GULF 2015 International Film Fund: GCC COMING SOON TO HOLLYWOOD Johnson & Johnson: AMS: Stride Construction: 3i Infotech Ltd.: DIABETES SOLUTIONS OFFERING CUSTOMERS THE BEST VALUE iSAT: PROVIDING SEAMLESS GLOBAL CONNECTIVITY DHABI CONTRACTING: CONQUERING THE WORLD OF CONSTRUCTION ONE COMPANY’S SUCCESS STORY BUILDS ORGANISATIONS OF TOMORROW 92 PAGES 1

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CONTENT United Grease & Lubricant: Guaranteeing Customer Satisfaction ........................................... 44 German Doner Kebab bites into global success............................................................... 46 Reach MENA & APPLIREACH: Take Digital Marketing & Smart Solutions to the next level............................. 48 Supplies Store: Suppling value to companies ............................. 49 Ashish Dass, President-EMEA, 3i Infotech Ltd. Global Investment Bank: Redefining the future of banking .................................................... 4 Nexus Flight Operations Services: Flying high with Nexus .............................. 51 Ralco: Second step to Success.................................................... 52 Netizency: Netting Traffic For Profits ........................................... 54 iSat: Providing Seamless global connectivity.............................. 56 Stride Construction: One Company’s Success Story................... 57 Al Aan TV brings real News and real entertainment to the Arab world....................................... 6 UAS: Flying High............................................................................ 58 3i Infotech Ltd. builds organisations of tomorrow........................ 8 Mermaid Digital Printing: Go Green, Go Fabric............................ 62 Tanfeeth brings back-office banking to the fore.......................... 10 Shurooq: Scaling the heights of success..................................... 11 EZHeights takes online classifieds to a new level........................ 60 Tecton: Yielding Sustainable Results .......................................... 64 Dhabi Contracting: Conquering the world of construction.......... 12 Bombardier gains altitude as business jet demand soars...................................................... 66 Landmark Zenath Group: Scaling new heights ............................ 14 Dubai Trade strengthens UAE’s competitive edge....................... 68 Masafi: ‘Source Matters’ Interview with Masafi CEO Reginald Randall ............................... 15 GEFCO: Scaling New Heights of Success..................................... 70 Al Habtoor Motors revs up growth ............................................... 16 Masdar City plots path into sustainability ................................... 19 Desert Group treads a path to sustainable growth......................................................... 74 Kempston Controls: An Edge Above ............................................ 20 Expresso: Connecting to Progress ............................................... 77 Al-Futtaim Motors: Sixty years of “Moving the Nation” .............. 22 EGIS: Transforming cities through sustainable development ............................................... 78 Naffco answers burning questions on issues of safety ............. 24 Mediclinic Middle East: In a league of its own ............................ 25 Advanta Seeds helps to feed a hungry world............................... 26 American Hospital Dubai serves up a dose of excellence .......... 28 ECC continues to put high premium on quality............................ 30 GulfDrug stays on the healthcare growth track ........................... 32 PHD: Ensuring Quality ................................................................... 34 iCare: Bringing care into patients’ lives........................................ 35 AMS: Offering customers the best value...................................... 36 Multiline: Going beyond expectations.......................................... 38 Mapei makes a green statement in the construction industry ....................................... 40 Cocoona: Enabling Positive Transformation................................ 42 Cargill Foods: Raising the bar higher............................................ 72 Letosys Computer Systems: Leading the way in the IT Technology ......................................... 80 NR Doshi and Partners: Leading the way..................................... 81 Nomadic Capital Limited: Adding value to customers ........................................................... 82 Roche Diagnostics: Brings the Power of Knowing – the value of diagnostics in healthcare..................................... 83 Johnson & Johnson Diabetes Solutions Companies’ vision is to create a world without limits for people with diabetes................ 84 Afri Ventures unlocks Africa’s economic potential...................... 86 Al Ghurair Iron and Steel: Sky is the limit .................................... 87 Ewan Architectural & Engineering Consultancy: Regional Powerhouse......................... 88 EDITOR IN-CHIEF: Olli Maila, olli.maila@calcus.com, 050-3098553 PHOTOGRAPHERS: Mansoor Ahmad, Noora Saif and Hiten Nainaney COUNTRY MANAGER, UAE: Humair Siddiqi, humair.siddiqi@calcus.com PUBLISHER: Calcus Publishing Group FZ-LLC HEAD OF BUSINESS DEVELOPMENT: Kaizer Abker ART DIRECTOR/LAYOUT: Lina Hurmerinta 23rd Floor, Boulevard Plaza Tower Two, Emaar Boulevard, Downtown Dubai P.O Box 124342, Dubai, UAE. ART DIRECTOR ASSISTANT: Pieta Piiroinen Tel: +971 4 4096795 JOURNALISTS: Sabin Muzaffar, Criselda Diala-McBride www.calcus.com This publication has been produced and distributed by Calcus Publishing Group FZ-llc in association with Khaleej Times (GPP). 3

GLOBAL INVESTMENT BANK: Redefining the Future of Banking Dubai-based International Film Fund will position the GCC as the new investment hotspot for future global box-office hits, says Reza Dari, CEO of GIB. W ith the launch of its International Film Fund (IFF) next year, Global Investment Bank (GIB) is pushing the boundaries of portfolio diversification for Gulf investors. What sets this new investment vehicle apart from other mainstream film financing products is GIB’s strategy to mitigate production risks by partnering with awardwinning Hollywood producers and industry experts. Reza Dari, Chief Executive Officer of GIB, said with the IFF investment model GCC investors could enhance return on investments beyond the box-office level, allowing them to also reap the rewards of ancillary or non-theatrical markets. To add another layer of confidence building, the producers’ profit sharing arrangement under the IFF has been subordinated to a 120% priority return to its investors. Gulf Success sits with Reza Dari for a sneak preview of the new film fund starring a groundbreaking approach to alleviation of global poverty through profitable partnerships and products. What is the significance of a movie production fund for the region? International box office sales exceeded $36 billion in 2014, $4.6 billion of which was contributed by the Chinese box office alone, up 34% from the previous year. Worldwide cinema screens also increased by 6% in 2014 largely due to the double-digit growth in the Asia Pacific Region. Continuous upward trends in the number of international theatrical screens and box office revenues indicate significant commercial and capital growth potentials, and yet today there are no professionally managed local access points to such investment opportunities on a largescale in the GCC. Accordingly, the IFF was conceptualized as the first regional point of access to Hollywood and mainstream film production domiciled in the DIFC. Given that the steady growth in mainstream film revenues have shown little correlation with 4 the global equity markets, inclusion of film financing within a balanced portfolio allocation strategy may also be worthy of note for regional wealth managers. We see this product as a potential game changer for the industry and regional investors alike, as it will not only give GCC investors access to a new line of investment activity but also provides the mainstream film industry access to a new and highly liquid source of funding. What is the importance of ancillary revenues within the IFF investment strategy? While theatrical release is widely believed to be the most critical stage in the lifecycle of a film, it is certainly not the most profitable stage as it only makes up about 25% of the total film revenues. The IFF investment strategy has been devised to also include ancillary revenues, which on average is three times the box office sales. The IFF investment model allows investors direct ownership interest in the Intellectual Property of a film to improve dollar performance as revenues shift from theatre to DVD and rentals, then to digital cable, and television networks stretching out over a 5-10 year period depending on the ancillary potentials of each film. Toy Story 3, for example, earned approximately $1 billion at the box office but is expected to generate nearly $10 billion in merchandise retail sales and ancillary revenues. So, clearly the significance of IP ownership and ancillary revenues within the IFF strategy cannot be ignored. Why have you decided to domicile the IFF in DIFC? As mentioned earlier, absence of largescale professionally managed film investment vehicles in the region has been a major obstacle for the active participation of GCC investors in mainstream film financing; therefore, a regionally based platform is a strategic pre-requisite. DIFC has emerged as one of the fastest growing financial centers in the world connecting the region to the global markets with an internationally recognized legal system and a world-class regulator which serves as the core of our risk mitigation strategy. We hope that the IFF would further enhance regional participation by removing industry barriers of entry through strategic partnerships with seasoned industry experts and award-winning Hollywood producers allowing the fund to better identify and proactively mitigate financial and production related risks. Hollywood has been largely perceived to be out of reach for GCC investors so we simply decided to bring Hollywood to the GCC. When is the expected IFF launch date? The official launch is anticipated in Q1 2016. We are currently in advanced discussions with a number of prospective anchor investors in view of a pre-launch campaign in January to showcase the IFF in conjunction with a global humanitarian initiative, Project High Dominion. What is Project High Dominion and how does it relate to the IFF? The most recent global economic crisis was a constructive system failure that exposed a deeply distorted take on profitability and capital performance. While it is convenient to accept financial and economic crises simply as natural cyclical occurrences, the depth and increased frequency of such occurrences raise fundamental questions about the weight and placement of greater moral responsibility within the financial industry. A truly sustainable global economy can only be achieved through a paradigm shift within the financial industry wherein the private sector and financial institutions in particular live up to their moral and ethical obligations towards socioeconomic integrity. Project High Dominion or “PHD” is a cooperative platform bringing together private enterprise, investment managers, financial institutions, celebrities, and public figures to advocate for the “morallyoriented” redistribution of wealth within a global context whereby the poor and the

Reza Dari, CEO of GIB. “Poverty is not the lack of possessions or money but rather the lack of collective moral responsibility.” underprivileged are no longer viewed as recipients of aid but rather incorporated as stakeholders of the greater global economy. For its part, GIB has allocated 50% of all its IFF related management performance fee revenues to international child and human development initiatives. PHD will also include a fixed-cost investment management product line in partnership with leading global financial institutions specifically designed to enhance investors’ capital performance while appropriating all associated management performance fee revenues to sponsor and fund sustainable humanitarian and social development programs in the most impoverished parts of the world. With international celebrities embracing humanitarian causes in increasing numbers, the film industry has proven to be one of the most effective platforms for redirecting public awareness to the threat of global poverty and we hope that PHD can complement these efforts in a systematic and meaningful way. Poverty, in my view, is not the lack of possessions or money but rather the lack of collective moral responsibility. In conclusion, I would like to leave you with this: while profitability and capital performance are commonly used as indicators to measure success, real success can only be measured by the impact of our actions on human life and dignity. Global Investment Bank Limited (GIB) is a company limited by shares incorporated in the Dubai International Financial Centre and regulated by the Dubai Financial Services Authority (DFSA). GIB provides services only to Professional Clients and Market CounterParties as defined by the DFSA.◆ 5

Farah Ben Temessek, Corporate Communications Manager of Al Aan Television. AL AAN TV brings real News and real Entertainment to the Arab world Farah Ben Temessek, Corporate Communications Manager of Al Aan Television, says taking the pulse of the audience is crucial in determining and developing content that dynamically responds to the wishes and needs of the audience. “W ith the coming of social media, the audience wants to be heard. And they want to shape the media output. That’s exactly what our brand positioning of Real TV is all about,” according to Farah Ben Temessek, Corporate Communications Manager of Al Aan Television. 6 This philosophy holds true, particularly in a region such as the Middle East and North Africa (MENA), which has a young and vibrant population. “In our region, female viewers are more predominant. The viewers are more attracted to reality shows and live shows,” she explained. “When it comes to ages we can’t really categorise it unless we look into a specific market and TV channel, for example, music channels are mostly viewed by young people; general entertainment mainly by families; movies mostly by females, etc. Our viewers are between the ages of 22 and 40 years and our target audience is the Arab family.” Ben Temessek added that: “As a media

entity, our brand proposition – Real TV: Real News, Real Entertainment for Real People – reflects our commitment to today’s society. Our entire content is produced in the Arab region for the Arab audience because we listen to what our viewers have to say.” Supported by its four key pillars of originality, interactivity, female empowerment and responsible broadcasting, Al Aan TV has become a household name in the Middle East and North Africa (MENA) since its inception in 2006. Al Aan content can be seen everywhere. Al Aan TV is a free-to-air channel on regional satellite hot spots Arabsat and Nilesat. Many cable, IPTV and mobile platforms including e-Vision and du in the UAE, STC in Saudi Arabia, Darty and SFR in France also distribute Al Aan to their subscribers, so does OSN. Digital properties include www.alaan.tv through which live streaming can be viewed as well as via livestation.com. Al Aan’s mobile app is available for iOS and Android platforms providing highlights of TV content along with easy access to the live stream. Within such a short period, it has enjoyed tremendous growth. Today, the broadcaster has 415 million cumulative video views on its YouTube channel; 13 million monthly visits to www.alaan.tv; 7 million fans on its Facebook page Akhbar al Aan; and 870,000 Twitter followers. “Taking the pulse of our audience on a daily basis is essential to Al Aan TV’s approach to media. Through a variety of platforms from phone-ins and Facebook to WhatsApp, we listen to our audience minute-by-minute – conversing with them in real time, capturing their thoughts, feedback and suggestions,” explained Ben Temessek. “This information and interaction are essential to determining and shaping content, formats and product development. Our dialogue is genuine and it works both ways.” MEDIA IN THE DIGITAL AGE New media has, without a doubt, transformed the way people consume news and entertainment. It also actively shapes Al Aan TV’s growth strategy, said Ben Temessek. “New media leads Al Aan’s growth. Whatever we do, we do it first on social media. We experiment, we see what the audience wants and we respond accordingly,” she added. The social media phenomenon has opened up a whole new dimension for Al Aan TV to capture the Arab people’s views faster and more accurately. Ten to 15 years ago, the TV executive said, a network’s best research tool for pre-testing and post-testing content ideas was face-to-face research and focus groups. “In face-to-face research, it is typical to select a sample size of e.g. 2,000 people to represent a whole country. In focus groups, you speak to groups of e.g. eight people to understand sentiment and try to make qualitative discoveries. And that takes weeks to prepare, execute and analyse,” she commented. But in the age of Facebook, it is fairly common for the number of respondents to reach millions. For example, in the last week of May 2015, Al Aan TV’s news page on the social networking site reached over 21.7 million, with 2.8 million of them interacting by liking, commenting on and sharing content. The company received 46,000 comments. “Al Aan believes that empowering women benefits all members of society as well.” “That’s a very deep and finely grained research data for those who know how to use it. Mobile is also a fast-growing platform. People spend more time looking at their smartphone’s screen than in front of a TV, so this shows how important new media is and that’s where our vision comes from.” The company also has apps for IOS and Android devices for its website, TV streaming and social interaction to cater to the needs of today’s tech-savvy consumers. One of these apps is “Kalamennas”, which initiate a debate through a short video, allowing people to socially react and provide their own thoughts through the app. This is a good example of combining online, social and new media to provide a complete user experience. MAKING WOMEN’S VOICES HEARD One of the cornerstones of Al Aan TV is female empowerment, and Ben Temessek echoes her company’s philosophy when she said that PanArab advancement is highly contingent upon sustainable economic growth and that, in turn, is inextricably linked to the mobilisation of the untapped energy and potential of the Arab women. “Al Aan believes that empowering women benefits all members of society as well. Men have an equal responsibility in realising a vision for a better world through supporting the socio-economic role of women,” she said. “Al Aan informs and entertains through the prism of Arab women while simultaneously targeting the family and, as such, its content and brand positioning attracts a more femaleorientated and younger audience.” Equally significantly is its current affairs programming, where Al Aan TV’s commitment to female empowerment is most evident. Many of its reporters, presenters and editors are female, a factor which adds a different dimension to its 24-hour news output. The channel’s most prominent roving reporter, Jenan Moussa, is the epitome of female empowerment. Often seen sprinting from one global situation to another, she has reported on hard news that have gripped the region and its people in recent years. “Such is Jenan’s influence that some of the world’s top media professionals follow her in search of unique stories when she goes on a tour of duty. She has become a powerful role model for young Arab women,” Ben Temessek gushes. FUTURE PROGRAMMES Al Aan TV is keen to develop another tent-pole programme to support its flagship show “Bila Hudood”, which perfectly blends two genres – entertainment and current affairs – into a reality format that emulates cutting-edge production values of global reality content, while chronicling the ups and downs in the daily life of a pan-Arab celebrity like Cyrine Abd el Nour. What makes “Bila Hudood” a unique Al Aan experience is the fact that the celebrity host uses the show to engage audiences on hot topic and social issues. During its first two seasons, for example, the show tackled inspiring cases of female empowerment and other hard-hitting topics such as sexual abuse, drug addiction and radical extremism – issues that have a direct impact on millions of women across the Arab world. Ben Temessek said the channel is also looking at developing a current-affairsthemed quiz show. “We have looked around and didn’t find a format that meets the criteria we are looking for. So that will most probably be another Al Aan TV innovation. It takes time.” Meanwhile, for the immediate future, the company is working on a Drama series that reflects the daily life in the conflict-hit region of Dar’a in Syria. Ben Temessek described it as a heart-warming human interest drama that fits Al Aan’s Real TV position perfectly. Stay tuned for new things to come from Al Aan TV.◆ 7

3i Infotech Ltd. BUILDS ORGANISATIONS OF TOMORROW Supporting organisations’ digital transformation has been at the core of 3i Infotech Ltd.’s operations, says Ashish Dass, President-EMEA of global IT Compoant 3i Infotech Ltd. who has been named in June 2015 by Forbes Middle East as one of the Top Indian Leaders in the Arab World 2015: Executive Management. T he dynamic nature of technology has rapidly changed the way organisations do business. To stay ahead of the curve, companies today are pursuing digital transformation and shifting their focus to intelligent business process management (BPM) solutions, said Ashish Dass, President-EMEA of global IT company 3i Infotech Ltd. “Organisations, whether small or big, are driven by the same goal: to grow and add value to their employees, customers, shareholders and society in general,” he explained. “If growth is the parameter, then our question has always been, ‘How can we support that growth?’.” Indeed, over the past 22 years, Empowering Business Transformation has been the Company’s mantra. 3i Infotech started out in 1993 as a technology offshoot of ICICI Bank, India’s second largest bank. “We were the IT department of the bank, which explains our strong roots in the banking, financial services and insurance business,” said Ashish. In its early years, 3i Infotech was predominantly servicing the Indian banking sector, but it had set its sights further afield, with the vision of developing its own enterprise software suite. To realise this objective, the company began acquiring IT companies globally including, in 2001, a Dubai-based software company called Insyst Technologies. Insyst Technologies has developed 3i Infotech’s two core products – Orion, an Enterprise Resource Planning (ERP) platform and Premia, a BPM system for the insurance 8 industry. The acquisition also initiated 3i Infotech’s entry into Middle East and Africa’s (MEA) promising information and communication technology (ICT) sector. TECHNOLOGICAL INNOVATOR Today, Orion is used by hundreds of companies from Asia-Pacific to North America. In the MEA alone, 3i Infotech enjoys a comfortable market share through its flagship software, doubling its customer base from more than 400 in 2006 to over 800 customers to date. 3i Infotech’s software is deployed by various industries such as distribution and supply chain, automotive, electronics, manufacturing, retail, fast-moving consumer goods (FMCG), construction, contracting and building materials. “Major financial institutions in the MEA region have also deployed Orion for their ERP needs. Orion, since its inception in 1999 besides being creates costs effective, creates an environment that is most conducive to the needs of the businesses locally. The latest deployment of the product on the cloud, has further given confidence the growing regional migration to Cloud technology. Orion definitely was a game-changer for us,” added Dass. The same holds true for Premia, which is used by a significant number of insurance companies across the region and holds over 60 % market share in the region. Through 3i Infotech’s relatively strong Middle East foundation, it was able to respond to the region’s specific and complex insurance IT needs, such as those involving Islamic insurance or Takaful. “We have been very strong in the banking space across the retail, wholesale, investment banking space and when we modified our banking applications into Islamic products, we received overwhelmingly positive responses from the market. We had existing customers in the banking sector, for instance, who had thought of deploying a similar platform, but could not, until we came out with our software.” “We were one of the first IT companies in the region to explore and quickly deploy the Islamic banking and Takaful segments. More than a decade ago, when we first came into MEA region, very few software firms recognised the potential of Islamic finance. Those who have are now reaping the rewards,” he said. True enough, Islamic finance has been the fastest growing segment of the global financial industry over the past years, with worldwide Shariah-compliant banking assets expected to reach US$3.4 trillion by 2018. FOCUS ON EFFICIENCY Fscilitating companies, particularly those in the mid-market segment, to run their businesses more efficiently has been at the core of 3i Infotech’s operations in any region. As a result, all of its products are highly adaptable to the specific requirements of any business, anywhere in the world,

Ashish Dass, President-EMEA, 3i Infotech Ltd. keeping the best practices in place and using them to the customer’s advantage. A fully integrated Java-based, enterprise and cloud based ORION (BPM & ERP) empowers a seamless interaction between its internal functions and the external stakeholders, which enables sharper decision-making and greater efficiencies in the customers business. “Because our products are deployed in several countries worldwide, we can localise our products to suit the language and currency needs of the market where they are used. For example, within the region we have installations in Russia and Kazakhstan, and across APAC which operate in multilingual and multi-currency environment; their configurations at the back-end are also open so they can adapt to the countries’ respective regulatory requirements, In addition, 3i Infotech’s systems are available both on-premise and cloud model. This is particularly significant as organisations in the MEA region are waking up to the potential of cloud computing, Ashish explained. FUTURE GROWTH “3i Infotech’s success story has been based on its ability to foresee and then ride the next wave of technological growth,” Dass said. Its strong understanding of the MEA market has also allowed it to develop products that companies in this part of the world need, giving it a unique advantage over its competitors in the ICT space. Ashish expects the Company’s growth momentum to continue, thanks in part to its products, highly qualified team and professional staff. Responding to the times, 3i Infotech is also very active in developing mobility and peripheral applications along with big data, which is a fast emerging trend. “Some industry observers say that the mid-market segment is not a big data market, but I tend to disagree,” Ashish said. “The mid-market in this part of the world collectively generates over a billion US dollar in revenue, which is significant. Any sector with that much of turnover requires quick and efficient access to data.” “We also firmly believe that success is measured by a Company’s direct relationship with its customers. Because of this, we have a dedicated team of customer relationship managers who are on hand to monitor our clients’ satisfaction index.” Word-of-mouth marketing, Dass said, is the single most powerful marketing tool in any company’s arsenal – something that can only be achieved by having a pool of happy and satisfied customers. So far, outlook for 3i Infotech looks bright, as it continues to tap into its innovative streak. ◆ 9

TANFEETH brings back-office banking to the fore A centre of operational excellence, Tanfeeth is taking customer service delivery to international standards, says Suhail Bin Tarraf, Chief Executive Officer. A s the dust settled following the 20082010 economic slowdown, Emirates NBD turned its attention to revenue growth, which – in a highly competitive UAE banking sector – hinged on delivering fast, reliable and standardised customer service, said Suhail Bin Tarraf, Chief Executive Officer of Tanfeeth. Deriving its name from the Arabic word for “getting the job done”, Tanfeeth is doing just that. With Emirates NBD’s fast-paced growth, staying on top of back-end requirements was crucial, and so Tanfeeth was born in 2011 as the bank’s fully owned subsidiary tasked with taking service delivery capabilities to international best practice. “Products are relatively the same among banks; every institution would be offering mortgage, credit card and auto loan facilities. But we realised that the only way to differentiate ourselves is with service and operation excellence,” explained Bin Tarraf. “It is about fulfilling our customers’ needs in a fast and unified manner, which means allowing them to receive the same type and speed of service every single time. This became a huge opportunity for us to create specialised operations that, until our launch, did not exist in the UAE or the rest of the region.” INVESTING IN THE NEXT GENERATION The CEO believes that as customers evolve, so should an organisation serving them. In today’s highly connected world, driving customer experience boils down to the effective delivery of services in the digital sphere. Tanfeeth stays ahead of the curve by having a dynamic and tech-savvy workforce, who speaks the social media language. “Our average workforce is between 28 and 29 years, which is quite young for an organisation such as ours. But we deliberately did this because we believe that the younger 10 generation is faster in adopting technology. For an organisation to be successful and for change to happen, you need a combination of experienced people and young talent,” Bin Tarraf said. Creating a transparent, performanceoriented and fair value company culture has also allowed Tanfeeth to deliver optimum customer service, he added. A vocal advocate of leadership development and employee engagement, Bin Tarraf emphasised that people and company culture are the most critical differentiators for any organisation in any industry. “I believe that 70% of a company’s focus should be directed towards people – hiring the right employees with the right mindset will enable change process. As CEO, my goal is to empower my people to do the right decisions so they can deliver what is expected of them,” he said. THE FUTURE OF BANKING Tanfeeth’s operation excellence will remain a key element in keeping Emirates NBD ahead of the game. Over the past four years, the firm has grown as its parent company expands to become the largest bank in the UAE in terms of assets. Starting with 20 staff, Tanfeeth now has a workforce of 2,200. But Bin Tarraf was quick to point out that the next level of growth is not just about expanding workforce, but investing in technology and knowledge growth. “Through the Emirates NBD app, we highlight the future of banking and how we can best interact with customers, who are more interested in social media and exploring the digital platform. Our goal is to enable customers to satisfy their banking needs without forcing them to physically go to a branch or contact a call centre,” he said. ◆ Suhail Bin Tarraf, Chief Executive Officer, Tanfeeth.

