best of dubai vol3

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Soft Cover_best Of DubaI Vol 3@L8* Silver foilSOFT COV_BESTOFDUBAI VOL3@L8*.indd 1SOFT COV_BESTOFDUBAI VOL3@L8*.indd 1 9/9/08 10:44:16 AM9/9/08 10:44:16 AM

w w w . G V P e d i a . c o m

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Celebrate Success Chairman & International Group PublisherSven Boermeester

Publisher & Managing Group Editor

Lisa Durante

Group Strategy DirectorLeon Swartz

Creative DirectorRavi Handve

PhotographyDariush Zandy

Riot Art

Sales and Operations DirectorKarl Hougaard

International Project ManagerSamantha Wines

Project ManagersDustin Robertson

Maheswari MaderyaWafaa Dannoune

EditorMark Atkinson

Production ManagerMarlon Weir

Editorial and Support TeamDanielle Rapapport

Emily LeenenJoe MalsomLizzie Bush Tom Wells

Media ConsultantsGloria Giles

Hashim Al JabiriJocelyn Chidiac

Websitewww.gvpedia.com

Published byGlobal Village Publishing FZ LLC

Dubai Media CityUnited Arab Emirates

ISBN # 1-904566-78-2Every effort has been made to ensurethe accuracy of the information in the

'Best of Dubai' vol. 3 publication.Neither 'Best of Dubai' nor Global

Village Publishing FZ LLC takes anyresponsibility for errors or omissions.

All rights reservedNo part of this publication may bereproduced, copied, transmitted,

adapted or modified in any form or byany means. This publication shall notbe stored in whole or in part in any

form in any retrieval system.

Sponsored byEtisalat

Best of Dubai 3

The launch of this third edition is a proud moment for us. With an editorial gestation periodof over one year, it is the culmination of an editorial odyssey which has given birth to thebest of what Dubai has to offer in terms of business innovation, lifestyles and heritage.

When we started with our 'Best of…' series three years ago, aside from our passion andcommitment to develop a New Media concept of genuine merit, we had no idea of howthe nuts and bolts of the series would evolve.

Hand in hand with dedicated partners across the world, we are now producing annual Best Of… books in over 45 territories: From BO Australia, Belgium and SouthAfrica, to BO Singapore, Washington DC and Denmark. Their belief in our publishingconcept is propelling the growth of our business network that is formed by the diverserange of companies across economic sectors, each celebrating their success to a global readership.

All globalisation efforts notwithstanding, the jewel in our crown is and will always be Dubai.An awesome city state that elicits wonder, this edition, sponsored by Etisalat, tracestestimonials of heritage and progress, weaved in with narratives of culture and innovationexemplifying the power of the emerging Dubai Inc. economy in full swing. We considerour Dubai edition to be a landmark book for GVP and one that stands as a benchmark forthe series itself.

Clearly this would not have been possible without the dedication and 'can do' attitude ofour team, and by the loyalty of all our editorial participants who continue to believe in ourpublishing model as it evolves.

Today, with sector specific books in the fields of banking and finance, real estate as wellas training and education being developed in conjunction with the 'Best of…' series, ourefforts to build a reader friendly atlas of corporate stories is taking root worldwide. This inturn is serving as the foundation for the creation of a powerful new portal called gvpediawhich will allow companies and entrepreneurs to upload their own content, videos andupdates connecting with each other to explore new opportunities.

Gvpedia will also serve as an online platform to build an ethical CSR component into ourmodel which will showcase stories of top non profit organisations worldwide whicheveryone will be able to read about and donate to at the click of the mouse.

We look forward to joining forces with you in our joint efforts towards making the globalvillage a reality for everyone.

Thank you for taking this editorial leap of faith with us and celebrating building a worldclass atlas of success, sustainability and culture together.

Be a part of it!

Lisa Durante, Publisher & Managing Group Editor

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Best of Dubai

CHAPTER 1 Pgs 34 - 63Co

nten

tsHotels & Hospitality

CHAPTER 2 Pgs 64 - 79

Casual Dining and F&B


Travel, Tours & Leisure


Golf & Luxury Lifestyles


Design & Interiors


Beauty & Wellness


ETA Star Group


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Banking, Finance & Security


Construction, Architecture & Real Estate


Information, Communication & Technology


Art, Media & Heritage


CSR, Green Innovation & Associations


Get Up & Go

CHAPTER 14 Pgs 250 -257

Sharjah


Celebrate Success

04-05_Contents - A@L8:Foreword & Contants 9/7/2008 10:10 AM

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 excitingeconomic regions to affect a change in the perception of a nation, a cityand its people by the rest of the world. This then promotes the region interms 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 bookpublications in over 30 territories, from Bangalore to Belgium. Thesedetail success stories of people and companies making positiveinroads into the commercial fibre of both mature and emerging markets.

The books showcase entrepreneurial spirit; establishing powerfulglobal networks and the creation of individual brand awareness bybridging cultures. The result is the ultimate interactive corporate gift andP.R. marketing tool for governments, companies, hotels and businesspeople providing leading products and services for their region.

Product - The Folders Fast track to the worldMarket Essentials works closely with Foreign Embassies, HighCommissions, 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 ContentManagement System' that allows clients to upload their press releases, photos, videos and management profiles. The latestnetworking 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.

REGIONAL HEAD OFFICES � Bangalore � Brussels � Cairo � Casablanca � Copenhagen � Dubai

Turnover 2008 Employees & Partners Circulation International Head offices Management

US$ 8 000 000 100 500 000 London, Brussels Sven Boermeester Dubai, Cairo Lisa DuranteBangalore, Singapore Charles NeilWashington DC, Santiago Leon SwartzSydney, Johannesburg

6 Best of Dubai

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Market Promote and network the 'red apples" withineach 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 businessopportunitiesGVP publications promote, showcase andnetwork successful economies, organisations

and individuals from across the globe. Theorganisation celebrates success and providesrecognition amongst its ever expandinginternational network of influential clients. Itsonline portal, www.gvpedia.com, provides aplatform for clients and readers to network,share best practice and grow new markets,creating exciting new business connectionsand opportunities.

Corporate Social Responsibility There is no success without ethics andsustainabilityThe best of world business, travel and lifestyle within the Global Village is dependenton more than monetary profit. There is nosuccess without core values such assustainability, 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 economiesof scale in mediaWith 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 withcompanies and individuals that have the expertise to showcase their city, state or country.

� Johannesburg � London � Santiago � Singapore � Sydney � Washington DC

With its mission to serve as the premier platform for showcasing andnetworking the world's top brands andcompanies in business, tourism andlifestyle, Global Village Partnerships(GVP) is building an atlas of success,sustainability and culture. This is carriedout through the 'Best of' book series, theGlobal Village online information portaland the development of an everexpanding business network ofinternational partners and clients.

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

GLOBALVILLAGEPARTNERSHIPSwww.GVPedia.com

Best of Dubai 7

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Chapter 1

BEST OF DUBAI

With two grand boutique hotels, courtyard summer houses, a traditional souk, Talise Spa, The Quay Health Club and myriad recreational facilities, Madinat Jumeirah The Arabian resort is an awesome tribute to Dubai’s heritage and is styled to resemble an ancient Arabian citadel.

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"It isn't too early for me to say to the world that the Dubainarrative is all about changing people's lives for the betterthrough smart capitalism, willpower and positive energy". H.H. Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.

Courtesy Dariush Zandy

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36 Best of Dubai

Bes

t of

Dub

ai

For the good of today and tomorrow Dubai constitutes a set of extraordinary contradictions where from the rolling sand dunes asprawling, amorphous urban ecoscape is coming to life. Ensconced in manicured lawns,skyscrapers, souks and cookie cutter houses vie for attention with outsized malls, indoor skislopes and zany land reclamation projects. Welcome to a city state that projects itself as an ode toinfinite business opportunities and inspires a multitude of emotions: From excitement and passionfor its laissez faire 'can-do' commercial spirit, to concern over its rampant growth. Despiteescalating inflation estimated at over 11 per cent per annum, optimism reigns supreme as theemirate continues to be a magnet for investment and innovation. Even the government system,based on a delicate consensual balance between the traditional and the modern, is adapted tokeep up with expanding contemporary pressures, whilst retaining a vestige of Bedouin tribalpower structures. Moulded within a moderate Islamic framework, the blend of the established andthe innovative seems to work. Acting as a benchmark for socio economic diversification for theregion, Dubai positions itself as an Arab success story for the rest of the world to behold.

HH Sheikh Mohammed has beenRuler of Dubai and UAE VicePresident since 2006. His son,Sheikh Hamdan bin Mohammed binRashid Al Maktoum was announcedCrown Prince in February 2008

Dubai has one of the world'shighest per capita incomesestimated at $33 000. Oil oncethe dominating factor in Dubai'seconomy, today accounts for onlyten percent of the emirate's GDP

Tourism has overtaken oilin revenues with over fivemillion tourists visitingDubai in 2007; and thenumber is expected togrow to 15 million by 2010

Approximately 24,333people are added toDubai's population everymonth, that's 800 dailyand around 33 everyhour

With one out of six cranes worldwide operating in Dubai, the emirate’s fast track development feeds on an endless supply of mega projects that provide a fresh impetus to its age-oldtrading reputation. The country is relentlessly building itself into global significance, under the auspices of its charismatic leader, H.H. Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.

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Bedouin beginnings

Contemporary Dubai is barely two centuriesold but its heritage is deeply entrenched in thehistory of Arab civilization. Archeologists havediscovered evidence of settlement in the regionas early as three thousand years ago. Thetransformation from empty desert into buzzingmetropolis began with the Al Maktoum dynastyand remains a work in progress. The AlMaktoum tribe descended from the Al BuFalasah section of the Bani Yas, a respectedtribal federation that was the dominant powerthroughout most of today's UAE. Their tenureas rulers of Dubai started in 1833 when SheikhMaktoum bin Buti and 800 tribesmen movedfrom Abu Dhabi to Dubai. Sheikh Maktoum binButi was very young when he came into powerbut history paints him as a courageous,capable leader, who confidently overcame thepolitical and economic challenges he faced inestablishing a flourishing new coastal town. Asthe population grew, thriving on fishing andpearling in the days before the birth of thecultured pearl industry, Dubai branched intothree distinct areas: Deira, Bur Dubai, andShindagha. With its prosperous port andvibrant market, its residents benefited fromenhanced standards of living compared totheir impoverished neighbours. Succeedingsheikhs had their personal proficiencies, butprimarily engaged in building Dubai into abustling trading post and safe haven for theirpeople to thrive. And thrive they certainly did;coming to power in 1894, Sheikh Maktoum binHasher Al Maktoum abolished commercialtaxes and Dubai's trading prowess evolved intandem with its commercial influence.

Building on the principle of strength innumbers, the foundations of the UAE system ofgovernment were established 37 years agowhen the sheikhs from seven diverse areasagreed on a vision of a powerful union thatwould offer society the best of modernadministration keeping traditional forms ofgovernment. The Federation was created in1971 and its seven emirates have since thenforged a distinct and delicately balancednational identity based on consolidation of theirfederal status. Each emirate maintains,however, a degree of independent control. Thishas allowed the Maktoums to influence theimage of Dubai and develop the emirate'sbusiness opportunities.

Sheikh Rashid bin Saeed Al Maktoum(1912-1990) saw opportunities to becapitalised on where others had seenchallenges. This allowed him to initiate Dubai'stransition to a modern port city and commercialhub. Landmarks of his achievement includethe Al Maktoum Hospital, Dubai Airport and theAl Rashid Port and Dubai World Trade Centre.Barely a whisper marked his birth in 1912 in aplace few outsiders had even heard of at thetime. Yet, Sheikh Rashid bin Saeed AlMaktoum's ambitious development of Dubaiinto the testosterone fuelled superlative-

seeking emirate it is today prompted theinternational community to its feet in the UNGeneral Assembly to pay tribute to him whenhe died at the age of 78.

