Abu Dhabi - Vol2

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ABU DHABIVo lume 2

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3Best of Abu Dhabi

Building an atlas of success, sustainability and culture

This second edition of ‘Best of Abu Dhabi’ comes at a time where rapid global change ushers in a New Age replete with possible scenarios and myriad opportunities.

Sponsored by the National Bank of Abu Dhabi, its legacy for excellence endures, together with organisations and entrepreneurs that are propelling the emirate’s business, tourism and innovation spheres. ‘Best of Abu Dhabi’ aims to be a tribute to an age of diversified progress that sustainable growth and heightened development can cultivate across sectors.

For emerging nation states, regions and cities, branding is more relevant than ever. Vital for attracting allies, investment and visitors, those that fail to brand effectively get left behind. Abu Dhabi has embraced this rationale in its key strategic planning and GVP is playing its part in assisting governments to create strong place brands with its ‘Best Of…’ book series that is being published in over 20 territories worldwide. This effective positioning in turn attracts business, foreign direct investment and visitors; as well as recruiting the best and the brightest. Through this process, Abu Dhabi can gradually begin to wield the long term socio-political and economical influence that it merits.

By creating sustainable infrastructure to represent a collective sum of its history, people, culture, services, and its leadership; Abu Dhabi is honing its global image based on positive values and perceptions in order to become itself a factor upon which to build a competitive advantage for the good of its people.

Abu Dhabi’s remarkably sound socio-economic indicators forge a strong basis for such promotion. Coupled with the emirate’s heightened role as a catalyst for fresh regional synergies and global opportunities, the need to showcase stories of success and sustainability in order to grasp a wider understanding of the enormous implications of change, is critical. Abu Dhabi’s achievements positioned in sector-specific chapters represent a role model of progress for the region and the world.

These form a part of a vibrant kaleidoscope that reflects the reality of the emirate today.Be a part of it!

‘Best of Abu Dhabi’ is published by ‘Global Village Publishing’, a media house that develops annual book series in diverse territories worldwide. Its mission is to serve as the world’s premier platform for showcasing the world’s top brands and companies in business, tourism and lifestyles. This is achieved through the development of the ‘Best Of..’ book series, the GVP information portal Gvpedia and an ever expanding business network of international partners and clients.

Regional Head Offices

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Chairman & International Group PublisherSven Boermeester

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Lisa Durante

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PhotographyRiot Art

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Project ManagersSarah Appleton

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s 2Best of Abu Dhabi Pgs 11 - 58 Hotels & Hospitality Pgs 59 - 72

3 4Tourism, Culture & Heritage Pgs 73 - 102 Luxury Lifestyles & Retail Destinations Pgs 103 - 116

5 6Wellness, Health & Leisure Pgs 117 - 130 CSR & Green Innovation Pgs 131 - 140

7 8Training & Education Pgs 141 - 146 Banking Pgs 147 - 158

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Celebrate Success

9 10Finance, Insurance & Security Pgs 159 - 168 Construction & Real Estate Pgs 169 - 180

11 12Oil & Gas Pgs 181 - 188 Communication & Technology Pgs 189 - 196

13Get up and Go Pgs 197 - 204

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Building an Atlas of Success, Sustainability and Culture

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

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

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

Product - The Folders Fast track to the worldMarket Essentials works closely with Foreign Embassies, High Commissions, International Chambers of Commerce and Trade Associations worldwide to produce high quality trade folders. Each folder is designed to offer support and advice to companies interested in trading with or investing in overseas markets.

Product - www.gvpedia.com Connecting the world’s most interesting people and organisations The portal provides GVP customers an interactive Public Relations Box managed by a user friendly ‘Enterprise Content Management System’ that allows clients to upload their press releases, photos, videos and management profiles. The latest networking add-ons and social media applications are integrated within the site providing maximum reach and feedback.

The value proposition for Subscribers to gvpedia.com essentially covers four elements: exposure, expertise, exclusivity and networking.

6 Best of Abu Dhabi

Turnover 2008 Employees & Partners Circulation International Head offices Management US$ 8 000 000 100 500 000 Bangalore, Brussels, Cairo Sven Boermeester Copenhagen, Dubai Lisa Durante Johannesburg, London Charles Neil Santiago, Singapore Washington DC

REGIONAL HEAD OFFICES

= Bangalore = Brussels = Cairo = Copenhagen = Dubai = Johannesburg = London = Santiago = Singapore = Washington DC

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7Best of Abu Dhabi

Sven Boermeester, Chairman with Lisa Durante, Managing Partner, GVP

Market Promote and network the ‘red apples” within each economyGVP’s market sectors embrace publishing, public relations, corporate gifting, online community building and networking.

Its target market covers large, medium and small entrepreneurial organisations enjoying growth, success and sustainability. GVP explores every geographic region to pick the ‘red apples’ in business, exports, innovation, design, fashion, retail, hospitality, specialty foods, the arts and more.

Unique Selling Point (USP) New markets create new business opportunitiesGVP publications promote, showcase and network successful economies,

organisations and individuals from across the globe. The organisation celebrates success and provides recognition amongst its ever expanding international network of influential clients. Its online portal, www.gvpedia.com, provides a platform for clients and readers to network, share best practice and grow new markets, creating exciting new business connections and opportunities.

Corporate Social Responsibility There is no success without ethics and sustainabilityThe best of world business, travel and lifestyle within the Global Village is dependent on more than monetary profit. There is no success without core values such as sustainability, integrity and Corporate Social Responsibility

(CSR). GVP’s exclusive client base is selected by invitation only based on these criteria, with the added focus of dedicated chapters covering CSR, sustainability, green innovation and giving back to the community.

Growth and Opportunity Exchanging knowledge, skills and economies of scale in media With regional head offices in 5 continents, the organisation is currently involved in more than 30 territories where the ‘Best of’ series is published. GVP has a 5-year growth plan to develop a further 150 economic territories organically, through each continent’s regional head office, and through partnerships with companies and individuals that have the expertise to showcase their city, state or country.

Turnover 2008 Employees & Partners Circulation International Head offices Management US$ 8 000 000 100 500 000 Bangalore, Brussels, Cairo Sven Boermeester Copenhagen, Dubai Lisa Durante Johannesburg, London Charles Neil Santiago, Singapore Leon Swartz Washington DC

GLOBALVILLAGEPARTNERSHIPSwww.GVPedia.com

With its mission to serve as the premier platform for showcasing and networking the world’s top brands and companies in business, tourism and lifestyle, Global Village Partnerships (GVP) is building an atlas of success, sustainability and culture. This is carried out through the ‘Best of’ book series, the Global Village online information portal and the development of an ever expanding business network of international partners and clients.

REGIONAL HEAD OFFICES

= Bangalore = Brussels = Cairo = Copenhagen = Dubai = Johannesburg = London = Santiago = Singapore = Washington DC

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Image Courtesy - Space Imaging

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Chapter 1 Best of Abu Dhabi

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“What fruits and welfare we have reaped throughout the past years, make us more certain and confident

about the capacity of our people to carry the strategies and plans to their intended goals and objectives.”

Saadiyat Cultural District

“What fruits and welfare we have reaped throughout the past years, make us more certain and confident

about the capacity of our people to carry the strategies and plans to their intended goals and objectives.”

H.H. Sheikh Khalifa bin Zayed bin Sultan Al Nahyan, President of the United Arab Emirates (UAE) and Ruler of Abu Dhabi

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Abu Dhabi’s oil resources make it the richest and most powerful of the seven emirates.

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

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

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

Fathers of the nation

The UAE ended the first chapter of its history with the death of its much loved founding father and President, Sheikh Zayed bin Sultan Al Nahyan, in November 2004. Ruling Abu Dhabi since 1966, he guided the unification of the seven emirates into a federation established in 1971. His son, Sheikh Khalifa bin Zayed, Abu Dhabi’s Crown Prince since 1969, took over the reigns of power after his father’s demise. Sheikh Khalifa bin Zayed has brought a fresh wave of transformation and development to the UAE. Together with his charismatic brother, Crown Prince General Sheikh Mohammed bin Zayed Al Nahyan, Deputy Supreme Commander of the UAE Armed Forces, the royal team espouse sustainability and measured socio economic development, fostering global alliances in line with the UAE’s increasing stature. Together they inherit the leadership of one of the world’s richest and most vitally strategic countries, which embraces heritage and progress in a seamless united federation representing a prosperous and safe haven in an otherwise geo-politically vulnerable region.

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His Highness Sheikh Khalifa bin Zayed Al Nahyan, Ruler of Abu Dhabi, was elected as the new President of the UAE in 2005, to

succeed his father, the late President, His Highness Sheikh Zayed bin Sultan Al Nahyan.

Committed to continue in the footsteps of his charismatic father, a task that he has set himself for nearly 30 years since he first became Crown Prince of Abu Dhabi in 1969, he explains, “My father is my teacher. I learn something from him every day, follow his path and absorb from him his values, and the need for patience and prudence in all things.”

HH Sheikh Khalifa was born in the inland oasis-city of Al Ain in 1948, where he went to school, learning the values of respect for the environment and for traditional heritage. In 1966, following his father’s assumption of the post of Ruler of Abu Dhabi, Sheikh Khalifa was appointed as Ruler’s Representative in the Eastern Region of Abu Dhabi and as Head of the Courts Department in Al Ain. In a region traditionally underscored by instability and hardship, and was undergoing a radical paradigm shift towards an era of exalted wealth and demographic change, he successfully managed the oil rush which propelled socioeconomic expansion on an unprecedented scale. Through his wise stewardship, HH Sheikh Khalifa reinforced the period of prosperity, peace and growth which reflects his rule today.

In 1969, Sheikh Khalifa was nominated as the Crown Prince of Abu Dhabi, this being followed by his appointment as the Head of the Abu Dhabi Department of Defence, in which post he oversaw the building up of the Abu Dhabi Defence Force, (ADDF), which later became the nucleus of the UAE Armed Forces. In 1971, as part of the restructuring of the Government of the Emirate, Sheikh Khalifa was appointed as Prime

Minister of Abu Dhabi and Minister of Defence and Finance. In 1973, Sheikh Khalifa assumed the post of Deputy Prime Minister in the second UAE Federal Cabinet.

Shortly afterwards, when the Cabinet of Abu Dhabi Emirate was dissolved, as part of the process of strengthening the institutions of the UAE federation, Sheikh Khalifa was appointed, in 1974, as the first Chairman of the Abu Dhabi Executive Council, which replaced the Emirate’s Cabinet. Under his direction, and in accordance with

the instructions of HH Sheikh Zayed, the Executive Council oversaw the implementation of a wide-ranging development programme in Abu Dhabi, including the construction of housing, water supplies and other essential services, roads and the general infrastructure that led to the emergence of the city of Abu Dhabi as the modern city that it is today.

Known for the benevolence that mirrored that of his father - of particular importance in terms of ensuring that citizens were able to benefit from the country’s increasing wealth - Sheikh Khalifa established the Abu Dhabi Department of Social Services and Commercial Buildings in 1981. Charged with the provision of loans to citizens for construction, over Dh 35 billion have so far been lent by this Department, with over 6000 multi-story buildings being constructed throughout the Emirate. The establishment of the Department, popularly known as the

‘Khalifa Committee,’ followed another decision taken by Sheikh Khalifa in 1979 to alleviate the burden on citizens of the repayment of loans from the commercial banks. This involved a fixing of the interest rate payable by citizens of loans for construction at 0.5 per cent, with the balance of the interest being charged by the banks being paid by Government.

Sheikh Khalifa bin Zayed, President of the UAE, Ruler of Abu Dhabi

“The future of the country is contingent on our ability to manage our national resources with wisdom and keenness on

the interests of the future.”

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A further step to ensure that citizens were able to build the properties that they needed, both for residential and for investment purposes, came with Sheikh Khalifa’s creation of the Private Loans Authority, early in 1991. Soon after, 11,034 citizens had already received loans amounting to AED 11.15 billion.

The continuing growth of the population, and rising costs, led to a further step in 2000, when Sheikh Khalifa instructed that the total amount of individual house-building loans should be raised from AED 900,000 to AED 1.2 million. President HH Sheikh Khalifa has also been involved extensively in other areas of the country’s development. In 1976, following the unification of the armed forces of the Emirates, Sheikh Khalifa was nominated as Deputy Supreme Commander of the UAE Armed Forces. In this capacity, he devoted much attention to the building up of the country’s defensive capability, through the establishment of many military training institutions and through the procurement of the latest military equipment and training. He has moved forward with the United Arab Emirates’ keenness to ensure that its armed forces are on par with developments in the military sphere elsewhere in the world, with a focus on planning, weaponry and training so that UAE troops can attain the maximum efficiency possible.

Sheikh Khalifa has held a number of other top posts in the Abu Dhabi Government. Since the late 1980s, for example, he has been Chairman of the Supreme Petroleum Council, in which capacity he has also sought to ensure that the country diversifies its economy away from reliance on oil and gas production. In particular, he has worked to develop the UAE’s downstream petrochemicals and industrial complex at Ruwais. He is also Chairman of the Abu Dhabi Fund for Development, (ADFD), which overseas the country’s overseas aid programme, from which over 40 countries have now benefited; the Abu Dhabi Investment Authority, (ADIA), which manages the financial reserves and investment;


As the eldest son, Sheikh Khalifa always enjoyed a close relationship with his father and ultimate mentor, Sheikh Zayed.

and the Environmental Research and Wildlife Development Agency, (ERWDA).

Upholding the belief that with unity comes strength, externally, Sheikh Khalifa is a staunch supporter of developing heightened synergies between the six-member Gulf Co-operation Council (GCC), believing that the success and achievements of this body “reflect the depth of

understanding reached amongst its leaders”. A keen supporter of the regional policy of HH Sheikh Zayed, he is a tireless promoter of solidarity between the Arab states. Known his having spearheaded humanitarian efforts on a massive scale, HH Sheikh Khalifa is firmly committed to assist with the plight of the Palestinian people and the restoration of stability in war-torn Iraq.

Characteristically unassuming and sincere in fulfilling his key objectives as the President of the UAE, he says: “We progress on the path laid down by my father. In particular we will continue with the ‘open door’ policy and with the practice of holding regular consultations with the country’s citizens, so that we may become aware of, and follow up on, their needs and concerns.”

“The understanding of heritage enlightens one’s judgment and illuminates one’s life”

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His Highness General Sheikh Mohammed bin Zayed Al Nahyan is the Crown Prince of Abu Dhabi and Deputy Supreme

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

Charged with numerous official responsibilities, in 1993, he was appointed Chief-of-Staff of the UAE Armed Forces and held the rank of Lieutenant General from 1994 until 2005, when he was promoted to the rank of General. In 2003, General Sheikh Mohammed was appointed Deputy Crown Prince of Abu Dhabi. In 2004, His Highness was appointed the Deputy Chairman of the Abu Dhabi Executive Council. He says, “We are focusing on encouraging private investment and outsourcing more government services, with my particular priorities lying in education and health.”

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

As the Head of the Mubadala Development which, since its establishment in 2002, represents the main investment vehicle for the Abu Dhabi Government to achieve sustainable social and economic benefits for the Emirate, he is also the Head of the UAE Offsets Group. In addition, His Highness is the Head of the Abu Dhabi Education Council which was set up in September 2005 to develop education and vocational training. “We have to enable the coming generation to be able to integrate and communicate with the world”, he says.

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


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

A staunch promoter of all that denotes progress, Sheikh Mohammad bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces, is committed to opening up Abu Dhabi to the world – sustainably.

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HH Sheikh Khalifa bin Zayed Al Nahyan has followed the tolerant and generous policies adopted by his father, whom he succeeded in November 2004. However, there is now a difference of pace. HH Sheikh Khalifa has brought a new generation of leaders to the fore, among them many of Sheikh Khalifa’s younger brothers, notably the charismatic new Crown Prince, HH Sheikh Mohammed bin Zayed Al Nahyan, the third son of Zayed. Younger technocrats have been appointed to senior positions and the rate of development has quickened in the hydrocarbon, tourism, real estate, and industrial sectors. HH Sheikh Khalifa has made a point of touring the other six Emirates to ensure that the benefits of economic development reach all Emiratis, especially in those smaller Emirates that are not blessed with major oil and gas reserves like Abu Dhabi. He has also shown himself open to innovation in the Bedouin system in this conservative part of Arabia: Elections were held for the Board of Abu Dhabi Chamber of Commerce and Industry, with two foreigners and two women being appointed. In addition, elections were also held for half of the forty seats in the UAE Federal National Council, which is the highest consultative body in the country.

The formation of the seven-member UAE in 1971 drew together the southern Gulf States with a common policy in foreign affairs,

internal security, defense and immigration. HH Sheikh Zayed took charge as the president and HH Sheikh Rashid Al Maktoum, Ruler of Dubai, as the vice-president. Under their leadership, the UAE has grown from disparate states into a powerful and unified country. Far from being tugged apart by the dominant partners in the union, a healthy and friendly competition between the two emirates has raised the fortunes of the UAE, with the other five emirates carried along. Thanks to its oil resources, Abu Dhabi is the richest and most powerful of the seven emirates, putting it in the natural position of leadership. Because of this, the presidency rests with its ruler. After the demise of Sheikh Zayed, his heir, Sheikh Khalifa has taken charge as the UAE President. What Dubai lacks in terms of oil wealth, it tries to make up with shrewd business.

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

decided in 2002 to sell freehold title to foreigners. It has also taken liberal decisions in tourism.

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

Today, the partnership between Abu Dhabi and Dubai looks healthy. While Dubai drives the economic engine, Abu Dhabi keeps the union secure and stable, evolving its diversification plan at a sustainable pace. There is a new order in place in both emirates with HH Sheikh Khalifa in Abu Dhabi and HH Sheikh Mohammed bin Rashid Al Maktoum in Dubai. This new generation of leaders has much in common; chiefly, their commitment to the economic growth, stability and security of the union. Together, they steer a steady course towards the common good of all Emiratis.

Abu Dhabi and Dubai – Partners in Progress

Abu Dhabi, the UAE’s understated capital, has often been unfairly overlooked in favour of its more flamboyant neighbour, Dubai, but this has changed dramatically with Sheikh Mohammed’s drive to throw the doors of the Emirate open to 2.5 million tourists by 2010. He is recognised as the mastermind who has propelled Abu Dhabi into fostering prominent global alliances for the betterment of industry, tourism and diversification. They will arrive in the city with the Louvre and Guggenheim museums; with a dedicated Formula 1 themed integrated park; with sustainably designed real estate projects set among its offshore islands such as Saadiyat overlooking the turquoise-coloured sea; where mangroves and palms create the feeling of a verdant oasis; and where the character of the city remains truly Emirati – but with a relentlessly modern twist famous as the ‘the Richest City in the World.’


The Guggenheim Museum coming to life in Abu Dhabi.

In their own inimitable ways, Sheikh Mohammed bin Rashid Al Maktoum, Ruler of Dubai, and Sheikh Khalifa bin Zayed Al Nahyan, President of the UAE and Ruler of Abu Dhabi, work tirelessly for the sustainable socioeconomic diversification of the UAE.

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Sheikh Zayed bin Sultan Al Nahyan, the remarkable first President of the UAE who took charge in 1966, saw his Emirate grow, over 38 years as Ruler, into the leading role in one of the most prosperous countries in the world, with a $100bn economy. His skills, which were derived from his native wit and the lessons learned from conducting tribal relations with his neighbours in the erstwhile Trucial States, were perfectly adaptable to managing a rapidly expanding modern state. Sharing his wealth derived from the oil industry with his people, he was also was exceptionally generous to other nations less fortunate than the UAE.

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17Best of Abu Dhabi

“Our people should not forget their past and how their ancestors used to live and on what they relied on in their lives. The more they come to feel and know more about their heritage, the more they are interested in their country and willing to defend it.”

1918 - 2004

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The Emirate’s GDP per capita income surged to a record US$71,200 in 2007, the world’s second highest per capita income.

Abu Dhabi is the largest and most populated of the seven emirates that make up the United Arab Emirates.

Abu Dhabi’s current population is 2,563,212, of which an esti-mated 1,606,079 are expatriate workers and professionals from India, Pakistan, Egypt, Philip-pines, Europe and elsewhere.

Abu Dhabi Overview

Even though Abu Dhabi is the capital of the United Arab Emirates (UAE), it is the second most populous emirate after Dubai. With a population of approximately 1.45 million, traditionally its economy was based around pearl diving, fishing and cultivating the date palm. The discovery of oil in 1958 engendered radical transformation. Exports soon took off and newfound prosperity, coupled with enlightened leadership, nurtured a dramatic turnaround to Abu Dhabi’s fortunes. A modern city evolved; with infrastructure rising up from scratch to accommodate its evolving status.


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FormationFounding Fathers

Abu Dhabi is shown to have 9 percent of the world’s proven oil reserves and almost 5 percent of the world’s natural gas.

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Abu Dhabi’s ongoing exploration, both onshore and offshore, has to date identified 10 percent of the world’s known crude oil resources. As the third largest oil producer in the

Gulf, after Saudi Arabia and Kuwait, Abu Dhabi also has four percent of the world’s known natural gas reserves.

As the economy diversifies, moving away from its reliance on oil wealth, the export of non- oil related products has grown threefold since 1990 and is still rising. Private and overseas investment is actively encouraged both government and private sector investment in tourism, real estate, agriculture, retailing and manufacturing has progressed rapidly.

Even though it is still not as developed as in Dubai, tourism in Abu Dhabi is going to play a key role in the future of the economy. With the establishment of the Abu Dhabi Tourism Authority in 2004, this statutory body created to oversee the development and promotion of tourism is coordinating the development of an array of sensitively devised attractions: the mixed use lifestyle and entertainment ‘Saadiyat Island’; cultural landmarks such as Guggenheim and Louvre Museums; the spectacular Sheikh Zayed Bin Sultan Al Nahyan Mosque, otherwise known as the Grand Mosque.

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

GeographyThe Emirate of Abu Dhabi is the largest and most populated of the seven that make up the United Arab Emirates, comprising of 86 percent of the country’s landmass. The landscape is mostly desert, stretching from the striking scrub lands near the coast to the oasis of Liwa in the south, where some of the world’s largest sand dunes can be found. Liwa is the last outpost before the uninhabited, hostile ‘Empty Quarter.’ Approaching the capital city, the desert ends in forests of palms and mangroves. Massive environmental modification has taken place, with 120 million trees planted in Abu Dhabi alone. The city is on an island, accessed by the Maqtaa Bridge.

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

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

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

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

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

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

GovernmentHis Highness Sheikh Khalifa bin Zayed Al Nahyan is the hereditary Emir and Ruler of Abu Dhabi, as well as the current President of the United Arab Emirates (UAE). In 2004, Sheikh

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Khalifa announced that half the seats on the Federal National Council, a parliament-like consultative body, would be opened to general elections in the near future.

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

Despite a recent unexpected slowdown in the global economy that is having a negative spill over onto current forecasts in the UAE (which may affect its growth rate), the economy is currently estimated to be growing at eight percent a year, vying with China for the fastest growing economy in the world. With wealth comes optimism, such as the massive investment of funds repatriated by expatriate Arabs moving back to the region from the West. A zero-tax regime, massive concentration of capital, and high demand for goods and services have all ensured a hefty rise of investment in businesses listed on the Abu Dhabi Securities Market. Until very recently, investors could expect 30 to 90 new IPOs over the next year, with domestic equities being so popular that the value of shares traded grew by 343 percent in 2004.

Together with The Mubadala Development Company, the state owned company of Abu Dhabi that is the investment vehicle of the Abu Dhabi government with high profile investments in the energy, telecommunication, aerospace, automotives, healthcare, real estate

and ship building sectors, the Abu Dhabi Investment Authority (ADIA) is equally flush, with estimated at $200 to $500 billion, making it one of the world’s biggest investment funds.

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

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

Despite a recent unexpected global recessionary downturn, the next industry that is booming is real estate, with the introduction of ‘Law 19,’ a decree issued in August 2005 that allows non-nationals to own property. Some experts predict an influx of Dhs186 billion ($50 billion US) worth of capital into real estate in the Emirate in the next two years alone. Several massive real estate projects are already underway, and the vast expanse of uninhabited land around the capital can accommodate many more. Yet real estate accounts for just a third of the Dh367 billion ($100 billion US) that the Emirate plans to spend in the next five years. There are plans for an underground railway, a giant petrochemicals complex, a steel mill and the world’s largest aluminium smelter. Oil production is also to

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be increased by 70 percent, ensuring that for years into the future, Abu Dhabi will remain ‘the Richest City in the World.’

Education and employmentMandatory primary and secondary schooling has resulted in a comparatively strong literacy rate, currently set at around 78 percent. However public schools have fallen well behind the private sector, which now accounts for 50 percent of pupils. Higher education has been more successful in the UAE in recent years. There are two government-funded universities: Zayed University, which has campuses in Abu Dhabi and Dubai, and UAE University based in Al Ain. The Higher Colleges of Technology (HCTs) were founded in 1988 and offer a more technically driven programme of courses in IT, engineering and technology. Last year there were 15,000 students enrolled at the HCTs’ 12 single-sex campuses across the UAE. Remarkably, more than 65 percent of students in higher education are female. This is in part because young men have alternative opportunities, such as the police or armed forces, but it is also a sign of the increasing eagerness of young women to pursue a career.

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

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

Language The official language of the UAE is Arabic, although English tends to be the lingua franca. Urdu and other subcontinental languages are also widely spoken amongst the expatriate communities. The local dialect is distinct from that of the rest of the Arab world, and even from the rest of the Gulf. There are even disparities between local tribes. However, the presence of a large number of expatriate Arabs in the country is changing the dialect to something more similar to that spoken in the northern Arab states. Standard classical Arabic is used in newspapers and broadcasting.

Natural resourcesSitting atop 9 percent of the world’s proven

oil reserves (98.2 billion barrels) and almost 5 percent of the world’s natural gas (5.8 trillion cu m), the UAE’s extraordinary hydrocarbon wealth gives it the highest GDP per capita in the world. Abu Dhabi owns the lion’s share of these resources – 95 percent of the oil and 92 percent of gas. Currently the UAE is producing about 2.5m barrels per day (bpd) of crude, just above its official OPEC quota of 2.4m bpd. Nonetheless, the Abu Dhabi National Oil Company (ADNOC) and its foreign partners is investing heavily in an expansion programme that will push production above 3m bpd. Given these vast resources, oil and gas continue to dominate the country’s economic profile, despite some progress in diversifying the economy. By contrast, the UAE has very little fresh water - the growing population is sustained instead by vast desalination projects.

ClimateRelentlessly sunny skies prevail throughout the year. In June through September, the weather is

generally very hot and humid with temperatures averaging well above 40°C (110°F). The weather is pleasant and temperate from October to May, although January to February is cooler and a light jacket may come in handy in the evenings.

FoodAlmost any type of food is available in Abu Dhabi - most international fast-food chains have branches here, such as McDonalds’s and Dunkin’ Donuts and a plethora of restaurants serve cuisine from almost any country in the world. However visitors must try the delicious Gulf and Middle Eastern food, whether from a cafeteria or a gourmet restaurant. Try fresh fish, like the local ‘Hammour’, which is excellent grilled, stuffed, or fried with spices. Or order a variety of ‘Mezze’ (starter or hors d’oeuvre) such as ‘Hummus’ (a chick pea dip), ‘Kebbeh’ (meat patties made from minced lamb) or ‘Tabbouleh’ (a diced tomatoes salad with onions, mint and

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parsley). Desserts are generally very sweet, with indulgent use of honey and nuts.

After dinner, try a leisurely pull on a Shisha, or water pipe. Tobacco comes in numerous flavours, and you could accompany it with mint tea or strong Arabic coffee.

Since Muslims are prohibited from eating pork so it is not included in Arabic menus, hotels frequently have substitutes such as beef sausages and veal bacon on their breakfast menus. If pork is available, it will be clearly labeled.

BarsAlthough the UAE is a Muslim country, alcohol is widely available in hotel restaurants and bars. These range from sophisticated cocktail lounges to informal traditional British or Irish pubs, to piano and jazz bars. You can also visit local nightclubs with Arab singers, belly dancers and musicians.

Holidays January: New Year’s DayApril: Islamic New Year’s DayJune: Prophet’s Birthday - The celebration of the birthday of the Prophet Muhammad. August: Accession Day - (6th) - Commemorates the accession of the ruler of Abu Dhabi. December: National Day - (2nd) – Celebration of the founding of the UAE.

Ramadan Muslims fast from dawn to dusk during this month. Visitors should avoid eating in public during daylight hours. After sunset, the fast is broken in a meal called the ‘Iftar,’ and restaurants and businesses stay open well into the night.

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

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

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

ShoppingShopping is a national pastime in the UAE and one of the major attractions for visitors. Glitzy state-of-the-art malls are in abundance, but have not replaced traditional souks (markets), of which there are several in Abu Dhabi offering everything from Persian carpets to electronics to fish. Shopping malls in Abu Dhabi offer an incredible array of international brands, and many malls include multi-screen cinema complexes, coffee shops and childcare facilities.

Dress CodeAbu Dhabi is an Islamic country and clothing should be modest. Beachwear is only acceptable at beach clubs, hotels and public beaches. During the daytime, the dress code is fairly casual although more exclusive restaurants may expect guests to dress more formally during the evening.

VisasThe type of visa required will vary depending on country of origin and whether travelers have arrived for business or pleasure. It is best to confirm visa requirements online before your trip to ensure a minimum of hassle. See: http://www.uaeinteract.com/travel/visas.asp

AirportAbu Dhabi airport is situated on the mainland, 35km (22 miles) east of the city. The journey to the city centre should take about 45 minutes. Limousines and Al Ghazal taxis can be pre-booked or picked up at the airport. Fares are approximately Dh70 to the city centre, although orange and white airport taxis charge approximately Dh40.

Many hotels run an airport shuttle service.

Local timeThe UAE is 3 hours ahead of GMT.

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23Best of Abu Dhabi

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Language The official language is Arabic although English is widely spoken and understood.

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

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

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

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

Most shops operate split shifts though the outlets in many of the big shopping malls open at 10:00 and close between 22:00 and 24:00. Some food shops and petrol stations are open 24 hours a day. Most shops don’t open until around 15:00 on Fridays, though corner shops only close during prayer times, but will stay open till 22:00.

During the holy month of Ramadan, the Ministry of Labour and Social Affairs has declared that daily working hours should be reduced by two, in order to allow time for prayer. Many offices start work an hour or so later and shops are open much later at night. The more popular shopping malls are crowded at midnight and parking at that time is tough to find. Food outlets and restaurants generally remain closed during the day, opening for Iftar; some provide take away services during the day.

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

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

TelecommunicationsCommunications are the responsibility of the federally run Emirates Telecommunication Corporation (Etisalat). Currently a near monopoly with Du, a second state owned Telecoms Company; it is actively globalising and continuously expanding its services. The objective to privatise this sector has been postponed until 2015.

Useful websiteswww.abudhabi.comwww.timeout.com/travel/abudhabiwww.lonelyplanet.com/worldguide/destinations/ middle-east/united-arab-emirates/abu-dhabi


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25Best of Abu Dhabi

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Branding a nation sustainably

The underlying message of the Tourism Development & Investment Company’s (TDIC) mission – indeed, its very existence – highlights a simple and fundamental premise of modern-day nation building: The accumulation of a country’s wealth, especially accruing from its natural resources, should be used to diversify its socio-economic base. TDIC epitomises this ethos by spearheading infrastructure projects that are based on environmental sustainability and stewardship – total respect for the local environment and culture.


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The Angsana Resort & Spa, Eastern Mangoves is located 20 minutes from the city centre and 10 minutes from Abu Dhabi International Airport.Construction is well underway for this urban resort designed to reflectthe natural environment and offer an escape from the city’s urbansprawl, whilst contributing to the preservation of the valuable mangrove area.

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27Best of Abu Dhabi

For nation-states, regions and cities, destination branding is more relevant than ever. Vital for

attracting allies, investment and visitors, those that fail to brand effectively get left behind. With the effective fine tuning of a strong ramified brand, Abu Dhabi has accepted this rationale. Lee Tabler, CEO, TDIC explains, “In line with Abu Dhabi Tourism Authority’s strategy of delivering managed growth, we are adopting a leadership role in the arena of environmental preservation, for example. TDIC is working on delivering a hospitality landscape underscored by managed growth, where changes will be gradual and measured.”

Strong place brands are important for four reasons • Attracting business and foreign direct investment • Attracting visitors • Recruiting the best and the brightest • Wielding political and economic influence

When it comes to TDIC, in existence since 2006, its success in the delivery of best practices can be “tangibly measured by the partnership with world class operators across a number of segments – culture, architecture, construction, leisure and hospitality.” Because of this, Tabler explains, “We have encouraged leading international brands to enter the Abu Dhabi market.” By creating and facilitating projects that add to the emirate’s unique positioning and reinforce a memorable tourist experience, TDIC is participating in establishing an image based on positive national values and perceptions on which the emirate can rely when promoting sustainable socio-economic diversification, exports and services. In this sense, the destination becomes a valuable tool, conveying an emotional and intangible component that can affect investment decisions. Even though its shareholding is fully owned by Abu Dhabi Tourism Authority (ADTA), TDIC’s ambition is to transform from “a relatively small scale player to a major organisation which plays a key role in the development of Abu Dhabi’s tourism infrastructure”.

Clearly, its relevance is becoming increasingly evident in the tourism sector in which TDIC is involved. With competing locations vying for global tourism spend, destinations offering similar high quality products are being pushed to devise that extra

sales edge that makes destinations ‘stand out’ from the crowd.

So, what challenges does TDIC face in ensuring its operations serve the truest interests of its stakeholders and of Abu Dhabi? Tabler clarifies, “It is in ensuring that our stakeholder values are delivered across every segment of the developmental chain. This requires additional research and preparation time, exceptional human resources and partners whose operational and delivery rationale is in total synch with our own.” He adds, “TDIC is distinguished in that the company’s approach is not purely commercially driven. Though TDIC does have to stand on its own feet economically, is has responsibilities to the community of Abu Dhabi and to the emergence of the destination in terms of economic, cultural and socio-economic sustainability.”

A place brand is the collective sum of its’ • History • People • Culture • Products or services • Customers • Financials • Operations • Leadership

In this crowded arena, nations, regions or cities that lack the relevant brand equity will not be competitive in the long-run. This is why TDIC is tracking measurable ways in which its philosophy of best practices across every segment in which it operates is being translated across existing projects. Mr Tabler says, “Environmental sustainability is a key element of TDIC’s corporate ethos and is drilled very much into the company’s corporate DNA. This, of course, is in line with the overarching development principles of the Abu Dhabi Government as outlined in its Urban Plan 2030. TDIC has strict environmental guidelines for all its sub-contractors and development investors.

“The company has instigated numerous initiatives across a number of projects including its flagship Desert Islands multi-experiential destination and Saadiyat Island – the 27 square kilometre island which is just 500 metres offshore Abu Dhabi city. These initiatives include work

Construction is well advanced on the luxuryAnantara Resort & Spa Qasr Al Sarab, located

in the Emirate’s Liwa Desert in theEmpty Quarter. Rising like a mirage in thedesert, this retreat is just 90 minutes drive

from Abu Dhabi International Airport will boasta five star hotel with 150 rooms and villas with a

luxury heath spa.



on Sir Bani Yas Island – the largest of the Desert Islands – to expand and upgrade a bird sanctuary to ensure that the island remains the migratory home of hundreds of species.