SCALING THE HEIGHTS OF SUCCESS His Excellency Marwan Bin Jassim Al Sarkal, CEO of Shurooq, talks to Calcus about Shurooq’s goals to achieve the triple bottom line while preserving Sharjah’s distinct Arab and Islamic identity. 1 Tell us about SHUROOQ - its mission and goals. The Sharjah Investment and Development Authority (Shurooq) is an independent government body based in Al Qasba, Sharjah. It was established by Amiri Decree No. 2 of 2009, issued by His Highness Dr Shaikh Sultan bin Mohammed Al Qasimi, Member of the Supreme Council and Ruler of Sharjah. Chaired by Sheikha Bodour Bint Sultan Al Qasimi, the Authority’s key mission is to cement Sharjah’s position as a leading destination for investments and business. the future generations’ livelihood. Moreover, we also focus on using environment-friendly materials and green technologies in all of our products. “Our dedicated team has been instrumental in creating and perusing investment opportunities that have successfully put Sharjah on the investment and tourism maps.” 2 4 3 5 What are the main areas Shurooq focuses on? At Shurooq, we focus on four main sectors: travel and tourism; environment; healthcare; and transportation and logistics. We also support investors looking to enter any of the Emirate’s fast-growing sectors, such as education, arts, real estate, publishing and retail to name a few. Shurooq works closely with other government agencies in Sharjah to create an investor-friendly environment and regularly participate in international events and conduct roadshows aimed at promoting Sharjah as a leading destination for investment and business. What do you think entails a sustainable society? We pride ourselves at Shurooq for implementing the highest international sustainability standards and measures in all of our projects, thus minimizing their impact on the environment and safeguard Why is it important to facilitate cultural and economic activities of cities - and also speaking in context of the Sharjah Emirate? Shurooq’s mission is to promote social, cultural, environmental and economic development of the Emirate, while preserving Sharjah’s distinct Arab and Islamic identity. We are very meticulous about our projects, in order to ensure the right balance between the aforementioned four elements. Both trade and culture have been vital part of the Emirate’s long history and we aim to maintain this delicate balance for future generations. What have been Shurooq’s most significant milestones as well as challenges? Broadly speaking, we are very proud of all our accomplishments and projects. Al Qasba has to be one of my all-time favorite Shurooq destination, given that it has become one of Sharjah’s well-established landmarks and an iconic tourist destination, with average rating on Trip Advisor, a leading tourism and destination website, of 4.5 out of five. When it comes to challenges, each project presents its own set of challenges. One common challenge that we repeatedly face is projects’ impact on the environment. Therefore, Shurooq conducts extensive studies and employs the highest sustainability standards, in order to minimize negative impact on the environment. 6 What are the elements that drive success? There are a number of elements that lead to the success of an organization, in our case it was: the Vision: the visionary guidance of His Highness Dr Shaikh Sultan bin Mohammed Al Qasimi, Member of the Supreme Council and Ruler of Sharjah , has provided us with a roadmap, under the leadership of Sheikha Bodour Bint Sultan Al Qasimi, to fulfill our mandate to promote the Emirate as a leading destination for investments and business. Our People: Shurooq’s creative staff has been a vital element to our success story. Our dedicated team has been instrumental in creating and perusing investment opportunities that have successfully put Sharjah on the investment and tourism maps. 7 What is your vision for Shurooq? Our vision is to transform the Emirate into becoming the destination of choice for investors and tourists, while preserving Sharjah’s distinct Arab and Islamic identity. ◆ 11

Conquering the World of CONSTRUCTION COO Bishoy Edwards speaks to Calcus Group about Dhabi Contracting’s journey to success. E stablished in 1983 under a “Special Category” in the UAE, Dhabi Contracting is one of the prominent turnkey construction companies in the Region. With a vision to be the leading provider of quality construction and engineering services in the Middle East, and the mission to achieve this growth through the ability to undertake, successfully execute and complete a variety of projects under the management and supervision of experienced administrators, project managers and engineers and employees, supported by adequate transport facilities, machinery and equipment, Dhabi built this position boasting a formidable team of skilled and experienced engineers as well as strong support staff. As such it has positioned itself as one of the best developed and modernized companies across the Middle East. Talking about the success of the company, Chief Operating Officer Bishoy Edward says, “Dhabi Contracting has built the trust of its customers and its name by introducing innovative, state-of-the-art technologies in the concept, design, planning and execution of major construction projects. This was done across the industrial, commercial, and residential sectors of the industry on a turnkey basis, providing single source solutions to all our clients throughout the region.” He adds that the depth and breadth of the projects successfully completed, built significant skills within the company that are highly appreciated by its clients. “We not only have the experience and expertise in the construction of low-rise and highrise commercial and residential projects, and in the large scale construction of medium and high-end specification villa communities, but also in the development of residential apartment compounds inclusive of all residential comfort amenities such as community centers and leisure facilities including swimming pools, parks and gardens, etc.”. Striving to be one of the best construction 12 companies in the world, Dhabi Contracting considers completing each project an achievement on its own. Forging ahead on the path to success means the delivery of quality projects every single time. “Only consistently delivering top quality will allow Dhabi to remain at the fore-front of an ever-growing market.” Bishoy explains “we have a Total Quality Management (TQM) set of practices that we relentlessly apply to our projects. We are committed to delivering the best quality for our clients, always delivering the product to end-users’ and stakeholders’ needs and “We have established solid teams over long periods of time, with healthy and longstanding relationships between all sectors of our business.” requirements.” He adds “being responsive to variances against the plan already during the project, and adjusting flexibly in time to bring the project back in line, allows us to still complete the projects in line with the customer’s expectations.” Bishoy further remarks, “But what puts us apart is that we always analyze the reasons behind any delays occurring throughout each project’s lifecycle, and seek solutions which are then documented as lessons learnt and shared amongst all the projects teams in order to avoid the recurrence of such impacts in any future projects. This continuous improvement is not only done at the projects’ different stages, but the same is being applied in all the divisions of the company, and that’s why we, Dhabi Contracting, are well-known for our excellent quality delivery.” Another significant success factor is that Dhabi runs its own in-house MEP division with the capability and capacity to work in parallel with the civil construction arm of the business providing strength in depth for any projects. Dhabi Contracting therefore has a significant skillset to provide turnkey or “fully inclusive” services through in-house multidisciplinary teams. Bishoy describes this as follows: “We have established solid teams over long periods of time, with healthy and longstanding relationships between all sectors of our business. Because of these relationships, Dhabi Contracting employees consider themselves part of a family, a fully integrated team with the single focus on the quality and timely delivery of construction projects to our customers.” On top of all those factors, Dhabi has significant in-house funding capabilities which truly make the value proposition fully integrated. “We have the ability to fund a project on behalf of the client, and to complete execution without delay,” Bishoy reveals. The UAE construction sector has witnessed an upward trend in recent times, and the pace of growth is rapidly increasing. Bishoy notes, “The UAE construction industry is witnessing fast-track growth, with massive investments from both public and private enterprises. This positive turnaround in the UAE construction industry has led Dhabi Contracting to record an increase of 20% growth in the business. This increase brings us a step closer towards achieving a turnaround target of AED 6 billion at the end of 2016. The construction sector in the UAE is being fueled by expansion.” The COO opines that “the relentless focus on customers and stakeholders, as well as Dhabi’s organizational capabilities are of paramount importance, as those factors can determine whether or not further repeat business may be offered from existing clients. But our good reputation in the market and trust of our clients stemming from a history of successful deliveries provides confidence when positioning Dhabi with new customers and the future of Dhabi Contracting looks very bright. I am sure we continue to be well-known as a mammoth in construction and will further build on these positive developments.” ◆

COO Bishoy Edwards, Dhabi Contracting. 13

LANDMARK ZENATH GROUP: Scaling new heights Deen Sadiq, Group Director at the Landmark Zenath Group, talks to Calcus about the Group’s diverse range of business and its secret to success. S ince launching your business as a real estate company in 1996, Landmark Zenath Group (LMZ) has thrived as a multi-disciplinary conglomerate. What do you think are the factors that have contributed to your Group’s success over these past 19 years? I think the secret to our success is our ability to stick to our roots and continue doing business only in the segments that we have gained a lot of experience in since our inception. Our real estate business is successful today because we have continued to maintain our foothold into the non-freehold business only. We develop and manage a diverse range of small and medium projects including commercial, residential, showrooms, warehouses and staff accommodation and will expand only in this sector in the future. Your business model (i.e. developing JV deals with existing brands) has become instrumental in your Group’s rapid expansion in various industries. What are your criteria for choosing a brand to partner with? The primary focus for our F&B business has been to partner with brands that would provide an avenue for us to introduce new concepts to the region. At the same time we also look for brands which are well established in their home country and have a connection with expats in the region. In our F&B business it’s all about making their comfort food easily available and accessible to them in this part of the world. Some of our restaurants including Sangeetha, Ponnuswamy, Cream Centre, Tapa King and Bario Fiesta are prime examples of this. As a Group, how has your company grown over the years? LMZ is a leading business house in the UAE and is based in Dubai. The group employs around 2000 staff members, and operates in the hospitality, restaurants, real estate, and media sectors in the UAE and Saudi Arabia. We have come a long way since we started 14 off as a real estate company in Dubai in 1996, and began diversifying in 1999 into the hospitality industry with Landmark Hotels and Suites. Today, hospitality, restaurant and real estate our three of our most important businesses. We started our restaurant business in 2001 with the first restaurant Sangeetha, which is a leading hotel chain in the Middle East today. We are an organically growing company with a proven track record, and known for our resilience and growth in challenging times. Hotels, restaurants and real estate are indirectly related sectors and it makes sense to invest simultaneously in these ventures. But what made you decide to also enter the fields of engineering and media? Since the time we started off as a real estate company in Dubai our focus has always been on small-to-medium sized projects. With regards to the field of media, LMZ is not running and operating a radio station, we are in fact local partners with a South Indian based media conglomerate, Daily Thanthi. They have the expertise and they are operating and managing the media division, we are simply supporting them through a local partnership. On another note, since we were already doing our own projects, we thought we could take up engineering as a separate vertical as well. What is the corporate philosophy that guides all your ventures, regardless of the industries they represent?  At LMZ our objective has always been to find the right opportunity and maximize on the opportunity at the right time. Before we get into anything we ensure our team conducts a thorough study and then based on the findings we make strategic decisions. In the next five to 10 years, what can we expect from Landmark Zenath Group? Which industries are you looking to tap into next? We are planning to expand our hospitality division, the Landmark Hotels and Suites, with five new properties nearing completion within the next 3-24 months with a capacity of adding another 900 rooms. Two properties will Deen Sadiq, Group Director at the Landmark Zenath Group. be located in the Green Community at Dubai Investments Park along with one property on Sheikh Zayed Road and another one in Fujairah along with one property in Deira. We are also getting enquiries on managing few properties in the region, which we are evaluating. We operate many 3-4 star properties and are also open to budget properties if it’s a good property and if we think that it would generate good prospects for our business in the future. We also have plans of diversifying into new territories such as other cities in the UAE, GCC and India. We’re also expanding LMZ Cuisines which is our restaurants division, with the opening of a new outlet of Tapa King at Burjuman Centre and the upcoming Shindagha City Centre. In addition to, Bario Fiesta at Burjuman Centre, Lemon Grass on Sheikh Zayed Road, Sangeetha restaurant at Al Ghurair Centre in Deira, and new outlets for Big Daddy’s and Sloan’s as well. These franchisees will be launched between the end of this 2015 and early 2016. ◆

‘Source Matters’ INTERVIEW WITH MASAFI CEO REGINALD RANDALL T ell us about Masafi - when was it established? Masafi was established in 1976 and currently operates a 250,000 square-metres state-of-the-art bottling and manufacturing facility at the source – the foothills of the Hajar Mountains in Ras Al Khaimah, United Arab Emirates. Masafi also sources water from facilities in Oman and Turkey providing water bottled at source to its customers in over 52 countries. What are your main offerings? Masafi is the leading producer of premium drinking water in the Gulf and its portfolio of Masafi CEO Reginald Randall. products also include Tissues, Juices, Sparkling Juices and Flavored Water. The tissue line includes plain and boutique fragrant tissues in four scents, floral tissues in purple, pink and green colors. Masafi has also launched Wet Wipes, which are available in the market in 3 categories which include Baby, Facial and Antibacterial/ school wipes. The hugely popular Masafi Juices come in an array of original flavours and rich fruit blends. The flavored water is available in four flavours - strawberry, lemon, peach and mint and lemon. A recent addition to the portfolio is the sparkling juices - Fruitsss available in three flavors - Apple Cocktail, Pomegranate and Tropical. What distinguishes you apart from your competitors? Masafi is the only leading bottled water filled exclusively from an underground water source with a reputation and a legacy of high quality products. Most other local brands are filled using desalinated sea water. The Masafi brand is known to offer natural and healthy products to its consumers. We are always upto-date with the latest market trends which allow us to diversify our offerings, innovate and develop products that meet consumer’s needs and demands. What do you think entails quality? Quality at Masafi means delivering on our promise to consumers 100% of the time. Since 1976 Masafi has been bottled at source from natural underground water wells using the most modern processing technology to guarantee quality and maintain consistency of our products. Masafi is committed to providing safe and premium quality products and services to its consumers and has been awarded many international certifications. Our Quality Assurance department measures the quality of products and rigidly implements quality policies and standards. We also strive to continually improve our quality management system across the complete value chain. Raw materials, bottling, packaging, warehousing and point of sales operations are continuously checked to ensure that the highest quality standards and specifications are consistently meet. Samples are collected from every step on a regular basis and checked for compliance. Our packaging is designed to help maintain taste and flavour, protect our products during handling, shipping and storage, identify the product and provide important consumer information. Each Masafi Co. employee is responsible for satisfying customer requirements and ensuring that stipulated policies and procedures are followed and stringent quality standards are met at all times. How can companies such as Masafi guarantee customer loyalty? Consumer loyalty is something that can only be earned over many years through consistent delivery of our quality promise. Masafi has put naturalness and quality of products at the very heart of its operations. In a world where health and nutrition is ever-more important, Masafi is determined to continue providing the best quality, natural products to its customers to win their trust and loyalty. Comment on how sustainability can bring about positive economic activity. As a socially responsible corporate citizen, we demonstrate our commitment to the preservation of the environment. We continue to maintain our position as the leader of proactive ecological initiatives in all the markets we operate in. Masafi launched its Carbon Action Plan in July 2008 – which saw the unveiling of the corporate recycling service – a unique initiative aimed at reducing the environmental impact of plastic bottles. All Masafi bottles are developed using PET which results in less greenhouse gas emissions and uses less energy than aluminium. Masafi has invested heavily in the latest production technology to minimize bottle weight and hence the amount of plastic waste generated. This also benefits the consumer by enabling us to offset inflationary cost increases. Comment on the UAE and Middle Eastern landscape as far as your sector is concerned. Customers have become increasingly aware about their choices and demand the very best in quality and source of water they drink. There are more than 250 registered producers and importers in the UAE. We welcome the reinforcement of GSO standards throughout the GCC. Enforcement of these regulations through ESMA in the UAE will further ensure that consumers are protected. ◆ 15

Al Habtoor Motors REVS UP GROWTH Sultan A. Al Habtoor, President of Al Habtoor Motors, says the company has stayed in the fast lane, as it enjoys double-digit performance. G ood customer value proposition has been driving Al Habtoor Motors’ (AHM) business success. The exclusive distributor of some of the world’s most renowned automobile brands has taken a pole position amid UAE’s competitive car market, thanks to its strong commitment to customer satisfaction, said its President Sultan A. Al Habtoor. For the past 33 years, the company has put emphasis on this core value, making significant investments in developing 3S (sales, services and spares) facilities across the UAE, so that it can readily cater to the needs of its customers. “Customer satisfaction is given the highest priority and importance was given to build state of the art 3S facilities to improve CSI. AHM continued investing in 3S facilities even during the difficult time of economic slow down and successfully developed facilities in Ras Al Khaimah, Al Ain and Abu Dhabi. Another development being added is the aftersales and logistics facility in Dubai Industrial City comprising of 6 million square feet, with 1 million square feet of fully air conditioned workshop and spare parts operation.” Al Habtoor said. As a result, AHM is bucking the trend. In 2014, Mitsubishi recorded a 38% year-onyear growth and the upbeat performance continued, with a 53% increase in sales from January to May 2015. Al Habtoor said Mitsubishi’s appeal comes from its “value for money” proposition, which encompasses quality, style and durability, allowing it to attract customers and gain market share. “Another factor that is driving our growth 16 is the fact that we always ensure all our stakeholders, such as the car manufacturers, customers and our employees, remain satisfied. Only by doing so can we encourage them to move towards a common objective of keeping our customers happy, which in turn converts our customers into ambassadors, who bring in more new customers,” he explained. “We believe that once customer satisfaction is achieved, it will augment sales growth and brand equity.” ‘MILES OF SMILES’ One of the reasons behind AHM’s corporate success is Miles of Smiles, a customer relationship management initiative. “Buying a car is an important decision. We value our customers who give us the opportunity to be part of this significant milestone,” said the AHM president. “Miles of Smiles is our customer charter that clearly spells out the standard of services we provide to our customers. It embodies the commitment and promise from all our employees to deliver the services and hold ourselves accountable for the same.” The initiative has become a company philosophy, boosting customers’ confidence by knowing that the products and services they receive from AHM are of the highest standards. Al Habtoor said this is our way of guaranteeing that customers’ driving experience is a joyful journey. “We feel that more and more efforts and investments are required to ensure that our customers are treated well and they stay satisfied throughout their ownership of the vehicles they bought from us. To that end, we have a full-fledged call centre, which looks after every customer who visits our showrooms and aftersales facilities. “The call centre contacts customers for their feedback and are asked to provide their opinion on the level of service provided to them. We rigorously work on those feedback to improve our process and quality check,” he said. The initiative has undoubtedly helped AHM improve the level of customer satisfaction it offers, as proven by its impressive sales performance. PASSION FOR CARS Al Habtoor’s role at one of the UAE’s leading car dealership has been cut out for him. He admits that from a very young age, he has been passionate about cars – their designs and performance. “This passion inspired me to join my brother, Khalaf Al Habtoor, 33 years ago when he was setting up an automobile dealership venture with Bentley and Mitsubishi. Today I am pleased to say that we have eight

Sultan A. Al Habtoor, President of Al Habtoor Motors. franchises in our portfolio, which includes Mitsubishi, Fuso, Bentley, Bugatti, McLaren, Chery, JAC and Temsa,” he said. During the past three decades, AHM has developed these brands successfully and it now controls more than half or 53% of the Mitsubishi market share across the Middle East and North Africa (MENA) region. The company has also been recognised as the largest dealer for high-end brands Bentley, Bugatti and McLaren. Having the passion for cars has also allowed Al Habtoor and his team at AHM to better understand their customers’ needs, whether they are related to mainstream or luxury cars. “While deciding to buy a mainstream car, a customer is more inclined towards mobility for him and his family,” Al Habtoor explains. “The primary need of the customer, in this case, is to have durability, high quality and better residual value. All these qualities are available in Mitsubishi.” For luxury brands like Bentley, super luxury models like Bugatti and luxury sports cars such as McLaren, customers are inclined towards the strong emotional associations with quality of life and social status. “But whether it is a mainstream or a luxury car, all customers require reliable aftersales support that can only be provided by qualified and highly trained staff. For example with high-end brands, it is critical that personnel are equipped with the skills and experience to manage complex technology that goes with such vehicles,” he said. RIDING A WAVE OF GROWTH AHM’s business is well-placed, as the UAE is the second largest automotive market – in the GCC, next to Saudi Arabia. Strong domestic demand for automotive products is fuelling this growth. According to Nielsen’s Global Survey of Automotive Demand, around 75% of UAE online consumers who were surveyed, said that they plan to buy a new or used car in the next two years. Al Habtoor said he is very much passionate about motor trade and is embracing the challenges that come with the business. Despite the competition, however, he remains confident about sustaining customer satisfaction. “UAE is the fastest growing car market in the world. Most of our competitors offer similar promotions, and the products and services are very competitive. But I believe that what distinguishes a distributor from the competition is its ability to offer highest customer care, closely monitor day-to-day performance and, most importantly, keep a highly motivated workforce, who can turn around situations,” the president said. He added that AHM’s mission is to keep customer satisfaction to the highest level. “We believe that once customer satisfaction is achieved, it will augment sales growth and brand equity.” ◆ 17

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Masdar City PLOTS PATH INTO SUSTAINABILITY Abu Dhabi’s low carbon and low waste development is shaping the future of urban living, says Dr. Ahmad Belhoul, Chief Executive Officer of Masdar. W hen the Abu Dhabi-based renewable energy company Masdar revealed its plans in 2008 to develop the world’s most sustainable city, the project was touted the world’s most ambitious and visionary undertaking on sustainability. Seven years later, it remains an important case study on urban sustainability. “Masdar City has made significant progress since its inception in 2008,” relates Dr. Ahmad Belhoul, Chief Executive Officer of Masdar. “Today it is a growing ecosystem that integrates knowledge, research and development, a technology centre, a free zone and an investment zone.” Within the heart of the green urban development is the Masdar Institute (MI) campus. MI is the world’s first graduatelevel university dedicated to providing realworld solutions to issues of sustainability. Its R&D efforts have resulted in six US patents, another 54 US patent applications filed, and over 100 invention disclosures, helping it to secure over US$40 million in industry - and government-sponsored research contracts with more than 40 organisations. Other notable infrastructure within the City includes the LEED Platinum Siemens Middle East Headquarters, the 4 Pearl Estidama Headquarters of the International Renewable Energy Agency (IRENA), and the fully-leased main commercial building called the Incubator. “We have now shifted into the residential phase of development with the construction of a 500-unit apartment complex and the mixed-use Chic Residence,” Belhoul added. ENERGY EFFICIENCY Much of Masdar City’s energy-saving capabilities can be attributed to the use of smart design and innovative technologies. According to Belhoul, buildings within the development use 40% less energy than similar structures in Abu Dhabi. “All new buildings are required to meet minimum 3 Pearl Estidama design and construction standards and are designed for greater energy efficiency,” the CEO emphasised. In addition, the City can also contribute up to 11 megawatts (MW ) to the Abu Dhabi electrical grid from solar energy generated onsite. This includes a 10MW solar photovoltaic facility situated in Masdar City, and another 1 MW of solar panels on the rooftops of the development. “Masdar City combines traditional Arabic architecture and innovative design to achieve its sustainability objectives. The buildings are situated at an angle that captures prevailing winds during the daytime so as to cool visitors during the hot summer months. They are also constructed close together to increase shade and reduce direct sunlight,” Belhoul further explained. During the construction phase, Masdar City buildings use 90% recycled aluminium and low-carbon cement, as well as other verified materials. To further decrease carbon use in the supply chain, Masdar established The Future Build, the Middle East’s first database of green building suppliers and products. A LEADER IN GREEN URBAN LIVING In the foreseeable future, a number of new projects are under way at Masdar City, which will eventually house 40,000 people and provide 50,000 employment opportunities. Masdar is guided by The Abu Dhabi Economic Vision 2030, a programme that drives new sources of income for the Dr. Ahmad Belhoul Chief Executive Officer of Masdar Masdar City emirate and strengthens its knowledgebased economic sectors. “As a leading example of sustainable urban development, Masdar City offers a model for other communities worldwide, as they seek to accommodate growing populations while using less energy, producing less carbon emission and generating less waste,” added Belhoul.◆ 19

KEMPSTON CONTROLS: An Edge Above Mohammad Ajaz, Sales Director – Middle East & Africa talks to Gulf Success on how Kempston Controls LLC strives to exceed its customer expectations in the region. T ell us about Kempston Controls history. It was in 1940, Kempston Controls in the UK started its operation as a technical distributor for American manufactures components. We supply components to more than 200 countries around the world. Earlier the Middle East & Africa region was managed from the UK; but since last year with the opening of our Dubai office all enquires are being handled locally with technical competent sales force. Who is the founder of Kempston Controls and what is his vision to expand the company? Mr. Richard Regan is the Managing Director of Kempston Controls, which is the trading company of Midland Automation, producing Midland Jay range of products in the UK (www.midlandjay.co.uk). Richard’s quick decision making quality, always being open to discuss business ideas and longterm vision by making local investment is helping us to handle upcoming challenges and to gain market share rapidly. How do you define Fuses, Sensors and Controls as your business line? Fuses: We are one of the largest distributor and stockist of fuses in the UK. Our technical sales and support team are capable enough to offer any need related to fuse in minutes. Fuse business is our baby and we can assure you of providing right specification. Sensors: I have been personally involved in the sensor business since 1999, thus it’s my favourite product line and we are confident to solve all most all detection related applications on the spot itself. Our sensor team has years of experience and posses expertise in offering sensor solutions. We can even detect the speed of flying falcons. Controls: Without a healthy control automation system, an industry cannot be efficient. We offer multiple options of 20 control automation components from the top manufacturers of Industrial Automation products. Who is your customer? Any manufacturing unit, food & beverages processing/packaging unit, Oil & Gas, utility plants, airports, seaports, military, cement/ceramic factory, metal production, EPC contractors, system integrators, OEMs, trading companies, panel builders and many more. We offer a wide range of different industrial components and thus there’s something for everyone. Why do you think Kempston Controls is different than others? Just visit www.kempstoncontrols.ae and you will find out that we are the only company in the region to offer prices and stock availability online. One can get much more info such as technical datasheets, weight of goods, HS code no. etc from our website which is making it a single platform for various customer needs. We are proud of our IT team to make our business process much easier and seamless for all. You will not find many companies in the region offering online prices due to various factors, but Kempston Controls is always one step ahead of others. We try best to respond to queries on the same day and received appreciation from many of our customers thanking for the same. We believe time is money. It is getting possible with the help of our technical competent sales, competitive pricing, local warehouse facility and huge fast moving stock from our UK facility. What is the strength of your company? Good sensible management, excellent product range, competitive price, stock availability, highly experienced sales and support team, latest IT infrastructure, good working environment and most importantly market knowledge give it the edge over other distributors. ◆ Mohammad Ajaz, Sales Director – Middle East & Africa.

ity M i c at ctri s u le sit st E 016 i V Ea o 2 le xp dd E Juggling with many suppliers? SENSORS RELAYS & TIMERS SWITCHGEAR CONNECTORS CONTROL SYSTEM FUSES COME TO ONE STOP SOLUTION FOR ALL YOUR INDUSTRIAL COMPONENT NEEDS Authorized distributor for UAE Also available from Kempston Controls KEMPSTON CONTROLS LLC. PO Box 60998 St. 13, Umm Ramool Dubai, UAE Tel: + 971 4 2987 111 Fax: + 971 4 2987 113 sales@kempstoncontrols.ae www.kempstoncontrols.ae 21