Continued rule by the Maktoums hasensured a cohesive vision for the emirate'sprogress in attracting direct foreign investmentand skilled labour to Dubai. More than threedecades and billions of investment dollars later,Sheikh Rashid's second son, H.H. SheikhMohammed bin Rashid al Maktoum, VicePresident and Prime minister of the UAE andRuler of Dubai, stands in line to perpetuate theemirate's business-friendly environment. "Thegreatest influence was my father...From him Ilearnt to be patient and to deliberate beforepassing judgment" Sheikh Mohammed says.

Dubai capitalises on its uniquegeographical position between East and Westto act as a convenient long-haul stop-over toleverage time zones and tax free benefits. Itprovides complete freedom of capitalmovement and boasts a sophisticated financialand services sector. Finally, Dubai has appliedthe famed cluster economy model to thedevelopment of a knowledge economy. Thatmodel relies primarily on Dubai's ability tosecure highly trained professionals, but has yetto transit from acquisition to ensuring that itbecomes a key element of the country'soperational DNA.

At the same time, Dubai is working towardsprotecting its own national identity. With anEmirati population that accounts for 11 percentof the nation's population, maintaining ancienttraditions such as falconry - an Emirati pastimebased on the Bedouin need to source freshmeat in hostile environments - is symbolicallyimportant. The Maktoums provide a strongidentity, role model and voice to efforts to unifyEmiratis in Dubai who according to the lastgeneral census, number just over 820,000.H.H. Sheikh Mohammed bin Rashid AlMaktoum, his elegant wife Princess Haya BintAl Hussein and the Sheikh's sons anddaughters, who have each carved a niche forthemselves in official or charitable capacities,are popular rulers who support Dubai and their

region through globally recognisedendeavours, especially within the spheres ofhorsemanship and charity. H.H. SheikhMohammed bin Rashid Al Maktoumconcludes, "We have succeeded because wehave always believed that tomorrow is a newday, that yesterday's achievements are in thepast and that history will record what weachieve in the future, not what we haveachieved in the past."

Not burdened by the unwieldiness ofdemocracy that has proven to be unworkableor premature in diverse countries worldwide,Dubai is run by a streamlined royal oligarchyheaded by His Highness Sheikh Mohammedbin Rashid Al Maktoum, Vice-President of theUAE and Ruler of Dubai. A visionary with anessence of genuine charisma that representsthe exception confirming the rule for manyothers, Sheikh Mohammed achievesconsensus within a closely knit group inaccordance with Bedouin tradition and inconsultation with the recently reformed FederalNational Council (FNC) established in 2006 togive Emirati nationals a voice and preparethem for gradual integration into a moreconsultative government process. Pessimistsargue that such autonomous rule cannot work,yet in Dubai it does so - indisputably.Temporary structural glitches notwithstanding,how successful this remains depends largely

Best of Dubai 37

At Camp David, two global leaders share common ground

Father of the Nation, Sheikh Zayed Bin Sultan Al Nahyan, the late President of the UAE, shares a smile with H.H. Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.


on H.H. Sheikh Mohammed bin Rashid AlMaktoum's leadership skills and on efficientimplementation of his policies. Today, DubaiInc. is hot and happening and it's CEO, H.H.Sheikh Mohammed bin Rashid Al Maktoum isits driving force.

Defying cynics, it is impossible to deny thatDubai is a unique environment. Part of aseven-emirate sheikdom located on the Gulf ofOman and the Arabian Gulf, bordering Omanand Saudi Arabia, this high octane city statepeppered with superlative constructionprojects and a population of 1.24 million,coming from 148-odd countries, aims to lure visitors in and keep them voracious formore. Despite the overt trappings of modernityand cosmopolitan panache, Dubai's delicate balance of traditional and modernsystems of governance overseen by SheikhMohammed bin Rashid Al Maktoum, who rulesbenignly but retains absolute power, have ledto enviable amounts of political stability,economic prosperity and easy lifestyles forskilled rather than unskilled labour, attracting expatriate professionals and foreigncorporate investment aplenty. With an annualGDP growth of 9.4 per cent, it's largely thetireless promotion of Dubai's royal leaderspropelling a fast track, imaginative build it-and-they-will-come free enterprise strategy that is leaving its stamp on the United ArabEmirates (UAE), and on the Gulf CooperationCountries (GCC) region overall - in dire need of a workable model of sustainable socioeconomic diversification. Dazzling for itsunbridled ambition, insatiable hunger for being a world leader in whatever it does and

sheer scale of development, Dubai's modelraises the question whether everything it does is likely to resound with similarastounding results.

Sustainability which is considered ofparamount importance, underscores the themeof many government initiatives, but is yet to bea proven benchmark. Paradoxically, it's Dubai'sdwindling oil reserves that have propelled itsfortune. By fostering a shift from a reliance onoil revenues to a free enterprise cluster

economy model, the Maktoums have put theirstamp on every area of life creating a trulyunique environment. In just over threegenerations and within the last fifty years, theyhave raised the profile of this erstwhilebackwater trading and pearling post and wonit global recognition as a hub of prosperity andinnovation that underlies the template of their'Dubai Inc.' company-state model, in which thelines between government and commerce are blurred.

The founding father of Dubai, Sheikh Rashid with two of his four sons ; Sheikh Hamdan (left) and Sheikh Mohammed (right).

Once this frenetic growth settles, just how tenable Dubai's efforts are to become a diversified economic and commercial hub, as well as a melting pot where an indigenous minority retains power, willbecome clearer. In due course, the swiftness of action for which thegovernment is renowned, will ensure that any clouds looming on thehorizon are dispersed. Fundamentally, Dubai and the UAE will find ways to balance national identity with giving the majority of its

population more than a provisional stake in its progress. This couldinvolve demographic transformation within the very nature of Dubai and UAE society. Similarly, with countries across the region and in theIndian sub-continent seeking to carve out niches of their own, Dubai will have to a forge ahead relentlessly in order to maintain a cutting edgein economic sectors such as tourism, retail, education, transportationand finance.

Going forward


Best of Dubai 39

Born on July 22 1949, H.H. Sheikh Mohammed bin Rashid AlMaktoum, Ruler of Dubai and UAE Prime Minister, has since first

assuming office in the mid-1980s been largely responsible for thematerialisation of modern Dubai. Building on his father's vision, SheikhRashid bin Saeed Al Maktoum, who initiated Dubai's socio economicdiversification with projects such as the Dubai Dry Docks, Jebel Ali Portand Dubai Trade Centre (the tallest building in the Middle East at thetime), H.H. Sheikh Mohammed bin Rashid Al Maktoum learnt leadershipfrom watching and listening to his father throughout his lengthy rule; "Aman has two choices, either to be a follower or show initiative, and wegreatly desire to be pioneers" he says.

From launching Emirates Airlines in 1985,today a prime aviation brand that rivalsestablished carriers, to funneling investmentinto iconic construction projects and hostingmega-sporting events, H.H. SheikhMohammed bin Rashid Al Maktoum hasguided Dubai into claiming superlative aftersuperlative. These include the Dubai WorldCup, the world's richest horse racing eventwith an astonishing $21.25 million prize, toestablishing free zone clusters like DubaiInternational Financial Centre, Dubai MediaCity and Dubai Internet City, to accommodatethe hundreds of thousands of expatriate whitecollar workers needed to further economicgrowth.

Utilising savvy marketing to attract attention,tourists and investment, H.H. SheikhMohammed bin Rashid Al Maktoum as CrownPrince, in collaboration with his brothers, thelate Ruler Maktoum bin Rashid Al Maktoumand Sheikh Hamdan bin Rashid Al Maktoumput the notion of 'Destination Dubai' at the topof the emirate's agenda to attract tourists fromacross the globe. Sheikh Mohammed'sinnovative approach to Destination Dubaiincluded the Dubai Shopping Festival (DSF),the multi facetted retail and entertainment experience launched in 1996that has captured the imagination of millions of travellers from the Arabworld and Indian subcontinent who flock annually to Dubai's malls for athree-month shopping extravaganza. "We have a come a long waytowards achieving the objects of an economy independent of oil, indeedwe have exceeded all expectations and predictions," SheikhMohammed explains.

Indeed, he has restructured Dubai's economy so that oil exportsaccount today for only 10 percent of GDP. Dubai will never return tobeing predominantly dependent on oil exports, with the achievement of

this turnaround resting on the soundness of some of the new economicsectors, including real estate, retail and healthcare. Nevertheless today,a healthy level of national debate within the media and government hashighlighted areas of disquiet:

Bankers across the region are concerned that Dubai's overheatedreal estate market could undergo a correction; retail and healthcare thatdepend partially on tourism from regions that are developing similarindustries themselves, could be under pressure. And credit ratingagencies have highlighted the need to ensure transparency, so thatappropriate assessment of how leveraged Dubai is, can be made to

reinforce its sustainability. With an inimitable mix of caution and

courage, since he became ruler of Dubai inJanuary 2006 following the death of SheikhMaktoum bin Rashid Al Maktoum, H.H. SheikhMohammed bin Rashid Al Maktoum haswhole-heartedly adopted and expanded hisfather's vision. "When a man knows the way tothe future, he should take the reins andadvance, for this is our duty towards ourpeople and our nation" he says.

Under H.H.Sheikh Mohammed bin RashidAl Maktoum, Dubai has gained globalrecognition, attracted billions of dollars offoreign direct investment, diversified itsrevenues from oil and positioned itself as aworld and regional hub in sectors such astourism, transportation and finance. Dubai hasbecome synonymous with extraordinaryconstruction projects that visually manifest thecapability and insatiable drive towardsinfrastructural grandeur with projects such asBurj Al Arab, The Palms, Burj Dubai, TheWorld and Dubai Land. Sheikh Mohammedasserts that these projects constitute a mere10 percent of what he envisions for the future."The word 'impossible' is not in leaders'dictionaries. No matter how big the

challenges, strong faith, determination and resolve will overcome them...It does not matter what your title is, it's about what you do" he says.

H.H. Sheikh Mohammed bin Rashid Al Maktoum is also an avidequestrian sportsman, an accomplished poet and a patron of heritageand charity with Endurance horse racing being his personal passion. Hesees globalisation as a way to integrate Dubai in the global economy."We live in a world where the boundaries between countries no longerexist and where there is no substitute for confident nations that aredetermined to take a leading role, to continue to make progress and toparticipate in world affairs," he explains.

Leading with foresight

"Arabs must work together or they will all lose. They must take the initiative... It is people who will shape the future, not machines or capital."

H.H. Sheikh Mohammed bin Rashid Al Maktoum, Ruler of Dubai and UAE Prime Minister

'Mohammed Bin Rashid Al MaktoumFoundation'

An initiative to promote human developmentby investing in education and knowledge-development in the region.www.mbrfoundation.ae

Dubai Cares

Aims to provide global aid for the needy bybuilding and renovating schools and providingfood programmes to some of the poorestcountries in the world. This drive has so farraised $1 billion in donations, half of whichwere contributed by Sheikh Mohammed binRashid Al Maktoum himself.www.dubaicares.ae

Mohammed bin Rashid Establishment forYoung Business Leaders

Developing entrepreneurship among UAEnationals and promoting development andgrowth of small and medium size enterprises.www.sme.ae

Sheikh Mohammed charitable activities include


Princess Haya's progressive views on the role of women and amoderate form of Islam are in line with the relaxed, yet respectful

attitude adopted by Dubai's political leadership. Dubai views womenas an integral part of the workforce and social fabric. H.H. SheikhMohammed bin Rashid Al Maktoum has argued publicly in favour ofthe genders working together to achieve prosperity. Princess Hayasays, "I have closely been watching women in the Emirates, and I amin great admiration of them...I never fail to be amazed at the way inwhich they combine modernity with Arab and Muslim traditions. Igenuinely believe that a UAE woman can serve as an example of amodern Muslim woman, to the rest of the Arab and Muslim worlds.They are proof to me that an Arab woman can be modern withoutfeeling the need to be westernized".

Like her sister-in-law, Queen Rania of Jordan, Princess Hayaseeks to be a role model for what moderate forces envision the

role of women to be in Muslim society and a counterbalance to moreconservative, restrictive approaches. Their success will depend onthe ability of Dubai and the Arab world's ability to achieve economicsuccess defined largely by its ability to ensure a more equitabledistribution of income, focus investment on job creation rather thanshort-term increase of wealth, development of sustainableeconomies and ultimately political liberalisation.

