mussandam Peninsula Mussandam is dramatic and un-spoilt, with breathtaking natural scenery.

The country-side ranges from mangroves, sea level sabkha (saltflats), gravel plains and desert to stunning mountain scenery and the famous ‘fjords of Arabia’, where the mountains plunge steeply into the clear waters of the strait of Hormuz. As the area is under

Oman control, passport checks are made. Discover Khasab fort, Khor Najd beach or take a dhow trip along the coast.

Wadi Bih Rising to a spectacular 1,000 metres Wadi Bih, is considered to be the ‘grand canyon’ of the UAE, offering some of the most amazing views in the country. Starting from the clock tower roundabout in Ras Al-Khaimah, visitors can enjoy hiking, mountain biking and camping. Wadi Bih can also be reached from the East Coast, through the Dibba-Masafi Highway.

There is plenty to see close to Wadi Bih, such as deserted villages, other smaller wadi areas, the carved smooth face of the rock, greenery and majestic views of the great outdoors.

Wadi Asimah Close to Al-Ghail on the edge of the desert area is Wadi Asimah.

Valleys, narrow gorges, lush plantations and gardens, combine with wadi bashing for a fun day out.

Dibba Hiking from the village at Wadi Khab A’ Shamis, which is situated north of the Zighi turn off will provide you with some amazing views from the East Coast and Dibba.

Khatt Springs Just 20 minutes drive from Ras Al-Khaimah city, through the lush green agricultural land in Digdaga is the oasis town of Khatt that lies at the foot of the mountains. The resort consists of three natural

springs of hot mineral-rich water, which reaches temperatures of 40°C. Visitors can relax in the therapeutic pools and enjoy the other facilities.

Souq Shopping Situated between the Ras AlKhaimah Museum and running parallel to the sea, the souq is alive with shoppers purchasing everything from fabric and gold to kitchen items. Further along the creek on the western shore is the fish market as well as various tea houses. Close by there is another smaller souq area selling an array of hard to find Arabic souvenirs.

Parks & Gardens Saqr Public Park is located in the Suheelah area of Kharran. This vast expanse of greenery offers facilities

for the whole family and is also a farming settlement.

Water Sports From sailing and deep sea fishing to sunset cruises, Ras Al Khaimah has a host of water-based activities to suit all ages. Other options include water-skiing, kayaking through the mangroves, windsurfing and scuba diving.

Golf Choose between two courses in Ras Al Khaimah. The Tower Links Golf Club’s course meanders through a mangrove reserve with the Al-Hajjar mountains serving as a majestic backdrop.

While the Al Hamra Golf Club is shaped around a large open lagoon with four sub lagoons all inter-connected.

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Open for business Ras Al Khaimah (RAK), the fourth-largest emirate, continues to rise to an elevated position in the eyes of international investors. The government is embarking on an ambitious process of economic diversification and is targeting industry, tourism and real estate as the engines to power the emirate into the future. Under the rule of His Highness Sheikh Saqr bin Mohammed Al-Qasimi, RAK has also become an emirate of increasing political prominence, both within the region and internationally. The formulation of the e-government programme has been a crucial tenet of RAK’s drive for a more efficient governance style. The emirate’s business-friendly policies have helped to secure a rapid increase in foreign inflows and it has enjoyed a cumulative average growth rate (CAGR) of over 50 percent since 2003.

Economy With the oil and gas sector contributing about 3 percent of Gross Domestic Product (GDP), RAK is diversifying its economy to investment, trade, industry and tourism. A major initiative towards this has been the RAK Free Trade Zone Authority, the RAK Investment Authority and the Investment and Development Office. The emirate’s business-friendly policies have seen an influx of foreign investment in and outside of free trade areas. In 2007, wholesale and retail trades were the main contributors with 14.5 of the total GDP. This reflected an increase in disposable income.

Other factors in RAK’s GDP are its natural resources of agricultural land, and mineral deposits which are used in the ceramics and cement industries. Elevated numbers of visitors have contributed to a tourism boom. The real estate sector also offers further economic diversification with a young and rapidly growing population. Since 2003 RAK has had a Compound Annual Growth Rate (CAGR) of over 50 percent in operational surpluses and GDP grew by 13 percent in 2007 compared to the previous year.

Financial Services The financial services sector made up 7.2 percent of the emirate’s GDP in 2007 and with high GDP per capita and a population growth rate of nearly 5 percent, there is great potential for expansion. Although currently the focus is on the retail segment, particularly in the banking sector, the demand for more sophisticated products is strong. Success in attracting investment with many opportunities for corporate services. For example, RAK Offshore, established in 2006 to provide financial infrastructure for increased economic activity, had registered almost 2000 companies by the end of 2008. There are further plans for development of the authority for financial, logistical and insurance services; creating a demand for offshore banking accounts, investment banking services and financial products. The insurance segment, is still in its infancy, with penetration rates about 30 percent. However, further growth is inevitable especially as Abu Dhabi and Dubai look towards compulsory insurance schemes.

Transport Services To accommodate the growing number of tourists, expatriates and businesses, RAK is improving and developing an integrated transport infrastructure. RAK International Airport will see USD $150m from the government over the next 20 years to improve both cargo and passenger facilities with upgrades set to increase capacity to 1.5m passengers per year. Improvement to roads will also be made with about USD $272m to be spent in the next 10 years.

In a bid to reduce congestion a UAE national railway network is in the final planning phase and the project should be completed by 2015.

Trains will be an ideal way to transport raw materials around RAK and will complement the emirate’s heavy industrial base of aggregates and cement. With capacity expansions across all transportation segments, the logistics and warehousing business is expected to grow rapidly with about 1.5m sqaure metres of new warehousing space to appear within the next few years. Given the crucial connections between the transport sector and industry, the government maintains strong support for the sector to ensure commodities, tourists and residents continue to move freely throughout RAK.

Energy Sources RAK’s main challenge is to meet rising energy demand fuelled by ongoing development plans. Power generation is controlled in the Northern Emirates by the Federal Electricity and Water Authority (FEWA). FEWA has earmarked about USD $15bn for utility supplies projects in RAK and neighboring emirates. The RAK government has also stepped in with plans for four power plants, with a 740 total MW capacity. Other projects are being formulated as well and government officials expect to solve the energy problem within 3 to 5 years.

With limited hydrocarbon reserves RAK remains dependent on imports, but it is working to build up gas infrastructure through $100m worth of investment from the RAK Gas Commission (RAK Gas). RAK Petroleum is also expanding its exploration and production operations throughout the emirate. The government is also looking towards alternative sources, such as coal and solar power, and cooperating with Indonesia and India to bring coal supplies to the emirate.

Tourism RAK is expanding its tourism infrastructure to meet growing demand.

In 2007 about 215,000 visitors passed through, marking an annual increase of 28 percent in 2007, with new developments in the offing to attract 2.5m visitors each year. 20 hotels are set to be completed over the next five to 10 years. Business tourism is also an area of targeted development and RAK is in the process of boosting its meetings, incentives, conferences and exhibitions (MICE) segment through several projects, the largest of which is the construction of the RAK Convention and Exhibition Centre. The ongoing expansion of RAK International Airport will also significantly increase tourist capacity. Alongside these ambitious development goals, the preservation of the emirate’s heritage remains a priority, ensuring that visitors will be continually drawn back to this culturally rich and geographically diverse place.

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Industry Historically, the emirate has drawn from its rich mineral resources in limestone, gabbro and silica to provide for the cement, ceramic and glass industries. However, the government is pushing for diversification mainly through regulatory incentives and capital injections by the RAK Investment Authority (RAKIA). The authority also operates highly successful industrial zones, including the 3m square metre Al Hamra Industrial Zone and the Al Ghail Industrial Zone. In 2007 RAKIA witnessed a growth rate of 150 percent in the number of registered companies, holding its own with the RAK Free Trade Zone Authority (RAK FTZA), which has 5476 companies contributing a total of USD $2.72bn to the economy. RAK FTZA hopes to double the number of registered companies in the next three years.

Short-term obstacles to growth remain, mainly due to utility supply shortages. The government is addressing thus through the construction of four new power stations amounting to over 500 MW and implementing various solutions to meet the industry’s power requirements.

Real estate & construction The construction sector is continuing to grow despite global volatility and it remains the main economic contributor within the emirate.

RAK’s young population, about half of all residents are below the age of 19, is creating the need for more residential space. The emirate’s population is expected to rise from around 200,000 to 750,000 by the year 2020. The government has established two property development companies: RAK Properties and Rakeen, to encourage building and investment in both the real estate and tourism sectors. Mixed-use residential, commercial and hotel developments are also in the pipeline.

Considerable effort is being directed towards the public sector and social infrastructure, such as new schools, hospitals and research centres. In 2007, the Ministry of Public Works and Housing initiated projects worth a total of USD $27.64m. RAK offers development advantages over other emirates, such as greater land availability, lower start-up costs, abundance of materials like cement and affordability.

RAK’s business-friendly investment climate attracts a stream of private developers with light bureaucracy, high transparency and a developer’s escrow law increasing investor confidence.

Health services & education RAK aims to boost both the quality and public awareness of health services. The emirate is currently facing a shortage of beds, medical professionals and modern facilities. To combat this new hospitals are under construction while existing health care facilities are being upgraded.

Another major shake-up is the new regulatory system which will see the public hospitals of RAK and the other northern emirates under the delegation of the Emirates Health Authority. Meanwhile, the private sector seeks to offer potential investors and expatriates healthcare of a high international standard.

A higher standard of education is also of great importance. Students were once limited to the Higher Colleges of Technology (HCT) and Ittihad University. However, the RAK Free Trade Zone Authority (RAK FTZA) has helped numerous international institutions set up branches such as Bharati Vidyapeeth University (BVU) and Ecole Polytechnique Fédérale de Lausanne (EPFL). RAK plans to invest $1bn to build an education park housing international schools currently in the free zone, as well as future campuses. Strong support from Sheikh Saud bin Saqr Al-Qasimi, the crown prince and deputy ruler of RAK, suggests that the emirate’s commitment to improving educational standards will not flag in the foreseeable future.

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Sharjah - Overview Sharjah is the third most populous emirate as well as the third biggest in terms of land mass at 2600 square kilometre. It is the only emirate with ports on the Gulf and the Indian Ocean, thus occupying a crucial axis at the hub of global trade routes, ensuring its place as a centre of international commerce.

The leadership of H. H. Sheikh Sultan Al-Qasimi is at the forefront of democratising the UAE’s political process; bringing women into the political system, for example. Sharjah’s ‘My Emirate is Clean’ campaign showed that its leadership is willing to take the initiative when it comes to green issues.

Indeed, the country presents a fertile ground for forward-looking, environmentally aware investors.

Sharjah has achieved the right balance between economic development and respecting its unique cultural heritage, with visitors welcomed by ornate minarets, green parks and dhows. The construction and real estate sectors are booming, as is the burgeoning tourism industry.

Economy Sharjah’s manufacturing sector contributes to about half of the UAE’s industrial capacity, close international trade relations and a well-developed infrastructure. According to the Sharjah Economic Development Department (SEDD) the emirate’s economy grew by 19.9 percent from USD $9.5bn to USD $11.6bn. Much of this success can be attributed to the 10m square metre Hamriyah Free Zone, built in 1995 and home to more than 1100 companies. Such projects attract foreign investment as Hamriyah is one of few places in the UAE that permits 100 percent ownership of businesses and properties, as well as complete import and export tax exemption. Further incentives are the relatively low energy and water prices, kept affordable by government subsidies and the low cost of land in the emirate which, although rising, remains cheaper than Dubai. The government is focusing increasingly on public-private sector partnerships and has launched a campaign to remove unnecessary red tape to encourage trade and investment. On the international trade stage, Sharjah is forging closer links with Pakistan, China and South Africa.

Financial Services The UAE witnessed strong growth with assets rising from USD $120bn in 2004 to USD $235.5bn in 2006. Sharjah’s banking sector consists of large national, regional and international players. Relative to their size, Sharjah’s top four banking entities - Bank of Sharjah, Sharjah Islamic Bank, United Arab Bank and Invest Bank - punch above their weight, generating more profit than the average Emirati bank. Sharjah’s insurance market is set to receive a boost through the introduction of compulsory health insurance for expatriate workers by their employers. The UAE’s capital markets, currently young, are set to develop with the UAE’s Securities and Commodities Authority creating a book building system in 2008 and the introduction of new investment tools. The popularity of Shari’a compliant finance is also increasing.

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Transport Services For centuries Sharjah has been an important trading hub. To capitalise on its strategic location with the Gulf and the Gulf of Oman, Sharjah has three major ports: at Khorfakkan on the Gulf of Oman and at Khalid and Hamriyah on the Gulf coast. All three are being expanded and upgraded.

The fast emerging Sharjah International Airport is served by over 40 airlines flying to 250 worldwide destinations, with passenger numbers in 2007 standing at 4.3m, a 43 percent increase on 2006. Sharjah-based low cost carrier Air Arabia is a vital part of this, with growth figures that are the envy of the aviation world and big plans for the future. The roads of Sharjah are also undergoing massive expansion with aims of easing the emirate’s congestion. In addition to the building of an expressway above the Al Wahda Road and the widening of Emirates Road, the government is conducting a comprehensive study into public transport options.

Energy Sources Sharjah has only a small fraction of the UAE’s hydrocarbons reserves, about 1.5bn barrels and 5 percent of the UAE’s total gas reserves. The emirate’s energy consumption however is high as it is home to about 40 percent of the industries in the UAE. The Sharjah government has, therefore, enlisted the help of BP to develop a national energy plan, running until 2025, which emphasises the importance of diversifying supply and boosting the amount of renewable energy capacity. Indeed, as the economy grows, infrastructure is struggling to keep up. Infrastructure basics such as water, sewage, gas and electricity for new projects now require roughly two years time lag. With the aim of providing greater efficiency, Sharjah’s utilities may be privatised. New capacity in water and electricity plants has been added as well as increased efficiency and conservation measures.

Tourism Sharjah’s tourism sector is growing with hotel and apartment occupancy rates up from 981,501 in 2004 to 1.46m in 2007 and further tourist accommodation being built. The emirate is carving out a distinct tourism niche for itself in the Gulf, focusing on culture and attracting families.

Sharjah’s ruler H. H. Sheikh Sultan bin Mohammed Al-Qasimi has placed an emphasis on funding cultural projects. A prime example is the Sharjah Heritage and Arts area, located in the heart of Sharjah; the buildings, historical sites, narrow alleyways and souks have been renovated. Sharjah’s museums are centred in this area, for example the Islamic museum houses artifacts and manuscripts date back more than 1400 years and the Sharjah Art Museum features modern expressionism art from around the Arab world. The Sharjah Museums Department was established in 2006 and oversees 24 historical sites, publishes guide books in different languages, as well as opens new museums and upgrades existing ones.

Sharjah’s Prerna Film Festival, debuted in 2008 at the Sharjah Institute of Art and Theatre and featured short and feature-length films from Arab, Brazilian, Indian, Argentinean and other filmmakers, while the Arab Theatres Authority (ATA) was inaugurated in 2007, charged with enhancing cooperation amongst member theatre organisations in the Arab world.

As well as culture, Sharjah is attracting tourists with its natural wonders; pristine beaches, beautiful sand dunes and rustic parks.

Capitalising on these natural attractions the government has established initiatives such as the Emirates Desert Park and the affiliated Breeding Centre for Endangered Arabian Wildlife, located 20 minutes from Sharjah, while the Wasit Nature Reserve is a must for birdwatchers.

Meetings, incentives, conferences and expositions (MICE) tourism remains important, as business travellers tend to spend more per day than pleasure visitors, while the emirate is busily promoting itself abroad, with China and Scandinavia seen as key exporters of tourists to Sharjah in the future.

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Industry Sharjah is home to 45 percent of the UAE’s industrial activities and makes up 40 percent of industry-derived contribution to GDP. The emirate’s geographical position means it is in the middle of one of the fastest-growing regions in the world as well as being in close proximity to central Asia, the Indian Subcontinent and Africa which, between them, provide a pool of 2bn consumers. Sharjah jas created a stable economic and political environment and introduced investor-friendly policies, such as zero corporate or income tax, the establishment of free zones, no export or re-export tax, maximum 5 percent import duties and free currency transfers.

According to the 2006 Sharjah Statistical yearbook, fabricated metals and equipment works make up nearly a quarter of all industrial establishments, followed by chemical and plastics products producers and wood products. Marine services are expected to grow as well. The textile segment is set to flourish, attracting investment by improving the quality and reducing the costs of boutique goods. This means good news for the retail segment; rapid economic growth makes consumers more willing to spend and the retail market is turning towards large malls such as Sharjah City Centre and Sahara Centre.

Real estate & construction The emirate is enjoying a construction boom with demand driven by a growing population, a shortage of residential property and rents that are about 30 precent less than other areas of the UAE. As well as residential, the retail and office space segments are booming while Sharjah is about to embrace the island life, as, like other emirates, artificial islands take form in the sea. Sharjah’s Nujoom Islands development will be built on a plot of land more than 5.6m sqaure metres off the emirate’s northern coast, with the initial phase of construction estimated to cost around 35 percent of the total cost of the project- USD $4.9bn.The island will include 40 towers containing residential and commercial space, alongside 145 apartment buildings, four hotels and five yacht clubs. Growth is expected to continue in the construction sector, despite the rising costs of building materials, as population growth demands new homes and the infrastructure to service them.

Health services & education Sharjah instituted a smoking ban in public places in 2008. In 2006, Sharjah had five hospitals, 17 primary health care centres, two secondary health care centres with a combined 129 units, a further health facility with 15 units and a dental clinic with 11 units; this number is rising with the allocation by the government of USD $95m for a new 200bed maternity hospital, the largest in the UAE, which will also house a USD $5.44m open-heart surgery centre, located at the site of the existing 360-bed Al Qasimi Hospital. In a bid to attract staff, the Emirates Health Authority (EHA) initiated a set of programmes in 2007 to make the public sector more attractive to workers, with salaries for physicians in Sharjah and the other northern emirates brought into line with those in Abu Dhabi and Dubai and free healthcare for family members being offered.

Compulsory health insurance for expatriate workers by their employers has also been introduced.

Sharjah’s spending on the educational sector comprises 25 percent of total annual government expenditure (USD $1.93bn) and private sector involvement is on the increase with 40 percent of students taught privately. Sharjah is at the forefront of the UAE’s educational development, building relationships with foreign universities and holding an annual exposition for higher education institutions and students, the Education Show. Sharjah also possesses some educational institutions to boast about; Sharjah Education City, established in 1988, attracts students from the UAE and the Gulf. Sharjah is expanding its educational influence with its ruler Sheikh Sultan funding a multi-million dollar project at McMaster University in Ontario, Canada to establish a chair in global Islam.

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Noblesse Oblige What’s the identikit for the perfect princess? If the prerequisites span grace, poise, good breeding and education, as well as humility; then Bodour Al Qasimi embraces them all. As the daughter of H.H. Dr.Sultan bin Muhammad Al Qasimi, the Ruler of Sharjah and wife of Sheikh Sultan Bin Ahmed Bin Sultan Al Qassimi Chairman of Sharjah Commerce & Tourism Development Authority, this thirty-something Sheikha, mother of two and holder of two degrees – in Archaeology and Anthropology – not only imbues the spirit of royalty, she weaves stories about it. Her publishing house, Kalimat, started in 2007, specialises in promoting Arabic literature for children. With 40 titles to her credit, no symbol in any culture is more popular to a child than a princess…

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Sheikha Bodour Al Qasimi works tirelessly for promotion of art and culture, women’s welfare and children’s literature. As the Chairperson of the Al Qasba Development Authority, she has turned Al Qasba – a business, recreation and entertainment area located in the emirate of Sharjah, the UAE’s cultural capital – into a unique tourist attraction with both cultural and modern elements, including Sharjah’s first business centre.

As a mother and as a woman, causes that involve women and children are closest to her heart. After she took over as the Vice President of the Sharjah Ladies Club – a combination leisure facility and community body committed to the intellectual and social development of Sharjah’s women and children – in 2002, the club underwent a dramatic transformation. She also participated a number of campaigns run by the Club, including the ‘For the Children’ campaign in April 2008 which raised around AED 84 million for children in Palestine and the UAE’s first Fashion Awards in March 2006.

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he age-old princess story format – where virtue somehow overcomes adversity - holds true in her environment too. As a staunch advocate for the protection and promotion of Arabic language and culture in the globalised reality of the UAE, where its people struggle to retain an indigenous existence as a demographic minority within their own nation, she is mindful of this paradox and confident of its remedy. “There are challenges for developing education in this region. In the UAE we are in a strangely unique position as we are exposed to different cultures and live in a multicultural background. This has led to our culture not being preserved as much as it should.

Initiatives must be implemented to strengthen the emphasis on Arabic language at home and school. My mission is for it to be more widely spoken and for more programming in Arabic to emerge.

This is why I am passionate about the grassroots promotion of Arabic media. Not only do we also need a better quality of teaching to make studying Arabic fun and interactive, we need fabulous books in Arabic, this is why Kalimat, that means ‘words’ in Arabic was born.”

If the promotion of Arabic culture is Bodour Al Qasimi’s goal, then there could be no better place to be espousing this cause than in Sharjah? With a genuine positioning based on the sustainable development of Islamic tenets within the context of a moderate and free thinking society, the way of life in this emirate merely a few kilometres north of Dubai, could not be more different than its neighbour. Somehow

Sheikha Bodour is also involved with several non-profit organisations that focus on mother and child well-being. For instance, ‘Breastfeeding Friends’, of which she is a patron, works to raise awareness on the importance of breastfeeding and to support mothers who need help with breastfeeding. She is also involved in the operations of the ‘International Baby Food Action Network’ (IBFAN) in the Arab World, that works to reduce child morbidity and mortality by improving the health and well-being of babies and young children, their mothers and families through the promotion of breastfeeding and optimal infant feeding practices.

more reflective of an authentic Arab society, she explains. “Whilst Dubai’s focus is on PR and tourism, and Abu Dhabi’s is on building a federal capital, Sharjah has a different, clear strategy to promote itself: culture and education. Sharjah is recognised internationally by UNESCO as a cultural capital and has won the Islamic capital accolade for 2014.

We have various projects with an

emphasis on culture. There are 22 museums and the University City, which was set up 10 years ago, is a pioneer and leading institute with an excellent curriculum. There’s also Sharjah University which offers courses on Sharia’a, as well as Islamic and Arabic studies. In addition, the American University of Sharjah offers a diverse range of courses, and a new medical college that will have 200 doctors

graduating this year.”

Where does Bodour Al Qasimi get this zeal for education as a tool for personal and societal empowerment? Her face softens. “My father is not a businessman but a historian and professor. He writes books and loves his library. His passion is knowledge, history and education and that is the legacy that he wants to leave behind.”

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Culture is life

EMIRATES

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In addition to being active in the community, Sheikha Bodour is an astute and socially conscious businesswoman. Winner of the ‘Cultural Personality of the Year’ Award in 2007 and 2009, she has a clear strategic vision and is not fazed by the complexity or scope of the ambitious projects that she initiates. In 2007, her inability to find quality children’s Arabic books for her daughter, Maryam, led to her starting a children’s literature publishing company, Kalimat (Arabic for ‘Words’). In less than two years, Kalimat has published and distributed over 25 titles, a total that has since risen to over 40, with more being added constantly. In association with sponsors such as Etisalat and Sharjah Islamic Bank, Kalimat participates in international book fairs and events, making the Arab presence emerge in the world of children’s literature.

Kalimat does not represent Sheikha Bodour’s only involvement in the publishing industry; she is also involved with a number of non-profit organisations. She is the Head of the Organizing Committee of ‘Knowledge Without Borders’,

an initiative launched by the Ruler of Sharjah with the threefold aim of establishing a library in every house in the emirate, spreading general knowledge and awareness of the importance of reading in the development of societies, and contributing to creating an educated generation.

She also serves as a consultant to the ‘Arab Children Books Publishers’ Forum’ – a Sharjahbased framework of professional specialisation under the umbrella of the ‘Arab Publishers Association’ – and is Chairperson of the ‘Emirates Publishers Association’. Launched in 2009, the association is responsible for representing UAE publishers locally and internationally, developing the country’s publishing industry, protecting the interests of publishers, cooperating with local bodies working in the fields of publishing, printing and distribution, as well as participating in domestic and overseas exhibitions and conferences. Most recently, her efforts have gained the UAE acceptance as a National Section of the International Board on Books for Youth People (IBBY).

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The ruler of Umm Al-Quwain is H. H. Sheikh Saud bin Rashid Al Mu’alla. He is the son of the former ruler H. H. Sheikh Rashid bin Ahmad Al Mu’alla (1930-2009)

The best weather is seen from November to March.

The average temperature during daytime is about 26°C and about 15°C at night.

Located along the western coast and sharing borders receives flights from Abu Dhabi, Dubai and Al Ain International airports.

Umm Al-Quwain - Overview Meaning the ‘mother of two powers’ due to its powerful seafaring tradition and influence over land and sea, Umm Al-Quwain covers an area of 750 square kilometres. Laden with natural allure, the emirate stretches from the beautiful, lush green coastal mangroves lining the shores of the Arabian Gulf, inland across the rolling sand dunes to the fertile oasis surrounding Falaj Al Moalla. With an estimated population of 62,000 the emirate offers residents and tourists alike, a tempting mix of extreme sports and historical sites.

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The investment cost involved in the provision of services is borne by the Government of Umm Al-Quwain.

A place to ‘sea’ This coastal city has witnessed an infrastructure boom with White Bay, Al Salam City and Umm Al-Quwain Marina evolving as key projects currently under development. The city is also linked by a modern network of roads interspersed with the typical Bedoiuin villages adding to the emirate’s range of attractions - long clean beaches, an enclosed lagoon replete with water sport options and public horse riding stables.

Rush for Adrenaline The scream of people as they jump off their planes can be heard in the air, the smell of burnt rubber looms over the area and the booming sound of shotguns fired into the air awakens people from their dreamy state. Umm Al-Quwain is the fastest growing destination for extreme sports.

1. Umm Al Quwain Aeroclub The brainchild of H. H. Brigadier Sheikh Mohammed Bin Rashid Al Mu’alla, the Aeroclub includes a runway with a length of 1800 metres and 30 metres wide, taxiway, marking and lighting which have been completed under the supervision of the General Civil Aviation Authority of the UAE. Sky diving is its primary activity and there is a team of dedicated instructors. The

training courses are completed nearly always on time, due to the excellent weather conditions that prevail throughout the year and because of the availability of a specially modified aircraft for this purpose. Besides the large numbers of UAE Nationals and Licensees who enjoy this sport, sky divers from the GCC and Europe have made this destination and activity uniquely popular in the UAE. 2. The Emirates Car and Motorcycle Racing club Founded in 1999 by H.H. Sheikh Marwan bin Rashid Al Mu’alla, a motor car enthusiast and champion race driver, the racing club is the only one in the UAE to be recognized

by Federation Internationale de L’Automobile (FIA) and Federation Internationale de Motocyclisme (FIM). With regular international participants from Australia, New Zealand, Japan and India the club has a multitude of facilities for members and non-members with its objectives derived and implemented under the ordinance of the Supreme Organising Committee.

3. The Umm Al-Quwain Shooting Club Spread over a large area, opposite to the Dreamland

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Aqua Park and the UAQ Aeroclub, the shooting club is a safe and supervised environment offering comprehensive outdoor and indoor ranges, various ammunitions and exclusivity.

Under the watchful eyes of qualified instructors and professionals, amateurs and the more experienced will enjoy the thrill of the shoot.

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Rich History The modern history of Umm Al-Quwain dates back some 200 years when the Al Ali tribe moved their capital from Al Sinniyah Island to its present location in the mid 18th century, when the sweet water supply dried up.

Keeping in stride with UAE history, the road networks are connected to charming villages where many Bedouin settlements still thrive.

1. Al Dur Island Located along the coast near Umm Al-Quwain is the famous archaeological site with the remains of a once important town of the region dating over 2000 years ago.

Several interesting objects including impressive tombs, stone houses, large storage jars, and glassware from Egypt and Syria have been unearthed with successive excavations.

2. Umm Al Quwain Fort The fort has a well displayed jewellery collection, in-depth weapons collection and material from the emirates Al-Dur archaeological site.

Most interesting of all, however, is the extraordinary story pinned to a wall of one of the towers relating to the murder of Ruler H. H. Ahmed Bin Ibrahim Al Mu’alla.

Other attractions Falaj Al-Mualla Located 50 kilometres south of Umm Al-Quwain, Falaj Al-Mualla is the oasis town which lies in Al Batha valley and is rich in agriculture. The town is connected with Umm Al-Quwain city by a scenic road running for much of its length alongside Wadi Al Batha.

Al Siniyyah Island One kilometre away from Umm Al-Quwain city is Al Siniyyah Island, a natural reserve for a large species of birds, deer and Al Qaram trees. With a total area of 90 square kilometres the island is also noted for its mangrove swamps, representing an extremely delicate and fastdwindling ecosystem.

Umm Al-Quwain Marine Club Located on the shores of the creek, the marine club provides facilities for wind surfing, water skiing and sailing. The emirate has the finest horse riding club linked to a marina, where equestrian events are held each winter. Camel racing is also held in Al Labsa, one of the UAE’s most attractive race tracks, located on the road to the Falaj Al Mualla, near the banks of the valley. Umm AlQuwain is also famous for falconry, a traditional sport that continues to remain popular today.

Dreamland Aqua Park Considered one of the largest water parks in the region; an oasis of palm trees and green turf in the desert of the Arabian Peninsula. Besides its architecture and natural features, Dreamland offers water sports, various programmes as well as hosts special events in a friendly and safe environment.

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CHAPTER 2 Hotel & Hospitality

“Thank God, our nation has a flourishing civilisation, deep-rooted in this land for many centuries. These roots will always thrive in the glorious present of our nation and in its anticipated future.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Hotels & Hospitality

302 grand rooms, 92 suites, each carefully decorated and furnished to ensure a superior guest experience

Features the most luxurious, functional and techonologically advanced conference and meeting facilities in the UAE

Emirates Palace presents an exquisite selction of dining venues serving a variety of the finest global cuisines, crafted by the skilled hands of multi-cultural chefs

Hospitality Royale As Europe’s oldest luxury hotel group established in 1897, the venerable Kempinski brand boasts an ever growing collection of distinguished properties worldwide. With its very own Emirates Palace celebrating its fifth anniversary in 2010, this 394-room hospitality landmark has become synonymous with Abu Dhabi’s aspirations to forge a global presence. An icon welcoming dignitaries and glitterati, the scale and grandeur of Emirates Palace is unmatched anywhere.

Hans W. Olbertz, its suave GM, explains why guests succumb to a wondrous anticipation from the moment they arrive at the properties’ impressive gates…

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1.3 km stretched private beach with 2 swimming pools, tennis courts, a gym, the Energy Zone, Kids Zone & Anantara Spa

Hans W. Olbertz, General Manager, Emirates Palace - Abu Dhbai

Accolades continue to pour in for Emirates Palace as they are recognized with an array of prestigious awards.

Scooping five separate honours at the World Travel Awards in 2009 with a host of business venue and hospitality awards in recognition of their culinary expertise, the property also hosted spectacular events, concerts and exhibitions such as Abu Dhabi Arts, The Guggenheim Exhibition, The Louvre Exhibition and The Picasso Exhibition.

What is your vision for Emirates Palace?

My vision is at one with property stakeholders TDIC and Mubadala, in line with Plan 2030. It’s exciting to participate in developing Abu Dhabi’s tourism sector by providing world class services and products, whether they are signature projects already realized, or in the pipeline. I am proud to manage a hotel that reflects the region’s aspirations to further its leisure sector effectively.

Emirates Palace is therefore synonymous with brand Abu Dhabi as a burgeoning leader of global leisure tourism.

How is occupancy faring during these challenging world economic times?

Admittedly, 2009 has been tough, but we have not been tempted to make compromises or lower rates as others have done since we understand our market and can therefore remain steadfast in providing value added promotions, rather than devaluing our product. Emirates Palace continues to provide world class hospitality and services and acknowledges that leisure provides the greatest growth of all with 60 percent of our leisure clients giving repeat business.

I also anticipate growth in the weekend Rest n’ Relaxation market with guests seeking tranquility and privacy with our combination of spas, sports and world class cuisine.

Is Luxury sustainable?

We have taken a proactive stance on environment issues. With an International Standard certifying that the Emirates Palace has established, implemented and maintained an environmental

management system, we meet International Standards lending proper attention to energy conservation. Clearly, saving natural resources will not come at the expense of providing world class products and services however. The aim is to continue to enhance our offering while also seizing every opportunity to reduce our carbon footprint at the same time.

In recent years some consumer segments have been driving forward the demand for hotels that meet specific environmentally friendly criteria such as green building, energy efficiency for instance. Emirates Palace first acknowledged this in 2004 when we successfully completed the ISO 14001 certification, a first for Abu Dhabi, in a bid to fulfill its goal of providing a 5 star hotel Environment Management Achieving this global standard of excellence is a top priority for us as we look to translating environmental sensitivity into real action. In this regard, we are now actively engaged across a spectrum of subjects, from energy efficiency, pollution control and the avoidance of hazardous chemical use; to a comprehensive waste management program whilst providing the highest standards of luxury hospitality service to our guests. Additionally, we have already implemented initiatives through our EcoManagement policy which also aims to educate and engage all employees at every level in all aspects of their duties.