Sixty years of “MOVING THE NATION” Al-Futtaim Motors’ journey through past, present and future in the UAE S ixty years ago, the journey of Al-Futtaim Motors set off on the way to becoming one of the forefathers of the mobility industry in the UAE. On the shores of the Dubai Creek, the UAE saw the delivery of the first small shipment of Land Cruisers and Toyopets, paving the road for what would become the largest automotive distributor in the country under the banner of Al-Futtaim Motors. Six decades on, Al-Futtaim Motors, exclusive distributor of Toyota, Lexus, Hino and Toyota Material Handling Equipment in the UAE, has nurtured the business to develop it into an integral part of the fabric of the nation. To support the economic growth that the country witnessed, Al-Futtaim Motors played a vital part bringing Toyota Material Handling Equipment and Hino trucks into the UAE, becoming instrumental in the development of the UAE’s infrastructure since the early 70’s. In 1990, only a few months after the global launch of the premium Lexus brand, AlFuttaim Motors imported a consignment of 138 Lexus LS series cars, opening a new chapter in the remarkable history of AlFuttaim Motors. With the creation of the Dubai Taxi service in May 1995, Al-Futtaim Motors started an enduring partnership with the company, supplying 66 Toyota Camry cars to the original fleet of 81 vehicles. Today, Toyota vehicles make up 95% of the Dubai Taxi fleet. PRESENT Remaining the market leader has been an on-going process, with Al-Futtaim Motors continuously providing innovative customer 22 experiences and adding value to every customer who walks through the company’s doors. From a network of five facilities in the seventies, Al-Futtaim Motors has grown to 23 showrooms and service centres across the country. “Remaining the market leader has been an on-going process, with Al-Futtaim Motors continuously providing innovative customer experiences and adding value to every customer who walks through the company’s doors.” Al-Futtaim Motors offers the largest choice of passenger, SUV and commercial vehicles, with 22 Toyota models renowned for their unbeatable quality, reliability and durability. It also offers the largest line-up of hybrid performance vehicles through Lexus’ progressive luxury automobiles, while Hino offers an array of robust Heavy, Medium and Light-duty Hino trucks. Additionally, the comprehensive line-up of Toyota Material Handling Equipment forklifts and warehousing equipment ensures that all warehousing and logistics needs are met. Looking ahead to the future, 2007 saw the creation of Al-Futtaim Motors’ Parts and Distribution Centre, a 45,000 square meters state of the art facility that meticulously facilitates the operations of around 600 trucks per week, to receive and distribute parts to Al-Futtaim Motors’ service centres across the Emirates. FUTURE This year will prove to be exciting for AlFuttaim Motors, as celebrations of six decades of moving the nation continue. By the end of the year, Al-Futtaim Motors will expand further into Abu Dhabi with the opening of The Wave, a new state-of-the-art 3S Toyota facility in the Musaffah region, as well as new Toyota and Lexus facility at Madinat Zayed. A brand new 3S Hino Facility in Sharjah will also see light before the end of the year. Part of this journey will also be the company’s continued economic contribution, as well as maintaining large scale employment, particularly of Emirati nationals through the company’s Emiratization programmes. Working closely with governments, organizations and individuals, Al-Futtaim Motors will ensure that automotive needs across industries are always met. Al-Futtaim Motors will also continue its contribution to a more sustainable future through the use of greener vehicles, in line with the Dubai Plan 2021. With close to 200 Toyota Hybrid Camry vehicles on the roads today as part of major taxi fleet operators, the future is greener for the UAE. ◆

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NAFFCO answers burning questions on the issue of safety Protecting life, environment and property has been the mantra that took NAFFCO from Dubai to over 100 countries worldwide, says CEO Eng. Khalid Al Khatib. N AFFCO is perhaps one of the most impressive success stories that Dubai has ever produced. From your hub here, you have managed to extend your reach to five continents. As the CEO, how are you managing this growth? What do you think are the factors that have led to your company’s success? We believe success doesn’t come as a co-incidence. It comes with vision, determination, enthusiasm and team-work. NAFFCO’s vision is to become the world’s number one provider of innovative solutions in protecting life, environment and property. As a team member of more than 10,000 employees, we inspire them to achieve. In order to successfully achieve this vision, we need to have not only the right knowledge but also, and more importantly, discipline. How NAFFCO has grown to reach more than 110 countries? It is because we have confidence in our product and our people. Like any other successful business, the growth lies on its people. Over the past years, the regional and global construction industry has moved from lowrise to high-rise buildings. How has this trend helped in shaping NAFFCO’s products and services, as well as highlighting their significance in supporting the public and private sectors’ safety initiatives? We are a dynamic company. We are flexible and adaptable when major change such as this occurs in the market. The leaders of this region have brought great infrastructure projects that established the benchmark of quality. As a complete solution provider for life, environment and property safety, NAFFCO came at par with benchmark set by the construction industry. What innovations have your company introduced in the market in recent years that helped push your corporate philosophy forward? What other innovations can we expect in the coming years? Recently we have launched a number of innovative products, most of which are one of the firsts in the market. We pioneer in Pump Cloud and Emergency Light Connect. In these applications, cloud technology is integrated in fire detection and 24 fire protection systems. Pump Cloud uses an interface unit that enables 24/7 monitoring of fire pumps. Emergency Light Connect is cloud connectivity services for Emergency Lighting System provided by NAFFCO to ensure efficiency in monitoring, reporting, installation, and maintenance. It is userfriendly and system test can be performed worldwide. In addition, we continue to improve Falcon 6, an aircraft firefighting vehicle. This year we proudly manufactured our own prototype of falcon cabin, which was successfully tested according to internationally recognized testing E/ECE/324 and E/ECE/TRANS/505. We are also happy to announce one of the biggest breakthroughs in fire rated door technology. We have achieved British Standard certification for 3x3 meter gigantic fire-rated door, a first of its kind in the region. NAFFCO recently got UL listing for inert gases (IG01, IG55, IG100, and IG541) and soon will have high pressure in-house filling station for the inert gases.  As a complete safety solutions provider, we always adapt to the challenges in the market. Backed by a strong R&D team, NAFFCO is committed to work towards continuous improvement with an aim of meeting with customer requirements and expectations. In the coming years, NAFFCO will continue to expand both in the range of innovative products and its reach worldwide. We are also proud to participate in the recently concluded INTERSCHUTZ: a leading international exhibition in Germany on fire prevention, rescue, disaster relief, safety and security. This event is considered to be the world’s most renowned exhibition for rescue workers and firefighters with an unparalleled showcase of the latest equipment and innovative approaches to emergency rescue. NAFFCO, the leading manufacturer of high quality firefighting equipment had displayed some of their breakthrough products and services in firefighting to highlight the 'proactive fire prevention'. What do you see are the major fire-safety challenges facing the Middle East and how are you contributing towards the resolution of these concerns? The rise of infrastructure development in the Middle East brings with it not only economic gain but also important safety concerns. High-rise building present some unique challenges like longer egress time and distance, evacuation strategies, fire department accessibility, smoke movement and fire control. NAFFCO provides complete fire safety solutions that are compliant with the requirements of certifying bodies, local and national government standards, and international safety organizations like NFPA. As CEO of an established, global company, how do you plan to continue taking the NAFFCO to the next level of growth? We will never say that we have reached our goal and then stay still; we always believe in the concept of further growth and development. There is always room for improvement to satisfy our customers especially in the safety industry. Whatever challenges in the industry, we continue to address it. We will continue to improve, innovate, and expand to deliver world-class fire protection and safety solutions. NAFFCO is also working constantly towards environmental friendly products for better tomorrow by providing some innovative solutions in fire and safety. Our recent certified products such as green extinguisher and green foam will address the environment friendly measures and technologies. ◆ Eng. Khalid Al Khatib, CEO.

Mediclinic Middle East: IN A LEAGUE OF ITS OWN Mediclinic Middle East’s CEO David Hadley traces the group’s journey to success and talks about the importance of attaining patients’ trust. T he UAE has witnessed tremendous growth in its healthcare sector with the reported government’s overall spending expected to increase 6.9 percent a year, from an estimated $14.0 billion in 2013 to $19.6 billion in 2018. That being said, both the public as well as the private sector will play a huge role in actively developing the healthcare market. Renowned multinational organisation, Mediclinic Middle East, is one such entity that has been actively involved in promoting the ‘Science of Care’ all over the UAE. The group is part of Mediclinic International which is one of the top 10 listed private healthcare groups in the world with 52 private hospitals in Southern Africa, 16 in Switzerland under the name Hirslanden and two hospitals and 10 clinics in the UAE. Mediclinic International’s headquarters are in Stellenbosch, South Africa. “Mediclinic came to Dubai in 2006. Previously known as EHL Management Services, the company became Mediclinic Middle East when its majority shareholder, Mediclinic International, acquired all remaining shares from its partners, the Varkey Group and General Electric in October 2012. Our journey has been very exciting starting with Welcare Hospital and just one clinic “Although the UAE’s regulatory environment indicates competition, the healthcare sector does need more quality operators in the market.” in Knowledge Village. Mediclinic Middle East now owns and operates some of the most respected healthcare facilities in the region. These include Mediclinic City Hospital, Mediclinic Welcare Hospital, Mediclinic Dubai Mall, Mediclinic Ibn Battuta, Mediclinic Meadows, Mediclinic Arabian Ranches, Mediclinic Mirdif, Mediclinic Al Qusais, Mediclinic Al Sufouh, Mediclinic Beach Road, Mediclinic Corniche in Abu Dhabi and Mediclinic Al Hili in Al Ain. We also started Mediclinic Middle East’s CEO David Hadley. work on the substantial North Wing project at Mediclinic City Hospital about 18 months ago, which will be opening in the second quarter of 2016. This facility will boast a comprehensive cancer centre and an additional 80 beds will be added to Mediclinic City Hospital,” explained David Hadley, CEO of Mediclinic Middle East. “We are also very excited about our new hospital, Mediclinic Parkview Hospital, located on Umm Suqeim Road near the Miracle Garden that will be opening towards the end of 2018. We are very proud of what we have achieved over the past eight years and we plan to continue to expand even further,” said the CEO. “As a multidisciplinary healthcare provider, Mediclinic offers a wide range of services in all spheres of medicine in our hospitals and clinics and this differentiates us from the rest. Our mission is to provide quality healthcare services commensurate with international standards,” said David Hadley. According to the CEO, the healthcare sector’s biggest challenge is to gain customer loyalty. With the trend of patients travelling abroad for medical treatment, the need of the hour is to gain patients’ trust in order to stop them from travelling. “Whenever you talk about healthcare, you often hear of people travelling abroad for treatment. Our aim was and remains to bring those international skills and standards here to the UAE. In many cases, patients do not need to travel abroad for medical treatment. We offer these services right here at their doorstep. I am happy to say that not only have we successfully attained patients’ trust, we have also gradually evolved with it,” he said. Concluding, David Hadley said “It is critical for us to make sure that our facilities are easily accessible to our patients. Therefore we have extended our footprint and services across the whole of Dubai. We have also expanded into Abu Dhabi and Al Ain and this is what being a responsible healthcare provider is all about – being available and accessible with the right services.” ◆ 25

”I think agriculture is extremely important for the development of society. It has a lot of social impact, and that’s why I decided to become an agronomist.” ADVANTA SEEDS HELPS TO FEED a hungry world Claudio Torres, Chief Executive Officer of ADVANTA SEEDS. 26

Claudio Torres, Chief Executive Officer of ADVANTA SEEDS, says global demand for food is expected to further grow as the population expands. O f the numerous challenges facing the world today, none perhaps could be more pressing than food security, especially given the expectation that the global population is likely to peak close to 10 billion by the mid-century, according to Claudio Torres, Chief Executive Officer of ADVANTA SEEDS. The latest United Nations projections point to a 33% increase in the number of people on the planet from the current 7.3 billion to 9.7 billion by 2050. This, said Torres, is one of the factors that have been driving an uptrend in the global seed market, which is expected to become an US$85.24-billion industry by 2018. “There are several components affecting this growth, the main one is population growth,” he said. “Next is people’s growing disposable income, which increases demand for a much higher protein diet, i.e. meat. And a large quantity of crops such as cereals, grasses, etc. is involved in the animal feeding process.” The rapid rate of urbanisation worldwide also means that there is less arable land for farming, while water scarcity presents itself as another daunting fact. Considering all of these elements, Torres noted that there is a growing challenge for the industry to start mechanising and using technology to be able to produce food. “It’s a very challenging environment, but the good thing is there’s a consistently growing demand for our products because food is a necessity for human survival,” he added. STEADY GROWTH ADVANTA SEEDS, which has been producing hybrid seeds for the past 40 years, has presence in 20 countries worldwide with its global headquarters located in Dubai. Torres said the decision to move their corporate office to the emirate was based on the UAE’s strategic location, allowing them to seamlessly serve their various commercial offices across the globe. “Dubai is centrally located and it offers great connectivity to anywhere. We’re almost always on non-stop flights to markets where we do business,” which include India, Southeast Asian, Australia, New Zealand, Africa, South America, North America and Europe, the CEO added. The company has 16 production facilities spread all over the world and located as close as possible to the 60 countries where they ship their seeds to. Torres explains that on a global scale, ADVANTA SEEDS focuses on four crops: corn, sorghum, canola and sunflower. ADVANTA SEEDS has a leading market share globally of sorghum, which is a type of drought-resistant forage crop grown for its unique benefit as animal feed. ADVANTA SEEDS also adopts a regional approach to producing other types of global crops like rice and vegetables to meet the specific requirements of certain geographies worldwide. As a result, the firm’s growth has been impressive. Last year, its bottom line increased by 32%, and as a publicly listed company on the Bombay Stock Exchange, its share price has steadily increased from INR103 on January 1, 2014 to around INR520 as of September 18, 2015. GLOBAL COMPANY WITH ENTREPRENEURIAL SPIRIT Torres said ADVANTA SEEDS competes with major multinational players in the global seed market, but its competitive advantage can be attributed to a combination of its products, its market approach and – more importantly – its ability to maintain a very close relationship with its customers so it can better understand their needs. “We’re a small, but a truly global company with 800 employees. We have a flat organisational structure that allows us to be closer to our customers. People do not need to go through many layers or channels, for example, to meet the CEO,” he quipped. ADVANTA SEEDS is also investing in building an agile and diverse workforce, capable of quickly responding to the everchanging requirements of their customers. “We’re a very special company because it promotes a nice mix and balance between an entrepreneurial venture and a big corporation. We try to have the best of both worlds. We invest heavily in people because we believe they are one of the most important components of a successful organisation,” he said. “We’re constantly looking for agile people, who can comfortably make decisions, but are committed to the company’s objectives.” PASSION FOR AGRICULTURE A native of Chile, Torres, who has been in charge of ADVANTA SEEDS for the past two years, said agriculture represents a major part of his life. “Chile is a major exporter of agricultural products, so growing up, I saw agriculture as a very attractive industry,” he narrates. “True, it’s not as glamourous as other industries, but I think it’s extremely important for the development of society. It has a lot of social impact, and that’s why I decided to become an agronomist.” An agricultural engineer by training, Torres started his career, literally, in the field, before moving to the corporate/commercial side of agriculture. After earning his Master in Business Administration (MBA) degree, he received opportunities to work in various countries including Brazil, Singapore, the United States and now the UAE. MANAGING FOOD SECURITY As ADVANTA SEEDS growth continues to motor along, Torres said the company is actively engaging with governments, local universities and their customers in various regions in order to share their knowledge and technology so they can develop joint programmes to help solve specific foodsecurity-related challenges. “In the GCC, for example, we have been collaborating with government agencies and universities in Al Ain (UAE) and in Saudi Arabia. There are several approaches on how to manage food security issues for each country,” he said. And while some governments worldwide may see that producing everything locally is the only way to secure food supplies, Torres believes that this is not a sustainable solution as certain types of crops only grow in certain places. “In our discussions with governments, we highlight the importance of producing crops that the country has the capacity to produce, while having the right regulation in place to allow the export and import of certain types of products and seeds,” he said.  ◆ 27

American Hospital Dubai SERVES UP A DOSE OF EXCELLENCE Peter Makowski, Chief Executive Officer of American Hospital Dubai, believes that commitment to quality care and patient safety is the hallmark of a ‘healing hospital’. E nsuring patient safety, providing exceptional care to both patients and their families, and remaining committed to quality performance are principles that have defined American Hospital Dubai (AHD) for the past two decades. These are the same philosophies that have guided its Chief Executive Officer Peter Makowski’s 34-year career in healthcare management. “When I choose to work for an organization, I look very closely at its mission, vision and values. I want to know the purpose that it wants to serve, where does it want to go and the guiding values it lives by. These must be in sync with my own personal and professional mission, vision and values,” the American CEO said. “When I had the opportunity to meet the board of [directors of] AHD, I saw the passion they have for the organization and that’s when I decided to be part of it.” Makowski, who joined the hospital in November 2014 after being at the helm of some of the United States’ major hospitals, is aware of the competition that AHD faces as expansion in the UAE’s private healthcare sector gathers pace. “I’m a believer in competition. I think it’s healthy and sets the bar higher. [But] here in Dubai, much like what happened in the US [10-15 years ago], the cost of healthcare has gotten exorbitant and it has now reached a point where [many are asking], ‘What’s the value for the dollar we’re paying for healthcare?’, ‘What can we do to hopefully bring down cost, [while] improving the quality of care as well as making people healthier?’” QUALITY PERFORMANCE Makowski believes that Dubai government health authorities are looking closely at ways to make the emirate’s healthcare sector more cost-efficient. And discussions regarding 28 the possible introduction of Diagnosis Related Groups (DRGs) have come to the fore. DRG is a patient classification scheme that provides a means of relating the type of patient a hospital treats to the costs incurred by the hospital. “Providers will be paid a flat amount for providing care to patients who have those particular DRGs and if that care can be provided more cheaply than the reimbursement the hospital receives, then that’s profit to the organization. If it costs the organization more, then that’s a loss to them. So it’s an incentive to really make sure that high-quality care is maintained, but in a very efficient and effective manner,” he explained. Overall quality performance has been one of the pillars of AHD’s operations and Makowski said maintaining this level is all about abiding by very rigorous standards. In May 2000, AHD became the first hospital in the Middle East and the second worldwide to receive the Joint Commission International (JCI) accreditation, which it has consistently maintained. It has also been accredited by the College of American Pathologists (CAP). “Receiving accreditation is a validation for the quality of care that’s delivered at AHD, but in my opinion, it goes much deeper than that,” the chief executive said, adding that it also reflects the confidence patients have in the hospital’s “culture of safety” and ability to meet patient expectations. HUMAN CAPITAL INVESTMENT Having qualified and highly trained staff (medical, nursing and ancillary/support) is critical in meeting AHD’s objectives. All of the hospital’s physicians are board certified in North American or equivalent country and they are mandated to earn Continuing Education Units (CEUs) to maintain their certification. Nurses are required as well to earn CEUs to maintain their licensure and certification. Also, realizing the challenges in Dubai’s HR environment, AHD is devising strategies to retain excellent talent. “We’re planning to implement a promotional scale, not only to recognize our staff’s achievements when they’ve completed their CEUs, but also to reward them. When you talk about retaining staff, the obvious answer is compensation,” said Makowski. “But I’m a believer that people are not solely motivated by money and money alone.” He added that having a sense of camaraderie in the workplace, getting support and being empowered by the management are similarly important in motivating employees and inspiring loyalty. TRAITS OF A HOSPITAL CEO In describing his role as hospital CEO, Makowski recalls a definition he read in a book years ago, which has greatly influenced his career: ‘A hospital CEO’s job is to take care of the people who take care of the people.’ “My role is to support the 1,100 staff members we have so that their job is made easier and that they feel they have the resources they need to provide patient care. I try to do everything I can to make sure that AHD fulfils the expectations of patients and their families,” he said. A hospital administrator or anybody in a leadership role, he believes, must also be 1) a good listener who can get the views of different constituencies; 2) a convener who can bring people together to talk about specific needs or improvements; 3) a motivator who can inspire others in their jobs; 4) an excellent communicator who can make people feel more aligned with the direction the organization is

Peter Makowski, Chief Executive Officer of American Hospital Dubai. taking; and 5) someone who espouses the organization’s mission, vision and values. STRENGTHENING CENTERS OF EXCELLENCE As AHD marks its 20th anniversary this year and prepares for the years ahead, Makowski said a major focus will be on continuously improving its existing centers of excellence, which include cardiology, oncology and orthopedics, as well as developing new centers of excellence. “In the short while that I’ve been here in Dubai, what baffles me is the number of residents who elect to get their care outside of Dubai/UAE; why they feel that they have to go abroad to get high level of care. And we want to demonstrate that the same high level of care in specific diseases can be received in Dubai, at AHD, so they don’t have to travel great distances,” he said. AHD also recently opened its first satellite outpatient clinic in Dubai Media City as it moves towards providing more convenience to its patients. Plans are underway for the establishment of more AHD branches across Dubai in the coming years. More importantly, Makowski said AHD is committed to keeping its status as a “healing hospital” for its patients. “Hospitals have always been known as ‘sick care’ centers. As healthcare continues to evolve, as we continue to get much more aligned with the communities we serve, we believe we have the responsibility not just to be a sick care center, but also a ‘well care’ center,” he said. “So we’re going to take a strong stand at promoting health and educating communities on how to better care for themselves and prevent the health risks associated with chronic diseases.” ◆ 29

Mr. Hatem Farah – Chairman, ECC. ECC “continues to put a high premium on quality” Mr. Hatem Farah, Chairman and CEO of Engineering Contracting Co. (ECC), says they measure success by the number of satisfied customers they have served during their 40-year history. F or the past 40 years, Engineering Contracting Co. (ECC) has been synonymous with high-quality service, integrity and reliability – traits that have allowed it to secure several iconic projects and cement its position in the UAE construction industry’s competitive landscape. “Quality and honesty”, said Mr. Hatem Farah, Chairman and CEO of ECC, are principles that he and his 5,000-strong team strictly abide by. “Everybody in the company is aware of these [principles], as well as the importance of providing a high quality service even after a project has been delivered, which is why we have managed to build a strong and lasting relationship with our clients,” he explained. 30 From its modest beginnings, building a large villa and a cold storage facility in Sharjah back in the 1970s, ECC has grown by leaps and bounds simultaneously with Dubai’s impressive urban development. Today, the company lists Zayed University, Emirates Flight Catering, Children City’s Science Museum, Deira Clock Tower, the renovation of BurJuman and Emaar’s 1,400 villas in The Springs as some of its major accomplishments in construction industry. “We take pride in what we do and again, it boils down to our commitment to quality and on-time project delivery. Whenever I travel from Dubai, for example, I’m proud to say that the food being served on an Emirates flight is prepared from a facility we built,” said the Chairman. MULTIFACETED BUSINESS Mr. Hatem Farah was a young civil engineer when he decided to set up ECC in Dubai in 1975 after working in Jordan, Kuwait and Abu Dhabi. The start of his entrepreneurial journey was not a smooth ride, but he was determined to set up something from scratch and do it alone. “To begin with, we were a very small operation with only three people, including myself, and then we grew gradually,” he narrated. Over the past four decades, he and his team built up the company – brick by brick. His three sons are now also actively

helping him to drive ECC forward. The company currently boasts of subsidiary firms including Aurora, a development and infrastructure company company, Abanos Furniture & Decoration Industry LLC, which specialises in interior fit-out, joinery, furniture manufacturing and woodwork. ECC also has its own mechanical, electrical and plumbing (MEP) division (United Master Electromechanical LLC), batching plant (Prime Ready Mix), aluminium and metal structure company (Prime Metal Industries LLC), a garage for construction equipment, as well as a facilities management company (Rhino Property Management). Mr. Hatem Farah said the diversification approach has made ECC a self-sufficient company in terms of value chain management, allowing it to sustain the high level of quality it offers to its clients, and helping it achieve an average annual growth rate of between 6 and 8% DRAWN TO A CHALLENGE ECC also craves challenges, which is evident in the number of non-straightforward projects it has accomplished over the years, said Mr. Bassem George, Commercial and Design Manager. “We like to select complicated projects because all of us here can’t live without challenge. By taking on sophisticated work, we get a lot of inputs and we learn,” he said. Mr. Samer Abu Daqqa, Cost Control Manager agrees, adding that the team’s entrepreneurial mind-set has allowed them to be open to new methods and challenges. “We're already moving towards the BIM (Building Information Modelling) that work with new construction methods. This required big investments on our part, but is critical in bringing the cost curve down in the long-term because it promotes sustainability and efficiency, which is what ECC is all about,” Mr. Samer Abu Daqqa said. Preparations ahead of the Expo 2020 have given ECC the opportunity to showcase its competitive advantage, the cost control manager added, especially as the company starts taking on hotel-related projects. Daqqa said, explaining that the company has built a reputation for extensively training its staff in the areas of quality, cost, planning and operation techniques. ECC is constantly striving to attract enthusiastic talent and give them the opportunity to grow and improve. This enables ECC as a company to remain versatile in an ever-changing environment. “We even have a training centre in Jebel Ali for construction workers, where we teach them the level of quality that ECC has been known for,” added Mr. Bassem George. The company also invests heavily in training staff on safety procedures and acquiring modern equipment to make sure that projects are carried out safely and as per global best practices. In Dubai’s transient job market, it might be surprising to find managers like Mr. Samer Abu Daqqa and Mr. Bassem George staying in one company for over a decade, but they said compared to some of their colleagues, they are considered “neophytes”. ECC’s family-like work atmosphere has attracted and retained the best multicultural talent UAE has to offer, with some employees staying in the company for as long as 30 years. It also helps that Mr. Hatem Farah maintains an open door policy, allowing any employee – whatever his or her position in the company may be – to express his or her ideas, suggestions or grievances. CALCULATED APPROACH TO GROWTH As the company marks its 40th year in the business, Mr. Hatem Farah said they will continue to observe a conservative approach to growth, which bodes well for the company, especially during the economic slowdown in 2008-2010. “Of course nobody wants to stay where they are. Everybody wants to grow, but we want to grow at a calculated pace. In a market like Dubai, it could be tempting to take on so many projects and end up overspreading your staff and resources,” the CEO said. The strategy has helped ECC weather the financial storm and complete projects at a time when some contractors were either putting projects on hold or abandoning them entirely. Under the vision and leadership of His Highness Sheikh Mohammed bin Rashid Al Maktoum Vice-President and Prime Minister of the UAE, and Ruler of Dubai, ECC will adopt the same approach as Dubai enters a new phase of development with Expo 2020 and the UAE 2021 Vision on the horizon. “Our principle is to grow gradually. We want to maintain the volume of work, so as not to compromise our standards,” Mr. Hatem Farah added. “Before we take on a project, we assess carefully whether we’re able to do it with quality and on-time delivery in mind.◆ WORKING AS A FAMILY Both Mr. Bassem George and Mr. Samer Abu Daqqa, who have been with the company 10 and 18 years respectively, recognise ECC’s enabling environment that has empowered staff to take decisions and allowed them to grow and embrace challenges. “In the UAE construction industry, ECC is known as ‘the university’,” Mr. Samer Abu From Left to Right - Mr. Bassem George – Design and Commercial Manager, Mr. Hatem Farah – Chairman, Mr. Samer Abu Daqqa – Cost Control Manager. 31