“Sir Bani Yas Island also hosts the Arabian Gulf’s first wind turbine, which is now producing electricity, and it is working with the Abu Dhabi future energy initiative, Masdar, to ensure Desert Islands utilises as much renewable energy as possible.

“On Saadiyat Island, TDIC has created an inter-tidal mangrove nursery in its Saadiyat Reserve district where it is cultivating 100,000 propagated mangrove seedlings to be transplanted. It is also propagating an additional 180,000 seedlings for transplantation during the island’s development. These schemes will enhance the ecological value of Saadiyat Reserve. TDIC has also restricted resort development on Saadiyat

Beach to within 60 metres of dune lines so as to protect the breeding grounds of Hawksbill turtles.

“Saadiyat will also have the UAE’s first Gary Player-designed golf course – the Saadiyat Beach Golf Course – and here again the company’s environmental credentials come to the fore. Mr. Player was selected for his reputation as an environmental guardian. He has delivered an ecologically-conscious, amphitheatre-style course which will be capable of hosting a major tournament in the future. It follows a class figure-of-eight configuration with over a third having views of the Saadiyat coastline, where dolphins are regularly spotted. Landscaping here utilises native grasses and desert palms. Water management will be through a modern, computer-controlled irrigation system that allows for flexibility to ensure sound

irrigation practices. TDIC intends to enroll this course in the Audubon International Awards certification scheme, which recognises courses that protect the environment, conserve natural resources, provide wildlife habitats and are governed by high standards of environmental management.

“On the cultural side, our partners include the French Government for the Louvre Abu Dhabi and the Guggenheim Foundation for the Guggenheim Abu Dhabi. On architecture – we have made a huge difference – by commissioning the world’s best to design the cultural assets of Saadiyat Cultural District, which will be home to the world’s single largest concentration of premier cultural institutions. Lord Foster for the Sheikh Zayed National Museum, Frank Gehry for the Guggenheim Abu Dhabi, Jean Nouvel for the Louvre Abu Dhabi, Zaha Hadid for the district’s Performing Arts Centre and Tadao Ando for the Maritime Museum. Close by we expect to open the Saadiyat Beach Golf Course by the final quarter of 2009 – and another golf course master architect, Robert Trent Jones II has been commissioned for the design of a remarkable tidal course in the Saadiyat Reserve district. And we have partnered another major golf name – Troon – to run these facilities.

“Hospitality has been a hugely successful area for us with TDIC’s philosophy of partnering the best to deliver the best, attracting some of the world’s leading operators to Abu Dhabi. These include Westin Hotels & Resorts, Angsana, Anantara and St. Regis, which will operate a TDIC property on Saadiyat Beach. I believe our strategy has significantly raised the hospitality benchmark within Abu Dhabi and ensured greater awareness for the destination as a whole as these brands begin their tried and tested international cross-marketing campaigns”, he concludes.

www.tdic.ae

Personal Biography Lee TablerChief Executive Officer

Lee Tabler, TDIC’s Chief Executive Officer, has more than 25 years international real estate development experience, 17 of them in senior management positions with technical and financial responsibilities throughout North America, Europe, Asia and the Middle East.

Having been a founding member and past chairman of the Middle East Council of the Urban Land Institute – the international non-profit research and educational organisation that caters to professionals in land use and real estate development – Lee Tabler is now chairman of the council’s planned Real Estate Education Centre. He is also a member of the International Council of Shopping Centres, the International Real Estate Investment Council, the US Real Estate Commission and the Asian Society in Hong Kong and New York.

Lee Tabler holds a bachelors degree in architecture from the Southern California Institute of Architecture, US, a masters degree in urban and regional planning from the American School of Architecture in Fontainebleau, France and a masters degree in real estate finance from the American University in Washington DC, USA.


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Saadiyat beach, Saadiyat Island

The Abu Dhabi Golf Resort will be a unique location where lifestyle and leisure exist together to create a perfect living environment. In addition to the hotel there will be a gated residential community comprising exclusive villas, luxury townhouses and premium apartments with picturesque views of the golf course.

The ADTA & TDIC Headquarters building will be an important landmark for the city of Abu Dhabi in a prominent position known as ‘Between theBridges’. It has been designed from the outset to be an environmentallyfriendly building and will aim to set the highest standards forenvironmental design.


Saadiyat Island: A treasured destination


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Development should not disturb the natural habitat of Saadiyat Island that is rich in natural mangrove forests and protected fauna.

Abu Dhabi, the largest of the seven emirates which makes up the United Arab Emirates, is successfully capitalising on its natural assets – clean seas rich in marine life, unspoilt islands, oases sheltered by mountain heights and vast desert tracks – to deliver distinct experiences among a people renowned for their hospitality and pride for their heritage. Saadiyat Island is an ideal case in point. This exquisite destination, with its innovative mix of attractions, is intent on appealing to visitors and investors looking for a sustainable environment to call their own.

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Saadiyat Island: A treasured destination

31Best of Abu Dhabi

Saadiyat Island is progressing in many phases with a first – the opening of a

world-class golf course designed by sporting legend Gary Player – due to open in September 2009. This is in line with Abu Dhabi’s objective to appeal to the 2.7 million guests it hopes to attract by 2012, By carefully managing its growth with a series of sensitively articulated infrastructure innovations, the face of sustainable tourism is taking shape.

In 2004, the Abu Dhabi Tourism Authority (ADTA) embarked on developing Saadiyat Island into a world-class, environmentally sensitive tourist destination that included, as its centrepiece, a cultural district for Abu Dhabi, the region and the world. The task of delivering this transformation was entrusted to Abu Dhabi’s Tourism Development & Investment Company (TDIC) which has since taken Saadiyat onto the world stage.

Hyperbole notwithstanding, Saadiyat Island represents one of the most important development opportunities in Abu Dhabi’s history. Meticulously planned, the island, with its 30 kms of water frontage and natural environmental-features, including mangrove forests, is evolving as a strategic international

tourism destination that epitomises a new dawn in Abu Dhabi’s evolution to regional and global pre-eminence.

To be developed in three phases, with total completion expected around 2018, the masterplan envisages highly individual districts and includes hotels, marinas, international standard museums and cultural centres, golf courses, civic facilities and sea-view residential properties.

In many ways Saadiyat Island will be an extension of the UAE capital which the Abu Dhabi Government has masterplanned as a “stately global capital.” Saadiyat is being linked to the mainland via a 10-lane freeway, making the destination easily accessible from Abu Dhabi International Airport just 25 kms away.

“Saadiyat Island and its beaches represent special opportunities to hotel and resort developers”, explains Mubarak Al Muhairi, ADTA’s Director General and TDIC’s Managing Director. With a strategy to dispose of development land on the island to private investors who will each develop their sites in accordance with a sustainable master plan and supporting stringent planning regulations and design guidelines, “guests will access

resort beaches by a series of boardwalks and pathways that will meander through the picturesque dune environments”, he adds.

By including a comprehensive array of amenities, including commercial and residential properties, resort hotels, recreational facilities, nature preserves, as well as most significantly, the notion of bringing together a cluster of renowned cultural facilities to be operated in partnership with established museums and performing arts institutions from across the world, Abu Dhabi has embarked on one of the most ambitious urban and cultural development projects ever conceived. Take for instance, the 24,000 square metre Louvre Abu Dhabi, a universal museum with exhibits encompassing a diversity of cultures. It will have 6,000 square metres of permanent displays and 2,000 square metres of temporary displays. Heralding a “new era of cultural co-operation, in the long term the Louvre Abu Dhabi will become autonomous, a national, regional and international asset allowing all to participate in an interconnected global understanding”, said HH Sheikh Mohammed Bin Zayed Al Nahyan, Crown Prince of Abu Dhabi at the launch of the unprecedented 30-year cultural

The Louvre Abu Dhabi, designed by Pritzker Architecture Prize-winner Jean Nouvel, will encompass a broad historical and geographic canvas with thematic exhibitions and special programmes. Inspired by Islamic architectural forms, Jean Nouvel’s dome-like structure allows for the dynamic interplay of natural light within interior gallery spaces.



accord between France and the UAE in March 2007. So with the guiding principles for the Cultural District to make it,

by definition, a destination everyone in the worlds of art and culture would want to visit and revisit, this cluster of permanent institutions, through its collections, architecture and programmes, will become one of the world’s greatest concentrations of cultural experiences. This is being achieved by the addition of the Sheikh Zayed National Museum, the Guggenheim Abu Dhabi, Performing Arts Centre and the Maritime Museum.

An equally important focus in Saadiyat’s positioning as an island experience of genuine and enduring worth is its management of tourism assets, with strict environmental codes designed to ensure that

development respects, and is aligned to, Abu Dhabi’s strong culture of protecting its sensitive coastal and desert ecologies. For instance, a batch of 58 Hawksbill turtles that recently hatched safely on the island are being protected and monitored as part of a sustainable breeding programme - as part of TDIC’s proven commitment to environmental responsibility.

Saadiyat Island is a flagship project for TDIC, for Abu Dhabi and the region. Its name is already resonating within global cultural and golfing circles and as its development progresses; much more is expected from this island which is designed as a destination apart.

www.saadiyat.ae

l Saadiyat Island will eventually house around 160,000 residents and will be connected to Abu Dhabi via a ten-lane causeway.

l Building of the world-class Cultural District is underway.

l New York Universitys’ first overseas liberal arts campus is to open on the island.

l The Gary Player designed Saadiyat Beach Golf Club is to open September 2009.

l Abu Dhabi National Hotels (ADNH) is investing around AED 750 million in a five-star Park Hyatt resort on Saadiyat Beach. The resort will boast a 400 room hotel overlooking a 300 metre-wide stretch of beach.

l Abu Dhabi-headquartered Al Jaber PSC, one of the most prominent construction and development companies in the UAE, is to build a signature Shangri-la Resort on Saadiyat Beach. The hotel will have 400 rooms and front over 300 metres of pristine beach.

SAADIYAT CULTURAL DISTRICT

Maritime MuseumPerforming Arts CentreO�ce parkBoutique hotelsRetail & commercial environmentLuxury town homes & apartments

Guggenheim Abu DhabiLouvre Abu DhabiBiennale Park

Sheikh Zayed National Museum

SAADIYAT MARINAWorld class MarinaWaterfront restaurants & hotelLuxury apartmentsCentral business districtLeisure & entertainment facilitiesCommercial & retail environment SAADIYAT PROMENADE

Family resortDynamic beach lifestyleBoardwalks with cafés & restaurantsLeisure & entertainment

SAADIYAT BEACHInternational tourist destination9 kilometers of natural beachesFive-star hotels and resortPrivate and public beach clubsChampionship golf course withluxury residential villas and apartmentsdesigned by Gary Player

SAADIYAT RESERVEChampionship golf courseLuxury residential waterside living

SAADIYAT LAGOONSLuxury low-rise waterfront residentialWaterside livingTidal lagoon system

SAADIYAT RETREATBoutique hotelsLuxury residential villas


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Designed by golfing legend, Gary Player, the Saadiyat Beach Golf Club is a uniquely captivating golfing development being built on Saadiyat Island - the Arabian Gulf’s first ocean course. Boasting two freshwater lakes and one salt water lake, the course features several beach-front holes and weaves in and out of nine 5-star beachfront hotels. Adopting a figure of eight concept, the course is organically designed in totalharmony with the surrounding environment.

SAADIYAT CULTURAL DISTRICT

Maritime MuseumPerforming Arts CentreO�ce parkBoutique hotelsRetail & commercial environmentLuxury town homes & apartments

Guggenheim Abu DhabiLouvre Abu DhabiBiennale Park

Sheikh Zayed National Museum

SAADIYAT MARINAWorld class MarinaWaterfront restaurants & hotelLuxury apartmentsCentral business districtLeisure & entertainment facilitiesCommercial & retail environment SAADIYAT PROMENADE

Family resortDynamic beach lifestyleBoardwalks with cafés & restaurantsLeisure & entertainment

SAADIYAT BEACHInternational tourist destination9 kilometers of natural beachesFive-star hotels and resortPrivate and public beach clubsChampionship golf course withluxury residential villas and apartmentsdesigned by Gary Player

SAADIYAT RESERVEChampionship golf courseLuxury residential waterside living

SAADIYAT LAGOONSLuxury low-rise waterfront residentialWaterside livingTidal lagoon system

SAADIYAT RETREATBoutique hotelsLuxury residential villas



Saadiyat Island

Saadiyat Island is a truly special place. Born out of collective inspiration, it is a rare destination experience of rich depth and diversity.

A symbol of progress, a tribute to vision, a celebration of talent, Saadiyat Island embraces nature and human achievement with enlightened balance. It will be an irresistible magnet attracting the world to Abu Dhabi – and taking Abu Dhabi to the world.

Home to an international arts and culture hub, with new levels of resort hospitality, as well as groundbreaking leisure, retail, business and residential offerings, Saadiyat Island is the vibrant new heartbeat of modern Arabia.

Designed to build bridges between cultures, create harmony through integration, and inspire understanding through creation, Saadiyat Island will transform local and global perceptions of Abu Dhabi.

Saadiyat Cultural District

The pulsing cultural hub for celebration and innovation in the arts, and the soul upon which the entire fabric of the island is built. With its array of architectural icons, Saadiyat Cultural District fuels the imagination, fosters interaction, and allows people of all backgrounds to embrace a common bond of creativity.

Saadiyat Beach

Where turtles nest, dune grasses sway gently in the breeze and the bluest of azure waters sparkle with the sun. This rare 9 km stretch of natural beach is a resort and leisure space of luxury. Home to a championship golf course and the stunning horizon of the Arabian Gulf.

Saadiyat Retreat

A secluded haven of peace and tranquility, this private ‘island within an island’ hides exquisite luxury homes ‘suspended’ above calm waters, intimate resorts, and a very special kind of harmony for the body, mind and spirit.


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Saadiyat Reserve

Home to flourishing natural wetlands, lush mangroves, free-flowing waterways, and the region’s first ever tidal golf course. An unforgettable place where man and environment become one.

Saadiyat Marina

Vibrant and sophisticated, this is the commercial heart of the island. Boutique retail, café society chic, designer apartments and colourful nightlife combine to create a waterfront space of energy and excitement.

Saadiyat Promenade

The colourful downtown waterfront hub for families. A place to while away the day and lose yourself in exploration and the total enjoyment of togetherness.

Saadiyat Lagoons

Nature’s private show. Beautiful homes nestled on the banks of tiny islets, where pristine waters gently lap, and nature’s morning chorus greets each new day.


Presenting a new face of Arabia

Welcome to Desert Islands’ launch phase one, the nature-based ‘Sir Bani Yas Island’ destination. Abu Dhabi is emerging as a major international destination as the government identifies sustainable tourism as a potential market growth area. Driven by the will to diversify the economy, the Abu Dhabi Executive Council has placed tourism at the core of its strategic thinking.

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37Best of Abu Dhabi

Sir Bani Yas Island, the first phase of Desert Islands, a remarkable destination

that presents a rarely seen face of Arabia, has opened in Al Gharbia, the Western region of Abu Dhabi.

As a flagship legacy product of Tourism Development & Investment Company (TDIC), a major developer of residential, leisure and cultural destinations in Abu Dhabi, Desert Islands reflects the rationale of environmental sustainability which is embedded in its corporate DNA.

Sir Bani Yas Island – a former Royal nature reserve – opened to international tourism with guests staying at the 64-room boutique Desert Islands Resort and Spa operated by Thailand’s award-winning Anantara brand. It has proved an instant hit with visitors who can opt for a series of adventure activities from 4x4 guided tours of the Arabian Wildlife Park (home to one of the world’s largest herds of Arabian Oryx), to kayaking, mountain biking, hiking and snorkeling in the island’s marine-life rich seas. “I believe our strategy of partnering with the best to deliver the best, attracting some of the world’s leading operators to Abu Dhabi, has significantly raised the hospitality benchmark. This ensures greater awareness for the destination overall”, he clarifies.

Preparatory work has also begun on TDIC’s Desert Islands socio-economic initiatives with the opening on the nearby heritage-rich Dalma Island of the Desert Islands Education Centre, where up to 500 Emiratis are undergoing vocational training to empower them to benefit from the tourism career opportunities that are beginning to emerge. With Emiratisation the order of the day, TDIC is taking on board the challenges

of training and retaining HR expertise, in line with quotas and the pressures of global competition. Tabler explains, “TDIC has a solid commitment to the recruitment, training and development of a professional national cadre – indeed our Desert Islands Education Centre is a physical testament to this commitment. In addition, TDIC already has a significant number of Emiratis working within its various departments including marketing, the cultural division as well as project development. We are always eager to meet and recruit aspiring Emiratis who are looking to be mentored and trained to play a role in a company which has a significant nation-building role. The training of nationals and the opening up of new career streams for them are also key components of our partnership agreements with both the Guggenheim Foundation and the French Government”.

Desert Islands is being managed sensitively with respect for, and with the aim of developing, the local culture and traditions, he says, “It will provide a significant economic boost to the Western region and nationals residing there, by increasing employment, education and investment opportunities,” he adds.

Tabler says that the overall sustainability strategy is aimed at meeting present needs without compromising those of the future. “We want to expand on the late Sheikh Zayed’s eco-philosophy and ultimately reduce the need for non-renewable resources.” The strategy is being developed jointly by TDIC and Masdar, Abu Dhabi Government’s advanced energy and sustainability initiative responsible for developing renewable energy strategies for the emirate.


Already earning international recognition, Sir Bani Yas Island is at the core of Abu Dhabi’s effort to create a world model of sustainable development. Its legacy reserve status was created by the late UAE President and Ruler of Abu Dhabi, to ensure the survival of some of Arabia’s most endangered species including the Arabian Oryx. This gazelle, indigenous to Arabia, was labelled extinct in the wild in 1972 – now Sir Bani Yas Island is home to several hundred of them.

Tabler explains, “Sir Bani Yas Island is a nature-based destination which in many ways represents the true essence of Arabia. A simple vision for a single island has formed the basis and guiding principles for environmental conservation throughout and beyond the Desert Islands.” Sheikh Zayed planted the first tree on the island and TDIC’s master plan for the destination was based on the former leader’s eco-philosophy.

Dalma Island is the destination’s cultural jewel; it is a true symbol of UAE heritage mirroring an authentic Arabian lifestyle in a genuine environment. Currently 5,000 people live on the island.

Discovery Islands is an exclusive and luxurious retreat nestled on six natural islands. It is home to a vibrant marine life and untouched animal habitats. Two islands will be developed into exclusive boutique resorts, while two others will offer camping experiences on untouched desert islands. The remaining islands harbour undisturbed breeding grounds for birds and turtles.

“The launch of Desert Islands’ first phase is a milestone, not only in TDIC’s history, but in that of the western region of Al Gharbia,” explained Tabler. “As the first TDIC destination to come on line, the opening up of Sir Bani Yas Island has given us a great sense of satisfaction, particularly since it has been achieved in less than three years of the company’s launch. It is a paradigm of how the great potential of this region can be leveraged in a solid, sustainable manner”, he concludes.

www.desertislands.com

Sir Bani Yas Island is also host to the Arabian Gulf’s first wind turbine, which is now producing electricity, and is working with the Abu Dhabi future energy initiative, Masdar, to ensure Desert Islands utilises as much renewable energy as possible.


The Arabian Oryx is native to the Arabian Peninsula. It is an endangered species and has been classified as extinct in the wild since the early 1970s. Its distinctive white coat reflects sunlight and helps the Oryx stay cool in the harsh summer heat. Sir Bani Yas has one of the largest herds in the world.


With a Formula One race track and a Ferrari theme park added to more intellectual attractions such as the Louvre and the Guggenheim museums the Emirate aspires to be a centre for art, culture and entertainment.

Abu Dhabi has the world’s high-est per capita GDP, currently standing at $46,147. 9.2 percent of the world’s oil reserves are located within the Emirate, and these are expected to last for at least the next 150 years.

A $10-billion investment in the tourism sector is projected to increase the number of visitors to Abu Dhabi to 1.2 million by 2015.

Abu Dhabi International Airport welcomed a record 6.9 million passengers in 2007, up 31% on the year before.

Open for businessAbu Dhabi has already been named the world’s richest city, with the most abundant oil reserves in the UAE, over 700 kilometres of coastline and the country’s high-est mountain peak; but the Emirate’s ambitions are soon set to eclipse all this and more. The capital of the UAE, and the largest of the seven Emirates, has made vast investments in order to attract international business and increase socio-economic development. Bringing together the forces of entrepreneurship and innovation, the guiding force of this rapid expansion is the Abu Dhabi Chamber of Commerce & Industry (ADDCI). Since 1969, this autonomous institution which serves the public interest and represents the various private sectors in Abu Dhabi has evolved from being a service provider to becoming an active player that fosters close ties with the business community locally and worldwide.

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HE Mohammed Rashed Al Hameli, Director-General, Abu Dhabi Chamber of Commerce and Industry shares his insights on the

mission, vision and strategy of ADDCI.

In what specific ways is ADCCI successfully positioning Abu Dhabi as a leading commercial and business destination? How has the innovative promotion of its commerce and business opportunities added to the economy and global profile of the emirate?

41Best of Abu Dhabi

The Abu Dhabi Corniche is a visual statement of the emergence of Abu Dhabi as a worldclass city. It features hotels, residential and commercial properties that are contemporary and iconic while fully maximizing the value of this important location.

HE Salah Salem Bin Omar Al Shamsi, President, Abu Dhabi Chamber of Commerce and Industry

The ADCCI is an autonomous body supporting government policies in promoting trade, commercial and industrial activities. In this context, we provide a series of services to both national and foreign businessmen who have businesses in Abu Dhabi or are prospective entrepreneurs. The Chamber has played a significant role in harnessing the potential of the private sector to contribute to Abu Dhabi’s non-oil economy.

Having embarked upon an aggressive approach breaking away form the traditional role of merely issuing licences, the ADCCI has now taken up the more active responsibility of linking the private sector with the public sector. At the same time, the Chamber is also involved in finding solutions to problems faced by businessmen in setting up business or entering into joint ventures with foreign companies.

This year we have launched two very important work centres: the Members Services Centre and the Business-Link. These two centres are like a ‘One-Stop Shop’ providing A-Z services to members as well as the business community, traders and entrepreneurs.

Abu Dhabi is emerging as the centre of very vibrant economic activity, with the government adopting an open foreign investment- friendly economic policy and allowing the private sector to play a pivotal role. Abu Dhabi is on fast track. Our strategic location supported by the bold and dynamic open economic policies, has turned our Emirate into a beehive-like hub for global business and commercial activities.

The ‘Abu Dhabi Plan 2030’ is an unprecedented, phased undertaking to be shared by the government and the private sector to refurbish and build a modern infrastructure. Over the next two decades, Abu Dhabi will be spending trillions of dollars on tourism facilities, building hotels and resorts for high-end tourists. Health and education projects will be launched to provide the best in the two essential services sectors. Real estate, commercial and residential properties, modern network of roads, seaport, airport, and light rails will be provided. Our economic growth during the past couple of years is a brilliant achievement reflecting the strong long-term growth through wealth creating opportunities. Our real estate market has emerged as a strong challenge to other players in the field and is now exploding, registering unprecedented demand-based growth expected to cross $500 billion when completed. Our innovative specialized industrial zones set up in selected parts of the emirate and our government’s policy of allowing 100 percent ownership to foreign investors and entrepreneurs offer excellent opportunities to industrialists and entrepreneurs to set up their businesses.

What partnerships with industry stakeholders has ADCCI fostered, and why?As I said earlier, the ADCCI has undergone a basic change from being a mere basic service provider to be an active player fostering close ties with the business community. The establishment of the Abu Dhabi Business Group Forum and its interaction with ADCCI brings the International business community on one platform, which would help

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networking amongst national businessmen and entrepreneurs. The ADCCI is aware of the changes on the market-place and the growing importance of the private sector in contributing to the development of non-oil economy.

We have two elected expatriate members on our board of directors to give more representation to the private sector.

Diversification from oil-related revenues is a long-term strategy that is sometimes difficult to implement. What concrete steps is ADCCI taking to ensure that it is realistically implemented?Our progress and success depend on our strategic planning, building friendly working relationships with various segments of the business community at all levels to develop Abu Dhabi’s non-oil economic sectors. We encourage our businessmen and trading community to foster strong

trade and business ties with foreign businessmen, firms and companies. Despite the recent and well-documented successes of Abu Dhabi as a business hub, what challenges does ADCCI face in marketing this location to the ever-growing volumes of investors?We have successfully marketed the economic and commercial benefits that Abu Dhabi has to offer to foreign investors, and the vast potential that the Emirate has to offer in real estate, tourism, health and industry. The private sector plays a very crucial role in developing a strong economy; ADCCI realizes this and has established open, transparent and fast-track policies in dealing with members and foreign businessmen. The government has liberalized the economy allowing full-scale involvement of foreign investors. However, we want to go for high-end quality partnerships that will help us develop a sound and stable non-oil economy. Abu Dhabi is the largest of the seven emirates endowed with rich natural resources other than oil and gas. We have about 200 natural islands, sand dunes, sea coast. We have the advantage of turning these resources into developing a strong non-oil-based economy. Our FDI reached about $ 6 billion in 2006 and there is potential for more, as there are more opportunities for investment in our burgeoning tourist and travel industry, hotels, health and education to name but a few.

Competition is always healthy and key to

growth. Competition does not mean we try to undercut one another. Chambers of all the seven emirates under the UAE Federation of Chambers of Commerce and Industry (FCCI) have a common goal to help boost and strengthen the UAE economy by providing guidance, help and support to businessmen and entrepreneurs.

What further innovation can be expected from ADCCI in the future? In line with the changes in global economic activity, the Chamber has laid down a well-planned strategy to meet emerging challenges, especially laying emphasis on perfection and excellence within the various departments of the Chamber. It is our continuous endeavour to provide best services and guidance to our members so as to help them increase their trade and business activities.

In addition, the Chamber is keen to encourage young UAE men and women entrepreneurs to start small- and medium-sized enterprises (SMEs) to help boost the government’s efforts to build the non-oil economy. As an important part of its strategy, it also provides its members with orientation programmes to develop and polish their skills and capabilities to acquire modern know-how and knowledge of international market-place trends. To this end, the e-commerce culture has been assimilated at the ADCCI with ease to be in tandem with developments around us and has greatly improved the

Since its inception in 1969, the Chamber has discussed

many economic laws and legislations that regulate economic

performance in the Emirate. As a member of the UAE Federation

of Chambers of Commerce & Industry, it plays a significant role in discussing and drafting these laws and regulations at the UAE level. Its presence in

the international arena has been gradually expanded through multi-membership in many Arab and world chamber

counterparts, including the Arab-French, the Arab-Swiss, the Arab-American, the Arab-

Belgian, the Arab-Luxembourg and the Arab-German Chambers of

Commerce & Industry.

HE Mohammed Rashed Al Hameli, Director-General, Abu Dhabi Chamber of Commerce and Industry

Abu Dhabi’s strategy for financial success is based on both the enhancement of the economic structure and the diversification of income sources through nurturing the

non-oil sectors, strengthening the public-private partnership (PPP), encouraging the direct foreign investment (DFI), as well as through entering into joint ventures hinged upon

comparative advantages. Any local economy managed by global standards seeks to apply the laws of the knowledge-based economy.

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43Best of Abu Dhabi

internal and external workings of the organisation.The Chamber’s duty is to render the best possible services

to its member firms and companies. According to Chamber Law, all individuals and companies that are based in the Emirate and participate in any commercial or professional activities in this area must be registered. Membership certificates are issued to all members and from this moment onwards they are kept updated on the latest data and information available from the Chamber, as well as being educated about how to make the most of the services which it offers. Members are notified of the Chamber’s frequent functions and events whilst being kept abreast of its general duties and the tasks it carries out.

The wealth of data and information which the Chamber possesses allows it to be an active participant in a variety of functions and events, both locally and internationally. Through these, the Chamber is able to introduce its member companies and products so that they too can benefit from these opportunities. This interaction helps the Chamber to gain a clearer vision of the problems and obstacles that members may be facing. These problems are discussed and appropriate solutions are devised; if necessary, further action is taken by approaching the authorities.

Through its website, the Chamber makes all information required by the business community in Abu Dhabi and the UAE instantly available. Their vision, “to be the leading chamber in achieving socio-economic development” by consistently seeking to support the national economy and improving both the development of the services it offers and the domestic and foreign relations it fosters, is being realised across diverse spheres. Embarking on a strategy to invest in the best and most advanced practical education in order to upgrade the level of professionalism of its staff, they are becoming recognized by the community as being highly qualified role-models who uphold the Chamber’s values and enhance its prestigious position, nationally and internationally. In this way, the Chamber’s mission, ‘to contribute effectively to the enhancement of our national economy through adoption of the best professional and technical practices,’ is coming to fruition in tandem with Abu Dhabi’s pre-eminence in the 21st century.

Abu Dhabi is the number one city in the Arab world across diverse indicators. It is seeking to integrate into the global market and to achieve prosperity for its citizens and residents. To make this a reality, the government has adopted a scientific approach based on standards that would make it possible to measure its performance against that of other economies.

Tel: +9712 621 4000www.adcci-uae.com

The Chamber is also represented in boards, including the UAE-Turkish Businessmen Board, the UAE-

Syrian Businessmen Board and the UAE-Indian Businessmen Board. It is a member of the Federation of the AGCC Chambers of Commerce & Industry, the Federation of Arab Chambers of Commerce, Industry & Agriculture, the Islamic Chamber and

the Arab Labour Organization. Such representation falls within the framework of its membership in the UAE Federation of

Chambers of Commerce & Industry.

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Chapter 2 Hotels & Hospitality

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Hotels & Hospitality ‘‘Who so ever practices hospitality entertains God himself’’.Anonymous

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Emirates Palace boasts a 1.3 km stretch of private beach.

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

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

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

Palatial HospitalityIt rises from the desert sands like a mirage. Its breathtaking appeal, the silver and gold glass mosaic tiles of its grand atrium dome shimmering in the sun’s radiance, is undeniable. By night, this monolith of magnificence is suffused with brilliant light and glitters like a many facetted diamond. Superlatives are not redundant when it comes to describing the most exclusive and expensive hotel ever to be built. Launched in 2004, its construction cost over US $3 billion - and it stands as a proud landmark of the modern UAE. Located in Abu Dhabi, this tribute to comfort and service is owned by the Government of UAE and is man-aged by the Kempinski Group of hotels.

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Located on a 1.3 km stretch of Abu Dhabi’s most beautiful sandy beach, the Emirates Palace stretches across one million square metres and is surrounded by a beautifully landscaped park.

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Winner of the prestigious Platinum MENA Travel awards (2006) in three categories, the most by any hotel, including ‘Best New Hotel of the Year’, ‘Best in Convention and

Conference Facilities’, and ‘Best Tourism Project’, the Palace has become a cornerstone of Abu Dhabi’s fresh wave of innovation that is attracting inbound tourists and business travellers alike.

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

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

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

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

With a staff force touching 1800 and 49 different nationalities, an occupancy that exceeds 60 percent and up to 15 different functions going on daily, luxurious offering notwithstanding, the smooth running of the Emirates Palace represents the culmination of complex logistics managed with dexterity by Hans Olbertz, who has managed the hotel since inception. “I love Abu Dhabi, and having worked here in several capacities in the past has made me appreciate the astounding changes that are underway. It is no longer wishful thinking; Abu Dhabi is now internationally recognised as a gateway to the Arab world. Coupled with its unsurpassed luxury facilities, its geographical advantage has helped the Palace emerge as the hotel of choice for the glitterati and as one of the finest conference destinations in the world”, he explains.

Stepping into interiors of the Palace, designed by KY&A, specialists in hotel, resort and spa interiors, is like entering a fairyland. Everything is breathtakingly larger than life and unmistakably stylish, yet muted. Garishness is anathema to the property and also to the model of intelligent, eco-friendly tourism that the Government of Abu Dhabi is planning for the federal capital of one of the world’s richest oil producing countries that is diversifying

61Best of Abu Dhabi

Hans Olbertz , General Manager, Emirates Palace



its economy with stealth and acumen. From the magnificent collection of 1002 chandeliers made with Swarovski’s premier Strauss crystals, to the decorations of gold leaf and the finest marble, the property has a rarified aura that cannot fail to impress even the most hardened of luxury hotel aficionados.

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

they offer. From the calibre and preparedness of the staff, to the quality and choice of the F&B outlets, to the mod cons as well, no detail can be overlooked”, Massoud says.

Dedicated to anticipating the diverse needs of its guests, a thoughtful provision of language preference to operate the advanced hotel multimedia system, is a testament to the globalised identity of its guests. This includes a touch screen control panel that allows guests full control of all room appliances such as lights, air-conditioning and in-room entertainment including 50-inch plasma screens in rooms and 61-inch plasma screens in the suites. Interactive

TV with high speed internet access and the unparalleled butler service for each room make a stay at the Palace a memorable experience and one with a human dimension too. Our butler’s friendly and competent ministrations made the stay more accessible in a manageably rarified way.

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

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

And when it comes to getting together for business, nobody does it better than them. Boasting a world class array of conference facilities and venues, the Emirates Palace International Conference Centre houses an auditorium with fixed seating for 1,200 guests, a main ballroom that can hold up to 2000, an extensive range of 40 meeting rooms, a high-tech business centre and a media centre to boot. Six large terraces and a variety of pre-function areas provide tranquil locales for breaks, cocktail receptions and banquets. Set in its 100 hectares of beautifully landscaped park with several open lawns, it also

offers spectacular outdoor venues for gala dinners and creative events. “We have had numerous functions on a grand scale, ranging from the GCC Summit and the World Leadership Summit, to the Young Arab Leaders conference as well as host of opera shows, live concerts and more” he says. “The name of the game is to proceed with precision whilst allowing for the human touch to shine through”, he adds.

Whether for business or leisure, enjoying the ample facilities cannot be easier: a relaxing stroll on the serene stretch of secluded beach, a couple of laps in either of the two swimming pools, a brisk workout in one of the two state of the art fitness centres or a game of tennis under the tutelage of resident tennis professional Dermot O’Grady. Even children can have the time of their lives - a colourful, action-packed play zone guarantees fun for them, and for children aged 14 and above, an energy zone simulates extreme sports like wind surfing, para-gliding and climbing.

Even though it is just one km away from the city centre, shopping is always a temptation to be indulged in thanks to the hotel’s in-house boutiques that have just the right selection of designer items for every type of guest.

Adding to the exhaustive list of its fabulous enticements, this haven of comfort is all the more sought after as it is located near many major business quarters, shopping malls and local attractions. Easily accessible from major international gateways through Abu Dhabi and Dubai International Airports, small wonder then that the world’s who’s who have been dazzled by the splendour and hospitality of the Emirates Palace. The beauty and enduring appeal of the Emirates Palace though, is that it never fails to lend its caring service to anyone who comes to stay - even the humblest like me can get to live like a king for a day.

Tel: +9712 690 9000www.emiratespalace.com

With a staff force touching 1500, an occupancy rate that exceeds 60 percent and up to 15 functions going on daily, the smooth running of Emirates Palace is the culmination of complex logistics managed with dexterity.


Winner of the prestigious Platinum MENA Awards (2006) in three ctaergories, stepping into interiors of the Palace is like entering a fairyland. Everything is breathtakingly larger than life and unmistakably stylish.


