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Policy Brief
Reference Guide for PublicPrivate Partnerships in Abu Dhabi
January 2016Issue 03-18122015
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Reference Guide for Public Private Partnerships in Abu Dhabi
January 20162
Policy Brief
ContentsContext and importance of the problem 3
Critique of policy options 5
Policy recommendations 6 Appendix “Value for money” as a conceptto assess P3 feasibility 7
Case studies 7
Cover image: IHS/Shutterstock/Mezzotint
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Abu Dhabi Chamber of Commerce & Industry,
P.O. Box 662, Abu Dhabi, U.A.E.
Ohan S Balian, Ph.D.
Chief Economist – Abu Dhabi Chamber
of Commerce & Industry
o.balian@adcci.gov.ae
www.abudhabichamber.ae
+971 2 617 7470
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Executive summary At rst glance, public-private partnerships (P3s) are
a smart way for governments to hit several birds
with one stone: support innovative technologies and
increase efciency, foster the private-sector role
and overcome market entry barriers, and nally—
and by no means least of all—help governments to
overcome scal constraints. Having been conceived
in its modern form several decades ago, P3s have
therefore attracted attention from Middle Eastern
governments in recent years. The recent past
signals that they are not as straightforward to
implement as many had hoped. In fact, P3s are
not particularly good at saving scal expenses, but
can potentially play a role in promoting the private
sector. This can be especially true in the context of
the resource-rich Middle Eastern economies with a
dominant public sector that has latent antagonism
toward the private sector over level playing elds
and market entry barriers. A set of key rules,
which are explained in the policy brief, is critically
important for successful P3s, though. These
include a strong legal framework, pragmatism,
and exibility on both sides and the critical and
honest assessment of the economic and nancial
feasibility of a P3 format relative to other formats
and ownership structures.
Context and importance of theproblemP3s have attracted particular attention as a policy
tool in Abu Dhabi recently. They are regarded
as potent instruments to nurture private-sector
participation and overcome potential nancing
shortages. However, to forestall potential policyfailure, it is important to take key rules about the
implementation and execution of P3s into account.
This policy brief explains the historical and regional
context and the key rules to follow for a successful
P3 project.
P3s as vehicles for large-scale projects tend to have
their own business cycles. There have been recent
“boom” times, but also times of “stagnation” or even
“recession.” Likewise, proponents of the idea have
sometimes been overoptimistic, while skeptics
dismissed the idea as too complex or even as a
waste of public resources for private gain.
The concept has been particularly attractive for
governments that have sought additional resourcesto develop large-scale projects with long lead times
or long amortization periods. Often, the concept has
also been thought of as a tool to nurture private-
sector activities in areas public-sector players
usually dominated.
At least three factors have contributed to the rise of
P3s for public infrastructure and facilities, especially
since the 1980s, as alternatives for project delivery
and nance:
• Liberalization and privatization of public services
with the ostensible goal of increasing efciency
Partnerships or joint ventures between governmentsin the Abu Dhabi and private sector companies havea long history
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in asset management and service delivery by
applying market mechanisms;
• The lack of up-front public funding for capital
construction and renovation; and
• Demand by pension funds and other nancial
management companies for long-term, income-
generating investments.
For the Middle East region and Abu Dhabi,
the concept of P3s is relatively new. However,
partnerships or joint ventures between governments
in the Middle East and private-sector companies have
a long history with regard to oil and gas production; in
fact, the emergence of the industry in the countries of
the Gulf Cooperation Council (GCC) was founded on
a partnership between governments and the private
sector. Outside oil and gas, though, the complex
legal framework, which is needed for P3s, combined
with prevailing budget surpluses did not entice
policymakers to more openly embrace P3s.
The desire to diversify economies away from
natural resources has changed the situation. Closer
cooperation between the public and the private
sector has been driven by two key motivating factors.
First, P3s can introduce products, processes,
technologies, and innovation through private-sector
participation, which the public sector alone wouldnot be capable of introducing and administering.
Second, P3s can be a smart approach to overcome
antagonism between potential competitors from the
public sector on the one hand and the private sector
on the other. With that, P3s can support not only
private-sector participation in the economy, but also
help to diversify the economy.