GULFDRUG stays on the healthcare growth track Effective people management has allowed the company to weather the economic storm and grow the business, says Rashad Hassan Al Moosa, Joint Managing Director and Partner of GulfDrug. P roviding excellent service and aftersales support, as well as ensuring customer satisfaction at all levels are factors that have resulted in GulfDrug’s success over the past four decades. Mr. Rashad Al Moosa, the company’s Joint Managing Director and Partner, said another key ingredient to staying ahead of the curve is their people. It is the same commitment to their staff – a philosophy instilled in them by their father, the late Dr. Hassan Al Moosa – that has allowed the Emirati entrepreneur and his brother to manage and steadily grow the business. Mr. Al Moosa has been at the helm of the company since 2000, but both he and his brother started out young in the family business. “I was 18 and my brother was 22 when we were literally thrown into the business. We didn’t have a choice,” he mused. “But we were lucky during those days because our father had loyal people working for him, who guided us and taught us everything we needed to know in order to manage, run and grow the business.” After gaining higher education and deepening their understanding of the business and the industry they operate in, Mr. Al Moosa said: “Our teachers have now become our students. We are even starting to look ahead at a third-generation succession plan for the business”. DIVERSIFICATION AS A GROWTH STRATEGY GulfDrug was established in 1969 as a direct importer and distributor of pharmaceuticals 32 and healthcare equipment. But in the last 15 years that Mr. Al Moosa has been Joint MD, the company has gradually diversified to include turnkey solutions and consultancy services in the areas of hospital design, construction and turnkey maintenance. “We provide consultancy to our clients on how to set up the infrastructure for their healthcare facilities; we offer advise based on their business strategy. Simply put, we give them the tools they need to operate a healthcare business the best way they see fit,” he explained. “We give them the tools they need to operate a healthcare business the best way they see fit.” Because of the complicated science and experience required in building a hospital or clinic, GulfDrug has made a name for itself in the industry. The company has around 70 staff exclusively assigned to the Medical Engineering department, which is on hand to carry out clients’ specifications in ensuring that all the necessary components of the building are running seamlessly – from the medical gas piping, control systems, electrical and plumbing; to developing the entire infrastructure comprising emergency/trauma centres, operating theatres, intensive care units, recovery rooms, etc. Diversification has been crucial in sustaining GulfDrug’s growth momentum, said Mr. Al Moosa. “If you do not diversify your business, you cannot give value-added services to your clients,” he mentioned. “This is particularly important in today’s environment where clients are better informed, increasingly demanding and price conscious. So you have to be able to provide them solutions to meet their needs and you can only do so by diversifying the business within your own sector.” Same strategy has also helped the company to weather the financial storm of the past seven years, posting growth even at the height of the economic downturn. THE ART OF MANAGING PEOPLE Having the right and committed workforce in place has allowed the company to achieve its goals. Mr. Al Moosa believes that people management is an art form – something that cannot be taught in university or learned from a book. “It’s either you have it in you or you don’t,” he said. Quoting a passage from the book The People Factor, written by the former CEO of General Electric Jack Welch, Mr. Al Moosa explained: “You can still have the best product in the world, but if you don’t have the right people in the right place at the right time, and you don’t know how to manage and motivate them [properly], your best product will never get to the consumers.” In managing his employees – more than 700 – Mr. Al Moosa always applies the “human touch”, as he calls it. “I consider everyone in the company as my family and when I see them, I talk to

them and ask how things are. If they are happy, good; and if they are not, I ask why? Sometimes employees can’t perform their duties properly because they have some personal issues, that time they just need someone to talk to; I try and listen to them, and I have always found their productivity increases afterwards by 10-30%,” he emphasised. Motivating his team by genuinely connecting with and listening to them has defined his management style over the past 15 years. “The best global leaders are better listeners than they are talkers,” he noted. He also believes in giving people a chance to move up the corporate ladder by proving themselves. “I am friends with my employees, but I can be tough with them as well,” he admitted. “But I always give them an option to either stay where they are or grow. If they want to grow, I give them projects to see how they excel. If they don’t, then that’s okay; perhaps they are just not cut out for it. If you don’t allow people to prove themselves, then how can you unlock their hidden potential?” It comes as no surprise why some of his employees have been with the company for more than 35 years and some are the children of former employees. PREPARING THE NEXT GENERATION What he learned from his father, he is proudly passing on to his children. And the first thing on the agenda is respect for other people. “If they cannot respect the most modest person working in the company, then they are not qualified to run the business. Second is humility and third is to empathize with the people and not be selfish. These are the basic foundation that they have to learn at home from us, their parents,” said Mr. Al Moosa. After the basics come quality education and the right industry exposure. But the GulfDrug MD always reiterates the importance of respecting people around you and treating them well. “At the end of the day, ours is a people’s business,” he said. ◆ Rashad Hassan Al Moosa, Joint Managing Director and Partner of GulfDrug. 33

PHD: Ensuring Quality Managing Director, Dr. Mohammed Bahani talks to Calcus about Proficiency Healthcare Diagnostics and the critical role of quality in the field of diagnostics. T ell us something about Proficiency Lab, when was it established? Proficiency Healthcare Diagnostics (PHD), a part of the Anglo Arabian Healthcare was established in October 2010. Previously known as Proficiency Central Laboratories (PCL), it initially started on the premise of offering services to a select number of clients in Abu Dhabi. Based in Abu Dhabi, PHD now has branches in Al Ain, Dubai and Sharjah, with another outlet soon to open in Madinat Zayed in the Western Region. What are your core offerings? PHD’s core areas of expertise are medical laboratory analysis. We offer a wide range of test menu performed inhouse, covering different sections such as (but not limited to) Hematology, Special Chemistry, Biochemistry, Serology, Immunology, Endocrinology, Microbiology, Cytopathology, Histopathology, and Molecular biology. PHD also offers test validation, machine verification, quality assurance and international accreditation, full lab management and solutions. Comment on the Middle Eastern Market and by extension the UAE as far as the health sector is concerned. Healthcare business in the UAE as well as the GCC is one of the fastest growing sectors in terms of revenue, quality, and services, considering the increasing local as well as expatriate population. The rising awareness in quality of healthcare globally has also pushed the Gulf countries especially the UAE to meet those standards. Do you think the Expo 2020 will have an impact on the healthcare industry? Yes, absolutely! The Expo 2020 is attracting many investors to come to the UAE in general. This will lead to manpower demand and consequently have a great impact on the population. The higher the population, the more the demand of basic amenities of life that will then impact the healthcare industry. What competitive edge does PHD have over others? PHD’s competitive edge is having two international accreditations, CAP & ISO 34 Managing Director, Dr. Mohammed Bahani. 15189:2007. It also has the biggest range of test list performed in-house. Along with this, turnaround time of results with competitive prices offered to clients is definitely an advantage. We also provide full lab solutions to most of our clients. What are your expansion plans? PHD is planning to open up more branches in the UAE. How important is health screening in this day and age? Health screening is very important. Not feeling anything bad in your body doesn’t mean you are totally healthy. Regular blood tests will give you a full picture of your health status. Doctors are now depending on evidence, lab-based medicine for proper management and treatment of their patients. What contribution is PHD making to benefit the UAE’s healthcare system? PHD has been one of the largest private laboratories in the UAE and caters to most of the lab requests that our patients require. Early detection of some diseases is reported by us, therefore early treatment of disease is being applied by physicians to their patients. How is PHD ensuring quality? PHD is the first private lab in Abu Dhabi to be accredited by the College of American Pathologists (CAP) and is also ISO 15189:2007 certified. We are committed to providing excellence and quality in lab testing. How important is customer service in the diagnostics sector? Great customer service has one of the biggest roles in our field of diagnostics next to reliability, accuracy and quality of results. In addition, I truly believe excellence in this sector entails providing best possible cure to our patients and making them your top priority. ◆

Bringing care INTO PATIENTS’ LIVES. iCARE Clinics-Multi-Specialty Clinics providing Complete Care for the full family. Chief Operating Officer at iCARE Clinics Dr. Sanjay Agrawal talks to Calcus about individualised care in the healthcare sector in the UAE. T he Middle East’s healthcare industry has witnessed a rapid growth mainly due to increasing populations, a rise in life expectancy and, most importantly, the upsurge of lifestyle-related diseases such as diabetes, hypertension, obesity etc. Keeping in view the growing needs within the country, iCARE Clinics was launched in March 2012 with a promise of bringing health “care” back to patients. Talking about the journey, Chief Operating Officer iCARE Clinics says, “With a clear objective to create a difference in primary healthcare, Landmark Group started the iCARE Clinics in March 2012. Our aim is to be a patient-centric organization that delivers primary healthcare services, where people will receive individualised treatment and care. Our business vision is to create State of the Art Multi Specialty Clinics which provide the best in class treatment to every member of the family irrespective of age and sex. With a large team of some of the best doctors in every specialty and best quality care we will be the most preferred option in health care. It is also our endeavor to reach as many households and families and hence be the most convenient option when it comes to medical needs of a family. ” Adding, Dr. Sanjay reveals, “Our first fully functional clinic opened in March 2012 at the Oasis Center. We followed that with iCARE Clinics at Discovery Gardens, Lamcy Plaza, Al Barsha, Mirdiff and then Al Qusais. Hence we now have six clinics which have been operational for the past two and a half years. Choosing the locations to open these Clinics has been a very meticulous and thought through process. The idea is to reach and serve across all prominent locations in Dubai. We will open two more iCARE Clinics by the end of this year in Dubai. We have an aggressive expansion plan in the years to come to enhance our footprint to provide easily accessible clinics across the region. iCARE Clinics is a set of Multispecialty Clinics. The health services include family/general medicine, pediatrics, obstetrics and gynecology, internal medicine, dermatology, ENT, dentistry and orthodontics, ophthalmology, orthopedics, physiotherapy, general surgery as well as laboratory, radiology and pathology services. “We basically cover the entire spectrum of primary patient care. So whatever the day-to-day health issues are for a family, we are there to provide complete medical attention and care at an affordable price to the patients. ,” says Dr. Sanjay. iCARE Clinics service proposition is to lessen the waiting time during patientdoctor meetings. “We saw a gap in the market where the patients’ requirements were not being met or fulfilled by existing players in the healthcare sector. There was a long waiting period involved plus a gap in the accessibility of doctors. Patients had to travel a lot to reach a destination. Hospitalisation is also a complicated, time consuming and costly process. We therefore decided to take primary healthcare with the Multi-Specialty iCARE Clinics closer to the people. Best in class doctors, accessible clinics, convenient appointments, lesser waiting time and timely reports in a Family friendly environment is what gives us the competitive edge over others. As a result, our doctors spend more quality time with patients. This is how we have empowered our patients and, in turn, the healthcare industry. ” he said. Quality is of prime focus at all the iCARE Clinics. “The State of the art, iCARE Clinics are in line with international standards with high quality equipment and infrastructure. Rigorous process and systems are followed to ensure the highest patient satisfaction. We have started the process of JCI accreditation and soon all the iCARE Clinics will be JCI accredited.” concludes Dr. Sanjay ◆ DR. AGRAWAL believes that UAE has a very conducive environment for medical tourism as the leadership is committed to quality, and the country’s healthcare sector has the ability to contain costs and provide talent as well as skills.” 35

AMS: Offering customers the best value A company that upholds values of cultural diversity, seamless integration with technology, a can-do Attitude. I nvesting in quality fleet management and maintenance on vehicle and equipment fleet is seen as an additional, unnecessary expenditure by most companies throughout the region. Striving to change this viewpoint, Automotive Management Services (AMS) works closely with clients to 36 help them understand the critical role of such sustainable solutions that lead to increased business efficiency and ultimately saves companies' money in the long run. AMS is focused on providing quality, consistency and complete customer satisfaction across our full product portfolio.  When our clients succeed, we succeed, as do our employees and the communities in which we operate. We are a culturally diverse organization that shares common values; values which create a collective strength and a can-do attitude in everything that we do.

The lessons we have learned from operating in harsh and often hostile locations have enabled the company to develop and refine processes that deliver operational success to fleet operators of all sizes. With our multinational head office and regional operations' teams all focused on the common goals of providing consistent quality and best value to the customer, we have the right formula from which to pass on this knowledge to fleet operators across the GCC. Helping customers decrease fleet downtime by streamlining workshop procedures to increase efficiency, highlights the value of good fleet management practices. Ultimately, along with the associated cost benefits involved, this leads to improved vehicle safety and fewer road accidents caused through vehicle and equipment failure. TECHNOLOGICAL INTEGRATION AMS is a Danish-owned company with over 15 years of experience operating in various environments from remote mining sites to emerging markets across the Africa, Middle East and Central Asia, building on a solid reputation for delivering quality and best value fleet management solutions. We provide complete packaged solutions for all fleet management requirements, including Scania truck and Volvo Construction Equipment sales, high quality European workshop tools and equipment sales, as well as automotive technical training. Our wide array of offerings is fully supported through our robust and dependable aftersales support services. We place emphasis on client interaction to ensure unsurpassed service, quality and best value to the customer. BEST VALUE We pride ourselves on bringing European standards to all our operations, regardless of complexity or surrounding environment. A key factor that sets AMS apart from others is the integration with technology and using this for the benefit of fleet operators to improve their fleet efficiency. Our in-house technology team supports all our services through the development and management of online portals and databases. These portals allow clients secure access from anywhere in the world at the touch of a button and provide complete fleet oversight with customizable dashboards and reports outlining critical information and data which will highlight any recurring trends that need to be addressed. We are currently supporting over 60,000 individual vehicles through 115 different databases globally. AMS has strong relationships with many leading industry manufacturers, allowing us to keep abreast of new technologies and developments. We act as the dynamic link between them and their end users, through our Field Support Representatives (FSRs). This is our team of highly skilled engineers, who are available worldwide to provide technical support, training and in-the-field repair. This side of the business is in high demand, with manufacturers utilizing our FSR’s and letting us be their extended arm in the region, providing warranty inspection and validation, product assembly at the end user’s location as well as pre delivery inspections and commissioning. Our FSRs have a wealth of knowledge gained through years of training and experience. They are our ambassadors and we depend on them being culturally aware and understanding that they represent the client as well as AMS wherever they travel. We pride ourselves on our cultural integration, wherever we operate because working closely with local communities and embracing different cultures is vital to overall success and understanding local business. CAN-DO ATTITUDE AMS is an action-orientated company and the ‘can-do attitude’ runs deep throughout the organization. This attitude is infectious and we pass it on to our clients by working with them to overcome their challenges and provide sustainable solutions that will work for them. We look to establish strong, long-term relationships with our clients through hard work, transparency and being dependable at all times. Our fleet management consultants regularly travel to a client’s location on short notice to offer advice or simple suggestions. We like to bring fresh, innovative ideas to the market which people may not have thought of before and we will always fully assist our clients with the implementation of any new processes or procedures. In business, word of mouth is a strong selling point and being known for reliability and value for money is a great feeling for AMS, it means we are accomplishing what we set out do. CULTURAL DIVERSITY We are all about the people working for us, they are the backbone of what we do and how we do it differently to our competitors. We have over 30 different nationalities within our 1,800 employees, consistently driving high quality and focusing on client satisfaction. Our employees are given a solid foundation from which to grow and further their career. We constantly utilize internal and external training for the benefit of our employees and to ensure we are up to date with modern techniques and technology. We have a passion for what we do and our work is a constant journey towards making positive change amongst the businesses and people we touch in the regions where we operate. We recognize that our operations and actions have direct and indirect environmental impact and always seek additional methods in which we can go beyond compliance to find effective means of reducing any negative environmental impact. Ultimately, our goal is customer satisfaction, with our actions based on quality, transparency and customer interaction, enabling AMS to provide the right solution at the right time, for the best value. ◆ 37

GOING BEYOND expectations Multiline is a one-stop shop that strives to fulfill customer needs. Co-founded by the visionary Managing Partners Parvez T. Hamdulay and Vangie Monjardin, the company has become one of the leading interior design and fit out companies in the UAE in a very short span of time. T ell us about Multiline, how was the company established? Parvez T. Hamdulay: Vangie and I used to work together for a British company. She was actually the one who came up with the idea of setting up business after quitting her job and started to work freelance. So we agreed on creating a business partnership. I am a civil engineer by profession and Vangie is an architect. In the year 2000, we established our flagship company, which is Multiline Interiors LLC. We started with a modest office at Al Wasl road and after three years we relocated to our current independent facility located in Al Quoz. We launched our company by initially designing mostly commercial premises and exhibitions. And as our business grew, we started to expand our horizons, into retail and residential sectors. We have done quite a few supermarkets, convenience stores, restaurant outlets as well as food court outlets in most of the major malls. What are the company’s main offerings? Parvez: We are into design as well as build, which we do as a complete turnkey fit-out package as well as separately. We also manage fit out projects for our clients. Multiline also possesses subsidiary firms that support our core business. We have our very own joinery and fit-out team. We 38 do everything in-house through our group companies, unless overwhelmed, in which case we employ vendors so as not to delay the projects. Our Al Mehrab Technical Services LLC takes care of all the blue collar works and production whereas VP Innovations DMCC deals in sourcing and supplying of the right products for our projects as well as the likes of us in the industry. In addition to this, we are also into conceptualizing and designing buildings as we have a strong in-house team of architects and designers possessing all the relevant expertise in the field. We have recently started a firm, Anchor Project Development Consultancy DMCC that offers project management consultancy to our clients. Its goal is to represent our clients, manage the entire life cycle of projects from conceptualization, design, hiring of consultants, sending out tenders, hiring contractors, project management and so forth. Vangie Monjardin: Multiline as a group is interested in receiving projects globally and we have already started to receive international contracts. We have successfully completed a project in Thailand and presently working on another project in New York. What competitive edge do you have over others? Vangie: I believe it is our personalized services that give us an edge over others. I personally get involved in creating and finalizing concepts and then hand them over to Parvez for the execution of the design. We believe in absolute and personalized care for all our clients. Multiline has a select group of trusted clients who have been with us for a long time owing to which we were fortunate not to be affected by the recession in 2008. I am truly filled with pride to say that we have a very strong relationship with each of our clients. It’s not just about the after sales or customer services, but about client’s actual requirements and needs. And when the clients grow, you grow with them. Parvez: We are a client-centric company and try to go beyond their expectations. It’s all about client satisfaction and how we address it. We also have high staff retention ratio which helps in good service to the client. Comment on the UAE market trends as far as your industry is concerned? Vangie: We have seen Dubai’s stupendous growth. There was a time when projects kept pouring in and companies like us had to turn them down, as we were encumbered with projects in order to maintain the quality of our services. In 2008 the market slumped due to the recession. But there were good projects to be had even at that time. And fortunately for

Managing Partners Parvez T.Hamdulay and Vangie Monjardin. us, we sustained due to such projects. So the situation was not that bad and we were able to pay our employees on time and keep everyone happy. The recession also enabled us to diversify and look for projects internationally. We were awarded projects in Doha, Bahrain etc. for which we hired more people even during the downturn. And now things are looking more positive and we want to have the piece of that business pie, especially after Dubai won the Expo 2020 bid. We want to be aggressive but at the same time, we want to be intelligent in managing business. What are your future plans? Parvez: We are currently redefining our group structure and recruiting more senior team members to work on certain verticals. We have set up branches in Abu Dhabi and Ras Al Khaimah and we plan to expand to more emirates as well as other countries in the region. Being aware that accelerating our pace of doing business has to be in an efficient way, we are presently developing a custom built ERP system that will take us to the next level by seamlessly integrating our core areas - design, design and build, build, production, trading and management.◆ 39

MAPEI makes a green statement in the construction industry Sustainability is expected to further drive MAPEI Construction Chemicals LLC’s growth in Middle East and Africa in the near term, says Managing Director Stefano Iannacone. T he GCC construction boom, buoyed by governments’ economic diversification plan and increased capital investment to build infrastructure, has been fuelling MAPEI Construction Chemicals’ stellar growth in the region. Over the past five years, the company – a worldwide leader in products for building industry, adhesive, sealants and chemical products for construction – has been posting annual growth rate of not lower than 25%, an impressive feat considering today’s climate of uncertainty. The company is also actively promoting its green initiatives within the regional sector. Stefano Iannacone, the Dubai-based Managing Director, remains upbeat on MAPEI’s growth trajectory. “This year, we’re expecting to grow by 35% compared to 2014,” he said, adding that for MAPEI, which is headquartered in Milan, Italy, and has presence in 58 countries worldwide, the Middle East in general, and the GCC in particular, is an important emerging market that cannot be ignored. “There are several factors that make the Middle East a very promising market for MAPEI’s global operations. One of these is the fact that the construction industry here is growing considerably faster than any other region in the world,” Iannacone said. Indeed, construction is on an upswing as governments dip into their oil wealth to fund the development of economic cities, transportation (roads, airport, port and rail) projects, and other social infrastructure such as housing, hospitals and schools. “Aside from the countries’ robust economies, they also have a young and dynamic population that will eventually translate into greater 40 demand for commercial, residential, leisure and social infrastructure in the years to come,” the managing director said. MAPPING A SUSTAINABLE STRATEGY Sustainability and innovation have been at the core of MAPEI’s global development for the past seven decades. In the Middle East, it has invested heavily in building a manufacturing facility in Dubai Investments Park that promotes international best practices and represents a true sustainable business model. “We have a huge manufacturing facility that produces majority, or around 90%, of the products we sell in the region. Our factory is ISO 9001 certified. And although the latest version of that quality management system standard, the ISO 9001:2015, won’t be mandatory until 2017, we are already looking at obtaining the certification beginning next year,” said Iannacone. MAPEI’s extensive experience and knowledge in operating an ISO-compliant facility has attracted the attention of the Dubai Municipality, which has expressed interest in using the company as a case study on how to properly and safely deal with hazardous chemicals. THE GREEN POLICY “We are also very conscious of best practices in terms of green manufacturing,” Iannacone added. “We operate in the construction industry with continuous commitment to sustainability and constant efforts to reduce the carbon foot-print”. MAPEI is guided by its “12 Shades of Greenness”, otherwise known as its “Green Policy”, a long-standing commitment to the environment that extends to its facilities, products and processes, all geared towards minimising waste and maximising the use of recycled materials. Research and development (R&D) plays a major part in developing innovative products that live up to the company’s environmental standards. For example, its BioBlock technology has been incorporated into adhesives, grouts and wall coatings to help protect them from mould and mildew; while its Low Dust technology products such as adhesives and cementitious grouts, boast a 90% reduction in the amount of dust released during production, pouring and mixing, thereby improving air quality and ensuring cleaner job sites. “We also have over 150 LEED- [Leadership in Energy & Environmental Design] compliant products, which make it possible for building professionals to obtain credits toward a LEED certification,” he said. With the environment in mind, MAPEI invests 5% of its annual revenue into R&D and 70% of its R&D efforts are directed toward developing LEED-compliant products. These initiatives are particularly significant in a region like the GCC, where governments are implementing green building regulations. “We are also conducting seminars with local associations such as the Emirates Green Building Council and developing partnerships with Dubai Municipality and some local universities in order to share our knowledge and experiences, both locally and internationally, as we try to sensitize the

“We are also very conscious of best practices in terms of green manufacturing.” construction industry,” Iannacone said. POSITIVE OUTLOOK FOR THE MIDDLE EAST Despite recent market conditions and the decline of oil prices, the Managing Director of MAPEI is confident that the regional construction industry will remain afloat, especially considering the governments’ investment commitment and the volume of projects currently being undertaken ahead of international events such as the Expo 2020 and the World Cup 2022. “The major factor driving growth in the adhesives and sealants market in this region, for sure, is construction. The construction chemicals market is also growing very fast and there is always R&D in finding new materials and solutions that make buildings lighter and more efficient,” he noted. But more importantly, the construction boom is spread across a wider geography. Countries like Qatar, Saudi Arabia, Oman and Kuwait are showing strong appetite for building, while Iraq and Iran also hold strong potential. Further afield, East Africa is likewise investing heavily in developing its infrastructure, aided by a rapidly growing economy. Iannacone believes that governments across the GCC would do well to keep the development momentum going by continuously investing in projects that boost their business competitiveness. EXPANSION ON THE HORIZON From its regional headquarters in Dubai, MAPEI oversees a wide geographical area that spans the entire GCC region, Iraq, Pakistan and East Africa. “We’re looking at expanding regionally with resources and assets, meaning opening offices or factories. Our business is complex, because we have a side of the business that deals with retail, catering to small-to-medium consumers, but we also have project-based operations, where we deal with large general contractors. “In the coming years, our focus will be in strengthening relationship with all our partners across the region, and in hiring and Managing Director Stefano Iannacone. training more employees as we prepare for further growth,” he said. Iannacone emphasised that MAPEI is aiming for organic growth, but he is also not disregarding the possibility of growing by acquisition. ◆ 41

COCOONA: Enabling Positive Transformation Medical Director Cocoona and Consultant Plastic Surgeon, Dr. Sanjay Y. Parashar talks to Calcus about his clinic’s secret to success. P lastic surgery is one topic, which stirs up numerous controversies. But as much as we deny, it can also play a very positive role in the attitude, social demeanor of individuals as well as their economic status. We live in a world possessed with consumerism, where it is difficult to extricate the material from the real. But that said, doctors, sociologists and experts in the field would easily vouch for the constructive effects of plastic surgery. According to a research: “The study followed these people for 1 year post surgery and found that those who were unhappy with a particular physical feature and underwent plastic surgery to correct that feature were more positive about their outcome 1 year after surgery than those who were unhappy with a particular physical feature and chose not to undergo plastic surgery. The results of this study revealed that those who underwent plastic surgery generally had positive psychological effects across all areas, including producing increased feelings of quality of life, life satisfaction, attractiveness, self-esteem, and well-being.” The plastic surgery industry across the Arabian Peninsula has witnessed rapid growth over the past one decade. Dubai-based Cocoona is one such entity that has been a major proponent of this upsurge. Established in 2009, the company strives to build an honest practice based on trust and integrity. “I have been practicing plastic surgery since 2005 in Dubai. In my experience, people are actually looking for something, which makes their attitude more positive, productive and enables confidence. We established Cocoona to cater to individual needs in a manner where patients felt secure and safe. This is also the reason why we came up with the name. When you hear the word Cocoon, you immediately envision something safe and comfortable where one can transform easily,” elaborated Medical Director Cocoona and Specialist Plastic 42 Medical Director Cocoona and Consultant Plastic Surgeon, Dr. Sanjay Y. Parashar. Surgeon, Dr. Sanjay Y. Parashar. A wellness clinic, Cocoona’s main goal is to offer a wide array of specialized services including rejuvenation, restoration and reconstruction in a warm and friendly environment. The dynamic doctor revealed: “We believe in providing our patients the best services available without the bland hospital-like feel but at the same time maintaining clinical integrity.” Adding he said: “Since 2009, we have grown tremendously and currently have two complex attached to our primary premises. We have launched a new branch in Jumeirah Lake Towers and there is one in Sharjah. We plan to open another one in Mirdiff early next year and then expand to Abu Dhabi. Simultaneously, we have also expanded in India and are operational in Delhi, Nagpur and Mumbai.” Cocoona’s secret to success is its experienced team, headed by Dr. Sanjay Parashar. “I am a plastic surgeon with main interest in cosmetic surgery which is quite in demand today. I am also trained in craniofacial surgeries – cranio-facial basically means facial deformities.” Talking about Cranio-facial surgeries, he said: “Any child born with facial deformities, birth defects, or any adult who has surgical issues because of accident, cancers etc; we are here to reconstruct them. We have also applied that into cosmetic. So there are two parts of our business. First is cosmetic part, which is our primary business. The second is reconstructive and we have combined both together.” Apart from a highly skilled team, Cocoona prides itself for being honest and forthright with all patients. “Our competitive advantage is our use of advanced, cuttingedge technology. And we strive to getting better and better, advancing forward,” the doctor said. Concluding, Dr. Sanjay Parashar said: “We believe in the Hippocratic rule of conduct. This is our core and as doctors we need to realize that. We stringently follow medical and state laws to safeguards our patients as well as ourselves.”◆

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United Grease & Lubricant: GUARANTEEING CUSTOMER SATISFACTION United Grease & Lubricants’ Chairman Redha Hassan Al Yousuf and Managing Director Liaquat Ali Rajput talk about team efforts and its role in building a successful business. T ell us about United Grease & Lubricants (UGL). Chairman: United Grease & Lubricants L.L.C was established 19 years ago initially as a grease manufacturing company. In the early stages of development, business was slow but saw gradual improvement as years passed by. We then decided to expand into lubricant manufacturing and our product line included automotive, industrial and marine lubricants. Later, we established a plastic bottle-manufacturing unit to support the grease and lubricants division and excess production to meet market demand. Managing Director: I came to the UAE in the late 70s and started the business from scratch in partnership with our visionary chairman. It took us two years to set up the business. It was initially a challenge, but business began to grow gradually. We started small, but kept on growing as opportunities started pouring in. Now we have about top 10 internationally recognized brands with us. I have had great support from the team and our chairman who has been with us every step of the way. What challenges did the company face initially? 44 Chairman: We encountered several challenges while setting up the business. Besides competition in the market the other challenges were hiring of a quality work force, reliable supplies and to fight out the market forces in order to establish our brand image. I would say that we have been quite successful in overcoming all difficulties. The great thing about our company is all decisions are made as a team. We have a committee comprising of all executives and managing director who first discuss and then form a decision in mutual agreement. This is what has made us progress rapidly. Managing Director: We are one of the oldest companies in this sector. There have been challenges – competition being one of them. What competitive edge does UGL have over others? Chairman: Our competitive edge lies in our ability to serve our customers better. We leave no stone unturned to meet the quality and service standards our customers have grown to expect from us over the years and beyond. This can only be achieved with teamwork and undeterred dedication and determination to satisfy our customers need. Even if it is in the middle of the night we attend to our customers' request and make sure we are available to assist our business partners. Managing Director: We are more experienced than our competitors and it is not untrue when I say that we have successfully completed more projects than any of our competitors in the industry in the UAE. We are also making ourselves better and better every single day. Keeping in mind technological advancements and staying on top of the game, we are also in the process of automating UGL and therefore enhancing our productivity.