The princess's charitable activities includeEmirates Arthritis FoundationAims to increase awareness and education about arthritis in theregion and improve the quality of life for arthritis sufferers.www.arthritis.ae

Dubai Community Theatre and Arts Centre Houses home grown and international art exhibitions hostsperformances, art classes and plays. www.ductac.org

Right to PlayThe foundation uses sport and play programmes to improve health,develop life skills, and foster peace for children and communities insome of the most disadvantaged areas of the world.www.righttoplay.com

Leading with grace

"Whenever I think of something as a dream, I go for it. Nothing is impossible if you put your mind to it in life.” H.R.H. Princess Haya Bint Al Hussein

40 Best of Dubai

The Al Maktoum family was enriched withthe marriage in 2004 of H.H. Sheikh

Mohammed bin Rashid Al Maktoum to H.R.H.Princess Haya Bint Al Hussein of Jordan. AHashemite who traces her lineage as a directdescendent of Prophet Mohammed, (Peacebe upon Him), H.R.H. Princess Haya Bint AlHussein's CV is impressive. She earned anMA in politics, philosophy and economicsfrom Oxford University, became the first Araband first woman to serve as GoodwillAmbassador for the UN World FoodProgramme, competed as an equestrian inthe 2000 Sydney Olympics and was electedpresident of the World Equestrian Foundation.A champion of enhanced opportunity forwomen, she argues in favour of, "improvingour chances on the legal and socio-economicand political fronts, but we must respect the

women's choices themselves and toencourage those who simply want to liveaccording to their own dreams."

A tireless campaigner for humanitariancauses, H.R.H. Princess Haya Bint Al Husseinhas focused on promoting health, education,youth and sports, both regionally and globally."These issues are of particular importance tous because they form the basis of life anddetermine the quality of life of individuals andcommunities", she says referring to herself aswell as her husband. Her patronages includecharities such as 'Right to Play' 'Child Abuseon the Internet', 'World Sports Awards' and'Olympic Aid'. "Arab women throughouthistory were integral part of society. They wentto war, and rode horses, and stood strongand active behind their men. They wereadmired for their strength and for their ability,not deemed as strange," she says, giving ahistoric cache' to her role.

H.R.H. Princess Haya Bint Al Hussein'sdrive was instilled in her at a young age byher father, the late King Hussein Bin Talal,Jordan's steadfast ruler for much of itsmodern history. Since losing her mother,Queen Alia Al Hussein, at age three in ahelicopter crash, Princess Haya focused onher education, family and sports. Shebecame a world class sportswoman at theage of thirteen, representing Jordan ininternational show jumping events. A passion

for horses established the initial bond withH.H. Sheikh Mohammed bin Rashid AlMaktoum. "That was actually one of the mainissues we shared in common when we firstmet," she recalls. "We soon realised that wealso share a passion for poetry and writing aswell, for Muslim and Arab history and culture,and for preserving and enhancing ourtraditions. Much of both of our work isdedicated to this end." The couple had theirfirst child, H.H. Sheikha Al Jalila bintMohammed Bin Rashid Al Maktoum, onDecember 2, 2007.


Announced this year as Crown Prince ofDubai, Sheikh Hamdan bin Mohammed

bin Rashid Al Maktoum, Sheikh Mohammed'ssecond son, is head of the Dubai ExecutiveCouncil since 2006, supervising public sectorand development strategies. Born in 1982, hebegan schooling in Dubai before moving toBritain where he graduated from the SandhurstMilitary Academy. He also attended courses atthe London School of Economics and theDubai School of Government.

Like father, like son, the Crown Princeprojects himself as a statesman and a leader.He shares his father's love of poetry has asignificant Middle Eastern fan base, many ofwhom regularly attend his poetry-readingsessions. His poems are mainly romantic,patriotic and about his family. Publishing themunder the pseudonym Fazza, regionalmusicians have put the Prince's poetry tomusic. "My title is my poetry and my name is inits meaning" he says.

Covering myriad official positions, SheikhHamdan bin Mohammed bin Rashid AlMaktoum is also the chairman of the Sheikh Mohammed bin RashidEstablishment for Young Business Leaders, chairman of Dubai Bankand president of the Dubai Sports Council as well as the Dubai AutismCentre. He is an avid horse rider and has won the overall NationalEndurance Championship for the 1997-1998 sessions and the GoldMedal for Endurance racing at the Asian Olympic Games in 2006.

An idealist with a will to foster genuine change, Sheikh Hamdan setshis goals to ensure that Dubai's development is sustainable andincorporates a meaningful social conscience. "Today, our economicobjectives and our environmental objectives increasingly reinforce eachother, which will help us safeguard our future for our children andgenerations to come," he says. Still operating in his father's shadow,

Sheikh Hamdan is now beginning to make hisown mark with the devolution of greater levels ofresponsibility. His ascendance marks a shift to ayounger generation in a region where a majorityof the population is under 30 and has few realleaders to look up to.

Following in the footsteps of his father andgrandfather, Sheikh Hamdan has made charity acornerstone of his engagement with his goal ofcreating a 'barrier free society' for people withspecial needs. "People with special needs cancontribute to society as much as anybody else.To build a strong UAE, we need to make surethat all our people have the means to realisetheir potential. We must work to ensure thatpeople with special needs have the support andservices necessary to become productivemembers of society," he concludes.

Sheikh Hamdan's charitable activities includeDubai Autism Centre Aims to successfullyintegrate children with autism into thecommunity through a holistic approach tointervention and therapies, together with

focused efforts to create social awareness about autism.www.dubaiautismcentre.ae

TakamulAn initiative that seeks to integrate people with special needs into thelarger society.www.takamul.gov.ae

Dubai Sports CouncilAims to develop and enhance sports in Dubai, providing youth with aplatform to cultivate their sporting and cultural talents.www.dubaisportscouncil.net

Leading the Future

"Our world's great challenges require great acts." Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and President of the Executive Council of Dubai

Best of Dubai 41

Father and son striving for a better Dubai based on sustainable development and a meaningful social conscience


Falconry is one of the regions' most traditional sports and part of its rich culture with a history dating back formore than 2000 years. The newly-opened AED 16 millionNational Falcon Centre at Nad Al Sheba, designed topreserve the tradition, offers falcons for sale as well asfalconry accessories.

42 Best of Dubai

The Dubai Mall is one of thelargest malls in the world and a shopping andentertainment destination. . It is a shopper's paradise with 1,200 retail outlets, twoanchor department stores, a220-store Gold Souk and morethan 150 food and beverageoutlets spread area totalling12.1 million square feet.Opening late 2008.

www.dubaimall.com

'The World' is one of the mostinnovative and daring projectsDubai has undertaken.Completed on January 102008, it consists of 34 milliontonnes of rock that were usedto construct the 27 kmbreakwater which surroundsthe 300 man-made islands thathave been divided into fourcategories - private homes,estate homes, dream resortsand community islands. Eachisland ranges in size from250,000 to 900,000 squarefeet, with up to 100 metres ofwater between them.

www.theworld.ae

Courtesy Dariush Zandi

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Emiratis, shaped by the need tosurvive in a harsh naturalenvironment have embraced thesocial change that comes witheconomic development. Bypromoting Emiratisation, thegovernment is tacklingunemployment to ensure thatEmiratis develop the experience,skills and knowledge needed in adiversified economy. In a bid tointegrate them into the workforce, Dubai has increased the numberof Emiratis employed by the public sector, particularly in bankingand telecommunications, and is imposing quotas on the privatesector for the employment of Emirati nationals too.

www.emiratisation.org

Established in 2003, The Mohammed BinRashid Establishment for Young BusinessLeaders singles out exceptional youngEmirati entrepreneurs for an annualaward. The programme is a first attempt in the UAE to create a competitiveenvironment among young indigenousand Arab entrepreneurs. It alsorecognizes those who have aided the development ofentrepreneurs in the UAE.

The Federal National Council (FNC) has 40 members who serve inan advisory rather than a legislative capacity: eight from Abu Dhabi,eight from Dubai; six each from Sharjah and Ras Al Khaimah; andfour each from Ajman, Umm Al Quwain and Fujairah. The FNCunder the constitution has to review proposed federal legislationbefore it is enacted.

Dubai has one of the world's highest per capita incomes estimated at$33 000. Oil once the dominating factor in Dubai's economy, todayaccounts for only ten percent of the emirate's GDP. Tourism hasovertaken it as a revenue earner for the emirate with more than fivemillion tourists visiting Dubai in 2007; and the expected number togrow to 15 million by 2010.

The 'Sheikh MohammedCentre for CulturalUnderstanding' raisesawareness of local culture,traditions, customs and Islamerasing barriers betweenpeople of differentnationalities as well asamong non-Emirati residents.It also strives promote cross-cultural understanding,integration andcommunication between thevarious cultures representedamong UAE residents.

www.cultures.ae

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Global debate on the disturbing effects of global warming and unsustainable carbon footprints hasbeen gathering momentum over the last decade, with 'environmental awareness' and 'sustainableliving' emerging as buzzwords that have captured mass popular consciousness. With the DubaiGovernment making sustainable development a priority, is the trend for green living and energyreduction truly being embraced by individuals and companies alike?

The UAE has the highestwater consumption percapita in the world - 150per cent more than theamount used in the US

The UAE pumps out 50tonnes of CO2 percapita every yearcompared to the worldaverage of just four

The ambitious landreclamation projects byNakheel will actually attractmarine life to the areabecause of the increase ofshallow waters

The UAE was recentlyannounced to be the worstcountry in the world forenvironmental impact in the Living Planet Report bythe World Wildlife Fund

From 2007, all new buildings in Dubai need to conform to ecologically aware building principles that need to be certified by MESCD. It is indeed anotable feat that Dubai was the first city in the Middle East and one of the first in the world to implement this eco-friendly method.

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"The establishment of The Middle East Centrefor Sustainable Development is a historic

event, which marks the beginning of a new erain development in the Middle East. PacificControls Systems is committed to making

MCSD the focal point of all future sustainabledevelopment initiatives, which will put Dubai on

the global map in regard to environmentprotection and energy efficient practices."

Dilip Rahulan, Chairman and CEO

Pacific Controls Systems PCS

The Emirates Green Building Council (EGBC)This not-for-profit organisation was formed in2006 with the objective of instilling andadvancing green building principles to ensure sustainability and protecting the local environment.

The objectives are to raise awareness onthe importance of sustainable management ofthe environment, educate by assisting incrafting a Green Curricula for variousacademic institutions and foster collaborationbetween all sectors of the property andconstruction industry, government, academicinstitutions and other stakeholders to transformthe UAE built-environment to be GreenBuilding model.

Early 2008, EGBC proposed green buildingrating system designed explicitly to suit theconstruction methods used in the local marketas well as the environmental conditions facedin the region. Based on the US Green Building Council's (US GBC) Leadership inEnergy and Environmental Design (LEED)system, the modified version is currentlylodged with the US GBC for evaluation and thesystem is expected to be ratified towards theend of 2008.

"The formation of EGBC is considered amilestone and a breakthrough towardscreating and maintaining a sustainable

environment and protecting the ecosystem inthe UAE."

Dr Sadek Owainiti, Chairman, EGBC

Sustainable development is all aboutemploying resources in a manner that meetsthe needs of a population whilst simultaneouslypreserving the natural environment, minimizingwaste, diminishing reliance and consumptionof non-renewable resources and constructinga healthy environment for the present andfuture generations.

In Dubai, there's been a gradual shift by thecity's real estate developers who have startedto acknowledge the significance of adoptingan environmentally-aware approach fornumerous reasons. From a marketingperspective, an energy-efficient structure orhome is bound to attract more potentialinvestors or tenants and thus would be morelucrative in the long run. A while ago,architects had to campaign for energyreduction to be included in the agenda ofdevelopers but now it's already present as part

The underside of Dubai's maniceconomic, infrastructural and

demographic explosion boasting a GDPgrowth rate estimated at $27 billion, is theenvironmental fallout: the UAE producesmore than double the amount of CO2 thanthe US, Dubai has among the highestconsumption of electricity and water perperson in the world and produces morewaste than the whole of the US, with 75per cent of that waste generated byconstruction and demolition. Despite this,there are signs of progress in the emirateand with mounting environmentalawareness the Dubai Government hasprioritised sustainable development with itsproverbial gusto for innovation andbranding savvy.