A resort with a difference

Location, they say, is everything. Add elegant décor, traditional Arabian hospitality, a stretch of pristine white beach and miscellaneous modern luxuries and you have a winning combination; Beach Rotana. Attached to one of Abu Dhabi’s largest and most exclusive malls, and lying in the heart of the city – a mere 30 minute drive from the International Airport - the resort’s unequivocal popularity is easy to comprehend. Accolades notwithstanding, Rotana is far from content to rest on its laurels, the property is constantly reinventing itself in order to remain at the crest of the market become the fulfillment of all its guests’ needs. “We are always developing, always willing to redesign and upgrade to become ever more competitive” explains General Manager Moritz Klein.

Rotana boasts squash courts, swimming pools, water-sports and flood-lit all weather tennis courts.

Tourism accounted for 3.7Dhs billion of Abu Dhabi’s GDP in 2007.

Founded in 1993, Rotana Beach Abu Dhabi is part of Rotana Hotel Management Corporation.

Beach Rotana encompasses 10 Treatment Rooms, 2 Tranquility Suites and Relaxation areas, a dedicated Spa Team of expert therapists and a comprehensive treatment menu.

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With eleven restaurants on offer, from elegant dining to alfresco by the beach, there is an option for every mood or inclination.

Beach Rotana sets a sophisticated tone embraced by the entire resort. A stylish lounge lies beneath a vast glass dome, whilst the attentive staff ensure prompt check-in times and flawless service.

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From the moment you wander into the opulent lobby, Beach Rotana sets a sophisticated tone embraced

by the entire resort. A stylish lounge lies beneath a vast glass dome, whilst attentive staff ensure prompt check-in times and flawless service. The sheer quantity, variety and quality of the facilities available, however, is what sets this hotel apart from its other five star neighbours. With eleven restaurants on offer, from elegant dining to alfresco by the beach, there is an option for every mood or inclination. Not to mention the award winning eateries from worldwide, vibrant bars, live evening entertainment and wickedly exotic cocktails. If you’d rather build up an appetite, as opposed to quenching one, Rotana boasts squash courts, swimming pools, water-sports and flood-lit all weather tennis courts to boot. “Depending on whether you want to work out or wind down, we have the right option for our guests”, Klein says.

However, Beach Rotana Abu Dhabi is ideal for business as well as those just here to soak up the sun, and its success in this market is as much to do with its state-of-the-art business centre as its enviable location. For events or conferences there is a skilled team provided to meet the organizers’ needs, wireless connectivity and professional Secretary Support designed to help with anything and everything. This meticulous attention to detail, all with the aim of creating an environment where business can be as efficient and relaxed as possible, is part of the bespoke service that Rotana Resort considers “integral to our tremendous success”.

Still on the facilities front, the Zen spa is veritable haven of tranquillity, offering a serene and relaxing retreat. Deriving from Holistic Asian Philosophies but with an added contemporary twist, the spa is designed to take an uncomplicated approach to providing ‘me time’. With 10 Treatment Rooms, 2 Tranquillity Suites and Relaxation areas, a dedicated Spa Team of expert therapists and a comprehensive treatment menu, the spa allows visitors to rebalance and rejuvenate in comfort.

Founded in 1993, Rotana Beach Abu Dhabi is part of the Rotana Hotel Management Corporation. Committed to the standards of excellence that the chain is now famous for regionally, Klein explains that the resort is “constantly working to build up international awareness and infiltrate foreign markets so that we can be as well established worldwide as we are here in the Middle East”. At the moment Rotana has 25 operations but by 2012 65 are predicted, an ambitious but no doubt achievable strategy. Tourism accounted for 3.7Dhs billion of Abu Dhabi’s GDP last year and this figure is projected to rise exponentially due to the scale of tourism-related planning in the Emirate’s capital city, and poised to benefit hugely from this trend are resorts such as Rotana. To ensure that the impressive standards that the brand is famed for are maintained, they benchmark themselves against Leading Hotels of the World Inc, of which they are a member, and consequently undergo annual quality and integrity checks.

Ultimately, the most important test of success is… “Total guest satisfaction, every time and in every way… It’s what the resort works unfailingly towards, and it’s what I am personally committed to”.

Tel: +9712 697 9000www.rotana.com

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With eleven restaurants on offer, from elegant dining to alfresco by the beach, there is an option for every mood or inclination.

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

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

Amenities3 Executive boardrooms, 4 Meeting rooms, Multiple grand ballroomsRenovated auditorium; all perfectly fitted for conferences and exhibitions.

A history of excellence

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

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Abu Dhabi’s social scene would not be the same without the InterContinental’s inimitable restaurants and bars, having earned a well deserved reputation for some of the best dining experiences in town. This hotel has definitively established itself as the benchmark against which others on Abu Dhabi’s deluxe hotel scene must be compared.

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Abu Dhabi is evolving at an exponential rate; with

construction booming, the tourist industry flourishing and an explosion of new developments planned to transform the region and expand its international influence. At the heart of this thriving and successful city lies the InterContinental, a hotel that has been one of Abu Dhabi’s most celebrated landmarks for the past 28 years and has recently re-opened to reveal a fresh face, following a 65 million dollar revamp project. Set amid beautifully landscaped parkland, the hotel is situated on the seafront with a private marina and an arc of pristine white beach.

With all the tranquillity and ex-clusivity of a resort and every luxury and amenity of a five star hotel, the re-launched InterContinental ushers in a new era of hospital-ity excellence. From the stunning new lobby to the four restaurants serving exquisite dishes including Brazilian Churrascaria and Thai seafood, to the stylish bars and piano lounge, fully equipped gym-nasium and Health Zone; this hotel has definitively established itself as the benchmark against which others on Abu Dhabi’s deluxe hotel scene must be compared. “We are a trusted and respected brand, which is a responsibility we take very seriously”, explains General Manager Simon W. Stamper, who has recently returned to the hotel after a three year stint in the early 1990’s. Abu Dhabi holds a special place in Mr. Stampers’ heart as it is here that he first met his wife. He speaks fondly of the changes in Abu Dhabi tourism and is impressed by how much prettier the Emirate is these days, with the Parkland and Lulu Island close to the hotel guest have beautiful

day trips to look forward to. Mr. Stamper credits the Abu Dhabi Tourism Authority for much of the progress.

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

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

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

this evening out is indeed a dining experience with a difference, in addition, there is also the award-winning Fishmarket which has a delicious display of the freshest sea-food cooked Thai style and served looking out over the Arabian Gulf. But it doesn’t stop there; there is also Boccaccio, a relaxed and airy Italian Restaurant, Selections which boasts some of the best views Abu Dhabi from its vantage point on the third floor, a piano lounge for a chilled break and the famous a.m.p.m bar for the hotel’s night owls, serving the freshest beats and the most extravagant cocktails. If you’re after that extra dose of exclusivity, however, guest’s can choose the Club InterContinental - which offers access to the elite Private Club Lounge.

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

from the competition, is the hotel’s dedication to showcasing what its host city has to offer. The Concierge service provides guests with a compelling insight into the rich culture and amazing experiences to be found in Abu Dhabi, especially those that are often not put on the traditional tourist maps. This is mirrored in Mr. Stampers’ genuine passion for Abu Dhabi and the industry in general; “We’re so excited about the future, the InterContinental has resumed its rightful place at the heart of this amazing city’. With its sophisticated new image and illustrious past, the future looks bright.

The Yacht ClubWhat better setting than a stylish terrace overlooking Abu Dhabi’s most picturesque marina. The Yacht Club is set to become the hottest spot in town with its contemporary interiors, Pacific Rim cuisine and the unlimited imagination of its bar staff. Prepare for cocktail creations, unforgettable sunsets and much more. Open daily, 12.00pm to 01.00am.

Tel: + 9712 666 6888www.ichotelsgroup.com

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

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A fully equipped fitness centre, fitted with free-weights and a variety of cardiovas-cular machines.

Le Royal Méridien has 275 guest rooms – including 79 luxurious suites.

Ten restaurants and bars offer an array of choices from Italian cuisine to exotic Asian fare to elegant French gastronomy to fresh seafood.

Liwa Grand Ballroom is the pride of Le Royal Méridien Abu Dhabi: the spacious and beautiful room can seat up to 400 delegates and can accommodate 1,000 guests for a cocktail party.

Bespoke Magnificence

Ensconced in the heart of Abu Dhabi and framed by lushly landscaped gardens, Le Royal Méridien Abu Dhabi is set against dazzling high-rise towers of the city bordered by the cerulean waters of the Arabian Gulf. One of Abu Dhabi’s principal landmarks, where spectacular urbanisation is interlocked with the charm of an ancient culture and its architecture, the luxury property borders Corniche gardens, private lounges, futuristic health club and every amenity for the discerning guest.

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Sitting at the heart of the Abu Dhabi, travellers have long considered this elegant hotel a jewel in the heart of the Middle East.

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With 275 rooms and 79 suites, the Le Royal Méridien Abu Dhabi is just a brisk walk away from the renowned city sites such as the Abu Dhabi Mall, the Cultural

Foundation, Abu Dhabi’s Petroleum Exhibition, not to mention the Zayed Heritage Village. With all the global features and activities you would expect at any Le Méridien property,

impeccable attention to detail and dedication to exemplary customer service reigns supreme. Such services range from your standard babysitting, dry cleaning and secretarial services to currency exchanges, medical services, airport transportation and health clubs as well as nearby golf course too. What’s more, with a multilingual staff as to cater for all nationalities, any guest can feel at home.

Why not begin the day with an invigorating workout in the fully equipped fitness centre then finish off with a refreshing dip in the indoor or outdoor pool? Set amidst landscaped gardens and luxuriant foliage, the outdoor pool is a work of modern art.

After a chaotic day of business or sightseeing, there is the chance to relax with a massage, sauna or to soak in the Jacuzzi. If you’re in an active mood, then why not entice a colleague into a game of squash? There is even the option to try water-skiing, jet skiing, or boating on the shimmering waters of the Arabian Gulf.

Leisure pursuits notwithstanding, the property is within walking distance of Abu Dhabi’s principal commercial and business districts, and only a short drive from the International Airport.

With so much to enjoy, its offerings don’t stop here. It’s expert staff also facilitates opportunities to discover unique cultural experiences both within the hotel, as well as across the local community. Dedicated to providing these experiences, as well as to recommending the most enriching art, musical, fashion and design events that the emirate has to offer, Abu Dhabi is also home to myriad museums, as well as the National Theatre and the Abu Dhabi Classical Music Society.

If all of this were not sufficient for global culture vultures, then wait for the launch of the Guggenheim Museum complex, designed by the legendary Frank Gehry under construction on Saadiyat Island. Hand in hand with Le Meridien, Abu Dhabi’s treasures are set to unfold…

Tel: +9712 674 2020 www.starwoodhotels.com/lemeridien

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The beautiful Corniche, the most popular boulevard in the city, boasts public gardens and recreational promenades.

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Switch on to sustainability

In view of the need for a serious energy conservation strategy being enacted by Dubai’s hotels, various products, strategies and services are being developed by Phillips in order to assist hospitality groups to lower Co2 emissions in line with Dubai government directives. D.P. Smedema, General Manager, Phillips Middle East, Designation, airs his views on the way forward.

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DP Smedema, General Manager, Philips Lighting Middle East

Phillips supports a sustainable approach towards the hospitality industry, which includes training technical staff of all major hotel chains. They are planning work-shops together with the Dubai Department of Tourism and Commerce Marketing in November 2008 to increase awareness of energy consumption in hotels and support them towards energy efficient solutions. Philips is also putting together a green week in Dubai to strengthen public awareness towards energy saving.

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Since 2008 Philips Middle East, headquartered in Dubai, has been working with the hotels in making energy scans of their hotel facilities,

giving recommendations on how to improve their energy efficiency by a simple lamp replacement, without changing the fitting or fixture. Commonly used products like incandescent light bulbs can easily be replaced by energy saving lamps, called compact fluorescent lamps with integrated transformer. This replacement will immediately save 80 percent on energy consumption, reducing the CO2 by 41kg per year per lamp. Philips Ambiance range has been created for hospitality and homes, since they save energy without disturbing the ambience in the room. Another popular lamp in hotels is the halogen reflector, or dichroic, which can directly be replaced by the Philips MASTERLine ES. This switch saves 40 per cent on energy consumption and cost, also lasting 2-3 times longer, which dramatically reduces maintenance, saving time and money.

An electronic transformer (e.g. Philips ET-S) is strongly recommended to ensure that the specified lifetime is reached and energy saving of the total light system is guaranteed. Since last year we have reached the next step in energy saving measures:

LED technology... With retrofit lamps like MASTERLED 7W replacing a 35W halogen reflector lamp, or 40W incandescent light bulb, significant energy can be spared.

Occasionally, a so-called mockup room is installed with the proposed energy efficient lighting solution to check the acceptability of the total atmosphere.

In comparison to the rest of the world, how important is this area regionally in your overall operations in terms of growth prospects, turnover and market share?For Philips, hospitality is becoming a professional segment with a cross Product Division approach (Lighting and Consumer lifestyle) with dominantly sustainable solutions. With a leading position in the lighting industry to increase energy saving, and a high position on the Dow Jones Sustainability Index, sustainable solutions are one of Philips core

competences. With the growing need of energy efficient solutions in this hospitality segment in the Middle East, it is vital to become a key supplier of energy efficient lighting and consumer lifestyle solutions in the region’s hotel industry.

Are your clients primarily hotels or other commercial developers? Are there differences in the ranges of products you supply between one type of client/segment to another?The hotel segment is a growing professional segment, which we serve next to office, industry, retail and outdoor. Each asks for a different approach and different products/solutions. Where road lighting mainly uses high pressure sodium lamps, offices ask for fluorescent lighting solutions and fashion shops are moving from halogen towards compact discharge lamps. What they all have in common is the increasing need for energy efficient solutions.

In terms product imports of all types, this region is notoriously price conscious and often capitulates to cheap imports from South East Asia that may not have the quality benchmarks set by Phillips. How do you counter unfair competition?Because of limited knowledge and awareness in the Middle East towards lighting, it is difficult to recognize and appreciate the difference between one lamp and another. So logically consumers purchase the cheapest lamp as long as it fits. Only after usage they experience that lifetime is short, light output is fades fast or lamps simply change colour. To ensure consumers purchase the right product to prevent disappointment, we are setting up training programs and workshops in hotels and other segments. After which, those this who attended the course are better prepared to take the right decisions about their lighting, recognizing the difference between the initial cost of a lamp and the value of lighting. After all, the cheapest lamp is actually the most expensive lighting solution.

Tel: + 9714 309 5035 www.mea.philips.com

Philips is growing its lighting division in the Middle East, especially in the hospitality sector. Building on current lighting contracts with major hotel chains, they are joining forces with top players in transforming them into ‘green’ hotels by supplying them with latest innovations using more LED technology. Philips aims to continue supporting the hospitality industry as well as the government in making the Middle East sustainable, astounding other parts of the world, with its track record of sustainability.

Park Hyatt Dubai, Lighting Design by Stephen Gough of Project Lighting DesignPhoto courtesy Lumasense

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Chapter 3 Tourism, Culture & Heritage

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“Don’t tell me how educated you are, tell me how much you travelled.” “Don’t tell me how educated you are, tell me how much you travelled.”

Prophet Muhammed (PBUH), (570-632 AD)

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Abu Dhabi International Airport is undergoing expansion to increase capacity to 40 million passengers.

Abu Dhabi is looking to have 26,000 hotel rooms by the end of 2012.

ADTA supports Abu Dhabi’s tourism industry in a manner consistent with the indigenous cultural and social values of UAE society.

ADTA has gained many international awards for enhancing the tourism sector in Abu Dhabi and worldwide.

Managing a distinctive destinationAbu Dhabi Tourism Authority was established in 2004 with wide ranging responsibilities for the promotion and development of the emirate’s international tourism industry. Its mandate covers key areas including destination marketing, infrastructure and product development as well as regulation, licensing and classification.

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Abu Dhabi International Airport is undergoing expansion to increase capacity to 40 million passengers.

ADTA activities also include supporting the emirate’s tourism industry in a manner

consistent with the indigenous cultural and social values of UAE society. ADTA is achieving this aim through intense and extensive international promotion, the opening of dedicated offices in key markets, dynamic product development innovative and precision-targeted marketing to build brand and destination awareness as well as impactful educational campaigns for consumers and the travel trade.

In all its activities, ADTA works closely with stakeholders and partners including the immigration services, Abu Dhabi Airports Company, hotel owners, developers and operators, Etihad, the national airline of the UAE, the Department of Transport, Abu Dhabi National Exhibitions Company, Abu Dhabi Authority For Culture & Heritage and municipalities throughout the emirate.

This has resulted in the authority having a substantial presence at key industry events worldwide, the staging of road shows and trade workshops as well as inbound familiarisation trips for trade and media. ADTA activities also include regulation and monitoring of the tourism industry, which is helping to upgrade services, standards and performance throughout the industry and the promotion of training opportunities to encourage more UAE national participation in the industry.

ADTA is also closely involved in the development of the emirate’s tourism infrastructure and products and it plays a

Vision‘To be a leading tourism authority that is positioning the emirate of Abu Dhabi as an outstanding, globally recognised, sustainable tourism destination, while enriching the lives of the Abu Dhabi community and visitors alike’ - Sultan Bin Tahnoon Al Nahyan, Chairman, Abu Dhabi Tourism Authority

Mission‘To drive and support the development and promotion of tourism in Abu Dhabi efficiently, effectively, and transparently, in partnership with all our stakeholders while ensuring the highest quality standards’ - Sultan Bin Tahnoon Al Nahyan, Chairman, Abu Dhabi Tourism Authority

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

leading role in attracting inward investment to further the sector’s role in economic diversification. ADTA is also responsible for supervising existing and future government tourism projects and services.

ADTA strategies span the development of the business tourism (formerly Meetings, Incentives, Conferences and Exhibitions) sector, the enhancement of leisure services and products and the implementation of a comprehensive events strategy. The ADTA also works in close co-ordination with the

Abu Dhabi National Exhibitions Company (ADNEC) to further the emirate’s ambitions to become a world-class business tourism destination.

Throughout every aspect of its work, ADTA is dedicated to leveraging Abu Dhabi’s rich natural heritage and traditions and delivering socio-economic and environmental sustainability.

ADTA’s corporate ethos is based around Abu Dhabi’s brand message of respect, which leads to an inclusive approach embracing

all segments of its home community and its valued overseas partners and guests.

As an employer, ADTA strives to be the ‘best of the best’ promoting innovation and leadership by encouraging ongoing training and development both for its own staff, national and expatriate alike, and by providing training to employees of its stakeholders and industry partners.

Tel: + 9712 444 0444 www.abudhabitourism.ae

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Artistic Perspectives By 2012, Abu Dhabi will be making headway as one of the cultural hubs of the Middle East. As the clock counts down to that date, with the opening of museums, art centres and art fairs aplenty, ‘Best of Abu Dhabi’ gives you a taste of the artis-tic adventures the emirate has already undertaken, as well as those yet to come.

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Three years ago, Abu Dhabi set up Watani, a social and cultural develop-ment project that aims to engage its youth in local Emirati culture, with a particular emphasis on art.

The Abu Dhabi Tourism Authority (ADTA), which offers services like tours of the Grand Mosque, expects 2.7 hotel guests in the UAE capital by 2012.

Part of its plan to promote local culture, ADACH held a photography exhibition on “The Costumes and Adornments of UAE Women,” by artist Cibely Dohle.

Guggenheim - Abu Dhabi’s upcoming art icon of Heritage and art culture

Image Courtesy - Sadaqat Ali Syed Image Courtesy - Sadaqat Ali Syed

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In 2005, Abu Dhabi took significant strides towards becoming a Middle Eastern cultural

focal point by creating the Abu Dhabi Authority for Culture and Heritage (ADACH). An offshoot of the Abu Dhabi Cultural Foundation, this organisation aims to promote the cultural and historical aspects of Abu Dhabi, with a focus on literature, music, theatre, cinema, art and photography. ADACH caters to all types of art lovers through its ‘Plan for 2008-2012,’ which takes up the challenge to keep the local Emirati heritage alive while promoting the art that is reflective of an increasingly developed and cosmopolitan city.

Recently, the organisation demonstrated its range in artistic offerings. Among other things, it set up: ‘Picasso Abu Dhabi: Masterpieces from the Musee National Picasso’, which featured 186 paintings, sculptures and drawings and marked the first presentation of the Musee National Picasso collection in the Middle East; ‘The Arts of Islam’, which attracted over 61,000 visitors in just three months; and the screening of 9 Iranian films. ADACH also showed its commitment to promoting the culture of the surrounding Arab region, with its exhibition on ‘Treasures from Sudan’.

Thanks to the realisation that the federal capital must invest in community initiatives in order to foster meaningful societal values and substance to its tourism investment efforts, major inroads have been made through a collaboration with one of the most famous art fairs in the world: artparis. artparis is an

international fair dedicated to modern and contemporary art that takes place annually in France’s City of Lights. The organisers of this event have come together with the ADACH and Abu Dhabi Tourism Development and Investment Company to create a fair for modern and contemporary art in the UAE capital. Dubbed artparis Abu Dhabi, the event will provide a yearly meeting point for lovers of art across the Middle East and further afield.

The November 2008 exhibition witnessed the second running of artparis Abu Dhabi in Emirates Palace. The show had expanded by a mind-blowing 40 per cent from its earlier debut, exhibiting 58 modern/contemporary art galleries worldwide and encompassing over 3,300 artworks by more than 700 artists, including Andy Warhol, Pablo Picasso and Paul Cezanne.

Capping all of these artistic achievements is the opening of Saadiyat Island’s Cultural District, earmarked for 2012. This section of Abu Dhabi will embody the largest concentration of premier cultural institutions in the world. The project will house various museums, including: the Sheikh Zayed National Museum, the Guggenheim Abu Dhabi Museum and the Louvre Abu Dhabi. It will also be home to a prestigious performing arts centre and a maritime museum. The buildings for the project are being designed by award winning architects from around the world, like the famed Frenchman Jean Nouvel. A project unprecedented in scale and scope, the Cultural District will brand Abu Dhabi as a meaningful addition to the region’s burgeoning art scene.

Currently one of the fastest growing economies in the world, Abu Dhabi is also setting itself up to become a leader in yet another field: the international art scene. By putting in place the infrastructure to propel art, heritage and culture, the emirate aims to open its doors to artists and culture-based tourism from around the world, as well as fostering the talents of its home grown art fraternity.

Louvre - A home of a prestigious performing arts centre and a maritime museum

Image Courtesy - Sadaqat Ali Syed

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The Grand Mosque’s courtyard and prayer halls can fit over 40,000 worshippers at one time.

The Grand Mosque is home to the world’s largest chandelier, a 9 tonne behemoth made of 1 million Swarovski crystals imported from Germany.

Initiated by Sheikh Zayed in 1998, the Grand Mosque was a global meeting point since inception, bringing together over 3,000 workers and 38 contract-ing companies from around the world.

The overall cost of the Grand Mosque is just over AED 2 billion ($545 million).

Beauty and truth Shiekh Zayed Bin Sultan Al Nahyan, the late founding father of the UAE, had a vision: to create a world in which religious and cultural understanding reigned supreme. This enlightened leader left us the physical manifestation of that ideal in the legacy of the Grand Mosque. At a time that is on occasion witnessing the devaluation and demonization of the sacred precepts of Islam, the Grand Mosque epitomises the beauty and purity that has long been part of the Islamic tradition.

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In a region famous for creating the biggest and the best, the Grand Mosque had much to live up to – and it did. Covering 22,412 square metres, the mosque is about the size of five football fields, making it the third-largest mosque in the world.


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The Grand Mosque’s courtyard and prayer halls can fit over 40,000 worshippers at one time.

In a region famous for creating the biggest and the best, the Grand Mosque had much to live up to – and it did. Covering 22,412 square metres, the mosque is about the size of five football fields, making it the third-largest mosque in the world.

4 The mosque has the world’s largest carpet at 7,119 square metres, from Iran. 4 It has 28 types of marble and 24-carat gold throughout.4 The 22,412 square metre mosque site equates to around the size of five football fields. 4 More than 3,000 workers and 38 renowned contracting companies took part in the

construction work. 4 The mosque has 82 domes of traditional Moroccan design - all decorated with white marble. 4 The main dome’s outer shell is 32.8 metres in diameter and stands at a height of

70 metres from the inside and 85 metres from the outside.



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Located in the heart of Abu Dhabi, the Grand Mosque (officially called the Sheikh

Zayed Bin Sultan Al Nahyan Mosque) is a cultural and architectural landmark. This white marble wonder sits atop a 9.5-metre high hill, as if descending onto the city from another world.

Just looking at the exterior is enough to impress the visitor. Eighty-two extraordinary marble domes crown the building with its endless rows of pillars, and intricate calligraphy and colourful floral patterns crisscross its outer walls. The surrounding tile-inlayed lakes reflect the mosque in their dark waters, creating the impression of a building that goes beyond the boundaries of human reality.

The inside of the mosque is perhaps even more remarkable. Just beyond the entrance is the main prayer hall, a glittering room with the capacity to hold up to 9,000 worshippers. On the West Side is the marvelous Qibla wall, the direction Muslims pray towards. Subtly decorated so as not to distract the worshippers, the wall is

nonetheless breathtaking. At 23 metres high and 50 metres wide, it is covered in 6 pages of Quranic verses and lit with fibreoptics, making it shimmer a soft gold.

The rest of the mosque’s interior is equally impressive, as it attempts to mimic nature. Gracing the floor is the world’s largest carpet, a hand-woven 7,119 square metre masterpiece from Iran. The greens, whites and pinks of the carpet give off the feeling of sitting in a grassy garden. White columns rise like trees from the ground, covered in colourful images of marble vines and flowers that seem to be growing towards the mosque’s traditional Islamic arches. The multicolored chandeliers that hang down from the ceiling could be bunches of fruit drooping from heavily laden tree branches. And further up in the domes the lighting turns blue, emulating a night sky, with delicate white carvings for the stars.

As Abu Dhabi grows into a global capital city, embracing globalisation in its various manifestations, the Grand Mosque is keeping the city’s traditional identity alive,

as well as promoting the religious and cultural understanding envisioned by the country’s leaders. Although non-Muslims are not allowed in Abu Dhabi’s mosques, the Grand Mosque is an exception. A few months after the Mosque opened on the first day of Eid in December 2007, guided tours were made available for people of all faiths and backgrounds. The tours, conducted mostly by UAE nationals, provide insight on the mosque’s architecture, Islam, and the national culture of the UAE. There is no fee for the tours, thereby allowing as many people as possible to benefit from learning about the region and the sacred religion that the mosque represents.

Although Sheikh Zayed was unable to see the completion of his beloved mosque, his vision is what continues to drive it forward as a centre of religious and cultural understanding. When complete in 2009, it will be the crowning achievement of a city that emblemises the harmony and tolerance to be found in the moderate Islam espoused by Shiekh Zayed and his descendents.

The Grand Mosque’s courtyard is a delight. Stretching out to 17,000 square metres, this open-air section of the mosque is the meeting point of the manmade with nature. Giant floral marble designs pave the courtyard, while the sky provides the grandest roof one can find. The mosque’s 4 marble and gold minarets, one at each corner of the courtyard, tower 104 metres into the air, as if providing a staircase into heaven.



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

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Dishes are served together, not as separate courses and a typical meal consists of slow cooked spiced lamb on top of a bed of warm rice, with other accompaniments

ranging from hummus, ful (spiced bean paste), falafel, and shawurmah (shwarma; broiled meat served on flat bread) as well as stuffed vine leaves and other Arabian fare. In addition to dishes standard to the Arab world, the influence of Iranian cuisine can be seen in the Emirati preference for rice as a staple and ingredients such as saffron, cardamom, and rose water as flavouring in desserts. The traditional dish of Meshawah, made of dried fish and spices, and eaten with bread or rice and usually mixed with onions, bears an Iranian influence too.

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

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

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

A remnant of the Bedouin mentality, what really gives Emiratis pleasure is in extending hospitality. And if guests are around at meal times, they are invited to join in the traditional mansaf of whole lamb and spiced rice. The meal is laid out on trays for everybody to help themselves. Most homes have reception rooms or a Majlis whose sole purpose is to serve meals to guests on special occasions.

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

Each meal has to end with a sweet; at breakfast it would be fried dough balls eaten with date syrup, lugaimat, or dates. All of it washed down by the drink Arabs favour the most - ghawah, the hot and strong Arabic coffee.

Drinking coffee is an integral part of Arab culture and is a habit that is indulged every where, from the humblest café to the palaces. In the past, coffeehouses were the main meeting places in the Gulf. A cup of coffee was

Even though traditional Emirati cuisine is based on a healthy subsistence diet of dates, fish, rice and camel’s milk; today, Lebanese culinary influences pervade.



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usually followed by a turn at the gaduo, the traditional smoking pipe shared by men folk.

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

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

Milk and dairy products play a strong role in the Emirati diet. Camel’s milk, as much as its meat, was a staple food for the Bedouin and enabled small populations to occupy and make economic use of the extensive desert regions. In modern times, camels are reared

chiefly for racing and no longer used for food supply and transport. But camel milk is still consumed by Emiratis and some families keep a camel for milk in the family compound. The milk is drunk as a fresh drink, haleeb.

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

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

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

Machboos (or Fooga)

Ingredients

• 4 cups water

• 4 chicken bouillon cubes or 5 teaspoons chicken stock powder

• 2 tablespoons olive oil

• 8-10 bone-in chicken pieces, skin removed (if it is the breast pieces, cut those in half since they are very large)

• 2 whole dried limes (loomi)

• 1/8 teaspoon saffron

• 1 large onion, chopped

• 1 large tomato, chopped

• 1 garlic clove, minced

• 2 teaspoons ground cinnamon

• 1 1/2 teaspoons ground turmeric

• 1 1/2 teaspoons ground cumin

• 1 1/2 teaspoons curry powder

• 1/2 teaspoon cayenne pepper (optional) or chili powder (optional)

• 2 teaspoons salt

• 2 cups basmati rice, rinsed and drained

Directions

1. Preheat oven to 375°F and grease a 9x13 baking dish. 2. Bring water to boiling and add chicken bouillon cubes, lower

heat and add dried limes and saffron and let simmer till bouillon is dissolved --keep it hot.

3. Sprinkle chicken with half the spices (except the garlic). 4. Heat the olive oil in a large skillet on med-high to high heat

and fry the chicken till both sides are brown, lower heat to medium and remove the chicken to a plate.

5. In that same skillet sauté the onions for 2 minutes, add tomatoes, garlic and remaining spices and sauté another 2 minutes, then turn off the burner.

6. Add the rice and stir for about 30 seconds to 1 minute, till well coated.

7. Spread rice in the baking dish and place the chicken pieces over the rice.

8. Gently press the dried limes on the sides of the pot to distribute flavor in the broth and then poor on the rice and chicken (the whole thing including the dried limes) and cover tightly with foil.

9. Bake for 40-45 minutes--do not open the foil cover at all until the time is up.

10. If you want to eat this the authentic way, you can lay newspaper on the floor (for easy cleanup of spills), put all of this on a very large platter or on a couple large sheets of aluminum foil laid on the newspaper and everyone sits around and eats with their right hand! Can be eaten with ketchup.


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CameliciousEvery December, thousands of camels flutter their long eyelashes at one of the biggest camel beauty pageants in the world. Part of the Mazayin Dhafrah Festival organised by the Abu Dhabi Authority for Culture & Heritage, this spectacle of camel comeliness boasts a prize bigger than that of Miss World.

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Coming as part of the UAE’s second Dhafrah Festival, a desert carnival sponsored by Abu Dhabi’s royal family that aims to preserve traditional Bedouin heritage

under pressure by the so-called westernized ‘Coca Cola’ culture in the oil-rich Gulf region, the camel pageants rounded up around 17,000 camels. The first event made international headlines with prizes amounting to AED 35 million in prize money and 100 cars up for grabs. In its second year, the Dhafrah Festival has proved its popularity by attracting some 24,000 camels belonging to over 2,000 people from around the Gulf, including the UAE, Saudi Arabia, Oman, Qatar and Bahrain.

These camels, also known as ‘the ships of the desert’, are registered for the beauty contest in several categories, defined by age and skin colour. They are required to be of pure-bred origin and free from any contagious diseases or defects. Five judges assess the animals on strict criteria, including the curvature of their ears, the size of their nose relative to the rest of the face and the fullness of their hump. They first inspect the camels’ overall bodies, then examine their individual body parts, like their necks, heads, lips, noses, legs and feet, separately.

Owners can participate with more than one camel as long as they can prove ownership, and those owning the top three camels in each category split a AED 7 million prize fund, and each receive a car from a pool of more than 100 4x4 vehicles and pickups. The money and cars for the contest were donated by the members of Abu Dhabi’s ruling family.

Sheikh Mohammad Bin Butti Al Hamed, Head of the High Committee for the Festival, Representative of the Ruler at the Western Region, praised the role of the


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camel in traditional Arab life, as it was a mode of travel, a source of food and constituted the main measurement of wealth. “Although the camel has always been a companion to the Arab during his travel in the old days, today camels still play a part in our lives, as thousands of people continue to attend camel races and watch what is perceived as part of our heritage.”

Although the beauty pageant is its main

event, the Al Dhafrah Festival is much more than a camel show. It includes various events and activities that aim to revive Bedouin traditions and to improve the economy in the Western Region of the Abu Dhabi Emirate, through both commerce and sustainable tourism. Among these events is the Dates’ Packaging Competition, meant to find the best wrapping that prolongs the dates’ freshness; the Poetry competition, which

received hundreds of entries; a photography competition; and a handicrafts competition for traditional Arabian hand-made objects.

The Al Dhafrah Festival, however, doesn’t stop there. Apart from these shows it also offers an entertainment programme, with evenings of traditional poetry, music and dances, as well a traditional style Arabian souq for a spot of ‘olde worlde’ retail therapy.

4 There are two types of camels: the Bactrian (or Asian) camel, which has two humps, and the Dromedary (or Arabian) camel, which has one hump.

4 The camel’s nickname, ‘Ships of the Desert’, comes from their walk. Like a giraffe, the camel moves both legs on one side of its body at the same time, then on the other side. The rolling motion resembles a ship at sea.

4 Camels can be milked, but the flavour is an acquired taste. Camel dairy herds are kept in parts of the Middle East.4 Camel wool is of high quality and is used in the Arab world for rug-making and clothing. Camels shed around 2 kgs of

wool every time they moult.4 Camels have a complex system of eye protection involving: a double row of long curly eyelashes to keep out sand

and dust; a third eyelid that moves from side to side, like a windshield wiper, to wipe any sand away; and thick bushy eyebrows to shade their eyes from the sun.

4 Camel humps are full of fat, not water, and will shrink if the camel doesn’t eat. Baby camels are born without a hump, and must start eating solids before they can develop any.

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Abu Dhabi at a glanceIt’s undeniable that the UAE has made intelligent use of modern technologies and management systems in order to further its impressive socioeconomic diversification programme. Recognising however that there is more to development than meets the modern eye, taking a fresh look at its unique desert and seafearing heritage is equally important in maintaining valued traditions and maintaining the balance of an increasingly sensitive ecosystem.


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FALCONRY

Falcons were once used to hunt food by the desert people but today falconry has the status of a national pastime in the UAE. Two breeds

of falcons: the Saker and the Peregrine falcon are among the most popular for hunting purposes. In the old days when falcon and Bedouin hunted for food together, they would be trapped along the coast during their autumn migration. They were then trained, used in hunting food and later released in the spring to carry out their hunter role.

Trust, bonding and a rare understanding between the captive bird and the trainer is needed to train the falcons to catch prey. Because the houbara bustards, the birds of prey, were due just three weeks after the falcons were captured themselves, it was also an intense exercise sport.