Moreover, with hydrocarbon revenues dwindling,
GCC governments have been incentivized to look for
alternative ways to nance projects and share risks.
Their interest has accelerated legislation processes
in several countries, such as Kuwait, Qatar, Oman,
and the emirate of Dubai, to either upgrade existing
rules or devise legal systems to govern P3s.
Agencies to administer P3s have been created.
The government usually identies and denes
requirements for infrastructure, while the private
sector’s role focuses on turning ideas and plans into
reality. This has been the case for centuries. In that
broadest sense, nearly all government infrastructure
and facilities construction projects could be labelled
as P3s. P3s in a modern sense, though, expand theprivate sector’s role beyond the mere execution of
a project. P3s tilt the balance in terms of ownership,
risk-taking, and nancing toward the private sector.
A narrower and more practicable denition of P3s
(according to the World Bank) is the following:
“A long term contractual arrangement between a
public entity or authority and a private entity for
providing a public asset or service in which the
private party bears signicant risk and management
responsibility.”
P3s can be controversial in that they may involve
private-sector provision of services considered by
some to be public goods. In other words, citizens
are often outraged that goods or services, whose
provision is regarded as (nearly) universally
available, are provided by private-sector players,
with prices based on prot maximization rather than
the ability to pay or the needs of the consumersusing those goods or services.
Many of these issues can be overcome, however,
by developing P3s that align the objectives of
the public sector, private owners and operators,
stakeholders, and nanciers. This alignment
involves implementing the right P3 procurement,
contract, project delivery, funding, and nance
strategies to t the requirements of a given project.
Desire to diversify economies away from naturalresources
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Critique of policy optionsSimply, P3s facilitate a more efcient way to plan,
nance, and execute projects in some areas,
especially in the infrastructure segment, where the
government lacks the ability to pick the most efcient
technology and to carry out the project at least cost,
as well as the ability or willingness to take all risk on
its shoulders. P3s thus offer an important tool for
Abu Dhabi’s public agencies and authorities charged
with delivering public assets and services.
A 2008 US Government Accountability Ofce
study outlined in detail the various advantages
and detractors or trade-offs of employing P3s for
infrastructure investment. From the private sector’s
perspective, P3s can generate long-term, stable,
and potentially high returns on investment.
From the public sector’s perspective, key advantages
and trade-offs are highlighted in Table 1.
A good P3 program will align the private entity’s
market-driven goals and objectives to maximize
the advantages and minimize trade-offs towards
the public goals and objectives. The public goals
and objectives of a given project or service will
vary. Fortunately, there is a wide range of P3
types that varies based on the amount of rights,
risks, and responsibilities transferred to the private
partner. Table 2 illustrates this range of methods in
approximate increasing order of scope transferred
to the private entity.
Several key elements must be considered in
structuring the optimal P3 for a given project:
•Integration: Generally speaking, integratingmore tasks in a P3 provides the private entity with
nancial incentives for life-cycle-cost minimization.
The public-sector yields greater control over the
asset or service to achieve these savings.
• Finance and funding sources: More private
participation in nance and the securing of
funding more directly from users (e.g., tolls
and user fees) inject greater market discipline
in investment decision-making and operating
efciencies.
• Risk: There are numerous risks in the
development and operation of a public asset
or service*4. Many are more easily controlled
by either the public or private party. For some
risks, such as various types of risk related to
commercial performance, control will be less
clear or fragmented and should be factored into
the optimal P3 structure.
Table 1
Advantages Trade-offs and related chal lenge for policymakers
A source of up-front nance for new construction or monetizat ion of
existing assets to nance improvements
Potentially higher costs and price charges to government, users, and
the public depending on market conditions and contract design—
Transfer of various types of risks whose costs can be better managed
by the private sector
Loss of public control over an asset or service for a period of time—
establish legal system that governs
Injecting a more entrepreneurial spirit, such as openness for new
technologies and innovation, in project and life-cycle management
Transfers of risks whose nature is unclear at the point of decision-
making—nding the right balance for sharing risks and rewards from
changing circumstances, market conditions, and technologies.