Announced in 2007, The Dubai

Strategic Plan 2015 places majoremphasis on the prudent use of resourcesto build a solid foundation forming a fertileenvironment for sustained growth. In linewith this template for progress, the MiddleEast Centre for Sustainable Development(MESCD) was established in order toassist developers in obtaining greenbuilding certification similar to the USGreen Building Council's Leadership in Energy and Environmental Design (LEED)rating system.

From 2007, all new buildings in Dubaineed to conform to ecologically awarebuilding principles that need to be certifiedby MESCD. It is indeed a notable feat thatDubai was the first city in the Middle Eastand one of the first in the world toimplement this eco-friendly method.


46 Best of Dubai

of their agenda. Opting for the sustainableconstruction of real estate projects would onlyenhance the value of a developer's assets.

Sustainable buildings are designed to beless dependent on fossil fuels and areequipped to efficiently consume energy andresources thus reducing impact on theenvironment. In Dubai, a few green projectshave recently materialized with this growingawareness. These employ the use of natural light, energy-efficient mechanicalsystems, recycled materials and otherresource-saving devices.

Alongside these new green projects, oldbuildings are also gradually being subject toan internal revamp in order to make them moreefficient in conserving water and energy.

Below are some key green projects thatwere launched ensuring Dubai is at thevanguard of sustained development.

The Mohammed Bin Rashid GardensThe Mohammed Bin Rashid Gardens is awhopping US$54 billion project launched byHH Sheikh Mohammed bin Rashid AlMaktoum, Vice-President and Prime Minister ofthe UAE and Ruler of Dubai. The elaborateproject aspires to strike a balance betweenecological integrity and real estaterequirements and consists of four main clusterswith 73% greenery across the 880 million sq ft project.

The first cluster is the 'House of Wisdom' will include translation houses, a central library, knowledge gardens, internationalorganizations' quarters, internationaluniversities, history and science colleges, a mosque and Sheikh Mohammed's majlis.

The second is the 'House of Humanity',

and will include buildings and quarters for the House of Giving for charity, SheikhMohammed's Humanitarian and CharityEstablishment, UNICEF, the museum of light, the human civilization museum andcharity foundations.

The third is 'House of Nature' and includesfamily parks, themed gardens, Scientific labsspecializing in environmental issues, institutes,and colleges that focus on natural sciences,hotels, recreational clubs, an enormous zoo,flower gardens and alternative medical andherbal clinics.

The project's fourth and final house, the'House of Commerce', will include buildings,towers, trademark agents, higher educationinstitutions in banking and the financialsciences, insurance companies, branches oflarge international companies and Islamic andinternational banks.

"The Gardens Projects serves to provide us with more stimuli to forge ahead with our national project, tailored to provide abalance between urban necessity and

environmental integrity."Dr Abdullah Al Amiri, Chairman of the Emirates

Energy Awards

Blue CommunitiesEarly 2008, one of the world's largest property developers, Nakheel, launched Blue Communities, a major sustainabilityproject aimed at raising awareness of coastal development issues.

The investment will fund research anddevelopment and promote engagement with experts on the issues of sustainabledevelopment, construction, management and

governance of coastal communities around theworld. The company has committed US$54million to this project and also aims to involvenon-government organizations as well as otherstakeholders to take an active role in helpingdevelop this initiative.

"The development of the Blue Communitiesinitiative is premised to provide leadership in

the development of sustainable coastalcommunities, a giant project that will promoteactive engagement involving world countries

and international experts on the issues ofsustainable development, construction,

management and governance of coastalcommunities around the world."

Abdul Rahman Kalantar, Managing Director for Design &

Development, Nakheel

VERDE Towers, Dubai Maritime CityETA Properties launched the two-tower VERDEResidences and Offices in Dubai Maritime City.The US$1.09 billion towers are designed byAdrian Smith and Gordon Gill and are aimed tomaximize natural elements like wind and lighttogether with use of recyclable constructionmaterial and optimum employment of energy-efficient technology and processes.

According to the architects, the energysaved by the project is equivalent to plantingapproximately 600,000 trees or eliminating 680cars off the road and the towers are designedto achieve Gold ratings, as provided by the USGreen Building Council's Leadership in Energyand Environment Design (LEED) programme.In addition, the VERDE Offices and Residentwill have a cooling system using wind turbines,photovoltaic solar hot water, energy efficientlighting equipment and grey water system.

Lapping the shores of the Arabian Gulf, Jumeirah Burj Al Arab the worldÕs first all suites hotel, is a testament of DubaiÕs commitment to innovative architecture


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- EGBC is a member of the 10-nation World GreenBuilding Council Group.

- There are 70 planned UAE buildings now aiming forgreen status.

- The Dubai Municipality will undertake a total of 109landscape and beautification projects worthUS$126.08 million in 2008.

- There will 113 hectares of greenery added to thecity's urban landscape. The objective is to convert 8per cent of the total urban area in the emirate intogreen by 2020.

- The world's first 'green' digital billboard waslaunched by Barco at the PALME Middle EastExhibition in Dubai in May 2008.

- Grand Hyatt Dubai became the first hotel in the UAEto convert its main water heating system from dieseloil-fired to solar powered in a bid to reduce climatechange and running costs. The hotel's waterconsumption dropped by 120,000 gallons a day,

- The 600,000 sq ft Dubai Biotechnology andResearch Park (DuBiotech) won the Design andSustainability Honour Award from the AmericanInstitute of Architects (AIA) New Jersey Chapter in 2007.

- Tecom Investments launched The Energy andEnvironment Park (Enpark) in 2007. This 8 million sqft eco-friendly business park is aimed at promotingsustainable and clean living.

- Its key features include 16 different varieties ofgardens from all across the world, a large outdoorsamphitheatre Health Spa & Resort and Academy for1,000 students.

- The US$ 653.5 million 'Al Barari' project atDubailand is the first eco-friendly sustainable mixed-use development of its kind in the Middle East with16 different varieties of gardens.

Emirates Green Building Councilwww.emiratesgbc.org

Emirates Environmental Groupwww.eeg-uae.org

Enparkwww.enpark.ae

"The name VERDE has its roots in Spanish,which means green. It is rather apt that wehave named our first Green project thus.Besides aiming for a Gold-certified Greenbuilding, VERDE will provide the best ofamenities for both working and living. We are happy to state that this launch

is in line with Dubai Maritime City's vision of sustainable development and to

create a unique environment for the globalmaritime community."

Abid Junaid, Executive Director, ETA Star

Al Maha Desert Resort & SpaLocated near the Hajjar Mountains, the AlMaha Desert Resort & Spa is a luxuriouseco-resort that simultaneously promotesheritage and conserves the environment.This is the first eco-tourism project in theGulf and the single largest conservationarea in the UAE.

This luxurious hideout is part of theDubai Desert Conservation Reserve and isset within 225 sq kms and the resortcomplex covers less than one per cent ofthe site with the rest dedicated toendangered species like Oryx, desertgazelle and desert fox. Additionally therehas been a vast reintroduction ofindigenous desert flora and wildlife. Thisentailed planting of 6,200 local grasses,shrubs and trees across 20 per cent of the resort's area. The sanctuary is alsohome to around 40 resident bird species,250 Oryx that include two species, 15reptilian species and an expanding

population of two types of gazelles; and 15reptilian species.

A portion of the resort's revenue that isgenerated is ploughed into conservation,protecting the natural desert wildlife. Theconservation department has 15 personnelconstantly involved in monitoring animalbreeding patterns, vegetation, rainfallfigures, collecting insects and various data.This information is then relayed to Al Maha'sfield guides or ranger departments whothen inform the guests. Al Mahaincorporates numerous stringently imposedeco-friendly measures including energyconservation and the use of bio-degradableproducts. Particular attention is paid to theconservation of water where the resort'swater, including that used in its swimmingpools and spa, is fully recycled andreturned to its groundwater source throughan exclusive irrigation system.

The US$16.4 million resort has 40 suites and two royal suites and took 20months to complete and is the winner of the World Legacy Award 2004 (National Geographic Traveller andConservation International)

"We have a role to play in ensuring that the positive aspects of

tourism go beyond just contributions to the country, but to include the benefits to

the environment."Sheikh Ahmed Bin Saeed Al Maktoum,

President of Dubai Civil Aviation Authority,

Chairman of Dubai Airports

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Winds of Change

HH Sheikh Mohammed Bin Rashid Al Maktoum, UAE Vice President, PrimeMinister and Ruler of Dubai once said that "Dubai is a City in a hurry". And true tothat, Dubai today sails with the 'Winds of Change'. Be it the changing problems ofthe environment, traffic pollution, congestion, time management, the quality of life,accessibility within the city or the future of urban and suburban developments allof which are being seen as critical issues for the city.

RTA's master plan forthe next 15 yearsprojects an investmentof more than AED 75billion.

Dubai has a carownership rate of 541cars per 1,000population. This figureexceeds that of citieslike New York, Londonand Singapore.

The Dubai Metro will bethe longest of its type inthe world and isdriverless. There aretwo lines being built thatwill have a total of 47stations.

RTA is working withGeneral Motors to starttesting a fleet of ChevroletTahoe and Malibu hybridsfor use as limos and taxisin Dubai.

The Red Line, which is thefirst phase of Dubai Metro,will commence operating forpublic use on 9th September2009 and the Green Line willcommence operations on 21March 2010.

Rashid Bin Saeed Bridge, linking the two sides of Dubai Creek

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Phenomenal growth in Dubai has resulted ina need for improved infrastructure,

especially to move people and goods moreefficiently around the emirate. The Roads andTransport Authority came into existence inNovember 2005 with the vision of providing'safe and smooth transport for all.'

Mr. Mattar Al Tayer Chairman of the Boardand Executive Director of RTA, explains, "Ithink the biggest challenge for the RTA issolving the traffic congestion and the need toimprove traffic safety. RTA is subjected to greatpressures to sort out problems accumulatedover a number of years, in a short time.Therefore we are in a race against time, andI'm sure we will win, thanks to the efforts of ouremployees and the comprehensive plansdeveloped for this end. In order to achieve thebest results in operating roads network andvarious transport systems, we have to apply

the principle of balance and integrationbetween road systems and land & marine masstransit system, and make land & marine transitmodes the ideal mobility option."

The RTA's main focus for the next few yearsis to develop an integrated transport network.This will increase commuting efficiency byencouraging people to use public transport,eliminating traffic jams and saving time. Tocomplement the city's growth commuters mustbe provided with excellent public transportalternatives, as a comprehensive and widely-used public transport system will relievepressure on roads and eliminate logjams. Thiswill help facilitate the future businessrequirements of the city. A lot of time will besaved connecting the main business hubs andit will generate employment for a large numberof people in the region.

The RTA is working hand in hand with theDubai government -in line with the vision ofH.H. Sheikh Mohammed Bin Rashid AlMaktoum, UAE Vice-president and PrimeMinister, and Ruler of Dubai - to help peoplecommute safely and efficiently.

RTA's achievements since establishmentThe RTA has achieved considerable results andsuccess since its establishment at the end of2005 on several fronts, such as:- Stepping up the process of putting out and

implementing tenders of major roads andpublic transport projects. For example thecost of road projects currently underwayexceeds 10 billion dirham. This figureexceeds the total expenditure on roadprojects over the last ten years combined.

- The number of lanes crossing Dubai Creekjumped from 19 lanes at the time ofestablishing the RTA to 49 lanes followingthe opening of the Business Bay Crossing,the Floating Bridge, widening of Al

Maktoum Bridge, and opening of the newAl Garhoud Bridge last March.

- The number of public buses is poised toincrease from 500 buses to 1200 buses by2008 and it will further jump to more than2000 buses fitted with the best and mostsophisticated technologies and higheststandards of security & safety.