Moreover, we are also constantly providing trainings to our people in order to offer excellence to our clients. In addition to this, we don’t let go of our employees that easily so there is a sustainable culture that we have at UGL. What do you think entails good leadership? Chairman: Great leadership means realizing the importance of having stars in your company. In order to really transform your employees into stars, you have to understand their needs. If you fulfill their requirements and keep them happy, you will always have their loyalty. You can make your team feel as if they are working for their own company. There are no “workers” in United Grease, they see it as their own company. And I would also go on to say that our biggest achievement has been that our people are content. What has been UGL’s biggest achievement? Managing Director: The biggest achievement we have had over the years is our longstanding relationship with clients belonging to the public as well as private sectors. UGL’s name and reputation that we have in the market is definitely one of our Chairman Redha Hassan Al Yousuf. biggest achievements. How do you envision your company in five years from now? Chairman: UGL is in expansion mode. Currently we don’t have international branches but plan to expand globally as per our new business strategy. So in areas and regions where we don’t have agents, we will be opening our own branches very soon. To start off with we would be focusing towards Far East and the Middle East.◆ Managing Director Liaquat Ali Rajput. 45

CEO Farshad Abbaszadeh. Board Member Leila Zomorrodian. German Doner Kebab BITES INTO GLOBAL SUCCESS The fast food retail chain is cooking up a storm, with expansion showing no signs of letting up, says Farshad Abbaszadeh, Board Member of German Doner Kebab Holding. W hen Farshad Abbaszadeh and his partner Leila Zomorrodian launched the first German Doner Kebab store in Dubai in 2012, the concept was a fast food novelty that the emirate’s cosmopolitan residents were willing to try. It did not, however, take long for customers to get hooked on the recipe that has put German Doner Kebab on the global franchising map. From its headquarters in Dubai, the 46 company oversees 33 locations worldwide, including all the six countries in the GCC, as well as Pakistan, Sweden and the United Kingdom. Soon, eight additional countries will serve up the now famous doner kebab, with more global outlets opening later on. “Our goal, when we opened our first shop in Jumeirah Lake Towers, was to serve our friends and the community here a meal I grew up with in my native Berlin,” said Abbaszadeh, who is the company’s CEO and Board Member. “The original plan was to open one to two shops in Dubai, where we are based, but we started getting calls from people interested to become franchisees of our brand.” With Zomorrodian, who serves as General Manager and Head of the business’ branding strategy, Abbaszadeh and two other investors began developing a professional business plan for an international franchise

brand, which was then approved and listed by the UK-based World Franchise Association (WFA). Today, German Doner Kebab is the sole franchisor of a doner kebab fast food chain worldwide and it has been recognised as the Best UAE Franchise Brand in the 2014 MENAFA Excellence Award. FRANCHISING AS A GROWTH STRATEGY Taking the franchising route has allowed German Doner Kebab to grow at breakneck speed, with plans to enter the United States market in 2016. “For a brand to be strong, it needs to be able to expand very fast and the best way to do that is through franchising,” Abbaszadeh said. The concept proved particularly appealing to a market like the GCC, which has a significant number of family businesses and individual investors, who are keen to explore alternative investment vehicles instead of stashing their cash in the bank. “Franchisees are able to get a return on investment of over 20% from us – something that will be difficult to obtain somewhere else,” he added. The German entrepreneur also admitted that their unique food concept also supported their success. “People are tired of the traditional fast food options such as burgers, pizzas and the likes. We benefited from being new, but in the beginning, we had to educate the market about what doner kebab is and why it is different from shawarma that Arabic consumers are more familiar with.” German Doner Kebab’s growth has been phenomenal that it receives around 10 to 20 franchise enquiries every day from various parts of the globe. But Abbaszadeh and his team are not quick to jump on the franchising wagon and are taking things in stride. “We have a target and a budget for a particular year. We want to be strategic about our growth plan, otherwise it will be a mess. Our target was UAE first, then GCC and the Middle East. In Europe, we started with Sweden and UK, but we’re now rolling out to the whole of the continent and by next year, we’ll enter the US,” he explained. helped Abbaszadeh manage his company’s rapid expansion. “Manpower is very important. The only way not to lose control is to expand the team, as the business grows, and make sure that we control the quality of the product we offer,” he explained. Such commitment to quality is also what defines the German Doner Kebab brand. In order to maintain the brand’s global standard and quality, daily inspections are conducted by the company’s hygiene team in all shops across the UAE and the rest of the GCC. In overseas markets, a locally based team also does daily rounds to make sure that franchisees abide by best practices. Meat – in particular the veal – served in all German Doner Kebab outlets come from one source in Berlin, which is where the original recipe came from. The German family that runs the business since 1989 is a close friend of Abbaszadeh and has now become the company’s major supplier. “Right now, we import meat from Germany, while sauces and bread are produced in our central kitchen in Dubai. We currently have a small production facility in Dubai Investments Park (DIP), but we are building a big factory in the Dubai World Central (Maktoum Airport), which is a 10,000-square-metre plot. This will be a meat processing facility, bakery, sauce production and a warehouse logistics area. We’re expecting this to be operational in the next 12 months,” the CEO explained. But even when the major factory starts operating, he said meat will continue to be imported from their European source. “Again, it goes back to quality control. That’s why we are keeping our suppliers,” he added. THE GDK BRANDING Over the past three years, German Doner Kebab has grown without spending hefty advertising dollars and Abbaszadeh attributes this to “word-of-mouth” marketing, which has been their company’s staple. “We also adopt an ‘open kitchen’ policy. We want customers to see how their food is prepared and who prepares it for them. This strategy has also become a marketing tool for us because it shows that the shops are very clean. “The shops are also designed in such a way that customers feel comfortable; it encourages them to return. It has worked well for us so far and customers who have tried our food have spread the word to their families and friends,” he said. While doner kebab will remain as the company’s main product, Abbaszadeh said they are looking to introduce other products on their menu, starting with the recent introduction of doner burger. “We have received positive feedback from customers on the doner burger. Later on, once our major facility is up and running, we will gradually expand our offerings to give customers other healthy fast food options,” he said.  ◆ RECIPE FOR SUCCESS Having professional, highly trained and experienced people has Board Members – Ali Zomorrodian, Leila Zomorrodian, Farshad Abbaszadeh, Hamad Al Otaiba. 47

REACH MENA & APPLIREACH Take Digital Marketing & Smart Solutions to the next level Mazen Hallaway, Founder and CEO of Reach MENA and APPLIREACH, discusses digital advertising, smart solutions, contribution to UAE’s smart government vision and entrepreneurial strategies and challenges. W ith brands becoming more conscious of where their advertising dollars are spent, how do you plan to raise the bar in digital marketing, especially considering the industry’s competitive nature? Competition is in our DNA. I love competition; it is very healthy and it keeps the best players in the market. Thanks to the evolving ad technology, the digital ad industry is changing and bars are set higher. As an SME, we are able to make decisions and implement solutions fast enough to stay ahead of the curve. Our main competitors are global players and competing with them keeps us on our toes. We are adopting topnotch ad technologies from Europe and the USA and so far we are rolling out to the market with new ad products two to three times a year. Reach MENA is now six years old, while APPLIREACH is almost one year old. What is your exit strategy and where do you stand now? This might sound surprising, but I never had an exit strategy set in place. I’ve built both companies, which I truly believe in and deeply obsessed about. I would not build a start-up with the aim of selling it. As cliché as it may sound, I do what I love and love what I do. What is the common vision behind both APPLIREACH & Reach MENA? They exist to narrow a specific demand gap. Reach MENA has been helping many brands and government advertisers to reach an audience comprising high-networth individuals and nationals, by utilising the best digital ad technologies available. Meanwhile, APPLIREACH focuses on B2B, but it is also now starting to cater to the needs of B2G (business-to-government), which is an emerging trend globally. We offer innovative smart solutions for governments looking for high-tech global players with an extensive understanding of the local market. APPLIREACH exists in parallel with the vision of HH Sheikh Mohammed Bin Rashed 48 Mazen Hallaway, Founder and CEO of Reach MENA and APPLIREACH. Al Maktoum to make the UAE government the smartest in the world through equipping the people of UAE with smart solutions that makes their lives easier, happier and allows them to get what they need hassle free through e-services. How is APPLIREACH contributing to the smart government initiative of the UAE? Our engineers have developed several solutions for the transportation, education, healthcare, media and fitness industries. Through our customised smart solutions, we aim to connect businesses and governments to their respective clientele, allowing them to get real-time data, responses, updates, solutions and feedback. This helps them to promote better customer experience, while ensuring that requests for services remain hassle free. What is your main fear as an entrepreneur and how do you deal with it? In my opinion, business is a sport, which entrepreneurs train for 365 days a year to stay competitive. My main fear is not being able to keep the growth momentum. A biker climbing a hill, for example, cannot reduce force while he is on top otherwise nature and gravity will pull him back. The same goes with business; you have to keep giving 110% of yourself otherwise you will roll back and watch others pass you by. I believe that as long as an entrepreneur is attuned to his environment, always prepared and equipped with the proper skills, he can overcome challenges. What has been your most satisfying moment in business? Acquiring new customers, setting new strategic partnerships, adopting new technologies, over-performing and overdelivering bring joy and satisfaction to our team and motivates us to strive further. What sacrifices have you had to make to be a successful entrepreneur? An entrepreneur lives a life that no one can handle in order to have a life that no one can afford. It may be a tough description, but to me, it’s a lifestyle I enjoy. A sportsman does not consider hours of training as a sacrifice, but a means to reach a goal. It is the same with entrepreneurship. Running a business becomes a lifestyle. ◆

SUPPLING VALUE to companies  Managing Director of Supplies Store, Sanjive Sachdev, talks to Calcus about effective customer relationship though quality products and efficiency. T ell us something about Supplies Store - how was it started? Supplies Store was setup with a vision to create a strong end user business, providing value added print solutions, and Just In Time deliveries to the corporate and mid market sector across the UAE. With a young and dynamic team, Supplies Store was formed on a strong foundation of effective customer service, proactive vendor relations and a desire to create an on-line and global presence to expand their network. Four years on, Supplies Store currently has offices in Dubai, Abu Dhabi, Qatar, Kuwait, Kenya, Tanzania and Uganda, with a strong online presence at www.suppliesstore.com/ estore. Currently one of the leading resellers for HP, Supplies Store is one of the most reputed resellers in the Middle East and Africa markets. What are your core areas of expertise and your main offerings? Our core expertise are in print solutions and supply of ink, toner, printers and computing to corporate users. We specialise in creating bespoke printing solutions to ensure optimum cost per page. Comment on the Middle Eastern market and by extension the UAE as far as your sector is concerned?  The UAE as a market is extremely dynamic and price sensitive. Within the printing sector, specifically with a commodity product such as HP, cross border trading affects our market greatly. With Dubai being the central trading hub for the Middle East and Africa, we tend to see a lot of transiting products, which lead to price adjustments being made across the market. Grey marketing is a serious concern, as non channel products enter our market, which leads to price reductions and price instability. As a channel partner we are able to protect our customers from such fluctuations, when they enter into a fixed price contract Managing Director of Supplies Store, Sanjive Sachdev. with Supplies Store. Product and prices are guaranteed against price adjustments, which allow our customers better control over their cash flows and expenses. Do you think the Expo 2020 has or will have an impact on your business and How? I believe 2020 will bring greater creativity and innovation to the market, forcing businesses to up their game and respond to rising customer demands. Although we may see a rise in revenues, I do not believe this will necessarily translate to stronger profitability. The current market is already extremely competitive and with further entrants into the market as result of 2020, I believe the market place will become even more competitive and drive pricing down, as we compete for the same customers. What competitive edge do you have over your competitors and what are the significant challenges you faced over the past few years? As a Gold Partner for HP, Supplies Store benefits from exclusive advice, support and access the wealth of HP products, promotions and materials. We are able to offer bespoke solutions, with fixed pricing contracts for up to 2 years, and guarantee genuine supply of all HP printers, toners and inks. We recommend on fleet design and upgrades and ensure optimum printing within organisations. What are your expansion and growth plans over the next couple of years? Supplies Store has expanded from the UAE market into the GCC region this year, and opened an office in Kenya and Uganda within the last two months. We aim to consolidate our position within the Middle East and Africa markets offering cross border solutions to both up and coming regions. What is your vision for the company over the next 10 years? The aim is to create a pan Middle East and Africa solutions company, offering a range of services from transactional printing, contract printing, fleet deign and optimisation, managed print solutions (cost per page printing) and digitalisation solutions. Wherever paper is being handled, Supplies Store will have a solution to manage, account, organise and retrieve. Phase 1 expansion is underway and on track, and we have successfully deployed across the East Africa and Middle East region. Phase 2 of solution deployment has already commenced in the East. ◆ 49

President & CEO, Abdullah Al Sayed. 50

FLYING HIGH with NEXUS Nexus Flight Operations Services President & CEO, Abdullah Al Sayed gives an insight on how Nexus caters to the Aviation industry. 1 Tell us something about NEXUS Flight Operations Services  - how was it started?  The thought process to develop NEXUS began in 2008, and all of the necessary steps, approvals, procedures, etc. were put into motion to make this original dream a reality.  The longest and final step was receiving official government certification.  The issues of certification was a huge undertaking as no such approval or concept had ever been attempted or implemented.  After 2 years GACA approval was granted and the NEXUS dream became a reality, and first opened and began operations in 2010.  What are your core areas of expertise and your main offerings?  The heart of what NEXUS brings to the market is an integrated flight operation in a single source.  There are many companies offering similar individual components or services that NEXUS offers, but not a single company providing services to others comprises all flight operations functions from a single company besides NEXUS.  In a single concept statement, NEXUS is a fully selfcontained total flight operations department for an operator.  We provide everything from Post Holder to Ground Crew, and everything in-between, in a total package.  Our primary departments are; Concierge, Flight Support, Crew Scheduling, Flight Planning & Dispatch, Trip Support, Hotel & Accommodations, Travel Desk (for all airline booking and ticket issuance), Safety & Quality (Post holder level), Director of Flight Operations (Post holder level), Service Excellence, Vendor Relations, Maintenance Control Center (Post holder level), Continuing Airworthiness Management Organization (Post holder level CAMO) Government Relations & Liaison, Chief Pilot (Post holder level), Finance, and 2 Quality Assurance.  So in a word, “Everything” is our main offering and expertise.  From flight dispatching from the first step, through parking the aircraft at the end of the mission, and everything in between, from catering to dinner reservations for the VIP Pax at his destination.  NEXUS provides a single main offering: EVERYTHING! Comment on the Middle Eastern market and by extension the UAE as far as your sector is concerned?  NEXUS is headquartered in the Middle East market for a key reason, nowhere else is VIP, VVIP and Royal flight operations so focused and concentrated anywhere else on earth.  In sheer numbers, Saudi Arabia is the largest single market, and the largest hub of aviation activity outside of the U.S. is at Dubai in the United Arab Emirates.  NEXUS activity has been 75% Middle East activities, and 25% around the world up until early 2014 when we began to expand.  At present our activity is now 50/50 between the Middle East region and the rest of the world, and growing. Do you think the Expo 2020 has or will have an impact on your business and How?  With the huge worldwide event coming to our region, and the experience Dubai has at hosting world-class events, there will be VIP’s and business coming from every point on earth to the exciting Expo 2020.  NEXUS customers around the world are already asking us for planning, and they have been letting others know as well about our expertise and support in the region, so we feel Expo 2020 will add to our market share and presence for sure. What competitive edge do you have over your competitors and what are the significant challenges you faced over the 3 4 5 past few years?  The single NEXUS advantage over any other aviation company is our people.  We have the best in the business, from years of experience spanning from the 1970’s, to type of experience of our Team; Civil, Military, Airline, Government, Special Ops, Manufacturing, Test Flight, Training, and C-level Management, and IT.  Our single  biggest challenge has been our own internal push to provide the best training, to the best people, to provide the best service to every single customer, and all while making sure each individual customer is our single most important customer, period. What are your expansion and growth plans over the next couple of years?  Currently NEXUS has full FOC operations located in Jeddah, Mumbai, and Asia.  Ground support, service excellence and customer Support offices are located in Kigali, Rwanda, Vienna, Austria, Monaco, China, and the U.S.  New offices are opening within the next 6 quarters in South American and Eastern Europe countries, with several more regional or “branch offices” in our current base structure such as Africa and China. What is your vision for the company over the next 10 years?  NEXUS has a single all-encompassing vision; provide our customers with ever improving service, and support them in every country and destination that they travel to with a NEXUS employee to make sure their every need is accomplished as desired.  Where we presently do not have a base or station we stage our team in place before arrival until after departure if we cannot be assured of full first class service by our preferred provider network. ◆ 6 7 51

Ralco: SECOND STEP TO SUCCESS Managing Director and Founder C. Ramesh Babu. Managing Director and Founder C. Ramesh Babu speaks to Calcus about his journey as a successful second generation of entrepreneur and creating a big name in the steel structure market. 1 Tell us something about Ralco Steels and how did your journey begin? Retracing my journey, I belong to a family of entrepreneurs who manage manufacturing factories at board level back in India. I wanted to prove to my family as well as myself that I could be successful on my own. This drove me to establish Ralco. It was through my earlier assignments with multinational organization including Galfar, Oman & ETA-ASCON, UAE that gave me immense knowledge of managing huge projects and executing them successfully. Working with ETA-ASCON, I pushed myself to start on my own, inspired by the visionaries like HH Sheikh Mohammad bin Rashid Al Maktum who have the leadership to translate such impossible missions into reality. Fortunately for me, there was a fabrication company that was looking for a working partner. I grabbed the opportunity and within one year I started RALCO. From that point onwards, there was no looking back. 2 What are your core areas of expertise and your main offerings? Creating different buildings and steel structures have always been my passion. Seeing them come alive from a drawing board to reality gives me immense satisfaction. Today under RALCO, we offer complete solutions for creating steel plant, cement plant, power plant, factory buildings, warehouses, shopping malls, high-rise steel structures such as our very own groundbreaking project Meydan Bridge, steel buildings including the Movenpick Hotel in Palm Jumeirah. Besides, steel structure fabrication, we also have a roofing solution entity in UAE. As a part of Ralco’s global strategy, we established our third entity back in India; the country being a 52 huge market for our products. We also took the opportunity to go for a ‘backward integration’ of creating a complete automatic coil coating line. This provides raw material for our roofing solutions facility both in the UAE as well as India. 3 Do you think the Expo 2020 has or will have an impact on your business? How? The Expo 2020 promises to bring in lots of new infrastructure into play and this is already stirring new ventures in hospitality, manufacturing, innovation, research etc. All these will require huge engineered buildings. Apparently, our industry will benefit from such developments. To quote our personal example, we have recently completed five terminal buildings for DP World in Port Rashid, Dubai for enhanced passenger cruise tourism. We also completed a Marine Research Centre for H.H Sheikh Khalifa Fund in Umm Al Quwain. Besides we completed a cement factory in Fujairah for JK Cement India. We are also doing part of the much talked about Bollywood Park in Dubai, which will be one of the attractions launched before 2020. 4 What competitive edge do you have over your competitors? We have a sincere and hard working team. I am proud of them. The engineering team comes up with unique solutions. Our sales team brings lots of value addition to the end client and work in tandem with the end client, contractors and designers so that true value for money is derived. We have always endeavored to be sincere in all our efforts and this has earned us clients who come back to us again. 5 What are your expansion and growth plans over the next few years? We have always believed that growth is an integral part of our business. We have been continuously investing in developments and expansion of our facilities and infrastructures. In the immediate next few years, we are upgrading our manufacturing set to automation and augmented capacity. 6 What is your vision for the company over the next 10 years? We would like to take Ralco to the corporate group from its current status as emerging corporate via increased sales with the augmented capacity. We are also working on strategic crossborder export/import between our UAE and Indian entities so that we leverage both the countries economic advantages. ◆

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NETTING TRAFFIC For Profits Netizency is a cutting-edge digital marketing agency that believes in going beyond the ordinary by amplifying qualitative digital content, triggering engagement and bringing business to clients. Managing Partner Michael Maksoudian talks about digital trends and making it big in the digital world. T ell us about the company and how its journey began? Netizency was established in 2011 in Qatar and opened an office in Dubai two years later. We initially started as a social media agency and have now transformed into a fully-fledged digital marketing entity. We service clients across the Middle East, particularly focusing on the UAE, Qatar and Saudi Arabia. What is Netizency’s approach to business? We help clients get business through the Internet and have a three-pillar methodology: Plan, Create and Amplify. Through this approach, Netizency enables its clients to improve their business. Our business model starts with planning and developing digital strategies for clients, ascertaining how we handle different problems. Next is creating engaging, targeted content that is bound to attract and convert traffic; followed by intelligent positioning of content on various social media platforms. The last phase is amplification, which is accomplished by running ads across the digital landscape. What is the company’s competitive edge? Both me and my business partner come from a pre-digital era, who then migrated to the digital world. So we have a very solid knowledge of the essence of marketing and how it applies in its purest sense. Other digital agencies, in particular the social media ones are missing that. Also, we have worked at multinational advertising agencies as well as on the client’s side. In addition to this, we have also done work 54 Managing Partner, Michael Maksoudian. as management consultants so whenever we approach a problem we don’t see it with a flat point of view rather a 360 degree one. Finally, we realize that there is a lack of digital understanding in the region and we strongly believe in advising our clients on how to navigate this digital landscape. When you are talking to a C-level executive, s/he is not interested in technical jargon; interest is how digital can help him or her improve their business and bottom line which is one of the key pillars of our offering. What is the most critical challenge, companies are facing as far as the digital media is concerned? The digital world is a challenging arena and a number of multinationals are struggling with their digital offerings. This is mainly because the people at the helm either don’t see the value of digital or don’t understand its significance. They end up forcing digital integration within their agencies without changing the mode of operation of the agency. Or they buy a digital agency and add it to the offering but still feels unconnected. Both these routes result in a sub-par offering. How is digital media shaping business in the UAE? Businesses are trying to integrate digital media into their offerings. Look at the different social media platforms and general trends of business. There is actually a race to get more likes or engagements. What companies basically fail to realize is how to convert these metrics into a tangible business. So what does a million fans translate into? Because at the end of the day you want people to buy your products, go to your store and that linkage isn’t happening. And this is something we are very proud of doing. We go to clients and provide them with the link. And that is how we can help drive traffic to your business. ◆

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Providing Seamless GLOBAL CONNECTIVITY Rakesh Kukreja, Managing Director of iSAT Africa discusses how iSAT is leading the way in technology. G ive us a brief about iSAT Africa and its global presence. iSAT Africa is a UAE based company, part of Wananchi Business Services, a fast growing ICT service provider in Africa, with offices in UAE, Kenya, Tanzania, Uganda, Zambia, Malawi and presence in South Sudan, Nigeria, DRC, Ghana, Ethiopia, Cameroon etc. through partners. Our key business focus remains Africa and Middle East and hence our presence in Dubai Internet City (DIC) is quite vital to confirm support to our customers. What are your core areas of expertise and your main offerings? iSAT Africa offers to its partners a Fully Managed Data, Voice and Broadcast Services. In our offering for our customers, we combine our managed services and technology leadership with strategic investments in playout operations, capability and competence. Just an example, the Broadcast Managed Services include responsibility for technical platforms and operational services in DTH for Free to Air, Free to View and Pay Channels, Backhaul Services for Broadcasters and Radio, Cloud Storage together with asset management, Streaming, Video Neighborhood, IP TV, OTT, Contribution and DSNG solutions. We have our own infrastructure and licenses to bring and deliver the content on any physical medium like Satellite, Microwave, Fiber etc. basically technology neutral. Our approach is the same for data and voice solution also. Comment on the Middle Eastern market and by extension UAE as far as your sector is concerned? Answer is both History and Geography. As you know, Middle East and Africa has a long history of business connections and also social ties. Dubai is just a single hop 56 from most of African countries and offers a very healthy business environment and best logistics for all business transactions. We set foot in 2009 in UAE with a branch office at Dubai Internet City. We offer Africa and Middle East a common footprint to broadcasters to cover both regions and all other IP and management services. You have been part of the biggest telecommunications and satellite exhibition CABSAT in Dubai -UAE for the last three years, Share your experiences. Yes, iSAT has been participating and exhibiting in CABSAT since 2012. We have the privilege of being the only Telco with major presence in Africa and UAE demonstrating strength in all telecom technologies. We have been lucky to have cracked major business partnerships through CABSAT. We are expecting the best in the forthcoming 2016 CABSAT. Tell us about any innovative or new product of iSAT that has revolutionized the Telecom sector? I like to mention two products “SKiSAT” and D2A. SKiSAT is an innovative product and is an IP Based KU Band VSAT solution covering complete Sub Saharan Africa including East, West, Central and Southern Africa using three very powerful satellites of Eutelsat and providing very high bandwidth up to 22 Mbps using 1meter antenna. It is a triple-play ready for VOICE, VIDEO and DATA. Partners can take advantage of White Label VNO options to service their own customers locally. Direct to Africa (D2A) is a free-to-air DTH service with a strong faith in “Access to information is every citizen’s right” and keep information as “Born Free”. D2A provides fully managed service platform to broadcasters to use services and offer DTH Rakesh Kukreja, Managing Director of iSAT Africa. service to their customers free to charge.  What is your vision for the company over the next 10 years? Our vision is to reach a turnover of $ 40million (Dh 146million) during 2016 and can proudly vouch that we have the best team to drive this dream to success. We like to be part of a common drive with Dubai playing role of major Global business hub and iSAT Africa and its group companies of Wananchi Business of Global ICT operator. ◆