Tel. +9712 690 9000 www.emiratespalace.com

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Hotels & Hospitality

413 Sea-facing rooms and suites

19 Studios, 15 onebedroom apartments, 16 two-bedroom apartments, 6 three-bedroom apartments

10 World-class food and beverage venues

Rest assured, it’s Rotana Launched in 1993, it’s not the newest property in Abu Dhabi’s burgeoning hospitality-sphere, but it’s certainly one that is secure in its positioning and market share. Centrally located, the moment you step into the 565-room ‘corporate resort’ voted as the Middle East’s leading corporate resort at the World Travel Awards in 2009, guests are embraced by a blend of traditional Arabian hospitality and modern amenities. What this Rotana City Conference Resort may not boast in novelty ‘pull’, it abounds in consistent service and superb convenience. General Manager Moritz Klein shares his perceptions.

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8 Club Rotana Executive floors, 96 Junior Suites

Boasting a 120-metre private beach front, the 572-member strong Beach Club features a Children’s outdoor play area, squash and tennis courts, gymnasium as well as temperature-controlled swimming pools. In addition, the in-house spa, Zen the spa at Rotana, has plentiful treatment rooms and relaxation areas to entice guests to go on a pamper-fest.

What’s so special?

“As the first property in the hotel chain, we are like a family, that is part of an even bigger family – the Rotana Group – a regional brand that has evolved over 15 years.

By segmenting hotel operations into winning brands to suit all categories of guest, we have held on to all our staff and grown our business. Our performance is excellent and property owners feel comfortable to give us their hotels to manage.

I am attached to the Rotana Group, as I am attached to this

landmark property that is my working passion.” Challenges?

“Sometimes when I look out at the rapidly transforming landscape, I feel convinced that Abu Dhabi has overtaken Dubai in its pole position as ‘champion of the cranes.’ The city is full of them and construction is going full throttle. This is changing the character of the city – ultimately for the better – but in the meantime, getting from A to B is sometimes a challenge. Fortunately for us however, our location is so central and our facilities so established, that guests feel at home. This is a relief.”

Synergies with Abu Dhabi’s Plan 2030?

“It’s great news for us that tourism is being developed as one of the mainstays of Abu Dhabi’s socio-economic diversification, with the Abu Dhabi Tourist Authority (ADTA) doing a great job of coordinating this multifaceted evolution. They are very processdriven and whilst this may expose hoteliers to more work in the short term, in the long run, the platform of excellence enables us to grow our properties according to global best practices. This will allow for a certain calibre of guest

and a sustainable industry overall.”

Take on the Future?

“With our breadth of services and facilities, added to our loyal repeat guests and the new ones that join us, this property rests on secure foundations. I am also proud of our growing eco awareness positioning in line with a campaign to save water, electricity and recycle. Not only does it resonate with our guests, but it also makes economic sense for us.”

Tel. +9712 697 9000 www.rotana.com

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Prego’s Please This 150-cover Mediterranean inspired eatery set the benchmark for all smart casual dining outlets in Abu Dhabi. As one of the first to elevate al fresco dining to an art, its beautiful sea-facing balcony is a popular hang-out during the cool season. Unlike the manmade land reclamation projects that overshadow the coast in Dubai, Abu Dhabi is blessed with numerous natural islands which are now being developed in a sustainable mien. A veritable treasure; just like the sweetish, peachy Withers Sauvignon Blanc that came across as medium dry with an emphasis on the ‘dry’ to enhance its tempting drinkability.

Prego’s Head Chef is grateful

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that Abu Dhabi has been blessed with oil as it has been blessed with the emerald waters that are home to the copious fish and seafood that grace his menu.

In Europe, fish is an expensive delicacy saved for special occasions; not so in Abu Dhabi where local fish and local seafood is excellent and abundant.

With 20% percent of the menu devoted to this category, the lobster ravioli were an excellent choice. Saltyish and tasty, if the small durum wheat pasta parcel is made to perfection, then it is never excessively glutinous or heavy. With such a tasty morsel, the accompanying sauce can remain light; which is good for the waistline as it is to leaving

room for what’s next in line.

Ordering the staple salmon dish represents the ideal litmus test to gauge a restaurant’s overall quality.

If it’s dry, or too pink, it’s evident that you are dealing with an overcooked fish-farmed specimen with scarce taste. Not so with the Salmon Steak at Prego’s.

Welcome to a no-nonsense slab of fresh simply cooked fish steak in a classic butter sauce. The herb marinade did not overpower and the aromatic omega acids filled crispy skin added to the feel good enjoyment of knowing that you are eating something scrumptiously healthy.

Sherri, a salt water fish indigenous to the region was also sampled. Less overfished than the

poor Hammour, it was also a fine choice when the idea of trying new varieties underscores the rationale for trying new restaurants in a new place. Sautéed in the frying pan with a dash of lemon, little else is needed. Sprinkle fresh pepper and parsley and here you have a local specialty cooked in a quintessentially Mediterranean way. Popular both for business lunches and relaxed dinners, judging by the comprehensive menu, even the desserts offered variety, an artful mix of Arab and Mediterranean and viable prices which makes the entire premise of restaurant enjoyment a treat to be repeated frequently without indigestion, heartburn or guilt.

Moritz Klein, General Manager, Beach Rotana, Abu Dhabi

A German national, Moritz Klein, is the GM of Beach Rotana Abu Dhabi, the flagship property of the group. Klein began his career in Germany with an apprenticeship at Hotel Vier Jahreszeiten Kempinski in Munich. With a passion for travelling, Klein went on to gain

valuable hotel experience at all levels in well-known international five-star establishments such as Claridge’s, London; Hotel Baltschug Kempinski Moscow; Furama Resort Danang, Vietnam; The Empire Hotel & Country Club, Brunei and now Beach Rotana, Abu Dhabi.

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Hotels & Hospitality

Rooms 390

Location Perfectly situated on the beach less then 10 minutes from downtown Abu Dhabi. Nearby the Heritage Village, Marina, Lulu island & Gold Souq

Amenities 3 Executive boardrooms, 4 Meeting rooms, Multiple grand ballrooms, Renovated auditorium; all perfectly fitted for conferences and exhibitions

A history of excellence With its landscaped parkland and seafront replete with private marina and arc of pristine white beach, the tranquility of this hotel resort is what underpins the InterContinental position as a luxury hospitality brand that knows no rivals.

Abu Dhabi’s social scene would not be the same without the InterContinental’s inimitable restaurants and bars, having earned a well deserved reputation for some of the best dining experiences in town.

This hotel has definitively established itself as the benchmark against which others on Abu Dhabi’s deluxe hotel scene must be compared.

Sporting facilities Health and fitness centre, recreation & Tennis courts, indoor/ outdoor pools, 24 hour gym & spa facilities

The quality and variety of restaurants is a treat for the taste-buds. For instance Chamas, a Brazilian inspired eatery with a genuine Latin band, serves endless skewers of freshly barbecued meat designed to fill you to bursting point. In addition, let loose in the award-winning Fishmarket which boasts a superlative selection of the freshest sea-food cooked Thai style. But the fun does not stop there; there is also Boccaccio, a relaxed and airy Italian restaurant; where an evening al fresco adds a zing to any palate.

A

bu Dhabi is evolving at an exponential rate; with construction booming, the tourist industry flourishing and an explosion of new developments planned to transform the region and expand its international influence. At the heart of this thriving and successful city lies the InterContinental, a hotel that has been one of Abu Dhabi’s most celebrated landmarks for the past 30 years and has recently re-opened to reveal a fresh face, following a 65 million dollar revamp project. Set amid beautifully landscaped parkland, the hotel is situated on the seafront with a private marina and an arc of pristine white beach.

With all the tranquility and exclusivity of a resort and every luxury and amenity of a five star hotel, the re-launched InterContinental ushers in a new era of hospitality excellence. From the stunning new lobby to the Six restaurants serving exquisite dishes including Brazilian Churrascaria and Thai seafood, to the stylish bars and piano lounge, fully equipped gymnasium and Health Zone; this hotel has definitively established itself as the benchmark against which others on Abu Dhabi’s deluxe hotel scene must be compared. “We are a trusted and respected brand, which is a responsibility we take very seriously”, explains General Manager Simon W. Stamper, who has returned to the hotel after a two year stint in the early 1990’s. Abu Dhabi holds a special place in Mr. Stampers’ heart as it is here that he first met his wife.

He speaks fondly of the changes in Abu Dhabi tourism and is impressed by how much prettier the Emirate is these days, with the Parkland and Lulu Island close to the hotel guest have beau-

tiful day trips to look forward to.

Mr. Stamper credits the Abu Dhabi Tourism Authority for much of the progress.

In line with this progress the hotel has itself kept abreast with technology and boast the fastest in-room internet in the area, as well as the cheapest rates for room booking in its hotel if you book via their internet site.

Founded in 1983 and part of the InterContinental Hotel group, the hotel has an enviable location right on the beach and is less than 10 minutes from the city centre. The Abu Dhabi International Exhibition Centre, Heritage Village and the Cultural Foundation are also close to hand. The ambience of understated luxury and effortless elegance is perfectly suited to both tourists and corporate trips, although the state-of-the-art business centre certainly attracts many of the latter. The meeting facilities include three executive boardrooms, four connectable meeting rooms that can cater for up to 100, grand ballrooms perfect for conferences and exhibitions and a newly renovated auditorium.

Abu Dhabi’s social scene would not be the same without the InterContinental’s restaurants and bars, having earned a well deserved reputation for some of the best dining experiences available - the quality and variety of restaurants is a treat for the taste-buds. Chamas, the Brazilian inspired restaurant with a genuine Latin band, serves endless skewers of freshly barbecued meat by enthusiastic and attentive Passadores until you are fill to burst, diners can also try the uniquely Brazilian cocktail “Caipirinha” with its bitter natural taste, that is sweetened by either a chocolate or strawberry sugar, this evening out is indeed a dining experience

with a difference, in addition, there is also the award winning Fishmarket which has a delicious display of the freshest sea-food cooked Thai style and served looking out over the Arabian Gulf. But it doesn’t stop there; there is also Boccaccio, a relaxed and airy Italian Restaurant, Selections which boasts some of the best views Abu Dhabi from its vantage point on the third floor, a piano lounge for a chilled break and the famous Yacht Club Bar & Galley for the perfect dinner and a perfect night and extravagant cocktails. The Belgian Beer Café is all about steaming mussels pots, delicious Belgian frites and great Belgian Beers. If you’re after that extra dose of exclusivity, guest’s can choose the Club InterContinental rooms – which offers access to the elite Private Club Lounge.

The rooms themselves are spacious, modern and luxurious; with magnificent panoramic views of the city skyline and the highest levels of personalized service. For those after a fast track to refreshment and revitalization the Health Zone is ideal, with its Jacuzzi, steam room, sauna, cold plunge pool and massage treatments. Yet one of the most appealing sides

of the InterContinental, that sets it apart from the competition, is the hotel’s dedication to showcasing what its host city has to offer. The Concierge service provides guests with a compelling insight into the rich culture and amazing experiences to be found in Abu Dhabi, especially those that are often not put on the traditional tourist maps.

This is mirrored in Mr. Stampers’ genuine passion for Abu Dhabi and the industry in general; “We’re so excited about the future, the InterContinental has resumed its rightful place at the heart of this amazing city’. With its sophisticated new image and illustrious past, the future looks bright.

The Yacht Club What better setting than a stylish terrace overlooking Abu Dhabi’s most picturesque marina. The Yacht Club is the hottest spot in town with its contemporary interiors, Pacific Rim cuisine and the unlimited imagination of its bar staff. Prepare for cocktail creations, unforgettable sunsets and much more. Open daily from 12pm until 1am.

Tel. + 9712 666 6888 www.ichotelsgroup.com

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Hotels & Hospitality

The UAE’s largest standard rooms - 65sqm

Ideally situated in Abu Dhabi’s upcoming eponymous district

Ongoing expansion for a further 150 rooms and 3 new restaurants

Raring to go Despite these times of global austerity, welcome to a boutique hotel that has no qualms about espousing unadulterated comfort to suit Abu Dhabi’s increasingly cosmopolitan guest profile. Combining traditional with contemporary design, the varied services entice. However, at 65sqm apiece, it’s their standard rooms - the largest in the UAE – that are even more tempting; we nearly had a party… General Manager Kamel Zayati gives the low-down.

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900m of private beach

Kamel Zayati, General Manager, Al Raha Beach Hotel, Abu Dhabi (A Division of National Corporation for Tourism & Hotels)

In addition to its seven multi cuisine restaurants and spa, live entertainment at the Enigma Nightclub and Black Pearl Piano bar not to mention theme nights on the agenda, this property is positioning itself as a mixed use landmark in Abu Dhabi’s evolving urban scape.

What’s so special?

“The number one guest comment we receive is about our staff friendliness. This makes me proud as I appreciate my responsibility in maximising Al Raha’s central location perfectly situated in the middle of the city action. With our property next door to Al Raha Mall, a mere 45minutes from Dubai, five minutes to the Golf Course and bordering the upcoming Saadiyat and Lulu Islands, it’s all about ultimate convenience.”

Challenges?

“Staff recruitment and retention is difficult. Abu Dhabi is evolving fast and whilst this fosters exciting market share opportunities, keeping on our toes when it comes to retaining staff, requires commitment. Even if we have to entice staff participation with ‘ice cream brain storm sessions’, striving to bridge the gap between staff, clients and management is a key element to our success.”

Take on the Future?

“The global hospitality industry is diversifying and adapting to new segments – Culture Tourism, Business Facilities, Golfing Experiences, Medical Retreats, Cultural Concepts, GCC and Government sectors. In our case, the focus is no longer on leisure travel only. Branching out is vital. With the new generation of budget hotels,

concepts are being simplified, for more tailor made budgets.”

Synergies with Abu Dhabi’s Plan 2030?

“There is huge potential to maximise service on our doorstep as Abu Dhabi has spearheaded so many exciting projects and upcoming events that hoteliers need to be one step ahead. I’m thinking Formula One valet parking, Concert transport, Summer Promotions with Harley Davidson Bikes; Radio, Print, HTML campaigns and All Year Round Ramadan Tents…Our marketing team have innovative ideas. It’s all about creative revenue management.”

Catering for an estimated 120,000 new residents within the next five years, the Al Raha district is taking shape with comprehensive facilities that underscore the creation of a new community: schools, marinas, recreational facilities, offices, homes. As Abu Dhabi is still scarce on residential accommodation, the hotel’s long term staying guests add to the genuinely friendly atmosphere and relaxed environment that ensures repeat business.

Despite stratospheric mercury levels, it’s obvious why Kamel Zayati retains a healthy 65 percent summer occupancy rates, exceeding their 2008 results in all spheres.

Simply put, the Al gathered under the umbrella of Danat Hotels and Resorts.

Kamel Zayati is a true hotelier professional and has been in the industry since 1972 after graduating in his home country of Tunisia.

Zayati’s proffessional career started with the Novotel Group in Germany and France and continued from strength to strength taking on various managerial and operational positions in Monastair and Niger, Africa. Zayati then joined the Hyatt International Corporation; a company he would remain with for the next 20 years, starting as a Manager of the Hyatt Gizan in Saudi Arabia he successfully climbed the corporate ladder to become General Manager of Hyatt hotels in Kuwait, Dubai, Tunisia, Malaysia, Jeddah and Mekkah.

During his time Zayati was awarded “General Manager of the Year 1988” amongst other “Excellence Awards”. Kamal Zayati has since taken up the role as General Manager of the first 5-star Boutique Hotel in the UAE, the Al Raha Beach Hotel, when asked at the time of his appointment why he was accepting the position Zayati replied he was “astonished at the pace of development, and keen to help Abu Dhabi achieve recognition as a distinctive resort where Arabic style was married to sophisticated global standards” Group Resorts Danat Hotels and Resort is the hotel division of the National Corporation for Tourism and Hotels (NCT&H), formed in 1996 for the development of tourism and commerce in the United Arab Emirates (UAE), especially Abu Dhabi. The Corporation is a semi government organization providing national transport, industrial catering, hotel acquisition and management.

The Danat Hotels and Resorts portfolio of four and five star hotels in the UAE includes; ownership of the InterContinental Abu Dhabi and InterContinental Resort Al Ain. The Danat five star boutique branded properties include Danat Resort Jebel Dhanna (which is owned and operated) and Al Raha Beach Hotel (managed).

The two four star deluxe managed properties are Liwa Hotel and Mirfa Hotel, both in the emirate of Abu Dhabi. All hotels across the group portfolio are

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Raha model works There is quality and choice with its seven restaurants, the vibe is certainly exclusive across the board, but nonetheless it’s friendly and approachable. This is especially true of the action and leisure fun activities to be enjoyed outdoors. With water sports and a sunken bar, this is especially vibrant on weekends. There is no sense of the inapproachability of some five star properties, existing in lonely ‘splendid isolation’. On the contrary, Al Raha Beach Hotel delivers a consistently pleasurable experience, it is easy to see how going there can become an equally consistent habit.

With a further 150 sea view rooms, three new eateries and a spanking new 2500 sqm Spa being developed in line with eco sustainable criteria; it is possible to overlook the new landscaping and addition of an executive club floor. Then again, this subtle yet substantial approach reflects the greater Abu Dhabi modus operandi: When there is no need to trumpet successes, the accolades take care of themselves.

Tel. +9712 508 0555 www.danathotels.com

With 110 deluxe rooms and Dhabi suites, spacious villas for home away from home family contentment, 63 Best of Abu lashings of private coastline, as well as outdoor and indoor pools to boot; Al Raha is determined to guarantee impeccable standards in corporate and leisure hospitality.

Hotel & Hospitality

Situated on a one km stretch of private beach the complex features 214 luxurious rooms and suites, 6 villas and 161 serviced apartments

Enjoy international cuisine at the best restaurants including Bord Eau, Hoi An, Shang Palace, Sofra bld and Pearls & Caviar

Facilities range from five outdoor swimming pools, a fully equipped health club and yoga room to the renowned CHI, The Spa at Shangri-La

Asia meets Arabia With the increasing number of big brand hotels springing up in the UAE, Abu Dhabi aims to attract 2.7m guests by 2012 – a higher target than the 1.5m visitors that descended on the emirate in 2008. It could be perceived as challenging for independent hotel chains that have genuine ROI parameters to contend with. Not so in the case of the renowned Hong Kong chain, Shangri-La. Launched in August 2007, The Shangri-La Hotel, Qaryat Al Beri, Abu Dhabi captures the essence of premier Eastern service excellence, wowing guests in the nerve centre of Abu Dhabi’s newest and hippest district.

Book and save on your room rate by taking advantage of the hotel’s ‘Advance Purchase’ offer

What’s so special?

Now that Shangri-La Hotel, Qaryat Al Beri, Abu Dhabi has established itself as a comprehensive destination within itself, the ten minute drive to Abu Dhabi becomes an option as opposed to a necessity.

From the attentive staff gliding around soundlessly in the beautifully decorated gold and marble lobby, to each of the 214 traditional yet contemporary-styled rooms replete with spectacular views of the sea; the CHI Spa, attached souk and private beaches are ideal for both relaxation and retail therapy, with a dash of business thrown into the mix.

Property Situated within the Qaryat Al Beri complex, this 8.5 hectare hotel complex provides a wide range of facilities and services for the discerning ‘culture seeker’ that the emirate hopes to lure.

Nestled on a one-kilometre stretch of private beach with untrammelled views of the strait separating Abu Dhabi Island from the mainland, the hotel is a 10 minute drive from the city’s international airport, five minutes from the golf course as well as the new Convention Centre and 15 minutes from the Corniche and the city centre.

Business and leisure combined As the capital forges ahead in the fulfillment of its ambitious Plan 2030 diversification strategy, underscored by tourism growth, new hotels springing up next to the stalwart classics, the lines between the classic business hotel and holiday resort are blurring.

Designed in a faux Arabiancum-Moroccan style, the property accommodates all the accoutrements necessary for today’s business traveller.

Getting the job done undoubtedly becomes easier surrounded by its opulent interiors, tempting eateries and leisure facilities during down-time.

Rooms With 214 luxurious rooms and suites, furnished in an Arabic style with a minimalist twist, each room boasts a balcony or a terrace, an ideal setting for enjoying the ocean sunsets and the traditional Arabic domes and minarets of the city.

Accommodation choices also include six spectacular villas with four bedrooms and a private swimming pool. Ideal for longer stays, the Shangri-La Residences have 161 spacious serviced apartments ranging from studios to four bedroom units.

Tel. +9712 509 8888 www.shangri-la.com

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Hotel & Hospitality

Culture is the future Popular travel publishers, ‘Lonely Planet’ have named the capital as one of the top 10 worldwide cities to visit this year. Abu Dhabi’s inclusion in the guide is “very well-deserved” claims Mubarak al Muhairi, Director General, Abu Dhabi Tourism Authority (ADTA). As an emerging fulcrum of culture, abounding in astounding architectural showpieces, as well as music, arts festivals and museums aplenty; the emirate is being poised as a regional tourism gateway. Take the Ferrari World theme park, due to open in 2010.

A veritable crowd puller, it will house the world’s fastest roller coaster and racing simulators. From 2012 onwards, forthcoming cultural projects include the Sheikh Zayed National Museum and branches of the Guggenheim and Louvre museums, which are both due to open in Saadiyat Island’s cultural district. The Shangri-La, Qaryat Al Beri is a vital part of the wider Abu Dhabi diversification puzzle of which quality hospitality is key.

Villa Retreat

The suite life

For privacy and round-the-clock service, the six villas at the front of the property are perfect for average tycoons or royals. Each differently designed with names of Abu Dhabi’s regions: Al Ain, Al Kazna, Delma, Das Island, Jebel Hafeet and Liwa, they boast fully equipped kitchens, a butler service, sunken Jacuzzis, 800 thread-count linens and superb entertainment facilities. Clearly not designed for the hoi polloi, the villas are ideal for small business conferences, glamorous parties, luxury car launches and family holidays for the very rich. “It’s definitely the highend market we target, which is why we haven’t done any advertising. It’s a mini hotel within the hotel”, explains Shangri-La Hotel, Qaryat Al Beri , Abu Dhabi’s GM Adrian Rudin.

In a competitive global climate where hotels are not guaranteed high short-stay occupancy rates, the Abu Dhabi hospitality industry is channelling the allure of its luxurious properties into spaces that have been designed for long term guests too. Connected to all the facilities via the hotel’s waterways, the Shangri-La ¬Residences offer accommodation ranging from studios to four-bedroom apartments. Driven by a growing trend to simplify lives, where time saving is essential, after a hard day’s work guests don’t necessarily want to go out again. It’s all here: restaurants, a spa, a gym, and housekeeping; even someone to throw you a dinner party.

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Look good & feel great With the Shangri-La group being renowned for its superb approach to pampering Asian style, if you’re looking to restore body – soul balance, CHI, The Spa at Shangril-La is the perfect setting to experience the serenity of the Himalayas. Treatments include the utterly cosmic Himalayan Tsangpo ritual, which uses mountain crystal salts blended with river oil and herbal mud to nourish and rejuvenate the skin. The excellent Himalayan Mountain Tsampa treatment is also popular offering a detoxifying lymphatic drainage massage, exfoliation with a herb-infused Tibetan barley Tsampa and herbal hot compresses that soothe the back, neck and shoulders.

Leisure & Entertainment Besides the spa there are other leisure options from a well-being zone with two integrated gyms, swimming pools to a yoga room. For all retail addicts, the property is connected to a pretty traditional Arabian Souk market offering a variety of shops under one roof connected by a waterway featuring Arabic gondolas, or abras, which slowly meander through this unique lush garden scenery.

Tantalize the taste buds Reach gastronomic oblivion with some of the new finest restaurants in Abu Dhabi: Authentic Chinese cuisine at Shang Palace, French delicacies at Bord Eau, a glamorous fine-dining restaurant. Alternatively, when it’s cool relax by the pool deck with a fragrant shisha or enjoy a seafood meal on the outdoor terrace of the happening Pearls and Caviar for a Mediterranean taste in an elegant yet informal setting with the Arabian Gulf and awesome Sheikh Zayed Grand Mosque as a backdrop.

Shangri-La Hotels & Resorts Hong Kong-based Shangri-La Hotels and Resorts currently owns and/ or manages 65 hotels under the Shangri-La and Traders brands, with a rooms inventory of over 28,000. Traders Hotels are designed to satisfy the needs of the fast growing mid-market travel segment by offering a wide range of facilities, and efficient, practical and friendly hospitality, at competitive rates. Traders Hotels are located in Abu Dhabi, Beijing, Changzhou, Dubai, Kuala Lumpur, Manila, Penang, Shenyang, Singapore and Yangon, with scheduled openings in Bangalore and Macau. The group has over 40 projects under development in Austria, Canada, mainland China, France, India, Macau, Philippines, Qatar, Russia, Seychelles, United Kingdom, UAE and the US.

Hotels & Hospitality

Relaxation par excellence The Abu Dhabi Ladies Club (ADLC) is a unique facility open exclusively to women. Placing great importance on respecting local customs and traditions, the club aims to give women and girls a suitable platform for serious participation in social, cultural, professional and athletic activities.

Since the inauguration of the club in 1998 under the directive of Her Highness Sheikha Fatima Bint Mubarak, with her tremendous support, the ADLC is evolving constantly in order to match the changing needs of Abu Dhabi women.

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The Abu Dhabi Ladies Club offers its members and guests unmatched facilities and services. The ADLC aims to take care of its ladies and help them achieve their goals.

Aside from fitness, there is a range of beauty services that are sure to add value to the ADLC experience.

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ocated at the end of the Abu Dhabi Corniche, close to the Emirates Palace Hotel, nestled in lush green trees is the Abu Dhabi Ladies Club.

Surrounded by its own expansive landscaped gardens, the club’s buildings and facilities were built to extremely high international standards to provide sporting, cultural and social facilities exclusively for women.

The club offers several all day dining options. The luxurious Al Aryam Fine Dining Restaurant, overlooking the pools area and the luscious gardens, offers an elaborate cuisine, inspired from the four corners of the globe. Lunching or dining at Al Aryam is a unique experience; a quiet, exclusive and prestigious room with magnificent meals and superb service.

Orchid Café and Al Waha lobby represent the relaxing and comfortable setting that is ideal for a healthy breakfast, lunch or dinner, or simply for meeting with friends for an afternoon tea party. Offering great value for your money, this modern and imaginative restaurant serves a variety of mouth-watering food from an extensive menu.

Lavanda Terrace Café serves exquisite and delicious refreshments and meals between swimming and exercise routines.

Surrounded on one side by ADLC pools and on the other by the beautiful gardens, Lavanda Terrace Café is the ideal location to enjoy outdoor meals and snacks.

In addition to a well-equipped Gymnasium and private sauna, steam room and Jacuzzi, the health club at ADLC provides a wide range of facilities and classes under one roof. All classes, courses and trainings are given by highly qualified lady coaches.

A rich program of high impact or body toning and conditioning classes all held in modern facilities and services: Aerobics, BTS (Body Combat, Body Pump, Body Jam, Body Attack, Body Step), African Dance, Brazilian Dance, Zumba, NIA, Gymnastics, Ballet, Tae Bo, Aqua Aerobics, Latino Aerobics, Cycling/spinning, Karate, Yoga and Pilates, a wide choice to suit the most discerning needs.

Built to international standards, Abu Dhabi Ladies Club is home to modern, well-equipped tennis, roller blades, Squash, Basketball and Volleyball courts.

Variety is a key ingredient in all ADLC’s menus. The food and beverage team ensure that there is a wide array of options to suit the tastes of everyone, from snacks and healthy options to traditional dishes, international lunches and dinner menus.

For a restful and relaxing time, ADLC pools area is the place to be: Main Pool, Children’s Pool, Training Pool, the club offers a Swimming Classes & Courses.

Abu Dhabi Ladies Club’s Cultural Center has on-going classes and courses that include Languages, Painting, Sewing, Macramé, Fashion Design, Flower Arranging, Interior Decorating, Pottery, Painting on Silk, Painting on Glass, Mosaics, and much more.

Abu Dhabi Ladies Club is the perfect place to host a seminar, business meeting, presentation or exhibition exclusively for women.

Several dedicated rooms are available, with projection and catering facilities.

Rainbow Island Children Activity Centre at ADLC secures a supervised environment for children with interactive edutaining activities. Activities include Arts and Crafts, Science, Theatre and Self Expression, Cooking, Paint on

the Wall, Library, Outdoor Activities, fitness classes, sports, Dance and many other activities.

A range of beauty services complete the ADLC visit experience. Visit Sisley SPA for a relaxing massage treatment, pass

by Nail Avenue for hair and nail make-overs, or pass by the shops at Abu Dhabi Ladies Club if you are looking for that special present.

Tel. +9712 666 2228 www.adlc.ae

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Hotels & Hospitality

389 Rooms each with their own balcony for Sunset Views

Prime Beachfront Location at the Hub of Marina Walk

Selection of 10 Restaurants & Bars

Winner of ‘Dubai Quality Award 2007’

Hilton Highlights From the valets to the doormen to the front desk and beyond, inviting words and indulgent smiles abound. A wonderful welcome is invariably followed by the quintessential ‘Hilton moment’ and an excellent stay. Established in 2000 at the heart of New Dubai, Hilton Dubai Jumeirah Resort & Residence’s General Manager, Christian Muhr, shares his insights.

To succeed in hospitality, Hilton team members strive for three key elements; passion, training and guidance.

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Consumer Choice is Key “As one of the most respected global names in the industry, in terms of innovation and quality, Hilton Hotels sets the bench mark for excellence. We believe that consumer choice is key and provide amenities and programmes to optimise our guests’ leisure or business experiences. For instance, the ‘Honors program’, that lets customers earn reward points and airline miles worldwide, as well as the Hilton Spa, Executive Lounge and Business Centre reinforces our commitment to cater for diverse categories of guests.

We believe that every property should reflect the intrinsic cultural leanings of the local community, acting as its cultural ambassador.

All Hilton Worldwide properties incorporate a touch of the local culture – from cuisine through to the attire of our staff.”

Looking towards the Future?

“As Dubai becomes more robust in its tourism appeal, it will attract a more diverse base of customers.

Our industry must prepare to welcome new markets, both in breadth and scope, be it from budget travellers at one end to the ultra-luxury market at the other.

The beachfront pool nestled in the shade of palm trees is where guests come to find a slice of paradise.

Diversity of offering will be pivotal.”

Solutions to the Current Climate?

“We have put a strategic plan in place focusing on value, service and loyalty. On the sales front we are expanding our market base, activating new prospects, namely: China, Brazil, India, New Europe, Scandinavia and Australia.”

“On a marketing level, we recently ran the first-ever summer campaign for GCC residents; highlighting Dubai as the perfect summer/Eid getaway. As a special concession to children up to 16 years old could stay for free in their parents’ room and enjoy free breakfast, lunch and dinner at a dedicated restaurant. Dubai is one of the highest growth markets in the world, and we intend to maximise our share of the 15 million visitors targeted by the government’s 2015 plan.”

Dubai – A pre-eminent Travel Destination?

“As the scope of the market expands, so does the diversity of

travellers, in the near future, the city will need to answer to an array of service points and segments. For instance, The Hilton Residences captures the long and medium stay market.

Moving forward an emphasis on providing mid-market and budget accommodation will grow the appeal of Dubai as a global destination for all travel budgets.”

This sea facing property does not make claims to be the most stunning in terms of its architectural design, as its venerable age of ten makes it undeniably older than many of the spanking new hotels that dot the coastline. This does not diminish the impeccable quality of its stellar restaurants and bars that have imprinted themselves upon the discerning consumer psyche of Dubai.

With all this choice and opulence it’s no wonder there are rumours of Michael Jordan, Robert Di Niro and the Schumacher brothers having visited this Hilton.

Tel. +9714 399 1111 www.hilton.com

1. ‘Getting Back to Basics’, the results-orientated spa provides a haven of relaxation where a team of therapists is waiting to spoil you. Soothe your senses with rejuvenating facials, pampering body treatment, and luxurious massages in one of the six treatment rooms. ‘Indulgence’ is the spa’s signature treatment, where you are taken on an aromatic journey with a glorious scented sugar exfoliation and fragrant Balinese massage to ease muscle tension.

Finished off with a gentle facial cleanse and soothing eye contour massage your body will be glowing with radiance.

2. Located on The Walk in Jumeirah Beach, Dubai’s only outdoor shopping district, soak up the Arabian Gulf sunshine from the hotel’s private beach or outdoor pool. For the more adventurous, experience the thrill of flying around the bay behind a speedboat.

Parasailing, waterskiing, kayaking and deep sea fishing are all tempting offers on the water sports menu.

3. Known by insiders as the place for star spotting, BICE has won numerous awards for its fare of Milanese cuisine. It’s easy to see why when one indulges in this authentic Italian gastronomic Experience. Soak in the relaxed and Mediterranean inspired ambience with live piano music, dancing and exquisite food. One can’t help but find this irresistible.