- Launch of the Water Bus.- Trial operation of gas-operated abras.- Trial operation of hybrid cars.- Commence construction of more than 1000

air-conditioned bus shelters.- Provide a model of a flexible organization

chart and a system of support & corporategovernance.

- Upgrade the level of efficiency &productivity at all levels.

- Intelligent Traffic System; including:i. Variable Message Signsii. Light signal control systemiii. Parking control systemiv. Rapid deployment motorcycles to tow

faulty vehicles or vehicles involved in minor accidents

In general we believe that the strategyunderlying the establishment of the RTA hasproved to be correct and reflects a sharp vision.

Long -term planningThe RTA has conducted a comprehensive long-range transportation study which includes amaster plan for the next 15 years, resulting inan investment of more than AED 75 billion. Theplan was prepared in collaboration with fiveinternational transport planning consultants.This strategic transportation plan reveals that Dubai needs to spend around AED 44.5billion on expanding and improving its roadnetwork over the next 15 years. Similarexpenditure on improving and expandingDubai's public transportation systems -

Al Safoon Tram, a mass transportation system of excellence.

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including bus, metro, tram, and water transport- will exceed AED 33.5 billion. The totalexpenditure of AED 75 billion equates to anaverage of AED 5 billion per year.

Extensive investment- In the rail sector, trams, monorails and new

metro lines will be introduced. The cost ofmonorail alone is more than AED 15 Billion.The RTA hopes to increase passengernumbers from 5% to 30% in the comingdecade by introducing new legislation todeter car drivers, like car registration,parking fees and road tolls. Currently theRTA is undertaking transportation

infrastructure projects at a cost of morethan AED 20.5 billion. Of this, around AED15.5 billion has been allocated to the DubaiMetro project.

Dubai Metro- The metro project involves currently

building two lines with an overall length of 70 kilometers. Around 60% of the work is completed on the Red Lineand 20% on the Green Line. The system is completely driverless and is thelongest system in the world to becompleted in one phase. To ensureexceptional safety, operational andmaintenance standards, internationalexperts are onboard. The work progress in the Red and GreenLines is going in accordance with theapproved schedule.

- The two lines extend 75 km; 52 km in the Red Line and 23 km in the GreenLine. The total number of stations in the twolines is 47 stations; 29 stations in the RedLine (4 underground stations and 25elevated stations) and 18 stations in theGreen Line (6 underground stations and 12elevated stations).

- The Roads & Transport Authority recently signed an agreement with the

international consultant (Parsons BrunkerHoff) to make the initial designs of thePurple Line of Dubai Metro Project whichlinks Dubai International Airport and Jebel Ali Airport (Dubai World Central)extending 49 Kilometres, with an estimated cost of AED10 billion. This line has a very limited number ofstations and the maximum speed of themetro ranges from 135 to 160 km/h,compared to the average speed of 45 km/hin the Red Line which is currently beingconstructed. The trip between the twoairports takes 40 minutes includingstopover times in stations.

New road projects- Presently more than 7 billion AED has been

invested in road projects. There are plansof increasing the length of road networks to500 kms, building 95 new interchanges,modifying 25 interchanges, constructingdedicated bus lanes and increasingpedestrian walkways. The number of laneson the creek crossings have increased to49 in 2008 and will increase to 87 in 2009and 100 in 2020. These include newcrossings to increase traffic capacityacross Dubai Creek.

- Other projects include widening Sheikh

The new air-conditionedDubai Waterbus will servefive routes along the Creek,offering spacious seatingwith panoramic windows,LCD screens and accessfor special needs.

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Zayed Road to six lanes in each direction,widening Emirates Road to five lanes ineach direction, constructing three arterial roads parallel to Sheikh ZayedRoad, widening Jabal Ali Lehbab Road to four lanes in each direction, and completing and widening the Dubaiouter bypass to four lanes in eachdirection. A new double decking project is in construction at Al Doha Road at a cost of AED 605 million, which will improvetraffic capacity from new developments like Burj Dubai, Dubai Mall, Business Bay and Dubai International FinanceCenter. This bridge will have three lanestowards Jumeirah and five lanes in thereverse direction to accommodate 9,000vehicles every hour.

Focus on public transport- To increase the efficiency of public transport

in Dubai, new taxi and bus services arebeing introduced. Around 500 bus sheltersare under construction and another 500 arein the pipeline. The new Citaro buses will beintroduced consist of 49 articulated and 19single deck versions, representing amilestone in the RTA's transport strategy.These cutting edge wheelchair-enabledvehicles will be fitted with the latest Euro 4emission level engines, bringing Dubai inline with European emission levels. The busservices include five new categories:intercity, inter-emirate, VIP, airport services,and express services.

Focus on public water transport- On the Public Water Transport front, the

marine transport network will increase to210 kms and new modes of water transportwhich include Dubai Water Taxi, DubaiFerries as well as the fleet of current modesof transport like the Dubai Water Bus, Dubaiabra will be increased.

The RTA is introducing various transportationpolicies and plans capable of bringing about a positive change in the attitudes of the users of road networks and transportationsystems. This includes introducing the toll gate systems (Salik) which was implemented as of the 1st July 2007. It also includesreviewing & updating the fees of the publicparking, banning the import and registration ofold vehicles, raising the annual vehicleregistration fees, modifying the requirements ofprivate vehicles registration particularly withregards to the rates applicable to negligencefees, and modifying the regulations governinglicensing of drivers to curb the number oflicenses issued.

In the pipelineRTA is working to complete construction of roadprojects such as interchanges at Sheikh ZayedRoad, Dubai Bypass Road starting from theoutskirts of Sharjah and extending to link up withthe road extending on the outskirts of theemirate of Abu Dhabi, and completion of the AlIttihad Road widening project. RTA will alsoconstruct Sheikh Rashid bin Saeed Bridge;

which consists of 12 lanes and costs aroundthree billion dirham, in addition to constructingmore crossings to link the two banks of theCreek. Among the key projects in the pipeline isDubai Metro Project; the first stage of which willbe operated on 9/9/2009, as well as launching of the Water Taxi and the new public transport buses.

Dubai offers a business-friendly environment.The infrastructure matches if not exceeds thehighest international standards, facilitatingefficiency, quality and service. The absence ofcorporate or income tax, together withcompetitive import duties, and extremelycompetitive labor and energy costs make Dubaiattractive for business.

So much to offer in DubaiThe RTA's vital work is helping Dubai set abenchmark for its transportation services.

According to Mr. Al Tayer, "Like all themodern cities in the region, and indeed theworld, Dubai's transportation needs are growingrapidly to complement the amenities the emirateoffers. These include world class education,recreational facilities like water- and snow-skiing,leisure parks and resorts; hotels like the Burj AlArab, huge malls and last but not least, tax freeincome. This has attracted a burgeoningpopulation of different cultures, the relocation ofinternational businesses and an increase incommercial activities."

Tel: +9714 284 4444www.rta.ae

The giant arch has a height of 205 meters and a length of 667 meters; considered the longest arch-bridge in the world.

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Stay Connected Since its establishment in 1977, Etisalat's increasing regional brand expansion is helpingto put the UAE on the global telecoms map, positioning it as a force to be reckoned with.This progress is being fostered in an increasingly competitive environment whereconsumer loyalty is based on familiarity and not necessarily on cutting edge offerings.Despite the inevitable challenges of pitching the brand against global telecoms giantswhetting their appetites for a slice of the Middle East telecoms pie, Etisalat's indefatigableChairman, Mohammad Hassan Omran is ready to try for the lion size share.

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Etisalat has been thetelecommunicationsservice provider in theUnited Arab Emiratessince 1976.

Over 40 per cent ofEtisalat's workforce isEmirati, anaccomplishment whichsupports the natives ofthe UAE.

In 2008 the corporationpassed the 6,830,000 markin mobile subscriptions inthe UAE alone.

Etisalat international has extended to 16markets covering apopulation of over 800m -63m of whom are Etisalatcustomers

The Etisalat brand generates a distinctive sign of quality and leadership in thetelecommunication world, an achievement that stakeholders of the Corporation haveworked toward and can take pride in.

E-Services

Ebtikar www.ebtikar.aeEmirates Data Clearing House www.edch.aeE-Marine www.emarine.aeE-Academy www.eacademy.aeDirectory Enquiries www.yellowpages.ae

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With telecom mergers and takeovers across theregion, what is the common thread that links thestrategy of your expansion program?Our strategy is based on four pillars. Firstly, we enternew markets to offer services andtelecommunication solutions based on intensivestudies and market research. We rely on ourexperience gained over these years and have toconsider any long-term partnerships. Secondly, weaim to introduce new services that meet the needs ofa specific market and its customers. Thirdly, weshould add significant value and benefits for thecustomers and industry in the markets we areconsidering entering especially in the region as wehave the wealth of know how to tailor make the righttelecom solution to the right market. Finally, we lookfor synergies in culture and markets which will helpreplicate our success in the UAE. We approach ourexpansion, market by market. For each market wehave a different strategy to suit and integrate thecommunication solution with the needs, culture andtraditions of the country.

What USP do you have over other regionalcompetitors? Since the beginning Etisalat has been working in a competitive mindset. We realise that someoneelse would enter the market one day so we have to offer the best service to our customers and we have to be fast in implementing the latest technology and services.

I remember when we were working on a strategy for Etisalat in the early 90s, we knew that two areas would witness growth - mobile anddata. This is why we focused on these areas, without ignoring the others.

If we go back longer, Etisalat was amongst thefirst few operators to introduce mobile services in the

early 80s. In 1982, mobile was known in a fewcountries worldwide. When the Internet appeared,only a few telecommunications operators decided tointroduce internet services. Etisalat was one of these,and we pioneered Internet commercially since thebenefit in developing the communicationsinfrastructure, the economy and meeting customerneeds was evident.

With regards to internet, we have invested inbringing international submarine cables to the UAE.Indeed, most of the submarine cables coming eastto west come through UAE. Our nation has becomean anchor landing point for all these submarinecables. With this number of links we were able tobuild a sophisticated network and providebandwidth offering the best data services.

This history and reputation for innovation as wellas our different ways of physically connectingcountries to the rest of the world is a key advantagefor us in entering new markets as well as incompeting in our home market. As a result, the UAE has been ranked number one in the region interms of Networked Readiness by the WorldEconomic Forum.

How do you think telecommunications will transformthe UAE's profile globally and what role do you thinkEtisalat will have played in this development?Part of Etisalat's commitment to thetelecommunications community and also to thereputation of the nation, includes the establishmentof Etisalat University College. The College trainsengineers in the aim to develop local staff with highqualifications to aid our general needs and theneeds of the telecom sector across the region.Etisalat has also set up Etisalat Academy to trainnew employees and to offer training for companieslocally and internationally.

Best of Dubai 53

Mohammad Hassan Omran,Chairman, Etisalat

"One of our objectives at Etisalat is to help fulfill the potential of our nation and its people. To be a catalyst driving growth, developing a world-class economy and a hub for trade,

tourism and entrepreneurship"


54 Best of Dubai

What lessons are you learning about the bestway to enter other geographic markets youhave pinpointed now that you have a presencein KSA, Egypt, Pakistan and Sudan?We always build a core team from UAE and take them to that country building a team around them from that particularcountry. In KSA, for instance, our agreementwith the regulator is that our staff should be 80% Saudis. Now we have exceeded this percentage. Part of the UAE team has since come back, and part of it moved on to new countries, such as Egypt and Pakistan.

We are also actively building synergies inmarkets which have transient populations. Forexample, we are available in Afghanistan andalso in Pakistan, KSA, Egypt and UAE wherethere are large expatriate communities towhom full solutions can be offered.

What are the critical components of creating asuccessful telecoms group that gives valueand creates value too? Do you think that thismodel can be successfully implemented inevery country?When we decide to enter a new country, wefocus on one specific group oftelecommunication services to offer that willassure the best results. For example in Egypt,our initial plans were for Etisalat Misr to cover40 cities in the first period of operations. Today,we cover over 200 cities and have plans tocover the whole of Egypt in a shorter time thanwhat the license requires.