Stride Construction: ONE COMPANY’S SUCCESS STORY Zakir Ali, Managing Director of Stride Construction talks to CALCUS about Stride Construction’s route to success by being cost effective through a clear strategy of quality and impeccable timing. 1 When was Stride Construction established? Stride Construction was established in 2004 and offers a wide range of services to our clients. Our main focus is civil, mechanical and industrial construction and have gained recognition all across the country due to efficiency and quality of our work. Our long list of projects include constructing prestigious hospitals, schools, villas as well as high-rise buildings. Client retention is critical to any business. This is why we believe in being cost effective and getting work done in a timely fashion, which are the main reasons why big and small businesses opt for us. Stride Construction may have humble beginnings but it is our sheer hard work and swift execution of a diverse range of projects that has helped us gain prominence. 2 How does Stride successfully implement projects? I believe one needs to have a clear vision and grasp of the entire situation. This is really important for seamless execution of any project. Meticulous project management entails thorough planning and overseeing the entire process closely. It is really how you launch the project, determining each and every aspect of performance, efficiency and quality. Keeping all this in perspective enables one to implement the project in a cost effective and timely fashion. Moreover, such deliverables enable speedy completion. I would even go on to say that this is where our competitive edge lies. We focus on core issues right from the start, keeping a close look at processes, ensures delivering on what we promise. Zakir Ali, Managing Director of Stride Construction. 3 Comment on the construction sector as far as the UAE is concerned? The UAE had stupendous success in many fields prior to the 2008 recession but then the downturn occurred, taking the industry downhill. At present, things are looking very optimistic. Granted, it’s not like the pre-2008 times, but I have seen some very positive changes. We cannot really expect the market to be what it used to be but we are certainly on the way, especially the construction sector post the Expo 2020 win. Things are going in the right direction. Yes it was a bit slow at the beginning – what with the recession of 2008 but with the Expo 2020, it is an upward trend for the construction sector. Even now you see numerous cranes everywhere – a sign that all is up and running. With the very positive and fertile environment, we will be on top of the scale globally. We have a tremendously visionary leadership who has taken the country – its people: both residents and expats to a different level. 4 How do you envision the future? I see us growing as a nation and soon will be recognized as one of the most diverse and sustainable nations all across the world. Indeed we have a bright future ahead of us. It is beyond doubt that the country is growing and will keep on moving forward. The market is dynamic and people have learnt from the mistakes they made prerecession time. Businesses including the construction sector is booming and there is a refreshing vibe felt in the corporate landscape. I think it is all because companies and stakeholders have become wiser and their approach has become more proactive yet careful by ascertaining all the risks in advance to mitigate problems. Stride Construction quickly grew by clinching bigger clients who were looking for quality, cost effectiveness and most importantly impeccable time management. This also led the company to expand business across the Middle Eastern region. ◆ 57

UAS: Flying High In 2000, the UAS International Trip Support was founded by two brothers Omar Hosari and Mohammad Husary along with two aviation enthusiasts. It now offers the highest level of service to its clients. T ell us about UAS and the journey so far. My brother Omar and I belong to an aviation family with my late father Hisham being a pioneering force behind the industry across the Middle East. As a lead accredited ICAO instructor he played an instrumental role in setting up different civil aviation sectors and schools in the Middle East. It was actually our father who inspired us to launch this company. We started in the year 2000 with a vision to build an aviation company that would be a leader in the trip support aviation industry. What are your core areas of expertise? Our expertise revolves around offering services to both general and commercial aviation. When we say aviation services it consists of flight support including flight plans, landing permissions as well as ground support; meaning ground handling-services etc. In addition to this, we also provide air charter services. This is where we offer aircraft charter to our customers, VIPs or companies who are looking for such services. The third segment is our executive travel services and here we manage VIP as well as executive travel services such as accommodation, meet and assist at the airport, VIP transportation, security 58 services etc. All our products complement one another, ensuring that UAS offers a complete and comprehensive package to all our customers. Comment on the aviation market as far as the Middle East is concerned. Well the biggest opportunity that we see today is the executive travel – the air charter services. We noticed that plenty of families, corporations or executives of big companies prefer to use charter services. It is not untrue to claim that charter business is picking up. It is also because the UAE in general and Dubai specifically offers a unique set of standards that appeals and attracts clients. This is one of the main reasons why people come to companies like UAS to ensure that they get the same level of quality services they are used to living in Dubai. Where is UAS based? While the corporate headquarters is in Dubai, we do have other regional HQs in various regions of the world. We have one in Houston to cover the Americas, in Johannesburg for the African region, one in Hong Kong to cover the Asia Pacific. In addition to this, the company also has regional hubs. We have an office in Beijing to cover China, one in Nigeria and the other in Nairobi, Kenya, to cover East and West Africa. And we have also opened “Our vision is to become a thought leader in the industry and be considered as a great reference for all stakeholders.” an office in New Delhi, India, to cover the Indian Subcontinent. How can people visiting the Expo 2020 benefit from UAS? Although the Expo 2020 will be a challenge for service providers, it is poised to benefit everyone on multiple levels. As far as UAS is concerned, it is both an opportunity as well as a challenge for us. So we plan to take on this opportunity and prove that we are ready and fully equipped to receive such large numbers of visitors,

assist as much as we can and create a great expo experience for them. Travellers can benefit using our services for hotel bookings, transportation, meet and assist at the airport and many other services across the region. What is your vision for the company five years from now? We will continue to expand our global network because we have made a promise to our clients of covering every corner of the planet with our services. It is a big promise and vision. That’s the main driver of our office expansion. We plan on continuing to do just that with more focus on the most challenging areas. Our vision is to become a thought leader in the industry and be considered as a great reference for all stakeholders. We plan on offering valuable content, not limiting ourselves as only being a service providers to our customer but more like being a partner: giving them the intelligence, information and the valuable content they want whether they use our services or not! ◆ Omar Hosari, UAS Co-Founder, Chief Executive Officer and Mohammed Husary, UAS Co-Founder, Executive President. 59

EZHEIGHTS takes online classifieds to a new level Adham Saleh, CEO of EZHeights, is excited about the prospects of making buying and selling more interactive through their ‘social market’ concept. I n the past decade, the Internet has drastically changed the way people buy and sell items and services. These tectonic shifts in consumer and advertiser behaviour have given birth to online classifieds and forced many advertisers to re-think how they approach consumers. UAE is not new to online classifieds, but Adham Saleh, CEO of EZHeights (www. ezheights.com), believes that more can be done to improve the digital experience of potentially millions of buyers and sellers in the country. “Quality, rather than quantity, of ads is our prime focus. If you look at the history of online, quality has shaken up the competition between major players, whether we’re talking about the ads or the content,” he said, citing, as examples, Yahoo’s dominance in the search engine space being toppled by Google and videosharing site Vimeo’s growing popularity over YouTube. EZHeights aims to ensure quality throughout its site by enabling a manual approval functionality, which allows staff to check that ads carry relevant and highresolution images, as well as correct description, while flagging ads that are offensive or illegal as per the UAE laws. listings and would need the reference number to properly acknowledge their enquiry. We sought to address those issues through this functionality,” Saleh said. He explained that property buyers or renters can click the Schedule A Viewing button on a specific property, enter their email address and phone number and choose the day and time of viewing. An email notification with the client’s details and the property’s reference number will then be sent out to the broker, informing him/her of the latest viewing booking. EZHeights also offers advertisers five free refreshers per day. This means that ads can be bumped up the queue of advertisements simply by clicking a button. “Usually when you post an ad on other websites, after two hours the ad goes to page three or four because additional ads are being posted and older ads are pushed down. To increase their ads visibility and rather than reposting the same ad, we offer advertisers five chances to refresh their ads so it goes back to the top of the list,” the CEO added. While advertisers have to pay a fee to post their ads, the use of EZHeights is free for users. PRACTICAL YET INNOVATIVE FUNCTIONS Launched just nine months ago, EZHeights has already attracted close to 200,000 ads and 25,000 registered users. But what Saleh is more excited about is the potential of the site to alter the online classifieds playing field through what he calls “social market”. “We’re not only a classifieds website, we’re also known as a social market,” he said. A first in the Middle East, the “social market” concept seeks to get people to connect socially so they can buy and sell products The website also boasts “schedule a viewing” functionality, which is a boon for property brokers. “One of the concerns we often hear from property brokers is that they get calls from potential clients on weekends, during unsociable hours or even while they are with another client. Callers also often do not realise that brokers have several property 60 ‘SOCIAL MARKET’ easier, faster and more efficiently. EZHeights seeks to cater to these varied needs through the several functionalities available on its site. “Buyers can follow a particular seller or advertiser and share the ads via WhatsApp. Online chats are also available, allowing buyers and users to interact directly about certain products and services being offered,” he explained. In addition, the website gives users the option to find particular items and sellers within their respective vicinities. “For example, if I’m looking for an iPhone 5 and I live in Jumeirah Village Triangle, I can search for that and the site will give me a list of sellers offering such item within my area.” EZHeights also allows buyers and sellers to update their status (e.g. I’m looking for a job; I’m selling a car, etc.). All of the site’s developments are geared towards building

Adham Saleh, CEO of EZHeights. an online community that is actively buying and selling products. “Buying and selling is something people do every single day and we are now offering a platform where this can be done socially in a fun, easier and more connected atmosphere,” said Saleh. SEEKING GREATER HEIGHTS In its first year of operation, EZHeights aims to get a 30% market share of the UAE’s online classifieds market, where Saleh said classifieds and advertising are huge industries. “The next market we’re eyeing for is India, which has a huge Internet-savvy population that is big on buying and selling. We’re hoping to enter the market on Year 2 of our operation. We are already getting traffic from India,” he said. The strategy could bode well for EZHeights as according to Matrix Partners India, the country’s online customer base of 20 million shoppers could increase by a staggering 1,400% to reach 300 million within 10 years. Saleh has big ambitions for EZHeights and after India, future expansion plans include other developing economies such as South America and Eastern Europe. He emphasised that their decision to enter certain regions will be based on the potential of the online buy-and-sell sector of that particular market. His outlook for the UAE’s online classifieds industry is also positive and he believes that EZHeights can be a game changer. “General advertisers usually care about just one thing: the amount of traffic that goes into a website. But professional advertisers look for targeted traffic. With our social media platform, we will be able to segment our traffic properly and advise them where exactly to advertise. “Because of our unique algorithm, we can pinpoint, for example, people who are into consumer electronics and segment advertisers so they can have a more specific platform to showcase their products to a more interested client base. We can put advertisements in front of people who are really keen to buy the advertiser’s products,” said Saleh. So far, three-quarters into their first year and the market feedback has been positive. But Saleh said their work is never finished. “In the IT business, you can never stop developing. It’s an on-going process and our team of 45 developers are on their toes, concocting the next big thing that will keep online buyers and sellers excited,” the CEO said. ◆ 61

Mermaid Digital Printing: GO GREEN, GO FABRIC Praveen Koovan, CEO of Mermaid Digital talks to Calcus about introducing new technologies in the field of fabric printing and what it means to be a green company. M ermaid Digital Printing LLC is one of the largest, eco-friendly digital fabric printing facilities across the Middle East. Established in 2005, the company has embraced the “Go Green, Go Fabric” initiative, which offers a wide array of green services including design consultancy, color matching and ancillary services. Tell us about Mermaid Digital Printing? The journey has been challenging. We started in 2005 in a small shared facility in Al Quoz Industrial area with a unique idea of printing on fabric. In the last decade, the company has grown tremendously and we now have a state-of-the-art facility. Looking back we feel a high degree of achievement. Thanks to our customers, suppliers and our employees for their trust in Mermaid. Back in 2005, there was not a single complete textile digital printer available in the market; predominantly textile printing was limited to screen-printing. We had to modify some of the conventional digital printers and other related machineries to make it suitable for fabric printing and finishing. Since then we were able to lead the fabric printing industry in the region and our sincere efforts paid off. Mermaid Digital Printing was only a concept when we started the company. At present, it is not only a successful business but has also become an industry in its own right. Our journey has been a significant one, which has been forged through innovation. Our agenda and motto is to go beyond customer expectations and set benchmarks for other companies to follow. We are known for offering out-of-the-box ideas for advertising and have made customer vision come to reality. What has been the company’s most significant milestones and challenges; and what is needed to cope with the latter? We have sailed through the 2009 recession when the industry was hit adversely. Even during the time of the downturn, we 62 managed to sustain our business. The only challenge for us is to consistently innovate ideas and products. And this is also the premise of our industry. Most significant milestone for Mermaid was to establish the leadership position in the digital printing industry particularly in the fabric printing specialization. Today Mermaid is a synonym for fabric printing in the region. We have sailed through the 2009 recession when the industry was hit adversely. In fact our business and models were well received by the market. Praveen Koovan, CEO of Mermaid Digital. “Our journey has been a significant one, which has been forged through innovation.” We at Mermaid believe challenge is always in meeting and exceeding our customer expectations with innovating ideas and products. The industry is always revolving around its next challenge and opportunity. We have been brainstorming about it for the past couple of years; this industry is very quality conscious and price sensitive, plans are in place to address fashion and interior segment. What is the company’s competitive edge? Since its inception, Mermaid is a pioneer of concepts and technologies. We invest in our people and training programs. We are the largest production facility in the region any type of work – big and small – can only be executed by Mermaid. In addition, we have an extensive line of products that are customizable to invigorate and enrich customer’s imagination. Our team of experts ensure that what we offer quality and every bit of detail our customers expect and develop it ingeniously with state-of-the-art technology. Our competitive advantage has always been in providing ecofriendly solutions to our customers, since its inception Mermaid is a pioneer of concepts and technologies. We regularly invest on the latest technologies, people and training. Being the largest production facility in the region with a daily fabric printing capacity of 6,000 square meters, we believe any quick high volume works can only be executed by Mermaid. How has this sector evolved especially in the Middle East and by extension the UAE? UAE always welcomes new concepts and ideas. Digital printing on fabric evolved gradually. The market is growing steadily at an arithmetical progression of 20%.  The neighboring market is contributing an exponential growth. In the early days fabric products were mostly advertising flags thereafter the industry evolved to back drops, banners, tents and umbrellas. Over a period of time the idea is well received by the fashion industry. Now we don’t see any restriction to customer’s imagination.

Praveen Koovan with Directors of Mermaid Mathew Vincent and Nisha Mathews.  How can we make this sector more ecofriendly and what has your company done in this regard? If you look at our logo, the first thing you will notice is that our company color is green, indicating Mermaid Digital Printing’s ecofriendliness. All the fabrics can be washed and even ironed without any fading issues. In addition to this, we have developed our very own technology from designing, printing, finishing to installation. Mermaid provides its clients with the best vibrant colors possible in polyester fabric. As a philosophy, the word eco-friendly is deeply integrated into the organization. We make sure all the raw materials used for production are nonhazardous to the environment and ecofriendly. We also comply with local rules and regulations on environment protection. Large part of production waste is paper used for dye sublimation process and the waste ink; these materials are recycled through authorized recycling centers in UAE. What is your vision for the company? We are an end-to-end solution provider and aim to build on that history and value. My vision is to make Mermaid an acknowledged global leader in digital fabric printing by providing innovative products and solutions to the customers. What in your opinion is the secret to success for any company? The secret to success of any business primarily stems from good leadership quality and having the ability to bring out the very best when it comes to your team and employees. It also entails having a vision of succeeding and that too sustainably. Adapting to new trends, adopting ideas in a way where the company achieves the triple bottomline is truly the secret to success. Remaining in your customers’ hearts and mind is the secret to success. We have to consistently and continuously delight the customers. ◆ 63

“To become a Leader in our core business segments locally as well as globally and an employer of choice. ” Mr. S. Lakshmanan, Director of Tecton. 64

TECTON: Yielding Sustainable Results The Managing Director of Tecton, Mr. S. Lakshmanan, talks to us about water and wastewater industry in the UAE. 1 Tell us something about Tecton - how was it started? Tecton Engineering & Construction LLC, the flagship Company of Tecton Group, was established in the year 2004 in the UAE. Considering the fact that the UAE has one of the highest per-capita water consumption, our company was launched to cater to the needs and demands of professional and experienced EPC Contractors capable of undertaking complex jobs with highest quality and safety standards. Tecton was formed to tap the opportunities arising on the demand side. The Directors of Tecton, Mr. S. Lakshmanan and Mr. M.M.M. Sheriff, both technocrats, have vast experience in water and wastewater industry with more than 3 decades in the Gulf region. Our clientele include most of the government companies in the Infrastructure, water & electricity, and oil & gas, in GCC and India. 2 What are Tecton’s core areas of expertise? We have a wide range of offerings and our core areas of expertise are in executing industrial and infrastructure projects. These include: end-to-end EPC projects in the Water and Wastewater sectors; and in specific areas in the Oil & Gas industry. We provide complete solutions from process engineering to commissioning for reverse osmosis desalination plants and wastewater treatment plants. The carrier pipelines, pumping stations, storage reservoirs & tanks, for both water and wastewater are areas that we cater to as an EPC Contractor. In addition, we focus on the mid and downstream Oil & Gas industry. 3 Define success and how has Tecton achieved that success over the years? We are proud to say that Tecton has transformed itself into a business conglomerate within a short span of 12 years. We are a fast growing EPC company, undertaking multi-discipline contracts in the UAE, Qatar, Bahrain, Saudi Arabia, India etc. All companies in the Tecton group are certified with ISO 9001 for Quality, OHSAS 18001 for safety and ISO 14001 for environment management systems. Tecton is also a proud recipient of the highly coveted International Safety Award from British Safety Council, consecutively for nine years, from 2007 to 2015, for our various projects. Currently executing projects worth more than Dh 2.5 billion with a manpower base of 5,400 employees and a young fleet of 2000 plant and equipment. I would say our biggest asset is our human resources. We have highly qualified managers and engineers to cater to the requirements of any project that we work on. It’s the combination of opportunities and the right caliber of management at all levels overseeing a motivated workforce that has produced our success. 4 Comment on the Middle Eastern market and by extension the UAE as far as your sector is concerned?  We foresee a promising future ahead in the GCC countries. As our core business areas relate to the in-demand water and electricity, with our technological edge and unmatched track record of timely and qualitative project execution, we are hopeful of bagging many projects in the future as well. 5 Do you think the Expo 2020 in the UAE has or will have an impact on your business? How? With the Expo 2020 win, the infrastructure industry in the UAE is poised to get tremendous boost. Since we are into basic infrastructure category, we see a very positive future ahead. 6 What competitive edge do you have over your competitors? While many contractors depend heavily on sub-contractors to carryout various activities in a project, Tecton has complete in-house capabilities and infrastructure to execute such activities, thereby giving best value to our clients. Tecton has full-fledged engineering offices in the UAE, Austria and India with advanced hardware and software to support all our projects. The individual and collective expertise of our engineers allows Tecton to deliver cost-effective optimal solutions to our clients; this in turn improves our competitive positioning, and ensures success in the long run. We are always in pursuit of the latest technology and know-how to stay ahead of competition. 7 What are your expansion and growth plans over the next few years? We have well-established operations in the UAE, India, Bahrain, Qatar and Saudi Arabia where we will continue to focus. We are also looking at opportunities in North Africa and Europe. 8 What is your vision for the company over the next 10 years? To become a leader in our core business segments locally as well as globally and an employer of choice. ◆ 65

BOMBARDIER gains altitude as business jet demand soars The Canadian aerospace firm is upbeat about the Middle East, as the region accounts for 33% of business aircraft deliveries, says Khader Mattar, Vice President, Sales, MEA, Asia Pacific and China, Bombardier Business Aircraft. B usiness aviation has become highly efficient means for companies worldwide to remain productive, owing to its ability to offer point-to-point and ondemand transportation, according to Khader Mattar, Vice President, Sales, MEA, Asia Pacific and China, Bombardier Business Aircraft. The sector has particularly thrived in the Middle East due to the region’s geographical characteristics – long distances between major cities and the challenges surrounding surface transportation. Countries such as Saudi Arabia, the UAE and Turkey prove to be promising as they hold the region’s largest fleet of business aircraft. In the next decade, demand for business jets in the region will continue to grow at 7% CAGR between 2015 and 2024, with fleet deliveries expected at 400. “The market in the Middle East tends to focus more on long-haul flights rather than shorter routes, which is why our Challenger and Global aircraft are very popular in the region. These aircraft allow our customers to connect distant city-pairs while travelling in an optimised environment, combining cabin spaciousness, technologies and aesthetics,” Mattar said. The Bombardier executive is also confident that short-term oil price fluctuation will not impact long-term outlook for business aircraft demand in the region. C SERIES: A RIGHT FIT FOR MEA Since 2010, a third of the overall business jet deliveries are made to the Middle East and African region. “Africa remains an important market for business aircraft – the continent’s business jet fleet has more than doubled in the last 10 years, demonstrating the growing significance of business jet demand in the region,” said Mattar. “Nigeria and South Africa have been leading markets for business aircraft, but recently, Angola and North Africa have also shown growth.” 66 The MEA region’s huge potential has made it a viable market for Bombardier’s latest C Series aircraft, added John Kassis, Regional Vice President-Sales, Middle East and Africa at Bombardier Commercial Aircraft. The C Series is composed of the CS100 and the larger CS300, delivering 15% cash operating cost advantage and 20% fuel burn advantage. As a result, this family of aircraft proves ideal for longer, thinner routes that feed bigger hubs, which larger types of aircraft cannot operate profitably. “The aircraft is tailor-made for the MEA region as a result. In fact, there are more C Series customers in the MEA (Gulf Air, Iraqi Airways, SaudiGulf, Petra Airways, Falcon Aviation Services) than any other region,” said Kassis. “The reason for this is the aircraft’s suitability to operate. The majority of flights in MEA have between 110 and 140 passengers, and more than 60% of singleaisle aircraft flights leave the gate with between 80 and 130 passengers. The C Series family of aircraft, with 110 to 145 seats, is the right size for these circumstances and drives higher load factors and frequencies,” he further explained.  Another unique selling point of Bombardier’s C Series is its high rate of climb and other performance capabilities, which allows it to serve airports in higher elevations. In the Middle East, high-elevation destinations have seen growth rates exceed 15%. “Furthermore, the aircraft’s payload capability and superior ability to carry baggage than any other in its seat segment makes it once again ideal for the Middle-East market,” Kassis said. STRENGTHENING REGIONAL PRESENCE Bombardier has maintained a strong presence in the MEA region as part of its strategy to bring its aircraft and services closer to its customers. Khader Mattar, Vice President, Sales, MEA, Asia Pacific and China, Bombardier Business Aircraft. “Our portfolio of business jets is the largest of any original equipment manufacturer (OEM), with three leading families of aircraft that compete in the different market segments. Our complete line of Learjet, Challenger and Global jets allows customers to grow within the Bombardier business aircraft family as their needs evolve,” said Mattar. Bombardier has been operating in the UAE since 1998, and in 2010 it opened a full-scale Regional Support Office (RSO) in Dubai. By 2012, it expanded the Dubai parts depot, which can now house nearly 7,000 part numbers for Learjet, Challenger and Global aircraft families. “The move to the facility at Jebel Ali airport boosts the space available to the depot and allows for future growth for both Business and Commercial Aircraft parts as we see more aircraft going into the region,” Mattar confirmed. ◆

OUR SIGHTS ARE SET HIGHER B U S I N E S SA I R C R A F T. B O M BA R D I E R .CO M Bombardier, Learjet, Challenger, Global and The Evolution of Mobility are trademarks of Bombardier Inc. or its subsidiaries. © 2015 Bombardier Inc. All rights reserved. 67

Dubai Trade strengthens UAE’s COMPETITIVE EDGE Mahmood Al Bastaki, Chief Executive Officer of Dubai Trade, says the organisation has come a long way from being a mere IT project to facilitating change in the trade and logistics industry. I n its relatively short history, Dubai Trade is an entity or business unit operating under DP World and has effectively created a paradigm shift that reinforced the UAE’s e-transformation initiatives and secured Dubai’s position as a regional trade and logistics hub. “Launched in 2003 as an IT project, Dubai Trade has evolved into an independent trade facilitation entity that consistently aims to deliver value to stakeholders comprising ports, customs and free zone authorities, shipping lines, freight forwarding and trucking companies, as well as banks and insurance firms,” said Mahmood Al Bastaki, Chief Executive Officer of Dubai Trade. “Our goal has always been to streamline the import and export processes, promote transparency and facilitate accessibility of services anywhere in the world. Dubai Trade’s existence was based on the concept of having a single window where customers can access services offered by the Jebel Ali Port, Dubai Customs and Jebel Ali Free Zone (Jafza) and get all the necessary approvals related to moving their cargoes. It was a true counter-to-online journey,” he said. EASE OF DOING BUSINESS A testament to the success of Dubai Trade’s business case was the steady improvement of UAE’s ranking in the World Bank’s report “Ease of Doing Business”, which evaluates around 189 economies worldwide using 10 criteria. The report’s surveys are carried out in the respective countries’ busiest city and in the UAE’s case, Dubai was the representative. “One of the criteria that relates to Dubai Trade, Dubai Customs and Jebel Ali Port the 68 Mahmood Al Bastaki, Chief Executive Officer of Dubai Trade. most is “Trading Across Borders,” Al Bastaki begins to explain. “Under this category, economies are benchmarked based on the number of documents, the number of days and the cost required to clear a 20foot container by sea, both as an export and import cargo.” In 2008, the Doing Business Report ranked UAE 26th worldwide in terms of Trading Across Borders and by 2015, the country skyrocketed to the 8th spot globally. This has been attributed to the dramatic reforms undertaken to facilitate procedures such as reducing the number of documents by half (from eight to four) and slashing the number of days by 77% (from 13 to only three). NON-OIL TRADE Al Bastaki said the Dubai Government’s focus on boosting the trade and logistics industry has been a critical component of the country’s economic diversification plan. “In 1971, when the UAE was established, oil represented 75% of the country’s GDP, while the non-oil economy accounted for 25%. Now, that figure has been reversed and it is because of the UAE Government’s stringent policy that we should not totally rely on oil, which is an expendable commodity,” the CEO said. “As a nation, we understand that oil will not be here forever, which is why we have taken steps to prepare for that day. Our government has taken a realistic and practical view about that eventuality. As a result, many industries have been strengthened, and because of the geographical position of the UAE in general, and Dubai in particular, trade, logistics and transportation have been a prime focus,” he added. Indeed, preliminary data from the Federal Customs Authority revealed that the UAE’s non-oil direct trade surged by 6%, year on year, in the first quarter of 2015 to over Dh270 billion. ENLIGHTENING END-USERS Through Dubai Trade’s portal, end-users can book, clear and insure their cargoes, pay duties and view reports, among several other functionalities, round the clock. Al Bastaki said getting customers to change was difficult to begin with, but training and education has played a huge part in raising awareness. Dubai Trade has also launched vocational programmes such as the Certified Trade and Logistics Professional (CTLP) and Certified Customs Broker (CCB) courses. “Our slogan, ‘Your New Habit’, empowers our customers to make the right choice towards modern methods and technology. Gone are the days of manual processes, we introduce our customers to e-services and smart services to make their lives easier and their habits productive,” he said. ◆