Improving asset efciency and investment decision-making by
introducing market mechanisms (e.g., introducing pricing)
Potential abuse of market power, equity, and coordination of public and
private objectives—establish rules to ensure quality of service
Sources: IHS and US Government Accountability Ofce (GAO), 2008; the latter’s report on highway P3s offers a detailed assessment of the benets and trade-offs:http://www.gao.gov/asset s/280/272041.pdf © 2016 IHS
Controversies on P3s need to be addressed head-
on and in a smart way
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Policy recommendationsThe following ve general policy recommendations
can be distilled:
• P3 should be part of Abu Dhabi’s development
toolbox.
•P3s serve project success as to better execute,save costs, and share risks with private-sector
players, but not under all circumstances.
• P3s should not be used with the (sole) purpose of
nding alternative funding for projects initiated by
the government.
• P3s should also not be used for the (sole)
purpose of nurturing private-sector activities and
entrepreneurship.
• Successful P3s require a careful and politically
smart selection of suitable projects, “buy-in,” and
“ownership” of the project on behalf of key public-
and private-sector stakeholders.
The rst steps toward a successful P3
framework include creating the authority for P3s
and developing internal expertise to identify
opportunities and tender, negotiate, and manage
the projects. From a more practical perspective,
the Brookings Institution has analyzed nine factors
leading to successful P3 programs*5:
• Create a strong legal framework at the state (or
appropriate national or metropolitan) level
• Prioritize projects based on quantiable public goals
• Pick politically smart projects
• Understand what the private sector needs
• Find the right revenue stream
• Create a clear and transparent process
• Build an empowered team (i.e., with the skills
and expertise to competently procure and
administer P3s)
Table 2P3 method Financing Funding Features and variants
Operations & Maintenance (O&M) Government Fixed fee • Can have performance payments and
bonuses
Design-Build (DB) Government Fixed fee • Shifts design & construction risk
• Design-build with warranty shifts risks into
operations phase
• Construction Manager at Risk is a variant
between DB and traditional procurement
Design-Build-Operate-Maintain
(DBOM)
Government Typically, availability and/or
performance payments
• Shifts operating risks to support life-cycle
cost management
• Other variants: Build-Operate-Transfer
(BOT) and Build-Transfer-Operate (BTO)
• Can shift some commercial risk by tying
funding to user fees
Design-Build-Finance-Operate-
Maintain (DBFOM)
Public, Private, or Mixed User fees (direct or subsidized),
availability, and/ or performance
payments
• User-fee and demand-based subsidies (e.g.,
“shadow tolls”) shift some or all commercial
risk
• Design-Build-Finance (DBF) is a variant
shifting nance risk but not long-term O&M
Concession/ Long-Term Lease Private User fees (typically direct) • Private partner essentially assumes
temporary ownership of the asset
• User-fee remuneration shifts signicantcommercial risks to the private sector
Sources: US Department of Transportation*1, US Transportation Research Board*2, Barchan Foundation*3 © 2016 IHS
What happens if…? is an important question to ask
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• Actively engage with stakeholders
• Monitor and learn from the partnership
Not all policy recommendations that apply to
modern Western economies apply in the same
way to resource-rich Middle Eastern economies.
Circumstances, the role of the public sector, and
the relationship between the public and the private
sector are certainly different in several aspects.
Therefore, and since governments in GCC countries,
and Abu Dhabi in particular, are looking for ways topromote private-sector activity, P3s offer a viable
way to accomplish that in the special circumstances
of the region. Still, promoting private-sector activity
cannot be the sole purpose; P3s should also be
nancially and economically more attractive than
other options. A critical and honest assessment
of the P3 option relative to other options should
therefore be part of the decision-making process.
Appendix
“Value for money” as a conceptto assess P3 feasibility At the P3 project level, Value for Money (VfM) is a
key concept and analytical framework. Her Majesty’s
Treasury (HMT) has rigorously employed this concept
and analytical tool as part of the United Kingdom’s
extensive Private Finance Initiative (PFI). HMT
denes VfM as “the optimum combination of whole-
of-life costs and quality (or tness for purpose) of the
good or service to meet the user’s requirement.” VfMis generally calculated by the sponsoring agency (or
specialized P3 unit) by estimating the whole-life costs
of a project under a P3 method and comparing these
with estimates for the public sector (referred to as
the “Public Sector Comparator,” or PSC). A project
estimated to offer savings over the PSC suggests a
potentially viable P3*6.