4. If you are in the mood for something a little more lively, Pachanga is for you. The vibrant Latin American restaurant offers a mouthwatering cocktail of Argentinean, Brazilian, Cuban and Mexican flavours under one roof. With a chef hailing from Venezuela, the beef from Argentina and Peruvian dancing on show, you will experience the true Latino spirit.

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Hotels & Hospitality

Close to Dubai’s historic sights: Dubai Museum, Gold Souq and Heritage Village

‘What’s On’ awards winner: for in-house restaurant, ‘Verre’ by Gordon Ramsay

Special features include a shuttle bus to Hilton Dubai Jumeirah

All needs of the business traveller are met with a business centre, executive lounge, and board room

Towering Elegance With the tourism industry providing one out of every 6.4 jobs in the UAE in 2009 and growing at an estimated 2.8 percent annually, Dubai’s hotel sector offers a sound hotel infrastructure that attracts business and leisure travellers alike.

Established in 2001, the Hilton Dubai Creek occupies a unique position in the emirate’s varied hospitality-scape. With 154 rooms nestled on the shores of Dubai Creek in the heart of Deira’s business district, this boutique property strikes a cool, contemporary pose that belies the warmth of its hospitality. “An intimate property that is an antidote to the big, glitzy Dubai hotels.” says GM, Mike Nalborczyk, it proves that small can be not only beautiful but also stylish and sophisticated.

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“Hilton worldwide has comprehensive sustainability goals with aims of reducing energy consumption by 2014.” explains Nalborczyk. Already in place is the ‘Conserve to Preserve’ programme for saving water during laundry service. Hilton Creek Dubai also uses energy-efficient lighting and frequently participates in earth hour and clean ups of the Dubai Creek and the surrounding area.

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lending gleaming steel and glass with minimalist touches of leather and beechwood create a mood of understated luxury and modernity. Designed by famed architect Carlos Ott, a distinctive style permeates to the signature Gordon Ramsay restaurant and the stunning panorama from the rooftop pool. Floor-to-ceiling windows offer views of the skyline as well as the Dubai Creek, where traditional wooden dhows load cargo as they ply their trade on age-old routes to Iran and other destinations in the Gulf and the Indian Ocean.

Just as importantly, Hilton Dubai Creek encourages innovative levels of service from its staff. In the proverbial quality consistency advocated by the global brand that now boasts 3,400 properties globally, this is evident in the myriad small touches. Take the extraordinary bath-towel sculptures in each room, or the hand written thank you notes from the housekeeping staff. When five star levels are the norm, Nalborczyk adds that, “We focus on passion and guidance when training staff with an emphasis on understanding each of our guests needs.”

Four categories of accommodation await guests: Hilton guest rooms, deluxe and executive rooms as well as suites.

All equipped with high-speed Internet access, a full-sized sunken whirlpool bath, a separate walk-in shower and scented toiletries, the black marbled bathrooms are perfect for diverse categories of guests to relax in unadulterated comfort.

Decidedly at its most spectacular from the rooftop pool, a quiet enclave in which to swim or laze, the bartender can blend any drink to perfection or tempt with an array of poolside snacks. Downstairs, the Issimo Bar offers the opportunity to watch live televised sports from the comfort of black leather club chairs. For those in action mode, the well-equipped health club beckons while the Dubai Creek Golf & Yacht Club is only minutes away. “Basically the property has been conceptualised to cater to business as well as leisure guests. One segment should not overshadow the other”, claims Nalborczyk who has headed this

As the level of tourism is set to increase and attractions such as the Dubai Mall and the Dubai Metro abound, the hotel offers excellent leisure travel packages for the GCC market, particularly during the summer months.

gem of a boutique property since 2007, after four years of working at the Hilton Sydney.

He also helmed the awardwinning Hilton Melbourne Airport and Hilton Sheffield in the United Kingdom.

With culinary supremo Gordon Ramsay overseeing all aspects of food and beverage, the Hilton Dubai Creek is renowned for its restaurants. For breakfast or casual dining the Glasshouse Brasserie is a must. Boasting a colour-coded menu to meet guests’ individual dietary requirements, welcome to an impressive range of choices.

At breakfast, cooked-to-order dishes include specialities such as oven-baked smoked kippers and blue cheese omelette with fresh herbs. With its emphasis on modern Mediterranean cooking, the Glasshouse is a favourite with Dubai residents for its lunches,

dinners and lavish weekend brunches. “Our association with Gordon Ramsay has been mutually beneficial since we successfully introduced this celebrity chef to the UAE, whilst he helped position us in the highest gastronomic echelons in the UAE,” he explains.

For instance, the award-winning Verre @ Hilton Dubai Creek was the first international restaurant opened by this Michelin-starred virtuoso. With Executive Chef Matt Pickop now at the helm, Verre remains a model for the consistency and attention to detail that Ramsay’s restaurants are famous for. The five-course Demi Prestige Menu is an excellent introduction to Verre’s modern European cuisine. While the menu varies seasonally, it always includes a selection of signature dishes accompanied by wines paired with each course

by sommelier Garth Beer. For example, a cannon of lamb is matched with an Australian Grenache blend while a decadently rich Tarte Tatin is served with a Muscat de Beaumes de Venise.

The hotel is not only stylish, but strategically located – merely ten minutes from Dubai International Airport. It is also close to the city’s shopping malls as well as Dubai’s historic area and gold souq. “With visitors from new markets such as China and Brazil, as well as the growing business tourism sector, the hotel is poised for further success,” concludes Nalborczyk. Guests will leave Hilton Dubai Creek having enjoyed a sophisticated but welcoming stay experiencing the true heart and soul of Dubai.

Tel. +9714 212 7200 www.hilton.com

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Hotels & Hospitality

20 kilometres from the Ras Al Khaimah International Airport, the resort is an ideal destination for leisure travellers and weekend breaks

Food and beverage options include: Breeze - the lobby lounge, Breakers beach bar, Lugana Bay and Sunset poolside bars, as well as Cinnamon and Basilico restaurants

Amongst numerous amenities, there are two temperaturecontrolled swimming pools; each of which is 700 square metres

Rotana Group has evolved product brands to include Rotana Hotels & Resorts, Centro Hotels

by Rotana, Rayhaan Hotels & Resorts by Rotana and Arjaan Hotel Apartments by Rotana

Explore Infinity Reading about the Cove Rotana Resort and actually experiencing the relaxed atmosphere - where nothing was too much trouble for the solicitous team managing this ‘oasis of enchantment’ - are two different things. It may be located on an idyllic inlet with 600 metres of pristine beach, but what it offers is more graceful living and a multitude of activities.

Thoughtful touches that surpass the remits of standard hospitality fare abound. These results in a warm, fuzzy feeling that is different from home and yet comfortable only like ‘coming home’ can be…

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Amenities, such as a well appointed leisure centre, as well as six diverse restaurants and bars, create an oasis of enchantment only 87kms from Dubai.

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was prepared to visit a property with 204 hotel rooms and 76 one, two and three bedroom villas; accommodation for all types of guests wanting a taste of Arabian splendour. When I reached the resort, however, I became enveloped by a feeling of Mediterranean sensuality. Could it be that the piercing blue of the Arabian Gulf as seen from my private balcony reminded me of own sea-front home in Spain? Or could it have been the authenticity of the live cooking stations during a gargantuan dinner buffet that recalled the joyful abundance and appeal of sharing meals?

With everyone intent on a single goal; to enjoy the moment and

relax seemed inextricably linked to casual pleasures of Mediterranean living.

In many ways, the geographical parallels end here as The Cove Rotana is unabashedly luxurious, as only an Arabian resort can be.

For instance, 2 and 3 bedroom villas are equipped with private plunge pools and the venue overall is ideal as a mid-sized conference venue of up to 120 delegates, thanks to its equipped meeting rooms with the latest audio-visual equipment and IT facilities.

Aside from the mod cons which the property boasts across the board, what was memorable for me was the extremely welcoming vibe - everyone I met

was friendly and hospitable. It has obviously been designed beautifully, but the human element is what made my stay memorable.

From slippers, to ironing board the Cove Rotana is a standalone universe where impeccable hospitality matched with leisure activities galore and great dining choices make for a location where relaxation is key.

With a range of restaurants to choose from, F&B is taken very seriously. For instance, the evening buffet offered choice and seemed to cater for everyone’s tastebuds from the four corners of the globe. With a live cooking station that added a buzz to the venue, the restaurant was packed,

and considering the evening crowd, the carvery always looked perfectly replenished.

In term of leisure activities, choice was also key. Stretching, meditation, swimming lessons, aerobic and fitness training, as well as water and beach sports galore can be enjoyed. The notion of merely lounging by a swimming pool is obsolete. With the Bodylines health and fitness club, Jacuzzi, sauna and steam rooms gives a wellness dimension that many holidaymakers have come to expect and enjoy.

Tel. +9717 206 6000 www.rotana.com

Dining Guests at the Resort can choose from six various food and beverage venues, from the lobby lounge Breeze, Breakers Beach Bar and the relaxing Lugana Bay to the casual and lively Cinnamon, the all day dining restaurant as well as Basilico, where skilled chefs serve an array of traditional and modern dishes from the Mediterranean with an Italian twist.

Experience RAK The emirate of Ras Al Khaimah has an impressive archaeological heritage and a rich history worth exploring.

The UAE in general and RAK in particular is also known for its folklore and other traditional art forms which embody the values of the community.

The fresh food markets and souq areas date back to the distant past when Julfar was the nerve centre of trade in the region. These are located in the old town just off Al Qawasim Corniche Road, while modern shops and malls are in Al Nakheel area prominent shopping centres such as Al Manar Shopping Centre, Al Waha Centre and Lulu Centre are found.

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Combining intimacy, comfort and exclusivity, with personalised service that are the hallmarks of the Rotana brand in expansion with 67 properties inBest theof UAE Middle East; welcome to a resort that redefines hospitality.

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Chapter 3 Tourism, Culture & Heritage

“We have to diversify the sources of our revenue and construct economic projects that will ensure a free, stable and dignified life for the people.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Tourism, 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.

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ecause 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

breed which 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 hotblooded horses which were the forerunners of the breed which eventually became known as “Arabian”.

About 3500 years ago the hotblooded 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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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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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 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 had a go at making 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.

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The Garden of Al-Ain 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.

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ontinually 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 kilometers. 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 million date palmsthrives 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, wellequipped 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.

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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.

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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 ports, but not all are accessible to the public. Another historic structure worth mention is the Old Prison, offering 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.

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Tourism, Culture & Heritage

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

Natural Assets The UAE is blessed with a share of 9 per cent of the world’s oil reserves and 5 per cent 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 per cent 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.

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The Nation 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 Rashid Al Maktoum, the Ruler of Dubai. The Council also refers to Federal National Council, which comprises of a 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 per cent 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 per cent 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.

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Arabian Delights Coffee, sheesha, belly dancing and mouth-watering gastronomy are all synonymous with the Middle Eastern experience, not least the UAE. Despite its patina of modernity, this country has a rich cultural heritage worth exploring.

Aroma of Arabia Arabic coffee or qahwa refers to the way in which coffee is prepared and served in most Middle Eastern countries. Similar to espresso in strength, it differs in flavour and aroma.

There are two main methods of preparation. Coffee is flavoured with cardamom, ginger or sometimes saffron. This type of coffee is favoured by most GCC countries including the UAE. The other method, popular in Jordan, Lebanon, and Syria, produces qahwa saada; a plain more bitter tasting coffee. Be sure to ask if you would like sugar, which is added during the preparation, not after the coffee is made. Arabic coffee is never served with cream or milk.

Served in a special pot called a dallah, coffee covers the bottom of small cups with no handles. In most modern homes, the mortar has been replaced by an electric coffee grinder, or beans are bought already ground. The ritual of coffee serving is still carried out with immense care and represents a gracious welcoming gesture. Any occasion is a good excuse for a coffee, which, upon finishing a cup the guests return the kind gesture from their host by saying the following words: ‘fi sehtuk’ (to your health) said to a male, or ‘fi sehtik’ (to a female), or ‘fil afrahh’ (to your happiness). Coffee is also served in good restaurants by specially clad waiters called gahwaji, and is usually offered with the compliments of the house.

The perfect puff Despite more stringent legislation limiting where it can be smoked, take a seat and add the magic word sheesha to your order of tea or coffee.

Smoked by Emiratisis as well as tourists and expatriates in chic open-air cafés and in some road side restaurants, conversations are shared and hours are whiled away in a relaxed ambience. Also found as a part of the furniture in homes, sheesha is enjoyed by all and is a means of socialising at all levels.

The precise etiquette and traditions of the sheesha or hookah makes it the cordon bleu of smoking. This sophisticated smoking device evolved to perfection in Istanbul but most popular in the Middle East, contains sweetened or flavored tobacco. The milder fruit flavours especially apple are well liked. The pipe arrives with a comforting pile of glowing charcoal on top and guests are provided with a fresh plastic smoking tip. Sit back and enjoy a leisurely paced puff that will set your toes tingling.

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Rhythm is a dancer Listen to the rhythm of the beat and belly dance. Dating back to the Pharaohs, this art form has been enjoyed across cultures as a liberating and often important experience. Native to the Middle East, belly dance takes many different regional forms, both in costume and dance style.

Most of the dance movements involve isolating different parts of the body such as the hips, shoulders, and stomach. In most instances the focus is on the hip and pelvic area. A well known dance move is the shimmy; a vibration of the hips.

There are two basic forms of traditional belly dance. The first, raqs baladi, is a social dance performed by men and women of all ages during celebratory occasions such as weddings. The steps are learnt informally at an early age by imitating elders during family and community gatherings.

The second form is raqs sharqi, a solo improvisational dance and popular in the West. The most admired dancers visually communicate to the audience the emotion and rhythm of the music, even with the simplest of movements. More commonly performed by female dancers, men also sometimes dance.

A taste of the UAE Eating in the UAE is an exciting and rich experience to be shared and enjoyed. Emirati cuisine relies heavily on the use of fish, meat and rice as local dishes are largely made up of a combination of these.

Al Harees ‘Al Harees’ is one of the most savoured UAE dishes and is eaten regularly during Ramadan, Eid and weddings. Made mainly from meat and wheat, its preparation is lengthy. Ground wheat is cooked in a pot with a pinch of salt, to which the meat is then added. The mixture is then left for hours until it is fully cooked and the meat is completely dissolved into the wheat.

The mixture is then poured into a clay pot and placed in a clay oven or inside a specially prepared hole in the ground that is filled with burning coal. The pot is then completely covered with the coal and left for several hours after which the thick mixture is removed and thoroughly stirred with a special piece of wood called midrib. The final product is then topped with local ghee and placed onto flat plates.

Al Majboos The main ingredients of Al Majboos are meat and rice. Meat can be replaced by chicken or shrimp. The meat is placed in boiling water and a local blend of spices and dried lime are added. Fried chopped onion is added to the cooked meat, followed by a vegetable medley usually consisting of potatoes, tomatoes and green peppers. The mixture is left to cook on low heat for a short period. Cooked rice and saffron are then added in layers to the meat mixture. Finally, it is left to cook on a low fire for a further ten minutes.

Al Salona The dish is prepared by boiling meat with onions and then adding a variety of vegetables such as zucchini, eggplant, onions, pepper, tomato and okra. Spices and tomato paste are also added and the mixture is left to simmer for ten minutes until ready.

Al Madrooba Consists of salt-cured fish, known locally as ‘maleh’, and flour. The fish is cleaned thoroughly in running water and then cooked in a pot along with spices. While cooking, flour is added to the fish until the sauce thickens.

Al Madrooba is then topped with ghee before serving.

Fish Fish is used heavily in Emirati cuisine and is prepared in various recipes: grilled, fried or cooked with rice in paella style. Old techniques to preserve fish are still used; they are either salt cured (maleh) or sun-dried (Al-kaseef). Some dried fish are ground (sahnah).

Desserts Al Khabeesah is made from flour which is heated on a stovetop and as its colour turns brown, rose water, sugar, ghee and cardamom are added. The mixture is then left on medium heat until ready. Another sweet delight is Al Khanfaroosh, which is prepared from a mixture of flour, egg, sugar, yeast, cardamom, saffron and rose water. The mixture is then left to rest, after which it is divided into pieces and fried in ghee. The flour is sometimes replaced with rice, where the rice is washed and then left in the sun to dry after which it is finely ground before use.

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Tourism, Culture & Heritage

Flying High The Middle East is poised on the edge of a low-cost aviation boom.

With growing tourism and extensive intra-region business travel, this comes as a welcome alternative to the traditionally all-frills airlines operating in the area.

Adel Ali, CEO with Sheikh Abdullah Bin Mohamad Al Thani, Chairman, Air Arabia

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s the first low-cost carrier (LCC) in the Middle East and North Africa, Air Arabia only knows too well the remarkable growth opportunities of this sector.

“Since we started more than six years ago, we’ve been able to revolutionise air travel industry in this part of the world,” says Adel Ali, Board Member and Group Chief Executive Officer. “We’ve created a new niche market offering superb value for money with 40 to 50 per cent less than market rate along with safe and reliable operations.”

Travellers have welcomed the new concept with open arms. Air Arabia commenced operation in October 2003 with two aircraft flying to five destinations. Today it serves over 46 destinations in the Middle East, North Africa, South Asia, Indian Subcontinent, CIS and Europe - and is adding

an average of four to six new destinations each year. The airline is also expected to grow its fleet to over 50 aircraft by 2015 from the current fleet of 20 new Airbus A320s aircraft.

An expanding reach The figures speak for themselves.

Air Arabia was able to achieve financial break even point from first year of operations and record a double digit growth since then.

Early in 2008, Citigroup issued a coverage report identifiying Air Arabia as one of the world’s most profitable and fastest growing airlines. Air Arabia’s net profit for the first nine months of 2009 stood at AED 337 million, an increase of six per cent compared to AED 318 million for the same period in 2008. During the first nine months of 2009, the company registered a turnover of AED 1.469 billion, two

per cent lower than AED 1.495 billion recorded during the same period last year. “At a time when the worldwide airline industry is projected to witness collective annual losses approaching USD $11 billion, we are pleased to announce results for the first nine months of this year that continue to exceed expectations, demonstrating our positive performance amidst extremely challenging conditions,” says Ali. The Airline is currently under expansion mode. Operating out of Sharjah International Airport - its primary hub – Air Arabia commenced operations from a new hub in Katmandu, Nepal by launching Nepal’s first Low Cost Carrier (LCC) flyYeti.com connecting passangers from this region to further destinations in Asia and the Far East. The company has also opened another hub in the capital of Morocco, Rabbat in 2009.

In March 2007 Air Arabia offered 55 per cent of its capital for initial public offering. The AED2.5 billion IPO included over 40,000 local and international investors and marked Air Arabia as the first publicly owned airline in the Arab world.

Clearly, the potential for expansion in the region accentuates the differences in demand between low-cost carriers here and elsewhere in Europe and

the USA. The Middle East aviation market is growing at a double rate compared to the World’s aviation growth and still, LCC market penetration in this region is below 2%, compared to 11% and 25% in Europe and US respectively. Air Arabia is considered the biggest airline to serve India amongst all other Middle East Airlines by offering flights to 15 different destinations across the Indian subcontinent. For instance, “India is a huge market for all airlines and we’ve entered the market in a big and different way, offering services to non-metro cities,” Ali comments. “The Levant also holds big opportunities.” As for the airline’s main customer base, “It’s a real mix of expatriates, families, students and business people,” he remarks.

Budget Holidays Air Arabia Holidays brings you exciting holiday promotions and experiences with mini-breaks from the UAE to regions in the Middle East, North Africa, Indian Subcontinent and CIS countries.

Week-end escapes are now very much affordable as Air Arabia offers unique and customized holiday packages with a wide range of three to five stars hotels. Instead of spending weekends in your town, you can now easily be in a new country every week.

A Sustainable business How do low-cost airlines such as Air Arabia manage to operate with such reduced airfares? Also described as ‘budget’ or ‘no-frills’ airlines, low-cost carriers is a smart business practice where costs are reduced and passed by to customers through cheaper air fares, simply by efficient business practices such as short-haul destinations, operations to secondary airports, established and effective distribution network (web based), one type of aircraft and optional but affordable customer inflight services such as food and beverages.

“The low-cost concept doesn’t mean that you have to work on tight profit margins.

It means doing business in a more efficient way, explains Ali. “The business model should be mature enough to adapt to changes in the market.”

One way that Air Arabia has streamlined its operations is by running a young fleet of single-type of Airbus A320 aircraft. This minimises maintenance costs, plus enables crew training and resources to focus on one product. Electronic ticketing

and faster turnarounds at each airport enable further efficiency of resources. Neither does low-cost equate discomfort.

Air Arabia claims the most legroom of any economy class in the region.

In Europe however, some budget airlines have recently come under scrutiny as the optional extras may result in bumping up the price so much that they are no longer competitive with other airlines.

Passengers may expect to pay an additional amount for each piece of luggage, an assigned seat number and payment by credit card - as well as the usual in-flight extras.

“The service must be customised to meet local preferences. What works in Europe may not work in the Middle East,” counters Ali. “Air Arabia customers do not pay for luggage and there is no priority seating. The only extra is food at what we believe to be an affordable price.

Of course customers must evaluate any additional costs that may be involved.

But at the end of the day, low-cost carriers offer customers the choice.”

Tel. +9716 558 0000 www.airarabia.com

Air Arabia has been named ‘Low-Cost Carrier of the Year’ by the Centre for Asia Pacific Aviation (CAPA) at the Aviation Best of Abu Dhabi & UAE 107 Outlook Asia 2009 Congress in Beijing and at the Doha Aviation Summit 2009.

Tourism, Culture & Heritage

The sky’s the limit Revelling in opulence at 30,000 ft is not only the epitome of self indulgence, it is also the essence of convenience and practicality available to a certain ecehelon of traveller. In an increasingly interconnected world where schedules, flexibility, access to remote destinations and security is crucial, does private aviation have what it takes to really take off? Growing regionally by roughly 37 per cent per annum, business aviation is being appreciated by growing numbers of high-net worth travellers and corporations looking to capitalise on the immediacy this form of travel provides.

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ime 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 Jet’s 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 Jets (with bedroom), Gulfstreams (G300 and GIV-SP), Lear Jets (L35, 60), AVRO85 in addition to other managed aircraft. In addition, guests have the privilege of choosing their own schedule, destination, inflight 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 Jet Medevac Operations Medical evacuation, which means flying guests on medical emergencies is undertaken by 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 Jet Medevac Operations’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

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Tourism, Culture & Heritage Courtesy of The National

As I see it Educated in North America, Ali Alsaloom has lived in Hungary, France, Spain and the UK. With a degree in Hospitality Management & Tourism, as well as an MBA, welcome to this rising Emirati National media personality who has delivered intercultural awareness talks to hundreds of business groups in the region. As the host of ‘Ask Ali’ on TV, he writes weekly columns too. For his work as a cultural ambassador, ‘Time Out Dubai’ recognised him as one of their ‘40 Local Heroes in 2008.’ From a career at the Abu Dhabi Tourism Authority, today Ali runs his own communication company, Maestro Enterprises. With a portal - ask-ali.com - that answers questions on all things Emirati, making him an expert on cultural sustainability in the UAE.

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he UAE has moved from the camel to the Cadillac at break neck speed. Where our Bedouin forefathers once lived just to survive another day in the punishing desert climes, we drive air-conditioned cars to air-conditioned malls. So it might seem strange to suggest a return to the camel, yet that is exactly what the next generation of Emiratis must do to allow our country to flourish.

However, there is no way I’m giving up my 4x4. Modernisation has brought unbelievable things to us, al hamdullah, but as our ancestors knew all too well, resources don’t last forever, and we must plan for a day when our oil wells run dry. What I find interesting is that one of the growing industries here, tourism and hospitality, not only helps diversify our economy, but encourages us to look to our heritage for inspiration.

I believe the UAE only gains from inviting more and more Westerners to live with us; we receive valuable advice, while the expats become ambassadors for our country, telling people back home about how respectful we are toward other cultures and how dedicated we are to our religion.

This positive word of mouth encourages more people to come to the UAE to experience our culture and so on and so on.

Other Emiratis do not share my optimism. They think that tourism is not a sustainable industry, because Westernisation will surely threaten our way of life.

Certainly, there is an ignorance of the Gulf region, which you can witness just by going to a mall in Dubai or Abu Dhabi. There, expats dress immodestly and use offensive language, behaviour that runs contrary to the teachings of Islam. I admit it will be a big

challenge when developments such as Saadiyat Island and the Palm Islands bring even more diversity. We must make it clear to newcomers that while the UAE is a very open country, we are still an Islamic country. The solution, however, is not to isolate ourselves. We need to invite more local people to study intercultural awareness and Emirati culture, and share their knowledge as cultural ambassadors and tour operators.

We must also embrace the positive aspects of Westernisation, and stop exaggerating its effects.

Again, part of the solution is to look to our past. When the late Sheikh Zayed founded this country, he invited expat Arabs to live here.

No one complained when we started eating Hummous or Tabbouleh. Similarly, we love things from the many Indians, Pakistanis, Bangladeshis and Filipinos who come to the UAE for work opportunities. We love Bollywood movies and sell Persian rugs. Sheikh Zayed built a beautiful cricket stadium, in honour of the sport that captivates so many of the people here. We take what we like from other cultures. So now there are English speakers. And what do you think Emiratis scream when one of our beloved footballers scores?

That’s right, “Gooooooal!”

I hope we view the future as an opportunity to strengthen our values. We should be confident that we are capable of handling our culture. Each family will still raise their children themselves, so that no matter how westernised they become, those kids will be Muslim and speak Arabic. In other words, if we teach Emirati youngsters to look to the camel, we will easily overcome any humps in the future.

www.ask-ali.com

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Chapter 4 Leisure & Entertainment

“History is a continuous chain of events.

The present is only an extension of the past.”

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Leisure & Entertainment

Centrestage Enter Flash Entertainment, Abu Dhabi’s newest entertainment firm and now one of the region’s premier live events companies. Established in August 2008, this 22-strong team brings international stars and headline-grabbing events to the emirate, thereby upping Abu Dhabi’s kudos and reputation in the process. John Lickrish, Managing Director shares how Flash are delivering a vibrant environment in Abu Dhabi, for residents and visitors to play and party.

Abu Dhabi-based Flash Entertainment is an accomplished live events company putting the capital on the map as an international entertainment and leisure destination. Flash has successfully delivered some of the biggest and most memorable live events in the emirate’s history. From pop stars to 63 Best of UAE world film premieres, Flash’s seamless approach to event design, promotion, planning and implementation has already left an indelible mark on the city.

Under its five year plan for 2008-2012, the Abu Dhabi Tourism Authority (ADTA) is looking to attract 2.3 million visitors by 2012. Flash entertainment is playing a major role in fostering a creative climate in Abu Dhabi attractive to visitors and residents alike.

What role does Flash Entertainment play in the development of Abu Dhabi?

We were mainly set up to develop the live entertainment scene in the capital, by bringing high calibre international artists to the emirate and establishing the highest standards of operational excellence. We also provide stakeholders across Abu Dhabi with operational support and platforms to engage consumers.

Progress has been made in 16 months. We have built a solid reputation for bringing international artists to the region as well as star athletes such as those that compete at our annual tennis event – the Capitala World Tennis Championship.

Is your remit focused only on Abu Dhabi or do you view the whole of the UAE as your ‘entertainment playground’?

We are just getting started and Abu Dhabi is our focal business today. We exist to satisfy both the needs of the Abu Dhabi crowd as well as attracting crowds from further afield, with our main aim being to project the city as a progressive capital, and a worthwhile place to live or visit.

From event concept planning and design through to marketing, sponsorship and artist liaison, you tackle every piece of the live entertainment puzzle. Please list the challenges that you face in realizing these objectives?

Abu Dhabi has exacting standards when it comes to events and already had a proven capability

for delivering major events, for example the Abu Dhabi Golf Championship. However, since the city didn’t have a proven track record for delivering major live music concerts, our biggest challenge was to cater meticulously to the specialised needs of international performers.

Flash is able to do this because we are made up of people that are responsive and knowledgeable about music and have international experience. With these insights on board, we’re not only able to develop successful entertainment programmes, but also talk to artists, managers, and tour teams on a level they appreciate and react positively to. Multi-level coordination on a local level has also been vital. Partners, suppliers, government departments such as the Police, as well as workable contracts, crowd control, ticketing, health and safety, F&B had to be ensured in order to bring together all aspects of best practices to evolve a memorable event. Each event has its own interesting set of challenges and we want our events to be of the highest international standards and be as good as and compete with anything, anywhere else in the world. We have set a high benchmark and continue to work very hard to improve with every event we do.

How have you developed your global network to give you access to some of the planet’s most sought-after performers, athletes and musicians? Isn’t it just a question of ‘throwing money at performers’ and they will come?

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Flash Entertainment is behind some of the most high profile events in the region having entertained over 650,000 people since their inception in August 2008.

Flash has staged twelve mega-concerts, Abu Dhabi’s first international tennis tournament, launched the region’s first annual electronic music festival and been responsible for the biggest city-wide programme of entertainment ever seen from an F1TM host city – Yasalam 2009. Not only that, the company has made true on its commitment to providing stakeholders across Abu Dhabi with executional support by staging the world premiere of the film ‘Journey to Mecca’ on behalf of the Abu Dhabi Media Company and producing WOMAD in partnership with Abu Dhabi Authority for Culture and Heritage.

In January 2009, Flash launched the annual Capitala World Tennis Championship which saw six of the world’s top male players compete in Abu Dhabi. The ‘Yasalam’ programme in October 2009 delivered

the most diverse city-wide entertainment programme ever seen from an F1TM host city taking in the beach, schools, universities, shopping malls, hotels, Abu Dhabi International Airport and Yas Island itself.

The regional events industry has recognised, and honoured Flash’s accomplishments with a number of awards including Event Organizer of the Year (Sound and Stage Middle East Awards 2009) Best Sporting Event - Capitala World Tennis Championship (Middle East Event Awards 2009) Best Fair/Festival/ Concert -George Michael & Alicia Keys Live in Abu Dhabi (Middle East Event Awards 2009) Favourite Concert - Shakira Live in Abu Dhabi (What’s On Abu Dhabi Awards 2009) Favourite Concert - George Michael & Alicia Keys. Live in Abu Dhabi (What’s On Dubai Awards 2009)

With Abu Dhabi steadily emerging as a regional centre for media, entertainment and leisure, Flash Entertainment is bringing world class events to the masses. Already playing host to international and regional artists as well as sporting greats, classical shows and music festivals, Flash is consistently entertaining audiences with unforgettable experiences.

Our rates are no more than anywhere else in the world, but it is much more than just money. For major recording artists it is about the whole experience of coming to perform in a new city. For instance, the artist seeks a reliable promoter capable of delivering world class production quality.

They want to know that their image and reputation will be respected and enhanced by the marketing teams behind the show, and they ultimately want to perform to great crowds. These artists expect to be treated the same in Abu Dhabi as they would in Tokyo, London or New York, and with Flash these expectations are satisfied. We have provided the best lighting, venue, technical support, hospitality, crowds etc for megastars including George Michael, Coldplay, Jamiroquai, The Killers, Beyonce, Rihanna and Aerosmith. We develop a stellar show that draws enthusiastic crowds, as well as showing the artist a fabulously good time with premier hospitality.

The music industry is a small world, and so word travels quickly about Abu Dhabi and the positive experiences artists enjoy here.

In terms of specific milestones and achievements, how has Flash evolved since its inception? To date, what has

been your pivotal ‘moment of glory’ and ‘near-miss disaster’?

The ‘Yasalam’ programme was a proud moment for all of us. Our crowning glory. It is the broadest entertainment programme we have ever been involved in with over a month of events, concerts, movie nights and exhibitions to celebrate the inaugural F1 Grand Prix in Abu Dhabi. I’m delighted that we enjoyed outstanding results, with excellent feedback from artists, suppliers, media, sponsors and everyone involved. There are always challenges and near misses when setting up events of such magnitude but we have a very diligent, hard-working team at Flash who ensure the safety and well-being of everyone involved in our events remains paramount.

What is your wish list for seeing the event industry develop sustainably in this region? What are the trends?

We are seeing a trend in Abu Dhabi towards indoor venues and mixed-use facilities as the city grows and develops as an international destination. We will need to develop programmes that drive utilisation of these venues and spaces. From a musical talent perspective, besides concerts for international and regional artists, we will see more dj-based events

happening across the city. After the roaring success of our first ever dance festival – Creamfields Abu Dhabi - the market place has shown it wants more than just live rock or pop. We are also looking at family-based shows, Yas Island events, more creative and annual programming and international sporting events as well.

What rationale do you adopt in terms of conceptualising a ‘calendar of events’?

The first thing is practicality; we look at what’s happening in Abu Dhabi and make sure events don’t clash. We have had a very busy events calendar in the last 12 months and so for us it’s really about ensuring we don’t saturate the market or cannibalise our own programming. The market place needs time to breath and the calendar of events should reflect this. We also investigate the practicalities of what events will work in terms of demographics and scope. Abu Dhabi is a multicultural society with over 200 different nationalities, and the onesize-fits-all approach simply will not work. Research, insights and good old fashioned gut instincts are crucial in conceptualising event programmes that work.