Once the falcons were trained to catch prey, in time for the migrating bustards, the falcon remained a constant hunting companion to the Bedouins throughout the winter. Even other prey such as curlews, hares and gazelle, were occasionally hunted with the help of the saluki dogs.

A vital source of livelihood in the Arabian Peninsula since ancient times, income from pearling was cyclical and a bad season often resulted in

mounting debt for families involved. By the end of the Nineteenth century pearling flourished and physically fit men began to opt for pearling as a profession over nomadic life. They participated in the diving expeditions known as ghaus in the summer, and wound their way home to cultivate their date gardens in the winter. This was especially the case with the Bani Yas sub-tribes, based out of Liwa.

In a couple of generations, pearl diving had become entrenched as a profession in the area we now know as the UAE. There were over 1,200 pearling boats operational and a rudimentary business model had been carved out in the industry. Many of the Bani Yas pearlers formed cooperatives, jointly owning their boat and sharing the profits according to a mutual agreement. Each boat carried a crew of about 18 men. The captain or nakhuda took the biggest share and a larger share was taken by the divers as compared to the haulers. Money was then left in the kitty for the following season.

Life at sea on the pearling boats required physical endurance and mental fortitude. Pearling also imposed long periods of absence from home resulting in tremendous responsibility for the women left behind to tend to children and old folks. It was as if entire villages were bereft of young able bodied men during the four summer months. Over time certain tribes grew roots in particular areas and coastal habitats such as Abu Dhabi, Dubai and Ras Al Khaimah. However, the advent of the cultured pearl in Japan in the 1940s caused the natural pearl markets to collapse and this had a ripple effect on the pearling settlements and tribes dependent on this trade.

PeARLiNg

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ibN MAjid

Exploring uncharted territories is not new to Arabia. Ibn Majid, fondly known as the ‘Lion of the Sea’ is a figure of the region’s

sailing history. Although his is the more well known name, his father, grandfather and other ancestors were part of a family of illustrious sailors long before Vasco da Gama even sighted Cape of Good Hope or had treaded Arabian sands. History shows that Arabs had explored European waters much before the Europeans had crossed the Indian Ocean. Although we don’t have the exact date, Ibn Majid’s date of birth is said to be between 1432-37. Born in Julfar, which is close to present day Ras al Khaimah, his sailing adventures were documented by him in 40 surviving works, of which 39 are in verse. While all his writings are marked by a lyrical quality, some short, others long, the 805-verse Al Sofaliya, that narrates the journey between India and Sofala on the Mozambique coast, is possibly the longest. The Fawa’id is another opus that is a comprehensive tome detailing Ibn Majid’s vast store of navigation knowledge and also deftly weaves in the knowledge base of early Arab astronomers. Ibn Majid died at the age of about 70, soon after he wrote his last known poem in 1500 AD.

The camel has functioned as the ship of the desert and was practically a life line for the old time inhabitants of the UAE who had a partly

nomadic lifestyle. The Bani Yas, the largest tribe in the UAE, trudged the vast sandy stretches of what we now know as Dubai and Abu Dhabi. The Awamir and Manasir tribes too roamed the desert region but closely guarded the locations of oases.

Crossing wide swathes of the desert in search of brush and bush vegetation that sprang to life after erratic rains, some of the Bani Yas Bedouins were fortunate enough to be able to return to a home in the oases to cultivate their date palms. Camel owners among them who had a grazing pasture near their palms were especially lucky as they could harvest dates while their livestock grazed and drank at the wells shared by the community.

The original multitasking friend of the desert Bedouin, the camel needed water and had the job of fetching it too. When the caravans were on the move it served as a beast of burden to transport household goods as it was uniquely suited to the inhospitable terrain. The Bedouins raced camels for entertainment and for the most part camel milk was the only source of diary protein available to the Bedus during long summers. The hardy camel could go without water for days and its meat was considered a delicacy reserved for feasts. Camel skin made sturdy bags, useful containers for carrying water and other utensils. Fine cloaks, known as bight, woven from fine camel hair were coveted items. Even the bedu’s rugs and tents were fashioned from the hide of this supremely versatile desert mammal.

The CAMeL

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Retail flying high

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

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he retail world is sound and Abu Dhabi’s growth rate will remain strong despite international financial volatility. (TOURISM FIGURES) With an estimated growth in tourism projected at XXX per annum, Abu Dhabi’s retail fundamentals are strong and as a result so is the growth opportunities for ADDF.

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93Best of Abu Dhabi

ADDF is not only known for its outstanding promotions, top quality stores and superior service

but is also renowned for its innovative designs. The interior features resemble a futuristic satellite and are similar to a mushroom shape that rises up from the floor to the ceiling in changing colours of blue and green - giving the impression of a seamless structure formed from one material.

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

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

The range of outlets available at ADDF is vast, with an offering of all the top names in fashion, fragrances, cosmetics, confectionery and many more, which creates a lavish shopping experience for all. Other popular duty free items such as gold and jewellery, electronic items, local antiques and souvenirs are also available. Small purchase items such as books, pharmaceuticals and toiletries can also be bought.

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

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

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

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

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

Tel: +9712 575 7818www.abudhabidutyfree.co.ae

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Zoom into pole positionIf there is one common passion among the people of the Emirates, it is for cars - the faster, the better. Small wonder then that there is jubilation at Abu Dhabi hosting UAE’s first Formula One Grand Prix in 2009 on a track expected to offer the best F1 racing in the world.

Work is proceeding at a fast clip on the track in time for the 2009 Formula 1 Abu Dhabi Grand Prix on Yas, the 2,550-hectare natural leisure island, on the east coast of the

capital. Designed by renowned Formula 1 circuit designer Hermann Tilke, the track is being built by master developers Aldar Properties. “A mix of high-speed and low-speed corners will be the hallmark of the Abu Dhabi Formula One Circuit. The cars will touch 250 km/h through the third turn and achieve 300 km/h on the 1.2 km long main straight, which is followed by a tight hairpin” says Tilke, “We are working hard with the Abu Dhabi team to create an exciting race”, he adds.

Moving from Bahrain, where the high adrenalin competition was hosted for five years, spectators in Abu Dhabi will soon be treated to unrivalled high speed excitement played out on three distinct sections of the 5.6km circuit, including high speed areas ending in tight overtaking turns, a street section and a marina section too. Originally flat, Yas Island today is being refashioned with man-made hills to ensure track undulations up and down, upping the level of skill required by drivers and thrill experienced by spectators that will be watching close at hand.

A special feature of the track is that it will be have two parts. One part will be permanent and is meant for everyday use and the other part of 2.5km for is for the exclusive use of F1. “It


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The capital and the largest of the seven Emirates that make up the United Arab Emirates, is an idyllic location for one the world’s most popular sports. Abu Dhabi has more than 200 natural islands; with pristine and unspoilt beaches in the region, it is rapidly gaining popularity among leisure tourists from across the world.

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Richard Cregan views the Yas Marina Circuit model with John Howett, president of Toyota F1

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will be characterised by different variants of track alignments”, he explains.

The Grand Prix plan is part of a grandiose $40 billion project to transform Yas Island into a premier leisure destination with over 100 new hotels as part of well planned developments. In addition to the motor race track, the island will boast a Ferrari-themed park, museum and theatre. This will allow visitors to experience the thrill of the exclusive Ferrari Driving School (Pilota Ferrari), kart track and dune buggies.

The first phase of the project will be completed in 2008 and the overall project will be completed in 2014 on the island’s 32kms gulf shoreline.

By signing a seven-year deal for a race in the capital of the UAE with the Formula One management company, finally Abu Dhabi has succeeded in grabbing the opportunity to host this spectacular spectator sport considered the most expensive in the world. The green signal from the Chairman and CEO of Formula One Management, Bernie Eccelstone was long-awaited as this is without doubt one of the world’s most prestigious sporting events, in the same category as an Olympic Games or World Cup.

Clearly the Executive Affairs committee of the Abu Dhabi government who clinched the deal to bring Formula One to the

federal capital until 2016 understand how it will propel tourism and socio-economic diversification into the services sector. “We wanted to create an event for that enjoyed high viewership worldwide. We also wanted to introduce a new sport to the region by bringing it right to the people. This is a sport for the future of Abu Dhabi, a sport for our children”, explains HE Mubarak Al Muhairi, director general, Abu Dhabi Tourist Authority.

The massive global media impact of the sporting event will increase the stature and visibility of Abu Dhabi as a leisure destination. With its enormous reserves of financial liquidity ranging from $250 billion and $500 billion secured by its vast oil

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97Best of Abu Dhabi

and gas reserves that are comprise nine per cent of the world’s proven oil reserves, the federal capital is not only keen to steal the limelight from its sister emirate Dubai, that put in place fundamental tourism infrastructure a decade or so earlier – it has the cash too.

The aim is to plan a fruitfully diversified future for the emirate’s 1.5 million population. On a structural level, by integrating typical elements of the Arabian landscape into the prized 5.5 km track, the aim is to merge local traditional elements into a rampantly progressive sport at the cutting edge of technological innovation. This integration of world class sporting events with a purpose-

built infrastructure that takes from the west but merges with traditional landscape will ultimately reinforce the appeal of a luxury lifestyle destination in the making. Overall inbound tourism figures that stood at 1.2 million in 2005, increasing by 16 per cent rise in 2006 prove this. And with estimates reaching 3.5 million and by 2015, it is obvious that policy makers are confident about their strategy and the continuous global resonance that the event will spark.

Clearly tourism revenues and visibility underscore the desire to start a new chapter in a bold, outwardly focussed era of Abu Dhabi’s development, after the death of the UAE’s first president, HH Sheikh Zayed Al

Nahyan in 2005. HH Sheikh Mohammed Bin Zayed Al Nahyan, the Crown Prince of Abu Dhabi, predicts “very real macroeconomic benefits” for Abu Dhabi and rest of the UAE from the opportunities that are bound to open up through increased international attention and connectivity.

His Excellency Khaldoon Al Mubarak, Chairman of the Abu Dhabi Executive Affairs Authority (EAA), promises that the coveted Grand Prix will be something truly memorable. In the meantime, the world is waiting with baited breath for the flag to drop and for the race to begin in Abu Dhabi.

www.yasmarinacircuit.ae

The UAE is the second country in the Middle East to host the race after Gulf Arab partner Bahrain, which hosted its first Grand Prix in 2004. There had been some doubt if the close proximity of Bahrain would scuttle Abu Dhabi’s chances but the Formula One management felt that neither country would be a threat to the other and would in fact work closely together to make sure F1 is very successful in this geo politically crucial part of the world.

The F1 track will cement racing, already a major pastime of Emirati youth, into the local culture.

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Eastern Perspectives

Lily Bandak’s photography portrays a striking vision of the UAE, highlighting the advancement of its cities with more traditional images in order to communicate the complexity and beauty of the people, their culture and achievements.

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Abu Dhabi, which translates from the Arabic in to ‘Father of the Gazelle’, is the United Arab Emirates’ largest emirate and, by some estimates, the world’s wealthiest city.

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Her initial visual project aims to dispel the western misconception of the Middle East as inferior in

terms of scientific and technological development and she pays particular attention to the unknown accomplishments of the many talented and ambitious women she has met through her work.

In addition to this commendable objective, a more recent ambition is to highlight the difficulties faced by people with disabilities and moreover, what they can achieve with the right help and support. This is a particularly passionate project for Lily as she suffers from Multiple Sclerosis - a condition that, since her diagnosis in 1984, has caused physical disability restricting her to a wheelchair and impeding her photography. After a period of frustration, Lily sought help from the Vocational Rehabilitation services in the US and designed a camera which could be fastened to her wheelchair allowing her to continue her work within the Middle East.

Lily’s return to the region began with her travels in Bahrain and continued into the UAE, throughout which she endeavored to demonstrate to the Arab World that a person with disabilities, even in a wheelchair, could be an active member of society. The biggest challenge that she faced was trying to change people’s attitudes towards those who are disabled. She found that people in general and more particularly in the Middle East saw disability as a finite condition worthy of pity. Her aim for the future is to introduce assistive technology to the region so that the disabled can be more independent.

The situation of the disabled is rapidly improving within the UAE as people realize the importance of valuing all members of society and see what inspirational figures like Lily Bandak can achieve. Although private care is available, more recently there are widespread public efforts to ease the problems of people with special needs and support their families. Some of the organisations in the UAE that assist in this include the Sharjah Humanitarian City, Emirates Special Needs LLC (Abu Dhabi), Abu Dhabi Centre for Care and Rehabilitation, Dubai Club for Special Sports and Takamul (Dubai), just to name a few. In addition, the UAE Government passed the Disability Act (Federal Law No.29/2006) in November 2006 which protects the rights of people with disabilities and special needs.

It is now the responsibility of architects and construction companies to provide equitable facilities to their new sites for all members of society, as

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recognition and subsequent action by these groups helps to increase general awareness.

Born in Jordan, Lily is now an American citizen, living in Newark.

She was educated in Paris and the US, studying at such institutions as the Philadelphia College of Art, the University of Delaware and the Antonelli College of Photography.

Her work has included the personal photography of many public figures within the Middle East, inclusion as the only female to have her work on permanent display in the White House and her participation in the book, Images of Egypt, sponsored by the Egyptian government.

This is all just the beginning for Lily as her vision is to see people with special needs not just

supported in separate schools and organizations, but integrated within society. For her, this can be achieved through assistive technology and the UAE would be an ideal place to launch her ideas due to its positive and progressive attitude. From her early memories of a small fishing village that was Dubai in 1980, the vision that it represents today is something that Lily is very proud of and her photos share this with the rest of the world. “I am hoping to change the outlook on people with disabilities, especially in the Arab World and I wish I could get people to join me in this effort. We, in the Arab World, have over 10 million people with disabilities and we need to try and help them”, she concludes.

www.arabworldphotography.com

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Chapter 4 Luxury Lifestyles & Retail Destinations

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Luxury Lifestyles & Retail Destinations “Don’t play too much golf. Two rounds a day are plenty.”Harry Vardon, American golfer, (1870 – 1937)

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Luxury Products & ServicesWhen capturing time becomes the essence of quality living,

Quintessentially represents the tool by which impeccable services

can be sought in an atmosphere of rarefied efficiency. Offering

endless advantages to the global elite, it is a private members’

club with a 24-hour, international concierge service. Whether you

desire sold-out opera tickets for a concert in Rome or a shipment

of freshly baked bread from your hometown, Quintessentially puts

the keys of virtually every city at your fingertips.

www.quintessentially.com

Global capital of the futureSheikh Nahyan bin Mubarak Al Nahyan, UAE Minister of Higher Education and Scientific Research highlighted the strategic focus eloquently at the recent Future Capital World Summit held in Abu Dhabi in January 2009: Sustainable development, economic diversification, driving a knowledge economy, private investments and a strong private-public partnership. “A few of the world capitals of tomorrow will have in common an ability to innovate, to maintain vigorous growth, to create prosperity and to bring together people, government and institutions to create a vibrant, wealthy and fairly balanced society”, he said. With sustainable affluence underscoring lifestyle and aspirations of “this peaceful and stable city in this peaceful and stable country” he added, Abu Dhabi is dedicated to fostering a lifestyle of stability and elevated quality of life that befits the so-called ‘richest city in the world’. Boast-ing an annual GDP of 729.7 billion AED, which together with Qatar’s, is among the highest worldwide, Abu Dhabi is hosting tailor-made sporting and cultural events that represent an ideal method to brand a city and create a thriving ‘pulse’ that ensures its ensuring appeal.

Personal ShoppingWith a dizzying range of products and brands available in

the world’s richest city, residents of Abu Dhabi may find

themselves at a loss when it comes to buying the necessities

and luxuries of life. Saving the day is Kelly Lunderberg, the

founder of the UAE’s first personal shopper service, Divine.

Catering to both shop-a-holics and shop-a-phobics, Divine

personal shoppers combine a personal approach with

professional skills and expert shopping experience. With

Divine, sophistication and glamour are just a phone call away.

www.divine.ae

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Fashion

Fashion in Abu Dhabi is not limited to shop windows,

but has become integrated into the very pulse of the city.

Discerning shoppers settle for no less than the crème of

the fashion crop. Supplementing Abu Dhabi residents’

desire for the ultimate in chic, the UAE capital now hosts

an annual Abu Dhabi Fashion Week, drawing in fashion

maestros like Valentino and putting the emirate on the

map of fashion enthusiasts around the world.

www.abudhabifashionweek.com


GolfEstablished four years ago, the Abu Dhabi Golf

Championship has evolved into a major highlight

of the European PGA Tour’s Middle East Tour’s

‘Desert Swing’. The January 2009 Championship

brought together star golfers from around the world

at the UAE’s premium golfing facility, the Abu Dhabi

Golf Club, adding yet another achievement on this

emirate’s repertoire.

www.abudhabigolfchampionship.com

www.adgolfclub.com

Yachting & MotoringWith waterfront development heralding boating lifestyles,

the Abu Dhabi Yacht Show is set to be one of the worlds

ultimate Super Yachting events. Launching in May 2009,

the glittering maritime jewels on show will position Abu

Dhabi as a leading promoter in this rapidly evolving sector.

Bringing together leading automobile manufacturers, the

annual Abu Dhabi Motor Show is the largest and most

comprehensive motor exhibition in the Middle East. In

existence for decades, it brings the best of the world of

wheels to the UAE and the region at large.

www.abudhabiyachtshow.com, www.admotorshow.com

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Superyachts come to Abu DhabiOn typical Renaissance maps of ancient Arabia, European cartographers often naively labelled the eastern extremity ‘Ichthyophagi’ (Fish Eaters). That region is now the ultra-modern UAE, which is still rich in plentiful fish supplies. The Emirates have come a long way, however: today’s maps depict vast transformations since the 15th century, including a new brand name, Abu Dhabi MAR, soon to be a major player in the burgeoning international superyacht marketplace.Lu

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The first Swift hull rests at sunset. Image Courtesy - Dick Holthuis

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Abu Dhabi MAR is a broad-based, yacht-related enterprise by local entrepreneurs

who recognise two compelling facts. First, global yacht-construction capacity can’t keep up with demand; there are more than 700 large yachts on order today and new facilities are desperately needed for the future. Second, Abu Dhabi is an ideal site for an operation that can build, service, refit, and berth very large yachts from any homeport, at the luxury level owners and crews deserve and expect.

Abu Dhabi MAR has begun with a bang, not a whimper, by building yachts of 141 and 135 metres length overall. The two are branded ‘Swift’ because they are conversions of high-speed frigates created for The Royal Dutch Navy. The UAE Navy later purchased them, but in 2007 elected to replace them. Rather than scrap them, Abu Dhabi MAR is applying advanced technology, expert management, and no little audacity to convert them to extraordinary, futuristic private yachts.

Why trouble to convert warships bristling with cannons and rockets into exquisite yachts, when clients can build new ones from scratch? The answer is: Time. Creating yachts of these proportions can easily consume five years. By starting with ‘readymade’ steel hulls of commanding ‘mil-spec’ quality, Abu Dhabi MAR shortens the process considerably.

The Swift initiative is not alone a case of form following function; it is an example of purpose pursuing performance. The inherent speed and manoeuvrability of a modern naval ship offers owners and guests limitless possibilities for exhilaration at sea. And military seaworthiness allows a crew to deliver the yacht wherever she is wanted, in any weather, without pause.

Because the hulls are intact, removing the superstructures and gutting the interiors to make way for luxury furnishings and high-tech equipment was done with the ships afloat in a reserved basin of Al Mina Harbour. Meanwhile, as a central facet of Abu Dhabi MAR’s bold long-range programme, it is setting up state-of-the-art shipyard facilities. The Swift 141 has already been be hauled out there for completion and cosmetic finish, and future yachts will be constructed or refit there. The shipyard is also offering such added services as crew procurement and training, complete interior outfitting, and shore management.

The Swifts will be as ‘green’ as possible: the original fuel-guzzling turbine propulsion is being replaced by fuel-efficient diesels with minimal environmental impact. The exterior and interior styling, by the exceptional Pierrejean Design Studio of Paris, is at once eye-catching and breath-taking, in tune with a welcome trend toward sleekness and tasteful minimalism in large yachts.

Abu Dhabi MAR has an unlimited future as a global superyacht centre. It will easily be found on the new world map to the benefit of superyacht owners and crews everywhere.

Image Courtesy - Dick HolthuisInevitable yachtbuilding sparks fly.



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In what tangible ways are you laying the foundation for the creation of a viable superyacht industry in Abu Dhabi?The Middle East has established commercial shipyards but lacks even one shipyard that can build or refit luxury yachts to the highest international standards. Abu Dhabi MAR will fill that need by building world-class enclosed shipbuilding facilities, run by an experienced international management team, and populated by a highly motivated, skilled workforce. Abu Dhabi MAR will build impeccable yachts and will be the first full-service shipyard in the Middle East exclusively serving the global superyacht community.

Throughout your years in this specialist sector, what evolution have you witnessed in terms of design innovation, sustainability criteria, and production techniques? Yachts were once totally designed by a single individual. Today, having grown exponentially larger, they must be created by teams of naval architects, exterior designers, and interior stylists and decorators, each painstakingly selected by the clients. Superyachts have therefore become a designer’s dream world. But for a shipyard the continued innovation in design, and resulting complexity, can be

daunting. Only a select few shipyards can meet the challenge of tomorrow’s even more complex designs. Abu Dhabi MAR is developing production techniques to meet that enormous challenge.

What challenges do you face in Developing the Abu Dhabi MAR business model/product range?With our first yacht, the Swift141, we are fortunate to have a client who wants something extreme, something vibrant and exciting in design and filled with modern technology. We see this custom yacht as an early opportunity to prove ourselves to other clients with our very first project—an unusual challenge in terms of credibility. Sustainability will follow when our work is not so extreme, when we build a variety of superyachts and are considered among the top places cultivated clients would choose to build any custom yacht to their specifications and individual tastes. Our business model is therefore to be, and be known, among leaders in custom yachtbuilding and to do it all in Abu Dhabi.

With an already sophisticated branding presence, what type of branding strategy do you envision for Abu Dhabi MAR?Branding is absolutely critical for Abu Dhabi

MAR’s success. We are the “new boys on the block” and we have to be sure the superyacht world notices us, which means careful advertising, promotion, and PR. More important, however, once we have been noticed, we have to demonstrate clearly that we can deliver the goods. In other words our approach to branding is not to superficially create an image out of clever advertising and slick slogans, but—if I can borrow that old slick slogan!—to build a better yacht so the world will beat a path to our door.

List Abu Dhabi MAR’s current range of services and the new areas that you are evolving into.Tradition-bound shipyards build the old-fashioned way—laying a keel and following methodically from A to Z. We have adopted modern methods employed by aerospace giants Airbus and Boeing, who assemble components and systems technically and expertly fabricated by specialist subcontractors. We currently employ subcontractors in 17 locations throughout the world, to design and fabricate components, plus 30 to 40 custom suppliers. For example, our Swift141 and Swift135 have Dutch-built steel hulls and American-built composite superstructures that perfectly combine into extraordinary,

One of Abu Dhabi MAR’s key production managers, Saif S. Altenaiji (left), consults with Abu Dhabi MAR Industrial Manager Johan Valentijn. Altenaiji, a local resident, is a trained naval architect and marine engineer. He has studied abroad, and has much international shipyard management experience. Valentijn is also a naval architect and marine engineer with more than 35 years designing and building yachts and managing shipyards.

Image Courtesy - Dick Holthuis


The painted interior structure of the first Swift yacht is made ready to receive critical thermal insulation, before the electric wiring, ducting, piping, and stun-ning luxury interior furnishings are installed. Image Courtesy - Dick Holthuis



A section of the epoxy-composite superstructure is moved aboard in the heat of an Abu Dhabi summer night.

In December 2008 the superstructure’s forward section is complete, ready for its wraparound glass wall and yacht finish.



harmonious shapes. In addition to building a yacht, we will also provide outfitting of luxury items, hire and train crews, and organize onshore management. We will also offer mooring for visiting yachts and perform complete refits and repairs.

How would you define Abu Dhabi MAR’s management style? What lessons has the management learned working in Abu Dhabi?We have established an open, positive, forward-looking, management style. It is based on very close cooperation among our key Abu Dhabi managers, expatriate shipbuilding administrators, international subcontractors and suppliers, and growing pool of imported skilled labour. We have Emiratis, Europeans, Australians, New Zealanders, Americans, and Asians in this project.

We have learned that this cooperative method is essential to total harmony when so many contrasting cultures are involved. Together we will accomplish our first goal of perfecting two superyachts, and attain the long-term goal of establishing Abu Dhabi as an attractive centre for all superyacht activity. In short, Abu Dhabi and Abu Dhabi MAR are growing together in reality and in the eyes of the world.

What further strategies for profitability do you have?Many yachtbuilders, despite their

extraordinary high-ticket product, are notorious for suffering limited profit margins. This is largely because many still operate within the format of a family-owned cottage industry, trying to do everything in-house. We will never get bogged down in that sort of weighty tradition and minutiae. We want to grow the company into the right modern format to overcome all those tradition-bound disadvantages. Again, by being an efficient “assembler” we can achieve the highest possible quality while keeping production costs under tight control.

Where does Abu Dhabi MAR go from here? Scenarios for the future?We don’t want to model us after any existing shipyard. We have developed our own methods so that in three to five years we are credibly seen as among the top builders and marketers of superyachts, unique in the way we manage and make use of our workforce’s talent and enthusiasm. When we are fully operational, we will set the standard for the yachtbuilders of the future. We have a strong dream of how to do this differently, and my optimism tells us that we will accomplish it without a doubt, helping put Abu Dhabi on the map as a respected marine centre

Tel: +9712 445 5551www.abudhabimar.com

Abu Dhabi MAR employs management talent from all major yachtbuilding centres to supervise the workforce. Managers have devoted consider-able time, energy and sensitivity to sharing cultures and training workers, resulting in a highly skilled, motivated team capable of building world-class yachts to the highest standards.



Old world charm meets new age glamour

In line with Abu Dhabi’s 2030 Urban Plan, Deerfields is supporting the needs of the market by closing the gap in the in the retail, entertainment, residential, commercial and hospitality markets. Deerfields, officially known as ‘Deerfields Town Square’, is a project being run under the auspices of the Mubarak and Brothers Property and Financial Investments (MBI). As MBI’s first real estate project, Deerfields aims to create a residential and commercial haven in which the needs and desires of all colours of residents and visitors will be satisfied.

Scheduled for completion by the end of 2010, Deerfields Town Square is set to offer tenants, residents and shoppers a holistic

experience in entertainment, living, working, and shopping – all out of a single community district. This 5.5 million sq ft community will boast a typical town square ambience and a uniquely designed shopping mall reflecting classical Victorian architecture. The retail and entertainment area will be spread on 2.2 million square feet, hosting over 200 retailers from diverse segments from medium to upscale brands, the shopping mall will offer over 3000 parking spaces for its visitors. The mall will complement the development’s spectrum of residential and hospitality components.

Nestled in a prime location, Deerfields Town Square is set in the Al Bahia area, amidst new developments in Abu Dhabi such as Al Raha Beach, Yas Island, AL Reef, and Khalifa A and B Cities. Its unique placement offers excellent accessibility to major landmarks, such as the Abu Dhabi International Airport, the Warner Brothers theme park, the Formula 1 Race Track, and the main Abu Dhabi – Dubai highway.

Discussing the mission, vision and strategy of this mixed-use retail kingdom, Deerfields Town Square General Manager, Banu Tas

says, “Deerfields Town Square was launched in May 2008 and was showcased a week after the launch at Cityscape Abu Dhabi. The reason for us coming onboard was to introduce Deerfields to the Abu Dhabi community and to promote the town of Al Bahia where Deerfields is being developed. The response has been excellent, and a healthy booking of units has been witnessed since then. Today Deerfields is focusing on the retail and entertainment components where many retailers in the region have shown enthusiasm for opening new outlets in Abu Dhabi – which is amongst the region’s most prosperous cities.”

Tas highlights the potential Deerfields has in the local and international market by concluding that, “Deerfields Town Square will evolve as a unique, distinctive destination that will merge the alluring charm of the glorious past and the glamour of new age living. Its architectural design will evoke timeless elegance and stylish appeal, offering year-round ‘quality family time’ to Abu Dhabi’s close knit communities and tourists.”

Tel: +9714 435 5699

www.deerfieldstownsquare.com


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Abu Dhabi is experiencing a well articulated shift towards sustainable leisure tourism. Its market share is estimated to increase by 40 percent in 2015, with an increase of the number of hotel rooms to 25,000.

Currently Abu Dhabi’s residential market is showing short-age in supply. It will increase its offering from the 180,000 units that came online in 2007, to 251,000 being built in 2013, 411,000 in 2020 and 686,000 in 2030.

MBI is a respected venture capital firm that specializes in properties and financial investments. Deerfields Town Square project has been painstakingly designed so as to fit within the parameters of true product innovation and acceptable risk profile.

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Featuring retail and entertainment components across 2.2 million sq feet, ‘Deerfields Town

Square’ will primarily comprise over 200 retailers from different segments, medium to upscale brands, anchor shops, retail chains,

food courts, casual and fine dining restaurants as well as coffee shops.

Nestled in Al Bahia area amidst new developments in Abu Dhabi such as Al Raha

Beach, Yas Island, and Khalifa A and B Cities, the development will also comprise a hotel. The

Deerfields Town Square project is scheduled for completion in 2010.

Research indicates that Deerfields’ current retail Gross Leasable Area (GLA) is 820,000 m². The expected GLA in 2010 - which is the year that Deerfields will open - will reach 1.4 million m²; which is still lower than the international GLA ratio.

MBI, a major investment company with interests in diverse industry verticals such as education,

manufacturing and real estate, seeks to leverage the group’s extensive industry specific know-how

to develop and augment other enterprises that will contribute to the development of the emirate of Abu Dhabi, and the UAE at large. Founded on family values passed down the generations, MBI is a leading corporate citizen embedded with core principles of integrity and transparency, prioritizing the interests of the community that it aims to serve.

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Shop till’ you dropTouted as the ‘richest’ city in the world, Abu Dhabi is both a centre of tradition and an affluent meeting place of world cultures. Its retail experience is reflective of this emirate’s unique nature. Here, both the casual and the experienced shopper can come across all types of treasures, from antiques in Bedouin-style souks, to the latest fashions in sleek, ultra modern malls.

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With over 18 shopping centres dotting Abu Dhabi, visitors can find international brands and nascent regional ones too. Souks, the Arabic word for the traditional marketplaces characteristic of the Middle East, offer a variety of traditional handicrafts, carpets, and spices.

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Abu Dhabi MallThe Abu Dhabi Mall is the largest mall in the capital of the UAE, stretching over a total area of 200,000 sq meters. Located near the Beach Rotana Hotel and Towers, this shopper’s dream boasts over 220 stores, including Bang & Olufsen, Betty Barclay, Esprit, Massimo Dutti, and Tommy Hilfiger. The range of goods available in the mall’s shops include children’s, women’s and men’s fashion, make-up and perfume, music, soft-furnishings, household furniture, electrical goods, gifts, health-food, pharmacies, confectionery, dates, sportswear, books and stationery, as well as the city’s preferred grocer, Abu Dhabi Co-op.

Abu Dhabi Mall also features the very best in dining and entertainment, with over 40 international food outlets and an extensive food court. Topping all of this is the mall’s six screen cinema, the Dune City Entertainment Centre and Bowling City, all of which are a welcome break from the more ‘serious’ fun of shopping.

www.abudhabi-mall.com

Marina MallMarina Mall is the second largest mall in Abu Dhabi, right after the Abu Dhabi Mall. Strategically located in the Water Breaker area next to Corniche Hotel, this mall offers a jam-packed shopping experience. It is home to over 160 stores, including IKEA, Woolworths, Zara, Versace, Burberry, Louis Vuitton, Channel, Gucci and Yves Saint Laurent, as well as the major hypermarket, Carrefour. Away from the whirlwinds of shopping, Marina Mall offers leisure and entertainment with a nine-screen cinema, a musical fountain, and a wide variety of restaurants, cafes, and fast food outlets that cater to every taste.

www.marinamall.ae

Iranian SoukOne of the most authentic souks in the country, the Iranian Souk in Al Meena is famous for its open-air atmosphere and kaleidoscope of colours. As can be noted from its name, this souk sells goods imported from Iran, including beautiful bedspreads, carpets and hand-painted pottery.

In 2007, the Abu Dhabi government decided to help revive the UAE’s traditional souk culture by redeveloping the Iranian souk’s internal vistas of green parks, pools and fountains. Visiting the Iranian Souk is a must for shopping enthusiasts who want to experience the more traditional side of the UAE. Endless hours can be spent exploring its maze of exciting possibilities.

Al Meena SoukAl Meena Souk, also known as the Afghan Souk, is one of the oldest souks in Abu Dhabi. Its winding alleys are home to many cosy shops selling everything from local souvenirs to colourful fabrics to traditionally designed jewellery. What the souk is most famous for, however, is its offering of Persian carpets. The endless patterns and colours of its carpets are sure to please even the most refined tastes for the Oriental. After a round of bargaining with the local merchants, Al Meena Souk gives shoppers a chance to recharge their energy with a quaint little coffee stall at the centre of the shopping area.

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Chapter 5 Wellness, Health & Leisure

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“He who has health has hope; and he who has hope has everything.”

Ancient Arabic Proverb

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Health kick start

Specializing in the treatment of patients with knee and sports related injuries, the Abu Dhabi Knee and Sports Medicine Centre (ADKSMC) was the first healthcare facility of its kind in the UAE and Middle East. Providing patients with state-of-the-art healthcare based on accepted international standards and evidence-based medicine, the Centre became fully operational in January 2007 with a staff of 20. Established by Mubadala Development Company in 2006, the Centre forms part of Mubadala Healthcare’s integrated network of world-class facilities. ADKSMC has performed over 1,200 surgical procedures, of which 850 were anterior cruciate ligament (ACL) and posterior cruciate ligament (PCL) knee reconstructions. Since the incidence of ACL injuries in the UAE is estimated to be five times that of European countries and North America, ACL injuries represent a significant healthcare problem for the UAE. Dr Charles Brown, Medical Director, ADKSMC shares his insight on the Centre’s activities.

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How is the ADKSMC fulfilling its vision to create a Centre of Excellence dedicated to improving the lives of patients with knee and sports related injuries?In contrast with most of the hospitals and clinics in the region which treat many different types of medical problems, ADKSMC was established to specialize in treating patients with knee and sports related injuries. With a focus to deliver cost effective, state-of-the art treatment based on the latest internationally accepted evidence- based medicine, a dedicated medical staff has been trained to care exclusively for patients with these conditions. The second focus of our Centre is education. Our surgeons and physical therapists are actively involved in teaching and the Centre hosts visiting surgeons who come to learn the latest techniques in knee surgery. To date we have hosted visiting surgeons from the UAE, Bahrain, Qatar, Oman, Yemen, Saudi Arabia, Egypt, Libya, Iran, South Africa, Belgium, Sweden, Norway, Iceland and the UK. We are also actively involved in teaching at regional and international medical education courses.

As part of its outreach program, the Centre also trains athletic trainers and physical therapists for several of the UAE Sports Clubs in the latest treatment methods for athletic injuries. Members of our medical staff have pioneered many of the current surgical techniques practiced globally and have published numerous articles and book chapters in the field of knee ligament surgery.