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GEFCO: SCALING NEW HEIGHTS OF SUCCESS From supply to distribution, GEFCO provides global and integrated management and optimization of the logistics chain for its industrial customers. GEFCO Group established its presence in the UAE in 2013. The company opened its Dubai subsidiary in Jebel Ali and is headed by the visionary Managing Director, Stefano Pollotti. T he company offers a wide array of specialized logistics services such as Finished Vehicle Logistics (FVL), Overseas Services (Sea and Air Transportation services), Overland Transportation, Warehousing Solutions and Customs and Tax Representation. The Group currently has a network of 41 subsidiaries, strengthened by trading partners and sales representatives that allow it to guarantee a presence in 150 countries. “GEFCO is one of the top 10 European logistics integrators, and generated a turnover of € 4.1 billion in 2014 with 11,600 employees. GEFCO can respond to the globalization of industrial flows and the needs of its international customers that face global and complex challenges.” says Stefano Pollotti. “GEFCO with the backing of the JSC Russian Railways (RZD) and PSA Group (Peugeot and Citroen) operates in every continent and run a global network. Our core business activities are logistics services for manufacturers in the automotive and industrial sectors, with 77% of the business coming from international flows. With our expertise and our engineering support, we are able to meet the most complex customer requirements” he clarified. GEFCO opened for business in Dubai, UAE, on 2013 to ensure the supply chain of the flows arriving to Dubai with final destinations to GCC Region and United “The Middle East is a mature market and there is a lot of competition. But we see a lot of opportunities where the customers require expertise and specialist for complex supply chain challenges.” 70 Arab Emirates. ”The country is the logistical hub in the Middle East. We have started the activities on the Finished Vehicle Logistics, where we currently provide custom clearance, inbound sea flows, storage, value added services, such as assembly, PDI (Pre Delivery Inspections), CKD operation and local and international distribution. We currently manage more than 250,000 square meters of compounds in Jebel Ali, from where we are able to offer a complete end to end solution to our automotive customers” he says. GEFCO is very active in the industrial sector on the overseas business, where offers freight services through his strong international network, with specific focus on Industrial Projects, where the complexity of the activity requires high quality standards and specialist. Pollotti opines: “The Middle Eastern market in the FVL is dominated mainly by local players, with limited international exposure. There is no real multinational company offering such services: this is where we see an advantage and where we can help the local market on his growth in quality standard services.” Adding he said: “In the overseas and freight business, our competitive edge is our strong international network. We have a huge presence all over the word: in Europe especially in France and East

Managing Director, Stefano Pollotti. Europe, we have a very strong network in Asia, South America as well as North and South Africa and in theregion in Turkey and Iraq.” Pollotti believes GEFCO’s tremendous success over the three years of its existence stems from its focus on high quality services and on the flexibility to help the customers in his business. GEFCO is also keen on the diversity of his culture: “We believe in designing customized, flexible and solid solutions to offer consistent quality and reliability to our customer. This enables us to strategically read market trends, also helping us to be close to our customers.” The company plans to expand to other markets such as Qatar and Saudi Arabia. “The Middle East is a mature market and there is a lot of competition but we see a lot of opportunities where the customers require expertise and a specialist for complex supply chain challenges. GEFCO’s “We believe in designing customized, flexible and solid solutions to offer consistent quality and reliability to our customer.” top priority is to consolidate our business in the UAE, where we have had a very strong growth over the past three years. First priority in terms of expansion will be Qatar in the logistics and overseas businesses and Saudi Arabia in FVL sector.” GEFCO aims to scale new heights of success albeit a sustainable route and as the CEO concludes: “Indeed business is good, and we are growing rapidly even though we entered late in the market. But given our solid background, we are committed to develop our business positively and in a long term, sustainable way.” ◆ 71

CARGILL FOODS: Raising the bar higher Cargill Foods METNA BU Leader, Murat Tarakçıogˇlu talks to Calcus about how successfully they have been catering to their customers over the years. T ell us something about Cargill Foods METNA and how was it started? Cargill is committed to grow globally and particularly in emerging markets. Without doubt, the Middle East, Turkey and North Africa region is a key growth area. In order to achieve this growth, our belief has always been that the Middle East, Turkey and North Africa region deserves great focus and necessitates taking into account the specific cultural and social aspects of the region. On the other hand, we are talking about not only growing economies and emerging markets but also continuously growing population – being approximately 505 million people today. All these factors had a significant impact on our decision. In addition, since we have been already providing products and Cargill Foods METNA BU Leader, Murat Tarakçıogˇ lu. 72 services to our customers in the region, we were also aware of the fact that we had the necessary insights and knowledge about the market dynamics. By the re-organization of Cargill Foods Middle East, Turkey and North Africa, we show our passion to continue our journey in being “the global leader in nourishing people”. Our first priority is to delight our customers with a wide range of products and services, tailored to their local needs. We’re committed to have a face-toface contact with our customers and serve them with our commercial and technical service teams through local presence. In the light of this outlook and in response to Cargill’s food business’ customers requirements in the Middle East, Turkey and North Africa, last year we introduced a new and fully integrated product and service offering combining our four businesses: cocoa & chocolate, starches & texturizers, sweeteners, and oils & fats. As a result of this new regional organization, our experienced commercial and technical support teams became closer to our customers in order to understand their needs and act swiftly. What are your core areas of expertise and your main offerings? Cargill is the global supplier of food, agriculture, financial and industrial products and services to the World. Together with farmers, customers, governments and communities, we help people thrive by applying our insights and 150 years of experience. In the Middle East, Turkey and North Africa, we committed ourselves to partner with our customers on innovative product development, which will help them stand out in the market. Cargill Foods METNA has five regional offices and a team of passionate experts providing unique knowledge and proactive services. Through our local market insights and our global technology capabilities we help our

customers to differentiate their brands, grow their market share and create unique products. We offer a broad range of top quality products – from indulgent options to healthy treats- which guarantee less recall, longer shelf life and can be cost-optimized with synergies between local products at lower total cost. Among our broad range of food ingredients portfolio, we offer cocoa & chocolate products like cocoa liquor, cocoa butter, chocolate, coatings and fillings; functional systems which we combine at least two ingredients that will deliver performance and provide us tackling multiple technical, organoleptic and appearance challenges; hydrocolloids like alginates, carrageenans and pectins; lecithins which functions primarily as an emulsifier and dispersing agent; a wide range of starches developed to meet the varied needs of modern food processes and cuisines; proteins which offer more than the economic advantages that vegetable proteins have over animal protein; oils & fats combined with extensive refining, blending and modifying facilities; and sweeteners for the confectionery and carbonated soft drinks industries. Comment on the Middle Eastern Market and by extension Turkey/UAE as far as your sector is concerned? As Cargill Foods METNA, we strongly believe that we’re at the right spot in the world. Our region and Turkey – as a hub to the Middle East and North Africa – provide tremendous opportunities to deliver value to all stakeholders. Globally food manufacturing and related industries are playing a crucial role in the growth of both developed and emerging economies. Beside the growing population in METNA Region, we also witness increase in wealth levels, improvement on life standards and change in consumption patterns. Improving life standards also comes up with more growth and several opportunities. On the other hand harsh climate conditions, limited arable land and scarcity of water which affects farming negatively, pave the way for food industry to invest in new technologies and production and innovative ingredients. Moreover, through our research and market intelligence we identified four key trends in METNA region as following: premium indulgence, health, innovation and cost optimization. Parallel to the increasing wealth level in emerging markets, there’s a real appetite for crafted products made with high quality ingredients which focuses on meeting consumer’s expectations on taste and mouth feel. In addition, consumers are increasingly on the lookout for a healthier lifestyle and we help food manufacturers meet consumer needs by offering a broad range of solutions to improve the health profile of the product formulations. And in terms of customer focused innovation, we define it as converting knowledge and insights into new products and services which create distinctive value and profitable growth for our customers. Last but not least, the fourth trend is cost optimization. Our aim is to increase the success of our customers. In the light of this approach, we have developed a range of solutions that can help our customers manage the cost of product recipes without compromising on taste or quality. What do you think defines a successful company and what are the reasons behind your success? We know that an organization’s performance improves when there is a clear line of site to company goals, and accompanied by clear expectations, regular feedback and accountability. Our Purpose and vision are as following, being the global leader in nourishing people, being the partner of choice in agriculture, food and risk management by helping our stakeholders be more successful with Cargill . In that respect, Cargill is also committed to feeding the world in a responsible way; reducing our environmental impact; and improving the communities where we live and work. We are passionate about our goal to be the global leader in nourishing people and operating responsibly across the agricultural, food, industrial and financial markets we serve. We consider ourselves as successful when customers prefer us, employees choose us, communities welcome us, owners earn an attractive return from a business that makes them proud. Our endeavor is to lead in our markets, do the ordinary extraordinarily well, unleash our people’s potential and be the most trusted partner. What differentiates Cargill in the market is while we really work hard to achieve our goals, we never compromise for conducting business with integrity, operating responsible supply chains, enriching our communities, working to feed the world. What competitive edge do you have over competitors? We have a local presence in the region with our 5 regional offices and moreover based on the needs of our customers we pursue a category sales management approach. We have category sales managers offering all product lines to each customer. They are responsible for all solution offering, pricing and contract management of each customer in their respective category. Instead of many contacts having one commercial contact that understands customer needs and priorities brings along ease of doing business. On the other hand Cargill has a significant product development and innovation capability, technical expertise and knowhow based on its 150 years experience. For Cargill, innovation is a critical enabler to serve our customer’s needs. We have a strong focus on customer innovation with a solid process that helps us systematically identify the need, develop a solution and deliver it. Our organization is totally geared towards achieving customer-focused innovation. Cargill serves its customers through regional R&D facilities around the world, housing more than 1300 R&D personnel for innovation. We have Technical Support Teams located in four major hubs: in Istanbul, Cairo, Algiers and Dubai. Our regional R&D teams collaborate very closely with global Cargill R&D centers to develop solutions for our customers in order to meet their specific or local needs. One of the crucial strengths of Cargill is having complementary businesses that help us serve our customers with a very broad portfolio. Beside the food ingredients business, we have grain and oilseeds supply chain, industrial and bio-industrial products, which fosters our capabilities and service range. Also having production facilities in the region, - three Cargill owned plants in Turkey and one joint-venture in Saudi Arabia namely MEFSCO provides us a supply and logistic advantage, while providing cost optimization for the customers. What are your expansion and growth plans over the next few years? Actually Cargill is active in Turkey since 1960s. Until 2013, our main focus was on starches and derivatives. This has evolved in six major areas today: Starches and sweeteners, oils & fats, bio based industrial products, food ingredients , grain and oilseeds trading. In the last two years we grew with two key acquisitions, namely Turyag and Alemdar Kimya and in addition one joint venture in Kingdom of Saudi Arabia as well as a commercial reorganization to serve our customers in Middle East, Turkey and North Africa. Our aim is offering more relevant products & services tailored to local needs. We would like to be our customers’ partner of choice for sustainable, innovative, product development and risk management in the food ingredients space using Cargill’s R&D expertise and application knowhow globally. As Cargill Foods METNA team we are dedicated to enable enhanced customer service in the region and our mission is to help our customers grow their business.◆ 73

Desert Group treads a path to SUSTAINABLE GROWTH Michael Mascarenhas had his work cut out when he joined Desert Group as Group CEO in 2012. Under his leadership, the company is reaping the rewards of embracing innovation. S taying nimble is the key to surviving and thriving in a constantly changing business environment. And for Dubaibased horticultural company Desert Group, the efforts over the last three years to remain agile and embrace innovation are gradually paying off, said Group CEO Michael Mascarenhas. Launched in 1988, Desert Group has been responsible for sculpting the UAE’s arid urban landscape into lush green gardens, golf courses, residential developments, hotel complexes and school campuses, to name a few. But in 2012, as the financial crisis dust began to settle and with Mascarenhas sitting at the helm, the company underwent a dramatic transformation. “When I joined Desert Group back then, my goal was to breathe new life into the company; to bring fresh energy into the team and make them recognise change as the new normal,” said the Oxford-educated CEO. “We have been a pioneer in the landscaping industry in the UAE for 26 years, but like any other business, we cannot afford to rest on our laurels.” Change is inevitable, he believes, especially in today’s volatile economic climate. During the 2008-2010 slowdown, real estate and construction were some of the sectors badly hit – industries that were directly tied to Desert Group’s operations. MAN FOR THE JOB Mascarenhas took on the challenge of turning a bleak situation around, bringing stability to the company and eventually accelerating growth. Even prior to his appointment, Desert Group already has diversified interests, comprising six verticals, but Mascarenhas’ extensive professional and educational background have prepared him for the task at hand. A gifted number cruncher, the chief 74 executive is a qualified chartered accountant and certified internal auditor, with a Master of Business Administration degree. “From the early years of my career, I have been exposed to companies in the United States, Finland, UK and the Far East, which have multi-faceted operations. I personally believe that I will be out of sorts if I were to manage just ‘a’ company, which was why I fit in very well with Desert Group’s wide business scope,” he said. Overseeing 11 divisions now and 3,000 employees, Mascarenhas is comfortable in his own skin, as he leads with passion in rallying his team towards a common goal. “We are a multicultural company and as a group, we seek to bring excitement into an industry that is often considered dull. My job is to create an enabling environment and provide the tools our managers need to help them and their teams deliver their mission.” MANAGING THE VALUE CHAIN Diversifying their interests, while remaining true to their core business, has helped Desert Group conquer the odds. Today, the company has moved from being solely focused on the construction industry, into becoming a true horticultural company. “We’re now moving towards food security through vegetable growing; we also have a potting soil factory and our Desert Fertiliser and Chemical division produces organic fertiliser in our attempt to bring new and home-grown brands into the marketplace and reduce carbon miles,” the Group CEO said. In addition to these, Desert Group also operates Desert Ink, a standalone design consultancy business; Desert Landscape, its construction arm; Desert Maintenance, which is responsible for the upkeep of projects; Swimming Pool and Waterscape division, which constructs pools and water theme parks, and Dubai Garden Centre, which is its retail arm. “We also operate the largest nursery in the UAE and Qatar, our own carpentry division, as well as the House of Flowers, which is a floristry set-up. But more importantly, we are the only company in the country that has an Innovation Hub, which conducts research into tissue culture, DNA mapping and studies into native plants, shrubs, and more,” Mascarenhas added. FOCUS ON SUSTAINABILITY Desert Group’s slogan ‘Inspiring solutions for natural living’ sums up the corporate philosophy that is grounded in sustainability. The company chief is confident that eco-friendly business models, waterefficient projects and food security will drive business growth in the GCC region. “Gone are the days when organisations can be wasteful of resources. Business models that do not embrace these new culture and fundamentals will be a thing of the past. And that’s where innovation lies. “If there is something we learned during the past three years, it was the fact that uncertainties actually open up opportunities to realise our untapped capabilities, which can be exploited to drive the company forward,” he said. Understanding customers’ needs have also allowed them to become a single point of contact for any organisation looking for horticulture-related products or services. “We see our business not as a mere transaction, but as a means to build lasting relationship with our customers. It’s something perpetual, which is why it is important to cater to customers’ evolving requirements – again, through innovation,” he added.

“I believe Desert Group has never been better placed in terms of human capital, financial stability, products and services offerings than it is today.” ENABLING PEOPLE WITH SPECIAL NEEDS Another initiative that Desert Group has undertaken is Enable, which started as a philanthropic activity in 2005 and has now evolved into a training and development programme with the aim of empowering people with special needs. “We’ve rebranded Enable from a corporate social responsibility to a full-fledged unit. We currently have 32 Emiratis with special needs who have undergone training and are now employed by the company,” explained Mascarenhas. “This is another major accomplishment for us, as we were able to transform the programme from a cost centre into a sustainable and economically viable project. Members of the Enable team work in our nurseries and they also produce creative flower and garden arrangements, which are then sold in the Dubai Garden Centre and other retail outlets under the Enable brand.” The success of the Enable programme has resulted in a partnership with the Dubai Community Development Authority and the Ministry of Social Affairs, allowing Desert Group to train and help disabled people get integrated into the UAE private sector workforce. As the company sets its sights into the future, Mascarenhas expects 2016 and 2017 to be very exciting years. “I believe Desert Group has never been better placed in terms of human capital, financial stability, products and services offerings than it is today. In the coming years, we will concentrate on continuously adapting to market demands, strengthening our capabilities and eventually widening our geographical footprint,” he said. ◆ CEO, Michael Mascarenhas. 75

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Expresso: CONNECTING TO PROGRESS Tarig Rahamtalla, CEO Expresso Telecom, talks to Calcus about his company’s culture and core values being the main source of competitive advantage. T ell us about Expresso Telecom, when was it established?  Expresso formally established a corporate office in 2007, operating from the heart of Dubai. We are regulated by the Dubai International Financial Centre (DIFC) and are an African Telecommunication and information services company. We currently hold operations in three WestAfrican countries: Senegal, Mauritania and Guinea-Conakry, serving over four million customers. Even though we are one group, for strategic reasons, each OpCo operates under its own brand – Expresso Telecom in Senegal, Chinguitel in Mauritania and Intercel in Guinea-Conakry. The operations are locally managed by the countries’ managing directors. However, strategic decisions are managed centrally from Dubai. Additionally, there is a cross function management team, responsible for driving performance and ensuring delivery of all business KPIs.  What are your core areas of expertise? Expresso Telecom operates high-speed networks over 3G and is bringing broadband services to Africa. Our connection software immediately connects you to the fastest data speed available, whether this is GPRS, EDGE, 3G or WiMAX. The company has been building and extending networks across all our markets as we know that demand for the Internet and data access will increase. Expresso’s vision is to bring people together, and our networks allow rural communities to be connected.  Our advantage is borne from the use of CDMA technology that allows for better geographic coverage. This is allowing us to bring telecom and Internet services to more people than was possible before. Comment on the Middle Eastern market and by extension UAE as far as your sector is concerned? The telecommunication market in the Middle East is a mature one. Focusing on eGoverment and smart government programs, I do believe telecommunication is one of the most important elements of any eGovernment initiative. If we use Dubai Smart Government program as an example, we see an ideal model to follow and replicate in our operating countries. Most eGovermnent programs failed in many places due to the poor execution and not crafting the proper alliances around these programs. We are planning to launch an eHealth program where our operations will make healthcare accessible to individuals across our network covered areas, capitalizing from the strong infrastructure we possess in terms of submarines cables connectivity, fiber optic and strong mobile network.  We would like to solidify our presence as a community server and continue the growth of the telecommunication sector to the African continent. Do you think the Expo 2020 has or will have an impact on your business? How? People ask the question why a group like ours that primarily targets Africa, operates Tarig Rahamtalla. from Dubai. The answer is very simple: Dubai is a very well established city in terms of process, procedures, laws, environment as well as accessibility. Dubai is a city full of telecommunications events, seminars and consultants. It is also a big market for telecommunication products and services connecting the East with the West. The Expo 2020 will magnify that presence to the extent where we are able to see a very positive impact of the Expo 2020 to our business.     What competitive edge do you have over your competitors? We firmly believe our culture and core values are the source of competitive advantage. We will continuously reinforce our culture by providing our people with guidance on how they can demonstrate these core values every day. We will continuously keep improving our processes, organizational structures and performance management measures to promote the virtues of our culture. Our core values drive our business performance.  Our ultimate goal is to be leader in digital communication and technology in order to serve our community and enhance/facilitate their lives. And we can only achieve this by empowering and involving our collaborators in each and every important decision that we take. We want to be known as a responsible and innovative business and we are determined to lead by example in the market in which we operate. ◆ 77

Chairman and CEO, Nicolas Jachiet. 78

EGIS: Transforming cities through sustainable development Egis Group is an international engineering and consulting organization involved in diverse business relating to urban development, rail, roads, aviation, water and environment engineering as well as project management. Nicolas Jachiet, Chairman and CEO, talks to Calcus about urbanization and the critical role of sustainable development. T ell us about Egis and its journey in the Middle East? Egis is an international group with strong French roots. We are based in France but have a worldwide presence and recently sealed a deal with Projacs with a 51 percent stake in the company. Among other regions, our strongest foothold is the Middle East. Our turnover is rising rapidly with nine percent in the last quarter compared with two to three percent a few years ago. It is increasing through the contracts we are winning with the existing Egis Group and also because of our strategic partnership with Projacs, which is a leading project and construction management firm in the Middle East. How will Egis’ alliance with Projacs enable development? It is not just a matter of investing in Projacs but forming a strategic partnership to explore the capabilities of both groups so as to cross fertilize what we are doing. We have different capabilities. While Projacs is known for its project management competencies in the development sector according to the Anglo-Saxon tradition, Egis is more diversified with businesses all over the world. The latter possesses capabilities in engineering consultancy, infrastructure, transport, buildings, water, environment and energy. So joining the forces of both groups enables us to create a very strong foothold in the Middle East and particularly the GCC. Both the companies are working in different countries of the region. Egis has won several important contracts in Saudi Arabia, Qatar, Kuwait, Oman, UAE and Bahrain. One of the characteristics that we have in common with Projacs is that our field of intervention can begin at a very early stage of the project with feasibility studies, consulting about the way projects can be structured, design, construction supervision and project management. Lastly we are present till the finalization of the project ascertaining everything is in order. So both the companies like working from the earliest stage possible till the very end. “We can reduce the impact of a project on the environment with capabilities in the fields of pollution, noise, and energy efficiency.” Are there any specific industries Egis is focusing on in the Middle East? We are focusing on a diverse range of businesses in the Middle East. The most significant contracts that we have won across the region belong to the transport sector, especially Metro. Obviously in the main cities of the region, there is a strong political will to improve transportation to reduce traffic congestion which means building roads as well as metros. Our most important contracts worldwide include the Riyadh and Doha Metros. Other important focus areas include water, buildings, airport and air traffic control. Among the many development projects that we have won include an economic zone in Qatar – which is in fact developing a new city on a piece of land in the country. How important is urban development in a country’s progress? World population is continuously increasing and the number of people living in cities is growing at very fast pace. This is actually an art form performed by our company to manage urbanization. Improving the way a city works means efficient transportation, energy efficiency – even if there is a current availability of oil, we still need to prepare for the future and also align in terms of reducing carbon emissions. Obviously, urban landscape is important: the way people live in an urban environment and the quality of buildings for both housing and offices. It is important to align companies in order to meet sustainable development goals. We have specific mission in the field of development. What role do companies like Egis play in sustainable development globally as well as locally? Sustainable development is one of our core values and goal. Not only is it a value but also a business objective for us. Optimizing the project through technical skills can either reduce the cost or increase cost efficiency of the project. We can reduce the impact of a project on the environment with capabilities in the fields of pollution, noise, and energy efficiency. We also have capabilities in biodiversity. We are certainly happy to bring those capabilities to the region. Sustainable development also means discussing with communities, being able to actively participate in a dialogue while designing a project and taking into account the needs of the community. ◆ 79

LEADING THE WAY IN IT Technology CEO, M. Riyaz. Letosys Computer Systems CEO, M. Riyaz talks to Calcus about how they have managed to impact the market with their technology based IT products. T ell us something about Letosys Computer Systems LLC  - how was it started ? Letosys is one of leading software company in Asia, Europe and Middle East. It was started with great vision to provide the best technology enabled products and solutions for every business needs. It has seen great many changes in its business, its products and its services since its launch.  What are your core areas of expertise and your main offerings ? Letosys deals with more than 12 Business applications for more than 10 industries. Healthcare, Construction, Retail and Distribution are the prime focus. Other than this, Letosys offers different independent products for all Verticals.  Comment on the Middle Eastern market and by extension the UAE as far as your sector is concerned ?  Since UAE has taken the best initiative for Smart Government and best infrastructure facilities, IT sector became as one of the emerging sectors. UAE has been the best place for investment and doing business. When business expansion happens IT sector grows automatically.  Do you think the Expo 2020 has or will have an impact on your business? How? Yes of Course, since Expo 2020 was announced, alot of new companies opened their offices here and existing businesses grew massively. I believe that most of the companies require the best solutions in place to manage their business needs. Centralized web applications can increase the work efficiency and profits. What competitive edge do you have over your competitors and what are the significant challenges you faced over the past few years? 80 Technology best products like Centralized Web Applications with customizable features at a reasonable cost were not available in this market widely. A prime challenge that Letosys faced was to provide the solutions based on the Market needs, and we did it with a lot of success.  What are your expansion and growth plans over the next couple of years ? Letosys is in the process of expanding local Support Centers in Qatar, Saudi Arabia, Singapore, Kenya, and Australia. What is your vision for the company over the next 10 years ? Letosys will expand its business with www. SoftwareHypermartket.com, the website is owned by Letosys and all of our applications are going to be moved to Cloud Infrastructure Completely. This will enable every business desk in the world to enjoy Letosys products and services with their minimal budget with very best ROI. ◆