Furthermore, when we were awarded thesecond mobile phone license in KSA, westarted operations in fewer than 6 months afterwe were granted the license. This was earlierthan the estimated launch date. Today, eventhough we face a fierce competitor, Mobily has

over 8 million subscribers and is consideredone of the fastest growing mobile phoneoperators in the world.

How does Etisalat manage balancing local competition and regulation whilst working towards being a technology leader,keeping shareholders happy and fulfillingtargets and objectives?Etisalat has grown even more during thepresence of competition in the UAE. We

have achieved record profits and thenumber of our mobile phone customers hasexceeded 6 million. With more services and more variety available to the customerthere is more usage. Of late, we haveintroduced several new services; this isbecause of the dynamic market that is alwaysready for more. Therefore our duty is to beincreasingly active in introducing differentservices for different customer needs. This isgood for the market as it benefits the customerand the industry in fostering a healthycompetitive environment.

Our financial results over the last 3 years, incomparison to our latest report for the last sixmonths, show that we have nearly doubled ourprofit growth. In 2005 and in 2004, profit growthwas between 18-19%. Now we are reportingNet Profits of around 33%. This shows there isstill a lot of growth in the market.

These figures show what Etisalat is about.Thanks to its customer focused vision andcommitment to innovate in service provisioning,we are achieving set targets and the financialresults are an indication of the performance ofthe company and our strategy.

Our growth, expansion and financial resultsreflect on Etisalat's position today. I amoptimistic there is enough to go around foreveryone, with what we can see in the huge

development of the economy in the UAE.

What further innovation can be expected fromEtisalat in the medium term?Etisalat is known as an innovative andproactive entity and in order to remain so weneed to move fast in every direction. One ofour aims is to launch services which will allowthe customer to use the mobile phone as apersonal electronic wallet. Increasingly, themobile phone is now the preferredcommunications tool for voice, data, video and media and customers will soon be able to purchase things, transfer money, andcomplete most transactions and manage dailyactivities. We are working closely with manycompanies including banks and exchangecompanies to produce this service atinternational standards. We have alreadyintroduced the mobile payment system forpaying Etisalat bills and recharging andrenewing Wasel prepaid credit, and havedemonstrated in the past technology thatallows customers to use their mobile phone tomake purchases from a vending machine. Verysoon, UAE residents will be able to purchaseand conduct many financial transactions usingtheir mobile phone.

Whilst you maintain a market leader's positionin this environment, what is your integral qualitydifferential should global telecoms leaders begiven access to this highly protected market?Globalisation is unstoppable and will eventuallyconquer any monopolistic residues prevalentworldwide. We welcome this as competition isgood for us, for the consumer and is healthyfor the country too. There is no end to how farwe can reach.

Tel: 101 www.etisalat.ae


News Bulletin

Etisalat highlighted its Corporate Social and Environmental Responsibility and the important projects it supports at the CSR Summit.The company participated in specialised workshops for people with special needs

Etisalat coverage has expanded to 186 countries, providing their customers with a wider roaming network within which they can travel

Etisalat Academy and its eCompetency Centre have concluded the first phase of a competency development program for 15 of theUAE's federal government ministries.

Etisalat signed a Memorandum of Understanding with Khalifa Fund to support the development of small and medium businesses inthe UAE

The company partnered with the global mobility service provider, iPass, enabling Etisalat Internet subscribers to access the Internet atover 60,000 wired and wireless locations in 150 countries around the world

Etisalat became the region's largest Blackberry provider

Etisalat's Mobile TV service could be utilized to watch the Arab Broadcast Forum which was held in May of this year in Abu Dhabi

Etisalat supported the 'Women as Global Leaders' conference, which was held in April of this year

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Desert Dreams Deciphered Overview of DubaiAs the sun slowly sets far across the Arabian Gulf, the curtain rises on a glittering phenomenonthat's making the rest of the world sit up and take notice. It's a phenomenon called Dubai. Fromgrowth levels unprecedented in the annals of modern business to real estate projects that defyconventional wisdom, this curiously multicultural mélange of nearly 200 different nationalities isdancing to its own tune. A fascinating confluence of luxury hotels, old-world souks, beach-sideretreats, stark desert vistas and tax-free living, the Dubai experience is one which appears tohave been crafted solely for the purpose of garnering superlatives.

Tallest worldwide681.7 metres, 160floors completed asof 08/08 surpassingthe Sears, Petronas& Taipai Towers

Biggest worldwideLand reclamation projects: The PalmsJumeirah, Deira & Jebel Ali - One billioncubic metres of rock and sandincreasing Dubai's shoreline by 520kms,topography visible from the moon

Biggest worldwideInternational Airport: Dubai World Central tohandle 120million travellersand over 12 million tons ofcargo annually

Biggest worldwideDubai Mall: 12 million squareft, total internal floor area - 5.9m sq ft, over 1,200 outletswith ice rink, aquarium &indoor theme park

Despite its untrammelled Bedouin past, today one out of every six cranes world wide operates in Dubai. This makes it arguably the city state with the most pronounced'buzz' factor anywhere in the world. Begging for its story to be scripted and given the glitzy Hollywood treatment, be rest assured that the likes of George Clooney andMorgan Freeman will be brought on board to bring the story-boarded characters to life. Because make no mistake, this is a city which simply doesn't believe in doingthings in half-measures. While such a brazen attitude can sometimes lead to inevitable mishaps, it also lays the foundation for a city-wide ethos where ambition,determination and imagination are rewarded beyond most conceivable dreams.

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A Tale of Two CitiesTo understand modern Dubai, you need tocome to grips with its two distinct halves. OldDubai, which sprang forth from the womb of theever-prevalent Creek, is a bustling experiencegraced with plenty of street charm.Encompassing the distinct localities of BurDubai, Karama, Satwa, Deira and Garhoud, thisis the half of Dubai still holding on to the lastvestiges of a more earthy character. Acomforting sense of yesterday sweeps throughits streets, especially in the areas surroundingthe old spice and gold markets. Other highlightsof Old Dubai include the chic little BastakiyaQuarter situated beside Dubai Museum, andSatwa's main thoroughfare - Al Dhiyafah Street -a 24x7 parade of roadside café-goers, honkingcars and vibrant street life. All thingsconsidered, the old snapshot of the city alonereveals enough layers and interestingcharacters to justify the price of admission aftertouching down at Dubai International Airport.

New Dubai meanwhile comprises the vastswathes of townships and mega-scaledevelopments that have sprouted at aprodigious rate past the greater Jumeirah area.Headline-grabbing and gravity-defying, this newurban reinvention is awash in the glow of billionsof Dirhams and celebrity endorsements.Through townships such as The Palm, TheWorld and several other projects dreamt up bythe region's two premier developers - Emaarand Nakheel - you'll find the freehold propertymarket at its frenzied, manic best. Multi-milliondollar deals are daily pars for the course, and

conversations that would appear plain daft inany other part of the world form the bulk ofcommon late brunch discussions. “A piece ofGreece, anyone?”

An Economic AnomalyGrowth levels of close to 20 per cent hint at adesert Emirate that must be doing somethingright. Dubai has etched out a new blueprint foreconomic sustainability - a financially gold-edged roadmap which is being studieddiligently by both its heavily oil-dependentneighbours as well as the global businesscommunity at large. The city's proposition issimple - entice the multinationals and ambitiousentrepreneurs alike through incentives that arehard to resist. Minimal red tape, relativeabsence of bureaucracy, state-of-the-artbusiness enclaves, industry-specific FreeZones, strategically planned trade shows and afierce onus on tourism that channels luxuryhotels and massive marketing campaignstowards guaranteeing a healthy deluge ofactivity. It's a chain of commerce whose wheelsare kept rolling smoothly all year round.

Dubai Media City (DMC) is the perfectexample of the vision at work here. Playinghome to nearly five hundred advertisingagencies and media concerns, thiscommunications enclave has become themedia hub of choice for the entire region.Prompt documentation procedures and swiftlicense approval make it the destination foranyone with a dream. Attracting the likes ofCNN, Showtime and Reuters, DMC's excellent

The key feature of DowntownDubai is the Burj Dubai Tower.

In addition Dubai Mall, theworld’s largest retail hub, is set

to wow the 15 million annualvisitors that are expected to

visit the emirate by 2012



58 Best of Dubai

facilities and relaxed vibe have been crucialfactors in the local media scene's ascensionfrom sleepy regional outpost to globe-straddling communications catalyst.

Artsy AmbitionsCulturally too, Dubai is at the crossroads of anintriguing journey. Theatrical productions, bothhomegrown and imported, have begun playingthemselves out with refreshing regularity over asmattering of city-wide venues. But it's in theart sphere where things have really startedheating up. Mirroring the transformation of NewYork's meat-packing district into the hip suburbof Soho, Dubai's industrial warehouse-litteredAl Quoz area has taken on the guise of theindependent art gallery's venue of choice. Likewith any nascent scene, you'll find yourselfhaving to sift through acres of pretentioushogwash to uncover the one gem. But thejourney is nothing if not interesting. Names likeThird Line, B21, Total Arts and JamJar, alongwith their roster of little-known artists, havebrought a much-needed dose of eclecticvibrancy to the cultural horizon.

Reflective of Dubai's population mix as wellas global art trends, Indian, Persian and Arabicart have been at the forefront of record-breaking auctions held by the likes of Christie'sand Bonham's. The swell of artistic outpouringhas risen to high enough levels to warrant the

city's very own annual art extravaganza - TheDubai Art Fair. For a metropolis perhaps mostwell-known worldwide for its shopping malls,such an art-focused layer to its personality isnothing if not timely.

That's EntertainmentThis most cosmopolitan of Middle-Easterncities throws up a veritable treasure-trove ofnightlife experiences. From the refined to theraucous, from the subdued to the sensual,Dubai surprises you at every conceivable turn.The plethora of night spots, watering-holesswanky clubs regularly attract a swarm ofdenizens who believe in working hard only to play harder. For a glimpse of magic, drop into Madinat Jumeirah - a decadentthrowback to old Arabic architecture housing aswarm of water-gracing eateries andenchanting rooftop bars.

On the music front, a large number oftouring bands and chart-topping artists havebegun putting the city onto their tourschedules, resulting in well-received concertsfrom the likes of Aerosmith, Enrique Iglesiasand Robbie Williams. While the prevailing Top-40 heavy tastes could do with a bit ofrefinement, any live music scene is a welcomeaddition to the usual social calendar. And inthe annual Desert Rock and Dubai JazzFestivals, the city has unearthed two local gigs

that have the potential of creating a majorstorm in the years to come.

Generally SpeakingDespite the flawless veneer, it would be silly to suggest that Dubai is a picture-perfectUtopia with no glitches in sight. Rising inflation levels haven taken living costs toexorbitant levels, rendering many expatriates'aspirations of a comfortable life nothing morethan a pipe-dream. Civic disturbancesresulting from heavy-handed treatment ofimmigrant workers (especially those employedby the construction industry), have to somedegree tarnished the city's pristine image,given it a touch of reality akin to the rest of the world. Like elsewhere in the region, thepress here is allowed only partial freedoms,relegating some of the major dailies to littlemore than official mouth-pieces. The heavily publicised freehold real estate market too is littered with loopholes,unscrupulous agents and irresponsibledevelopers - resulting in thousands of propertyhorror stories that the government is workingtirelessly to bring to accountability.

Sore points notwithstanding, Dubai'spromise as a land of unlimited potential andopportunity still holds true. Crime is virtuallynon-existent, and not too many cities wouldgive you the luxury of walking home byyourself at three in the morning. Thecontradictions on view make for a fascinatingstudy as well. Which other predominantlyMuslim city in the world would beguile you witha heady blend of hedonism and Disneylandsurrealism? Where else could you spend theafternoon skiing down an indoor ski slope onlyto hit the waves and go kite-surfing later in theevening? The world's richest horse race; a 45-day spectacle devoted purely to shopping; anupcoming underwater hotel; a real estatehotbed fancy enough to entice 'The Donald' tolaunch his own boutique tower; desertescapades that redefine the very notion ofluxury; millionaire raffle draws that turn fortunesaround overnight; a brand identity that'sproven irresistibly attractive to such styleluminaries as Armani, Gucci and Versace. Allthis isn't just the stuff of dreams. It's verypossible. It's very Dubai.