Case studiesSuccessful large-scale P3 projects in the GCC
and the broader Middle East region are relatively
rare. One landmark project has been the Prince
Mohammad bin Abdulaziz International Airport in
Medina, Saudi Arabia. A Turkish-Saudi consortium
carried out the project on time (by June 2015) and
within budget constraints.
Other projects, such as the Mafraq Ghuweifat
Highway in Abu Dhabi or the Abu Dhabi AirportMideld Terminal Complex, were originally conceived
on a P3 basis, but were turned later into a more
traditional form related to engineering, procurement,
and construction (EPC) contracts, which usually
focus on the construction phase of the project and
do not include long-term services and operational
costs covering the entire life cycle of a project.
There are numerous examples of P3s throughout
the world that have efciently delivered high-
quality projects, with numerous public benets and
reasonable returns to private investors.
Virginia Interstate 495 expresslanesOne example, which worked particularly well, was
the building of express lanes in the US state of
Virginia on the Washington, DC, beltway’s 14-mile
stretch between the I-95 interchange and the Dulles
access/toll road.
Alleviating trafc along this corridor in the traditional
manner by building new lanes would have been
expensive, politically toxic, and require the state to
relocate at least 350 private residences. After nearly
20 years of intermittent planning work, the Virginia
Department of Transportation (VDOT) received an
unsolicited proposal to create special dynamically
tolled lanes along the highway from Fluor Daniel, a
large private-sector construction rm.
The proposed high-occupancy/toll (HOT)
lanes would incorporate both new monitoring
technologies and advanced price-setting algorithms
‘Value for money’ as a concept to decide on whether
to use P3 or not
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that maximize trafc ow and revenue, while
reducing congestion. Tolls would vary depending
on real-time congestion conditions (i.e., drivers pay
higher tolls when the road is heavily congested, and
vice versa). Furthermore, they would not require
the expansion of the existing highway as the lanes
would be added to the center median.
VDOT maintains a dedicated internal P3 unit, the
Ofce of Transportation Public-Private Partnerships
(OTP3). Under the guidance of OTP3, Virginiawas able to develop a P3 with Fluor to launch the
managed-lane project in November 2012.
In this case, VDOT used its robust P3 process to
shift the planning and design risk of developing a
complex and creative trafc project to the private
sector, while gaining the ability to use a trafc
management model that was beyond its internal
expertise and technical capacity. Early on, revenue
from the HOT lanes has not met projections, but
because of the P3 structure, the state gained a
technologically advanced system that delivered a
50% increase in capacity along the corridor without
bearing the demand risk for revenue shortfalls.
(Content adapted from The Brookings Institution
publication “Private Capital, Public Good” edited by
Patrick Sabol and Robert Puentes, December 2014.
The pdf le can be found here: http://www.brookings.
edu/research/reports2/2014/12/17-infrastructure-
public-private-partnerships-sabol-puentes)
Sources consulted orrecommended•
*1 The US Department of Transportation’s Ofce
of Innovative Program Delivery has outlined the
various task combinations, which are generally
applicable to all types of P3 projects
(https://www.fhwa.dot.gov/ipd/p3/dened/)
•*2 The Transportation Research Board (TRB) of the
US National Academies has published detailed
analysis on the various types of P3s, and the rights,
responsibilities, and risks therein: http://onlinepubs.
trb.org/onlinepubs/nchrp/nchrp_syn_391.pdf
•*3 Researchers at MIT developed a two-
dimensional tool for conceptualizing the relative
degrees of public versus private responsibilities
integration and sources of nance and funding,
respectively. Summaries of this research and
international case studies can be found here:
http://www.barchanfoundation.com/
•*4 Infrastructure Australia provides a detailed guide
on the types of risk in infrastructure P3s http: //
infrastructureaustralia.gov.au/policy-publications/
public-private-partnerships/national-ppp-policy-guidelines.aspx
•*5 The Brookings Institution publication “Private
Capital, Public Good” outlines best practices,
and can be found here: http://www.brookings.