What personal challenges and

aspirations do you have for the future of Flash?

We are in our second year now and have accomplished a great deal. We have much more to achieve and have farreaching ambitions including growing the organisation and of course the scope of our business.

Above all though, we have to continue to improve the standards of events in Abu Dhabi whilst also delivering robust and diverse programmes of entertainment that all areas of the community can enjoy.

With the promotion of a viable Emiratisation policy being a common thread within all government departments and initiatives, what policies and initiatives do you have in place to ensure that young Emiratis can be absorbed into your operations?

We want to mentor people in this exciting field and have young and ambitious Emiratis working for us. We are also looking to set up student programmes and internships to aid in Emiratisation and get the local community as involved as possible which is one of the company’s key mandates

Email. info@thinkflash.ae fl www.thinkflash.ae fl

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Tourism, Culture & Heritage

Back to the future “A nation without a past is a nation without a present or a future.� H.H. Sheikh Zayed Bin Sultan Al Nahyan famously declared. The future looks irredeemably bright for the UAE; the nation continues to power into the 21st century as one of the richest countries in the world by per capita gross domestic product. Yet, while the UAE moves forward with all the hallmarks of a modern, developed society, the government also refuses to lose touch with the rich heritage, which has made the country what it is today. Museums, forts and heritage sites are scattered across the emirates, paying homage to the lifestyle and traditions that preceded today’s. Juxtapose these commemorative landmarks with technologically-advanced racing tracks, carnivals devoted to the art of retail therapy and three annual film festivals celebrating the work of both local and internationally-renowned movie makers, and it becomes clear that the UAE is proud in equal measure of its past, present and future.

I

t can’t afford not to be. Take Dubai – a small city-state with an decreasing oil supply. Aware that the oil reserves were rapidly disappearing, Dubai’s rulers needed to find another source of income to keep the city thriving.

They invested heavily in tourism.

A concoction of five-star hotels, expansive shopping malls and zany real estate developments flourished and succeeded in putting Dubai on the tourist destination map - on par with modern metropolises like Singapore and Tokyo.

Abu Dhabi was initially left behind, but has since initiated an ambitious diversification plan thanks to the emirate’s immense hydrocarbon supply that ensures that the country has one of the highest GDP per capita in the world. (With Abu Dhabi owning the majority of these resources 95 per cent of the oil and 92 per cent of the gas. Nine per cent of the world’s proven oil reserves are under Abu Dhabi’s ownership).

Therefore, tourism is coming to the fore, but a form of sustainable tourism, which has the potential to gain the world’s respect. Whilst Dubai will remain the ultimate shopping destination for some time to come, attracting visitors thanks to its ambitious landmarks; Abu Dhabi is focussing its diversification plans on culture and heritage with upcoming projects including the Saadiyat Island complex, housing the Frank Gehry-designed Guggenheim Abu Dhabi and the Louvre Abu Dhabi.

Lesser known emirates are following suit. Ras Al Khaimah Tourism’s ‘Action Plan’, for example, is focused on Heritage Tourism with the proposed restoration of myriad historical monuments and archaeological sites.

RAK has always been deeply rooted in its traditions - an emirate committed to protecting and restoring archaeological and heritage sites. Dhayah Fort, for example, at which the last battle against the British troops took place in 1819, and the summer residence of the ruling family in Falayah where the peace treaty was subsequently signed in 1820 have been at the forefront of RAK’s previous preservation projects.

Now, in conjunction with this, Ras Al Khaimah Tourism has

developed an ‘Action Plan’ for Heritage Tourism in association with RAK Department of Antiquities and Museums. Sites included in the plan are the medieval trading town of Julfar where an archaeological park and site museum will be created, the archaeological area of Shimal where prehistoric tombs will be partially reconstructed and the aforementioned Falayah Summer Residence, where a new heritage park will be themed around the venue’s palm garden.

The most exciting part of the plan, though, is the inauguration of a touristic infrastructure, comprising fencing, public access, ticket booths, walkways and information boards.

Cultural exhibitions and festivals, which have popped up in recent years across the UAE, further emphasise the country’s commitment to promoting a more culture-based form of tourism.

Even Dubai is joining in.

Art Dubai 2009 saw 14,000 visitors including 4,000 overseas participants descend on Madinat Jumeirah for the five day event.

And, with widespread critical acclaim from the world’s press, Art Dubai has cemented its role as the premier contemporary art fair in the Middle East.

“There’s nothing to compare to it in the Gulf, or even the Middle East,” says Fair Director John Martin, who is justifiably proud of the support Art Dubai gives to local artists and galleries. “We work with every single gallery and art organisation in Dubai and we’re trying to extend this further across the region.”

It’s not just local artists and art lovers who are benefitting from the annual fair. “In the beginning, we never thought there would be a tourist element to Art Dubai,” John continues. “But, by creating an internationally renowned event, the tourists have come. Although cultural projects can be expensive for museums, it’s nearly always worth it because of the substantial revenue they will gain from cultural tourism.”

The region’s film enthusiasts have clearly come to the same conclusion. DIFF, MEIFF, GFF – the list of acronyms alluding to the burgeoning movie industry in the UAE gets longer every year. While the film festivals do their bit to

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attract international superstars to the fair shores of the UAE, a more pressing aim is to promote local culture on the world stage “Hollywood isn’t the model for our festival,” declares Masoud Amrallah, Director of the Gulf Film Festival (GFF). “Our film industry

isn’t a machine, nor is it based on the box office. It’s a cultural thing we want to educate people and tell human stories that have come out of the region. Cinema is a beautiful tool we can use to tackle human issues - you can say a lot through this medium.”

Shop ‘til you drop Dubai Shopping Festival, the brainchild of H.H. Sheikh Mohammed Bin Rashid Al Maktoum, UAE VicePresident, Prime Minister and Ruler of Dubai, exploded onto Dubai’s retail scene in 1996 and the city has never looked back ‘One World, One Family, One Festival’ is a slogan virtually tattooed onto the mind of many a Dubai resident; once a year from January to February, the catchphrase of Dubai Shopping Festival is splashed across the city, complemented by a plethora of sales, concerts, carnivals and fashion shows.

DSF was originally inaugurated to establish Dubai as a leading tourist destination and has gone from strength to strength over the years, principally due to the close cooperation between the government and the private sector

(particularly Dubai Shopping Malls Group and Dubai Gold & Jewellery Group).

A bona fide global attraction and a renowned event in the worldwide festival industry, millions of visitors from across the globe now venture to the UAE each year (3.2 million in 2008, in comparison to 1.6 million in 1996) to avail themselves of the promotions and prizes on offer. Dubai Summer Surprises takes over during the sweltering summer months. With its merry motto, ‘Big Fun for Little Ones’, DSS is marketed as the ideal holiday getaway for families.

Superb shopping offers keep bargain-conscious mums happy while their kids indulge in a wide selection of edutainment activities.

Tel. +971 600 54 5555 www.mydsf.com

But while the push towards a more cultural touristic framework is admirable and necessary, the UAE isn’t there yet; indeed, ‘lack of culture’ is a bugbear for countless UAE residents who realise that far more tourists will be drawn into the country

with projects like the recordbreaking, high-tech Yas Marina Circuit and the ever-popular month-long Dubai Shopping Festival. The framework and the determination is in place, though, for cultural tourism to thrive in years to come. Inshallah.

Racing Ahead Yas Marina Circuit played host to the first Formula 1™ Etihad Airways Abu Dhabi Grand Prix in October-November 2009.

Now, it operates year-round with international races, special events, drag racing, karting, driving school and concerts. At 5.55km in length, with viewing space for approximately 50,000 spectators,

Yas Marina Circuit is one of the most sophisticated F1 tracks in the world to date. Inspired by the culture of the UAE’s capital city and engineered with cuttingedge architectural technology, Yas Marina Circuit is the only motorsports venue on the planet where all the grandstands are entirely covered. It also boasts the

longest straight of any Formula 1 track, a driving academy, a marina and yacht club and 70 garages in two pit buildings.

“Yas Marina Circuit took over my life more than a year ago, and now I’m very proud that Abu Dhabi can present one of the most sophisticated Formula 1™ race tracks in the World,” explains the

Chairman of ALDAR Properties, Ahmed Al Sayegh. “A hotel which spans the track, a marina with a beautiful yacht club, and grandstands which are 100 per cent completely covered – this has never been seen before.”

Tel. +9712 446 0384 www.yasmarinacircuit.com

Opening Minds The Sheikh Mohammed Centre for Cultural Understanding was established to allow people of all cultures and religions to better comprehend Islam and the UAE way of life. The most popular activity they offer is indoubtably the Jumeirah Mosque Visit – the only programme in the UAE whereby non-Muslims are permitted entry into a mosque Mr Abdullah bin Eissa Al-Serkal, the Director and Founder of the Sheikh Mohammed Center for Cultural Understanding, simply aims to correct the glaring misinformation surrounding Islam and the UAE culture. The one and a quarter hour Jumeirah Mosque Visit entails a tour of the mosque followed by the now

famous Q&A session.

“Expat residents will often come back to visit us time and time again,” says Khulood Al Atiyat, the centre’s head of media relations and events. “This is mainly due to our ‘Open Doors, Open Minds’ philosophy, which means that we’re willing and available to answer absolutely any question – nothing’s off limits, nothing’s taboo and nothing’s too silly to ask while you’re within this centre. I think expat residents visit us repeatedly because they learn something different every time! Indeed, our goal is for others to understand us, not necessarily become like us.”

Tel. +9714 353 6666 www.cultures.ae

Rhyme & reason Abu Dhabi Poetry Academy is one of the largest projects organised by Abu Dhabi Authority for Culture and Heritage (ADACH) and aims to investigate and document the history of Arabic poetry as well as launching the genre into the modern literary canon Abu Dhabi Poetry Academy is the first cultural institution

of its kind in the Arab world – an institution committed solely to preserving and rehabilitating the genre of Nabati poetry, (the vernacular verse of the Bedouin tribes). By holding regular seminars, conducting sustained research and hosting conferences and roundtable discussions, the academy aims

to bring the genre closer to the worldwide literary stage.

As well as teaching a plethora of poetry-loving students the different facets of Nabati Poetry, Abu Dhabi Poetry Academy oversees one of the region’s highest rated TV shows – poetry competition ‘Millions’ Poet’.

Dedicated to educating the

region’s youth on poetry as an integral part of Arabic culture, the contest is gradually widening its reach with poets from Jordan, Yemen, Tunisia and Algeria becoming increasingly keen to enter.

Tel. +9712 621 5300 www.adach.ae

Leisure & Entertainment

Building the nation Established in 2005, Aldar Properties, is pushing for Abu Dhabi to become an international business magnet and tourist destination by way of its developments that aim to stand as a benchmark of quality, whilst adhering to the cultural and natural topography of the city. What is on the anvil for this public real estate developing to establish Abu Dhabi as the most dynamic real estate market in the UAE?

Ferrari World Ferrari World Abu Dhabi, set to open in the second half of 2010, will be an intense multi-sensory experience for enthusiasts, fans and families. The Park pays tribute to the passion, innovation and performance that Ferrari has established over the decades and represents today. Spanning 200,000 m2, its iconic sleek red roof is

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directly inspired by the classic double curve side profile of the Ferrari GT body. The aim is to provide the complete Ferrari experience to all and sundry thanks to the myriad attractions - including the world’s fastest rollercoaster - each designed to bring a different part of the Ferrari story to life...in top gear.

Aldar Marinas With a vision to create a safe, sustainable and enjoyable recreational boating culture in Abu Dhabi, Aldar Marinas is a new subsidiary of Aldar Properties that manages marinas, forming an integral part of Aldar’s waterfront developments at Yas Island, Al Raha Beach, Al Gurm, and Abu Dhabi Island.

Aldar Marinas cater to all types of vessels and vessel owners: the world’s largest luxury yachts, personal watercraft, tall ships, dinghies, racing yachts, tenders, fishing boats and ski boats, as well as five star concierge services and luxury homes with accommodations for berthing vessels.

The Yas Yacht Club at Yas Marina will bring boating enthusiasts together, further contributing to Abu Dhabi’s leisure marine industry. Aldar Marinas provides easy access to five star hotels, an 18-hole Links golf course and theme parks on Yas Island. Signature hotels, including The Yas Hotel, located in close proximity to the Marinas, will also contribute to tourism in the region.

Towers This 278-metre high tower is home to 72,000 square metres of office space located within the southern quarter of the Central Market and in the heart of the Central Business District, this 59-storey Trust office tower is Abu Dhabi’s most sought-after business address.

Yas Island Yas Island, on the North East side of Abu Dhabi’s mainland, is a tourist and living destination.

The USD $45 billion dollar project is being developed by Aldar, with the first phase established at the end of 2009. The island occupies a total land area of 2,500 hectares, of which 1,700 hectares is claimed for development. As well as Ferrari World, and the Yas Marina Circuit motor sports

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racetrack, the island is home to the Etihad Formula One (F1™) Abu Dhabi Grand Prix, a Warner Bros.™ entertainment theme park, a water park, the Yas Mall, a 300,000-square metre retail destination, over 20 hotels, the first links golf course in the region, several marinas, apartments and villas, business and commercial properties, and food and beverage outlets.

Leisure & Entertainment

Finger on the pulse Dubai is a leisure and entertainment hub and Infusion Group has weaved its success into the fabric of the emirate’s core emerging sector.

Launched in 2005, the Dubai-based firm takes an innovative approach to events and thanks to its database of loyal supporters, has become a voice and guide for today’s socialites in the region.

With a database constantly and consistently growing, Infusion provides clients with a host of marketing and PR related services including: SMS Blast (database consists of 10,000 numbers), Email Blast (database consists 20,000 email addresses) and distribution of flyers, product launches and brand realisation.

114 ofBest of Abu Dhabi & UAE (Photo – A Fire performer from IN-Entertainment at Nasimi Beach Full Moon Party)

Infusion’s production house offers services for a company’s internal use, internet marketing videos, television commercials (TVC), and other distribution avenues. Infusion provides video production management, from pre to post production, studio time, crew hire, film equipment for videos, movies, and use of live broadcast and stage projections.

Infusion Magazine Operating in the UAE for 5 years, and with over 125 issues under its belt, Infusion is dedicated to providing reliable and comprehensive local and international news for the burgeoning entertainment and nightlife scene in Dubai and Abu Dhabi. The magazine is a FREE biweekly pocket-sized entertainment and lifestyle magazine, focusing on bringing musicians and artists to the fore with exclusive content, features, news, local event guides and more. “Our writing is reflective of a spoken style, rather than a literary one, with an emphasis on visuals”, explains Charl Chaka, director. ”We have an impressive

combined experience in the publishing and nightlife industries and use talented writers, photographers and designers, as well as glitterati from the local scene who act as contributing writers and ear-tothe-ground informers.”

Readership & Distribution With a mixed readership, Infusion reaches the creative demographic as well as decision-makers.

“Being free it is quickly picked up as soon as it hits the stands which guarantees 100 percent readership. 30,000 copies are distributed every month to over 400 locations across Dubai and Abu Dhabi. A handful of issues

- Infusion TV filmed the opening of the Ferrari store and subsequent press conference.

- At the Formula One Grand Prix in Abu Dhabi, Infusion TV photographed, filmed a promotional video for the “JOY is BMW”.

- At the three day Barbican Turbo event, which was attended by over 26000 people, Infusion TV provided the photographers, filming equipment and produced Barbican’s TVC and feature video.

- Diesel was a major sponsor

of the Dubai Sound City festival and launched ‘Battle Of The Bands’.

Infusion TV filmed four events over a month showcasing the winners.

- Rip Curl, sponsors of the Full Moon Parties at Nasimi Beach, used Infusion TV to film this successful event.

- Infusion Magazine and Radio One’s Rhythm Factory created one of Dubai’s top beach parties.

Infusion TV filmed and produced an internet marketing video for Oakley’s website and in store screen projection.

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The In-Entertainment director has over ten year’s experience providing to corporate, sporting and nightlife events, including global brands among these. The in-house performers have training in a variety of skills and choreographed shows within the UAE and the rest of the world. Infusion can provide turnkey services covering elements ranging from performers, international DJs, dancers, models, hostesses and in between. (Photo – The performers from IN-Entertainment at Creamfields, Abu Dhabi, December 2009)

also go to the homes and offices of the country’s movers and shakers with the delivery team maintaining a reliable schedule”, Chaka explains.

Infusion Events Headed by industry insider Charl Chaka, the events division focuses on Dubai’s night club scene, hosting events that are becoming a fixture in the clubbing calendar of every up-and-comer. Most notable is the ‘Nasimi Full Moon Beach’ parties at the Atlantis, the Palm which attracts regularly over 4000 people and features top local and international artists and performers.

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In addition, Infusion was the first to introduce a dance tent to a music festival in Dubai with the ‘Infusion Dance Arena’ at the Desert Rock Festival in 2007.

Alongside Si02, Infusion is also partners in ‘Globalfunk’, the Middle East’s most successful Drum and Bass night featuring worldrenowned DJs. Infusion TV With its mobile TV crews, IN-TV is a production house dedicated to documenting the nightlife, lifestyle and entertainment scene in the UAE. Infusion TV (IN TV) is a more visual approach on what’s happening in the scene and

features celebrity interviews, an educational element, a comedy feature as well as competitions and more.

“Our IN TV episodes are broadcasted every three weeks on Infusion’s own specially built IN TV web page on www. infusion.ae. IN-TV offers marketing and promotional opportunities to the events and features showcased and there is also talk to host our show on international TV…We at Infusion believe in the power of multimedia”, Chaka explains.

Infusion Entertainment This division supplies quality

entertainment solutions to corporate and commercial markets internationally. Boasting a team of trained performers, choreographers, make-up artists, costume and props designers, they also profile internationally acclaimed artists and acts. Premier performances cater to an array of clients. Infusion was involved in one of the biggest shows to date, the Creamfields Festival. 26 in-house performers entertained 10,000 people at Emirates Palace with a ‘twisted disco theme’.

Tel. +97150 871 7493 www.infusion.ae

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Chapter 5 Luxury Lifestyles

“We have to be proud of our forefathers, who were able to face the harshness of life with a strong will and dedication to shape a better collective future.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Luxury Lifestyles

Gimme More Oscar Wilde believed in the 1800’s that he lived in an age when unnecessary things were the only necessities. What would he think of the UAE? From the first seven-star hotel in the world, the Burj Al Arab, to the tallest man-made construction ever built, the Burj Khalifa, and the world’s largest shopping mall, Dubai Mall, the UAE redefines the unnecessary year on year. Private jets, super-yachts, an ever-expanding directory of designer boutiques and department stores, luxury golf destinations and glamorous socialising venues are par for the course in this glittering metropolis. Bo Derek once claimed, “Whoever said money can’t buy happiness simply didn’t know where to go.” Maybe she should have pointed them in the direction of the UAE…

Number One

Club Class

Boutique 1 is synonymous with luxury. Not only Dubai’s premier destination for cutting edge fashion, Boutique 1 is a lifestyle boutique, boasting inspirational works of art in its gallery, books on a variety of topics in Boutique 1 Books and a dedicated beauty lounge, Tilia&Finn

The Cavalli Club offers its classy clientele a complete Roberto Cavalli lifestyle experience. The entire space is designed by the man itself and includes an Italian contemporary restaurant, a sushi bar, a wine and champagne bar, a cocktail lounge, a cigar lounge and a Cavalli Boutique

“I was attracted by the lifestyle in Dubai as it is very unique,” says Ziad Matta, CEO of the Boutique 1 Group. “There is a real market and demand for stores like Boutique 1; the people here want and expect the best and we give it to them.”

Boutique 1 thus houses pieces by over 200 of the world’s most sought after designers - Missoni, Elie Saab, Mulberry and Luella, among others - many of which are exclusive to Boutique 1 in Dubai and the UAE, in a sparkling environment of high-octane glamour.

The brand is also renowned for its personalised service, exclusivity and luxury, offering services such as a private VIP lounge, a personal stylist, pre-booking from fashion shows worldwide during fashion weeks, a make-up artist, a chauffeur service and complimentary alterations and delivery.

“In all honesty,” Ziad explains, “I think our success is all about trust, instinct and passion and it is with this that we have built a reputation for being the number one.”

With floors created from burnished black quartz set with crystal dust, and luminous six-metre high walls of Swarovski crystal, the Cavalli Club epitomises luxury.

“The Cavalli Club is the first designer club that fuses high fashion and fine dining as one,” says the CEO of Pragma Lifestyle, Mr Munir Al Sati. “Dubai was the perfect location for this exceptional concept and we hope that this will set a new level of lifestyle in the region and spread worldwide.”

This latest echelon of luxury comprises exceptional cuisine, warm hospitality and a boutique selling designer jewellery, dinnerware, luxury chocolates as well as anything that takes the discerning client’s eye in the club. Every single piece you see in the club has been created by Roberto Cavalli himself, from the signature animal print furniture and elaborate lamps to the detailed designer crockery.

Tel. +9714 448 3444 www.boutique1.com

Tel. +9714 332 9260

Home-grown talent Aiisha Ramadan, who grew up in Dubai, is giving something back to the city that raised her - an inspired fashion identity - with her self-titled highend clothing label, ‘Aiisha’ Born in Lebanon in 1983, Aiisha Ramadan has called Dubai home for more than two decades and she believes in investing in what has previously invested in her. “I didn’t choose Dubai; it chose me,” she muses. “I didn’t follow the glamour; I was raised here. Dubai certainly masters luxury and I feel that I’m just in the right place at the right time.”

‘Aiisha’, is making waves in the young but dynamic Dubai fashion scene and is now sold at some of the most exclusive boutiques in the city - Corset Fashions, Chocolate & Pickles, Soiree and Studio 8.

For her, simple is best: “I love simplicity even in my busiest items,” she says adamantly.

The UAE is embracing the concept of simple luxury; Aiisha has collaborated with Nokia with a high-end prêt-a-porter collection, she’s worked as a stylist on international TV programmes, she’s now the spokesperson for HP fashion products and is a prominent member of the Association of Image Consultants International (AICI).

Tel. +97150 350 0400 www.aiisha.com

Put it there An oasis of tranquillity just a stone’s throw from Abu Dhabi International Airport, Abu Dhabi Golf Club - with its 27 championship holes of golf, over 162 hectares of land and its stunning falcon-shaped Clubhouse - is one of the most upscale golf resorts in the region In 2009 Abu Dhabi Golf Club was presented with the “Best Golf Course in the Middle East” Award by Middle East Golfer, the “Best Sporting Event in the UAE” Award by What’s On 2009 Awards and the “Best Golf Course in the Middle East” Award by Business Traveller Awards, among other accolades.

Defined as a “super course” by prestigious sections of the golfing press, the 27 hole championship golf course, which is home to the PGA European Tour Abu Dhabi Golf Championship, provides a tough but fair challenge, with lush fairways, strategically placed bunkers and generous greens.

Moreover, the Clubhouse, designed in the shape of a majestic falcon with its wings outstretched, overlooks the course, keeping an eagle eye on putters at the 18th green. This stunning environment attracts business travellers, holiday makers and residents of the UAE, all of whom, according to General Manager Ken Kosak come to enjoy “quality, value and a great experience.”

“The future is very bright for the Club with the addition of the Westin Hotel on the property,” he continues. “This state of the art hotel will provide the latest in 5-star amenities as well as leisure facilities.”

Tel. +9712 558 8990 www.adgolfclub.com

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Floating on a dream Established in 2004 to represent 4Yacht Inc, 4Yacht Arabia is now one of the leading Yacht Brokerage and Charter firms in the Middle East and caters to the ever-increasing numbers of luxury travellers particularly in the Gulf Region 4Yacht Arabia provides services in the areas of Yacht Sales, Brokerage, Charter, New Construction and Management, offering Yachts and Mega Yachts ranging from 15 metres to 200 metres. To charter one of 4Yacht Arabia’s two ‘floating palaces’, Lauren L or Alysia - their grandest vessels, will cost in the region of 85,000 euro per day during low season.

4Yacht Arabia also supplies the very best Fire Fighting vessels and Rescue and Security boats for the Civil Defence authorities, as well as luxury water taxis and water limousines conceptualised by the world’s most esteemed designers. The company also represents Sunboats Luxury Catamarans, DeBirs Yachts, Royal Tender, Harbor Guard Boats and Nautica Tender.

Tel. +97150 658 9420 www.4yacht.com

The royal treatment An internationally renowned luxury flight services provider headquartered in Abu Dhabi, Royal Jet has been voted the World’s Leading Private Jet Charter by the WTA for two consecutive years Royal Jet, which is jointly owned by Abu Dhabi Aviation and the PFA, the royal flight service, boasts an admirable fleet currently comprising five Boeing Business Jets, two mid-range Gulfstream 300s, a long-range Gulfstream IVSP and a Learjet 60. The corporation is also a founding member of the Middle East Business Aviation Association (MEBAA) and a member of the NBAA, AVITAT, MedLink and the Flight Safety Foundation.

Clients of the high-status company can expect luxury VIP Aircraft Charter (a bespoke, personalised service, guaranteeing that no two flights are the same), Royal Jet Medical Evacuation Services, Royal Jet Charter Brokerage and a VIP Terminal at Abu Dhabi International Airport.

“We already account for over 16 per cent of the region’s charter market,” says President and CEO Shane O’Hare, “with clients made up of government officials, corporate decision makers, sporting and show business celebrities, high end bespoke travel providers, insurance companies, the health care sector and many more.”

Tel. +9712 575 7000 www.royaljetgroup.com

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New York’s finest Sak’s Fifth Avenue, which has long epitomised the chic elegance of New York, has been instrumental in Dubai’s development as a luxury and fashion capital in the Gulf Region Dubai’s first Saks Fifth Avenue, located in BurJuman, covers a sprawling 80,000 square feet over two levels. Level 1 houses fragrance and cosmetics, gifts, contemporary collections, the Denim Bar, the D&G boutique, the men’s store and lounge, designer sunglasses, a nail studio and children’s apparel, while Level 2 is home to the individual designer boutiques and collections (including Alberta Ferretti, Jean Paul Gaultier and Christian Dior) as well as the bridal department, a shoe salon, handbags, intimate apparel and fine jewellery.

The Fifth Avenue Club is the piece de resistance of a store shrined in luxury: the trademark personalised shopping service of the New York branch complete with expert personal shopping consultants.

Bridging the gap between established fashion hub New York and developing Dubai, Saks Fifth Avenue, BurJuman, has played host to a plethora of designing talent including such luminaries as Catherine Malandrino and Nicole Miller.

Tel. +9714 351 5551 www.saks.com

Bigger is better Dubai Mall has a total internal floor area of 5.9 million square feet (equivalent to the size of over 50 football pitches) and houses more then 1,200 retail outlets, a world-class Aquarium and Underwater Zoo, an indoor theme park, a 22-screen cinema complex and an Olympic-size Ice Rink, among other things. It’s the largest shopping and entertainment destination in the world Dubai Mall fast facts: 70 signature shops including two anchor department stores, Galeries Lafayette and Bloomingdale’s, make up the rambling, 440,000 square foot Fashion Avenue.

SEGA Republic is a 76,000 square foot, two-level high adrenaline indoor theme park.

2,800 film enthusiasts can visit the 22-screen Reel Cinemas at any one time.

The Olympic-size Dubai Ice Rink is equipped to host international, competition standard events.

The Dubai Aquarium & Underwater Zoo features the world’s largest acrylic viewing panel, has the capacity to hold 10 million litres of water and is home to over 33,000 water creatures including sharks and sting rays.

The adjoining five-star hotel, The Address Dubai Mall, offers 244 guestrooms including 36 suites and a lavishly appointed Presidential Suite, The Spa at The Address enclosing 13 treatment rooms, a large ballroom and seven meeting rooms.

Tel. +9714 437 3200 www.thedubaimall.com

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Luxury Lifestyles

Conquering the seas Founded over two years ago, Abu Dhabi MAR Shipyard (formerly Abu Dhabi MAR) was initially incorporated to build two extraordinary superyachts for VIP Gulf clients. When launched in 2010 and 2012 respectively, the 465foot Swift141 and 445-foot Swift135 will occupy high positions on the current grand list of the world’s longest yachts. With breathtaking originality of design, advanced engineering and superb multi-material construction, they will feature in the long-term annals of yachting on a grand scale. With craftsmanship undertaken by experts selected from the world’s best sources, every aspect is being painstakingly completed to the highest international standards.

Abu Dhabi MAR Shipyard, part of a major global yachtbuilding group, enters 63 Best of Abu Dhabi & UAE the highly competitive superyacht world when its first build, the 465-foot Swift141, joins the top ranks of private luxury vessels.

Courtesy Luc Vernet

Courtesy Dick Holthuis With experienced managers and hands-on experts from many yachtbuilding nations, Abu Dhabi MAR Shipyard is helping diversify the UAE’s economy, creating an important international centre to attract yacht clients, owners, and crews to take advantage of its full-service program.

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he high-performance steel hulls were originally built for the Royal Dutch Navy as platforms for frigates to defend homeland waters. The UAE Navy acquired them, but soon decided to replace them. Rather than scrap two highly valued hulls, with perfect proportions and efficient forms, shipyard backers attracted two clients whose imaginations were piqued by the electrifying possibilities of speed, grace, and luxury of naval hulls being adapted as private yachts. The clients were also persuaded by the irresistible reality that translating an existing naval hull into a private yacht is a much shorter process than designing and building an equivalent yacht from the keel up.

The futurist shaping and modern interior styling of the Swifts are by Pierrejean Design Studio in Paris. Engineering and technical design of the yachts is being accomplished by the Abu Dhabi MAR Shipyard team, in cooperation with prime global specialists, in systems,

equipment, exterior and interior outfitting.

To make this happen, in late spring 2009 the management moved into a new home – a superb new state-of-the-art facility in Abu Dhabi’s Port Zayed area, opposite Saadiyat Island Culture Centre, where the new Guggenheim and Louvre Museums are being erected.

The facility, when complete, will have an area of nearly 200,000 square metres. To further prove the shipyard’s ability to handle a variety of materials, two other large yachts are under construction there: a modern 54-metre motor catamaran built in alloy, and a 53-metre classic dhow with a traditional teak-planked hull. A series of fast patrol boats are also being built for the UAE, in a brand new facility dedicated to the latest methods in advanced composite technology.

Beyond in-house development, an even larger story is unfolding: Shipyard owners have been expanding market share globally.

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Courtesy Dick Holthuis

Backed by the strong financing of two local entities, Al Ain International Group and Privinvest, the organisation has spearheaded formation of a powerhouse holding company under the umbrella of Abu Dhabi MAR. Its principals have, for over 20 years, owned the famed

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French shipyard, CMN, in Cherbourg. In July 2009 they acquired more than 90 percent of the equally adept Nobiskrug shipyard in Rendsburg, Germany.

Each of these shipyards has recently launched an awardwinning yacht: CMN’S’ 60-meter Slipstream, and Nobiskrug’s 74-

meter Siren. In aggregate, as of autumn 2009, the three shipyards, which employ more than 2,000 people, have ten yachts on order totaling more than 800 meters length, representing a significant portion of the entire global order book for yachts over 60 metres. The

group’s order book also exceeds one billion euros.

And the story continues. In mid-October 2009, Abu Dhabi MAR signed an agreement with Germany’s ThyssenKrupp Marine Systems (TKMS), a leading European systems house supplying submarines, naval

Courtesy Luc Vernet

surface ships, luxury yachts, as well as repairs and component supply. The agreement calls for a close strategic partnership as a further step toward creating a world leader in naval and superyacht building.

The partnership involves a 50:50 joint venture, called

Blohm+Voss Naval, for the design and manufacturing of naval surface ships (frigates, corvettes and offshore patrol vessels). The agreement also translates into the holding company owning an 80 percent stake in the superyacht business and in each of the existing

companies ‘Blohm+Voss Shipyards,’ ‘Blohm+Voss Repair,’ and ‘Blohm+Voss Industries.’

It is fair to say that, in a remarkably short time, Abu Dhabi MAR has placed itself on the local map of the UAE’s capital Emirate, and has grown into a major player on a highly

competitive stage. But it has also placed itself at the centre of a much wider map, as one of the global driving forces in naval shipbuilding and luxury yachtbuilding for the future.

Tel. +9712 656 5100 www.abudhabimar.com

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Luxury Lifestyles

Va va voom His enduring love affair with automobiles started as a seven year old boy who was passionate about maintaining a scrap book of cars and collecting Dinky models. Today, Bertie Amritanand, lives his dream as the CEO of House of Cars Group. Despite the reliable engineering of a certain Bavarian car manufacturer that has enjoyed his loyalty for years; he has been selling global luxury marques since 2003.

The House of Cars Group has pride in itself - in being forward looking and competitive. Their customer base has grown in and beyond the region. With cars exported to the US and Europe, their aim is to “exceed in expectation and excellence.�

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The House of Cars maintains a ‘3 R’ strategy for growth – retain, retrain and resource. Their team has the end in mind. Along the way they apply the 3 R’s with a further 3: readjustment, realignment and redirection.