Musculoskeletal allograft tissue is invaluable in the treatment of patients with failed

The Centre was founded in 2006 by Mubadala Development Company with the goal of providing the people in Abu Dhabi, UAE and surrounding GCC countries with high quality in-country treat-ment of knee problems and sports related injuries. To ensure that our patients receive the best possible care, treatment at the Centre is based on accepted international standards which have been validated by evidence-based medicine. Since opening its doors, the Centre has performed over 1,200 surgeries including 850 knee ligament reconstructions.

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Musculoskeletal allograft tissue is invaluable in the treatment of patients with failed knee ligament surgery and those requiring reconstruction of more than one knee ligament. In 2007, the Centre installed a -80º freezer for storage of allograft tissue imported from tissue banks in the United States certified by the American Association Tissue Banks, making it the first healthcare facility in the UAE and Middle East to offer the option of allograft tissue to its patients. Previously, allograft tissue was only available to patients in the UAE by traveling to USA or a few European countries. Since its establishment, the Centre has performed over 50 operations requiring the use of allograft tissue. Recognized for its innovative pain management program and state-of-the art ACL reconstruction surgical techniques developed by its Anesthesia Department and Medical Directors, the Centre has hosted visiting surgeons from Bahrain, Saudi Arabia, Iran, Yemen, Egypt, Libya, South Africa, Belgium, Norway, Sweden, Norway, and the UK who came to learn more about these techniques.

knee ligament surgery and those requiring reconstruction of more than one knee ligament. In 2007, the Centre installed a -80º freezer for storage of allograft tissue imported from tissue banks in the United States certified by the American Association of Tissue Banks, making it the first healthcare facility in the UAE and Middle East to offer the option of allograft tissue to its patients. Previously, allograft tissue was only available to patients in the UAE by traveling to USA or a few European countries. Since its establishment, the Centre has performed over 50 operations requiring the use of allograft tissue. Recognized for its innovative pain management program and state-of-the art ACL reconstruction surgical techniques developed by its Anesthesia Department and Medical Directors, the Centre has hosted visiting surgeons from Bahrain, Saudi Arabia, Iran, Yemen, Egypt, Libya, South Africa, Belgium, Norway, Sweden, Norway, and the UK who came to learn more about these techniques.

What initiatives are you planning in order to assist in positioning Abu Dhabi as a hub for health tourism? What role does the ADKSMC hope to play in this development?Together with Dr. Nader Darwich, Deputy Director, ADKSMC, anesthesiologists Dr Ahmad Ahmad and Dr Ahmad Taha, and experienced physical therapists David Baston and Azzam Kamal we aim to provide the best cost effective care to the people of the UAE. We are confident that once patients from abroad discover that our Centre is capable of providing them with the same quality and same types of treatment offered in Europe, the USA or other countries such as Thailand and Singapore - which promote themselves as preferred destinations for health tourism - they will choose us over these other destinations.

Can you outline any groundbreaking treatments currently available at ADKSMC please?ADKSMC pioneered the use of musculoskeletal allograft tissue in the Middle East and GCC. Musculoskeletal allograft tissue is invaluable in the treatment of patients with failed ligament surgery and patients requiring reconstruction of more than one knee ligament. Previously, allograft tissue was only available to patients regionally and in the UAE by travelling to the USA or selected European countries.

Since becoming fully operational in 2006, we have performed over 50 operations using allograft tissue. The availability of allograft tissue allows ADKSMC to be one of the few facilities in the region specializing in the treatment of patients with failed knee ligament operations, and patients with complex multiple ligament injuries.

ADKSMC is also the only Centre in the region offering a comprehensive pain management programme for patients undergoing surgery. Managed by our Anesthesia Department, our pain management programme minimizes the patients’ pain after surgery and allows for earlier mobilization and rehabilitation minimizing surgical morbidity.

Meet the ADKSMC surgical team

Dr. Charles Brown, Medical Director A respected international teacher responsible for developing multiple specialised techniques and instruments currently used by orthopedic surgeons world-wide, as well as the author of over 48 abstracts, book chapters and scientific articles; Dr. Charles H Brown Jr., is an Orthopaedic surgeon certified and recertified twice by the American Board of Orthopaedic Surgery, specializing in the treatment of knee ligament injuries. Dr. Brown is also a member of the American Academy of Orthopaedic

Surgeons, and the American Orthopaedic Society of Sports Medicine. An internationally recognized authority on the treatment of knee ligament injuries and complex knee problems, he completed his orthopaedic training at the Harvard Combined Orthopaedic Training Program in Boston, Massachusetts. Dr. Brown was a staff orthopaedic surgeon at the Brigham and Women’s Hospital, Boston, Massachusetts and a Clinical Instructor at Harvard Medical School from 1991, until leaving to become Medical Director of ADKSMC in January 2006. Dr. Brown is a pioneer in the use of hamstring tendon grafts for anterior cruciate ligament surgery and has published numerous articles and given lectures worldwide on this topic.

Dr. Nader Darwich, Deputy Medical Director Dr. Darwich is a consultant Orthopaedic Surgeon who received his medical degree from the Faculty of Medicine, Damascus University, Syria in 1983 and did his post graduate orthopaedic training in France where he practiced orthopaedics until December 1995. Dr. Darwich is holder of the French Board in Orthopaedics and trauma surgery since 1992 from the Faculty of Medicine, Nancy University, France. He is sub-specialized in arthroscopic surgery, knee ligament reconstruction and sports injuries. Dr. Darwich invented a device for the distal interlocking in the intramedullary nailing.

This helps the operating surgeon to avoid exposure to operating at the point of distal locking.

Dr. Darwich is currently licensed with the French Medical Council, British Medical Council (Full Registration), MD with the Syrian Ministry of Health and Orthopedic Surgeon with the Syrian Ministry of Health.

Tel: +9712 631 7774www.sportsmedicine.ae

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SEHA means health in Arabic.

SEHA is an independent, public joint stock company created to manage and develop the curative activities of the public hospitals and clinics of the Emirate of Abu Dhabi.

SEHA manages 8 hospital systems totalling 12 facilities, 2,653 licensed beds, more than 55 Primary Health Clinics and 16,500 employees.

Health WishAlthough the full name of this company is Abu Dhabi Health Services Company, its corporate name is SEHA. This word represents an English phonetic pronunciation and translation of the Arabic word for ‘Health’. Launched in 2007 by the Government of Abu Dhabi, SEHA is an independent, public joint stock company (PJSC) created to manage and develop the curative activities of its public hospitals and clinics. Its establishment is part of the Government’s healthcare sector reform initiatives, representing another step in the realisation of the strategic vision to provide the people of the UAE with the best healthcare facilities in the world, locally. Carl V. Stanifer, CEO, SEHA shares his views on this innovative healthcare venture.

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SEHA is committed to providing quality health-care for the community in a socially responsible and cost effective manner on par with international standards.

In addition to being honoured in 2008 with two Arab Health Awards and a special commendation, four of SEHA’s hospitals have been accredited by Joint Commission International (JCI), the highest international accreditation available. Accreditation by JCI represents worldwide consensus on the quality of patient care offered that reflects state-off-the-art healthcare practices and the highest quality healthcare delivery trends.

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“It is under SEHA and through partnership and management

agreements with leading international healthcare services

providers that SEHA will bring world class healthcare delivery to all the

residents of Abu Dhabi.”

Dr. Ahmed Mubarak Al Mazrouei, Chairman of the Abu Dhabi Health Services Company (SEHA)

Please define SEHA’s activities? We own and operate 12 hospitals in the Emirate, more than 50 clinics and have over 2,600 patient beds. By delivering world class healthcare, locally, we partner with internationally recognised healthcare leaders. Our partners include Johns Hopkins Medicine, Cleveland Clinic, Bumrungrad International, The New England Center for Children, Vamed and Vienna Medical University. SEHA’s aim is to continuously optimize the performance of our partners to derive the utmost value from our contractual relationships. We are also developing the infrastructure required to support and achieve these world class standards for healthcare delivery.

For instance, SEHA is constructing new buildings and undertaking other capital improvements for upgrading facilities so as optimise resources and improve services. By enhancing our facilities infrastructure, using the latest medical technology and equipment, as well as by customizing services, SEHA is enhancing healthcare service delivery locally. This is achieved by striving to improve our services to reach international standards, by adopting world-recognized benchmarks of clinical excellence and financial performance, for example evidence-based medicine. In addition, we are also implementing product differentiation through introduction of specialty services and diagnostic services too.

SEHA is also establishing and repositioning ambulatory health care services (AHS) and integrating them with SEHA hospitals to establish cross-referral patterns. Ambulatory Care is the international standard of outpatient care in the developed world. It blends well with the latest patient care concept of ‘continuum of care’, where by a patient is assessed and treated based upon their unique condition. This means that we manage and monitor patient care continuously. AHS represents a suite of healthcare services that include specialty consultation, diagnostics, laboratory, pharmacy and emergency services at the local, community level, enabling patients to obtain services locally that were formally only available at an acute care hospital. Ambulatory care harnesses technology and modern healthcare delivery techniques to increase convenience and access for the patient, achieving one of our missions of access to high quality healthcare on par with international standards.

Who is your target segment and what services do you provide them? We provide all Abu Dhabi residents with access to healthcare and a choice of providers. Our operational base is substantial. In 2009, we estimate we will care for more than 5.1 million outpatients and 108,000 inpatients. We are excited that more than 21,000 babies are expected to be born at our hospitals. Our hospitals will perform almost 41,000 surgeries, more than 72,000 MRI/CT Scans and 65,000 dialysis treatments.

Do you compete with the top range of qualified systems? If so, what are they? SEHA is benchmarking itself against the best systems in the world. Our ultimate goal is to deliver world class healthcare to the people of Abu Dhabi. To accomplish this, we have partnered with some of the most eminent hospital managers in the world.

What specific initiatives is SEHA undertaking regionally? SEHA is committed to providing quality healthcare for the community in a socially responsible and cost effective manner on par with international standards, measured through accessibility, affordability, choice and satisfaction. One of our strategic missions is to first establish SEHA as a market leader by providing integrated high quality healthcare services locally. In the region we will be organizing and participating in medical conferences and symposiums geared towards enhancing knowledge sharing and

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transferring new technology from research to practice. SEHA will respond to local, regional and international market

needs based on objective and informed decision making. We will be developing regional centres of excellence emphasizing outcome based quality provision, research and training. This is an exciting time in the healthcare sector in the region and we will identify additional acquisitions and sustainable opportunities in the healthcare industry outside Abu Dhabi. SEHA will also be attracting investment opportunities, strategic partners and utilizing and investing funds as appropriate in the region to facilitate our mission.

Can you discuss the SEHA pricing strategy? SEHA competes for patients on the same basis as the private sector so our pricing structure has to be competitive. The new reimbursement model being introduced in Abu Dhabi is grounded on an insurance model in which employers will pay for employee healthcare. Health insurance is mandatory for all employers and anyone needing medical care in Abu Dhabi - whether they go to a public or private provider - must either pay for services received directly or have insurance to cover the expense. While SEHA enjoys the largest market share in Abu Dhabi, to maintain that share, reasonably priced care ensuring that quality and outcomes supersede the competition, is a must.

What progress is SEHA making in terms of its brand promotion? Our marketing plans call for a branding campaign to establish the SEHA name as the quality leader locally and in the region. One of our strategic objectives is to ensure patient safety and build patient trust in the healthcare system. All our efforts are aimed at reaching this goal.

Tel: +9712 632 7600www.seha.ae

Multi-organ transplants get the go-aheadUnder the supervision of SEHA, the Sheikh Khalifa Medical City (SKMC) managed by Cleveland Clinic recently initiated the development of a comprehensive multi-organ transplant programme. The first two kidney transplants were performed by Dr. Abrar Khan, the newly appointed Director of Transplantation and Hepatobiliary Surgery. Dr. Khan, a multi-organ transplantation surgeon-scientist, arrived from the US in October 2007.

Saif Bader Al Qubaisi, MD, SEHA, stated that “the launch of a Multi – Organ transplant program is a significant advance in organ transplantation for the UAE and the region. SEHA and SKMC are sincerely committed to the continuous improvement of healthcare in Abu Dhabi and the UAE, and the multi-organ transplantation programme is a significant step forward. The new programme will enable us to treat patients in the UAE rather than sending them abroad for treatment. This will result not only in limiting the suffering of the patients outside the country, but also in increased convenience for them and their respective families.”

Healthcare Centre on track The launching of the new Ambulatory Healthcare Centre of the Sheikh Khalifa Medical City ‘A’, the first of 37 clinics to be upgraded in Abu Dhabi, is one of the first steps in SEHA’s long term plan to overhaul the healthcare system of the Emirate and deliver medical services to the people of Abu Dhabi, equal to the best systems in the world.

Working HoursDisease Prevention & Screening Centres (DPSCs), a subsidiary of SEHA through its Ambulatory Healthcare Services (AHS), announced an increase in working hours, by adding 3 extra hours of service daily, now operating till 6 pm.

DPSCs have been introduced with a view to streamline medical visa screening processes for the benefit and convenience of the expatriates residing in the Abu Dhabi.

“Our Country puts a lot of emphasis

on human development, and cares for

its Citizens anywhere in this Country,

and considers the Citizens true fortune

of this land”.

Late His Highness Sheikh Zayed Bin Sultan Al Nahyan,

President of the UAE

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Growing through diversification

The UAE healthcare sector is ripe for major changes over the next few years - changes that can only serve to further stimulate an already burgeoning industry.

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His Excellency Mr. Humaid Al Qutami, Minister of Health, UAE, presented “Best Public Service Campaign Award” to Dr. Shamsheer V.P., Managing Director, Lifeline Hospital Group.

ABU DHABI

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Reports suggest that the UAE healthcare market

is expected to increase from AED11.7 billion in 2005 to AED43.7 billion in 2015. This is due to the UAE’s fast-growing population and the recent stipulation by the Abu Dhabi Health Authority that all residents should have health cover - either through insurance or provided by their employers. Price regulation in the UAE pharmaceutical sector is also expected to see a per capita increase of 33 per cent over the next four years, with a total market spend reaching AED4.4 billion by 2012.

In addition, many believe the UAE to be a growing hub for an equally growing health tourism market - travelling outside one’s own country to receive medical treatment, often combined with a recuperative stay at a tourist resort. “The UAE’s central location is extremely convenient for European, African and Asian patients,” observes Lifeline Hospital Group managing director, Dr. Shamsheer V.P. “European countries have long waiting lists when it comes to elective surgeries and patients often have to wait months for treatment. In Africa, many countries lack modern infrastructure for healthcare. In Asia too, some countries are not adequately equipped to provide high quality healthcare. All these factors, coupled with the rich culture and hospitality of the UAE, work in favour of medical tourism here.”

Lifeline Hospital GroupIt is hard to dispute that Lifeline Hospital Group, already a major provider of healthcare in the UAE, will continue to play an increasing role in the growth of the healthcare sector within both the UAE and the wider region. First established in May 2007, the state-of-the-art Lifeline Hospital was launched in Abu Dhabi with the objective of providing top quality and affordable healthcare. Since then, Lifeline Hospital Group has continued to chart its exponential course of organic growth through a diversified portfolio of health-related businesses. There are four additional health centres and seven pharmacies across Abu Dhabi, Al Ain and Musaffah.

Lifeline Scientific Company is a joint venture with three leading international pharmaceutical firms: Emcure Pharmaceuticals, Dr. Reddy’s and Calypte Biomedical Corporation.

“Initially, Lifeline Scientific Company will distribute the pharmaceutical products and medical services of our three partners,” explains Dr. Shamsheer. “The company then plans to integrate backwards and directly manufacture medical, pharmaceutical and biotechnology products.”

D-Club, the group’s organic foods catering company, was launched last year and intends to expand into other GCC countries in due course.

ADLINE Advertising, the group’s in-house advertising and PR division, executes both Lifeline’s own marketing campaigns, as well as those for external clients.

Working for the communityWithin the community, the group participates in educational campaigns, and holds free camps for workers. “We have also recently run diabetes, breast cancer and AIDS awareness campaigns,” notes Dr. Shamsheer. “In the diabetes campaign which lasted for 10 days, we had five centres advising patients and conducting free blood sugar estimates. We had as many as 500 patients in a single day in each of the camps. During the breast cancer awareness campaign, we examined, taught self-examination and carried out free mammography for over 500 women. We are also close to making a major contribution to AIDS care in several African countries.”

The group’s work within the community has not gone unrecognised. Major awards include the Public Service Campaign Award from the UAE Ministry of Health, the Daman Healthcare Quality Award for Patient Satisfaction, and Australian Council on Healthcare Standards (ACHSI) Certificate for adherence to ACHSI healthcare standards. “These awards are a shot in the arm for the mission of the group,” enthuses Dr. Shamsheer. “Lifeline has a philosophy of reaching out to people to preserve life and health and we plan to carry on with these campaigns in future.

“Further into the future we intend to open more hospitals in the GCC and North Africa,” adds Dr. Shamsheer. “The organic foods business will also grow by setting up offices across the GCC. The sourcing of foods will be done from all over the world. But with increasing emphasis on local production.” In the pipeline for the more immediate future are new General and a day care surgery hospitals - both in Mussafa, plus Lifeline Egypt and Lifeline USA, both of which will be developed with hospital and pharmaceutical components.

Tel: +9712 633 5522www.lifelineauh.ae

His Excellency Mr. Humaid Al Qutami, Minister of Health, UAE, presented “Best Public Service Campaign Award” to Dr. Shamsheer V.P., Managing Director, Lifeline Hospital Group.

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Imperial College London Diabetes CentreIn 2004, Abu Dhabi’s Mubadala Development Company and the UK’s Imperial College London came together for a synergetic endeavour in the fields of education, healthcare, research and development. The result was the creation of Imperial College London Diabetes Centre (ICLDC), a new facility in Abu Dhabi specializing in diabetes treatment, research, training as well as public health. With the combined expertise of Imperial College London and the commitment of Abu Dhabi to excellence in the realm of medicine, ICLDC is set to become a world leader in the study and treatment of diabetes.

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Dr Maha Taysir Barakat, Medical & Research Director and Consultant Endocrinologist at ICLDC, shares her views of how this new institution add value to specialist healthcare in the region.

In what specific ways is ICLDC fulfilling its vision ‘to create a Centre of Excellence for diabetes with a multi-disciplinary approach covering all aspects of diabetes and its complications’? ICLDC offers a model of comprehensive treatment that is built on four pillars: treatment, public health, training and research.

Treatment - Facilities at ICLDC are at par with any international treatment centre. The Centre has significantly more experienced and professional physicians than any Diabetes unit currently in the UAE.

Public Health - One of the core focus areas for ICLDC. In February 2007 ICLDC launched ‘DIABETES. KNOWLEDGE. ACTION’, the award-winning public health awareness campaign under the patronage of HH Sheikha Fatima bint Mubarak, in partnership with the Emirates Foundation.

Training and Education - We organise specialist seminars targeted towards the healthcare professionals (accredited for CME credits) and weekly in-house seminars for resident doctors.


The Centre forms part of Mubadala Health-care’s integrated network of world-class facilities.

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Research at ICLDC - Focusing on occurrence and prevention of Diabetes in the country. Clearly the more we understand these reasons, the more we can instigate preventative and predictive measures.

ICLDC was created as part of a joint initiative between Mubadala Development Company and the UK’s Imperial College London. Can you tell us how the cooperation between these two institutes has given ICLDC a unique edge? The cooperation between these institutions has provided us with superior capabilities that can help lead the Diabetes management and prevention programs at the national level.

Mubadala Healthcare, a division of Mubadala Development Company is dedicated to investments in strategic, high-value projects that enhance the private healthcare infrastructure of Abu Dhabi in particular and the UAE in general.

Partnering with Imperial College London brings the world-class tradition of pioneering excellence in teaching and research to the country.

Can you briefly run through the individual themes of your operations and services, explaining your approach to achieving ‘the highest level of specialized patient care from first diagnosis to the management of all the complications associated with diabetes’? Our emphasis at ICLDC is on prevention, early detection and, more specifically, long-term management of Diabetes. It is estimated that more than a quarter of UAE nationals suffers from Diabetes. ICLDC is working towards managing and eventually reversing this trend.

Continuous education under the holistic theme of Diabetes management for these patients and for those around them – family, care-takers, friends – plays a key role in allowing the development of healthy lifestyle habits, and thereby helping to prevent long-term complications.

How would you define your management style? What lessons has ICLDC learnt during its operations in Abu Dhabi? ICLDC is built and run on a culture of collaboration – that is, collaboration with our partners, our doctors, our community and our patients.

We have been very fortunate to continuously receive support from the government, various organisations and our partners and sponsors of countless campaign activities.

We also receive tremendous support from the UAE media that allows us to reach out to the community very promptly.

As you grow to understand the diabetes phenomenon in the UAE and the

broader Middle East, and aim to cater your services to the region, what challenges have you faced socially, culturally and professionally? The biggest challenge has been to bring Diabetes to the fore, to be discussed by the community. ICLDC has gladly stepped in to help drive education and awareness of Diabetes in the country.

One of your stated aims is the focus on research. How does that fit into your greater goal of tackling the problem of diabetes in the UAE? Our vision is to improve the quality of life for those with Diabetes as well as helping to prevent Diabetes in those with a predisposition. Education and research play a crucial role to achieve this vision and to reverse the alarming prevalence that is affecting the UAE and the region.

The research facility aims at finding mechanisms to slow down and reverse the development of Diabetes.

Research conducted at ICLDC encompasses epidemiological, basic, clinical and genetic research.

Can you tell us about the technological advances in the world of diabetes that ICLDC is bringing to Abu Dhabi? The Centre provides the highest level of specialised care for patients, starting at the initial diagnosis and all the way to the management of all complications associated with Diabetes. This is achieved through our in-house comprehensive diagnostic facilities which include: on-site blood testing, digital retinal photography, retinal laser machines, ultrasound and x-ray facilities, and the latest in cardiac echocardiography and stress testing to detect the earliest signs of heart disease. All these modalities are integrated into a unique paperless electronic IT system that collates the information

and guides treatment according to international evidence-based protocols.

What are ICLDC efforts on community outreach on education and awareness of Diabetes? ICLDC launched the first-ever public health awareness campaign on Diabetes in the U.A.E: ‘DIABETES. KNOWLEDGE. ACTION’ in the year 2007.

What are the objectives for the campaign?To encourage community participation in awareness and prevention activities Reach out to community through various campaign activities including the targeting of people at high-risk of developing Diabetes.

Where does ICLDC go from here? Scenarios for the future?

Maintain World-Class Treatment - Continually review and improve treatment of Diabetes at ICLDC in line with evidence-based medicine and latest protocols.

Community outreach through ‘DIABETES. KNOWLEDGE. ACTION’ 2009 - The public health awareness campaign will continue. ICLDC will continually enhance the campaign to focus on those most at risk and also on lifestyle education of the young to protect the next generation.

Support and cooperate with Government Initiatives - We fully support the Emirate-wide and federal strategies for primary and secondary prevention against Diabetes. The Centre will work closely with stakeholders – the Government, public and media – to enhance quality of life through prevention of Diabetes.

Tel: +9712 40 40 800 www.icldc.ae

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Rainbow Island children activities center enables member’s children to learn new skills while having fun in a healthy and encouraging environment.

Launched in 1998, under the directives of H.H. Sheikha Fatima Bint Mubarak, The Abu Dhabi Ladies Club is managed by National Catering Company L.L.C since June 2008.

Several lunch and dinner outlets offer the ideal meeting place for friends and family, serving vast varieties of succulent and gastronomic cuisines.

The Abu Dhabi ladies Club is home to a modern fully-equipped gymnasium, 2 aerobics studios and a pilates studio, as well as tennis, squash and basketball courts.

Unrivalled RelaxationLocated at the end of the Abu Dhabi Corniche, close to the Emirates Palace Hotel, the Abu Dhabi Ladies Club is the place to go. Nestled amidst lush green trees, and surrounded by its own expansive landscaped gardens, the club’s fa-cilities are built to exceedingly high standards providing sporting, cultural, artistic and social facilities exclusively for women.

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At the Abu Dhabi Ladies Club, we take pride in our commitment to enrich the lives of our members through social, cultural and educational programs, as well as entertainment and fitness services. Our aim is to offer a healthy environment for women of Abu Dhabi to meet and develop their talents and skills, lead a healthy life style and have an active and valuable role in the community.

Pilates studio

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A perfect location to see and be seen, the Abu Dhabi Ladies Club is noted for attracting ladies

from a broad spectrum of UAE and expat society. Since the inauguration of the Abu Dhabi Ladies Club in 1998, under the directive of Her Highness Sheikha Fatima Bint Mubarak and her tremendous support, the club has aimed at giving women and girls a suitable platform for serious participation in social, cultural, professional and athletic activities. The Abu Dhabi Ladies Club is a unique facility in Abu Dhabi, as it is open to women only, and places high care in keeping and respecting the local customs and traditions.

Facilities at the Abu Dhabi Ladies Club are ultra chic in line with the undeniable culture of luxury that is being fostered in the Emirate overall.

With choice and diversity a constant in the club’s gastronomic offerings, all-day dining options are excellent, from the luxurious fine dining Al Aryam restaurant, which is open for lunch and dinner, to the cooler Orchid Coffee Shop, enchanting Lobby lounge and the Lavanda Terrace Café. This is the ideal getaway for a family or business lunch, dinner, afternoon snack or just a coffee and cake with friends.

The Club offers a vast range of services, activities and classes. On the sports and physical fitness front it offers a relaxation day spa designed to combat daily stresses, a modern, well-equipped Gymnasium, two Aerobics Studios built to international standards, and a Pilates studio comprising the most advanced Pilates machines and equipment. Also available are sports facilities ranging from tennis, roller-skating and squash

to basketball as well as volleyball. All of this would not be complete without an outdoor haven with an extended area for relaxing in the sun and swimming pools that are ideal for either swimming or energy-intensive aqua-aerobic exercise classes.

All ladies and young girls are actively encouraged to join the many sporting teams participating regularly in tournaments and friendly competitions both within local and regional clubs.

The Abu Dhabi Ladies Club has an extensive program of cultural and artistic classes for women and children, including languages, etiquette, painting, crafts, makeup, decoration, flower arrangements, and much more. The Club hosts regular seminars and conferences on issues and subjects that are of great interest to the contemporary woman.

The Rainbow Island Children Activities Centre at the Abu Dhabi Ladies Club enables members’ and guests’ children to learn new skills while having fun, a revolutionary concept of ‘learning through play’ activities. Children are encouraged to join the fun in indoors and outdoors activities under the supervision of qualified staff.

For your special occasions, the Abu Dhabi Ladies Club tent is the ideal place to transform celebrations into memorable occasions. Accommodating up to 600 seated ladies, with spectacular views over the pool into the garden, the Abu Dhabi Ladies Club adds a magical touch to banquets.

Tel: +971 2 666 2228www.adlc.ae

The Abu Dhabi Ladies Club is the perfect place to be, whether you are chilling out or hosting a seminar, business meeting, presentation or exhibition. Whatever the requirements, the club’s experienced team of professionals is on call to ensure the event is successful.

Be it expert pampering or promoting social activities for women in their community, the ADLC provides an unrivalled opportunity for relaxation and empowerment.

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Chapter 6 CSR & Green Innovation

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“Waste not the smallest thing created, for grains of sand make mountains, and atomies infinity.”

“Waste not the smallest thing created, for grains of sand make mountains, and atomies infinity.”

E. Knight, English barrister and writer, (1852 - 1925)

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Spreading a smile“We believe that the grace of wealth bestowed upon us by Allah, must be spread to envelop our friends and brethren around the world.” These attri-butes have gained the late Sheikh Zayed Bin Sultan Al Nahyan widespread gratitude, placing him foremost amongst modern charismatic leaders - those with the political will to take a courageous and honest stand against suffering; those with the means to support human rights and just causes. By calling for tolerance and collaboration, he contributed with unprecedented largesse to causes such as the development of the underprivileged and the environment.

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Bord of Trustee Chairman Sheikh Ahmed Bin Zayed

Zayed Children Welfare Centre in Mombassa,Kenya

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Based on the principles of Islamic faith and Arab traditions and established in Abu Dhabi in 1992, over the years the evolution of the Zayed Bin Sultan Al Nahyan

Charitable and Humanitarian Foundation has highlighted the UAE’s journey towards maturity, reflected by the ethos of fraternity instilled in the Emirati people by the late Sheikh Zayed Bin Sultan Al Nahyan, former President of the UAE.

By devising mechanisms for extending charititable interventions regionally and worldwide, Sheikh Zayed’s eagerness to help deprived people has taken root. Since its establishment, the foundation has focused on diversification of its activities in association with national and international organisations, to promote the UAE’s in the humanitarian field wherever assistance is needed.

In 1999, the Afro-Asian Bar Association for Defence of Human Rights unanimously elected His Highness Sheikh Zayed Bin Sultan Al Nahyan as the Man of the Year. Renowned for his distinguished approach towards life, the principles he lived by were based upon tolerance, solidarity, mercy and integrity. Drawing from the wisdom of the past as a guide to ensuring insightful conclusions on the way forward, not forsaking the present in striving for the long run; immediacy of action was his hallmark.

FormationWith an impressive capital formation of USD 1 billion (AED 3,671,000,000),

which was deemed as an endowment, its revenues were to be used to achieve the objectives of the foundation. As a public foundation specialised in charity and philanthropy inside and outside the UAE, Zayed Bin Sultan Al Nahyan Charitable and Humanitarian Foundation its activities include the provision of public utilities of all kinds, including participation in setting up and supporting Mosques and Islamic cultural centres, academies for Islamic research and education and contributions to its scholars for the advancement of civilization.

In addition, the schools, and higher education institutes, centres of scientific research, public libraries and establishments for vocational training. By offering scholarships and supporting endeavours in the fields of writing, translation and publishing, core objectives are being fulfilled.

Setting up and funding hospitals, clinics and rehabilitation centres, first aid organisations, orphanages and child care centres as well as homes for the elderly and disabled; the aim has been to co-operate with charitable organisations for the achievement of common aims, especially in circumstances where such co-operation is necessary, such as giving aid distribution during natural disasters, and provision of relief services in remote areas.

With successful outreach programmes to diverse categories of recipients widening in scope on a sustainable basis each year, His Highness the late Sheikh Zayed Bin Sultan Al Nahyan maintained that, “The human being is the core of any civilization… Thus it is necessary to focus on people because they are the centre of gravity for any real and sustainable progress. No matter how many buildings, installations, schools and hospitals we build… No matter how many bridges and monuments we construct… They all remain solid matter that has no soul and can not be sustainable. Humanity makes up the true spirit of everything, whose members are able with their arts and skills to maintain and upgrade these constructions and grow alongside with them”.

Tel: +9712 681 4700www.zayedfoundation.com

Bord of Trustee Chairman Sheikh Ahmed Bin Zayed

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Health EmpowermentSince the inception of the Abu Dhabi chapter in 2006, the Palestine Children’s Relief Fund (PCRF), has succeeded in securing free medical treatment for over 20 Palestinian children in the UAE. Striving to enhance awareness of its goals and achievements via fundraising events and other community forums, the PCRF maintains a network of doctors, host volunteers and families to facilitate the cause. This active network of key individuals is critical to the children who receive medical treatment throughout the region.


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The PCRF has earned commendation from spokespersons such as former US President and Nobel prizewinner Jimmy Carter, US Governor Arnold Shwarzenegger and South African Nobel prizewinner Archbishop Desmond TuTu.

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Founded in 2006 under the patronage of the UAE Red Crescent by a diverse group of people committed to making a difference and saving lives, the PCRF Abu Dhabi concentrates its efforts on sponsoring as many children as possible and providing them with comprehensive medical treatment in the UAE.

The Palestine Children’s Relief Fund, (PCRF), is a registered non-political, non-profit, tax exempt organisation established in 1991 by

concerned people in the US to address the medical and humanitarian crisis facing Palestinian youths in the Middle East. The PCRF has since expanded to help suffering children from across the region locate free medical care.

The PCRF’s primary objective is to identify and treat all children in need of specialised surgery not available to them locally. The PCRF locates, sponsors and runs volunteer medical missions to the Middle East in adult and pediatric cardiac surgery, pediatric cardiology, plastic and reconstructive surgery, maxillofacial surgery, pediatric urology, ophthalmology, vascular surgery, pediatric orthopedic surgery, occupational therapy, and other specialties.

Since 1991, the PCRF has earned commendation from

spokespersons such as former US President and Nobel prizewinner Jimmy Carter, US Governor Arnold Shwarzenegger and South African Nobel prizewinner Archbishop Desmond TuTu. Thanks to public awareness and support, the PCRF has been able to send over 1000 children for medical treatment outside Middle East.

Moreover, the PCRF seeks to improve the condition of medical care in the region by sending US medical personnel to treat challenging cases and train local health care workers. In addition, it also distributes medical equipment and supplies to the West Bank and Gaza Strip help to provide patients with appropriate tools for their care.

Tel: 9715 0 328 6074 [email protected]

www.pcrf.netThe PCRF has earned commendation from spokespersons such as former US President and Nobel prizewinner Jimmy Carter, US Governor Arnold Shwarzenegger and South African Nobel prizewinner Archbishop Desmond TuTu.

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Hope at handHand in hand with the advances of an industrial and technological age, come socio-economic disparities and environmental imbalances that can be the root cause of the many crises and disasters that leave people in miserable situations. With women and children often the most affected, numerous regions around the world are facing humanitarian challenges. Armed conflicts and disputes; silent disasters like starvation, poverty and epidemics are equally the hallmark of this post-modern age.

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AMBULANCE AND COMMUNITY SAFETY

The RCS is active across diverse health and social awareness programmes that respond to the needs of local community and contribute in supporting Government efforts to foster environmental health and safety. The organisation also addresses issues related to the welfare of special segments such as the aged and handicapped, as well as by assisting in limiting hazards such as:

Road accidents; addiction (nicotine and drugs); nutrition problems; blood and related contagious diseases.

With a strategy that includes first aid training, special need’s rehabilitation and participating in environmental safety events, as well as propagating international humanitarian law, the RCS has consolidated its partnership with international bodies working in cooperation with them in the UAE to carry out its training programmes.

In line with its 10 year strategy, the RCS has consolidated its partnership with international organisations such as the international Red Cross Committee, the Regional Mission of the International Federation of Red Crescent, as well as the Red Cross Societies, the national societies and UN organizations such as UNICEF and UNDP.

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This is why the UAE Red Crescent has its work well cut out. Standing out to

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

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

A milestone in the Red Crescent’s progress occurred in 1983 when H.E. Sheikh Hamdan bin Zayed Al Nahyan gave directives to execute development projects to help local inhabitants in disaster-hit areas to help cope and access the long term tools to rebuild their lives. Facing economic and social challenges lying ahead, the organisation realised that efficient humanitarian aid should be based upon those foundations - giving families the ability to earn for themselves and not merely scraping by on donations. Consequently, people’s lives in these areas developed; and they were able to live in dignity.

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

Expanding abroadThe Projects and Relief sector in the Red Crescent handles urgent aid abroad for communities hit by disasters and calamities. It also coordinates with the Federation of Red Cross and Crescent societies and other humanitarian organisations. Executing charitable construction and development projects through rebuilding and rehabilitation of destroyed infrastructure in areas of conflict, these cover 95 countries especially Palestine, Iraq, Lebanon, Afghanistan, Sudan and other African countries.

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

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

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

Promoting Voluntary Work ValuesBy depending on volunteers to execute its programmes, a culture of service is fostered. Accordingly, the Volunteers Division has strategies to attract volunteers and train them. The Authority has been able to polish their skills through different practical and theoretical training skills. The foundation programme includes intensive courses in confronting disasters, first aid, international and humanitarian law and methods of voluntary work. The Volunteers Division is keen to carry out the strategy of the Red Crescent to promote voluntary values among people and activate the role of volunteers towards humanitarian cases by utilizing their unique abilities.