"From growth levelsunprecedented

in the annals of modern business to real

estate projects that defyconventional wisdom,

this curiously multiculturalmelange of nearly

200 different nationalities is

dancing to its own tune."


“If there is a construction engineer'sheaven, its closest earthly

representation must be the Gulfemirate of Dubai”.

Financial Times, UK

“More than a shopping stopover or abeach holiday, Dubai is a

phenomenon: a Muslim, Arab societyreinventing itself with all the ethnicdiversity, economic energy, and

architectural ambition of early-20th-century Los Angeles, Manhattan, and

Chicago. Burj Al Arab is the hotelaficionado's Mount Everest”.

Conde Nast Traveller

“Dubai is a peaceful, stable, andmodern city in an otherwise volatile

part of the world. Last year morethan 4 million people stayed in theemirate's 265 hotels, according tothe tourism department. The aim is15 million visitors a year by 2010”.

Bloomberg

“By any standards, Dubai's growthas a holiday destination has been

meteoric. Dubai has emerged as oneof the world's most vibrant holiday

hot spots. Today, ambitiousdevelopments - led by the vast, man-

made Palm Islands - are grabbingthe global limelight. Throw in year-

round sunshine, world-classhospitality and a crime-free

environment, and it's easy to see whyDubai has planted itself soprominently on the world

tourism map”.The Washington Times

“A number of city-states have fuelledtheir economies by promoting

themselves as business and travelhubs. Another destination is applyingthe same model with equal success -

- Dubai. A recent online CNN pollshowed that Dubai is among the topthree cities still the most preferred for

business travel. An intimateconnection between commerce and

government, low taxes forcorporations and expatriates,

and concessions for businesses,mean Dubai is turning into one of

the world's fastest-growingcommercial centres”.

CNN International

“It has the world's only seven-starhotel, five days of rain a year,glorious beaches, fabulous

shopping, and is now the ninth mostpopular weekend break for Britons”.

The Guardian, UK

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Fast Facts DubaiThe UAE is changing because it is opening itself to the modern world. The most vivid example isDubai. Its skyline features some of the wildest architecture this side of Shanghai - fantasy buildings thatseem to float in the air like the sails of an Arab dhow. The city is a place of contrast, a land where theold and the new, traditional and modern, east and west blend seamlessly to produce a fascinating,mysterious, exciting city with a distinct personality of its own. Refreshingly, as opposed to the conflictswirling around it, Dubai is also a tolerant place. There are few areas where the Arabia of old co-existsso well with that of the 21st century. The past 40 years have been a triumph of adaptation for Dubai.

The man-made islands in Dubai are the largest in the world and can be seen from space. In total, three Palms will be made, the palmtree being an important symbol for Dubai, as well as The World where each island will have an estimated cost of $25-30 million.

Dubai Population 1.422 million, thelargest populationcompared to the othersix emirates.

GDP growth AED 198 billion in 2007

Annual inflation Avarage 12%

GovernmentConstitutional Monarchy

Time Zone 4 hours ahead of GMT

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Best of Dubai 61

Capital City Dubai

Area 4,114 sq km

Government Constitutional Monarchy

Population 1.422 million Dubai (2006 figures) has the largest population compared to the othersix emirates.

Time Zone Dubai is 4 hours ahead of GMT

Current GDP growth AED 198 billion in 2007

Inflation 2007 - 10.1% (expected to hit 12% in 2008)

Official languages Arabic is the official language although English is widely used.

Religion Islam is the official religion of Dubai and the United Arab Emirates (UAE) with themajority being Sunni Muslims. Dubai is one of the most liberal places in the Gulf and followers ofother religions (except Judaism) are tolerated. The holy day is Friday with most governmentoffices, companies and schools remaining closed on Friday.

Geography Dubai is located on the Persian Gulf coast of the United Arab Emirates and sharesborders with Abu Dhabi in the south, Sharjah in the northeast, and the Sultanate of Oman in thesoutheast. Hatta, a tiny village of Dubai, is surrounded on three sides by Oman and by theemirates of Ajman in the west and Ras Al Khaimah in the north. Dubai's topography isemphasized by sandy desert consisting mainly of crushed shell and coral. The desert gives wayto the Western Hajar Mountains that run alongside Dubai's border with Oman near Hatta. Devoidof any natural bodies of water, the natural inlet - Dubai Creek, has been dredged to make itdeeper for large vessels to navigate and divides the emirate in two.

Climate Dubai has a subtropical and arid climate with the weather usually hot and often humid.The temperature ranges from a pleasant 10°C (50°F) in winter to over 40°C (104°F) in thedaytime during summer. The mean humidity in Dubai is roughly 60% in the summer. Rainfall inthe emirate is sporadic and light, with rainfall primarily occurring in the first quarter of the year.However, Dubai experienced an unprecedented record rainfall in January 2008 - 105mm of rainin two days (average rainfall for January in Dubai is 15.6mm).

Banks and foreign exchange Dubai has a large network of local and international banks offeringa wide array of commercial and personal banking services. All the banks are controlled by theUAE Central Bank. Banking hours are usually Saturday - Thursday, 8.00am - 2.00pm with somebanks offering services until 8.00pm.

Taxes There is no income tax or corporate tax in Dubai (except for oil producing companies andbranches of foreign banks). However, the main forms of tax are the rent tax by DubaiMunicipality (5%) as well as in-built 10% on food and beverage bills at hotels. In July 2007,Dubai's Road and Transport Authority (RTA) introduced a toll system - Salik - in order to easetraffic congestion. A fee of AED 4 is deducted from a prepaid toll account every time onepasses through the Salik toll zones.

The highly ambitious construction and design projectsflourishing all over Dubai lends a surreal quality to the city.This has been criticised by some who see the vision as toodramatic and overly planned, yet H.H. Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai., sees a wholly positive future for his city.

"Waiting has never been our choice in the past, nor is it in thepresent. We are always striving, anticipating the future andpreparing for it.”

Dubai is a city of growth, yet Emirati tradition still remains aprominent feature with positive efforts to preserve their uniqueculture for the future. This can be seen through thejuxtaposition of architecture design, both old and new, and thetraces of the old fishing village which can be seen in the Souksand bustling life around Bur Dubai.


62 Best of Dubai

Currency The legal tender in Dubai is the UAEdirham (AED or Dhs)

Exchange Rate The Dirham is pegged to the USdollar; One US$=AED 3.67 (30 April 2008)

Country Dialing Code +971 (04)

Internet domain .ae

Credit cards and cash Most retail outlets, hotels andrestaurants accept major credit cards (MasterCard,Visa, Diners Club and American Express). Smallerretail stores are less likely to accept and some evencharge processing fees on transactions. It isadvisable to check before hand. In the third quarterof 2007, all petrol stations across the emirateceased accepting credit or debit cards for payment.

Telecommunications Dubai has a healthytelecommunications industry with two telecomoperators - Etisalat and the new entrant, ‘du’. Bothproviders offer comprehensive services that includelandline, mobile, broadband and pay TV.

Medical facilities There are approximately 20primary health care centres located around Dubai.The Department of Health and Medical Services(DOHMS) offers convenient eServices includingonline health card renewal and online medicalfitness reports. Additionally, Dubai Healthcare Citywas recently established - this is the world's firsthealthcare free zone with two complementarycommunities - the Medical Community and theWellness Community. The Medical Communityoccupies and area of 4.1 million square feet andfocuses on acute care services. The WellnessCommunity covers 19 million square feet andcompletes DHCC's healthcare field by housinghospitals, outpatient clinics, luxury spa resorts, andthe entire spectrum of wellness services.

Alcohol Dubai's licensing laws require that alcoholcan only be served in licenced venues primarilyattached to hotels and private leisure clubs (golfclubs, sports clubs) and associations and where thelegal drinking age is 21. Non-Muslim residents canpurchase alcohol from licenced outlets providedthey have a valid liquor licence. The liquour permit or licence is valid for a year and allows theholder to purchase a certain amount of alcohol per month. Purchases from retailers that do not have official approval are illegal. During the holymonth of Ramadan, sale of alcohol is only permittedafter dusk.

The two major distributors in the emirate areMaritime & Mercantile International (MMI) andAfrican & Eastern NE BVI Ltd (A&E). Liquor licencescan be purchased from either outlet.

Crimes Dubai is renowned for its low crime rate andmany residents regard the emirate as a very safeplace. Although it would be ridiculous to declarethat any city to be absolutely devoid of crimes,these usually occur however on a very small scale.

A major offence is driving under the influence of

With 45 percent of Emiratisless than 15 years of age,the next few years will seeincreasing numbers ofnationals entering the jobmarket. Unemployment ratesamongst the locals are veryhigh, but there are trendsshowing an increase inadolescents who want animproved lifestyle andrecognition within society.Working for them isperceived as presenting ameans of attaining apersonal identity.Courtesy Lilly Bandak


Best of Dubai 63

alcohol. The UAE government have enforced a zero-tolerance policywith random checks occurring more frequently. Driving the morningafter a heavy night of drinking is also risky. In the course of anaccident, regardless of whose fault it is, both parties will be arrested.If any level of alcohol is detected in the blood. The standard penaltyis a month in prison with a fine.

Travelling or consuming illegal narcotics is also a major offence in the emirate. Legislation enacted in January 1996 imposes the death sentence for convicted drug traffickers. SinceJanuary 2006, possession of even trace amounts of illegal drugs has resulted in sentences of four years imprisonment forforeign citizens transiting the emirate and UAE. If caught, the penalty is more stringent with a minimum of four years followed by deportation. The penalty is usually a life sentence and sometimes even death if found guilty of dealing or smugglingillegal substances.

Some drugs normally taken under a doctor's supervision in theother countries (including over-the-counter drugs and medications)are classified as narcotics in the UAE and are illegal to possess. Adoctor's prescription should be carried along with any medicationbrought into the country. An individual may be subject to arrest and prosecution if possession of prescribed medicines (especiallythose containing codeine and similar narcotic-like ingredients) ifbrought to the attention of local authorities.

There are a few other crimes which may incur time in prison ormassive fines although they could be disregarded in some cases. These are

- Purchasing alcohol without a liquor licence- Bouncing cheques

- Public displays of affection (kissing, lewd behaviour)- Unmarried couples living together - Homosexual behaviour- Eating, drinking or smoking in public during Ramadan - Distributing non-Muslim religious material

Traffic accidents In addition to the above, traffic accidents earnnumerous penalties. If someone is fatally injured or killed in the event of an accident, both parties are incarcerated until aninvestigation is completed. Once the party at fault is determined, theverdict varies depending if the offender has consumed alcohol ornot. In most cases, the offender is imprisoned until the blood money(diya) has been paid to the victim's family or if the family pardons the offender.

The Sharia law states that if one causes the death or injury toanother, compensation should be paid to the victim (or his family) inthe form of blood money (diya). The value is determined underSharia law and is intended to both punish and compensate.

Generally, the life of a Muslim is valued higher than a non-Muslim,although the value in the UAE is the same regardless of religion orethnicity and is set at AED200,000 for all males and AED100,000 forall females. The blood money can only be claimed if a criminalprosecution has taken place, and the judge may revise the value.Blood money is not paid if a person kills another while trying todefend himself, his family, his property or other individuals and theirproperty from harm.

Courtesy Monarch Dubai


Chapter 2

HOTELS & HOSPITALITY

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“Core value No.1. Blow away the customer”. Sol Kerzner, Founder, CEO and Chairman, Kerzner International Holdings Limited

Atlantis The Palm Hotel Dubai is the Palm Jumeirah's first landmark property

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Mythical Atlantis

A near perfect replica of its sister property in Nassau, Bahamas, Atlantis The Palm HotelDubai is the Palm Jumeirah's first landmark property. Establishing an iconic resort hotelupon the world's largest land reclamation project is like constructing one fantasy on top ofanother. The reality however, is a thrilling vacation that leaves you greedy for more. With alavishly designed water theme park to accommodate happy splashing families galore, thearchitecture of the 2000-room resort hotel reflects the spirit of Atlantis which spell-bindsguests with a spirit of adventure and quasi fantastical make believe come true…

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The resort is designed based on the mythical lost continent of Atlantis, enriched by with traditional Arabic design themes.