What challenges do you face when auto companies in US receive bailouts in order to survive and the future of the industry is undergoing such radical transformation?

We have common challenges but being an Independent dealership in Dubai, we have a competitive advantage: no obligations to any one franchise. Also while selling lifestyle Marques, our in-house ‘after sales’ facilities affords customers the added assurance of a one stop shop and ‘life support’ in volatile times.

What evolution has House of Cars seen this year in terms of sales, brand portfolio expansion, outlets, numbers of cars sold?

To deliver our commitment of ‘satisfaction beyond expectation’, we have demonstrated organic growth by expanding showroom space and after service facilities. By increasing staff and keeping abreast of supply and demand, our successful business model is secured.

the services of our own garage facilities. This begins when cars are selected and purchased, and as a ‘familial’ offer to our customers after a sale. We are one of the few in Dubai to offer this benefit.

Which is the most popular brand of luxury car favoured by your customers?

The House of Cars is synonymous with all prestige marques and variety is the spice of life. However, market demand determines our purchasing rationale and we stock in order to supply. There is a preference for Porsches and BMWs since we have our own garages and these specialisations.

With eco consciousness, is the market for luxury cars on the downturn?

Worldwide we are moving away from fossil fuels and looking to alternative means of power: gasoline-electric hybrids, clean diesels, ethanol and futuristic fuel cells that run on hydrogen.

Since necessity is the mother of invention, so the industry is investing in development. There is already an electric car that can do nearly 320 kph. Man’s lust for power and speed will not change the craving for a different power-train; the need for speed and luxury will just have to be cleaner and more efficient.

Has the concept of environmentally smart cars still entered the psyche of consumers in this region?

With the cheapest fuel in the world, smart cars are not the foremost purchase option in the minds of customers. We however demonstrate our commitment to ‘green’ technology by using eco-friendly paints and oils in our garages. Environment-friendly products are designed to ensure better health for vehicles and simultaneously emitting lower levels of greenhouse gases. Being a socially responsible company, we take environmental issues seriously. Our Government has the resources and commitment to pursue eco– friendly systems. The UAE has already taken steps to remove old vehicles from roads and has introduced alternate transport systems.

With the increasing availability of smart cars from manufacturers we will be at the forefront in stocking them too.

Luxury car retail sales are a competitive field, which aspects of your service do you consider as the hallmark of your business sustainability?

At the House of Cars, ‘in house’ prowess is the hallmark of our business. As a pre-owned luxury car dealership, we provide our showroom

How is the Dubai luxury car market different from the other upcoming markets in the rest of the Middle East?

Dubai drives to get the latest model before the rest of the world. Just recently we had a new BMW M3 in our showrooms long before many had seen the car in Europe. Dubai’s

Bertie Amritanand, CEO, House of Cars Group

“We are a values driven business where all employees are given clear roles and goals with a passion for profit as a daily mantra. Our only leverage is market place reputation and goodwill.” superlative and opulent lifestyle demands the latest and the best.

What scenarios do you see in terms of consumer buying habits as the society is forced to tighten its purse strings?

In this time of uncertainty will the world remember what was lost, or all that we found? Society is waking up from the self-indulgent behavior of the early new millennium years and is now settling down to more measured and responsible living.

Here in Dubai we are ideally placed to overcome this current volatility quicker than most and optimism about the automotive industry here is strong.

Tel. +9714 343 5060 www.houseofcarsgroup.com

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Chapter 6 Wellness, Health & Medical

“Future generations will be living in a world that is very different from that to which we were accustomed. It is essential that we prepare ourselves and our children for this new world.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Wellness, Health & Medical

Healthcare goes world class With one of the pillars of an advanced economy resting on the quality of its public health sector, Abu Dhabi is undergoing a radical health reform. Recent structural changes have seen private involvement flourish, with standards improving and greater investment beginning to reap benefits.

The Abu Dhabi Health Services Company, better known as SEHA, is pivotal to this enhancement process. An independent public joint stock company charged with developing and managing public hospitals and clinics, SEHA’s mission is integrated with Abu Dhabi’s 2030 Plan that projects massive urban development, population growth and tourism increase.

SEHA partners with international healthcare leaders including Johns Hopkins Medicine International, Cleveland Clinic 114 Foundation, Best of Abu Dhabi &Bumrungrad UAE International, VAMED and Medical University of Vienna.

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stablished by Emiri Decree (number 10 of 2007), SEHA is propelling the reform of Abu Dhabi’s healthcare sector. This has entailed separating healthcare management and regulation, with SEHA owning and operating all public hospitals as well as all public healthcare centres, whilst Health Authority-Abu Dhabi (HA-AD) has been elevated to the role of pure regulator of the public and private sectors. The two organisations have replaced the General Authority for Health Services, previously responsible for both roles.

Managing 12 hospitals with 2,644 beds, 62 Primary and Ambulatory Health Clinics, two Blood Banks, and 16,433 employees, SEHA’s facilities provide Abu Dhabi’s residents with convenient access to healthcare and a choice of providers.

Since becoming operational on January 1st 2008, the company’s employees have taken care of 2.6 million outpatient visits. In the first six months of 2009, SEHA managed 54,319 inpatient admissions, with an average length of stay of 5.92 days.

“By developing the infrastructure needed to support world-class standards of healthcare delivery, SEHA is

constructing new state of the art buildings and investing in other capital improvements to upgrade facilities. It is optimising its resources to enhance services across all regions of the emirate”, explains His Excellency Saif Bader Al Qubaisi, Chairman, SEHA. Infrastructural improvements notwithstanding, the lifeblood of SEHA’s success lies in the team of experienced healthcare managers recruited to oversee the smooth running of the partnering system, as well as empowering doctors, nurses, clinical staff and the administrators that SEHA employs.

“Significant improvements have been seen with a culture of excellence pervading every facet of operations; from premium-quality patient care to complementary needs for management and administrative efficiency in nonclinical areas”, he adds.

In the longer term, boosting medical research is one of SEHA’s core objectives in benefiting the emirate’s health needs. Key to this is establishing a solid foundation for research, including a focus on building skills among healthcare workers.

Additionally, research activities will be prioritised according to specific disease patterns and health issues in the emirate.

SEHA - A YEAR IN THE SPOTLIGHT • Joint Commission International (JCI) Quality Accreditation achieved for Corniche Hospital, Sheikh Khalifa Hospital, SKMC Family Clinics and Blood Bank and Khalifa City Ambulatory Healthcare Centre. Tawam Hospital Tawam Dental Clinic and Al Rahba Hospital were re-accredited.

• SKMC accredited as Level III Chest Pain Centre, one of only 12 such facilities in the world so recognised and the only one outside of the USA. • SEHA and SEHA hospitals win four of the eight Arab Health Awards for Excellence in 2009 along with eight other commendations.

• SEHA provides all public clinics, emergency medical staffing and field hospital staffing for Abu Dhabi’s first ever Formula One Grand Prix.

• A new nationwide visa screening programme is implemented, with SEHA as the exclusive provider.

• Recruitment of qualified staff achieves a 1:1 ratio of nurses per school clinic.

• The Corporate Clinical Affairs Division leads a major Disaster Preparedness initiative.

• Clinical reviews and audits are established to identify improvements in processes or services.

• Cerner Millennium Informatics becomes operational at most SEHA sites.

• Corporate Facilities and Construction Division manages major facility redevelopment projects to be opened over the next three to five years including two new replacement hospitals in Al Ain and Mafraq.

• Specialty services were introduced in the four major Ambulatory Healthcare Clinics and in some Primary Health Centres.

• A comprehensive Emiratisation plan is developed, and performance and assessment of Management Service Agreements matched or exceeded targets.

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Sheikh Khalifa Medical City (SKMC)

“Under the leadership and vision of His Highness Sheikh Khalifa bin Zayed Al Nahyan, President of the UAE and Ruler of Abu Dhabi, the Executive Council has established goals to upgrade the healthcare delivery system to world-class standards. As a consequence, SEHA became responsible for managing and developing the activities of public hospitals and clinics, a role that is integral to the far-reaching plan to overhaul the healthcare system of the emirate” His Excellency Saif Bader Al Qubaisi, Chairman, SEHA

Common diseases in the UAE • Lifestyle diseases such as obesity, diabetes and hypertension are increasingly leading to deaths in the UAE, according to the World Health Organisation (WHO). The UAE has the world’s fourth highest rate of obesity with 33.7 percent of its population categorised as overweight. The UAE also has the highest rates of diabetes with 19.5 percent of the population suffering from this ailment.

• Thalassemia is a major public health issue in the UAE. One in 12 persons in the UAE is

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said to be a Thalassemia carrier. As in the case of every autosomal disease, there is a 25 percent chance for the child of Thalassemia carrier parents to become affected.

Another 50 per cent of them could be carriers and the rest could be unaffected children. Since 2006 the UAE government has made premarital tests for hereditary diseases mandatory.

• The most common infectious disease is chicken pox.

This is followed by viral hepatitis B and pulmonary tuberculosis cases. Heat stroke is also prevalent due to hot summer temperatures.

• SKMC is Abu Dhabi’s premiere multi-specialty academic medical centre that integrates clinical and hospital care with research and education.

SKMC operates under the management of Cleveland Clinic, consistently named

by US News and World Report as one of the nation’s best hospitals in its annual ‘America’s Best Hospitals’ survey, already boasting several ‘Centres of Excellence’.

• SKMC consists of a 568bed Acute Care Hospital, 14 specialised outpatient clinics and a Blood Bank accredited by the Joint Commission International (JCI), as well as accreditation from the Society of Chest Pain Centres as a Cycle III Chest Pain Centre.

• In addition, SKMC manages a 125-bed Behaviour Sciences Pavilion, 1 Urgent Care Centres, 6 Family Medicine Clinics, 2 Primary

Healthcare Centres, and 2 Dental Centres distributed over the island of Abu Dhabi.

• The SKMC team includes around 650 physicians (170 consultants), 800 paramedics, 1,650 nurses, and 1,000 administrative personnel.

• SKMC is owned and operated by Abu Dhabi Health Services Company (SEHA) and managed for SEHA by Cleveland Clinic.

• Cleveland Clinic is one of the most respected health systems in the world. It is headquartered in the United States in Cleveland, Ohio.

It was founded in 1921 by four renowned physicians keen to provide outstanding patient care based upon the principles of cooperation, compassion and innovation.

With operations in Ohio and Florida, Cleveland Clinic saw 3.3 million outpatients and 50,465 hospital admissions in 2008. Patients came from all over the United States and from more than 80 countries. www. clevelandclinic.org

Sheikh Khalifa Medical City (SKMC) aspires to practice contemporary medicine comparable to the best hospitals and medical facilities globally.

By providing comprehensive healthcare services in all disciplines relevant to the needs and priorities of the community, the attainment of ultimate patient satisfaction is its goal.

“Our focus is to always bring the best of health care quality and service to our patients. In that respect, we channel our resources to meet and exceed international standards of health care quality” explains CEO, Dr. Tej Maini. SKMC has received accreditation by the Joint Commission International

for its Surgical Pavilion, Medical Pavilion, Outpatient Specialty Clinics and the Blood Bank. It is also accredited as a Cycle III Chest Pain Centre, being the first outside the US and 12th worldwide to receive this recognition.

While these accreditations are attained by¬ measuring operations against certain standards, SKMC benchmarks key areas within clinical service lines to ensure quality. For instance, the National Surgical Quality Improvement Programme (NSQIP) for Surgery, Pediatric Risk of Mortality (PRISM) in Pediatrics, Euroscore in Cardiac Sciences amongst others help keep track of how SKMC is performing compared to American

and European standards.

SKMC’s strength is to treat people with respect and compassion, and from that, everything follows. “We are the hospital to go to in Abu Dhabi City if you are in an emergency and the hospital to go to for simple and complicated procedures” he says. SKMC is a medical city that offers a wide spectrum of services. Our current and future plans are to focus on developing Cardiac Sciences, Pediatrics, Infectious Diseases, Solid Organ Transplantation, Neurosciences and Level One Trauma Centre.

“I am proud to say that we are at par with the best healthcare organisations in terms of staffing

and equipment. SKMC owns the best technology available to date.”

SKMC inaugurated the Ambient Catheterisation Laboratory which only a handful of healthcare organisations have. All consultants are North American Board certified or Western European Certified and can practice medicine freely in countries like the US, Canada, Germany, UK and France.

International accreditation as well as affiliation with Cleveland Clinic is an added advantage.

Many of the programmemes such as bariatric surgery were started

by Cleveland Clinic physicians who travelled to Abu Dhabi to help initiate them and have been continued by SKMC physicians.

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Healthcare Tourism on the horizon?

One of the first requirements for impeccable care is to ensure that physicians are highly qualified and trained to perform specialty procedures, with the appropriate equipment and expertise to do so effectively. SKMC and Cleveland Clinic have collaborated to develop programmes that guarantee this so that superb quality care and patient satisfaction strengthens the emirate’s position as a hub for diversified excellence.

Healthcare tourism is not

a business imperative at the moment. Becoming a sustainable health tourist hub requires the confluence of an intricate set of conditions such as infrastructure, hotels, services, amenities and modern healthcare facilities. Dr. Maini explains that “Abu Dhabi is heading in that direction; we are already the only healthcare system to offer tertiary pediatric cardiac surgery in the Gulf, but it will take some time to be able to divert medical tourist traffic from the US, Western Europe and the Far East to Abu Dhabi.”

Awareness & Prevention At SKMC, awareness and prevention has led to a healthier society with active outreach programmes in Abu Dhabi.

For instance, SKMC runs free screenings and campaigns in shopping malls, schools and community organizations throughout the year. Through these initiatives, realising the need for early diagnosis and treatment of breast cancer, cervical cancer, obesity, diabetes mellitus and coronary artery disease, can be increased.

“Among the many lessons that I have learnt in Abu Dhabi, including my year as Chairman of the Steering Committee at SKMC, is that we have lots of work to do, and that it requires patience and perseverance” observes Dr. Maini.

The right environment needs to be created to help individuals become successful, and that diligence and focus are the keys to success.

Dr. Maini uses his decades of experience to recruit a first class executive team, build consensus, and provide them with the tools necessary to get the job done.

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Mafraq Hospital • Mafraq Hospital was established in 1983 and was at that time the largest tertiary referral treatment hospital in the UAE. Situated just south of Khalifa City, Mafraq is managed by Thailand’s Bumrungrad International, the highest rated hospital company in Asia, under a four-year contract with Abu Dhabi Health Services Company (SEHA) that runs until 2011.

• With Trauma and High Risk Obstetrics as the core business, Mafraq Hospital has implemented a comprehensive ‘Quality Improvement and Customer Care’ plan which includes a 14-month proposal to achieve International Quality Accreditation.

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• Mafraq hospital has bed capacity for 451 patients, cared for by over 1,500 professional staff. The hospital treats close to 100,000 patients annually and conducts about 7,500 operations. During 2008, general surgery was the most common procedure with 1,649 cases, followed by ophthalmology at 1,199.

• The hospital’s emergency room was enhanced and a unit dose drug distribution system was implemented.

Construction of the new hospital building, situated in the future Abu Dhabi Central Business District, is set for completion by December 2013 and will initially provide 499 beds and expanding to 745 as required by operational demand and population growth.

Welcome to a hospital that meets the healthcare needs of the local and resident population, also taking decisive steps towards positioning Abu Dhabi as the Middle East’s healthcare hub and meeting SEHA’s vision of a quality integrated healthcare system comparable to the best in the world. The construction of the new state-of-the-art Mafraq Hospital is not only architecturally impressive, but will provide the most unique, technologically advanced procedures and diagnostic techniques, in an environment that is incomparable to anywhere else in the UAE. The multicultural mix of physicians and other clinical staff who are trained and international Board-certified add value to the operations and service delivery based on a keenness to uphold excellence. To this end, ‘The Infection Control’ yardstick is set against Centre for Disease Control (CDC), whilst other departments

benchmark against information specific to their specialty. For instance, the department of Cardiac Surgery utilises ‘Mortality and Morbidity’ as a point of reference listed in the ‘European Association for Cardiac Surgery’ (E.A.C.T.S.) guidelines. As there is currently no official benchmarking internationally, clinical quality indicators in Abu Dhabi medical facilities are now benchmarked between other government hospitals in the emirate.

A transparent, qualitydriven and customer focused organisation, Mafraq Hospital intends to build a most impressive tertiary care organisation that will deliver high quality patient focussed services to meet the need of the local population.

The objective is to grow their operations in line with patient needs, compliment SEHA’s vision of a quality integrated healthcare system and Abu Dhabi’s strategic vision for diversification.

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Tawam Hospital • Built in 1979, in accordance with the vision of the late president, Sheikh Zayed bin Sultan Al Nahyan to serve the people of Al Ain, this premier 477-bed tertiary care facility currently treats over 700 patients daily.

• Tawam Hospital is owned and operated by Abu Dhabi Health

Services Company (SEHA) and is managed by Johns Hopkins Medicine International.

• Tawam hospital became the first SEHA hospital to go live with the Cerner HIS system of health information. This achieves the goal of ‘one patient, one record’ so that no matter where patients go in the SEHA system, their records are available online.

• A professional staff of more than 3,500 includes more than 500 physicians, 1,200 nurses, and 800 paramedics, supported by about 1,000 administrative personnel.

They work in seven operating theaters, six general and one C-section suites, and eighteen wards with additional ambulatory treatment clinics and an emergency

department. More than 15 percent of all staff are UAE nationals.

• New or remodeled patient service areas were successfully commissioned with over 80 new outpatient clinics opened, and ‘The Knowledge Transfer Programme’ hosted 22 Johns Hopkins’ visiting professors of various medical specialties.

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Tawam Hospital was one of the first Joint Commission International (JCI) accredited government hospitals in the UAE affiliated with John Hopkins Medicine.

JCI provides assurance that the standards, training and processes used to survey the performance of health care organisations meet the highest international benchmarks for accreditation entities. The world’s first World Health Organisation (WHO) Collaborating Centre dedicated exclusively to patient safety solutions, is a joint partnership between the WHO, The Joint Commission and JCI. Tawam Hospital hosts various specialised medical departments and has maintained its reputation as an outstanding health care provider across the GCC; with its oncology department emerging as one of the most advanced referral centres in the Gulf. Patients receive the latest treatments and most contemporary therapies in the field of cancer, while taking comfort in the Oncology Centre’s warm and pleasant atmosphere, helping to ease the emotional and physical pain of this disease.

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The Oncology Department at Tawam Hospital consists of four divisions: Oncology, Hematology, Radiotherapy and Palliative Care.

Its main aim is to provide top quality patient care by ensuring premium treatment services.

The hospital offers world class care in all specialties and key competencies including neonatal care, emergency medicine and intensive care. Tawam also offers orthopedic surgery, family medicine, ob-gyn services, fertility services, neurosurgery, pediatrics, a cardiac centre and the largest blood bank in the UAE. The hospital’s current strategy is focused on improving public health through outreach and a wide range of customised community programmes, as well as creating ties with leading medical institutions in the region. This affiliation is also bringing regional and international recognition to Tawam as a world-class health care provider. The hospital has fostered comprehensive clinical initiatives that focus on areas such as cancer treatment, cardiovascular catheterisation,

angioplasty, and bariatric surgery and on quality efforts around recruiting and retaining highly qualified physicians.

Tawam Hospital is extremely pro-active in terms of initiating Community Social Responsibility campaigns throughout Abu Dhabi.

One of their most successful campaigns in 2009 was the Mobile Screening Mammography initiative under their Breast Cancer Awareness campaign.

Tawam Hospital is the first hospital in the Middle East to introduce a mobile mammography van. The objective of the van is to ensure that every woman, above the age of 40, living in the remote areas of Abu Dhabi, has access to a mammogram, a breast exam, and educational material on breast cancer prevention and early detection, all free of charge.

During 2009 the Tawam Hospital Mobile Mammography Van along with a dedicated team of professionals from the Tawam Hospital’s Breast Care Center have screened 1874 women from ten different regular locations in Abu Dhabi. The full campaign is

organized to compliment Tawam Hospital’s annual Breast Cancer Awareness Campaign.

In addition to regular van visits to remote areas in Abu Dhabi, Tawam Hospital also supported their annual campaign in October – a month dedicated to breast cancer awareness globally. The campaign’s theme was ‘Early Detection is your Best Protection’.

It comprised of daily and weekly awareness activities that required hands-on participation from the community. Activities included creative mall stands, fun run, participation in health conferences, and lectures at universities and schools. Over 350 women were screened during the month of October.

During 2009 a total of 4108 women have had mammograms either at the Breast Care Centre or on the mobile van.

Blood Donation Drive which included participation from government officials, local athletes and university students from Al Ain as well as Abu Dhabi.

The affiliation of Tawam Hospital with Johns Hopkins Medicine,

one of the most respected medical institutions in the US and globally, has helped strengthen the foundation of advanced and efficient patient care. Through its international management

arm Johns Hopkins Medicine International, Johns Hopkins Medicine’s knowledge transfer programme fosters a mission to improve the health of patients within a community by setting

high standards of excellence in medical education, research and clinical care. These best practices and innovations help make Tawam a leading example of a hospital that is achieving

SEHA’s vision of a high quality integrated healthcare institution comparable with the best in the world. It is a beacon of excellence admired throughout the UAE and the Gulf region.

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Corniche Hospital • Corniche Hospital is the premier maternity hospital in the Middle East. Located in downtown Abu Dhabi, this Joint Commission International Accredited institution is the UAE’s leading referral hospital for obstetric and neonatal SEHA took over Corniche Hospital in September 2008, installing a new management team provided

by Johns Hopkins Medicine International. Since then, all operational systems have been updated or replaced.

The transition, as with all organisational change, was not without its challenges, but the end result has more than justified the process. Corniche is now a model of modern healthcare management, building on 25 years of proven excellence.

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care. With specialty clinics dealing with lactation, fetal medicine, obstetric medicine and VIP patient education, the hospital can handle up to 285 inpatients at a time boasting facilities for 50 intensive care cases.

• Owned and operated by Abu Dhabi Health Services Corniche has a professional staff of 1,200 SEHA employees, led by 10 obstetric consultants, 12 specialists and 50 general practitioners in obstetrics as well as gynecology. They are supported by 25 neonatologists, 100 midwives, and 500 nurses.

Together they manage each month an average of 1,200 admissions, 100 intensive care cases and as many as 11,000 outpatient visits.

Designated clinics have also been established for managing diabetes in pregnancy. Additionally,

Company (SEHA) Corncihe Hospital is managed by Johns Hopkins Medicine International.

• This past year, Corniche Hospital initiated plans to renovate and expand the existing Neo-natal Intensive Care Unit and implemented the Modified Early Obstetric a memorandum of understanding with the Imperial College London Diabetes Centre in Abu Dhabi lends further expertise and resources in diabetic care.

As the first and only hospital in the capital to be part of the Vermont Oxford Network, a nonprofit voluntary collaboration of healthcare professionals dedicated to improving the quality and safety of medical care for newborns as well as their families, Corniche is at the forefront of best international practice and research in the

Warning System (MEOWS).

• In late 2008, Corniche converted its record-keeping to Cerner Millennium, a powerful Health Information Technology (HIT) that puts all medical records online for easy retrieval and updating and connecting it to the nationwide SEHA records system. management of babies in need of intensive care.

Corniche Hospital is proactive in several respected forums including the reference group for licensing obstetric-gynecology practitioners in the private sector; the Regional Neonatal Network - a group of senior clinicians that reviews prenatal services and service developments across the emirate - and the Regional Medical Directors’ Forum, which meets monthly for discussions on service issues across Abu Dhabi.

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Al Rahba Hospital • Owned and operated by Abu Dhabi Health Services Company (SEHA), Al Rahba is managed by Johns Hopkins Medicine International.

• Al Rahba is the first hospital in the UAE to be accredited

by Joint Commission

International. It was recently re-accredited.

• As an employer of over 30 nationalities, the hospital has 163 beds in seven wards and a professional staff of more than 500. On average, it deals with 10,000 emergency and outpatient visits every month, 700 inpatient admissions,

Al Rahba Hospital benchmarks itself against several international standards including Joint Commission International (JCI).

Aside from a wide range of medical services, Women’s Health, Emergency Medicine and General Internal Medicine, SEHA’s vision of a high quality integrated healthcare system comparable to the best systems in the world is a core philosophy of this 163-bed facility.

Al Rahba is building on a strong foundation of community medicine. With investments in new medical technology and equipment, services are being expanded to address community

needs. A key strategy of improvement is to ensure sound customer service and training to all staff. With an emphasis on excellence, in line with goals set by the government of Abu Dhabi and SEHA, the development of new clinical programmes as well as supplementary prevention and screening initiatives is underway.

Like other healthcare providers however, challenges sometimes exist. For instance, the recruitment of staff can be difficult due to global shortages. To counter this, the hospital is working towards bolstering its image and strengthening the Al Rahba brand with a strong

and 2,000 operations annually, mainly gynecology, orthopedics, and general surgery.

• The hospital expanded its scope of services to include vascular surgery, mammography, dermatology, and oral and maxillofacial surgery. public relations campaign to reinforce its positioning and attract quality staff.

In order to position the hospital to respond to SEHA’s vision of a high quality healthcare system comparable to the best in the world, Al Rahba hospital is focused on developing new programmes to meet stakeholder’s needs that guarantee superior quality with established clinical pathways and tracking results. It is also investing in the Abu Dhabi community in terms of specific prevention programmes. By developing these programmes, timely diagnosis and prevention of chronic diseases and screening

• In 2008 Al Rahba became a member of Cerner Millennium Informatics, an international network that connects medical professionals with knowledge and resources.

System-level key performance indicators were established and monitored, as were Johns Hopkins and budget KPIs. initiatives including diabetes, colon cancer, hypertension as well as asthma is improved.

Keen to promote excellence, Al Rahba hospital is leveraging its relationship with Johns Hopkins Medicine International in knowledge transfer programmes to improve patient outcomes and education and training of staff. With funds available for improvement projects that have a direct impact on patient care, added to a proactive recruitment campaign focussing on finding the best personnel, the hospital’s management team is committed to delivering on SEHA’s vision and excellence in patient care.

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With SEHA’s announcement of the construction of a new facility to eventually replace the current Al Ain hospital, operations will begin by 2014. Designed according to German building standards with clinical services that meet European healthcare benchmarks, the new 688-bed hospital will include: a mother and child family medicine centre, specialised trauma, orthopedics and sportsmedicine units, 40 bed critical care unit and cardiology unit added to a research and training centre for healthcare professionals.

The hospital will also house the first dedicated stroke unit in the UAE as well as a centre for rehabilitation medicine.

Commenting on the Al Ain Hospital’s three decade legacy, CEO George Jepson says, “Al Ain Hospital has earned goodwill and acclaim for its salient role in community health care. In line with our vision of evolving as a centre of regional healthcare excellence, we focus on interdisciplinary cooperation and holistic medicine, as well as the highest standards of professional training and

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qualifications for all our consultants and staff.”

The hospital’s partnerships with the Medical University of Vienna and VAMED, as well as the Faculty of Medicine and Health Sciences at UAE University, gives it access to a pool of internationally recognised medical experts and accumulated technical knowhow. “The best medical experts from VAMED and the Medical University of Vienna manage the overall restructuring of the various divisions. The new leadership, while enhancing the scope of services available, is also facilitating the adoption of international standards of service in the hospital’s daily routine” explains Jepson.

2009 heralded positive change for Al Ain Hospital with experts from VAMED and Medical University of Vienna taking charge of their duties as the heads of departments. New initiatives included the launch of a completely revamped labour and delivery division, added to a radiology division and diabetes unit. The Child Health Institute is

Al Ain Hospital • The 412-bed hospital has been serving Al Ain and nearby areas with dedication and commitment.

Owned and operated by Abu Dhabi Health Services Company (SEHA) and managed by VAMED and the Medical University of Vienna, it employs over 1,700 staff including 42 surgeons, 241 doctors, and 674 nurses.

• The hospital is networked with three Family Medical Centres and provides a also on its way to offering facilities with a greater focus on the introduction of sub-specialties and research on locally relevant medical issues. The hospital will soon unveil a new operation theatre and intensive care unit.

Additionally, it increased its interface with the community by introducing innovative communication techniques such

wide range of general and specialist clinical services. It is also the base for medical education, training, and research for two teaching hospitals from Europe and the UAE. • Al Ain Hospital manages over 17,000 admissions and conducts close to 4,500 surgical procedures annually, ranging from orthopedic to gynecology.

• About 70 to 80 percent of emergency cases in the area are brought to Al Ain Hospital for emergency and trauma management. as street theatres to create awareness about diseases like diabetes. With such a line-up of quality services, Al Ain hospital will continue to refine its operations to match the healthcare needs of the community overall and meet SEHA’s vision of a quality healthcare system comparable with the best systems in the world.

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Wellness, Health & Medical

The healing touch Healthcare is one industry which remains least affected by global financial volatility. With increasing health concerns in the country, hospitals keep evolving to meet those needs. Abu Dhabi’s keen interest in the health sector has accelerated the growth of Lifeline Group which was established as Lifeline Hospital in Abu Dhabi in May 2007. The Lifeline Group continues to sustain itself and the community and is on its way to achieving its vision of being a world leader in medical services.

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Patient Safety is a focus of Lifeline care and this has been acknowledged by the Arab Health 2010 Award recognising the hospital’s pre-eminence in this area.

In November 2009, Lifeline hospital won the prestigious Sheikh Khalifa Award for Excellence. It was the only private hospital in the UAE to be short listed for honours in the Arab Health 2010 and went on to win the award for Patient Safety. Other national and international awards that Lifeline has accrued include the Australian Council for Quality Management Certification, Joint Commission International (JCI) Accreditation, and the European Business Assembly Quality Award.

Lifeline has also been voted the best private hospital in Abu Dhabi by patients and received accolades from the UAE Minister of Health, the government of Uganda and others for its contributions to preventative medicine in various communities.

Quality healthcare Abu Dhabi is aiming to develop a healthy emirate and nation.

This is fundamental to the growth of quality driven hospitals and will complement medical tourism. “Health is something that can not be compromised upon and the economic situation has not disturbed the health sector significantly. The emirate has been extending support to Lifeline’s commitment to offer premiere healthcare in the region and we are encouraged to go ahead with expansion plans in the burgeoning health industry”, says Managing Director, Dr. Shamsheer.

With the government’s encouragement, the UAE is enabling private healthcare institutions such as Lifeline Hospital to offer world-class medical care and instill regional health awareness. For instance, new departments have been planned which manage more diverse and precise patient medical

requirements. Each hospital of Lifeline Group aims to be a onestop-treatment facility, lending credibility to the region as a medical tourism destination.

Hospital provision, management and quality service will remain the Lifeline group’s core function in the foreseeable future.

Other services Pharmaceutical and Pharmacy services are an essential part of healthcare. This division is active in the Lifeline group, complementing and enhancing the quality service of the hospitals.

Our clinical pharmacy section has taken over the franchise for the GCC of The Medicine Shoppe brand of Cardinal, the fortune 18 company. This commitment will enable Lifeline to give enhanced and patient friendly services to our patients and customers through improved logistics and training.

The Pharmaceutical sections: Lifeline Scientific and Lifeline

Drug Store are linked with major pharmaceutical companies and will continue to promote their now extensive range of Prescription products, over-the-counter drugs, home medical device, nutrition, vitamins and cosmetics.

As part of our Wellness concept, Lifeline developed the Organic and Healthy food catering arm of the company, D-Club.

It has progressed significantly since it was established two years ago and enjoys popularity among residents. It is also currently catering for major government and private institutions that are conscious of the need for healthier eating by their employees.

Future developments Lifeline Group hospitals are emerging in various locations including Abu Dhabi city, Abu Dhabi industrial areas, Al Ain and Oman. India is one of the destinations on the group’s progress map for 2010 with a hospital and university complex

planned for Calicut, Kerala. The Group is particularly excited about the new tertiary care standalone hospital in the heart of Abu Dhabi city. “Lifeline continues to progress by focusing on improving healthcare availability, quality and education throughout the region,” Dr. Shamsheer concludes.

Corporate Social Responsibility Lifeline is actively involved in the community with the hospital group organizing health programs, including free health prevention camps, and lectures to encourage medical awareness among residents and promote a healthier community. “Our involvement is not limited to offering treatment and care in hospitals, we are also focused on promoting health awareness and a healthy lifestyle among the residents through health initiatives”, explains Dr. Shamsheer.

Tel. +9712 633 5522 www.lifelineauh.ae

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Wellness, Health & Medical

Health kick start Specialising in the treatment of patients with knee and sports related injuries, the Abu Dhabi Knee and Sports Medicine Centre (ADKSMC) was the first healthcare facility of its kind in the UAE and Middle East. Providing patients with state-of-the-art healthcare based on accepted international standards and evidence-based medicine, the Centre became fully operational in January 2007 with a staff of 20. Established by Mubadala Development Company in 2006, the Centre forms part of Mubadala Healthcare’s integrated network of world-class facilities. ADKSMC has performed over 1,200 surgical procedures, of which 850 were anterior cruciate ligament (ACL) and posterior cruciate ligament (PCL) knee reconstructions. Since the incidence of ACL injuries in the UAE is estimated to be five times that of European countries and North America, ACL injuries represent a significant healthcare problem for the UAE. Dr Charles Brown, Medical Director, ADKSMC shares his insight on the Centre’s activities.