edu/research/reports2/2014/12/17-infrastructure-
public-private-partnerships-sabol-puentes
•*6 Her Majesty’s Treasury publishes guidance
for evaluating P3s and calculating VfM, such
as: (https://www.gov.uk/government/uploads/
system/uploads/attachment_data/le/252858/
vfm_assessmentguidance061006opt.pdf)
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(أو ا رض) ا أو ادت وء اة وودة
ل ن "لا ل ا" ب طت ادم". و
ارا
ن
وؤا
ا
اودة
أو
)ارا
وا
اة
دورة
ف
م
ل
ن
(واص
ام
اطن
ن
روع اذي دى طرق ارا ن اطن
ور ك ات ت اطع ام ام واص
اروع
.("(PSC)ام
اطع
رن
"م
إ
ر
ا
)
ر
"ام
اطع
رن
"ن
زد
درات
ور
م
ُ
اذي
إ ا طق ارا ن اطن ام واص *6.
دراست احة
ك درة روت ارا ن اطن ام
س
دول
او
طق
ح
رى
ا
واص
اون ا وط ارق اوط ل م. ون أرز
ازز
د
ن
د
ار
طر
روع
ن
اروت
ك
اروع
ذا
د
.دوا
را
دا
ودا
ُم وده ادد ن ل اد رت ر ودي
.زاو ةدد دو قط و (2015 وو )
ارا سأ لا ت ك روت أرى
اوت
-ارق
طرق
و
واص
ام
اطن
ن
ر أن ك اروت أ ظ أو اطر ادد
دا دو ق د إ د تو
دا زر ا (EPC) واءات وارت
ادى
دة
ادت
ل
و
اروع
اء
ر
واف ا ا ط دورة ة اروع ل.
ك ار ن ا ارا ن اطن ام
ك ارا ا ت ءة واص أء ام
ا
ن
ار
ق
دة
روت
م
ن
ا وادات او ارن ن اطع اص.
express 495" شروع احرات اسرة
جرف يف "lanes
ر
و
را
ارات
ء
ن
ا
ا
أد
د يراد قرط وو ا نطاو را
ورط ن روع I-95 interchangeوطرق 14
داس أو طرق اور روم داس.
ن
دا
رط
اطرق
ذا
ارور
زأ
ن
اخف
ا ر ط ا
ب
ود
را أ
ن
ددة
ات ر
ء
خل
350 ن ل ل نأ وا ن بطو
ت
طا
اخطط
أل
ن
ر
20 ود
.خ
ات ر
شء
طب
ق
دون
ر
ر
ال
ارة دإ
ارض
ذا
م و
اطرق
طول
روم
روض
خ
اخص. عط تا ء شإ رش و "ور دال" رش ن
(HOT)ارب
ددة
ارات
رات
د
ووف
دا
واورت
دا
ارا
ت
ن
را
دد ار ا زد ن ادق اروري وادات
"ا ل ال" ر و دد ادام ارات
ادا مد وأ صاو ما نطا ن
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2016 ين ي
مخص لسي سة
6
وت اسسة
:ا ا ا ا تو زرا ن
ب أن ون ارا ن اطن ام واص زءا•
.طور
ا
ظوأ
أدوات
و
ن
اخص ح• و ما نطا ن تارشا ب
رشو
اف
وور
ال
اذ
خل
ن
اشروع
ك ذ
أن
غر
اخص
اطع
ن
ا
ار
اخطر
.روف ظا
دث
ب أ م ادام ارات ن اطن ام واص•
ا تور د دراو دإ (دوأ) رض
.وا د
اخص• و ما نطا ن تا رشا مدخ أ أ ب
اخص وق ردة ال. عطا طشأ مد (دوأ ) رض
اخص أن م• و ما نطا ن ا تا رشا بط
ا ن ذ رطو ادا تورشا رخا
اشروع ن أب ""و "ءا رش" إ ب ا