Tel: +9712 641 9100www.rcuae.ae

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Building Bridges

Business with the Middle East /North Africa (MENA) region is thriving thanks to high oil prices that have led to unprecedented regional growth and development. Boasting the largest market for British companies in the MENA region, as well as a large UK expatriate resident workforce, Abu Dhabi offers particularly rosy business opportunities. With its unrivalled regional business intelligence acumen and vast government and private sector contacts network, The Middle East Association (MEA) is uniquely placed to assist in propelling businesses to take advantage of the opportunities on offer.

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Despite the global economic downturn, Abu Dhabi’s GDP has continued rising on the back of strong oil revenues and new investment in infrastructure, industry, real estate and tourism.

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With its diversified economy, (non-oil sectors contribute around 95 per cent

of GDP) healthy growth rate (around 15 per cent) business friendly environment, excellent infrastructure, communications and numerous free zones, Abu Dhabi is a magnet for foreign investment, with British companies leading the inbound investment pack. Even traditional British culinary stalwarts such as The Ivy and the Wolseley restaurants are setting up shop; the question every company must ask is, can we afford to forgo a presence in Abu Dhabi?

The MEA does not believe so. Widely recognised as the UK’s foremost private sector organisation for promoting trade and good relations with MENA, Turkey and Iran, the MEA is an independent and non-profit association founded in 1961, representing some 400 large and small companies from all business and industry sectors in the region. The Patron of the Association is HRH The Duke of York, UK Special Representative for International Trade and Investment. Its strong support of Business Councils and excellent relationships with the UK Government and Arab Governments are widely recognised. Membership is strong and progressive, and turnover has doubled in the last three years. This is a reflection of the energy that the MEA has put into developing relationships with the MENA region.

The MEA takes more businesses to the MENA region than any other organisation. In the last twelve months the Association has led ten missions to the region. It continues to break new ground, taking three missions to Northern Iraq in the last couple of years. Another new initiative is the launch of the MEA Women in Business Network which is evolving in co-operation with Women in Business International.

Its in-house programme of events, including VIP and Ambassadors lunches, is popular, with over 50 events held a year. With successful conferences on Libya, Morocco, Saudi Arabia and Tunisia attended by high level business delegations from the country concerned, the strength of the business network is proving to be a useful resource for international business development.

The MEA is becoming increasingly sector focused - the financial services sector and the education and skills sector are priorities. The ‘City and the GCC Countries Conference’, now in its third year, is recognised as the premier event for promoting financial cooperation between the City of London and the GCC countries. This year’s event, organised in cooperation with the City of London Corporation, attracted an unprecedented level of support from across the GCC region, lead sponsors being Bahrain Economic Development Board, Qatar Financial Services Authority, Emirates National Bank of Dubai and Boubiyan Bank (Kuwait).

Aside from assisting in business expansion, the important focus on the education and skills sector reflects the urgency of the need

to bridge the skills gap in the region, and the UAE has featured strongly in the MEA’s initiatives. With its partner, Compass Rose, the Association is working on the pioneering MENA Learning & Leadership Programme (MLLP), a highly innovative programme bringing together the key pillars of private sector, government, civil society and academia to develop and deliver sustainable solutions to learning and development in MENA. The programme was launched in 2007 in the UAE and has generated a huge amount of interest. The

25-strong education and training mission to the UAE in March 2008 was successful, benefiting from the personal involvement of His Excellency Sheikh Nahayan bin Mabarak Al Nahayan, Minister of Education and Scientific Research. With support from such influential figures within the MENA region and beyond, MEA aims to bridge the gap between east and west in terms of both business and education.

www.the-mea.co.uk

Michael Thomas, Director General MEA (sixth from right) with mission members during the MEA trade mission to Northern Iraq, October 2007

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139

Chapter 7 Training & Education

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“The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates.

The great teacher inspires.” William Arthur Ward, American editor and pastor, (1921 – 1994)

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A bridge between civilisationsIn 2006, a piece of 13th century France settled in Abu Dhabi. None other than the prestigious Paris-Sorbonne University opened its doors in the UAE capital, bringing together two civilizations on the new Paris-Sorbonne University Abu Dhabi (PSUAD) campus. For centuries, this prestigious centre of learning has produced some of the world’s greatest thinkers. With a new focus on a dialogue of civilizations between the West and the Arab World and a diverse range of courses, PSUAD continues this tradition of erudition.

Trai

ning

& E

duca

tion

Paris-Sorbonne University – Abu Dhabi is the first PSU campus outside France. The campus aims to attract the best students from the UAE, the Middle East and around the world.

With over 500 million people speaking French across five different continents, learning the language is key to bridging the cultures of today’s world.

With about one-fifth of the UAE’s 50,000 annual high school graduates choosing to study in Europe, opening European universities like the Paris-Sorbonne in Abu Dhabi helps capital spent on education stay in the country, as well as provides an excellent education from a foreign university for at a lesser cost right at home.

Just as in Paris, the same prestigious academic program will be taught in French by professors from the Sorbonne. An education that enhances critical thinking, communication skills and international perspective awaits the university students along with a degree that guarantees world class excellence in the field of Humanities and Social Sciences.

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Welcome to this pivotal French contribution to the UAE’s flourishing system of

higher education. With over 50,000 students graduating from the UAE every year, the demand for quality higher education is on the rise. PSUAD is one of the best answers to that demand. The university offers a wide range of subjects in arts, languages and social sciences. Just as in Paris, the same prestigious academic program is taught in French by professors from the Sorbonne and Paris-Descartes. For those who are new to the French language, PSUAD offers intensive French courses that provide a solid base for entering the world of higher French learning. The university offers an education that enhances critical thinking, communication skills and an international perspective.

A global leader in the field of Humanities and Social Sciences, PSUAD also follows the new European system of higher education, called the Licence Master Doctorate (LMD). Under this, an undergraduate three-year degree course, the Licence, is offered. The graduate programme consists of a two year Master Degree, followed by a multi-year doctoral programme. PSUAD provides a unique opportunity for students living in the UAE, giving them a chance to receive degrees are recognised by all European universities – right at their doorstep.

Supremely inclusive in its mandate, PSUAD has opened its doors to all, regardless of gender, nationality or religion. The university has one major mission: to foster the love for life-long learning, which students can carry forward across various spheres and disciplines. To do so, it offers courses in Arabic Language, Literature and Civilisation, Archaeology and Art History, Economics and Management, Geography and Urban Planning, History, International Business and Languages, Law and Political Sciences, French and Comparative Literature, Philosophy and Sociology.

In Abu Dhabi, just like in Paris, Paris-Sorbonne offers the best intellectual arrangement to access the highest cultural level. Professor Georges Molinié, President of Paris-Sorbonne and Abu Dhabi campus says, “We offer an opportunity for increasing your personal capacities and letting you develop your critical analytic sense, allowing you to become full time members of this tolerant and sharing community we are striving to create for our common future.”

As the Arab World and the West come to engage more intensively on an international level, the world needs people who understand both civilizations well enough to turn that engagement from conflict to cooperation. PSUAD offers an atmosphere that can create such future leaders and diplomats. Through institutions like PSUAD, people from around the world can foster meaningful dialogue that helps us better understand and appreciate one another, hopefully leading us to a brighter tomorrow.

Tel: +9712 509 0555www.paris-sorbonne-abudhabi.ae

Welcome to the institution known for its refined and elite education since the 13th century. An internationally renowned university with superior mastery and expertise in the fields of Humanities and Social Sciences, Sorbonne produces the greatest leaders and movers of the world. Opened since 2006 in the United Arab Emirates, Paris-Sorbonne University Abu Dhabi is a French-speaking higher education institution that attracts not only the best students from the UAE, but also the best students from all over the Middle East and the world

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The Many Faces of the Petroleum Institute

Undergraduate Engineering EducationThe undergraduate programs provide a rigorous university education focused on engineering and applied sciences in the broad �eld of energy. The education of the whole person is also central to mission of the PI so that the graduating engineers will be equipped with the necessary technical and personal competencies to be successful lifelong learners with the capability to

function e�ectively in any environment.

Women in EngineeringThe facility where female engineering students attend classes, Arzanah, is dedicated to the identi�ca-

tion, development and enhancement of women engineers and their professional advancement in the global society. The PI educates engineers who will be leaders in industry and society and who herald a new

age for women in a profession which until recent years was predominantly a male preserve.

Modern Campus - Diverse CommunityThe PI has developed a truly diverse community having 48 di�erent nationalities observing best educational practices and producing research in the �eld of energy. The evolution of the campus facilities re�ects the needs of such a diverse and talented group with state of the art facilities for educa-tion, research, housing and recreation under development with projected completion by the end of 2012.

State-of-the-Art LaboratoriesEach program is equipped with modern laboratories housing the most up-to-date instrumentation and technology. Labora-tories vary from a life-size drilling rig to materials science laboratories. Students have the unique opportunity to participate in a advanced hands-on practical education experience helping to prepare graduates in the new emerging energy technologies.

Advanced Research and Technology Development CenterResearch in the oil and gas industry is of high importance to the future of the

UAE. The Petroleum Institute is charged with the responsibility of addressing the need of e�cient production of energy and managing the energy resources. The

construction of the Institute’s �rst dedicated research facility, the TAKREER Research Facility, is now in progress with the PI Research Center in the planning stage.

Global Graduate OpportunitiesIn order to encourage academic exchange (including faculty, research scholars, undergraduate and graduate students) the PI has signed memoranda of understanding with leading interna-tional universities including Colorado School of Mines, USA; University of Maryland, USA; Technische Universität München, Germany; University of Leoben-Montanuniversität, Austria, and Johannes Kepler University, Austria.

The Petroleum Institute (PI) was created in 2001 with the goal of establishing itself as a world leader in engineering education and research in areas of signi�cance to the oil and gas and the broader energy industry. The PI’s sponsors include Abu Dhabi National Oil Company (ADNOC) and four major international oil companies. Currently the PI o�ers Bachelor degrees in Chemical, Electri-cal, Mechanical and Petroleum Engineering and Petroleum Geosciences, as well as Master of Engi-neering degrees in Chemical, Electrical, Mechanical and Petroleum Engineering. New engineering and science programs will be added in the future as needed.The engineering programs have received initial accreditation from the UAE Ministry of Higher Edu-cation and Scienti�c Research and will be accredited by international institutions in due course. Currently there are over 1100 undergraduate students and 50 graduate students enrolled at the Petroleum Institute. The Institute graduated its �rst 44 students in June 2006 emerging from the engineering programs to start their careers as sucessful professionals.

Accreditation and LicensureThe Petroleum Institute was granted initial licensure by the Ministry of Higher Education, and Scientific Research Commission for Academic Accreditation, UAE. All undergraduate and graduate programs have been granted initial accreditation by the same accrediting body. In addition, the Foundation English program has received conditional accreditation from Commission for English Language Program Accreditation (CEA).


Tra

inin

g &

Edu

catio

n

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The Many Faces of the Petroleum Institute

Undergraduate Engineering EducationThe undergraduate programs provide a rigorous university education focused on engineering and applied sciences in the broad �eld of energy. The education of the whole person is also central to mission of the PI so that the graduating engineers will be equipped with the necessary technical and personal competencies to be successful lifelong learners with the capability to

function e�ectively in any environment.

Women in EngineeringThe facility where female engineering students attend classes, Arzanah, is dedicated to the identi�ca-

tion, development and enhancement of women engineers and their professional advancement in the global society. The PI educates engineers who will be leaders in industry and society and who herald a new

age for women in a profession which until recent years was predominantly a male preserve.

Modern Campus - Diverse CommunityThe PI has developed a truly diverse community having 48 di�erent nationalities observing best educational practices and producing research in the �eld of energy. The evolution of the campus facilities re�ects the needs of such a diverse and talented group with state of the art facilities for educa-tion, research, housing and recreation under development with projected completion by the end of 2012.

State-of-the-Art LaboratoriesEach program is equipped with modern laboratories housing the most up-to-date instrumentation and technology. Labora-tories vary from a life-size drilling rig to materials science laboratories. Students have the unique opportunity to participate in a advanced hands-on practical education experience helping to prepare graduates in the new emerging energy technologies.

Advanced Research and Technology Development CenterResearch in the oil and gas industry is of high importance to the future of the

UAE. The Petroleum Institute is charged with the responsibility of addressing the need of e�cient production of energy and managing the energy resources. The

construction of the Institute’s �rst dedicated research facility, the TAKREER Research Facility, is now in progress with the PI Research Center in the planning stage.

Global Graduate OpportunitiesIn order to encourage academic exchange (including faculty, research scholars, undergraduate and graduate students) the PI has signed memoranda of understanding with leading interna-tional universities including Colorado School of Mines, USA; University of Maryland, USA; Technische Universität München, Germany; University of Leoben-Montanuniversität, Austria, and Johannes Kepler University, Austria.

The Petroleum Institute (PI) was created in 2001 with the goal of establishing itself as a world leader in engineering education and research in areas of signi�cance to the oil and gas and the broader energy industry. The PI’s sponsors include Abu Dhabi National Oil Company (ADNOC) and four major international oil companies. Currently the PI o�ers Bachelor degrees in Chemical, Electri-cal, Mechanical and Petroleum Engineering and Petroleum Geosciences, as well as Master of Engi-neering degrees in Chemical, Electrical, Mechanical and Petroleum Engineering. New engineering and science programs will be added in the future as needed.The engineering programs have received initial accreditation from the UAE Ministry of Higher Edu-cation and Scienti�c Research and will be accredited by international institutions in due course. Currently there are over 1100 undergraduate students and 50 graduate students enrolled at the Petroleum Institute. The Institute graduated its �rst 44 students in June 2006 emerging from the engineering programs to start their careers as sucessful professionals.

Accreditation and LicensureThe Petroleum Institute was granted initial licensure by the Ministry of Higher Education, and Scientific Research Commission for Academic Accreditation, UAE. All undergraduate and graduate programs have been granted initial accreditation by the same accrediting body. In addition, the Foundation English program has received conditional accreditation from Commission for English Language Program Accreditation (CEA).


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Chapter 8 Banking

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"We will nurture and develop UAE human capital, support infrastructure projects, SMEs and capital markets.

We will provide innovative products/services and an effective conduit for both UAE and foreign investors."

Michael Tomalin, Chief Executive, NBAD

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Forty years young

With a new head office, that is a stunning architectural tribute and an impressive addition to the skyline of the island city, National Bank of Abu Dhabi (NBAD)’s undisputed standing is reinforced for generations to come. As the first national bank in the emirate of Abu Dhabi, it is fitting that NBAD has its headquarters in the nation’s capital and a regional office in the UAE’s commercial hub – Dubai. Celebrating its 40th anniversary in 2008, NBAD is the emirate’s largest bank by assets, boasting a track record of progress to sustain it today and in tomorrow’s world.

Ban

king

When it came to life in February 1968, NBAD was something of a novelty in Abu Dhabi itself. The relatively sleepy emirate had

never known a bank of its own, and when the late, Sheikh Zayed bin Sultan Al Nahyan , founder of the UAE, launched NBAD, the Bank’s first balance sheet was drawn up in Bahraini Dinars since there was no Dirham note issue. At the end of 1969 the Bank recorded its first full year of operation. The total balance sheet of the Bank was the equivalent of AED 219 million, the capital was AED 11 million and net profits just AED 2 million. Showing a profit since inception, with paid dividends on the initial capital, there was AED 1 million left over to build the capital for the flowing year. Today, 40 years later, the Bank is unrecognisable. By the end of 2007, NBAD’s balance sheet was AED 139 billion, 660 times larger, profits AED 2.5 billion and capital resources over AED 11 billion, over 1000 times bigger than those early days.

Underpinning the evolution of the UAE and of Abu Dhabi itself, today NBAD is amongst the top 250 banks in the world, and one of the largest banks in the Middle East. Employing 3,000 people in 11 countries In four continents, it has a vast gamut of products and services: from credit cards to corporate finance, financial engineering to car loans. NBAD employs over 50 nationalities and scores of talented qualified teams. With over 300,000 customers worldwide, some aspects however, have stayed just the same in these 40 years. “Our commitment to serving and to building Abu Dhabi, and the wider UAE nation, remains the same. NBAD is part of the DNA of Abu Dhabi. The late Sheikh Zayed had a great vision for this country and this Emirate, and part of the vision was to establish a bank owned by Abu Dhabi for Abu Dhabi and its friends. The strength and vitality of NBAD today bears witness to that vision, and those of us who are fortunate enough to work for NBAD now have the responsibility to grow the Bank to even greater heights”, explains Michael H. Tomalin NBAD’s Chief Executive.

“‘Forty years young’ is the theme of our anniversary celebrations; NBAD is still a young bank, bristling with new ideas and innovative solutions. But 40 years is an achievement, with each decade of performance outshining the decade before it” he adds.

Today, in addition to having one of the largest branch and ATM networks in the UAE more than 84 branches and 225 ATMs all over the UAE, NBAD provides 24-hour internet banking accessibility through NbadOnline and NbadDirect, as well as account access and personalised customer support through a 24-hour Call Centre. NBAD is represented through branches and operating subsidiaries in Oman, Kuwait, Bahrain, Egypt, Sudan, Libya, the UK, France, Switzerland and the US. With their international banking business expanding steadily, NBAD plans to open in Jordan, Qatar, and Hong Kong to increase its global reach.

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At a glance

NBAD is rated senior long term/short term A+/A-1 by Standard and Poor’s, Aa3/P1 by Moodys and AA-/F1+ by Fitch giving one of the strongest combined rating of any Middle Eastern financial institution.

2007 financial results are solid proof of the successful implementation of NBAD’s strategic plan. Attributable profits for the year 2007 were AED 2,505 million, 19 percent higher than 2006, and one of the highest amongst all UAE banks. Total assets reached AED 140 billion at the end of 2007, up 38 percent from year end 2006 with customer deposits up 16 percent to AED 82 billion and loans up 39 percent to AED 80 billion. Total capital resources reached AED 13.7 billion, up 20 percent, including AED 2.5 billion of subordinated convertible bonds and without any new shareholder contributions. The Return on Equity (ROE) at 26.3 percent in 2007 is ahead of the 25 cent average target set in the bank’s five- year plan. The net profits from the domestic banking business increased 19 percent to AED 1,454 million in 2007 which represented 58 percent of the group profit.

Investment banking businesses contributions to the group profits were AED 556 million of which AED 283 million, or 11.3 percent of group profit. These profits came from the Financial Markets Group, and AED 82 million, or 3.3 percent, from the Investment Banking Group, which in two years moved NBAD from not being ranked in the top 30, to number one in the Bloomberg league tables for MENA transactions.

Asset Management group contributed AED 72 million or 2.9 percent. NBAD’s brokerage arm, Abu Dhabi Financial Services(adfs), contributed AED 119 million or 4.7 percent. Active equity markets affected positively the asset management and brokerage businesses although performance remains below historic levels.

Profits from international banking business reached AED 354 million, representing 14 percent of the group profit and an increase of 7 percent over 2006. Profits from the brand new private banking business were AED 19 million, offering full private banking services through their Geneva subsidiary, which started in 2007, aided by local private teams in UAE and in locations where NBAD operates.

H.E. Nasser Ahmed Khalifa Al Sowaidi, Chairman, NBAD

VisionTo be the Number One Arab Bank

MissionTo provide our customers with the best services

Corporate Social ResponsibilityTo act as a role model in the social and environmental

development of the UAE

Values- Value our stakeholders

- Accessible to our customers 24 x 7- Loyal to our heritage but global in our outlook

- Understand our customers needs- Empower our people

- Strive constantly for organisational excellence

Customer Pledge- We will listen to you

- We will understand your needs- We will dedicate all our energies to serving you

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Awards

Based on its relentless development and improvement of human resources, operations, the use of technology, and the results achieved, NBAD has won the Middle East Excellence Award 2008, the Mohamed Bin Rashid Al Maktoum Business Award 2007, the Sheikh Khalifa Excellence Gold Award, the Dubai Quality Award, as well as the Emirates Institute of Banking & Finance Studies (EIBFS) Human Resources Development Award and the Dubai Human Development Award. NBAD has also won the Best Bank in the UAE Awards from Euromoney, the Banker, and Global Finance as many as nine times in the last six years; the Middle East e-banking Country Award and the Outstanding use of IT in Financial Services Award; numerous Deal of the Year Awards, as well as special recognition from UAE environmental groups for the bank’s active participation in environmental conservation.

Corporate Social Responsibility Policy

Being one of the largest local banks in the UAE, and as one of the growing number of financial institutions interested in increasing its Corporate Social Responsibility (CSR), NBAD believes that CSR is a fine way of contributing to sustainable development. By recognising that in conducting daily business operations, they have an inevitable impact on the environment in the UAE; it acknowledges its responsibility, as well as the commercial advantage in going beyond what is required when managing its impact on society, the environment and the economy. “Through sound projects and initiatives, issues such as effective preservation of the environment, humanitarian, social, economic and charitable causes are considered as good business practices. We not only balance these responsibilities, but ensure the sustainability of these elements for the future”, Tomalin clarifies. “For corporate social responsibility is about managing business interaction with people, the environment and the economy. Consequently, NBAD has developed environmental activities, partnerships and changes which have been applied collectively across the organisation. We look forward to continuing our path as responsible corporate citizens and strengthening our commitment to corporate social responsibility in the UAE”, he adds.

Client-Focused Businesses

Even though an oil-driven economic boom in the Middle East may slow as crude prices decline and loan growth slows with funding costs rising, NBAD has maintained a leading position in the local market over the past 40 years with a remarkable positive record. Recent liquidity restrictions caused by the global credit crisis have changed the goalposts somewhat. “The unwillingness of international banks to lend to one another for more than a day, and the drying up of international capital markets has resulted in unprecedented tightness”, Tomalin says. Despite this current state of flux, NBAD’s mainline banking businesses are “performing satisfactorily”, he concluded. With a current five year plan that includes a target increase in earnings of 20 percent per annum and a minimum return on capital of 25 percent, NBAD intends to achieve these by putting their clients at the heart of the bank’s growth, through continuous improvement of service levels and product innovation.

Tel: +9712 611 1111www.nbad.com

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From its modest beginnings as a pearling settlement, Abu Dhabi has come a long way in the last 50 years. Its population has grown from just 15,000 in 1962 to closer to 1.8 million today. Oil revenues have been invested wisely to create an impressive modern society and first-class infrastructure. Tourism is a key priority in the government’s ambitious diversification plans, with a target of 3 million visitors by 2015. Thanks to its range of activities and services, NBAD’s role in facilitating this diversification is pivotal.

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With a positive outlook for Abu Dhabi and the UAE overall, despite the global crisis NBAD is secure and well-capitalised. “We have no direct exposure to the sub-prime crisis, but as any other bank in the world; we may be exposed to another bank that has that exposure”, Tomalin explains.

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Even though the bank is not negotiating with any party for a merger, reinforcing

the bank’s general support for consolidation in the UAE, Michael

Tomalin, CE, NBAD says. “To compete effectively in a more globalised world, the

UAE and Abu Dhabi will need larger banks.”

YOUR Number One Partner in Retail Banking

Through one of the largest branch and ATM networks in the UAE, NBAD offers a wide range of retail banking services to all segments.

YOUR Number One Partner in Elite Banking

Elite Banking is an exclusive and privileged world, where banking is an indulgence. Defined as ‘a touch of gold’, the unrivalled convenience of a bespoke range of private facilities epitomises the highest level of service at every step. It’s more than a banking service; it’s a way of life.

YOUR Number One Partner Private Banking

NBAD offers discerning high-net-worth individuals tailor made and state of the art private banking and wealth management services, via its independent wholly owned Swiss Private Banking subsidiary or its UAE based Private Banking division. Furthermore, it provides wealth protection vehicles such as Trusts via its wholly owned subsidiary in Jersey, Channel Islands.

Michael Tomalin, Chief Executive, NBAD

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YOUR Number One Partner in Corporate Banking

NBAD is the leading provider of financial services to businesses and is the Bank of choice for the government and other key private and public sector institutions. Corporate Banking Group (CBG) reflects NBAD’s strengths in providing corporate clients a wide array of commercial, transactional and electronic banking products through innovative product development and a well-integrated approach to Relationship Management. NBAD’s Corporate Banking Group is the primary delivery channel for corporate banking products in the UAE.

Skilled Relationship Teams of dynamic and motivated personnel are assigned to each corporate to provide one-stop-shop for all their financial services and requirements. The Corporate Banking Group consists of dedicated strategic business units that cater exclusively to specific client groups and specialize in particular product clusters.

Your Number One Partner in Investment Banking

NBAD is a leading provider in the UAE of a full range of corporate finance and investment banking services, from mergers & acquisitions to equity offerings and fixed income issuance.

They pride themselves on the quality of the advice and service provided, and has invested heavily in the people and the systems required to maintain the leading position in the provision of advisory and funding solutions to all valued clients.

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Your Number One Partner in Asset Management

Asset Management Group (AMG) is currently the largest local mutual fund manager in the country supporting current assets approximately AED 7.2 billion, as of January 2008, and providing investment expertise through managing five regional funds, five offshore funds and numerous portfolios for a range of institutional investors and high net worth individuals.

Your Number One Partner in Islamic Banking and Financial Services (ADNIF)

Islamic Banking and Financial Services are provided through the Islamic Banking Division of NBAD (ISD) and Abu Dhabi National Islamic Finance (ADNIF) complementing each other. Customers are offered Sharia’a-compliant products and services through Corporate, Retail, Treasury & Investment divisions of ADNIF/ISD and other bank’s delivery channels. Our business strategy is to offer total Sharia’a compliant solutions with a clear market positioning where real-time value for customers, dedicated ladies section, reduced documentation and easy procedure would be the key elements for differentiation. In a marketplace with too many competitors, big promises and complex products for the customers, we would be a little different by offering a basket of products & services with less hassle and more value to customers strengthening the ADNIF Brand-promise “Pure and Simple!”.

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CSR & Corporate Governance

The National Bank of Abu Dhabi has always been genuinely committed to the principles of Corporate Governance. Established in 1968 by Royal decree, NBAD is in its 41st year of successful and profitable operations for the benefits of its stakeholders.

Even in the absence of official corporate governance guidelines prior to 2007, successive NBAD Boards of Directors have always ensured that the bank adhered to the highest standards of corporate governance. This has translated into a regimen of exemplary practices in the management and operation of NBAD. NBAD’s Board of Directors watchfulness and constant scrutiny has enabled the executive management to keep the bank’s risk and reputation protected from financial vicissitudes over the last four decades.

NBAD demonstrates a correlation between good corporate governance and superior financial performance, and is an outstanding example of this. In 2007 for instance, the bank achieved Return on Equity (ROE) 2007: 26.3 percent one of the highest in the UAE and the region, and a net profit of AED 2,505 million - up 19 percent on 2006 with a compound annual growth rate (CAGR) from 1999 to 2007 of 30 percent. In addition, NBAD’s credit rating remained the highest assigned by international credit rating agencies to a UAE bank, which compares favourably with ratings of banks in Europe, the US and Australasia.

To improve the bank’s performance and services offered to its customers and the community, the Board established the Corporate Governance Committee (CGC) in 2006, headed by the Chairman and two board members. The CGC assists the Board in shaping and monitoring the corporate governance policies and practices and evaluating compliance of them. It ensures that borrowing by directors and senior management is always transparent, and that directors and senior management of the bank avoid trading in NBAD shares during the stipulated ‘closed’ period prior to the bank’s scheduled earnings and other market announcements.

NBAD sees itself as a role model with respect to Corporate Governance practice as the bank has already implemented a number of Corporate Governance ‘best practices’ as directed by the various Board committees:

• Risk Management Committee

• Compensation and Nomination Committee

• Audit Committee

• Corporate Governance Committee

• Remedial Advances Committee

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Chapter 9 Finance, Insurance & Security

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It isn’t for the moment you are struck that you need courage, but for the long uphill climb back to faith and security. Anne Morrow Lindbergh, Pioneering American aviator and author, (1906-2001)

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Fina

nce,

Insu

ranc

e &

Sec

urity

INSURANCE

As one of the largest in the Arab world, the total insurance market in the

UAE expanded by 27 percent in 2006. With 48 operating companies,

including 24 national companies, seven of which are headquartered in Abu

Dhabi, the UAE market is piecemeal. Since the levels of life insurance are

slight in the UAE, the evolution of an increasingly affluent middle class and

the increase in the number of expatriate workers will fuel further growth.

Non-life insurance however, still overshadows the market, amounting to

approximately 85 percent of all premiums, with business on the upswing.

All headquartered in Abu Dhabi, the UAE’s three largest companies -

Emirates Insurance Company, Abu Dhabi National Insurance Company

and Al Ain Ahlia have benefited from excellent underwriting receipts and

investment profits in 2007 despite more stringent regulation. Other than

motor insurance, the new insurance law, coming into force in February

2007, does not allow insurance brokers to issue policies directly from

their offices and recommends the creation of an insurance commission

in charge of devising and issuing regulations, as well as implementing an

industry code of conduct.

The government is active in strengthening the industry with the UAE’s

insurance law to raise industry standards. A principal innovation in the

new law is that it provides for the launching of an independent regulator.

Even though compulsory health insurance for all expat workers will cause

inevitable difficulties, the new system gives a boost to the insurance

sector and has already inspired the creation of a new national insurance

company, Daman.

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Challenges must be addressed in order for the sector to flourish. Its dependence on equity markets should be reduced to curtail negative fallout from bearish investor behaviour and market adjustments.

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The reliable insurer For over 36 years, the Abu Dhabi National Insurance Company (ADNIC), a leading UAE-based public shareholding company, has been providing sound and affordable insurance products and services to satisfied clients. With a motto that underscores the corporate ethos - ‘Reliable Insurer’ of choice - this dependability is not just a motto to ADNIC, but a vision stringently developed and adhered to over the years.Fi

nanc

e, In

sura

nce

& S

ecur

ity

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Established in 1972 through the support of Abu Dhabi Government, the Abu Dhabi

National Insurance Company (ADNIC) is a public shareholding company incorporated in the Emirate of Abu Dhabi.

Over the past 36 years, ADNIC has established itself as ‘The Reliable Insurer of Choice’ and a core insurance institution in the local and regional market, characterised by continuous, unabated growth combined with ratios and results that are consistently one of the best in the industry.

ADNIC is justifiably proud of its history, characterised by continuous, unabated growth in all segments, with combined ratios and results that are one of the best in the market. It boasts a solid financial base supported by strong reinsurance protection which supports its short-term and long-term commitments to its clients and partners.

Long standing traditions of integrity and honesty underline ADNIC’s commitment in each and every policy issued or service rendered. ADNIC constantly monitors local and global trends in the industry to provide its clients with the best insurance products and services available.

ADNIC offers a wide range of business and personal insurance covers expertly customized and competitively priced to meet the exact requirements of its corporate and individual clients. Products are continually re-evaluated and redesigned to ensure they are appropriate in the current environment. Quality re-insurers are selected to mitigate the level of risk in excess of that retained by the Company. On the business / commercial insurance front, ADNIC provides products such as Fire & General Accident, Engineering, Aviation, Marine, Group Life & Medical, and

Energy-related covers.While on the Personal insurance side, the

Company provides insurance covers which include home, car, boat, life & medical, travel, personal accident and cargo. Some of these products are offered online (i.e. e-Travel).

The Company has an objective to expand the existing client base of corporations, individuals and partnerships with re-insurers as well as brokers, government agencies and institutions, both in the local and regional markets.

The ADNIC Management and team remain focused on the vision, mission and strategies necessary to continue the Company’s long history of maintaining its obligation towards its clients, business partners and shareholders.

TOLL FREE - 800 8040 www.adnic.ae


H. E. Khalifa Mohamed Al Kindi, Chairman, ADNIC

“The Company’s unwavering commitment towards sound and prudent underwriting

policies in both the fields of insurance and investment has yielded the best

results year after year, which contributed to the steady growth of our Company.

This is a primary incentive for us to continue relentlessly further improving

our performance backed by a solid financial foundation, thereby assuring

that the Company’s leading position both regionally and internationally remains our

strategic goal.”

Excerpt from the Chairman’s speech at the AGM in April, 2008

ADNIC is pleased to announce that Standard & Poor’s has assigned ADNIC ‘A-’ Rating with Outlook: Stable. This interactive rating is based on ADNIC’s Very Strong Capitalization, Strong Earnings and Very Strong Liquidity. This recognition is a stimulus for us to continue delivering the highest standards of service to our clients and business partners at all times. We are confident that with our relentless commitment backed by your valued support, ADNIC will strive for excellence.

Information on the most current rating is available at www.standardandpoors.com or from Standard & Poor’s at

+44 (0)20 7176 3800. A rating is an opinion of an insurer’s financial strength; it is not a recommendation of an insurer’s products.

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Cover Evolves

Established in 1988, the principle behind the success of Emirates Insurance Association (EIA) is the cooperation between the member insurance companies and related agents in insurance activities. With the aim of establishing a sound scientific and technical basis integrated within their programme, ensuring proper representation of the members’ interests, management of their duties and defence of their rights is pivotal. So that trust can prevail not only in the EIA but also in the entire insurance sector, a safeguard has been designed in the interests of the insured parties which seek for the appropriate solutions in case of problems between EIA and the insurers.

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H.E. Sheikh Faisal Bin Khalid Sultan Al Qassemi with Sheikha Lubna Al Qasimi

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By studying the technical bases of rating, claims and terms and

conditions related to various types of insurance EIA can suggest standard insurance policies and submit them for approval by the competent authorities. This procedure is required for the establishment of the necessary prerequisites for granting special rates and discounts to the clients. In addition, it is based on technical considerations and the nature of the risk involved. Close analysis of the factors affecting the insurance market in the UAE and suggesting proper solutions to conduct studies prevents and minimizes losses in various insurance branches.

EIA prepares studies, statistics and issue publications about the local insurance market that are essential to plan a feasibility study for the establishment of insurance and reinsurance pools in the UAE, according to national insurance market requirements. The organisation also studies the needs of the insurance sector with respect to various types of insurance services and required expertise for its progress by working on improving the standard of knowledge of insurance and reinsurance community through seminars and similar institutes.

EIA is currently working towards establishing an institute designated to provide the necessary training for their insurance workers, which will in turn foster a communications division fully able to effectively enact agreements and regulations aimed at resolving problems and disputes between the members to the overall benefit of the industry.

To promote overall insurance awareness, EIA represents the Emirates insurance market in the Arab, regional and international meetings in coordination with the appropriate authorities.

Tel: +971 2 677 1444www.eia.ae

H.E. Sheikh Faisal Bin Khalid Sultan Al Qassemi is the Chairman of Emirates Insurance Association. The fourteen members of the Board of Directors represent insurance companies and brokers (locals and foreigners) operating in the UAE. The association has technical committees, each specializing in one field of the insurance industry, each committee is chaired by a General Manager and from these General Managers the Higher Technical Committee is formed.

H.E. Sheikh Faisal Bin Khalid Sultan Al Qassemi with Sheikha Lubna Al Qasimi

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Total Security

G4S is the largest and fastest growing security firm in the UAE. Since 1994, the company has been providing its services to the UAE government, embassies, banks and over 750 companies across the Emirates. On a global scale, the company operates in over 110 countries, employs more than 570,000 people and is the largest employer quoted on the London Stock Exchange.Fi

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“We continually invest time in listening to our customers needs and in developing our staff through continuous training and development. All aspects of recruitment, selection, training, deployment and supervision of our staff are managed using years of collective expertise to ensure high standards of service and customer satisfaction.”