The Centre was founded in 2006 by Mubadala Development Company with the goal of providing the people in Abu Dhabi, UAE and surrounding GCC countries with high quality in-country treatment of knee problems and sports related injuries. To ensure that patients receive the best possible care, treatment at the Centre is based on accepted international standards which have been validated by evidence-based medicine. Since opening its doors, the Centre has performed over 1,200 surgeries including 850 knee ligament reconstructions.

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How is the ADKSMC fulfilling its vision to create a Centre of Excellence dedicated to improving the lives of patients with knee and sports related injuries?

In contrast with most of the hospitals and clinics in the region which treat many different types of medical problems, ADKSMC was established to specialise in treating patients with knee and sports related injuries. With a focus to deliver cost effective, state-of-the art treatment based on the latest internationally accepted evidencebased medicine, a dedicated medical staff has been trained to care exclusively for patients with

these conditions. The second focus of our Centre is education.

Our surgeons and physical therapists are actively involved in teaching and the Centre hosts visiting surgeons who come to learn the latest techniques in knee surgery. To date we have hosted visiting surgeons from the UAE, Bahrain, Qatar, Oman, Yemen, Saudi Arabia, Egypt, Libya, Iran, South Africa, Belgium, Sweden, Norway, Iceland and the UK. We are also actively involved in teaching at regional and international medical education courses.

As part of its outreach program, the Centre also trains athletic

Musculoskeletal allograft tissue is invaluable in the treatment of patients with failed knee ligament surgery and those requiring reconstruction of more than one knee ligament. In 2007, the Centre installed a -80º freezer for storage of allograft tissue imported from tissue banks in the United States certified by the American Association Tissue Banks, making it the first healthcare facility in the UAE and Middle East to offer the option of allograft tissue to its patients. Previously, allograft tissue was only available to patients in the UAE by travelling to USA or a few European countries. Since its establishment, the Centre has performed over 50 operations requiring the use of allograft tissue. Recognized for its innovative pain management program and state-of-the art ACL reconstruction surgical techniques developed by its Anesthesia Department and Medical Directors, the Centre has hosted visiting surgeons from Bahrain, Saudi Arabia, Iran, Yemen, Egypt, Libya, South Africa, Belgium, Norway, Sweden, Norway, and the UK who came to learn more about these techniques.

trainers and physical therapists for several of the UAE Sports Clubs in the latest treatment methods for athletic injuries. Members of our medical staff have pioneered many of the current surgical techniques practiced globally and have published numerous articles and book chapters in the field of knee ligament surgery.

Musculoskeletal allograft tissue is invaluable in the treatment of patients with failed knee ligament surgery and those requiring reconstruction of more than one knee ligament. In 2007, the Centre installed a -80º freezer for storage of allograft tissue imported from tissue banks in the United States certified by the American Association of Tissue Banks, making it the first healthcare facility in the UAE and Middle East to offer the option of allograft tissue to its patients. Previously, allograft tissue was only available to patients in the UAE by travelling to USA or a few European countries.

Since its establishment, the Centre has performed over 50 operations requiring the use of allograft tissue.

Recognised for its innovative pain management program and state-of-the art ACL reconstruction surgical techniques developed by its Anesthesia Department and Medical Directors, the Centre has hosted visiting surgeons from Bahrain, Saudi Arabia, Iran, Yemen, Egypt, Libya, South Africa, Belgium, Norway, Sweden, Norway, and the UK who came to learn more about these techniques.

What initiatives are you planning to assist in

positioning Abu Dhabi as a hub for health tourism? What role does the ADKSMC play in this development?

Together with Dr. Nader Darwich, Deputy Director, ADKSMC, anesthesiologists Dr Ahmad Ahmad and Dr Ahmad Taha, and experienced physical therapists David Baston and Azzam Kamal we aim to provide the best cost effective care to the people of the UAE. We are confident that once patients from abroad discover that our Centre is capable of providing them with the same quality and same types of treatment offered in Europe, the USA or other countries such as Thailand and Singapore - which promote themselves as preferred destinations for health tourism - they will choose us over these other destinations.

What groundbreaking treatments are currently available at ADKSMC? ADKSMC pioneered the use of musculoskeletal allograft tissue in the Middle East and GCC. Musculoskeletal allograft tissue is invaluable in the treatment of patients with failed ligament surgery and patients requiring reconstruction of more than one knee ligament. Previously, allograft tissue was only available to patients regionally and in the UAE by travelling to the USA or selected European countries.

Since becoming fully operational in 2006, we have performed over 50 operations using allograft tissue.

The availability of allograft tissue allows ADKSMC to be one of the few facilities in the region specialising in the treatment of

patients with failed knee ligament operations, and patients with complex multiple ligament injuries.

ADKSMC is also the only Centre in the region offering a comprehensive pain management programme for patients undergoing surgery. Managed by our Anesthesia Department, our pain management programme minimizes the patients’ pain after surgery and allows for earlier mobilisation and rehabilitation minimising surgical morbidity.

ADKSMC Surgical Team Dr. Charles Brown, Medical Director A respected international teacher responsible for developing multiple specialised techniques and instruments currently used by orthopedic surgeons worldwide, as well as the author of over 48 abstracts, book chapters and scientific articles; Dr. Charles H Brown Jr., is an Orthopaedic surgeon certified and recertified twice by the American Board of Orthopaedic Surgery, specialising in the treatment of knee ligament injuries. Dr. Brown is also a member of the American Academy of Orthopaedic Surgeons, and the American Orthopaedic Society of Sports Medicine. An internationally recognised authority on the treatment of knee ligament injuries and complex knee problems, he completed his orthopaedic training at the Harvard Combined Orthopaedic Training Program in Boston, Massachusetts.

Dr. Brown was a staff orthopaedic surgeon at the Brigham and

Women’s Hospital, Boston, Massachusetts and a Clinical Instructor at Harvard Medical School from 1991, until leaving to become Medical Director of ADKSMC in January 2006. Dr. Brown is a pioneer in the use of hamstring tendon grafts for anterior cruciate ligament surgery and has published numerous articles and given lectures worldwide on this topic.

Dr. Nader Darwich, Deputy Medical Director Dr. Darwich is a consultant Orthopaedic Surgeon who received his medical degree from the Faculty of Medicine, Damascus University, Syria in 1983 and did his post graduate orthopaedic training in France where he practiced orthopaedics until December 1995. Dr. Darwich is holder of the French Board in Orthopaedics and trauma surgery since 1992 from the Faculty of Medicine, Nancy University, France. He is sub-specialized in arthroscopic surgery, knee ligament reconstruction and sports injuries.

Dr. Darwich invented a device for the distal interlocking in the intramedullary nailing.

This helps the operating surgeon to avoid exposure to operating at the point of distal locking. Dr. Darwich is currently licensed with the French Medical Council, British Medical Council (Full Registration), MD with the Syrian Ministry of Health and Orthopedic Surgeon with the Syrian Ministry of Health.

Tel. +9712 631 7774 www.sportsmedicine.ae

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Wellness, Health & Medical

Forever Care The American Hospital Dubai provides quality, cost effective, American standard healthcare to meet the needs of Dubai and the surrounding Gulf states through comprehensive primary, secondary and tertiary care services on an inpatient, outpatient and referral basis.

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E

ach year almost half a billion dollars is pumped into the UAE’s Healthcare system, and the public and private facilities available to the nation’s residents boast the latest in technology, resources and professional expertise.

This was not always the case.

Up until a decade ago, healthcare in the UAE was limited to a handful of respectable but over-populated government-run public hospitals and clinics. As the population grew to 1.2 million, so did the demand for Western-equivalent medicine on par with International, namely American, standards.

Ask anyone in town to name the best hospital in Dubai, and the answer would be the American Hospital Dubai. A landmark in the city, The American Hospital Dubai (AHD), a 143 bed acute care, general medical / surgical hospital was established in 1996 and has proven itself to be a leader among private and medical centers in the Emirate.

The Hospital was planned, designed, built and equipped to meet American Standards of Healthcare.

The hospital operates to these standards and all its physicians are North American Board Certified or of equivalent Western training programs, such as those in the United States, the United Kingdom and Canada. Catering to quality medicine, AHD is the first hospital in the Middle East to be accredited by the Joint Commission International Accreditation (JCIA); a subsidiary of the United States based Joint Commission on Accreditation of Healthcare organizations (JCAHO).

This pioneering initiative has not only eased the worries of Dubai’s residents, it has also heralded the creation of a thriving health industry. Projects such as the USD $ 1.8 billion Dubai Healthcare City – the strategic vision of General Sheikh Mohammed Bin Rashid Al Maktoum, Vice President, Prime Minister of UAE, Ruler of Dubai– seek to strengthen Dubai as a global hub for specialised healthcare and a center for medical education and research. The spearhead for all of this was AHD. Despite the expensive mandate, “AHD is committed to provide American Standard Healthcare with the highest quality of patient

care,” says Michael French, CEO. Eliminating the need to travel abroad for treatment, AHD continued to expand its facilities to include an 180,000 square foot Outpatient Medical Building, to enable the continued expansion of physician specialties, which was opened in September 2006.

He adds, “We remain committed to our continuous investment in new technologies, services and American Board Certified or equivalent standard Physicians”.

AHD is a leader in primary and secondary programs that have

been expanded into the more complex tertiary programs such as the newly established Cancer Care Centre, as well its Heart Centre, offering the complete spectrum of cardiac care from Cardiology, Interventional Cardiology and the Beating Heart Cardiothoracic surgery. This is in addition to the well established Total Joint Replacement and Diabetes Centres.

The AHD Total Joint Replacement Centre is the first of its kind in the Middle East and the fourth worldwide after

similar facilities in Holland, Spain and Britain.

Dr. Samih Tarabichi, the Centre’s Director has performed over 4000 joint replacements and holds two surgical patents used in knee joint replacement.

With a dedicated approach to improving services, “We expect to see more hospitals seeking international accreditations and investment in newer technologies and expertise,” concludes French.

Tel. +9714 336 7777 www.ahdubai.com

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Health, Beauty & Wellness

The beauty beat According to research by Clinique La Prairie in Switzerland, Arab women have the world’s healthiest and youngest looking skin. Various genetic and environmental factors contribute to this ranking, which is reinforced by the range of traditional beauty regimens that Arab women have embraced for centuries, and which have now grown in popularity worldwide.

Hands On The art of henna painting has been practised for at least 5,000 years in the Middle East and Indian subcontinent. Henna or mehndi is made from henna tree leaves, which are collected and ground up into a paste by mixing with hot water and then allowed to ferment. The design process is done using a small cone that has a hole from which henna comes out when pressure is applied. Henna, which lasts about 12 days, traditionally adorns the hands and feet of women during special occasions such as engagements, weddings and Eid. Designs vary in different regions with each baring a particular significance to each culture; such as good health, fertility, wisdom and spiritual enlightenment.

There are many types of henna designs including Al Ghammsa, which is hand painting up to the elbow. The Al Jutti style involves tinting two joints of each finger, while the Bittat style is formed of four triangles with small dots drawn on the palm of the hand. Flowers or stars are also used in this design.

With a thicker consistency, henna is also used to dye hair. The redcoloured henna is normally preferred and is applied for several hours to attain the desired look and lustre.

Henna is also noted for its medicinal properties. It is an antiseptic for soothing burns, eczema and providing relief from bruises and arthritic pain. Henna is also used to treat athlete’s foot, corns, foot odour, blisters and minor cuts. When mixed with vinegar and applied to the head, henna is thought to alleviate headaches.

A sweet body Halawa or sugaring is a traditional Arabic hair removal technique. Used by the Ancient Egyptians, halawa, which translates as ‘sweet’, is an allnatural mixture of sugar, water and lemon juice. It is also water-soluble and non-toxic, which makes it mild on the skin, as well as environmentally friendly. The mixture is heated to the edge of crystallisation and formed into a soft ball, flattened onto the skin, then quickly striped away. The hair is removed at the root.

The lukewarm halawa only sticks to the hair and not the skin, so unlike other waxing methods, it does not irritate the skin and is safe to apply to all skin types. It is a gentler means of hair removal, especially on sensitive areas of the body and gives smooth, silky results that last four to six weeks; much longer than shaving or depilatory creams. Sugaring diminishes hair growth rapidly and the more frequently it is done the finer the hair tends to grow back.

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A muddy experience Rasul mud treatment is a traditional Arabic cleansing ritual that takes place in a steam chamber, uniting the elements of earth, air, fire and water in a unique experience for body and soul.

The rasul begins with a short cleansing shower followed by the application of various coloured muds to the body and face, which exfoliate the skin and draw out impurities. You can relax on the warm, tiled seats and bask in the soothing soft light that trickles through the celestially designed domed ceiling of the chamber. Further benefits of the treatment will be felt as you inhale the steam infused essential oils. The ceiling will then open up to provide soft rain that gently loosens the mud.

In a second chamber, calming showers rinse away any remaining mud leaving you feeling renewed, relaxed, and with silky soft skin. The treatment ends when soothing and enriching aromatherapy oils are applied to the body.

Get Steamy The hammam or Turkish bath is closely related to the Ancient Roman’s bathing practices. It was developed in the Middle East as a means of cleansing the body as well as a place for socialising where conversation and gossip was exchanged. This centuries old steam bath is seeing resurgence in popularity amongst locals as well as tourists.

Hammams have thick stone walls and domed roofs. Once inside, bathers relax in a hot, humid marble chamber or room and allow the moisture to soften and penetrate their skin. This room is known as the warm room and allows the bather to perspire freely. You may then move to an even hotter room known as the hot room. An attendant wearing a traditional chequered sheet, called a pestemal, then scrubs the body vigorously with an abrasive cloth, removing dead skin and leaving the layer beneath so smooth it gleams. This removes toxins from the body and relieves muscular aches.

An invigorating dousing with water follows, and bathers are left to stretch out on the hot marble stone at the centre of the chamber, heated from beneath by air circulating from a wood-burning furnace. After performing a full body wash and receiving a massage, bathers finally retire to the cooling-room for a period of relaxation.

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Wellness, Health & Medical

Caring is our concern A bastion of reliability and impeccable service, their persistent efforts in redefining the standards of patient care in the region have been well received and appreciated by thousands of faithful patients over the decades. With a motto as meaningful as ‘Caring is our concern’, Drs. Nicolas & Asp Centres throughout Dubai uphold a philosophy that has brought a smile to many.

Drs. Nicolas & Asp runs various programmes that give back to the community including the “Small 114 Best of Abu Dhabi & UAE Mouth” programme which educates children on oral hygiene, healthy eating, health and safety.

F

or almost twenty years, the ‘Care Philosophy’ of Drs. Nicolas, Sven and Joan Asp that is shared by their globally handpicked Dentists, Dental Specialists and Dental Professors is still the driving force in their everyday challenge defined as excellence in patient care.

Patient satisfaction, patient retention and patient recommendation are the genuine rewards that the 180 clinical and non-clinical staff members value and strive for.

With their loyalty, these valued patients have made them the largest private dental healthcare provider in UAE with seven branches serving Jumeirah, The Marina Walk, Midriff, Green Community, Dubai Healthcare City and Jumeirah Beach Residence.

Today, in response to their patients requests ‘Family Medical Services’, both General Medical Practice and Specialists Clinics have been introduced keeping in mind the highest of standards.

These additional services are gradually being introduced and are currently offered in some of their centres - including the recently opened, two state of the art facilities at the Jumeirah Beach Residence.

When it comes to training, ‘Nicolas & Asp University College Of Postgraduate Dentistry’ at Dubai Healthcare City is the only college in the Middle East offering official accredited Specialists Dental Degrees legally recognized in Europe. The College Teaching Faculty Professors serve as a think tank and expert authority for their dental clinicians in particular, and for the UAE dental community in general.

Since inception, Drs. Nicolas & Asp has constantly focused on patients’ changing needs, looking at quality patient care as a fundamental aspect of their function in Dubai and further afield.

Today Dubai is claiming its status as a sophisticated vibrant metropolis with discerning residents from worldwide seeking quality care. This has supported the team’s drive in seeking the most distinguished clinicians in their craft, in introducing the latest disciplines and services, in using the most advanced technologies and equipment to secure an unparalleled level of attention and

Expansion of the practice continues with more branches scheduled to open. All branches are equipped with the latest computerised dental and medical software for speedier appointments and billing system.

expertise for their varied clientele.

The current general and specialised medical and dental services provided are: General dentists, pediatric dentistry specialists, orthodontists (braces), cosmetic dentistry, teeth whitening, dental implants (immediate, teeth in an hour and instant computer aided implants), crown and bridge porcelain works.

In addition: endodontists (root canal specialists), oral and maxillofacial surgeons, oral surgeons, periodontists (gum specialists) and cleft palate experts, as well as hygienists too.

The following specialties are currently on offer: general medical doctors, family practitioners, pediatricians, obstetrics/ gynecologists, ear nose and throat specialists, plastic surgeons, orthopedic surgeons, internal medicine specialists, physiotherapy as well as other disciplines that may be requested by the families they serve.

Prevention is an important corner stone in the Dr Nicolas & Asp mission for patient care.

Prevention is meant to empower families with enough tools to maintain and enjoy a happy and healthy life.

Tel. +9714 394 7777 www.nicolasandasp.com

Dr. Nicolas, General Dentist and owner Drs. Nicolas & ASP

Corporate Social Responsibility In line with the continuing patronage and her support for children’s issues; Her Royal Highness Princess Haya Bint Al Hussein, wife of His Highness Sheikh Mohamed Bin Rashid Al Maktoum Vice President, Prime Minister of the UAE, Ruler of Dubai, is sponsoring the ‘Dental Care for Children with Special Needs and other Needs’ community campaign offered by ‘Nicolas & Asp University College of Postgraduate Dentistry’ in coordination with the Dubai Health Authority. The initiative aims to empower children for a brighter healthier smile in the years to come.

To this effect the first epidemiological study screening of Dubai school children has been running for two years. The study aims at identifying the community status in the areas of Oral Hygiene, Tooth Filling, Decay, Missing and Orthodontic Disorders. The results of this study will be utilised by Public Dental Health policy makers at the Dubai Health Authority.

At Drs. Nicolas & Asp, a firm belief in the ‘boutique operation’ concept means that their teams will always be focused on offering bespoke services to a unique clientele who have consistently valued their philosophy of ‘Caring Is Our Concern’.

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Chapter 7

Education & CSR

“The individual who is healthy and of a sound mind and body but who does not work commits a crime against himself and society.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Education & CSR

Sharing the wealth “Upon the education of the people of this country, the fate of this country depends,” said British PM Benjamin Disraeli in the mid 1800s. Sharjah’s ruler, H.H. Sheikh Sultan Bin Mohammed Al Qassimi, is a steadfast supporter of this philosophy and nowhere is his commitment clearer than in the striking collection of universities situated on the outskirts of the emirate. Yet, while schools, universities and training programmes will provide an invaluable foundation for the UAE to develop as a nation, it’s equally important to educate the ever-expanding pool of companies and corporations on the art of achieving sustainable development - economically, socially and environmentally.

Corporate social responsibility (CSR), a practice firmly established in developed nations worldwide and a practice unequivocally supported by the teachings of Islam, is a relatively young discipline in the UAE, and one that needs to be nurtured.

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harity is not a new notion for Muslims. A practice known as ‘Zakat’ or ‘alms giving’, which involves sharing one’s wealth with those less fortunate, is deeply ingrained in the Muslim psyche. Yet the obligatory ‘Zakat’ differs from CSR in one important way; it’s meant to be secret. CSR isn’t.

Certain companies are, nevertheless, making a START. The UN states that all children have a right to creativity and self-expression; that’s where START, the CSR arm of Art Dubai, a non-profit programme for the MENASA region, comes in. Working with NGOs in Jordan, Lebanon, Palestine and the UAE, START reaches out to refugee and orphaned children offering them art classes, summer schools, museum visits, gallery outings and the chance to exhibit their work on the world stage.

START, which was launched by the Al Madad Foundation, the Prince’s Drawing School and Art Dubai, believes that child development is inextricably linked with arts education and thus aims to bring this to socio-economically and culturally deprived children across the Middle East. Sonia Brewin, Director of START, aims high: “We want to be an internationally recognised UAE charity for building imagination and dreams for orphans, refugees and street children in the MENASA region by enabling creative development.”

In July 2009 the START team offered a three-week art summer school to over 400 children in Jordan. The project ended with an exhibition of their work at the Dar Al Anda Gallery in Amman, an exhibition which has now been invited to the Saatchi Gallery in London.

Sonia continues: “All we want is to reach more children in the MENASA region. We worked with about 200 children last December in Palestine and we hope to be able to work in India and Iran in the next two years.”

The Emirates Wildlife Society in association with the World Wide Fund for Nature (EWS-WWF) are focussing their CSR project, rather, on the colossal ecological footprint the UAE desperately needs to tackle. ‘Heroes of the UAE’ – developed jointly by EWSWWF and the Environment Agency

of Abu Dhabi - is a national campaign, which urges UAE residents to reduce their energy and water consumption in order to help lower the UAE’s ecological footprint. Initially focussing on the general public in Abu Dhabi, the campaign is now reaching out to all seven emirates The UAE has the highest per capita ecological footprint in the world, which means, in essence, that if everyone in the world existed and consumed like an average UAE resident, we would need 4.5 planets to supply the demand.

Over 80 per cent of the UAE’s ‘footprint’ is related to carbon dioxide emissions, mainly due to energy consumption.

“By empowering all UAE residents with simple lifestyle choices that lower their energy consumption, we want to develop a community movement demonstrating that collective action can make a huge difference to these critical issues,” says Tanzeed Alam, Climate Change and Sustainability Manager for EWS-WWF. “Currently the focus is on saving energy in the home, where nearly 5000 people have pledged to save energy by joining heroesoftheuae.ae. We have also organized a series of awareness raising events, such as a hugely successful event at Marina Mall, Abu Dhabi where over 16,000 energy-saving light bulbs were distributed to the public and some 6000 pledges were collected.”

In comparison to the majority of developed countries worldwide, the UAE has been slacking on its responsibility to recycle. And while the Emirates Environmental Group, a non-profit organisation dedicated to protecting the UAE’s environment with programmes such as year-round tree planting and recycling campaigns as well as an annual Clean up UAE drive, is doing its bit, it’s the EEG’s CSR Network, which is really making waves in the Arab world.

Launched in 2004, the CSR Network was established with the aim of giving its members a platform to share their CSR experiences and network with regional leaders in CSR. It also offered EEG the chance to build a database of the most impressive practices across the region. The network met with massive success and has now evolved into an

Habiba Al Marashi, co-founder and Chairperson of EEG, is one of the region’s most prominent exponents of CSR

independent entity, the Arabia CSR Network, which is supported by the UN Global Compact and is set to become an icon of sustainability in the region.

Despite the fact that CSR is a relatively new concept in this part of the world, great strides are gradually being made in the region, and particularly in the UAE. “Since the launch of the CSR Network in 2004 we have seen leaps in both the number of companies considering CSR essential to their business as well as the quality and sustainability of their practices,” Habiba Al Marashi, co-founder and Chairperson of EEG, explains.

“There is, however, much work to be done. Companies must realise that CSR is more than simply giving money to charity or taking part in worthy initiatives on an ad hoc basis. CSR entails a structured and sustainable approach that takes environmental, social and economic factors into account.”

CSR is a holistic phenomenon; a company is accountable for all of its stakeholders to attempt to achieve sustainable development.

From customers to suppliers, local neighbourhoods and the environment, a thorough CSR policy misses nothing. Consumers are increasingly paying attention to companies’ sustainability too; ethical awareness strongly influences where a customer will purchase a product or service.

So whether or not UAE-based firms believe that ‘saving the world’ is part of their responsibility, or whether or not UAE-born leaders wish to share their charitable actions with the world, the notion of CSR is one that can no longer be overlooked.

The Arabia CSR Awards The Arabia CSR Awards provide a much-needed platform to recognize and reward companies that have demonstrated true commitment to corporate social responsibility.

The first cycle of the Arabia CSR Awards showcased companies from the GCC region with winners including ABB Group, Oman LNG, GPIC Bahrain, DAFZA, Jumeirah Group and ECAT (Environment Centre for Arab Towns) among many others.

These companies were rewarded for demonstrating outstanding leadership as well as a continued devotion to the incorporation of ethical values, involvement in communities and protecting the environment in their business practices.

Habiba Al Marashi commented: “In an economic downturn, sustainability becomes even more critical, and there is a greater need for business to identify areas where they can improve. The downturn will help weed out companies that look at the more superficial aspects of corporate social responsibility.”

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University Challenge Sharjah’s University City, a colossal six-campus development, was founded in 1997 and houses the American University of Sharjah, Sharjah Men’s University, Sharjah Women’s University, the Higher College of Technology for Men, the Higher College of Technology for Women,

Sharjah Police Academy and the Sharjah Library.

Home to the first school ever established in the UAE, it’s little wonder that Sharjah now houses the most impressive conglomeration of educational institutes in the UAE – University City. Worth visiting

for its awe-inspiring architecture alone, the six-campus collection of universities covers 1,600 acres (6.5 square kilometres).

And with establishments such as Sharjah University now boasting international standards (the institute has

obtained academic accreditation for the vast majority of its courses and is twinned with the University of Arizona in the USA), the educational possibilities within the emirate can only expand.

Tel. +9716 556 6777 www.sharjahtourism.ae

Just SAE yes The world’s largest and most prominent Creative Media education and training provider, SAE Institute, is located in 50 cities and 23 countries across the globe, including Dubai. Since its inception in October 2005, SAE Dubai has seen visits from media success stories such as DJ Shortee and Palestinian-American producer Fredwreck ‘Farid’ Nassar.

Endorsed by the Dubai University Quality Assurance Board (UQAIB) and a licensed member of Dubai’s Department of Education, Knowledge and Human Development Authority (KHDA), the film and audio courses offered by SAE Dubai are accredited by the

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New South Wales Department of Education in Australia.

An impressive proportion of SAE Institute graduates worldwide have achieved resounding success in the film and music industries with Oscar, BAFTA, AFI and ARIA awards falling to the lucky few. With certificates, diplomas and degrees now offered

by SAE Dubai in Film Making, 3D Animation, Multimedia, Web Design and Audio Engineering, it’s only a matter of time before one of Dubai’s expertly trained graduates hits the big time.

Tel. +9714 361 6173 www.sae-dubai.com

Granting Wishes The Emirates Foundation, created by the Abu Dhabi government in 2005, is a philanthropic organisation, which encourages individuals and organisations to give back to the community. Through an independent capital fund, kept afloat with donations from the private sector, the government and generous individuals, the foundation concentrates on six different programme areas: Social Development, Education, Arts & Culture, Science & Technology, Public Awareness and Environment Ever committed to improving the quality of life of UAE residents, the Emirates Foundation relentlessly develops and supports a vast pool of community-based initiatives as well as offering institutional grants, fellowships and research awards.

In the field of education the Emirates Foundation offer scholarships in Italy for outstanding Emirati students. This programme is designed to advance the careers of Emiratis studying subjects that are important for national development but are lacking in locally trained specialists.

Moreover, the foundation presents the Emirates Read Grant Competition, which focuses on increasing the interest in reading among young Emiratis.

Tel. +9712 404 2900 www.emiratesfoundation.ae

The fat truth The UAE is the eighteenth most overweight country in the world; it also has the second highest rate of diabetes. Obesity is becoming a big problem, which is where UNICEF comes in ‘The Fat Truth’ campaign, launched by UNICEF and the Ministry of Health in 2009, aims to raise awareness of childhood obesity in the UAE as well as identifying and putting into action the necessary changes. Through educating parents, the healthcare sector and children themselves, the brains behind the campaign are desperately trying to slim down the UAE, warning of the

dangers of an increasingly popular sedentary lifestyle.

Phase I caused quite a stir; and Phase II is destined to follow suit. The campaign is being expanded in 2010 to encompass all seven emirates with projects including community events, workshops for head teachers on the importance of physical education, alterations of the nature of physical education lessons in the UAE and significant canteen modifications

Tel. +9714 360 0779 www.thefattruth.org

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Education & CSR

The creative edge “The empires of the future are the empires of the mind.”

Winston Churchill Churchill’s wisdom at historically auspicious moments made him an icon of his time and helped forge an era. Here we are now, facing another historic crossroads, this time in the evolution of the education industry.

It’s prompting the world’s best and most pioneering educators to focus on how to prepare the minds of the next generation to create these ‘future empires’ and build lives filled with success, dignity and purpose.

Welcome to a multilingual, creative Early Childhood Education concept with an innovative take on what pre-schooling should be all about. “Since enthusiasm comes partially from learning and partially from a sense of ongoing accomplishment, it’s essential that students and teachers kept& inspired by their working environment. Pre-school, more than any 114 alike Best ofare Abu Dhabi UAE other time in a child’s school career is when they need to be exposed to the best teachers, so that the right academic and social foundations are laid.”

Birgit A. Ertl, Founder, The Children’s Garden (TCG)

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hat is the key to preparing young minds for such a future? Though a hotly contested topic, Birgit A. Ertl, founder of The Children’s Garden (TCG) and its pioneering concept in Early Childhood Education, is clear about the ingredients necessary for success: “Innovation, creativity and enthusiasm. It’s simple. And you have to start young, at pre-school, during the most formative years of a child’s life. I can’t emphasize this strongly enough.”

Innovation, creativity, enthusiasm. To take each of these prerequisites of success in turn, it’s necessary to look first at the need for innovation in the Early Childhood arena. “These days, we live our lives at breakneck speed; we are surrounded by change, with everything around us constantly evolving. It’s not enough to rely on teaching practices and methods that we employed 100, 50 or even five years ago,” insists Birgit.

“We’ve moved beyond that now.

At least, we should have done. We need to be looking at providing curricula, classrooms and teaching of the future if we’re to equip children with the skills needed to meet the challenges ahead.”

With over 20 years experience teaching at some of the most progressive Early Childhood schools worldwide, Birgit has devised her own, multi-lingual concept for two to five year olds, which she chose to roll out in Dubai because of its richly multicultural population. Combining the most successful aspects of different curricula distilled from her years in the field, what TCG offers, according to the highly qualified teachers employed to deliver this

innovative concept, is “so much more than just a curriculum. It’s a lifestyle: well-balanced and age-appropriate, offering both children and teachers opportunities to explore. It keeps us all fresh, open minded and accepting of all cultures and other ideas. And you can’t really top that in today’s globally diverse world.”

Innovation informs every aspect of daily life at TCG. Curriculumwise, it’s offering something different. “One thing about our curriculum that sets us apart is that it’s a multilingual immersion programme. Like many successful innovations, it involves a process, and that process is a commitment to at least two, but preferably three full years in the programme. At the end of it, the children will be fluent in at least the two languages of instruction, and be academically prepared for any Primary curriculum,” explains Birgit. And the benefits? The teachers are quick to elaborate: “The children get a ‘cultural’ education. Command of different languages leads to an understanding of different cultures which in turn promotes greater selfconfidence in different environments and social situations. Another must in today’s world.”

It’s not just the language element that marks the TCG concept out as pioneering, adding value to the evolution of the Early Childhood Education landscape. In terms of creativity, the second of Birgit’s three prerequisites of success, a great deal of emphasis is placed on developing creative skills. Again, according to TCG’s teachers, the benefits are monumental: “The focus on art serves multiple purposes. Firstly, by balancing

academics with social and emotional development, children have time to be children; to develop and explore their own ideas at their own pace. They find strengths other than in the academic field, which builds greater self-confidence.

Secondly, TCG introduces children to art by looking at the bigger picture: they learn how to use many different media to achieve different styles, observing how the great masters have influenced the evolution of art. We also host an annual art exhibition and initiate other arty experiences to get the children used to the whole language of art.

“In the UAE, where many children don’t necessarily come to us speaking any of our languages of instruction, art offers them other valued opportunities to express themselves. And that helps build their confidence and independence more quickly. Art also enables the children to experiment in a safe environment, promoting real freedom of thought, imagination and of course building their self-esteem – all prerequisites for successful learning.”

It’s clear that a first-rate curriculum can help guarantee the best grounding for very young children by delivering an innovative, creative and holistic education.

But what really matters is the delivery. Creative experiences, language skills, multi-cultural environments and inspiring activities are all crucial parts of the education mix, but the most important ingredients are the provision of inspiring learning environments and engaging, age-appropriate teaching methodologies. And that takes real enthusiasm.

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Doing things differently, encouraging first hand experiences, implementing a wide range of inspiring activities to engage a child’s emotions and generally ‘keeping it fresh’ is what really counts. Along with professional expertise, innovation and creativity, it takes real enthusiasm to deliver the best kind of education experience. “Enthusiasm is caught, not taught,” maintains Birgit. “And it’s another absolute must.”