اخص. و ما نطا ن نئرا ا
اطوات او و و إطر ل رات ن
اطن ام واص ل دد ا ا ك
ورض
ارص
دد
ادا
ارات
وطور
ارات
أر
ظور
ون
.رادإو
واوض
اروت
و إ يدؤ لاو زور ؤ ت
را رات ن اطن ام واص*5:
•وا ىو مر و ل رطإ و
(دا ىو وأ طوا ىوا وأ)
•
ا
ا
داف ا
ء
اشروت
ووأ
دد
•ا ا ن ذا تورا دد
•ا عطا تا م
إد ادر ا رادا•
•و او دإ
• ا تاراو تار يأ) ء رق د
وإدار ءة) ن ء رات اطن ام واص
•ا بأ ا را
• ةداو ارا ار
اجدول 2واص
ام
اطن
ن
ارا
رطواا
وارااوارد
ازات
(O&M) او تاوا مور•اد زاوو ت ك نو نأ ن
(DB) ل طر ام وا•روم اوام-اء
•ا ر إ رطا ل ن ءاو ما
•رط
ن
ر
و
"طر
ض را
اءات
در
"
دا ءارا رطو ام- اء
(DBOM)ا
-ال
-اء
-ادااوام
ن
أو
/و
اور
ن
غ
د
•ا
دورة
ف
إدارة
دم
ال
طر
ل
اول-• -ءا (BOT) اول -لشا -ءا :ىرخ أ تار
(BTO)ال
•ا
اوارد
رط
ل
ن
را
اطر
ض
ل
ن
روم ادم
ا -لا -لوا -ءا -ما
(DBFOM)
اطع اص اطع ام
ز وأ
(دُ وأ (رة روم ادم
غ ن اور و/أو ن اداء
( ل• م أس اطب ُا مدا وأ مدا مور
وأ را رطا ض ل ("لظا بار" ال
•اول
طر
ل
ر
و
(DBF)اول
-اء
-ام
( (O&Mطو ال او تا ل و
ال
طول
ار
/اازل
اطع
(ر
ل
د
)ادم
روم
• ؤا أ لش صخا عطا ن كرشا ضر
•خا عطا إ ر رطخ ل مدخا مور ضو
IHS ر
ظو
2016 م
وار
طا
وق
©3*
رن
ؤ
2*
را
ال
وث
س
1*
را
ال
وزارة
:ادر
رط ب م لاؤ ؟...اذإ ثد اذ
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وصنا بي
تجارة
فرغل
ظوح
©5حوق لطبع و لنشر لام 2016
اسسة
خرات
م
ل ارات ن اطن ام واص ط ن
وو ادام طر أر ءة طط اروت
ا ا عط و وذ ض ات
ءة
ار
ا
ار
ادرة
وا
د
ث
د ادرة أو ار ل ل عورا ذو
ن ارات ن اطن
م اطر . ون
ظوأ ا تاو توا رو صاو ما
.ا
وادت
اول
ور
ن
وؤا
را وا ء ب ن ةرد ارد ت
م 2008زات واوب اددة
أو اوئ ا ن وظف ارات ن اطن ام
اطع
ظور
ن
.ا
ا
ل
ر
واص
ن رات ن اطن ام واص أن اص
ل أن ون ذه ادات ُ و ورة دات طو ال
ر ار.
را
واوب
ازات
ون
ام
اطع
ظور
ن
.1
دول
وا وا
اوق لو دا صخا و ما نطا ن تا رشا جر
زدة اخص عط ا ن ارغأ و قوا فا د أ ن
.ارغأ و ما عطا فا د ا بوا لو ات زا
دخ وأ عورش ةددا ا ضارغا و فا د ا فخ فو
ات رشا عاوأ ن ةر و ك اظ نو .
اوق ء فخ ا صخا و ما نطا ن
اخص. عطا ن كرشا إ وا وؤاو اخطر و
اخد ر رب قرطا و و 2 دول
اخص. عط ا نا إ لوا قطا لو دا ز ر
ار
ء
ان
و
ب
ر
ر
دة
ك
:ن
روع
ال
ل
واص
ام
اطن
ن
•ارا ما ن را د ل اكل: ل م
طع
ا
ان
زود
واص
ام
اطن
ن
ل ف دورة اة. ورض زاو صا
ا ن اطرة ال أو اد ق ز ما عطا
ذه ادرات.