Services include manned security, cash management – including secure storage, teller management, ATM replenishment and secure escorts. Full range of security systems including IT security solutions. Facility manpower- including a range of office administrative staff, maintenance technicians, chauffeurs, housekeeping and promotional staff. G4S offers total integrated security solutions in the UAE

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In the UAE, with around 10,000 staff, offices in Abu Dhabi, Dubai, Sharjah, Al Ain, Ras Al Khaimah and Fujairah, G4S is uniquely placed to provide high

level security services to customers throughout the Emirates. The company is also a member of Ligue Internationale des Societes de Surveillance, which represents the world’s leading security organisations. “G4S is a well established brand name in the UAE,” says Rory Mallon, Regional Managing Director, Inner Gulf. “Our business has experienced rapid growth and development alongside the growth of the city.”

In terms of its services, the company provides the full spectrum of security needs. “We recognise that our reputation and continued growth is dependant upon maintaining our principles of helpfulness, honesty and integrity,” says Mallon. “For this reason we continually invest time in listening to our customers needs and in developing our staff through continuous training and development. All aspects of recruitment, selection, training, deployment and supervision of our staff are managed using years of collective expertise to ensure high standards of service and customer satisfaction.”

Services include manned security, cash management - including secure storage, teller management, ATM replenishment, secure escorts and the provision of facility manpower - including a wide range of office administrative staff, maintenance technicians, chauffeurs, housekeeping or promotional staff.

“G4S Facility Services was formed as a result of requests from our existing clients, building on our proven track record of utilising skilled, professional and trustworthy individuals in our existing services,” explains Mallon. “This service has proved to be a highly effective management strategy for our customers, helping them reduce costs and overheads, which has led to the continuing expansion of this division. All personnel are individually selected and trained in view of our customer’s specific profile requirements and our own standards.”

Other services include the installation and monitoring of security systems such as intruder alarms, access control, airport and defence

systems, CCTV systems and fire systems. Consulting services include threat assessment, risk and fraud management, operational and contingency planning, as well as security, fire and safety training. “We base our security system design on the understanding that it is first necessary to know what is to be protected and why, before a valid security system design is possible,” says Mallon. “It is our policy to involve the customer in every phase of system design, thus ensuring that they are familiar with the rationale behind equipment that is utilised.”

In terms of information and communications technology, G4S develops customised software for aspects such as cyber security, access control, audit implementation and network security. It also offers systems integration applications such as satellite communication systems, broadband access solutions, video conferencing and data collaboration systems.

“The range of IT security is vast: from unbreakable codes to secure software; from malicious attacks and web viruses to protected cabling, networking, telephone and multimedia communications,” states Mallon.

“Our expertise covers research, design, programming, installation, maintenance, monitoring and feedback of high quality networking solutions. When facing complex decisions with multiple possibilities and potential threats, you need a clear picture of what is necessary, achievable, sound advice and practical cost-effective solutions. Our experts can give you the information you need, and then install, update and maintain all the components you require, making your IT system an unbreakable link in the chain of security.”

Clearly, the growing demand for both a varied and sophisticated range of security solutions goes hand in hand with the phenomenal growth within the region, and the new demands businesses face everyday. As Mallon concludes, “In recent years, the UAE security industry has evolved with the increased use of technology, considerable labour demand, and most importantly with the changing requirements of customers. We are proud to be part of Abu Dhabi’s continuing success and we are honoured to be the trusted security solutions company to a wide range of companies, embassies, government institutions and multinationals.”

Tel: +9712 449 1510www.g4s.com

Corporate Social Responsibility

G4S is conscious of its ethical responsibility to its employees, customers, the local community and the environment. To this end we try to work towards a sustainable and holistic approach to CSR. We are committed to raise standards and invest in the communities in which we operate. G4S is committed to being a socially responsible corporate citizen.

We invest in our people through our employee development programmes. We have established a licensed training school for front line operational staff, offering tailor made programmes for developing staff competency. Mentoring programmes. On-line portals for continual personal development for employees. Monthly recognition schemes and awards for front line staff.

Employees are encouraged to play an active role within the local community through sponsorship matching programmes which support good causes, projects for physically challenged children, student work placement programs, supporting a range of health, welfare and community projects through partnering with government authorities for environmental clean up campaigns and blood donation drives.

We have also established a G4S Employees Trust Fund which offers monetary support to those employees in need of urgent financial assistance

Our staff accommodation and facilities are operated above the standard norm which addresses the individual’s physiological, social, psychological and safety needs. Our business complies with International Occupational Health, Safety and Environment standards and has been awarded the ISO 14001:2004 and OHSAS 18001:1999 certificates.

We also encourage partnerships in sports by supporting aspiring young athletes, sports schools and teams.

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Chapter 10 Construction & Real Estate

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Construction & Real Estate “Real estate projects must always stand for human value... raise life to its greatest possible heights... supporting a spiritual and

meaningful conception of human existence.” Dr. Sulaiman Al Fahim, CEO Hydra Properties

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Concrete steps towards a greener worldWhile the city of Dubai has captured the world’s attention with its unprecedented list of construction marvels and attractions, its neighbouring sister emirate Abu Dhabi patiently waited in the sidelines for its time to come. But make no mistake; Abu Dhabi may still be less renowned around the world, but this is about to change - big time. With an impressive list of projects in the pipeline, forecasts show that the volume of construction projects in Abu Dhabi will outpace those of Dubai within three years. What is to be expected in the UAE’s federal capital in the coming years? Consider MASDAR’s first carbon neutral city in the world, the Louvre and Guggenheim Museums on Saadiyat Island, the Grand Prix Circuit and infrastructure on Yas Island, for starters. With sustainability, a major production criteria, all projects that involve state-of-the-art engineering, construction materials and methods offer an opportunity for a company like Unibeton Ready Mix to set itself apart from its competition.

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Green ConCrete

Always committed to CSr, Unibeton’s commitment to total quality management (tQM) extends to every area of its operations and they are one of the few ready Mix Companies accredited to QHS&e Management System. to help to build a more sustainable environment, Unibeton is focus-ing on Green; environmentally friendly concrete with low carbon dioxide emissions to produce energy saving construction. As the largest ready Mixed Concrete Company in the Gulf, Unibeton is not only a member of the Emirates Green Building Council but also leading the field with the promotion of Green sustainable concrete by using materials that represent a 75 percent saving on carbon dioxide emission against the more traditional type of conventional concrete made from ordinary Portland cement. the greatest focus on green concrete is with the use of partial cement replacements such as PFA & slag. this is an impressive improvement, considering that every month more than a million cubic meters of concrete are poured in what must surely be the world’s greatest construction frenzy.

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Eng. Mohd. Shehadeh, General Manager, Unibeton

Formed in 1990, Unibeton that is part of the diversified Al Fara’a Construction Group of

Companies, has subsequently expanded to include twelve plant locations across the UAE. Today it is the leading concrete supplier for many of the regions landmark projects currently underway. For instance, it supplies concrete to the Saadiyat and Sheikh Zayed Bridges, the Landmark Tower, which will become the tallest tower in Abu Dhabi and the Ferrari Experience Building too. In addition, it has supplying MASDAR City, a 6,000,000m3-world first carbon city neutral and expect to remain the main supplier.

“Overall, based on the technology at hand, Unibeton expect CO2 savings on the MASDAR Project to reach an impressive 1,200,000 tons over 6 million m3 of concrete with improvements to concrete mixture designs, processes and delivery systems compared to business as usual”, explains Engr. Mohammed Shehadeh, General Manager, Unibeton.

When it comes to sustainable production methods, Unibeton intends to save an additional 200,000 tons of CO2 and an impressive 600 million AED from innovations in reinforcing and piling technology, in collaboration with piling contractors and MASDAR. Throughout the duration of the MASDAR Project, “Unibeton intends to use in excess of 1.4 million tons of Supplementary Cementitious Materials and to recover more than 50 per cent of wash water for re-use through its water conservation measures”, he adds. As a result, Unibeton will save water used in concrete mixtures by 110,000 tons over 6 Million m³ of concrete. In this way Unibeton plans to use approximately 1.8 million tons of recycled aggregates in 20 per cent of concrete which is required to be manufactured using recycled aggregates in MASDAR. This is in addition to supplies of RCA for site formation, as 2.3 Million tons of crushed aggregates are immediately available to UNIBETON for site formation and general sub-grade requirements.

According to Engr. Shehadeh, many of the lessons learned on sustainability throughout the course of the MASDAR project will be applied to many of the other “main stream” projects in the UAE and the rest of the Gulf.

tel: +9712 551 1500 www.unibetonrm.com

Unibeton is supply piling concrete to Nakheel Tall Tower Project in Dubai, the tallest tower in the world, reaching over 1 km high.

Unibeton set up a State of the Art Batch plant and Laboratory at the Tall Tower site.

The approved mix has been specially designed to meet a construction requirement for more than 80 meter deep piles, high strength properties and extreme workability for more than six hours workability retention.

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Getting real on real estateAs one of the fastest growing economies in the world, the UAE’s nominal GDP, currently at AED 678.9 billion, is expected to rise to about AED 1 trillion in 2012. As its federal capital, Abu Dhabi’s success has been a major boost for the UAE, as its wealth makes up 60 percent of the UAE’s economy. The city’s GDP nearly doubled between 2003-2006, from AED 191.1 billion to AED 359.4 billion, pushing Abu Dhabi towards becoming a financial and cultural centre in the Middle East. A key driver of this astonishing growth is the emerging Abu Dhabi real estate market.


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Various factors make Abu Dhabi an attractive opportunity for investment. The city has a high demand for commercial and

residential space, with a limited supply. It also offers potential investment yields in excess of 10 percent, a dream for any investor. In addition, Abu Dhabi has a solid and diverse economy, with the UAE government and Central Bank injecting AED 120 billion into the market and guaranteeing all bank deposits held in the UAE to encourage inter-bank lending and mortgage finance.

Plan Abu Dhabi 2030In September 2007, the Abu Dhabi Government published ‘Plan Abu Dhabi 2030’, an initiative that aims to help the emirate grow in a sustainable manner, by respecting its culture and surrounding environment. The plan takes into account the predicted surge in population, which is expected to reach over 3 million in 2030. Its aim is to help control growth in a way that maintains the modern and comfortable lifestyle the emirate is known for, whilst creating sustainable methods to retain the nation’s culture, national heritage and delicate biosphere.

With respect to the environment, the plan will allow business to grow in a way that protects Abu Dhabi’s natural resources and natural areas, particularly the sensitive coastal and desert ecologies. In terms of culture, the plan states that the emirate will emblemise the contemporary expression of the modern Arab city, one in which residents live and work in a healthy and supportive community infrastructure. In allowing Abu Dhabi to prosper in a way that does not compromise its residents or its environment, Plan Abu Dhabi 2030 sets the emirate up as a model capital city of the 21st century.

Reem IslandHailed as ‘a city within a city’, Reem Island is one of the most impressive real estate projects underway in Abu Dhabi. A natural island of 663 hectares (6.5 million square metres) and located about 300 meters off the emirate’s coast, Reem Island is set to become one of Abu Dhabi’s residential and commercial hotspots. It is currently being transformed into a mini-paradise by three prestigious developers: Tamouh Investments (60 percent), Sorouh Real Estate PJSC (20 percent), and Al Reem Investments (20 percent). An independent facilities management company, Bayt Al Khidma, is overseeing the whole project to ensure that the highest standards of construction are met.

Connected to the mainland by various bridges and a mere 20 minutes from the Abu Dhabi International Airport, Reem Island provides a scenic escape from city life while keeping its residents and workers connected to the rest of the world. It aims to accommodate 280,000 residents, and will include facilities such as schools, hotels, hospitals, resorts, restaurants, spas, beaches, shopping malls and a 27-hole golf course. It is divided into three different areas: Pearl of the Emirates, Najmat Abu Dhabi (Star of Abu Dhabi), and Shams Abu Dhabi (Sun of Abu Dhabi).

Shams Abu DhabiOf the many projects blossoming on Reem Island, Shams Abu Dhabi promises to be one of the most innovative and exciting opportunities for investors in the UAE capital. Costing AED 25 billion, the development stretches over 6 million square meters of the island. Shams Abu Dhabi is being built on the model of a self-sustaining city enriched with all the aspects of leisure available to the modern metropolis.

Clever brand extenstions to favour tourism, Ferrari World Theme Park - Yas Island

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Ninety percent of the development taking place is for residential buildings, aiming to create 30,000 residential units to house around 50,000 people. The other 10 percent of the project is going to commercial and recreational facilities. One of the most notable of these is Central Park, a 81,000 square metre expanse of greenery, and one of the largest recreational areas in the UAE. The park includes waterways linked into a four km canal, which will offer landscaped areas for relaxation. In addition, the park provides areas for exhibition and retail, including restaurants to satisfy every palate. It also houses a theatre district that will be an avenue for all types of entertainment, including drama, film, music and street performers. With such varied offerings, Shams Abu Dhabi is guaranteed to turn Reem Island, as well as Abu Dhabi, into an increasingly desired area of investment.

Desert IslandAbu Dhabi has entered new territory with the opening of Desert Islands, an eco-friendly resort unlike any other destination in the Arabian Gulf. An AED 11.5 billion wildlife sanctuary that takes visitors away from the hustle and bustle of urban life, the resort is made up of eight different islands: Sir Bani Yas Island, Dalma Island, and the rocky Discovery Islands. Desert Islands’ rugged landscape, teeming with wildlife and Stone Age ruins, is set against glittering turquoise waters – creating an experience to rival those of the Caribbean and the Maldives.

The first part of the resort to open is Sir Bani Yas Island, an 87 square kilometer paradise that was originally the royal retreat of the late Sheikh Zayed. Under the auspices of the Tourism Development and Investment Company (TDIC), the only existing building on the island has been converted into a 64 room resort and spa operated by Thai hospitality group Anantara. The island’s

abundant wildlife roams the Arabian Wildlife Park, which covers three quarters of the resort.

In accordance with its eco-friendly philosophy, Desert Islands has plans for creating one of the world’s largest alternative energy plants, based on solar and wind power. It is also home to the UAE’s first and largest windmill, which stands as a symbol of the sustainability of the project. Desert Islands plans to expand with the opening of 3 tented resorts, each housing up to ten people, by next year. It also has plans for a larger lodge that will open in 2010.

Al Raha BeachAl Raha Beach is a beachfront development stretching over 11 kilometres along the beach side of the Abu Dhabi-Dubai highway. Located next to Khalifa City and Abu Dhabi International Airport, this AED 54 billion development will be made up of at least eight different residential and commercial districts, and will house 120,000 residents. Each district will have its own personality, providing a wide range of environments appealing to a variety of different people.

Al Raha Beach is not limited to the Abu Dhabi shoreline, but connects to picturesque islands just off the shore through an impressive network of canals and bridges. Between the mainland and the islands, Al Raha Beach will encompass nine hotels, five beaches, four marinas, parks, restaurants and different leisure facilities. The project will provide a world class residential, commercial and entertainment centre.

Al Reef VillasBased on a 10 million square foot plot near the Abu Dhabi International Airport, Al Reef Villas is a magnificent residential community offering villas and apartments for all those searching for an affordable paradise. The development

presents its property in four different themes: Mediterranean, Desert, Contemporary and Arabic. In addition, it offers residents a chance to live in signature villas or apartments in a variety of styles.

With 46 apartment buildings housing 1,810 flats in a mixture of one, two and three bedroom units, the project aims to satisfy the needs and desires of all types of residents. The apartments come in sizes ranging from 25 to 175 square meters. They also keep Abu Dhabi’s urban residents connected to the natural environment, with balconies or ground floor courtyard gardens in every complex.

Some of Abu Dhabi’s Coming AttractionsStrategically positioned as the ‘thinking person’s tourism destination’, Abu Dhabi is preparing for a whole new range of projects that aim to attract well heeled travellers and investors from around the world. The scale of projects under construction is truly phenomenal, making this emirate a global leader in economic growth. A taste of Abu Dhabi’s coming attractions can be found below:

• YasIsland–Aworldclassleisuredestination rising from the sands east of Abu Dhabi. This $40 billion development will boast the region’s first and the world’s biggest Warner Bros. Theme Park, a Ferrari-themed motoring attraction and a Formula 1 race track that will host the 2009 Grand Prix.

• IndustrialCities-fiveindustrialcitiesbeing developed within a specialized economic zone stretching across 75 square kilometres of land, with a current investment of over AED 10 billion.

• AbuDhabiMetro–Atleasttwometrolines will become part of Abu Dhabi’s impressive transport plan, and will eventually be linked to Dubai metro.

It is hard for anyone who has visited UAE and has been mesmerized by the sheer wealth and architectural beauty of these small Gulf countries, not to marvel at the transformation of this once almost barren and inhospitable land into an alluring paradise.

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Development will be carried out in multiple phases from 2006 – 2023.

Reem Island comprises 6.5 million square metres of land.

Tamouh Investments is master developing 60% of the Island, Sorouh 20% and Reem Investments the remaining 20%.

The master plan currently has over 200 towers on the Island.

Delivering on a Promise With the published blueprint of its visionary 2030 plan and over a trillion dirhams of investment and infrastructure planned, Abu Dhabi is transforming itself from an unassuming quiet achiever into the region’s shinning light for real estate development.

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Abu Dhabi’s growth rate will exceed 17 per cent by the end of 2008 and the emirate’s economy will remain strong despite the international recession. With sustainable real estate development a core strategic imperative for Abu Dhabi, its strong economy will continue to grow as it links up with the global economy through the enhancement of the private sector’s role.

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One of the pioneers for this development has been Profile Group Properties (Profile).

In 2006, they were the first company to offer all nationalities the opportunity to own waterfront luxury apartments on Abu Dhabi’s idyllic Reem Island. Later the same year, their Marina Heights development was one of the first to start its construction on Reem, and now in 2009 these same towers are expected to be some of the first to be handed over to investors and home owners.

“The completion of these units will represent a significant milestone for Abu Dhabi, and one that reinforces Profile’s continued focus on delivery,” comments Guy Alan Sadler, Chief Executive Officer for Profile. “We never lost sight of the need to physically deliver on our promises. Abu Dhabi has a well documented accommodation crisis across all real estate categories, and it’s only once projects start being delivered that any tangible relief will be felt within the city. We have a responsibility not only to our investors but also to the emirate of Abu Dhabi as a whole. We take this responsibility very seriously and it’s something we look forward to fulfilling later on this year,” says Sadler.

“Our industry is literally built on bricks and mortar, and while sales and marketing are an important part, it’s the ability to deliver projects

on time and to specification that is the critical component of any development. The requirements of end-users must never be forgotten. How a property appears in a glossy brochure or financial spreadsheet is irrelevant in comparison to the suitability of the finished product for its owner upon completion.

“The relationship between developer and client needs to go well beyond reservation agreements and installment payments. Instead it’s a commitment to deliver on promises and surpass expectations which continues right up to final delivery and beyond”, adds Sadler.

The development of Reem Island will be spread across 6.5 million square meters of natural landscape, and meticulously planned to accommodate over 150,000 inhabitants living and working on the island. When fully completed, this ‘mega development’ will boast residential, retail and commercial districts, and be fully equipped with the finest education, healthcare and leisure facilities within a modern and vibrant urban setting.

“Reem Island represents a unique opportunity to secure a slice of blue-chip real estate within the pristine waters of the Arabian Gulf. Its location will offer residents a remarkable lifestyle on a ‘natural’ island only 300 metres

off the coast of the downtown Abu Dhabi, and certain to be one of the premier residential and commercial addresses in the city,” says Sadler.

The viability of such investments, even in challenging economic times, is still abundantly clear. The fundamentals of the emirate are unquestionable; Abu Dhabi is the capital of the UAE and holds the political and legislative power within the country. It’s the largest emirate geographically and most populated at 1.7 million inhabitants. In addition, Abu Dhabi is one of the richest cities in the world, with a GDP per capita of over $46,000 p.a. supported by strong oil reserves, considerable income from trade and manufacturing, and a rapidly expanding tourism industry.

Abu Dhabi has also been blessed with natural resources, with over 200 natural islands, spectacular desert landscapes and the mountains of Al Ain, making its a truly unique location for both residents and tourists alike.

“As a locally-owned company with a true local commitment and presence, we appear to have struck a chord with investors, as Profile has established itself as one of the truly trusted brands within the rapidly transforming Abu Dhabi Real Estate market,” concludes Sadler.

Tel: 800-PROFILE (800-7763453)www.profilegroup.ae

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Leading Real EstateEven though the world may be undergoing recession, the majority of Abu Dhabi’s real estate sector is safely poised to weather the storm. Thanks to the establishment of a solid backbone of knowledgeable investors and end users investing for mid to long term capital gain and rental yield, Abu Dhabi is creating a sustainable property market.

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Linda Loughnane, MD, LLJ Property is upbeat about the excellent opportunities emerging during this time of rapid transition.

What was the rationale for starting a real estate company? And how has LLJ Property evolved since its inception? I have worked in real estate in Abu Dhabi since 1993. My partners in LLJ, Lubna and Jane, worked with me for an Abu Dhabi branch office of a Dubai-based company. We recognised the opportunities in Abu Dhabi and in 2005, felt it was the right time to launch a new company to serve the UAE Capitals’ real estate market.

LLJ do a lot more than sell property. We work in project management, administrative support and consultancy for private and master developers. We also have a very active leasing team and are developing the property management side of the business.

With the recent global downturn, is LLJ Property concerned that the Abu Dhabi ‘dream’ is a ‘bubble’ waiting to burst? I don’t consider Abu Dhabi a bubble that will burst at all. There are sound reasons for companies to be in Abu Dhabi, and they’re mainly long term. Just look at the diversification programme of the emirate. Projects like Khalifa Port, the biggest industrial project in the world, which will attract new industries in engineering, manufacturing and aviation.

Tourism is another major investment area, with the expansion of Etihad Airways, the opening of new hotels and the development of the cultural district on Saadiyat which will be home to the Guggenheim and Louvre museums. These types of projects require highly skilled professionals and create long term employment in the city driving the future need for housing. With this level of diversification, Abu Dhabi’s growth is here to stay.


“LLJ’s competitive advantage is its Abu Dhabi focus. We’ve always had our headquarters in the country’s capital. There are significant differences between Dubai and Abu Dhabi, both in their demographic growth and diversification as well as planned expansion. Because of our tenure here, LLJ Property understands the heartbeat of Abu Dhabi. Our close relationship to it means that we’re not just promoting products. We’re promoting Abu Dhabi.”

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Property Sales – the multilingual sales team has a reputation for high quality customer care. They are experienced in handling sales of off-plan property, for both local and foreign individual and bulk purchasers. LLJ Property’s investment division facilitates the sale and purchase of any substantial real estate assets including residential and commercial floors, retail space, entire buildings and plots of land in Abu Dhabi.

Property Leasing – LLJ Property offers a full leasing management service to residential and commercial landlords. The leasing team has a reputation for understanding and responding effectively to individual and corporate clients’ seeking residential, commercial or retail space to lease.

Property Management – to cater for the growing Abu Dhabi property ownership market, LLJ Property has developed bespoke Property Management systems to specifically suit the UAE and to satisfy the requirements of current and future landlords within the emirate. These systems cater for both portfolio and individual owners, providing a complete solution for both residential and commercial landlords.

Consultancy – LLJ Property’s knowledge and market expertise are regularly sought at an early stage by both master and private developers who engage the company as planning consultants for Abu Dhabi real estate projects. These include residential, commercial and mixed use developments.

Mangrove Place, Reem Island, Abu Dhabi.

What do you think the rental trends will be for offices and homes this year? We have yet to see any adjustment. However, there is a lot of commercial property due to complete in 2009, hopefully this will result in an easing off on commercial rents. Also, given some companies may slow down their planned expansion, this will ease the pressure on residential and office space so we are likely to see a dip in residential rates this year after rents doubled in 2008. However, Abu Dhabi won’t be seeing cheap rents. There is a significant gap between supply and demand – it’s even more expensive than Dubai. In Abu Dhabi, you’d be lucky to find a one bedroom apartment to rent for less than AED 180,000 today.

Are there still opportunities to make a ‘quick profit’ in the real estate market or is the market becoming more mature and settling down? We’ve never believed that real estate is about a quick profit. As a business we are not focused purely on short term gains, we take a longer term view and are building a company that will grow with the market and hopefully weather the storms. We believe that property is a medium to long term investment.

Investors should buy property based on this principle and their potential to earn good rental yields as well as capital gains. The Abu Dhabi market is maturing and we welcome the seasoned investors who recognise the excellent opportunities for good returns from property investment.

What confidence-boosting measures can be introduced into the market to make the secondary market more active and more transparent?Just general awareness. For example, there is a perceived belief that mortgages are not easy to come by. That is not true. A number of banks are offering 80 to 90% LTV on purchase price of Abu Dhabi property. Banks are still lending money, but today they’re marketing to the right buyer.

What are the most attractive developments to invest in? Why? There are viable opportunities

in both the commercial and residential markets, as long as you’re buying from reputed developers with an existing track record.

My personal favourite is Reem Island. Aside from all its great amenities, it is located near the central business district with easy access to the airport, the cultural district on Saadiyat Island and the main attractions of the city.

Does LLJ Property have plans to expand its services and/or diversify into related activities? We are establishing a valuations department and, as more real estate projects near completion creating more landlords, we are developing our individual unit property management team. These will work hand in hand with our already established leasing team to offer both individual and corporate investors a full tenant finding and management service for their property portfolios.

In what specific ways is LLJ Property involved in setting new standards in real estate services? Is it time for realtors to unite to benefit the industry and standardise procedures, or is it still a case of lone operators doing their ‘own thing’? LLJ is very much a people business. We focus on client service. We are not claiming to be a company that does everything – our focus is on our clients and their needs.

I’m definitely in favour of realtors coming together and regulating the industry. Evolving accepted practices is essential. There are rogue brokers that create a bad taste in the market. We don’t want that type of negativity in the industry. More established companies must pull together to provide good, honest and ethical service.

What effect will the increasing supply of property in Abu Dhabi have on prices and overall environmental sustainability? Prices are basically determined by supply and demand. As long as there is demand, prices will increase. However because of the current market correction, prices will move more slowly than before.

In terms of environmental sustainability, Abu Dhabi is working particularly hard on this. The Abu Dhabi Plan 2030 is focused on helping the emirate grow in a sustainable manner. The evolution of a zero carbon city being

developed by Masdar, is another initiative being taken in Abu Dhabi that epitomises global sustainability objectives.

Tel: +971 2 495 0500www.lljproperty.com

“The UAE has seen stability and growth since the time of President Sheikh Zayed Al Nahyan and the Federation’s establishment. I’ve lived here since 1993, and I feel comfortable and happy about the opportunities and lifestyle… In terms of loopholes in the market, they’re constantly being closed off. Hopefully, this will continue to improve.”

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Ambitions Unlimited

Since it was launched in Abu Dhabi in 2007, Tamouh has been playing a major role in shaping the future developments of the UAE’s infrastructure and community lifestyle. The company is committed to providing buyers and investors with properties of the finest quality, and investments they can be proud of. Driven by a passion for excellence and commitment to quality, time and budgets, Tamouh’s team of experts have unlimited ambitions.

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Central Business District, Al Reem Island, Abu Dhabi

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This real estate trailblazer has a diverse portfolio that includes

various projects placing it in a league of its own. The company’s exclusive venture, Reem Island is a 6.2 million square metre natural island, set 350 metres across from Abu Dhabi’s coastal shoreline, and will be developed into a full community.

The Marina Square, the first plot of Reem Island, covers an area of 13.2 million square feet and is comprised of 70 percent residential and 30 percent commercial districts. It is a multi-purpose project consisting of a shopping arcade, eight cineplexes, branded retail outlets, restaurants, a marina, a five star hotel facing the marina, and private beach access and sports facilities. It will also host community facilities that will cater to the residents’ commercial, medical, spiritual and leisure needs, with fully equipped clinics, mosques, parks, day-care centres and convenient outlet supermarkets.

Other projects through which Tamouh will break new ground include the City of Lights, CBD, Dolphin Island, Royal Group Headquarters, Meena Plaza, University City and Danet Gateway. Most of these projects will be completed within the next five years.

Where others see endless challenges, Tamouh sees endless potential. This is because the company knows that if they dream it, they can do it. It’s precisely this thinking that drives the real estate developer to take the road less travelled, giving you better value in everything from services to investment opportunities.

Tel: 800-TAMOUH (826684)www.tamouh.com

City of Lights, Al Reem Island, Abu Dhabi

The Cove, Al Reem Island, Abu Dhabi

Marina Square, Al Reem Island, Abu Dhabi

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Chapter 11 Oil & Gas

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Oil & Gas “Wealth is not money. Wealth lies in men. This is where true power lies, the power we value. This is what has convinced us to direct all our resources

to building the individual, and to using the wealth which God has provided us in the service of the nation.”

H. H. Sheikh Zayed Bin Sultan Al Nahyan,

President, UAE (1918-2004)

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ENERGYEven though the price of oil is flattening out due to the global financial crunch, as the

world’s sixth-leading oil exporter, Abu Dhabi has benefited enormously from the elevated

energy prices and is determined to boost production capacity to satisfy long-term global

demand. The emirate’s plans to increase crude output to over 3mn barrels per day by

2009 and potentially 4mn by 2011. It also plans to expand its oil-related industry and is

injecting approximately Dh100bn ($27.23bn) into oil sector projects between 2008 and

2012. For instance, Takreer, the Abu Dhabi National Oil Company’s (ADNOC) refining

operation, is planning to increase refining capacity through the construction of a new

refinery at Ruwait. In addition, construction began on a 360-km oil pipeline to transport

crude from the Habshan oilfields near Abu Dhabi to an export terminal in the eastern

emirate of Fujairah, which has a deep-water port on the Gulf of Oman.

Onshore fields will supply additional capacity, with the Abu Dhabi Company for Onshore

Oil Operations (ADCO) investing nearly $1.4bn in its development programme that will

add 400,000 bpd to its current level of crude oil output. The cost of boosting production

implies investment of billions of dollars in infrastructure and technology, and rising costs

that have reflected a global trend until very recently, are cause for concern. In addition

some of Abu Dhabi’s mature oilfields need increasingly complex oil extraction procedures

such as Ehnanced Oil Recover and using water or gas.

In a bid to become a global centre for alternative energy, Abu Dhabi’s multibillion-dollar

renewable energy initiative Masdar has commissioned Hydrogen Energy - a joint venture

between BP Alternative Energy and Rio Tinto - to develop a hydrogen generator with

carbon capture and storage. As natural gas consumption in the emirate rises, the desire

for developing Abu Dhabi’s sour gas fields is increasing. Ultimately, greater focus is being

given to educating tomorrow’s petrochemicals professionals, through the signing of

agreements with several foreign universities for specialist courses in this field.

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ENERGYEven though the price of oil is flattening out due to the global financial crunch, as the

world’s sixth-leading oil exporter, Abu Dhabi has benefited enormously from the elevated

energy prices and is determined to boost production capacity to satisfy long-term global

demand. The emirate’s plans to increase crude output to over 3mn barrels per day by

2009 and potentially 4mn by 2011. It also plans to expand its oil-related industry and is

injecting approximately Dh100bn ($27.23bn) into oil sector projects between 2008 and

2012. For instance, Takreer, the Abu Dhabi National Oil Company’s (ADNOC) refining

operation, is planning to increase refining capacity through the construction of a new

refinery at Ruwait. In addition, construction began on a 360-km oil pipeline to transport

crude from the Habshan oilfields near Abu Dhabi to an export terminal in the eastern

emirate of Fujairah, which has a deep-water port on the Gulf of Oman.

Onshore fields will supply additional capacity, with the Abu Dhabi Company for Onshore

Oil Operations (ADCO) investing nearly $1.4bn in its development programme that will

add 400,000 bpd to its current level of crude oil output. The cost of boosting production

implies investment of billions of dollars in infrastructure and technology, and rising costs

that have reflected a global trend until very recently, are cause for concern. In addition

some of Abu Dhabi’s mature oilfields need increasingly complex oil extraction procedures

such as Ehnanced Oil Recover and using water or gas.

In a bid to become a global centre for alternative energy, Abu Dhabi’s multibillion-dollar

renewable energy initiative Masdar has commissioned Hydrogen Energy - a joint venture

between BP Alternative Energy and Rio Tinto - to develop a hydrogen generator with

carbon capture and storage. As natural gas consumption in the emirate rises, the desire

for developing Abu Dhabi’s sour gas fields is increasing. Ultimately, greater focus is being

given to educating tomorrow’s petrochemicals professionals, through the signing of

agreements with several foreign universities for specialist courses in this field.

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Success with safety Oil is a huge contributor to the Abu Dhabi economy, which accounts for 90 percent of the UAE’s total production. Dubbed as ‘Black Gold’, due to it being a powerful pawn in global economics, the dangers faced with accessing this substance are astronomical. With this in mind the National Drilling Company (NDC) has made safety its priority while maintaining a high level of success in the oil and gas industry.

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The National Drilling Company (NDC) is one of the largest drilling contractors in the Middle East, providing its customers with quality drilling, work over and

well-maintenance services. Established in 1972, NDC was the first venture among the ADNOC Group of

Companies. Today, they operate a fleet of 10 offshore and 18 onshore drilling rigs, a Multi-Purpose Service Vessel, as well as five water well rigs surveying Abu Dhabi’s ground water. Services include Onshore Services, Offshore Services, Ground Water Research Program, Directional and Horizontal, Barge Services, Wireline Services and Logging Services.

With an enviable safety record, NDC take pride in their reputation for providing safe, healthy working conditions while protecting the environment and safeguarding assets. They offer efficient drilling and well-maintained services to clients at competitive rates, paying special care to protect the surrounding environment as well as the health and safety of employees.

Onshore DrillingSince Rig ND-01 began work in 1973; NDC has drilled over 4,000 wells, onshore and offshore, to a total depth of over 21.5 million feet, more than the radius of the earth (20.9 million feet). The company’s current onshore fleet consists of 16 drilling and work-over land rigs. In 2003, NDC invested in four of the most advanced land drilling rigs in the world, with state-of-the-art automation, and the highest levels of HSE safeguards, well control and rig integrity. Capable of drilling down to 20,000 feet, the rigs’ environmentally friendly design ensures zero discharge while extensive mechanization keeps staff away from high-risk areas.

Offshore DrillingIn September 2005, NDC added Rig Al-Hail, one of the most heavily automated and technologically advanced rigs in the region, to its fleet. The new addition brought NDC’s offshore fleet total to 10 jack-up rigs and one self-propelled jack-up barge. In response to rising demand for its drilling, work-over and wellhead maintenance services, NDC also operates a number of sub-contracted rigs.

Rigs operations without Lost Time Injury NDC is known for it’s safety records and achievements during operations in different locations, these records includes onshore and offshore rigs which successfully completed years and millions of man working hours without any Lost Time Incident. Recently one of NDC Onshore rigs ND-17 completed 13 years ( 5.46 million man-hours) without LTI, and this achievement is considered a milestone in the history of the company drilling business. There are other rigs who completed certain periods without LTI, for example onshore rig ND-01 completed 11 years, offshore rigs Diyina and Junana completed 5 years.

IADC (The International Association of Drilling Contractors) endorsed these achievements by issuing their prestigious certificates for the drilling rigs operating without any Lost Time Incident.