NR Doshi and Partners: LEADING THE WAY Kinnari Doshi, Managing Partner of NR Doshi talks about their vast number of services and how customer-centric approach has driven them for over 30 years. T ell us about N R Doshi Partners? Our company has a long, robust history of over 30 years in providing trusted professional services. Since our founding, we have always retained the mission to drive growth for clients through our expertise. This is what unites us as a team and is the hallmark of our client driven culture. We are a team of over 100 professionals with 11 partners spread over 7 offices. Our clients mainly comprise of growing regional and multinational business, prominent listed companies, financial institutions and Fortune 500 companies. We are proud to be awarded by JAFZA and SAIF Zone for our services and capabilities. N R Doshi and Partners is a member firm of DFK International. DFK International is a worldwide association of independent accounting firms and business advisers with 215 registered member firms with 417 offices in 90 countries worldwide. DFK International was recently recognized by the International Accounting Bulletin as Association of the Year 2015. DFK member firms assist our client’s global operations with a broad range of accounting, auditing, advisory and other business specialties. What are your core services and areas of expertise? At N R Doshi, we have a gamut of services that cater to all functions of an organization. Our financial audit service provides assurance to the shareholders and other stakeholders of the company. Our internal audit service fosters effective governance, manage business risks and ensure compliance with global laws and regulations. Consulting services help businesses define their growth strategies as well as assist in streamlining their accounting, technology, and human resource functions. Our services of due diligence, mergers and acquisitions, feasibility studies and company incorporation assist companies in prudent regional and global expansion. Our accounting, payroll and human resource outsourcing services brings specialised expertise to the company at lower cost while allowing its executives to focus on their core business. My team has a unique mix of capabilities from varied industries and functions. Our expertise lies in retail and hospitality, gems and jewellery, energy, financial services, healthcare, infrastructure and contracting industries. Our internationally qualified accountants are complemented by professionals with expertise in finance, human resources, marketing and technology. How do you think the businesses in UAE and in the Middle East region can benefit from Expo 2020? The Universal Exposition organised by BIE is one of the few large global events that attracts millions of visitors from all across the world. EXPO 2020 in Dubai is the first ever EXPO to be held in the Middle East. We believe that UAE’s strong air connectivity would bring unprecedented number of visitors from all across the globe. Industries such as hospitality, leisure, retail and construction are expected to be rejuvenated resulting from the increased infrastructure developments in a run up to the EXPO as well as from the millions of visitors expected to visit the event. Regional businesses can take this opportunity to gain brand visibility and global recognition, which is currently one of the biggest challenge faced by businesses looking to go global. Why do your clients prefer N R Doshi & Partners as a professional services provider? Our services are a product of the expertise of our people combined with delivery through the latest technologies. This has helped us to bring services that our clients need the most at a fair value. Our teams focus on high value added services and use technology to prototype them as a platform. We use these service platforms that are highly customizable to the needs of the clients while helping us to deliver them with ease. Could you share one such example? Our clients usually inquire about compliance with the local labour laws and more specifically employee end of service benefits. To assist them, we introduced a UAE Gratuity Calculator app on iOS and Android platform that businesses and its employees can use to easily compute their end of service benefits. What are your expansion and growth plans over the next couple of years? We believe that UAE would be a catalyst for growth in the Middle East region. We are actively supporting our client’s regional and global growth ambitions in collaboration with the DFK member firms within the Middle East and all across the world. We continuously enhance our services to reflect the changing needs of the clients. Clients use our gamut of audit, consulting, outsourcing and company incorporation services to bring greater productivity to their business. What is your vision for the company over the next 10 years? Our long term vision is to grow through building trusted relationships and sharing expertise. We strive to ensure that our clients value our professional judgement and find our services dependable. We also continuously learn and innovate thereby bringing global best practices that our clients can benchmark to. We believe by focusing on these core values, we would be able to establish strong platforms of growth for us and our clients in the years to come. ◆ 81

ADDING VALUE TO CUSTOMERS Nomadic Capital Limited’s Founder & CEO Stephanie Khouri and Ziad Ghosn, Co-founder and COO, talk to Calcus about understanding customer needs and offering value services. N omadic Capital is a company that thrives on passion and offering value to their customers. The company was established on a shared vision of paying close attention to people, understanding their needs and thereby improving the entire community. Talking about Nomadic Capital, Founder & CEO Stephanie Khouri elaborates: “Nomadic Capital came to life as a result of an unquenchable thirst for travel, innovation and creativity. Our team extends far beyond the doors of our office.  Our families and friends make up a large part of our team. We all fly around the world and come back home.  This is what Nomadic is based on, travelling and experiencing what the world has to offer, and then returning home to the GCC and bringing these ideas and concepts with us.” Nomadic Capital rests its laurels on actually understanding how people interact with their environments. The company’s wide array of products and services are based on their “close observations of people and market,” says Stephanie. Agreeing with her, Ziad Ghosn, Cofounder and COO Nomadic Capital adds: “Nomadic cannot be categorized by one idea, invention, or concept, rather a myriad of concepts that make life easier, more enjoyable, or simply a little bit nicer.  The passion driving this company is second to none.  Our team is immense and diverse; anyone with a thirst for travel and an eye for innovation is part of Nomadic.” Gearing to launch cutting-edge services, the company plans to offer a mobile app, elevating people’s engagement in Dubai. “Our main focus at the moment is the Automat, an on the go food option we found in Amsterdam and brought back with us. We are now the sole distributors of the Automat within the GCC and have customized this brilliant machine to suit the needs of the region.  Delicious, healthy, and filling, food is now as easy and quick to get a hold of as a bottle of 82 water or chewing gum.  The Automat is a temperature-controlled food-dispensing machine with a fully dedicated team supplying fresh food to the machine, which is then purchased by the consumer.  Let go of your previous definition of “vending machine”, and please welcome the Automat,” Stephanie revealed. Gourmet meals on the go, the Automat enables consumers to use multiple payment methods at their convenience. The machine allows all F&B outlets to increase their reach throughout the UAE with minimal expenses; it is also time efficient and will allow consumers to cut on waiting time. Taking pride in the company’s achievements, Ziad explains: “We also have a marketing arm, Republique, an independent agency which was nominated in the best independent agency of year 2015 category at the Dubai Lynx.” Adding he said: “To us, success means adding value to people’s life and, consequently, improving the community. You don’t have to make a big splash to be successful. Over the years, we’ve made small yet significant contributions to the Dubai community which has allowed us to start making bigger ones.” Highly optimistic about the UAE’s future, Stephanie applauds the country and its leadership for promoting innovation for the benefit of its people. And with the Expo 2020, the country’s population – she believes – will have numerous opportunities to evolve in a more dynamic society. “We have a couple of plans for the next few years. Considering what our business is, it would be premature, and not true to our ethos, to have one mode of operations, which we expect to implement ‘as is’. Suffice to say that over the next few years, we expect to touch many more people’s lives whether in Dubai alone, in the UAE, or across the region,” she says. Concluding both Stephanie and Ziad agree: “Over the next ten years, our vision is to become a trusted provider of innovative services to communities across Ziad Ghosn - Co Founder and CEO. Stephanie Khouri - Founder. the Middle East. While our hub will always be in Dubai, we will have satellite offices in other key cities, with teams identifying specific, relevant offerings that benefit communities.” ◆

ROCHE DIAGNOSTICS BRINGS THE POWER OF KNOWING – the value of diagnostics in healthcare F or healthcare providers to deliver the most optimized care to patients, diagnostics are becoming increasingly important. With quality tools for diagnosis, clinicians can have access to accurate and reliable results in the right time; this equips them with the knowledge and resources to make the correct diagnosis, implement the best treatment, and prevent disease progression by predicting the care needed for the best patient outcome. The value of diagnostics lies in having the right information available, which is why Roche Diagnostics believes in “The Power of Knowing”– a term that defines the value diagnostics bring to our health. Diagnostics are more than just a precursor to treatment; they are about intervention. The Power of Knowing allows healthcare professionals to manage disease and deliver patient care. As such, it is of paramount importance that the diagnostic tools used are reliable and accurate. Roche Diagnostics is committed to building successful partnerships with laboratories, to provide fast and reliable results needed for life-changing decisions. The broad range of tests offered by Roche Diagnostics, together with their pioneering technologies, contributes to a new phase of sustainable healthcare in disease prevention and management. This involves the integration of multiple areas – prevention, prediction and treatment, which can be seen in Roche’s broad range of solutions in areas such as oncology and women’s health. While cervical cancer is the second most common cancer in women between the age of 15 and 44 years, it can be prevented with early detection to improve patient outcomes. The average 5-year survival rate is estimated to be 90% for cervical cancer2, demonstrating the value of early detection. Roche’s human papillomavirus (HPV) test gives clinicians the Power of Knowing whether their patient is at risk of developing cervical cancer in order to proceed with the best preventative measures. The test ultimately saves lives by protecting women from the unnecessary burden of cancer and related treatments later on in life. Similarly, breast cancer is another common cancer in women worldwide, according to the World Health Organization (WHO). Approximately 15 –25% of breast cancers cases are positive for human epidermal growth factor 2 (HER2)3. With early detection, the average 5-year survival rate is estimated to be 89% for breast cancer4. Roche Diagnostic’s tests that allow early detection of HER2 can eliminate treatment trial and error as well as save time and costs. With our personalised healthcare test cancer clinicians can better stratify their patients, depending on their diagnosis, into the best treatment decision, eliminating trial and error and saving time, costs, and most importantly, lives. Early detection and diagnosis is also important in pre-eclampsia, which occurs in 3–5% of pregnancies during the second half of gestation5. It is usually difficult to diagnose due to variable features and unspecific symptoms, but with the test to detect soluble form of vascular endothelial growth factor receptor and placental growth factor (sFlt-1/PlFG), clinicians can predict the risk of complications at birth. Subsequent administration of special care and monitoring can then protect the health and safety of the mother and child. Roche Diagnostics is investing in pushing the boundaries through innovation so that the development of products and solutions that help predict and prevent disease can be consistently delivered. Through the Power of Knowing, healthcare professionals can make the right decisions for their patients at the right time. Roche Diagnostics offers the industry’s broadest range of tests and pioneering technologies, the solutions can give an accurate diagnosis, detect risk of disease, predict how disease may progress, and enable the right treatment decision to be made at the first opportunity. ◆ REFERENCES 1: World Health Organization. 1 in 100 women in Europe will develop cervical cancer. Available online: http://www.euro.who.int/en/what-we-do/healthtopics/noncommunicable-diseases/cancer/news/ news/2013/04/1-in-100-women-in-europe-will-developcervical-cancer 2: A, Ward EM, Center MM, Hao Y, Siegel RL, Thun MJ. Global Cancer Facts & Figures 2007. Atlanta, GA: American Cancer Society, 2007 3: WebMD, Breast Cancer Health Centre. Last accessed March 2014 at ttp://www.webmd.com/breast-cancer/ breast-cancer-types-er-positive-her2-positive 4: National Cancer Institute. SEER Cancer Statistics Review 1975-2010. Last accessed March 2014 at http://seer.cancer.gov/csr/1975_2010/results_merged/ topic_survival.pdf 5: Roberts, J. M., & Cooper, D. W. (2001). Pathogenesis and genetics of pre-eclampsia. The Lancet, 357, 53-56. 83

JOHNSON & JOHNSON Diabetes Solutions Companies’ vision is to create a world without limits for people with diabetes David Jimenez, General Manager-Middle East, Africa and Turkey at Johnson & Johnson Diabetes Solutions Companies, says innovation is crucial in tackling the disease. A s obesity reaches epidemic proportions worldwide, so too does the prevalence of chronic diseases such as diabetes. In the Middle East and North Africa (MENA) region, diabetes has become an even greater health concern for governments, healthcare professionals (HCPs) and pharmaceutical companies, according to David Jimenez, General Manager-Middle East, Africa and Turkey at Johnson & Johnson Diabetes Solutions Companies. Indeed, 2013 data from the International Diabetes Federation (IDF) projected that the number of people affected with diabetes in the MENA region stands at about 34.6 million – a figure that is set to nearly double to 67.9 million by 2035.* What is more alarming is the fact that three of the world’s top 10 countries with the highest prevalence (%) of diabetes are in the Middle East and North Africa Region. The Region has the highest comparative prevalence of diabetes (10.9%). Rapid economic development coupled with ageing populations has resulted in a dramatic increase in the prevalence of type 2 diabetes.* As a result, tackling the regional issue of diabetes involves a concerted effort among various stakeholders, said Jimenez. “MENA is a region that has a young and rapidly expanding population, nearly one in five people living in the Middle East and North Africa (MENA) region is between the ages of 15 and 24. In addition, it has a fast-growing economy that, unfortunately, impacts the people’s lifestyle habits,” he said. COLLABORATION IS KEY Employees of the Johnson & Johnson Family of Companies work with partners in health care to touch the lives of over a billion people every day, throughout the world. 84 Lifescan and Animas are part of the Johnson & Johnson Diabetes Solutions Companies that keeps its fingers on the pulse of diabetes care in the region by operating in 24 countries across Middle East and Africa. “At Johnson & Johnson Diabetes Solutions Companies, our efforts are focused on patient-centered diabetes care. We create an integrated diabetes lifecycle management strategy spanning prevention, diagnosis and management,” he added. “And this can only be done by building a strong and long-term partnership with governmental authorities, HCPs, pharmacist and nurses. We call this the Triangle of Care, where we always place patients at the centre of everything we do.” “No one can address the issue of diabetes alone,” said Jimenez. “Collaboration is the only solution to improving diabetes health outcomes. Currently, one of the biggest challenges facing everyone is prevention and this can be solved by educating people on how certain lifestyle changes – eating and exercise habits, for example – can delay the onset of Type 2 diabetes.” Taking an innovative approach to raising awareness is also a major focus for the company. Last year, Johnson & Johnson Diabetes Solution Companies launched an initiative called Step Up for Life: Sing for World Diabetes Day, a campaign that invited participants from across the MENA region to sing a song as a pledge to help loved ones fight diabetes. The programme received over 2,000 video song pledges, which were collated into a music video and attracted over 2 million views on YouTube. A LIFE WITHOUT LIMITS Education has played a major role in helping patients and their caregivers, once they have been diagnosed with diabetes, to effectively manage their disease and help them live a life without limits. “This is our vision as a company, to improve patients’ quality of life so they don’t feel constrained by their condition. We want them to know that although diabetes is a lifelong medical condition, it is definitely not a life sentence, and with proper care, it is very much possible for them to live a happy, active and productive life,” Jimenez said. The Spanish general manager, who has been with Johnson & Johnson for more than 15 years, in Europe, US and now in Middle East, added that having innovative solutions to encourage patients to regularly check their blood sugar level is a crucial component to managing diabetes care. LifeScan is committed to improving the quality of life for people with diabetes. That is why we offer a range of blood glucose monitoring products and Customer Care services to meet these different needs more closely. In the Middle East and Africa many thousands of people with diabetes depend on OneTouch® products for simple testing and accurate results. OneTouch® products are very easy to use, reliable and accurate, making life easier when it comes to blood glucose monitoring. “The OneTouch® products are userfriendly and visually attractive devices for patients with diabetes. They provide accurate measurements of blood sugar levels. The latest OneTouch® devices that have recently been launched in the MENA region, including OneTouch Verio® and OneTouch Select Plus, The OneTouch Verio® meter is the first meter with automatic colour-coding.” In addition, Over 90% of patients said “It’s easy to use and makes results simple to understand.”

David Jimenez, General Manager-Middle East, Africa and Turkey at Johnson & Johnson. Nearly 100% of patients agreed that the OneTouch Verio® meter made it clear when you need to take action. INNOVATION ALSO ADDRESS BARRIERS FOR TESTING Juvenile diabetes is also a prime concern for Johnson & Johnson Diabetes Solutions Companies, said Jimenez, which is why a specific programme has been developed to address fear of needles among young patients. “We look at the whole ecosystem surrounding the patients and the family is one of them. So it is very important to raise awareness among them and help them understand that while it is important to regularly check their children’s blood sugar levels, there are more comfortable and less painful ways of doing this,” he added. Jimenez further explained that Johnson & Johnson’s Diabetes Solutions Companies have developed the OneTouch Delica® Lancing System, which is designed for comfortable testing. “Again, it is about looking at innovative ways of encouraging patients to manage their condition by making the procedure as comfortable as possible,” he said. JOHNSON & JOHNSON DIABETES INSTITUTE (JJDI) Johnson & Johnson Diabetes Solution Companies take a long-term view of its role in diabetes care in the Middle East and Africa, said Jimenez. “One of the key areas of concern is preparing a plan on how we can best support various stakeholders address the challenges.” Part of this long-term vision is the creation of a learning institute called Johnson & Johnson Diabetes Institute, which provides advanced training in diabetes care for health care professionals. It is a unique training programme designed to improve care management for people living with diabetes by offering training through in-person courses, as well as through digital offerings or webinars. The Johnson & Johnson Diabetes Institute is being offered across the MENA region. The institute has partnered with different governmental entities in the MENA region and this year, about 500 health care professionals will be trained in different modules by some of the leading medical experts in the region, including consultant endocrinologists and diabetes educators. “Through this initiative, we aim to provide the comprehensive educational tools needed to better care for patients with diabetes,” said Jimenez. ◆ 85

Afri Ventures UNLOCKS AFRICA’S ECONOMIC POTENTIAL Siva Subramanian, Group Managing Director / CEO (Chartered Accountant, Alumni of Wharton, University of Pennsylvania), of Afri Ventures said the company's investments continue to touch lives across the continent. W ith Africa’s abundant natural resources, fast-growing economy and rapidly expanding population, it comes as no surprise why Afri Ventures is upbeat about the continent. But the company is also helping to transform the African society, said Siva Subramanian, Group Managing Director/CEO of Afri Ventures, a supply chain and distribution company. “As a value-driven organisation, we have always believed in improving the quality of life of the communities we work with. The decision to work in a specific sector is determined by the impact it has on society,” he said. As a result, the company, which is a subsidiary of Singapore-based Kewalram Chanrai Group, focuses on five verticals that are significant to Africa and its people. These sectors are agriculture and agronomy, food and feeds, healthcare, automobiles, as well as tyres and accessories. “The Group has been present in Africa for over a century and is convinced about the potential of these markets, especially when one takes into account the fact that Africa has a population of about 1 billion with a GDP of over US$2 trillion,” Subramanian explained. KEY GROWTH SECTORS Kewalram Chanrai Group, a 155-year-old global enterprise with operations in six continents, established Afri Ventures in 2006 to develop, consolidate and expand the organisation’s operations in Africa. In the field of agriculture and agro allied, Afri Ventures provides total farming solutions by supplying high-yield planting seeds, crop protection chemicals, fertilisers, tractors and farm implements. It also procures, processes and distributes agro commodities. The company also has its own production facilities for edible oil and tomato paste, while also offering various packaged consumer foods. 86 Siva Subramanian, Group Managing Director/CEO. “Healthcare is one of our main areas of focus. Afri Ventures provides affordable healthcare solutions sourced from globally established pharmaceutical companies to African markets. In addition, the Kewalram Chanrai Foundation (KCF) owns and operates two hospitals in Nigeria,” said the CEO. The firm also represents globally recognised automobile manufacturers such as Mitsubishi, Isuzu, Chevrolet (GM), Foton, Chery and JMC by offering sales and after-sales support to African customers. It likewise distributes premium tyre brands such as Bridgestone, Firestone and value brands such as Sailun, Nexen and Tanza. In the accessories segment, it represents Valvoline and NGK. MORE INVESTMENTS Afri Ventures has presence in Nigeria, Benin, Ghana, Cameroon, Chad and Ivory Coast in West Africa; Kenya and Tanzania in East Africa; as well as Malawi, Mozambique and South Africa in Southern Africa. Because of its strong business leadership and contribution in empowering African farmers, it was awarded the Agriculture Leadership Award in 2013 by the Agriculture Today magazine. “We chose Dubai as our regional hub due to excellent infrastructure to support supply chain, banking and finance operations. Dubai also offers good connectivity not only to Africa, but also to all our supply sources spanning from the Far East, CSS, Europe and South Asia,” said Subramanian. Over the past years, Afri Ventures has recorded a compound annual growth rate of more than 23%. And despite the threat of the recent oil price slump, the company is eyeing the continued expansion of its product base, and plans to enter new territories in order to keep the growth momentum going. “We are contemplating many new investments such as setting up manufacturing facilities for processing food and feeds, an auto assembly facility in Nigeria, etc. We are also working on several new joint venture initiatives. Because of our deep understanding of the region, we can serve as a dependable partner to any global company looking to enter the African markets,” the CEO confirmed. ◆

Al Ghurair Iron and Steel: SKY IS THE LIMIT Al Ghurair Iron and Steel CEO, Abu Bucker Husain talks to Calcus about how they have taken the real estate and the construction industry by storm. W hat is the reasoning behind a Dubai based group like Al Ghurair Group choosing Abu Dhabi as the location for setting up Al Ghurair Iron & Steel (AGIS)? The Industrial City of Abu Dhabi (ICAD) not only provided land, but also utilities such as electricity, water and gas. The electricity costs in Abu Dhabi were economically more attractive compared to Dubai. The ICAD Authorities Zones Corp were providing a “one-stop-shop” for all the requirements of investors in ICAD, thereby saving us the troubles of coordinating with multiple agencies. It is also almost equidistance from the ports of Abu Dhabi and Jebel Ali with lesser traffic congestion compared to Dubai. What are your core areas of expertise and your main offerings? What we produce and supply is Hot Dipped Galvanized Coils and Sheets that is Steel sheet coated with zinc to protect it from rust and corrosion. Our products are mainly used in air condition ducting, cable trays, cold-formed sections, and expanded mesh and for purlins in Pre-Engineered Buildings. We differentiate ourselves from competition in three ways: ■ Our Superior Product ■ Operational Efficiency ■ Customer relationship Our products are of superior quality because of the high quality raw material suppliers we work with. Most of our raw materials come from Nippon Steel & Sumitomo Metal Corporation, which is the best in terms of quality. Since we are a local producer, our production and delivery cycles are much more efficient, which helps our customers in terms of shorter lead time, quicker delivery, smaller sized orders, flexibility and convenience of local payment options. Lastly, we treat our customers as our partners. We value long term relationships with them and that is the reason we provide our customers with solutions and not just supplies. Most of our customers have been with us ever since our inception. Comment on the Middle Eastern Market and by extension the UAE as far as your sector is concerned?  Our business is directly dependent on the Real Estate and Construction Markets in the Middle East, especially GCC. The two main economies in GCC i.e. KSA and UAE make up for 80% of our business. The region is highly dependent on Oil Revenues; so far we have not seen major cutbacks in government and infrastructure spending despite the low oil prices. With over $2.5 trillion in foreign reserves and low current debt levels, the GCC markets have, so far, been able to maintain expenditure largely at previous levels. If the oil prices continue to be depressed for extended periods of time and if the projects are scaled down, that could have adverse effect on the overall business sentiments in the region. Do you think the Expo 2020 has or will have an impact on your business and how? Definitely Expo 2020 is, and will be a major boost for all businesses in the region, especially UAE. The amount of construction that will take place will boost the demand for building material in the country. Our product is usually used at the tail end of any project, so a direct benefit for us will be seen towards the completion stage of the Expo 2020 projects. What competitive edge do you have over your competitors and what are the significant challenges you faced over the past few years? Our biggest strength is our quality. It is precisely for this reason that we have a Joint Venture with a global steel conglomerate like Nippon Steel & Sumitomo Metal Corporation, so as to have access to superior quality raw material at a competitive price. Further, since Al Ghurair Iron and Steel CEO, Abu Bucker Husain. 80% of our sale is within GCC, we provide local truck delivery and all the benefit of a local supplier to our customers. The biggest challenge we continue to face are the Mills from India and China who dump their lowcost products in this region because of no protection, either on price or on quality, and all the incentives and rebates they enjoy from their governments. What are your expansion and growth plans over the next couple of years? We are currently in the process and doubling our capacity by adding a new Galvanizing Line in our complex. This will be completed in 2Q16 and that will increase our production capacity to 400,000 tons per year. What is your vision for the company over the next 10 years? Our corporate vision is to be the leader in Galvanized Flat Products in the MENA Region. We want to be dedicated to the highest Product Quality and Customer Service, and commit to top Industrial Safety & Environment standards. ◆ Al Ghurair Iron and Steel: • 425 employees, set to hire 130 over 2016 • AED750 million in annual sales • Current capacity at 200,000 tons per annum • Post-expansion capacity target of 400,000 tons per annum in 2016 87

REGIONAL POWERHOUSE Yasser Yacoub, Managing Director of Ewan Architectural and Engineering Consultancy talks to Calcus about how customer satisfaction has helped them expand drastically over the years. E wan Architectural and Engineering Consultancy started in 2003 in Abu Dhabi as a branch of Gulf House Engineering in Bahrain. At that time, many high profile clients operating in the UAE who admired our designs wished our company to have a permanent presence in the UAE. Starting in Bahrain in 1990, the company grew from a staff of 6 to its present size of 300 architects and engineers with projects spanning several countries in the region.  Ewan’s areas of expertise are primarily architecture and master planning. It is supported in this endeavor internally with structural, electrical, HVAC, mechanical, interior and landscape design and supervision. Ewan has been commissioned to design and supervise palaces, multi-story buildings, mosques, hospitals, universities, traditional urban revival, government, and master planning projects.  Many of our clients have sought Ewan for a number of factors. Our creativity and unique interpretation in architecture has been our primary attraction. Also, our ability to translate our culture and local architectural language into a cohesive modern design, our focus and attention on our clients from the top of our organization to the bottom also gives our clients the unique experience of our relentless service. Ewan will continue in the future, as in the past, to provide its truly personal and creative touch to its clients. Designs that are a marvelous fusion of the MiddleEastern gulf traditional architecture with the contemporary. We shall continue to contribute to a sustainable development in the UAE that embraces all that is UAE and celebrates it. Our aim is to provide our clients with all the services to achieve their dreams and aims; partnering with them to transform their visions into spectacular realities.◆ EWAN ARCHITECTURAL & ENGINEERING CONSULTANCY Abu Dhabi Mall East Tower, 4th Floor P.O. Box 8179, Abu Dhabi, United Arab Emirates Telephone: +971 2 644 4409 Fax: +971 2 644 8880 Email: Info@ewan.ae 88 Yasser Yacoub, Managing Director of Ewan Architectural and Engineering Consultancy.

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Better Care is now Closer to your Heart Hospital Clinics - Dubai Media City American Hospital Clinics DubaiAmerican Media City The new American Hospital Clinics based in Dubai Media City offers Location Map am Street Abdullah Tary Dubai Pearl and children, with Western board certified specialists for patients in Dubai Media City the nearby residential areas as well as access to the American Hospital DMC Dubai’s full range of specialty services and diagnostics at the main hospital campus. The American Hospital’s new Dubai Media City Clinics is based on the Dubai Media City Business Central Towers ground floor of the Business Central Towers, Sheikh Zayed Road. Hessa Street close and convenient access to high quality primary care for adults Al Sof DU Gloria Bldg. Hotel From Sheikh Zayed Road From Abu Dhabi Dubai Internet City Metro Station Saturday - Thursday Primary Care Clinic 9:00 am - 9:00 pm Pediatrics Clinic 9:00 am - 6:00 pm Coordinates 25°06'02.3"N 55°10'10.7"E For appointments, please call +971 4 377 5500 or visit www.ahdubai.com American Hospital Clinics accepts most major health insurance plans, please call (+971) 800 5500 Al Bar This map is approximate an MOH GS36487 Clinic Timings Tecom The Greens From Al Khail Road Emirates Golf Glub 91

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