اول واوارد اة: ر اطع اص ل•
ن
ر
ل
ا
اوارد
ون
اول
أر
( ل ال: اف وروم ادم) ادن
را تارارا ذ ق قوا طا مد
.ا
واءات
اجدول 1
اوب وادت ذات ا ا وا اازات
دل
ة ر
أول
إ
ا
اول
ول
أو
اددة
ءات
م
ُ
ا
ول
در
دف ول ات
اوق
ظروف
او
وادن
وا
روم
ورض
أ
ف
وود
ا
— وم اد
— و ظم ون م اول أواع ن اطر ا ن إدارة ل أل ن ل اطع اص ز ةر تدا وأ لوا دأ ا ةرطا ناد
اح
:ال
ل
اة
دورة
وإدارة
اروت
إدارة
اردة
روح
زز
ت وارات ددة
ام
اوازن
إد
— ارار
اذ
ط
د
ر
ط
ون
ا
اطر
ول
واووت. وظروف اوق ر اطر وازات ر اظروف
و تآ رو ل ن را تارارا ذاو ن ءة اول
( ل ال: ور آ دد ار)
واق ن أداف اطن ام واص — ا قوو ا إءة ال وة اوق
و واد ن ودة ادت
:واوب
ازات
ن
اطرق
ل
واص
ام
اطن
ن
ارات
ن
را
وا
ء
ب
ن
ادر
ارر
ودم
2008 را
وا
ء
وب
IHS ر
اص
ءا
ب
:ادر
IHS ر ظو 2016 م راو طا قو © http://www.gao.gov/assets/280/272041.pdf
ب أو ادل ادار ن ارات ن اطن ام
ذ رط صاو
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شر كات
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مخص لسي سة
4
ون رأس ال• م ا ا ا دراوا ص
و
إو
ة ر ن ب• ر ا لا وط تارا بطا
.ا ةرادا تر ن رو تا قد
ةدد صاو ما نطا ن تارا ةر د
ذك
ن
ورم
.ظوأو
اوط
ارق
ط
را
اروت
أو
ارات
ن
وط
ر
ك
ن
صا عطا ترو طوا قرا توا ن
ا روظ ن ل إج اط واز. وا ار
ارا
أس
أ
ا
اون
س
دول
ن اوت واطع اص. ورج طق ل اط
ا و ا و ل م واز
وذك ظرا ق رات ن اطن ام واص
ارات
ك
اطوب
اد
وا
ال
طر
.ازا بوطا ضا ن
طا درا وا ن ا دت ا و غرا ت
زا ءا ر و نئ ر ن ك .فوا ر
ان نذ لو اخص. أ و ما نطا ن قوا نوا
ن اخص أ و ما نطا ن تا ر ش ا ن أ ل
رش ل ارات ن خ و وت وت ور ت
ن ه أ د و ما عطا رود نو ن ا خص ا عطا
ن تا ر ش ا نأ ل ر خ ا لا .رد و د
ب ذ ل نأ اخص ن و ما نطا
ن
ام
اطع
ن
ان
ان
ن
ئا
و خ ا
ات ر ش ا ن كذ و .رخ ن ب آ خص ا عطا ن و ب
رش ط س م د ن اخص أ و ما نطا ن
د. ا و أ نو د ا صخ ا عطا
و اض دات ادروروت إ إ ذك
ن
ث
ا
اون
س
دول
وت
زت
ول اروت ور اطر. ون د قرط
ر ن ارت ادد ن ادان ما اذ
ل
ن
واء
د
وإرة
ون
وطر
اوت
ل
ارات
م
و
ظم
و
أو
ا
اواد
دث
در
ا
اوت
إء
م
.واص
ام
اطن
ن
ارات ن اطن ام واص.
ا
طت
ارف
وؤ
وا
و
د
ول
اص
اطع
دور
رز
ددو
ا
ار واطط إ وا .ون ذا و او اد رون.