21st Century school environments should be different places from the classrooms we knew as children in order to generate different results. “Getting the learning environment right is a must,” insists Birgit. “Ordinary classrooms can make children feel pretty ordinary, so a school of the future should think creatively about its learning spaces and the impact they have on the whole school community. Classroom organization, innovative décor, exciting visual, aural and tactile experiences, safety, diverse activity corners and even imaginative lighting all help tap further into a child’s potential and promote greater curiosity, confidence and communication skills.

“Teaching, too, should be delivered in various ways. It’s not enough to rely on methods and systems that have dominated the education environment in the past. Just as curricula and classrooms should change, so we should pay more attention to understanding how children learn best, understanding the ‘back end’ of teaching. This is where knowing how the brain works comes in. Without getting bogged down in the science behind it all, the algorithm for successful learning is simple; when children are in an environment where they feel understood, their self-esteem grows. This in turn makes their selfconfidence flourish, the result of which is that they feel emotionally engaged with their environment.

And it’s only when emotions are engaged that the brain releases the chemicals that promote successful learning. What this all boils down to is, quite simply, love.”

As the most influential factor in any child’s learning environment, the teacher shoulders the lion’s share of responsibility for ensuring that successful loving and learning happens. “To be a great teacher,” states Birgit, “you have to be a people person and you must love what you do.” This theory is borne out by her staff members, who have highlighted the benefits of working in TCG’s very inclusive environment: “It’s made me think more creatively, given me confidence, inspiration and made me realise I’m a good teacher,” said one. “It’s improved my imagination and my independence,” confirmed another.

“I’m much more adaptable now.

It’s broadened my mind and I can now cope with all sorts of challenges,” stated a third.

And another teacher explained, “We’ve learned that we can challenge children of this age group more than we ever thought, and I have found my way of teaching now. I’m an artist, I’m creative and I know now that I’m great at my job.”

“I’m extremely grateful,” confirms Birgit, “that TCG, a Taaleem school, has attracted teachers of such a high calibre, because it’s the human factor that turns the big picture of education into a work of art. And schools of the future need to factor this into their development strategies.”

One mother, whose daughter has now moved on to Primary school where she’s in a much larger year group, said, “I can identify the other children who

went to TCG because of their dignity, self-worth and their outgoing personalities.”

Birgit is adamant that there is so much more to a good preschool than preparing children academically for Primary school, especially at this stage when there are far more age-appropriate things to be doing to stimulate the brain in the best ways. “I see TCG as a garden,” she explains.

“It never stops growing, but it needs constant nurturing. Any good garden needs maintaining if the seeds sown are to grow strong, flourish and bear fruit.

They must be free to take from their environment what they need to grow and ultimately add their own spirit to the overall colour of the wider, everchanging landscape.”

www.childrensgarden.ae www.tcgjumeira.ae

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Education & CSR

Learn through play With a mission to “help mothers help children be all they can be”, this global specialist toyshop brand has accompanied children aged up to six since 1974. Dedicated to helping children develop and learn through play, The Early Learning Centre’s (ELC) range of toys are designed to stimulate children’s development holistically - to help children explore the boundaries of their imaginations and creativity, to make learning fun and help children reach their full potential.

Established in 1974, the ELC is one of the most familiar and respected brands on UK high streets, with 191 dedicated UK stores. Kamal Osman Jamjoom Est. is the franchise partner in the Middle East with 58 shops across the UAE, KSA, Qatar and Oman. The recently opened branch in Ibn Battuta Mall is the 28th shop in the UAE.

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What strategic approach to child development does ELC adopt?

ELC is a unique brand that understands the importance of play to the development of children. The toys act as a medium through which learning and developmental processes are carefully tailored to help children gain creative thinking, observation and problem-solving skills. While designing toys, ELC works closely with experts, child psychologists

and children themselves and makes sure all the toys are top quality, safe and above all, fun.

How do you help raise awareness about the importance of education through interactive toys?

At ELC we have identified key skills that are crucial to the development of children. We have then taken these and incorporated them into our product design. In this way, parents can be sure that they are

not only buying their child a simple toy, but rather an item that helps their child evolve and grow. The skills that were identified have then been translated into icons and placed on our packaging so that customers can identify the benefits of the product at a glance.

This is also where we differentiate ourselves from our competitors.

What plans does ELC have for the future in the GCC? Are there plans for expansion or is consolidation the name of the game?

The future remains bright for ELC with 58 stores currently across the GCC and another 4 stores planned for 2010. We will continue to take the brand to our customers with a strategic expansion plan and wherever possible to avoid cannibalisation.

What challenges does a successful global brand like ELC have in developing this market? How threatening to your bottom line are Chinese imports?

The brand has proven to be a success in the UK which has

fuelled the international growth worldwide with over 150 stores internationally.

Developing a successful business relies on customer growth and more importantly, on organic growth. Expansion opportunities lie in improving the customer offer by launching new product intervals throughout the year.

By developing quality toys that are safe and reliable, we hold our own.

With cost cutting and general caution permeating to consumer’s purchasing choices, what do you do in order to ensure value for money?

We constantly look at adding value in our stores with offers running throughout the year to give customers their money’s worth. We have opted to create more multi buys and general customer gains to ensure that the brand remains exciting and offers all customers excellent value for money.

Tel. +9714 341 4177/02 681 8868 www.elc.co.uk

The layout of the ELC shop categorises toys according to age groups, with a children’s play area including a selection of toys, books and colouring books. The toys also come in attractive environmentally-friendly packaging with informative icons on them, which are helpful in assessing what type of development each toy promotes.

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Education & CSR

Kids World In this era of hyper consumerism where children suffer due to the barrage of ‘stuff’ they are enticed to buy, they need another game-based distraction like they would a hole in the head. KidZania®, the awardwinning children’s ‘edutainment’ concept at The Dubai Mall, introduced regionally through an exclusive partnership with Emaar Retail, could appear to be yet another diversion in a different guise. Apparently not, so says the 12 year old reviewer of the 80,000 sq ft interactive mini-city that combines play with learning through a fun and innovative approach. “To begin with, we imagined a fake city (what everyone says is amazing but truly isn’t). When I arrived there, it really was just like a true mini city! With roads, shops, sign lights and even cars! It was an amazing experience. I have never been busier playing at real life”, claims Ishana Durante-Bose.

This 80,000 sq ft interactive mini-city that combines play with learning boasts a high ratio of trained staff-to-children. With a wristband policy to monitor children’s’ activities, 114 Best of Abu Dhabi & UAE KidZania® is manned by a multi-cultural team of professionals trained in various activities that deliver edutainment at its best.

Aside from being a perfect party venue, this award-winning themed concept works as a destination for school trips thanks to the unique edutainment experience on offer. The scope of the activities in each establishment can be linked to school subjects. School activities can therefore be derived from the visit including homework, research projects and exhibition of works.

H

er fellow reviewer, 9 year old Christopher Kelaita is equally enthusiastic. “This is a small town for us kids in UAE to do adult jobs, get salaries and open bank accounts, we even get to earn diplomas.” Intrigued? The unique and uncannily realistic educational environment that allows kids to do what comes naturally to them - role-playing by mimicking traditionally ‘adult’ activities as in the real world is a novel idea that was first developed in KidZania®, Mexico in 1999. The concept is simple: children perform ‘jobs’ and are either paid for their work (as a firefighter, police detective or journalist for example) or pay to shop or be entertained.

The indoor theme park is built to scale for children, and accurately reflects the workings of a typical city through paved streets, vehicles, a functioning economy, and recognizable destinations in the form of ‘establishments’.

Ishana explains, “So when kids grow up they’ll make the world a better place”.

How so? By featuring offices,

university, fire station, race track, radio station, pizzeria, hospital, bank, theatre and ATM machines amongst others, all scaled down to a smaller, child-friendly size, children between the ages of 4 and 16 dress up in real-life uniforms and perform realistic professional tasks in a fun and meaningful way. “I worked in a real gas station and fixed a real go kart.” I worked there for 15 minutes and it was awesome”, says Christopher.

Whilst Ishana said that her “favourite place was the hospital where you got to do surgery on realistic dummies and the TV Studio, where I got to be a host which is my dream.”

The Experience The journey begins at an airport style ‘check-in’ counter, where children are issued their boarding pass, a city map and a cheque for 50 kidZos, the official currency of KidZania®. The cheque can be encashed at KidZania’s bank where children open an account.

With their own bank account,

children can deposit and withdraw kidZos, and even receive a working debit ATM card to use in the KidZania® environment. Children can use their KidZos (recognised at every KidZania® worldwide) to buy goods and services, thereby learning the value and practical use of money. Whilst parents relax at KidZania’s private Parents’ Lounge where they can watch movies or surf the Internet, their children are being paid their salary in kidZos for performing their job, which they can spend or save…

An extraordinary role reversal that pleases both parties.

Partnerships Real life brands are encouraged to join forces with KidZania® by offering diverse marketing partners a genuinely innovative ‘experiential marketing’ platform in Dubai whereby local service providers such as banks, food & beverage outlets, telephone companies, airlines, supermarkets, amongst others, can become partners by offering the children a true-to-life experience. This not only builds the

curiosity of children but also offers them a real-world like experience.

“We have been working hard to bring onboard the diversity of familiar brands in the UAE; from Emirates Airline, Jotun Paints, Dunkin’ Donuts to DEWA and Du for over two years”, says Will Edwards, Governor, KidZania Dubai.

By developing this safe and interactive edutainment centre, where children can pursue their preferred professions independently and get to understand the world of grownups better by being grown-ups themselves, the entire concept based on a real-life business and social environment for children is unfolding successfully. “By familiarising them with real-world professions through its activities, KidZania® teaches children the principles of life in modern society which will help them, experience-wise, in future growth”, concludes Will.

Tel. +9714 448 5222 www.kidzania.ae

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Chapter 8

Tertiary Education

“The real asset of any advanced nation is its people, especially the educated ones, and the prosperity and success of the people are measured by the standard of their education.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Tertiary Education

The Petroleum Institute “Bringing the Future into Focus through Engineering, Applied Sciences and Research” The Petroleum Institute (PI) was created in 2001 with the goal of establishing itself as a world the oil and gas and the broader energy industries. The PI’s sponsors include Abu Dhabi National Oil Company (ADNOC) and four maelor of Science degrees in Chemical, Electrical, Mechanical and Petroleum Engineering and Petroleum Geosciences, as well as Master of Engineering degrees in Chemical, Electrical, Mechanical and Petroleum Engineering. MasMechanical and Petroleum Engineering and Petroleum Geosciences. New engineering and science programs are planned for future needs including a PhD program.

The engineering programs have received accreditation Research. There are over 1000 undergraduate students and approximately 100 graduate students enrolled at the Petroleum Institute. Through collaborations with partner universities, there are currently more than 50 active research projects

by Master and PhD students.

Dr. Michael Ohadi

Provost and Acting President

The Petroleum Institute is “Bringing the Future into Focus” through:

Development of the Nation’s most Critical Asset “The real asset of any advanced nation is its people, especially the educated ones, and the prosperity and success of the people are measured by the standard of their education.” Sheikh Zayed Bin Sultan Al Nahyan, late President of the UAE The commitment of the PI to this ideal is evidenced by the fact that of the total student intake, 70% of the male students and 85% of the female students are UAE nationals. These students follow courses of study as universities. The PI ensures the means and the opportunity for education to allow its graduates to compete in the current and future job markets.

Focusing on Opportunities for Women in Science and Engineering encourages them to work in all sectors, as long Sheikh Zayed Bin Sultan Al Nahyan, late President of the UAE

paving the way for women in the regional energy industries and will be role models to encourage other women to pursue professions in science and engineering. Female PI students attend conferences, have established student chapters for a number of professional organisations and have participated, and distinguished themselves, in international academic competitions. As of Fall 2008 there were 283 female students enrolled in the undergraduate engineering programs at the PI.

Expanding for the Future of the Petroleum Institute Technology has a limited shelf life and new knowledge enhances or supplants old ideas very quickly. These technological concepts must be developed through careful research by individuals and collaborative groups sharing a common interest. The PI, in its focus on pioneering new knowledge, is developing the Science and Engineering Research Centre (SERC) on the PI campus funded by ADNOC and its partners. A new research centre was opened on the campus by Takreer in 2009 and ConicoPhillips and Borouge will be developing research in partnership with

focus on researching alternative energy sources to to address this issue. Improvements in science and technology will play a vital role in this and in the future of the UAE.

The PI is focussed on the future through the development of leaders, knowledge and resources. The future is now!

A Unique Collaboration between Academia, Industry and Government The PI, bearing in mind the aspirations of the UAE Government to promote a knowledge based economy, has focussed on developing research to service the needs of the national and international energy inambition the PI has formed strategic partnerships with prestigious international universities and multinational companies. This has led to an exchange of knowledge, resources and expertise.

The PI continues to seek strategic partnerships to enhance the collaboration between Academia, Industry and Government.

Historical - Contemporary - Technological

Tertiary Education

Educational Excellence A rapid rise in population has necessitated considerable investment in education with the UAE establishing a diversified system of higher education in a short time. The country now has one of the highest application participation rates: 95 percent of all females and 80 percent of all males who are enrolled in the final year of secondary school apply for admission to a higher education institution, or study abroad. Nationals can attend government institutions free of charge, and a wide range of private institutions, many with international accreditation, supplement the public sector.

Zayed University (ZU) Established in 1998 and named in honour of Sheikh Zayed bin Sultan Al Nahyan, ZU has two campuses in Abu Dhabi and Dubai, with 3,000 female students. Zayed University is organised academically into five colleges: Arts and Sciences, Business Sciences, Communication and Media Sci-

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ences, Education, and Information Technology. English is the medium of instruction except in Arabic courses and Islamic studies. In the first two years students follow a general education programme which provides them with a broad grounding in the arts, humanities, and social sciences. Students then

move into the majors which are housed in the colleges. Research and outreach are given emphasis as well.

The university offers a number of graduate programmes in business, health care and educational leadership. In June 2008 ZU was granted accredi-

tation by the US-based Commission on Higher Education of the Middle States Association of Colleges and Schools. The College of Communication and Media Sciences has also had its Public Relations and Advertising major accredited by the International Advertising Association.

Higher Colleges of Technology (HCT) Established in 1988, HCT is the largest institution of higher learning in the UAE with over 16,500 students and 2,000 staff members.

During the 2005-2006 academic year there were 9,897 female and 6,641 male students enrolled at 18 campuses throughout the country. More than 19,000 UAE nationals are

graduates of the institution.

The Higher Colleges of Technology provides post-secondary education in business, education, engineering technology, information technology, communications technology and health sciences, and places an emphasis on an innovative, project-driven and student-centred curriculum.

English is used as the medium of instruction, with faculty recruited from around the world. The HCT has formal alliances with international tertiary education and training institutions, and corporate partnerships with local and multinational companies. Some courses have international accreditation such

as the Bachelor of Education, developed with and certified by the University of Melbourne.

The CERT (Centre of Excellence for Applied Research and Training) is the commercial arm of the HCT, developing and providing education, training and applied technology for public and private sector clients.

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American University of Sharjah (AUS) A co-educational university founded in Sharjah in 1997 with the medium of instruction being English. The university is based on American-style institutions and is consistently ranked among the top universities in the Middle East. AUS is the flagship

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institution in Sharjah’s 1,600-acre University City, which incorporates various other universities, amongst which is the University of Sharjah.

The university is organised into four main schools: Engineering, Arts and Sciences, Architecture and Design, and Business and

Management – all of which have their own majors and studies. There are also thirteen programmes of graduate study leading to a master’s degree as well as graduate certificate programmes. AUS annually receives hundreds of foreign students with its

student body consisting of about 20 percent Emiratis, another 20 percent from GCC countries, 30 percent from other Arab countries including Jordan, Palestine, Egypt and Sudan, and a significant number of Iranian, Indian and Pakistani students.

American University in Dubai (AUD) A private co-educational institution of higher learning founded in Dubai in 1995, the university has both US and UAE accreditation for all of its programmes. AUD is organised into the following Schools and Departments:

Business Administration, Engineering, Communication, Information Technology, Visual Communication, Interior Design, Liberal Arts and Centre for English Proficiency.

It is the first university outside

the US and Latin America to be directly accredited by the Southern Association of Colleges and Schools (SACS). The School of Business Administration also has some degree programmes accredited by the International

Assembly for Collegiate Business Education (IACBE) and concentrations in Marketing Communications and Advertising (Creative) have been accredited by the International Advertising Association (IAA) in New York.

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Tertiary Education

A bridge between civilisations In 2006, a piece of 13th century France settled in Abu Dhabi. None other than the prestigious Paris-Sorbonne University opened its doors in the UAE capital, bringing together two civilizations on the new Paris-Sorbonne University Abu Dhabi (PSUAD) campus. For centuries, this prestigious centre of learning has produced some of the world’s greatest thinkers. With a new focus on a dialogue of civilizations between the West and the Arab World and a diverse range of courses, PSUAD continues this tradition of erudition.

Just as in Paris, the same prestigious academic program will be taught in French by professors from the Sorbonne. An education that enhances critical thinking, communication skills and international perspective awaits the university students along with a degree that guarantees world class excellence in the field of Humanities and Social Sciences.

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elcome to this pivotal French contribution to the UAE’s flourishing system of higher education. With over 50,000 students graduating from the UAE every year, the demand for quality higher education is on the rise.

PSUAD is one of the best answers to that demand. The university offers a wide range of subjects in arts, languages and social sciences. Just as in Paris, the same prestigious academic program is taught in French by professors from the Sorbonne and Paris-Descartes. For those who are new to the French language, PSUAD offers intensive French courses that provide a solid base for entering the world of higher French learning. The university offers an education that enhances critical thinking, communication skills and an international perspective.

A global leader in the field of Humanities and Social Sciences, PSUAD also 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. PSUAD provides a unique opportunity for students living in the UAE, giving them a chance to receive degrees are recognised by all European universities – right at their doorstep.

Supremely inclusive in its mandate, PSUAD has opened its doors to all, regardless of gender, nationality or religion.

The university has one major mission: to foster the love for life-long learning, which students can carry forward across various spheres and disciplines. To do so, it offers courses in Arabic Language, Literature and Civilisation, Archaeology and Art History, Economics and Management, Geography and Urban Planning, History, International Business and Languages, Law and Political Sciences, French and Comparative Literature, Philosophy and Sociology.

Welcome to the institution known for its refined and elite education since the 13th century. An internationally renowned university with superior mastery and expertise in the fields of Humanities and Social Sciences, Sorbonne produces the greatest leaders and movers of the world. Opened since 2006 in the United Arab Emirates, ParisSorbonne University Abu Dhabi is a French-speaking higher education institution that attracts not only the best students from the UAE, but also the best students from all over the Middle East and the world

In Abu Dhabi, just like in Paris, Paris-Sorbonne offers the best intellectual arrangement to access the highest cultural level.

Professor Georges Molinié, President of Paris-Sorbonne and Abu Dhabi campus says, “We offer an opportunity for increasing your personal capacities and letting you develop your critical analytic sense, allowing you to become full time members of this tolerant and sharing community we are striving to create for our common future.”

As the Arab World and the West come to engage more intensively on an international level, the world needs people who understand both civilizations well enough to turn that engagement from conflict to cooperation. PSUAD offers an atmosphere that can create such future leaders and diplomats. Through institutions like PSUAD, people from around the world can foster meaningful dialogue that helps us better understand and appreciate one another, hopefully leading us to a brighter tomorrow.

Tel. +9712 509 0555 www.paris-sorbonne-abudhabi.ae

Chapter 9 Insurance, Logistics & Security

“The past has emphasised the importance of unity as a vital necessity for providing a better life to the people, for ensuring stability and for realising the hopes and aspirations of our people.�

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Insurance, Logistics & Security

The reliable insurer The Abu Dhabi National Insurance Company (ADNIC) exemplifies how a leading UAE-based public shareholding company provides sound and affordable insurance products meticulously designed to service diverse clients and portfolios. With a motto that says it all; this ‘Reliable Insurer’ of choice is committed to ensuring that dependability is not just a mere byline, but a vision stringently developed and adhered to over the years.

According to Standard & Poor’s, an independent rating agency after performing a comprehensive 63 Best of Abu Dhabi & UAE quantitative & qualitative evaluation and management strategy ADNIC ‘A-‘ ratings has been reaffirmed. “The ratings on ADNIC reflect very strong capitalisation, strong operating performance with sturdy earnings, and very strong liquidity according to Credit Rating report of S & P.

“ADNIC’s resolute commitment towards sound and prudent underwriting policies in the field of Insurance Risk Management has contributed to our steady growth.

ADNIC’s overall performance is in line with our strategic goals with reaffirmed ratings, consistent financial results and assuring position to keep providing leadership to the local and regional markets.”

H. E. Khalifa Mohamed Al Kindi, Chairman, ADNIC

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DNIC’s strategic adherence to Abu Dhabi’s Plan 2030, makes its progress more cohesive as it is streamlined to the overall template of Abu Dhabi’s socio economic diversification. It also underwrites a sizeable chunk of Abu Dhabi’s mega projects. By embracing three core principles - Modernisation, expansion and employer of choice – ADNIC’s vision and mission is constantly being strengthened thanks to team commitment, management support and the innovative ‘can do’ spirit’ that characterises Abu Dhabi and the region today.

With gross premiums of AED 1.36bn and net profits of AED 210m in 2008, CEO Walid Sidani, ADNIC is justifiably proud of the firm’s history, underscored by continuous, unabated growth that has transformed ADNIC into the largest risk carrier and player in the UAE. Its solid financial base supported by strong reinsurance protection which upholds ADNIC’s short-term and long-term commitments to clients and partners - added to a recent rebranding - gives the edge required to evolve successfully in an increasingly globalised arena. “We recognise our humble beginnings, but today we have entered a global environment and Abu Dhabi is positioning itself to become a world respected player as a hub for regional excellence.

We must ensure - as a key pillar of Abu Dhabi’s business establishment - that we can effectively mirror that expansion,” Sidani explains.

With an objective to expand the existing client base of corporations, individuals and partnerships with re-insurers as well as brokers, government agencies and institutions, both in the local and regional markets, ADNIC is careful to uphold long standing traditions of integrity and honesty with every policy issued or service rendered.

“We constantly monitor local and international industry trends to provide clients with optimum insurance products and services available. This is why ADNIC is keen on expanding its offerings by creating cobranded products.

The recent joint venture with Belgium based Vanbreda International is an example to innovate and respond to client’s needs.” Even though ADNIC’s core areas have traditionally focused on commercial insurance, Sidani sees a tremendous growth in the consumer area; this is why their new partnership with Vanbreda International for the creation of ‘SHIFA’ (International Medical Product), that aims to offer coverage across 192 countries and over 10,000 medical service providers worldwide, is so important.

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Walid Sidani, CEO, ADNIC

“We recognise our humble beginnings, but today we have entered a global environment and Abu Dhabi is positioning itself to become a world respected player as a hub for regional excellence. We must ensure - as a key pillar of Abu Dhabi’s business establishment - that we can effectively mirror”

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“Sidani discusses another alliance that has taken shape with a Talbot underwriting Limited to expand its commercial insurance business in the MENA region through the creation of Underwriting Risk Services Middle East (URSME) which is based at the Dubai International Financial Centre (DIFC). “Merging the technical and underwriting expertise of the London market, with ADNIC’s local strength and presence, will be a powerful combination in the future.

URSME will offer clients in the MENA region facultative reinsurance products across various lines of business.”

With the evolution of Sharia’a compliant insurance responding to regional demand, ‘Takaful’, Islamic Insurance is growing annually at 20 to 30 percent globally. “We are keen to provide a socially

and ethically viable alternative to conventional insurance. Takaful makes sense for the MENA region as it helps individuals and corporations avail of the right risk protection without having to sacrifice any moral values that they may perceive conventional insurance as not sufficiently providing”, he explains.

“With gross premium levels in H1 2009 standing at AED 866.7m (up from AED 841.6m for the same period during the previous year), the proof that ADNIC’s products are resonating with clients is undeniable. With quality re-insurers selected to mitigate the level of risk in excess of that retained by the Company, we take our work seriously and it shows”, Sidani concludes.

Tel. +971 800 8040 www.adnic.ae

In its continuous effort towards best practices, ADNIC supports Emiratisation with 10 percent Emiratisation within the overall workforce, which will be aligning with Best of Abu Dhabi & UAE UAE’s policies, and is determined to position themselves as a “magnet for insurance talent”.

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Insurance, Logistics & Security

Leading edge air logistics With growth in all areas of SKA in 2009, SKA Air and Logistics provides aviation and logistics services to development efforts in ‘transitional states’. Thanks to their hard-earned reputation for operating in difficult locations, progress within their niche market is attributed to four factors.

Mike Douglas and his team are making a valuable contribution to longterm sustainable economic improvements in Afghanistan. By analyzing and addressing the barriers to trade such as border-crossing via ground transportation, they are tailoring their approach to viable alternatives to open export market options. This will ultimately increase trade and economic development.

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tarted in 2003 by intrepid ex British and South African Forces member, Mike Douglas, this Dubai-based company currently has the vast majority of their aircraft positioned in Baghdad, Iraq – the ultimate transitional state in the geopolitically sensitive Middle East region. As a primary supplier of aviation fuel in Iraq, coupled their cargo warehousing facilities throughout Iraq and Dubai, combined with their vast trucking network, make SKA a natural choice for complete door-to-door air and logistics service. “Apart from our own airlift capabilities, we are uniquely poised with our

presence and infrastructure to handle cargo as well as passenger aircraft at Baghdad, Basra, Erbil, Sulaimaniyah, Kuwait and the UAE airports; in addition to Kabul and many of the Military establishments in Afghanistan” explains Mike Douglas. “This is the first factor that has propelled expansion.”

Second. Since Iraq today is in the next phase of post-conflict reconstruction, resulting in an increase of cargo and passenger travel from the energy sector and their logistical support elements.

“This time last year the percentage of equipment handles was still predominantly defense and

security related (such as armored vehicles), now we are thankfully seeing more energy infrastructure related movement” he adds.

The third reason is attributable to Afghanistan’s heightened activity. While our team has historically moved a substantial amount of equipment to Afghanistan, their efforts at present are to gain long term contracts as a result of both an increase in defense allocation, as well as a continuation of the steady reconstruction efforts of foreign

assistance agencies, international non-governmental organizations, and commercial entities. The Afghanistan market presented us with an imperative to grow SKA Arabia’s operations and locate full-time staff on the ground in Afghanistan. “With the operations’ tempo progressing very well, very quickly, who knows what the future holds?”

Last and not least, the fourth factor in their success and resulting operational growth comes down to an outstanding team.

SKA staff members are proven experts in operating flights and logistical operations in the most challenging regions worldwide.

From war zones, regions of political instability, and locations with severely limited infrastructure, their clients recognize the companies’ unique capacity to fulfill these tasks seamlessly.

“This is why clients continually draw on our experience.” With decades of combined personal experience in conflict and postconflict environments working

with various international aid organizations from the UN, USAID and multi-national forces throughout the Middle East, Central Asia, and Africa, the varied SKA team obviously shares a unique mindset capable of responding to the vagaries of working in transitional countries with efficiency and timeliness; global economic downturn notwithstanding.

Tel. +9714 299 1651 www.ska-arabia.com

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Trained to the highest international standards in both cargo and passenger air operations, their presence; the current cargo market demands in the region; and the ideal team is what keeps SKA Arabia going from strength to strength.

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Insurance, Logistics & Security

Premier global security Operating in over 110 countries, G4S is an international security solutions group that has been operating in the UAE since 1994. Besides working with governments worldwide and business sectors that involve security and safety risks entrusting G4S to meet their security needs; the company also provides assessment of current and future risks developing secure solutions to minimise their impact.

Listed on the London Stock Exchange with a secondary listing in Copenhagen, G4S employs 585,000 218 Best ofover Abu Dhabi & UAE employees across five continents.

“G4S Facility Services was formed as a result of requests from our existing clients, building on our proven track record of utilising skilled, professional and trustworthy individuals in our existing services,” explains Mallon. “This service has proved to be a highly effective management strategy for our customers, helping them reduce costs and overheads, which has led to the continuing expansion of this division.”

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Rory Mallon, Regional Managing Director, Inner Gulf

e are a well established brand name in the UAE,” says Rory Mallon, Regional Managing Director, Inner Gulf.

Despite the current global downturn, “our business has experienced rapid growth and development alongside the growth of the nation”, he explains.

A trusted brand in this sector, G4S was the first security company in the UAE to achieve accreditation to ISO 9001:2000.

Employing over 10,000 staff members, “G4S provides security services to Government, Embassies, Banks and over 700 leading companies throughout the UAE”, Mallon adds.

G4S UAE is also a member of Ligue Internationale des Societes de Surveillance.

The members of the ‘Ligue’ encompass the leading security companies globally. The Ligue is an international association of private security organisations founded in 1934. As a mark of the high esteem in which the Ligue is held world-wide, it is represented in a consultative capacity as a nongovernmental organisation at the United Nations and the European Common Market.

“We recognise that our reputation and continued growth is dependant upon maintaining our principles of helpfulness, honesty and integrity,” says Mallon. “For this reason we continually invest time in listening to our customer’s needs and in developing our staff through continuous training and development. All aspects of recruitment, selection, training, deployment and supervision of our staff are managed using years of collective expertise to ensure high standards of service and customer satisfaction.”

Corporate Social Responsibility G4S recognises its ethical responsibility to its employees, customers, the local community and the environment. To this end they try to work towards a sustainable and holistic approach

to CSR. The company is committed to raise standards and invest in the communities in which it operates.

It invests in people through its employee development programmes. G4S has established a licensed training school for front line operational staff, offering tailor-made programmes for developing staff competency, mentoring programmes, on-line portals for continual personal development for employees, monthly recognition schemes and awards for front line staff.

“Employees are encouraged to play an active role within the local community through sponsorship matching programmes which support good causes, projects for physically challenged children, student work placement programs, supporting a range of health, welfare and community projects through partnering with government authorities for environmental clean up campaigns and blood donation drives”, he explains.

In addition, G4S has also established a G4S Employees Trust Fund which offers monetary support to those employees in need of urgent financial assistance.

Its’ staff accommodation and facilities are operated above the standard norm which addresses the individual’s physiological, social, psychological and safety needs. Its’ business complies with International Occupational Health, Safety and Environment standards and has been awarded the ISO 14001:2004 and OHSAS 18001:1999 certificates. G4S also encourages partnerships in sports by supporting aspiring young athletes, sports schools and teams. “Ultimately, our own sustainability and success depends on the value we place on our team. They represent the engine of our growth and we work hard to keep them challenged and fulfilled”, he concludes.

Tel. +9712 449 1510 www.g4s.com

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The company has an established Business Ethics policy.

This is the backbone to our culture of social responsibility. It is reviewed regularly, to ensure it continues to reflect our business model

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and areas of operation. Adherence to the policy is monitored as part of our compliance processes. All employees are asked to reaffirm their personal commitment to it every year.

Our Values Customer Focus - we have close, open relationships with our customers that generate trust and we work in partnership for the mutual benefit of our organisations.

Expertise - we develop and demonstrate our expertise through our innovative and leading edge approach to creating and delivering the right solution.

Performance - we challenge ourselves to improve performance year-on-year and to create long term sustainability.

Best People - we always take care to employ the best people, develop their competence, provide opportunity and inspire them to live our values.

Integrity - we can always be trusted to do the right thing.

Collaboration & Teamwork - we

collaborate for the benefit of G4S as a whole.

G4S provides a wide range of solutions, including: Risk management and consultancy

Security systems and technology Facilities management Alarm Monitoring Mine action Secure data solutions

Cash Management

Investigative services

Manned Security Services

Care & Justice Services

Events Solutions

Training

National & International Logistics

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Chapter 10 Landmarks & Retail Destinations

“I had many dreams. I dreamt of our land keeping pace with the growth of the modern world.”

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1918-2004)

Landmarks and Retail Destinations

Vertical Explosion Dubai is now home to the world’s tallest building – the Burj Khalifa, steel-ribbed, glass-clad and towering at 828m (2,717 ft). Replete with the world’s highest mosque and swimming pool, it is said to contain sufficient glass to cover 17 football pitches. Not since 1311, when the spire of Lincoln Cathedral first topped the Great Pyramid of Giza, has the tallest structure in the world been located in the Arab world.

Visitors to the deck walk past an airport-style security gate and are escorted along a 65-metre ‘travelator’ which gently deposits them at the ‘From the earth to the sky’, through which they view the tower’s spire at a near vertical angle and its observation deck on the 124th floor. The final ascent is by a double-deck elevator, each deck carries 14 people, travelling at an amazing 10 metres per second directly to Level 124. Once the elevator reaches the observation deck, an outdoor terrace beckons, revealing the view that towers 124 floors above the ground of Dubai.

The view from the top of Burj Khalifa is like from an aeroplane except that it is gives a 360-degree perspective. Sheikh Zayed Road appears like a matchstick model with cars and people appearing ant-size. With computerised telescopes offering visitors the ability to zoom in on goings on at street level, picturing the scene through the viewfinder, they can remain at the deck all day and night.

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s this audacious skyscraper a metaphor for Dubai’s aspirations to play a pivotal role at the crossroads of cultures and continents, underlining its position as a globalised Islamic technocracy?