Health, safety and EnvironmentThe National Drilling Company demand a strong commitment to HSE as demonstrated by NDC Chairman, Abdulla Nasser Al-Suwaidi, through the NDC Board directions and site visits.

The NDC Chairman has stated that safety is of paramount to the success of NDC. He has even gone further explaining that safety, maintenance and integrity are essential for NDC’s continual existence. The NDC General Manager Mr. Abdalla Saeed Al Suwaidi gives emphasis to HSE every week during General Management Team meetings and other occasions when he meets NDC staff during facility inspections and other field visits.

This top level commitment is highlighted to all staff through the NDC motto – “HSE comes first at NDC” emphasizing that all NDC operations must be conducted without harm to people. The main HSE drive within NDC is through a HSE Management System which comprises of eight elements and hundred and nineteen expectations. The HSE-MS has been re-launched within NDC during 2002. This involves training, web based systems and direct commitment of individual key position holders throughout the organisation. The application of key performance indicators and targets will further embed HSE-MS within the business.

Tel: +9712 677 6100www.ndc.ae

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Meeting power needs

With natural gas from its offshore production wells flowing to the UAE and, more recently, Oman, Dolphin Energy is linking the Gulf nations in a unique regional gas grid.

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Platforms DOL-1 & DOL-2 were assembled at J Ray McDermott’s yard in Jebel Ali, Dubai, then shipped by specialist barge to Qatar’s North Field for installation in early 2006. A delicate moment – maneuvering 1,000 tons of superstructures into position, to complete the DOL-1 Dolphin well platform in Qatar’s North Field.

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Dolphin Energy’s Dolphin Gas Project has been the single largest energy initiative ever undertaken in the Middle East. Meticulously planned,

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

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

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

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

He also explained: “The entire Dolphin value chain is now functioning, as we have long envisioned and planned. We are therefore managing and supplying our own gas to our contracted customers, controlling every stage of the process.” In the meantime, the next challenge would be to carefully ramp up production, until reaching targeted pipeline throughput of 2 billion standard cubic feet per day in early 2008.

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

The founders had always conceived Dolphin as a force for international cooperation – one that would unite the vision and resources of the region with multinational capital and expertise. Total of France was accordingly invited to become a shareholder in Dolphin Energy during 2000. After a further selection process, Occidental Petroleum of the USA became the company’s second international partner in 2002.

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

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

Initially all the gas being delivered to UWEC has come from Oman via a tie-in on the UAE-Oman border near Al Ain. From early 2008, Dolphin will ‘reverse the flow’ and will thereafter supply Oman directly with up to 200,000 scf/day of its gas from Qatar, which will also reach Fujairah via Dolphin’s Eastern Gas Distribution System (EGDS) and Al Ain. Dolphin Energy supplies all its customers with gas through its Taweelah Receiving Facilities in Abu Dhabi. Some of this gas goes direct to neighbouring power plants. The majority of the gas is being supplied to other parts of the UAE, using Dolphin’s EGDS.

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

Tel: +9712 699 5500www.dolphinenergy.com

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

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

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

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

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

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Chapter 12 Communication & Technology

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Communication & Technology “The principal advantage of information technology is that it gives users freedom to do what they want to do. It allows for creativity.

It lets them be productive. It lets people learn things they didn’t think they could learn before; ultimately it’s about actualising potential.”

Mohammad Hassan Omran, Chairman, Etisalat.

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Greening the community

Long established as the world’s leading electronics brand, it is only fitting that Philips, that first began producing electric light bulbs more than a century ago, should be flying the flag for energy-effi-cient lighting technologies. Light emitting diodes (LEDs) have long been used for a variety of visual displays. Now LED technology is about to change the face of lighting across almost every segment, including homes, offices, hospitality, roads and retail sectors.

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Philips will be running workshops together with the Dubai government, Department of Tourism and Commerce Marketing in November 2008 to increase the awareness of energy consumption in hotels and supporting them towards energy efficient solutions. In the same month the company is organising a ‘Green Week’ in Dubai to increase public awareness towards energy saving.

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Intended to replace incandescent and halogen lamps, we are still in the early days for LED light bulb technology in terms of its performance. So too is the

price tag relatively high at present. However, the company believes that over the next two to three years the positive benefits of LED lighting promise to be huge, in terms of both its long lifetime and energy saving properties. Recent research by Philips has shown potential energy savings of 40 per cent. In monetary terms, this is a global saving of around US$64 billion. This equates to 555 million tones of CO2, 1,560 million barrels of oil per year or the annual output of 530 medium sized power stations.

“Commonly used products like incandescent light bulbs can easily be replaced by energy saving lamps,” states DP Smedema, general manager for Philips in the Middle East and North Africa. “This replacement will save 80 per cent on energy consumption right away, which reduces CO2 by 41kg per year, per lamp. It also lasts two to three times longer, which dramatically reduces maintenance and saves time and money.”

Aside from the environmental and cost benefits is the adaptability of LED technologies. Aeshetially, LED lighting can provide any desired colour and create effects not possible with existing technologies. For road lighting, with no need for filters (coloured filtered incandescent lamps can lose 90 per cent of available light), the energy savings are significant. For industrial lighting, the extra low voltages of LED lighting (typically 12 or 24 volt) is a major safety advantage.

“Each segment asks for a different approach,” explains Smedema. “Where road lighting mainly uses high pressure sodium lamps, offices ask for fluorescent lighting solutions and fashion shops are moving from halogen towards compact discharge lamps. What they all have in common is the increasing need for energy efficiency.”

Community awarenessStill, concedes Smedema, creating public awareness is crucial to the uptake of such technologies within the region. “Because of limited knowledge and awareness in the Middle East, it is difficult to recognise and appreciate the difference between one lamp and another,” he feels. “Logical behavior is that people buy the cheapest lamp as long as it fits. Only after usage do they experience that its lifetime is short, light output is fading fast or lamps simply change colour. To make sure people buy the right product and prevent disappointment, we are setting up training programs and workshops in hotels and other segments. After the course, people are better prepared to make the right decisions and recognise the difference between the initial cost of a lamp and the value of lighting. After all the cheapest lamp is often the most expensive lighting solution.”

Philips will be running workshops together with the Dubai government, Department of Tourism and Commerce Marketing in November 2008 to increase the awareness of energy consumption in hotels and supporting them towards energy efficient solutions. In the same month the company is organising a ‘Green Week’ in Dubai to increase public awareness towards energy saving.

Walking the talkOn an equal scale is Philips’ own internal environmental pledge. As part of its EcoVision4 environmental action plan - now running for its fifth year - is a absolute reduction of its own operational carbon footprint of 25 per cent by 2012. This includes doubling its investment in green innovations by 2012 and further increasing the energy efficiency of its operations over the same period.

Another major target is to generate 30 percent of the company’s total revenues from green products over the next five years (up from 15 per in 2006), “In the coming years Philips intends to grow in lighting in the Middle East,” offers Smedema, referring not least to the region’s fastest growing industry - tourism. “Building on current lighting contracts with some major hotel chains, we want to grow with major players changing them into ‘green’ hotels and supplying them with latest innovations using more LED technology. The UAE Government is already making tremendous inroads into developing environmental initiatives and technologies. It is our aim to continue to support the government to this end and making the Middle East an eco model for other parts of the world.”

Tel: + 9714 309 5035 www.mea.philips.com

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Technological Synergies

Since 1989, Bond Communications has been delivering state of the art, innovative and integrated IT Solutions covering the Middle East, Arabian Gulf and Levant regions. As system integrators and solution providers, the group provides consultancy services, project design and management, turnkey solutions as well as annual maintenance contracts. Bond Communications is dedicated to delivering Total Integrated Solutions, utilizing the latest technology by providing excellent value – on time, every time. Jason Abboud, its Marketing Manager, shares his insights on the group’s progress. C

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Bond Communications Group has been involved in providing state of the art services and solutions to both private as well as public sectors in the following markets:

Bond is a technology integrator providing solutions from all the major manufacturers’ worldwide. As a contractor, we do not manufacture products. We aspire to the highest level of excellence in our products and services.

QUALITYWe provide leading edge, high quality solutions to our clients, which meet or exceed functional specifications, delivered on time at a competitive price.

CLIENTSWe locate and retain clients by ensuring that their objectives are satisfied in all aspects. We develop new products and services and research new market innovations that will enhance our clients’ experience benefit and compliment their existing systems and help them better achieve their goals.

PEOPLEWe develop and retain high quality, well-motivated, satisfied employees with well-defined career paths and the ability for the individual to advance through effective personnel management.

VALUE CREATIONWe pursue a fair and attractive economic return to ensure the success of the company and achieve long-term sustainable growth.

Sports Facilities and StadiumsHotels and Resorts

Smart Homes / Smart CommunitiesCommercial Buildings

Conference and Exhibition CentresShopping Malls

BroadcastingAirports, Ports and Rail WaysFinancial Institutes and BanksGovernmental and Educational InstitutesOil and Gas

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What has been the growth of the company over the past 10 years – could you provide some figures please? In wider industry terms, what has been the growth of the ELV market in the UAE and what have been the main drivers of the growth?Our growth in the last 10 years has been tremendous. Revenues in the last 5 years alone have grown exponentially. The pattern seems to be in line with the overall industry growth in the UAE driven by the increased awareness of the advantages technology and automation bring to end product. Most recent development are in the Green Building technology and energy efficient strucutures.

What do you consider to be Bond Communications’ unique competitive strengths?Bond’s main strengths lie in the total in house solutions we provide to our clients. We design, build, commission and maintain integrated solutions to a degree not seen in the West much less in the Middle East and the GCC countries. When we provide the full scope of our solutions, we effectively replace nearly a dozen contractors, giving us control over quality and project management and providing tremendous ease to the project owners.

The UAE’s ecological footprint has been under much scrutiny over the past few years. How are business attitudes changing towards green issues for some of the newer property developments in the UAE and what sort of cost benefits are thay seeing as a result? Can you provide any examples?From the beginning of 2008, all new buildings in Dubai have to meet minimum ‘green’ specifications. There is more and more awareness of the need to be ecologically conscious and as usual, Dubai is leading the way with the esablishment of new regulations and with organisations such as the Emirates Green Building Council. The long term benefits of building green, more energy efficient strucutures are becoming more and more obvious to both the project developers and to the ultimate end users fueling greater demand. The benefits are not only financial, as in lower utility bills, but also, the end results allow a more confortable, guilt-free living and working space that is good for the environment and the people occupying it.

What is Bond Communications’ contribution as a member of the Emirates Green Building Council? Bond will be an active participant in the promotion and awareness of the green building council as well as support the council’s events for greater public awareness, education, training and research.

Tel: +9712 633 3377www.bondcommunications.com

We believe that taking calculated risks encourages growth and discovery. We push ourselves to the limit, question boundaries, and continually advance.

Nicholas W. Mobayed, President and CEO, Bond Communications - Business at the exhibition

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The ‘Best Of’ Times

Launched in 2007, SAB Media has made significant progress in developing both The Times and The Sunday Times across the re-gion from its Dubai Media City base, thanks to a unique partnership between it and Rupert Murdoch’s News International.

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The Times has covered the region since its earliest days, reporting on many of the region’s significant founding events such as Sheikh Zayed’s birthday on 2nd December 1918 to the announcement of the UAE’s independence on 2nd December 1971.

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It was back in 1798 that The Times made its first appearance

in The Middle East when its journalists reported on Napoleon’s arrival in Egypt.

Since then, like the desert sands, events and history have ebbed and shifted dramatically, during which time the newspaper, along with its sister title The Sunday Times, have grown to become two of the most influential and respected newspapers in the world.

Along the way, The Times has maintained its presence in the region reporting on some of its most significant and memorable events, with the UAE’s developing history regularly finding its way into the newspapers’ columns.

Today, the newspaper has an even greater link with the Middle East, thanks to a unique partnership between Saudi owned company SAB Media and Rupert Murdoch’s News International, which sees the international edition of both papers being printed daily in the Middle East.

Launched in 2007, SAB Media has already made significant progress in developing both The Times and The Sunday Times across the region from its Dubai Media City base.

Both papers are now available in several GCC countries on the morning of publication and SAB Media is currently in the process of expanding its regional print sites across the rest of the Middle East to provide its daily offering to an even greater number of readers.

Simultaneously, a full-colour product and a greater focus on Middle East content through a dedicated Middle East edition are also being developed which will all add up to produce a significantly enhanced package for the papers’ many loyal Middle East readers.

Focusing on a diet of international news, sport and a second to none business section - interspersed with regional advertising from the ever-swelling ranks of blossoming Middle East businesses - the papers currently enjoy a circulation of just over 22,000.

This has been helped in no small part by significant and targeted marketing and subscription-building exercises, such as having the entire Times business desk team out for the Leaders in Dubai conference in 2007.

Available through retailers or by subscription at home or at work, The Times and The Sunday Times contains an unparalleled depth and breadth of coverage that has become the newspaper’s trademark over its 220-year history. Long regarded as required reading for political and business leaders, The Times and The Sunday Times combine objective news reporting with hard-hitting political analysis, lively commentary and incisive business reporting.

“We are proud that we are now available daily in a region that is destined to play an ever more influential role in the world,” explains James Harding, Editor of The Times.

“Since 1798, when The Times reported Napoleon’s arrival in Egypt, we have invested heavily in our reporting from the region and we now have one of the largest correspondent networks in the Middle East. Expanding our printing operations across the region is another significant moment in our history and we look forward to providing intelligent, informative and entertaining news, comment and analysis for many new readers in the region.”

John Witherow, Editor of The Sunday Times added: “We are delighted to have this opportunity to extend the availability of

The Sunday Times across this important region. We are proud of our reputation for delivering news and analysis to an intelligent and thoughtful audience. There are more than 3.5 million weekly readers of the Sunday Times and this figure is only increasing further through our partnership with SAB Media in the Middle East.”

“One reason we’re excited to have the licence to publish The Times and The Sunday Times here is its broad appeal,” said Sheikh Salah Al Belawi, Chairman of the SAB Media.

“The newspapers offer advertisers a way to reach the region’s political and business elite, along with an educated and engaged English-speaking audience. From a branding standpoint, The Times name sells itself. There is not another publication that can touch it, in terms of recognition and respect.”

SAB Media is a part of a conglomerate of companies under the umbrella of Saudi based SAB Group Holding Co owned by Sheikh Salah Al Belawi which cover a wide area of sectors ranging from construction to investments, real estate and retail.

Please contact SAB Media for The Times and The Sunday Times, regionally and internationally.

Tel: +9714 364 2900www.thetimesme.com

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Chapter 13 Get Up & Go

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Get Up & Go “Events at home, at work, in the street - these are the bases for a story.” Naguib Mahfouz, Arab winner of the Nobel Prize for Literature

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The majority of the oil and gas reserves is located in the Emirate of Abu Dhabi, which holds more than 95 percent of the UAE’s total oil and gas reserves.

Approximately 98 percent of private sector workers in the UAE are non-UAE nationals. Emiratization of the UAE workforce remains a national objective.

The standard workday is eight hours per day; the standard workweek is six days per week; however, these standards are not enforced strictly.

The business language is English and Arabic (Government Offices only Arabic).

Abu Dhabi on the move

Well known and well regarded as the strategic, financial, commercial and tourist hub of the Middle East, Abu Dhabi is a thriving business metropolis, trend-setter and window on the world for the UAE and region overall.

Get

Up

& G

o


Abu Dhabi 2008-2009 It is situated along the Arabian Gulf, between latitudes 22.5, 25 North, and longitudes 51, 55 East. It is the biggest of all seven emirates, with an area of 87,340 sq. km., which is equivalent to 86.7 percent of the country total area., excluding the islands, the Emirate of Abu Dhabi is composed of three major regions and more than 200 islands. The Abu Dhabi region, which includes the city of Abu Dhabi, the capital of UAE. It is the seat for the president of the state, the cabinet, most of the ministries, the federal institutions, foreign embassies, broadcasting and T.V. stations, Zayed Port, Abu Dhabi Airport, most of the oil companies, establishments and commercial markets. The Abu Dhabi corniche with its public parks and fountains is a remarkable landscape of the city and many more projects are in the way especially Sadiyat Island, the world cultural destinations. The eastern region, its capital is Al-Ain city. This region is very fertile, and rich in greenery, it is also where both on –shore oilfields and the biggest oil refinery in the country are located, with the latter being based at Al-Ruwais city along with many oil-related (petrochemical and gas) industries. With its huge development and solid base of economic growth, Abu Dhabi is considered one of the fastest, most advanced, and most developed cities in the world.

ABU DHABI 2008-2009

The Emirate of Abu Dhabi is the capital with estimated population of 2.3 million and the United Arab Emirates population is estimated at 5.7 million for 2008. Major ethnic groups living in the UAE include Arabs, Pakistanis, Indians, Iranians, Afghans, Banglladeshis, and Filipino communities. The UAE population growth for 2008 is expected to grow by 7.1% to reach 6 million in 2009.

• Population Population and Workers (000)

2008 2009 UAE Abu Dhabi UAE Abu Dhabi Male Male

Male 3952 1693 4207 1807Female 1764 614 1864 653Total * 5716 2307 6071 2460Workers 3202 1205 3430 1306

* Total include all people were available in the UAE

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Abu Dhabi City

Capital of the United Arab Emirates

The United Arab Emirates is located in the middle of the Arabian Gulf, north of the equator, between latitudes 22, 26.30, and longitudes 51, 56.30 East of Greenwich Mean Time (GMT). It is bordered from the North by the Arabian Gulf, from the West by the State of Qatar and the Kingdom of Saudia Arabia, from the South by the Sultanate of Oman and the Kingdom of Saudia Arabia, and from the East by the Gulf of Oman. The strategic geographical location of UAE to the East of the Arab world is very important for the security and stability of this vital part of the Arab world. The total Area of the country is 83600 sq.km. This includes an archipelago with an area about 5,900 sq.km. Abu Dhabi oil wealth has been wisely utilized to encourage a healthy trade, non-oil industry, and commerce atmosphere. The promotion of tourism and various tourism-related projects will elevate Abu Dhabi to a Singaporean status in the region. Large gardens and parks, green boulevards lining all the streets and roads, sophisticated high-rise buildings, state of the art communication services and transport, the presence of all the international luxury hotel chains, rich shopping malls, cultural centers – all contribute to Abu Dhabi’s dynamism, vibration and splendor.

UAE Geographic Location

Language - The business language is English and Arabic (Government Offices only Arabic).

Accommodation - Most major international hotel chains, including Hilton, Sheraton, Intercontinental and many more of hotels and hotel apartments.

Transportation - Taxis are common and unexpected luxury taxis are available.

Housing: Housing rentals range from US$ 60,000to US$136,000 per annum, payable one year in advance. Apartments can be less expensive- about US$ 22,000 (1 bedroom).

Health - Public health services in Abu Dhabi are adequate Major hospitals have modern equipment. Most Western expatriates use private medical facilities and carry private health insurance cards also.

Working Hours - the regular working days for local government Departments are Sunday to Thursday. From 8.00 am to 3.00 pm. Commercial Offices from private sector 8.00am to 1.00pm and from 4.00pm to 8.00pm.

Religion - The official religion is Islam, with a reported 80-90% of the total population (Including expatriates) being Muslims. Worship of other religions is permitted.

Business Infrastructure

The UAE was established in 1971. It is a federation of seven emirates. In accordance with the UAE consultation, the seven emirates rules comprise a Federal Supreme Council, the highest legislative and executive body. The Council selects a president and vice-president from its membership, the president in turn, appoints the prime Minister and the Cabinet. The Abu Dhabi Emirate ruler HH Sheikh Khalifa Bin Zayed Al Nahyan has been confirmed by the UAE Supreme Council as the president of the UAE since November, 2004. HH Sheikh Mohamed Bin Zayed has been appointed as Crown Prince of Abu Dhabi. The Abu Dhabi Executive Council, which is chaired by his Highness, is the driving-force for Abu Dhabi economic and political development.

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UAE Market-Place & Hub• Market for more than 1.5 billion consumer• Shopping centre of the Middle East• Gateway to Asia, Africa & Europe• State-of-the-art- infrastructure• No trade barriers• Diversified economy (industry & services)• Privatization• Public / Private partnership (PPP)• Pro-business attitude environment• Support to SME’s• Foreign Strategic partnership in petrochemical and high tech projects• Export – oriented industries

Investment Incentives • Abu Dhabi GDP (real) growth of about 7.5%• Future investment of more than Dhs. 1.9 Trillion in new project• Economic diversification• Development driven by local & foreign investment• Liberalized trade• Public / Private partnership• Pro-business attitude• Support for SME’s• Political Stability• Drafting of investment law in progress• Full tax holiday on profits, business and free transfer of financial assets

with absent restrictions on capital movement• Abu Dhabi Stock Exchange Market• Advanced & well established Telecommunications & IT infrastructure• Members of WTO & GCC• Customs duties imposed on goods are 5% as of July 2008 (long list

of consumer goods, commodities & raw materials exempted), maybe a 5% VAT Tax to be imposed by early 2008

• Agreement signed with different countries on both Avoidance of Double taxation & Free Trade

• Most advanced air and seaports (Two Airports in Abu Dhabi & Al Ain), Modern high-way network

• Transparency of economic information & regulations• Free movement within UAE & GCC Countries• Simplified procedures for acquiring trade, industries or other licenses.• Simplified procedures for acquiring labor or visit visas• A highly proficient banking sector with international financial services &

credit facilities


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UAE Market-Place & Hub

• UAE Economic Variables :(Value in Billion Dirhams)

Economic Variables 2007 * 2008 * 2009 ** 2008 – 2009 %

Population (000) 5338 5716 6071 6.2Workers (000) 2971 3202 3430 7.1Gross Domestic Product (At Constant 2005 Prices) 561.5 601.5 648.3 7.8G.D.P. (Exc. Oil Sector) 362.7 390.8 426.0 9.0Gross Fixed Capital Formation 123.7 143.1 177.0 23.7Total Commodity Exports 535.2 645.5 790.0 22.4Total Commodity Imports 522.7 640.0 778.0 21.6Compensation of Employees 122.3 133.3 146.2 9.7General Consumer Price Index Number (2005=100)% 125.4 138.3 152.5 10.2Per Capita GDP (Constant Prices) (Th.Dhs) 107.5 107.7 106.8 - 0.1

Source : Information & Decision Support Centre – ADCCI* Adj.** ESt.

Abu Dhabi Economic Variables

Economic Variables 2007 * 2008 * 2009 ** 2008 – 2009 %Population (000) 2145 2307 2460 6.6Workers (000) 1116 1205 1306 8.8Gross Domestic Product (At Constant 2005 Prices) 337.2 361.7 388.6 7.4G.D.P. (Exc. Oil Sector) 148.6 160.4 175.0 9.1Gross Fixed Capital Formation 59.7 68.9 85.8 24.5Total Commodity Exports 276.9 318.3 400.0 25.7Total Commodity Imports 63.3 75.0 89.3 19.0Compensation of Employees 58.4 66.4 73.0 9.9General Consumer Price Index Number (2005=100)% 125.9 139.3 154.0 10.6Per Capita GDP (Constant Prices) (Th.Dhs): 165.7 165.5 158.0 - 0.4

Source : Information & Decision Support Centre – ADCCI* Adj.** ESt.

Expected Investment Until 2010 (Billion Dhs.)

S. Sector Billion Dirhams

1 Construction / Building 1.2002 Tourism 0.2903 Power and Water 0.0754 Oil and Gas 0.1205 Industrial 0.240

Total 1.915

GDP (Bn Dhs) (Constant Prices) GDP Non-Oil Secotr (Bn Dhs) (Constant Prices)


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Gross domestic product by Economic sector(Billion Dirhams / At Constant 2005 Prices)

SECTORS 2009 2008* 2007**

Abu Dhabi UAE Abu Dhabi UAE Abu Dhabi UAE

Agriculture, Live Stock and Fishing 5.9 9.3 6.1 9.6 6.2 9.7Mining and Quarrying:*Crude Oil 213.6 222.3 201.3 210.7 188.6 198.8*Quarrying 0.3 1.2 0.2 1.0 0.1 0.9Manufacturing Industries 45.4 75.8 41.9 70.2 38.2 65.3Electricity, Gas and Water 6.4 11.3 5.9 10.5 5.4 9.7Construction 17.0 41.4 15.2 38.3 13.8 34.9Wholesale, Retail Trade and Repairing Services 13.4 62.4 12.5 56.7 11.7 53.2Restaurants and Hotels 2.7 12.9 2.4 12.0 2.1 11.0Transports, Storage and Communication 12.2 42.9 11.2 39.4 10.9 35.7Real Estate and Business Services 17.5 52.1 15.3 45.0 13.7 41.0Social and Personal Services 4.4 10.9 4.0 10.1 3.8 9.7The Financial Corporation Sector 22.3 58.4 20.3 53.8 18.8 50.1Government Services Sector 27.5 47.4 25.4 44.2 23.9 41.5

TOTAL 388.6 648.3 361.7 601.5 337.2 561.5

Total of Non Oil Sectors 175.0 426.0 160.4 390.8 148.6 362.7

Source: Information & Decision Support Centre – ADCCI* Adj.** Est.

Sector Contribution to GDP% 2009 (est.) Abu Dhabi UAE

Oil Sector 65 44Government & Public Sector 13 15Private Sector 22 41 100.00% 100.00%Sector Contribution in GDP %Crude Oil 55.0 34.3Manufacturing Industry 18.1 18.8Construction & Real State 9.3 15.0Trade, Hotels and Restaurants 4.5 12.2Other Economic Sectors 13.1 14.6 100.00% 100.00%

Leading Sectors for Investment • Architecture/Construction/Engineering• BuildingProducts• Aircraft&parts• OilandGas-fieldMachinery&services• PollutionControlEquipment• MedicalEquipmentandSupplies• Computer/Peripherals• SafetyandSecurityEquipment• AirConditioning&RefrigerationRank• SportingGoods/RecreationEquipment

Oil Sector InvestmentThe UAE will spend more than 80 bn. Dhs. In the coming 5 years. The UAE has nearly 97.8 billion barrels of proven oil reserves, about 9.8 percent of total proven world oil reserves, and 6073 bn. cubic meters of proven natural gas reserves, approximately 4.6 percent of total world proven natural gas reserves. The majority of the oil and gas reserves is located in the Emirate of Abu Dhabi, which holds more than 95 percent of the UAE’s total oil and gas reserves. The UAE’s oil production capacity is currently 2.9 million barrels per day (mb/d) and the Abu Dhabi National Oil Company (ADNOC) plans to expand its productioncapacityto4mb/dby2009-2010throughinvestingmorethan18bn.Dhs.Thecrude-oilsectorcontriutiontoGDPamounts to 201 bn.Dhs. in 2008 and increased to 214 in 2009 withanaverageincreaseofabout7percent.Grossfixedcapitalformation in 2008 reached 11.3 bn. Dhs. and rose in 2009 to 13.8 bn. Dhs. (constant prices).


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Gross domestic product by Economic sector(Billion Dirhams / At Constant 2005 Prices)

SECTORS 2009 2008* 2007**

Abu Dhabi UAE Abu Dhabi UAE Abu Dhabi UAE

Agriculture, Live Stock and Fishing 5.9 9.3 6.1 9.6 6.2 9.7Mining and Quarrying:*Crude Oil 213.6 222.3 201.3 210.7 188.6 198.8*Quarrying 0.3 1.2 0.2 1.0 0.1 0.9Manufacturing Industries 45.4 75.8 41.9 70.2 38.2 65.3Electricity, Gas and Water 6.4 11.3 5.9 10.5 5.4 9.7Construction 17.0 41.4 15.2 38.3 13.8 34.9Wholesale, Retail Trade and Repairing Services 13.4 62.4 12.5 56.7 11.7 53.2Restaurants and Hotels 2.7 12.9 2.4 12.0 2.1 11.0Transports, Storage and Communication 12.2 42.9 11.2 39.4 10.9 35.7Real Estate and Business Services 17.5 52.1 15.3 45.0 13.7 41.0Social and Personal Services 4.4 10.9 4.0 10.1 3.8 9.7The Financial Corporation Sector 22.3 58.4 20.3 53.8 18.8 50.1Government Services Sector 27.5 47.4 25.4 44.2 23.9 41.5

TOTAL 388.6 648.3 361.7 601.5 337.2 561.5

Total of Non Oil Sectors 175.0 426.0 160.4 390.8 148.6 362.7

Source: Information & Decision Support Centre – ADCCI* Adj.** Est.

Labor & Employment IssuesApproximately 98 percent of private sector workers in the UAE are non-UAE nationals. Emiratization of the UAE workforce remains a national objective, although mandated hiring of nationals has been limited to only a few sectors, such as banking, which has a four percent quota, insurance, which has a five percent quota and trade, which has a two percent quota for companies employing 50 workers or more as well as quotas in the federal government. In addition, in 2006, the UAEG also added Emiratization requirements that all secretaries and Public Relations Officers must also be Emirati. The Right to Organize and Bargain Collectively. The law does not specifically grant – but does not prohibit – workers the right to engage in collective bargaining.

It does, however, expressly authorize collective work dispute resolution. Ministerial resolution No. 307 of 2003 stipulates, ‘The masters and the workers have to solve their collective disputes through the direct negotiation, medium, reconciliation and then arbitration according to the procedures mentioned in this resolution’ There were a number of organized gatherings of workers that complained of unpaid wages before the Ministry of Labor in 2006. Professional associations may raise work-related concerns, to lobby the UAEG for redress, or to file a grievance with the Government. For the resolution of work-related disputes, workers rely on conciliation committees organized by the Ministry of Labor or on special labor courts.

The UAE Government has committed itself to strictly regulating and enforcing labor laws, as witnessed by a recent series of legislation and proposals. In June 2004, the UAE’s Cabinet of Ministers approved a memo calling for the establishment of labor unions and associations in the UAE. Since that time, the UAEG has said that it is revising its labor law to allow for the creation of either a labor association or a labor union and to ensure laborers’ rights to organize and bargain collectively.

The exact role unions will play and membership conditions remain unclear. However, under the proposed law, trade association or union membership could be limited to UAE citizens, while expatriate workers would be represented through special committees. Businesses in free trade zones must comply with federal labor laws; however, the Ministry of Labor does not regulate them. Instead, each free trade zone maintains its own labor department to address workers’ concerns.

Acceptable Conditions of WorkThe standard workday is eight hours per day; the standard workweek is six days per week; however, these standards are not enforced strictly. The law also provides for a minimum of 24 days per year of annual leave plus 10 national and religious holidays. There is no legislated or administrative minimum wage; rather, supply and demand determine compensation.

Compensation packages generally provide housing or housing allowances. In addition, other benefits, such as homeward passage or health cards for minimal to no-cost health care, are often provided to employees by their employers. The Labor Ministry reviews labor contracts and does not approve any contract that stipulates a clearly unacceptable wage. The Ministry of Health and Ministry of Labor, municipalities, and civil defense enforce health and safety standards, and the Government requires every large industrial concern to employ a certified occupational safety officer.

Establish and Doing BusinessRegulation of the establishment and conduct of business in the UAE is shared at the federal and emirate levels. There are four major laws affecting foreign investment in the UAE:

• Federal Companies Law• Commercial Agencies Law• Federal Industry Law• Government Tenders Law

These laws, especially the Federal Companies Law, are being revised to overcome obstacles to foreign direct investment in the UAE.

The Federal Companies Law applies to all commercial companies established in the UAE and to branch offices of foreign companies operating in the UAE. Companies established in the UAE are required to have a minimum of 51 percent UAE national ownership. However, profits may be apportioned differently. Branch offices of foreign companies are required to have a national agent unless the foreign company has established its office pursuant to an agreement with the federal or an emirate government. All general partnership interest must be owned by UAE nationals. Foreign shareholders may hold up to a 49 percent interest in limited liability companies.

The Commercial Agencies Law On June 18, 2006, the UAE announced substantial changes to the Commercial Agencies Law.

These amendments include: 1) requiring mutual consent to renew an agency agreement, 2) limiting an agency contract to a fixed time period, 3) allowing either party to file for damages, 4) eliminating the Ministry of Economy’s Commercial Agencies Commission (which handles agency disputes), and 5) allowing the import of ‘liberalized goods’ without the agents approval.

The Agencies Law requires that foreign principals distribute their products in the UAE only through exclusive commercial agents that are either UAE nationals or companies wholly

owned by UAE nationals. The foreign principal can appoint one agent for the entire UAE or for a particular emirate or group of emirates.

The Federal Industry Law stipulates that industrial projects must have 51 percent UAE national ownership. The law also requires that projects either be managed by a UAE national or have a board of directors with a majority of UAE nationals. Exemptions from the law are provided for projects related to extraction and refining of oil, natural gas, and other raw materials. Additionally, projects with a small capital investment or special projects governed by special laws or agreements are exempt from the industry law. In Abu Dhabi ZonesCorp is in charge for the development of the Industrial sector. The three industrial cities of Abu Dhabi, ICAD-1,ICAD-11 and ICAD -111, are expected to attract investment exceeding Dhs 30 bn by 2009 . total investment in ICAD-1,ICAD-11 have exceeded Dhs 20 bn. ZonesCorp was established with Dhs 1 Bill with a 10 years closed end fund to build infrastructure projects to attract industrial investment.

The Tenders Law stipulates that a supplier or contractor, with respect to federal projects must either be a UAE national or a company in which UAE nationals own at least 51 percent of the share capital or foreign entities represented by a UAE distributor or agent. Foreign companies wishing to bid for a federal project must, therefore, enter into a joint venture or agency arrangement with a UAE national or company. Federal tenders must accompany a bid bond in the form of an unconditional bank bond guarantee for five percent of the value of the bid.


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Best of Abu Dhabi Vol. 2 Distribution Partners

In addition to being distributed via the Abu Dhabi Chamber of Commerce and Mubadala, this edition is circulated to the senior management of top companies in GVP’s global publishing

network, and through hand-to-hand corporate gifting by GVP’s editorial participants to their principal clients. Ensuring a valued cross-section of business readers, editions are

also for sale in all Magrudy’s bookstores in the UAE, on Amazon.com, Gvpedia.com as well as via direct sales from GVP offices worldwide.

Leading hotels, resorts and airport lounges showcase this edition, which has been regarded by inbound travellers as a focal point from which to network for business relationships or acquire products and services. Selected high net worth individuals including those with assets over

AED 5 million, as well as company directors and foreign investors via the GVP internal distribution database, are also covered.

Government decision makers, including senior management at development agencies, chambers of commerce, regional institutions and commerce associations

receive copies of ‘Best of Abu Dhabi’.

EmiratEs PalacEEmirates Palace Hotel

P. O. Box 39999, Abu Dhabi, UAETel: +971 2 6909000 Fax: +971 2 6909999

www.emiratespalace.com

BEach rotanaBeach Rotana Abu Dhabi

Tourist Club Area P.O.Box 45200, Abu Dhabi,UAE

Tel: (971) 2 6979000 Fax:(971) 2 6442111

www.rotana.com/property-4.htm

intErcontinEntal hotElBainouna Street, Abu Dhabi

4171, UAETel: +971 2 6666888 Fax: +971 2 6669153

www.intercontinental.com

lE royal mEridiEn aBu dhaBiSheikh Khalifa Street

P.O. Box 45505, Abu Dhabi, UAETel: +971 2 6742020

www.starwoodhotels.com/ lemeridien/index.html

middlE East associationPatron, HRH The Duke of York, UK

Special Representative for International Trade and Investment

www.the-mea.co.uk

tourism dEvEloPmEnt & invEstmEnt comPany (tdic)

www.tdic.ae

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Abu Dhabi - Vol2

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