ق روت ُط ن أن وذا ا ال
رات
أ
- ر
-واراق
وا
ا
ا
إء
ارات
ن
ذك
إ
إ
.واص
ام
اطن
ن
ن اطن ام واص ادث و ادور
اوط طع اص إ أر ن رد ذ اروع.
ر صاو ما نطا ن تارا ل
.واول
اطر
ول
ق
اص
اطع
و رف دد وأر رات ن اطن
:(ودا ك و) ام واص
ون
أو
ن
ن
ال
طول
دي
رب
و
"
ور أل أو د ل اطع اص ص
ؤو رة ن اطر وادارة."
واص
ام
اطن
ن
ارات
ون
أن
ن
اطن
ن
ار
دت
دم
ن
د
أ
ام واص رى اض أ . آر
او تدا مد ن با نطاوا ب
ر ؤت ( ر) تدو ور ا
رأ
ون
ث
واص
ام
اطن
ن
أس زدرة ارح د ن ادرة اد أو ات
ان اذن دون ك ا أو ادت.
ات
ك
ن
ار
اب
ن
ذك
و
واص
ام
اطن
ن
ارات
طور
ل
ن
ك ُ او ا ل اوق ن أداف اطع ام
ا بأو ن ان طع اص ُ او
ا تارا ذ قوا اذ نو .نواو
واول
ا
واوارد
اروع
وم
واد
راء
ا م طت اروع ادد.
طا دراوا ن ا تدا و را
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شر كات
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2
حوات
3 أو ا ق
5 ا تار م
6 ا
وت
"ا ل ال" ره و م ق7 دوى ارات ن اطن ام واص
7 تارد
IHS ؤ
:اف
ورة
www.abudhabichamber.ae
www.linkedin.com/company/abu-dhabi-chamber
ContactsIHS Global GmbH,
Bleichstrasse 1, 60313 Frankfurt, Germany
Ralf Wiegert
Director Consulting – IHS Economics & Country Risk
Ralf.Wiegert@ihs.com
+49 (0)69 20973 320
+49 (0)151 42628 143
Matthias Herles
Director Consulting – IHS Economics & Country Risk
Matthias.Herles@ihs.com+49 (0)69 20973 218
+49 (0)174 1946560
Abu Dhabi Chamber of Commerce & Industry,
P.O. Box 662, Abu Dhabi, U.A.E.
Ohan S Balian, Ph.D.
Chief Economist – Abu Dhabi Chamber
of Commerce & Industry
o.balian@adcci.gov.ae
www.abudhabichamber.ae
+971 2 617 7470
www.ihs.com :IHS سس م نع ةذ
(ور وورك: (IHSاؤ ارادة ور اوت IHS
را لا ل ا ةرؤا تا تاو وارؤى
اوت ا .د اؤت ار واوت أر ن 165
ا
ا
وات
ال
اوى
ام
ول
ود
دم اذ رارات IHS ؤ رو ا را مدا قرطو
ؤ
أن
ذر
ُ
.او
را
ارات
وو
ؤرة
وأت إدى ارت IHSرت ال اري ذ م 1959
.2005 م
وورك
رو
اداول
ر ر راو مادا وا ق IHS ؤ لاوو
را
ادة
وت
وورادو
و
إود
د
را
وظف ار رب ن 9000ص 31 دو ول ام. و
اسؤوة خإو رشا بطا قوح رطخإ
ظ أ و ةر ر 2016 © وق ار
و
ي
أو
ل
أي
رإ
أو
زو
أو
اور
ذا
ن
زء
خ
وز
ظو
اوق
دون
ا
أو
ورا
اول
ن
ذك
ر
أو
ال
أو
وا
ا
أو
اخ
ذك
دا ات ارة اُدر ن ادات ق ن ار
ط نذإ لوا
ر ار اوح وب ون وق اط وار.
:إ
رل
ر
ر
اب
ر
اول
طت
دم
ا زو ر ق
ظ أ و ةر ر را ا
ص.ب: 662 رع اورش
ف: 6214000 2 971+
+971 2 6215867 :س
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(اد- اس) - 3:00م 8:00ص
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ط
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مخص لسي سة
دل رج شر كات
بظوب ف
و خاص
بن قطان ام
www.ihs.com بااون ع
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ار
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