Remarkably designed by skyscraper supremos, the Chicago firm of Skidmore, Owings and Merrell, the Burj Khalifa is inspired more by Frank Lloyd Wright’s 1956 plans for the Illinois Sky-City in Chicago than by minarets and desert flowers.

With the Burj Khalifa’s airconditioning system said to be the equivalent of melting 12,500 tons of ice a day, in a city that has the world’s highest per capita carbon footprint, the objective of its construction is evidently to propel the emirate’s profile as a purveyor of iconic landmarks, rather than as a promoter of sustainable architecture.

Developed by Emaar Properties, a public company listed on the Dubai Financial Market, this global mixed-use developer fulfils this aim with dogged persistence. Besides, the Burj Khalifa, it has built The Dubai Mall, the world’s largest shopping Mall as confirmed in the Guinness Book of Records.

When excavation work for the tower began, more than 60 contractors and consultants joined forces. When construction work was at its most intense, more

than 12,000 people from over 100 countries were working everyday at the Burj Khalifa site. Today, with the world undergoing a global downturn which has left no country unscathed, can the emirate utilise this awesome skyscraper as a stark epilogue of an era of hyper credit-fuelled consumerism that no longer reflects the radically altered global popular consciousness?

With a growing need for and understanding of sustainability as a driver of success, Dubai freely admits that it has to reinvent itself.

Over the years, it has proven its ability to do so rapidly, by delivering a template of socio-economic diversification that has galvanized the rest of the region into action.

With its inimitable capacity for capturing the spirit of the moment by way of its products and services and packaging them in stylishly appealing way, there is no reason why the emirate can’t become an enduring leader. By evolving an innovative trajectory that combines development with equity, transparency and environmental sustainability, Dubai can phase out its outdated model based on capitalistic bling. It can dream instead of new landmarks to stand as a symbol of its nimble and infinitely appealing capacity for change and renewal.

Tel. +9714 366 1655 www.burjkhalifa.ae

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Landmarks & Retail Destinations

Welcome to everything It’s official, The Dubai Mall has been recognised as the largest shopping centre in the world by ‘The Guiness Book of Records.’ This is not surprising as there is nothing quite like it anywhere else on earth. With over 1,200 retail outlets and attractions, shopping, dining, leisure and entertainment choices abound in the inimitable razzmataz of pleasure and indulgence that only Dubai can pull off Lisa Durante explores.

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The Dubai Fountain, a water and light spectacle seen from The Dubai Mall’s promenade.

A 220-store sprawling Gold Souk is a tribute to Arabian culture and heritage.

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he first time I visited The Dubai Mall was shortly after it opened in November 2008. The intention had been to visit Sisters Beauty Lounge located on Level 1, but I missed my appointment because I had parked too far away from it on another level miles away. By the time Sandra, Sister’s star colourist, saw my panting, sweaty self; the allocated time had come and gone and she could do nothing for me.

This experience left an indelible dent on my confidence. Even though I live on the Satwa, Jumeirah One border which is a mere stone’s throw away from

The Dubai Mall is the region’s premier shopping, entertainment & leisure destination. A bird’s eye view

this 12.1 million square foot architectural ode to consumerism, I never set foot in the mall again.

I gave The Dubai Mall another go nearly a year later, thanks to the release of James Cameron latest sci-fi blockbuster which was being aired in the mall’s 22-screen Reel Cinemas on the second floor dedicated to entertainment attractions. I wanted to see the movie and I wanted to see it in 3-D. It meant surrendering to the unknown. This time around however, the trajectory was carefully planned and armed with the simplest and yet most effective

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A feature attraction, The Waterfall cascades through the mall’s four levels

of tools – a mall guide – where to park and where to go was as clear as the sharp three-dimensional universe of ‘Pandora’. Both the movie Avatar and my foray to The Dubai Mall was a success. My mission was accomplished.

Or so I thought. The odd thing about parallel universes is that they keep calling you back. That is true of the three dimensional realities to be lived in the fantastical movie, as it is of the multi facetted offerings of The Dubai Mall which was born to be enjoyed, not feared like an alien intent on swallowing up unprepared innocents like myself.

Now that I have gained this awareness, I feel ready to embark on a voyage of discovery. With over 1,200 outlets, as opposed

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to the mere 450 to be found in Dubai’s next largest mall, this landmark has a lot to offer. It functions on four levels both figuratively and symbolically.

The Dubai Mall which broke ground in 2004 is today a mammoth of retail diversity organised according to categoryspecific areas, anchored by two department store brands of global repute in two corners. The strategy of the retail area is to be grouped into categories due to its massive size.

As a nation-building tool for socio-economic diversification meticulously designed to offer prized tourists the attractions such as a giant aquarium, singing fountains and gushing waterfalls that make for ideal photo ops and

memories in their albums of Dubai.

As a statement of the undeniable truth that despite its invariable systemic vicissitudes, Dubai has succeeded in creating enduring, world class, record breaking landmarks for the world to enjoy and for Dubai’s people to be proud of.

Galeries Lafayette French retailer, Galeries Lafayette has chosen The Dubai Mall to open its first department store in the Middle East and occupies 195,259 square feet across three storeys.

Founded in 1895, Galeries Lafayette is a purveyor of fashion, food and home ware par excellance. Its other store outside France is in Berlin.

Bloomingdale’s Welcome to Bloomingdale’s first outlet outside the US. This 201,143 total sqft four-storey department store is part of an illustrious retail chain founded in 1872. Bloomingdale’s is a division of Macy’s Inc. and operates 40 stores across the US. In the UAE, Bloomingdale’s is the largest department store and also houses the signature bakery, Magnolia’s.

The Dubai Fountain The world’s largest dancing fountain that sprays up to 500 feet is set in Burj Lake right outside The Dubai Mall’s Waterfront Promenade. Under the night sky and dancing in sync with classical Arabic and world music, the fountain is fitted with over 6,600

The shark-filled Dubai Aquarium & Underwater Zoo is now a key attraction for the UAE

structures with an overhead reservoir feeding the recycled water. The waterfall is a perfect complement to the mall’s lifestyle offering.

WET Superlights (a patented technology from WET Design, the California-based company also responsible for the Bellagio fountain in Las Vegas) – the most advanced incandescent large fountain lights and 25 colour projectors creating a visual spectrum of over 1,000 abstract attractions.

Waterfall This striking water feature called The Waterfall is a true crowd puller.

With a height of 24 metres and diameter of 30 metres, viewed from all the four levels, the waterfall displays artistic sculptures of human divers with hands spread sideward that appear to plunge down the waterfalls. The Waterfall is formed by two cylindrical

Dubai Ice Rink The Dubai Mall is home to an Olympic-sized ice rink in Dubai. Offering over 1,800 pairs of skates to fit children and adults of all ages and sizes, the rink uses refrigeration plant technology by developing 1.5 inches (38 mm) of ice bed, almost 3 times the thickness of an NHL ice rink. The ice rink offers themed nights, learn-toskate programmes, figure skating lessons and hockey matches.

The multi-purpose venue can be converted into a multi-functional hall with multimedia system including a 20mX10m LED screen.

Dubai Aquarium & Underwater Zoo The world’s ‘Largest Acrylic Panel’ another Guinness World Record, encapsulates an aquarium in The Dubai Mall. Weighing 245,614 kg and measuring 32.88m wide x 8.3m high x 750 mm thick, the acrylic viewing panel can

withstand pressure of 10 million litres of water used in the aquarium. The actual tank itself measures 50mx11mx20m.

Over 33,000 aquatic creatures occupy the aquarium including 300 sharks and rays.

SEGA Republic SEGA Republic is the largest family-oriented indoor theme park in the Middle East. The 76,000 sq ft. high-adrenaline indoor theme park spread over two levels has nine heartstopping motion simulator attractions and 150-plus amusement games, including cutting-edge motion simulators, classic carnival games, competitive tests of skill and redemption games.

The park is divided into five themed zones- the Speed Zone, Adventure Zone, Sports Zone, Cyberpop Zone and Redemption Zone.

SEGA Republic was developed in partnership with SEGA Corporation, Japan’s leading indoor theme park developer and the creator of numerous world renowned video games such as the Sonic the Hedgehog series, SEGA Republic has easy

access to the mall’s car park.

Reel Cinemas Reel Cinemas is the first theatre in Dubai with a THX certification, a dedicated Arthouse showing independent films and with 22 screens, is the largest megaplex in the country.

Spread over 150,000 sq ft, Reel Cinemas houses 4 Platinum Movies Suites, The Picturehouse and 17 commercial halls including Screen 22 that accommodates over 300 people.

While the Platinum Movie suites offer a luxurious experience with lounges and butler service, The Picturehouse is for a serious movie buff that screens critically acclaimed films and movies globally.

Record-breaker Claiming Guinness World Records has been no mean feat for The Dubai Mall. With the recordbreaking Burj Khalifa looming upwards right next-door, The Dubai Mall has its own reason to be proud of - it is now officially the biggest mall in the world.

Tel. +9714 437 3200 www.thedubaimall.com

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Chapter 11

Media, Communication & Technology

“Globalisation is a fact of life.

But I believe we have underestimated its fragility.�

Kofi Annan, Seventh Secretary-General of the United Nations (1997-2007), Nobel Peace Prize winner (2001).

Media, Communications & Technology

Pressing Issues Dubai is indisputably the media hub of the Middle East region. While the media industries in Fujairah and Ras Al Khaimah continue to expand - with Ras Al Khaimah Media Free Zone and Film City and Fujairah’s Creative City - it will be years before these emergent regions can attempt to compete with Dubai Media City, currently home to branches of CNN, CNBC, Reuters, Showtime and MBC. Moreover, 2009 sees another important step for the flourishing media business in Dubai - the city’s first feature film, ‘City of Life’. Learning and developing with each new foray into media innovation, it has become clear that Dubai can no longer be accused of failing to keep up with the latest technologies available both in the media trade and on the market.

Vertu is its own reward

Leading the way

One of today’s most coveted luxury communication tools has winged its way to the UAE - Vertu’s Carbon Fibre Ascent Ti mobile phone collection

In 2009 the UAE was one of the first markets in the world to receive the Nokia N97 - the most advanced mobile computer to date

Handcrafted at Vertu’s headquarters in England, the Ascent Ti Carbon Fibre, made from the most sought after material in the modern luxury market, has been repeatedly tested to ensure the flawless appearance and operation of the phone. Carbon Fibre, more commonly used in the worlds of aerospace and motorsport, is at the heart of the design and engineering of this collection.

The diagonal rib facade of each phone is achieved using a twill carbon fibre weave process, resulting in a robust, contemporary and above all high performance handset. Vertu, the pioneer and leading manufacturer of handcrafted luxury mobile phones, is renowned for the unwavering pursuit of engineering perfection. Patience, in this case, has paid off.

The UAE has welcomed the new Nokia N97, the first Nseries device to feature a dedicated homescreen shortcut for the Ovi Store - a one-stopshop for thousands of applications, games, videos, podcasts, productivity tools, web and location-based services. “This is a very exciting time for us as we bring the ultimate device in mobile computing to the market,” says Chris Braam, Vice President, Sales, Nokia Middle East and Africa.

“Together with the Ovi Store, the Nokia N97 mobile computer adjusts to the world around us, helping us to stay connected to the people and things that matter most. With the Nokia N97, Nseries leads the charge in helping to transform THE Internet into YOUR Internet.”

The Ovi Store won’t solely supply universal, global content. Nokia have also engineered a competition - Calling All Innovators “Bil3arabi” throughout which developers have been challenged to submit first-class Arabic applications and content to upload to the Ovi Store for use on Nokia devices. The mobile applications created by the winners have now been distributed through the Ovi Store.

Tel. +9714 339 8531 www.vertu.com

Tel. +9714 369 7600 www.nokia.com

Creating Excellence The Dubai International Advertising Festival, which brings to the Middle East a series of high profile seminars, workshops, exhibitions and screenings, presents the Dubai Lynx Awards, an annual event honouring creative excellence in TV/Cinema, Print, Outdoor, Radio, Direct Marketing & Sales Promotion, Media, Interactive and Integrated advertising Impressive international jurors, including Richard Beaven, the worldwide CEO of Initiative and Tham Khai Meng, the worldwide Creative Director of Ogilvy & Mather, were last year in charge of awarding the honours at the 3rd Dubai Lynx Awards - an event, which is designed to inspire creativity and innovation throughout the media in the MENA region.

Controversial topics also tend to spark much debate at the annual festival. 2009 saw four of the leading creative minds in the MENA region discussing the extent to which the region has improved as a centre of creative excellence and what is needed to make a real impact on the world stage.

Perhaps the Young Creatives Competition can provide an answer; this contest allows young advertising professionals to attend the festival and compete under intense pressure to create an inspiring, award-winning advertisement. With just 24 hours to complete their task, only the most creative can hope to succeed and cement a place for themselves in the future of the MENA media…

Tel. +9714 375 5649 www.dubailynx.com

Just do IT Global companies continue to congregate at Dubai’s GITEX Technology Week to showcase the latest in advanced IT technology to the Middle East Region and network with some of the world’s most influential IT executives in the exclusive GITEX Majlis The information communication technology sector in the Middle East has one of the highest growth potentials in the world; indeed, Business Monitor International estimates that the market will grow by a further 10 per cent by 2013.

“The region’s importance as a key global IT market has been highlighted by the continuous growth of GITEX Technology Week over the years,” says Helal Saeed Almarri, CEO of Dubai World Trade Centre. “As ICT companies look to drive forward and gain market position following the economic downturn, GITEX Technology Week provides access into the Middle East market, and opportunities to cement lasting business relationships as economic stability returns.”

The GITEX Majlis, an executive business programme for CEOs and senior businesspeople is a VIP club, which is designed around the unique needs of today’s senior corporate big wigs. The industry’s key influencers and decision-makers are thus enabled to come together in a suitably deluxe environment to network, attend seminars and contribute to workshops.

Tel. +9714 308 4505 www.gitex.com

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Get Connected The Dubai Media and Marketing Show is one of a kind - the only exhibition in the region where media professionals can meet and mingle with the key players shaping the future of the local and global industry “Year after year, MMS is proving to be the leading exhibition in the media and marketing field,” gushes Ms Maysoon Abulhoul, the show’s Managing Director. “This has all been made possible with the trust that the esteemed regional and international players have placed in the show and with our organisation’s unwavering commitment to doing all that we can to enhance the overall communications industry across the globe.”

Sections of the prestigious exhibition include: Advertising, Broadcasting, Entertainment, Events, Marketing, Media, Outdoor advertising. Production and Public Relations as well as a ‘Talent Zone’ designed to offer the next generation of media moguls access to industry contacts and an idea of professional conduct in the media.

Managed by the Domus Group, this strategic event also features a selection of workshops, seminars and discussions as well as extensive networking opportunities for already-established media producers, service providers, communications professionals and media and marketing executives and specialists.

Tel. +9714 329 0666 www.dubaimediashow.com

Living life to the full Filmworks, the leading independent film production company in the Middle East, triumphs with the completion of the first multi-lingual feature film to be shot entirely within the UAE, funded solely by the UAE and written, produced and directed by an Emirati. In association with AFM Films, they present Ali F. Mostafa’s ‘City of Life’…

Tim Smythe, CEO and Executive Producer of Filmworks, a company which he created in 1988 and which offers a full production service for regional and international commercials, TV dramas, corporate documentaries and feature films, is understandably excited about this huge step in the UAE film industry. “‘City of Life’ allows us all to showcase Emirati talent and create and sustain our own home grown film industry,” he explains.

An urban drama set in Dubai, ‘City of Life’ tracks the exploits of three disparate individuals - a privileged young male Arab, a disenchanted Indian taxi driver and a former Romanian ballet dancer working as a flight attendant.

Intended for the eyes of both local and international audiences, this trilingual extravaganza was filmed with 140 crew, 80 actors, and over 400 extras, 80 per cent of whom were locals and expatriates. ‘City of Life’, taking advantage of a medium never utilised in this fashion in the UAE, illuminates the complex network of existence in a multi-cultural metropolis and the class divisions that accompany this.

Tel. +9714 347 3085 www.filmworksdubai.com

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Some like it hot Each year glitzy gossip magazine Ahlan! rewards the people who make Dubai the unique place it is today with a coveted slot in The Ahlan! Hot 100. Trendsetters and style icons, as well as the city’s unsung heroes and the most exciting up-and-coming talent, all hope for the honour of appearing (professionally photographed, of course) in the annual edition of The Ahlan! Hot 100 A classy coffee table magazine, released each year with celebrityfocussed women’s magazine Ahlan!, The Hot 100 is always a much-anticipated event - for gossiping teenage girls and multinational CEOs alike.

2009 saw Sheikh Salem Bin Khalid Al Qassimi, a keen environmentalist and urban planner, named one of the city’s up-and-coming stars thanks to his untiring efforts to make Dubai ‘The Arab Sustainable Capital’. MohiDin BinHendi described as ‘The Entrepreneur’ was recognised for his work as President of BinHendi enterprises, while, at the other end of the scale, the brains behind trendy boutique S*uce - Zayan Ghandour and Dina Saled - were honoured for their contribution to fashion.

The Hot 100 was launched in 2004 and in only five short years the brand has witnessed massive success in the UAE and internationally. The Ahlan!

Hot 100 2009 Party, the biggest and most glamorous Hot 100 party to date, saw an appearance from world-famous musician James Blunt as well as international dignitaries, prominent Dubai CEOs, business leaders and politicians.

Tel. +9714 210 8000 www.ahlanlive.com/hot100

Styling it out The region’s biggest selling weekly glossy presents the fashion night of the year: the Grazia Style Awards. Voted for by fashion consumers across the UAE, categories include Best Boutique, Best Jewellery Brand and Best shop to spend Dhs1,500 Just as Dubai’s fashion scene develops with each passing year, the city’s fashion media accelerates to keep up. Widely thought of as the night of the year – style-wise, at least – the Grazia Style Awards is testament to this.

Best Boutique, Best Department Store, Best Shop to Spend Dhs500, Best Shop to Spend Dhs1,500, Best Jewellery Brand, Best Regional Designer, Best Accesssories Designer, Grazia Insider Best Value for Money, Best International Designer: the list of awards presented by the Middle East’s franchise of world-famous fashion magazine Grazia goes on. Moreover, the quality of award winners skyrockets as more and more international fashion brands choose to open branches in Dubai and more and more regional fashion brands come to the fore.

Grazia certainly know how to throw a party too: with an exclusive guest list of over 400 of the style industry’s movers and shakers, and a glittering venue (the Westin Dubai) 2009’s event will be a tough one to top.

Tel. +9714 210 8000 www.grazia.ae

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Media, Communication & Technology

In Focus As head of the leading Middle Eastern visual content provider for images sourced or shot, Celia Peterson, Managing Director, shares her insights on how her brand and the industry is shaping up in the region and beyond.

arabianEye opened its Dubai office in July 2005 and by February 2008 the photographic representation and production division was launched to cater to tailor-made images for clients.

The image library and production websites were 114 Best oftoAbu Dhabi & UAE also separated clearly show clients the two divisions of the company.

George Steinmetz / arabianEye.com

When and why did you first start your image database in Dubai?

After moving to Dubai in 2004, I found creative directors and marketing managers lacked the resources for local stock images and photographers. So, market-wise there was a niche for arabianEye to be born.

Also, having worked as a photographer, I wanted to show another side to the Middle East, inject humour and realism to the region’s visuals, and to go beyond the clichés of the region. My mission was to give this region a contemporary visual voice.

As well providing production services, you also source images through an image library. Which area is more financially rewarding?

Both areas of the company complement and bounce off each other financially. When a photographer shoots an editorial assignment, the images will go into the image library that are resold and distributed globally.

Likewise, the production team and photographers shoot images for the image library that are then distributed internationally.

Throughout your years in business, what changes have you witnessed in terms of the type of images clients are looking for?

Our clients are varied and based all over the world and it follows that their image requests are very different. For international editorial, there has not been any huge shift: they generally look for interesting images which define a country or topic. How those topics evolve depends on what is happening in the region.

For local images, we have seen a shift in style. Clients now have a large choice of Arabian images and are looking for more than the status quo. Clients now have a large choice of Arabian images and look for more creative and interesting visuals.

What typical challenges do you face in the production of arabianEye shoots?

The challenge when shooting for the stock image library is having authentic-looking models that portray a given nationality

as Emirati women, for cultural reasons, cannot appear in images. arabianEye has set up a forum “arabianEye talks…”, to discuss the issues at hand in Arabian visual representation in commercial media. The regional climate also makes shooting images outside challenging for five months of the year.

Can you briefly run through what you offer through your production services?

We take care of all production aspects from briefing to finalised product and provide a database of locations and stylists as well as photographers for successful and cost-effective shots.

Given the current global volatility, have you faced financial constraints from your clients in terms of the production value of your shoots?

Clients are more price-conscious but still want fresh material for their marketing collaterals. Whilst we have greater financial constraints than previously, we will never take on a job if the budget restricts the quality of the final output.

Celia Peterson / arabianEye.com arabianEye provides its clients with an unfair visual advantage: from tailor-made photo shoots, to images and videos from our stock library.

Are there any plans for expansion of the services you provide? If so when and what and why? arabianEye is constantly evolving with new images uploaded daily; and on the production side, we are very active in adding extra stylists, locations and photographers. We have imminent plans to add extra value to our existing brand such as a full visual content provider that includes a video library covering Middle Eastern topics.

How do you see yourself in the Middle Eastern photography market? What future contributions do you hope to provide? arabianEye helps show the positive face of the Middle East to a global audience. We are actively involved producing visuals as well as setting up cultural discussions about how we can visually represent this region, and any issues involved in doing so.

In what specific ways are you extending your brand in order to capitalise in the

Tina Hager / arabianEye.com

current New Media craze?

The industry worldwide is in constant technological advancement. Photography has evolved from being a film medium to now being almost exclusively digital. Now in turn, many of us

are heading towards moving images as well as stills, to be able to cater to new mediums and the path ahead.

www.arabianeye.com www.arabianEyeproduction.com

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Media, Communication & Technology

Vantage Point With multi-facetted skills and over two decades of experience in the region, Tariq Qureishy is a CEO, Entrepreneur, Consultant, Director and Media Professional making a mark on the still flourishing regional consulting and media sphere. Venture capital and assistance with unlocking, capturing and realising value is an integral part of his diverse services.

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With a degree in Economics, Accountancy and time spent at Harvard Business School, Tariq is a regular presenter, moderator and panellist on TV, radio and selected conferences. He also founded ‘Mobile Aid’, a charity which uses innovative technologies to raise funds for children’s organisations.

CEO - Dow Jones, Times Group, Vantage Holdings Consultant / Director - i2i Group, Intel Capital ME(Portfolio Companies), IV-Holdings, BizXchange, DIFC. Media Professional & Broadcasting - The Times, Dow Jones, Bloomberg TV, Arab Radio News, FM 92, Channel 33, ARY TV, Speaker & panellist, leading & moderating high profile specialised events.

Education & Personal - BA Economics, Accountancy, Harvard Business School.

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n ebuillent personality, well-known in media and banking services fields, Tariq Qureishy is currently the Founder and CEO of Vantage Holdings, which includes a Strategic Financial Advisory Consultancy, Vantage Ventures and Vantage Communications a specialist environment developing various international and local projects in the media, communication and broadcasting space.

He is on the Board of Intel Capital’s portfolio companies in Middle East as well as Executive Advisor in several companies in Technology, media and telecoms sector in the development of young companies. “We support organisations to build substance, depth and consistency in their business models. By focussing on innovation in everything we do and driving it through people and intelligent new processes, we help build businesses that fuel the

regional knowledge economy,” he explains.

As the Publisher and CEO responsible for the launch of the UK Times and Sunday Times in the Arabian Gulf in 2007, he understands the challenges faced by quality media brands establishing a presence in the region. “Today, the content of media consumption styles are changing so rapidly with new technology and social networking that young people are ingesting content indiscriminately and “on the go”, like fast food, and this could have a negative effect on their ability to absorb quality research and in-depth analysis and therefore will affect their long term learning ability”, he warns. “However, the demise of newspapers is grossly exaggerated; the numbers in our region clearly validate that. Quality content, independent, well researched

and well written editorial will always be in the demand, perhaps now more so, whatever the medium. The convergence of information, communication and technology will give us a much richer experience and completely change the way we relate to and consume media and content,” he feels.

As a strategic consultant, how can businesses maintain a competitive edge in a market somewhat dominated by large holding companies, which are often partially government owned? “The future of this region is in the hands of SME’s for new business ideas, jobs and building a sustainable marketing middle class. Innovation and flexibility are initial factors which must be promoted aggressively. We are helping to build an ecosphere with Venture Capital, specialist banks, private angel” investors

and supported by government legislation and infrastructure to enable young companies to survive and thrive.”

He is convinced that paradoxically “Failure, in a young entrepreneurial company, is an integral component of future success. The reality of failure should become less primitive and scary than it is today with clear regulations and bankruptcy laws.

Fostering a buoyant entrepreneurial atmosphere like in California and Ireland for instance must be built, looking at the full value chain from cradle to success. For instance, the cost structure and the visa and incorporation rules need to be revised. After all, many great companies come out of a garage or a home. To date, we honestly don’t have the facility of this important business model in our region.”

www.vantage.ae

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Media, Communication & Technology

Buzzing with BizX During this current wave of global economic vicissitudes, why not also revert to the age-old system of trading goods or services without the exchange of money? The key challenges for companies are to preserve cash and reduce budgeted expenses while growing their business. To address this current dilemma, consummate entrepreneur Bob Bagga, CEO and President of BizXchange, has developed a simple trading platform that bypasses the credit markets and uses BizXchange, a B2B barter exchange to assist member companies in buying and selling their respective product portfolios to each other.

The outlook for BizX is optimistic. Even though a lingering economic downturn is generally bad news for most companies, BizX believes flourish in 2010 114it will Best of Abu Dhabi & UAEas it provides a solution to corporations in distressed industries creating liquidity and a mechanism for them to sell their goods.

TM

Mr. Bagga first veered off a traditional career-path at 22, when he dropped out of law school. Already a small-business owner with a record store near campus, Bob Bagga’s first venture in Canada, netted him and a partner USD $45m when they sold it to an Internet company shortly prior the dot-com bubble burst.

I

t’s no secret that companies worldwide are starved of cash and credit and are after alternative methods to survive the current economic maelstrom. Share markets alone shed USD $29 trillion (AED106.53 trillion) in value in 2009 and banks are nervous about lending given the volume of questionable assets some carry.

“We do well in good economic times and we see a huge increase in demand for our services in downward cycles,” Mr. Bagga says. “In the last six months, our business has grown dramatically.”

This is because this traditional way of doing business creates a solution that fits in recessionary times. His company, BizXchange, was started in the US in 2002, came to UAE in 2007 and by 2009 the UAE operation alone grew by 600%.

The concept of bartering is not new, especially in lesssophisticated economies. For instance, Pepsi and Russia joined forces when the soft-drink behemoth won marketing rights in Russia in exchange for ships full of vodka. Or the case of MercedesBenz that traded buses for USD $44m of Ecuadorian bananas, and Thailand that offered rice in lieu of Russian fighter jets. The International Reciprocal Trade Association (IRTA), the regulatory body, estimates that 30 per cent of the world’s business is done on a barter basis, industry insiders

call it “modern trade.” Afterall over 65% of Fortune 500 use barter to maximize their bottom line.

By becoming a member of BizXchange, a commerce model without cash environment where products or services are bought and sold between members and transactions are settled in the form of BizX Trade Credits, equal to the local currency, overcomes the challenge of bilateral trading. BizX is a performance based business that makes its revenues, mainly from management fee, based on successful member transactions, so a win-win situation for all parties involved.

So how does it work in real life. A hotel, for example, with 20 per cent of rooms unoccupied could sell this “excess inventory” to other BizX members. The otherwise unsold room now has a new customer, and is paid for with BizX credits. The hotel now could purchase goods and services available on BizX, for which they would normally pay cash for such as advertising, vehicles, furniture at its convenience. Aside from increasing occupancy, which is always positive, the hotel also slashes cash expenses, whichcould substantially increase profitability.

Mr. Bagga founded Barter Business Exchange in Toronto at age 22 with less than USD $10,000 in capital and eventually sold to Network Commerce for USD $45

The service, launched in the UAE in 2007, provides its members with a complete financial trading platform which provides online account access and monthly statements, and a dedicated account broker developing bespoke transactions to satisfy the purchasing and sales needs of each member.

BizX has traded millions of dollars in products and services annually, such as media, vehicles, electronics and luxury goods resulting in cash savings and the generation of new business opportunities.

Bob Bagga started a barter service with a friend and Barter Business Exchange (BBE) was created with less than USD $10,000 the two pooled together in 1992. “We thought ‘If we ever get 500 customers, we’ll be happy’,” he recalled. They reached that milestone swiftly and by 1999 BBE boasted 6,000 clients, including Canadian blue-chip companies Air Canada, Westin Hotels and Rogers Broadcasting.

After going public in 2000, he quickly sold the company to a dot-com firm. Later, the US granted him an expedited green card as he was considered an expert in his field. Subsequently he did consulting work and took an active role in the Young Entrepreneurs Organisation (now called Entrepreneurs’ Organisation, or EO). million. He founded BizXchange in January 2002. Since then, the company has conducted over AED 1.5 billion in trade and has been awarded Inc. Magazine’s Inc. 5000 Fastest Growing Private Companies in the United States for the last three consecutive years.

Brokering trades has netted this 39 year old Canadian citizen of Indian origin a reputation in global alternative trade circles and a title of “global expert on barter”.

Currently, BizX is entering the Real Estate industry as a solution provider to stimulate business and enable transactions where otherwise may have been difficult or impossible. This could positively

impact the local economy suffering from the collapse in this sector. BizX is working with developers to create liquidity where traditional banks are unable or unwilling to do so. Where previously they had to spend cash, through BizX, developers can offset budgeted expenditures in various categories including construction, media etc by selling (or renting) their own assets. Direct benefits are simple: 1- Saving Cash Resources (less bank financing) and 2- Guaranteed sales (BizX as a new sales channel).

Tel. +9714 330 7756 www.bizxtrading.com

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Media, Communication & Technology

Zooming into the future Anyone from the field of design would agree that it is frustrating for a talented designer to find images from limited archives to match his unlimited creativity.

Sooner or later, a design artist will move towards experiments with photography, to give his or her imagination a desired physical form. That is the inspiring story of Murtuza Umrethwala, a graphic designer who has now successfully conquered the realm of photography.

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tarting his career as a graphic designer, Murtuza impressed a host of clients for over a decade. As a veteran in print design, he worked on projects for Emirates MotorSports Federation (EMSF) Semi Government, iW (International watch) Magazine, Tata Infomedia LTD, and the Indian Express.

His work in design soon led him to his ultimate passion: photography. His love for this art form came after seeing the Indian photographer Shiresh R. Karrale at work. Murtuza assisted the photographer in celebrity shoots for well known Indian music artists including Hariharan Kumar Sanu and Vj Nina Manual. His enthusiasm was further fuelled by immersing himself in the work of other hallowed photographers such as Ken Rockwell, Abet Bagay, Crispin Dominic, George Lange and Dave Black.

Murtuza started living and

breathing the technology behind frames, attending various workshops and alongside his full time design assignments, he worked evenings as an assistant photographer for UK-based photographer Andy Garner producing a beautiful spread for the Al Rostomani Group, in Dubai.

With a knack for meeting tight deadlines and the sometimes ‘hard to please’ clients, Murtuza easily met the demands of his photography work. He has developed and executed creative briefs with a focus on the target audience and today has an impressive portfolio of challenging professional assignments. “My clients appreciate the strength of my visualizing and the conceptualising of their needs. The next most important element lies in executing them.”

Tel. +97150 427 6879 www.graphicsdubai.com

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Best of Abu Dhabi & UAE Distribution Partners In addition to being distributed via the Abu Dhabi and Dubai Chambers of Commerce, this edition is circulated to the senior management of top companies in GVP’s global publishing network, and through hand-to-hand corporate gifting by GVP’s editorial participants to their principal clients. Ensuring a valued cross-section of business readers, editions are also for sale in all Magrudy’s bookstores in the UAE, on Amazon.com, GVPedia.com as well as via direct sales from GVP offices worldwide.

Leading hotels, resorts and airport lounges showcase this edition, which has been regarded by inbound travellers as a focal point from which to network for business relationships or acquire products and services. Selected high net worth individuals including those with assets over AED 5 million, as well as company directors and foreign investors via the GVP internal distribution database, are also covered.

Government decision makers, including senior management at development agencies, chambers of commerce, regional institutions and commerce associations receive copies of ‘Best of Abu Dhabi & UAE’.

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Beach Rotana - Abu Dhabi www.rotana.com/property-4.htm

Intercontinental Hotel Abu Dhabi www.intercontinental.com

Emirates Palace - Abu dhabi www.emiratespalace.com

Abu Dhabi Ladies Club www.adlc.ae

Al Raha beach resort www.danathotels.com

Intercontinental - Abu Dhabi www.ichotelsgroup.com

Hilton Jumeirah www.hilton.com

Hilton Creek www.hilton.com

Middle east Association Abu Dhabi ChAmber of Commerce Dubai ChAmber

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