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For an environment like Dubai that hasconcentrated its model of real estate

hospitality development on all that is big, shiny and unabashedly lavish, this one-stopleisure destination with its dizzying range ofrecreational facilities mirrors the spirit of theemirate to perfection. The brain child ofmaverick global hotelier Sol Kerzner, it'ssituated at the apex of the Palm Jumeirah'sCrescent, majestically crowning thedevelopment, an ode to the luxury larger-thanlife lifestyle for which Dubai is renowned.

Once visitors have shopped themselves intooblivion, Atlantis The Palm Hotel Dubai is theultimate choice for those looking for additionalsensory stimulation. Visitors don't need toventure out for recreational alternatives. With its

amalgamation of water themed parks such asthe Ambassador Lagoon with several hundredspecies of marine life, the Lost Chambersfeaturing an archaeological underwater siteand The Dolphin Bay, yet another exciting spotwhere communing with marine mammalsbecomes the highlight of any trip, choice anddiversity reigns supreme.

With two monorail stations linking it to themain stalk of the Palm Jumeirah, reaching theproperty becomes an adventure in itself.

AdventureA water playground of over 18 million litres of water, consisting of extraordinary rides with cascades, tidal waves and rapids, and the Mesopotamian-styled Ziggurat templereaching over 30 metres into the sky andfeaturing seven heart-pumping water slides - two of which catapult riders throughshark-filled lagoons.

The Lost ChambersIn a tribute to the surrounding sea, designersand artists from around the world are creatingthe ultimate resort destination with a stunningarray of sculptures, artwork, hand-paintedmurals, exquisite fountains and waterfalls and innovative design by some of the world'smost renowned designers including DavidRockwell, Adam Tihany, Jeffrey Beers andWilson and Associates.

WellnessThe Spa & Fitness Centre at Atlantis, The Palmcaptures the imagination and curiosity drawingthem into a haven of relaxation and well being.Upon entering the new two storey 1900 squaremetre Spa in the Royal Towers, guests aregreeted by a serene water wall. The earthyhues and streaming water pathway guidesguests on their voyage to tranquility and onto

the 27 treatment rooms where both wet anddry therapies are offered. The Royal Spa suitewith exclusive entrance includes a privatepedestal jetted tub, lounge area and terrace,all large enough to share, whilst the treatmentroom allows for couple therapies. The Spa alsoboasts exhaustive salon services for His andHers mega pampering and beautifying fests

Dining & EntertainmentFrom fine dining to fun and family dining,celebrity chefs to poolside snacks, indoordining to al-fresco - Atlantis has 17 restaurants,bars and lounges to suit every taste. Theworld-renowned Nobu, as well as an authenticParisian Brasserie at Rostang, by two starMichelin Chef Michel Rostang also featuresamongst many more.

RecreationSet within manicured aquatic gardens, theFamily Pool and Royal Pool have viewstowards The Palm. Water sports such aswindsurfing and kayaking can be enjoyed fromthe Atlantis beach.

In a cosmopolitan avenue of retailboutiques, guests can browse some of theworld's most sought-after brands. Stylishrestaurants and an ultra-chic nightclub areinterspersed within these atmosphericboulevards to create a focal point of vibrantretail energy.

For children of every age, fun-filled clubsand programmes designed to engage andexcite abound. Through science and naturegroups, arts and crafts sessions and a marine welfare programme, children areencouraged to learn whilst playing within a fully supervised environment.

Tel: +9714 426 1000www.atlantisthepalm.com

Best of Dubai 67

The resort overlooks the tropical landscape and lapping waters between the central fronds and the crescent of the Palm Jumeirah.

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With the most distinct address inDubai: One Sheikh Zayed Road, the Monarch Dubai features 33 floors of majestic ambience

Catering to all travellers, welcome to a hotel with adedicated business centre: 13 meeting rooms, 2boardrooms, Separate offices; as well as conferencebutlers too. Not to mention its hedonistic spa and 8restaurants and bars.

The Monarch Dubai is the flagship propertyof the Refad Hotels &Resort Group fromKuwait

Royal Hospitality

68 Best of Dubai

The market for bespoke service is soaring in Dubai, as increasingly discerningresidents and visitors alike continue to demand hospitality tailor-made to theirevery need. Flexibility, meticulous attention to detail and above all that personaltouch are the ultimate corner stones of success. Whilst the hotel industry hasbeen quick to adapt to this increasing focus on the guests as individuals withspecific needs, rather than a homogenous clientele to service en masse, one newbrand has made it the basis of their strategy for progress.

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Environmental issues are on everybody's minds these days. At the Monarch, technologies have been employed to save energy, such as sensors turning on corridor lights, as well as purchasing localproduce where possible to reduce carbon-footprint, not to mention butlers asking guests whether they want fresh towels or will re-use the ones they have. This is a hotel where sophisticated luxury meetsunrivalled service, where highly trained staff go that extra inch further and where business can be conducted with ease - with so much included why would you ever need to leave?

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Best of Dubai 69

Real estate dictates aside, even when itcomes to hotels it's always about 'location,

location, location'. With an unbeatableaddress: 1, Sheikh Zayed Road, spelling thekudos that comes with being the numero unoin a row of other five star properties, theMonarch Dubai has a regal presence that ringstruer than its mere name. Standing proudlyopposite the World Trade Centre, boastingdramatic sea views on its north-western side,not to mention a ballroom holding up to 550people, a hedonistic spa and four restaurantsdeveloped to give a kick to even the mostjaded of palates, the Quantoum-room MonarchDubai is a newcomer that has already made amagnificent entry. "We are looking to establisha name not only for the property but also forthe Monarch Dubai brand" explains generalmanager Henning Fries. This is why as startingout with a new brand and a new philosophy, itis so important to get things right."

With a soft launch opening that has gone onfor several months, tantalising pundits keen toexperience their five-star deluxe offering, thepersonalized service unfolds the momentguests arrive at the airport and are escortedaway from the madding crowds by limousineto their rooms, all of which are the amongst themost spacious in Dubai. "We would like to thinkwe have conceptualized something withlongevity that is doing well now and willcontinue to do so tomorrow. This is not likeyour corporate branded hotel which may bespreading throughout the region cookie cutter-like", says Henning, a newcomer to the regionwith extensive global hospitality experience inthe some of the same hotel chains he wishesthe Monarch Dubai to be different from.

From the second you are greeted by yourown butler on call 24/7, it's evident that thestringent 3:1 staff to room ratio is anindulgence that would not be difficult gettingused to. "We are not a volume hotel; we willnever be a volume hotel because of our limitednumber of rooms, but we differentiate

ourselves with the product - which is quitespectacular - as well as with the level ofservice which we have introduced," he adds.And with a value addition such as acomplimentary two-hour meeting room facilityfor impromptu business occasions to help putwork pressures at bay, his claims touniqueness ring true.

Fries adds that the property, owned byKuwaiti Refad Hotels and Resorts, was aimingfor "the very sophisticated, well-travelledclientele with a high expectation of service".Strolling into the grandiose lobby yields anenticing vision of glass and mahogany, whichcertainly lends a majestic air to the entireproperty on 33 floors. Both a business hoteland an urban city leisure enclave, the businessfacilities are world class. With a dedicatedcentre that has 13 meeting rooms, twoboardrooms, an open-plan business area,separate offices and conference butlers, aswell as high-speed wireless Internet and thelatest audio-visual conference aids too, it'sobvious as to why the Monarch Dubai isattracting the hallowed level of clientele andrepeat clients that it does. In his view, this isnecessary. "Whereas other properties have thesupport of a brand which is alreadyestablished, we do not, so we have toestablish the brand first, which makes it all the

more interesting and all the more challengingfor us to come into the competitive market ofDubai with a brand that is quite unknown."

With a second hotel of the newly foundedgroup known as 'The Square' in Dubai MediaCity, Fries is building a team that is servicefocussed, well trained and committed to thehotel. With Teutonic precision, every step of the hospitality experience unfurlsseamlessly. From the dinner at the soon to beopened Empire uber luxe restaurant presidedover by the ebullient Chef Axel, to theIndonesian spa experience to rival Dubai'smore established global players, the MonarchDubai is conquering with its understated class."The trend towards themed or celebrityassociated hotels and partnering up withbrands is an attempt at differentiation and apassing fad" he says, "One that we do not feelthe need to capitulate to." Small touches like'lift-boys' evokes a yearning for service oneseldom sees anymore, as hoteliers becomesslaves to the dreaded 'Return On Investment'strictures. "Our principals take a long term viewon their investments which is a good thing, asgetting it right takes time. Only then it will makemoney for its shareholders", he concludes.

Tel: +971 4 501 8888www.monarchdubai.com

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248 - all suitesRafflesAmrita Spa has7 treatment rooms aswell as an outsidepool, gym, sauna,steam room andJacuzzi

11 meeting spaces withstate-of-the-art audio-visual equipment andwireless technology.

10 km to the public beach

Raffles

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Eschewing the traditional colonial feel of its Singaporean sister property,Raffles Dubai has positioned itself aesthetically several centuries earlier.In keeping with the Egyptian-inspired adjacent mall 'Wafi', the 19-storeyproperty launched in 2007 may not have the historical track record buthas certainly got the 'wow' factor of its counterpart in Singapore. Today,Raffles Dubai has forged a distinguished identity for itself on Dubai'shotel landscape.

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Best of Dubai 71

In a city renowned for its five star hotels,innovative architecture and inimitable

displays of opulence and with a nameassociated with some of the highest ratedhotels across the globe, Raffles Dubai hashigh standards to live up to. However it notonly succeeds in maintaining the brand'sreputation for elegance and bespoke service, but also manages to add that extradose of indulgence.

Opened in November 2007, the 19-storey,100-metre-high pyramidal structure inspired byancient Egyptian architecture occupies a muchcoveted location in the heart of the city; a mereten minute drive from the airport and adjacentto Wafi, one of Dubai's most exclusive lifestylecomplexes. For business people andcompanies lured by this prime position there isa state of the art business centre, eleven largemeeting rooms, a ballroom for 500 guests andaccess to a vast library that includes a vastcollection on the region's history, culture andheritage. The glass capstone which forms thetop three levels of the hotel provides superb360 degree views of the city and houses someof the eleven award winning bars andrestaurants of which Raffles boasts.

Inside, the décor is a sumptuous melding ofthe Middle East with Asian influences and theattention to detail is meticulous, columnscarved with hieroglyphics give the hotel animpressive, yet understated grandeur and thelobby is a stunning expanse of marble withlofty ceilings and water displays. However, oneof the most original features of Raffles Dubai isits one hectare tropical Raffles BotanicalGarden, where guests can wonder throughseveral acres of plants and trees importedfrom Singapore. The garden provides an oasisof tranquillity in the centre of the busy city andhas been themed around the four elements of

life: Earth, Wind, Fire and Water.Raffles Dubai also somehow manages to

always add that unexpected and impressive'extra', for example, take the cooling systemunder the pavement around the pools…It willensure never to burn your feet even thoughit's under the hot sun all day.

For guests seeking ultimate relaxation thereis also the famous RafflesAmrita Spa, which iscomprised of seven luxurious treatment rooms,including a Couple's Suite and an outsideRetreat, located in the Raffles BotanicalGarden, with a myriad of exclusive treatmentsto indulge in and truly make this a spaexperience to remember. The Egyptian Gold facial in particular stands out as aparticularly opulent treat, a face maskcomposed of 24 carat gold that leaves the skin glowing and radiant.

Another secret of Raffles' phenomenal

success and the recognition it has achievedon the international stage is the size anddesign of the Suites. Larger than any other inDubai, they are meticulously crafted to createa luxurious and refined environment - more ofa sanctuary than a hotel room.

Whilst this hotel is certainly a fresh take onthe Raffles brand, certain aspects are still agiven, for example the staff, drawn from 42nations, includes some of the Singaporeanswhose Asian service standards are legendary.This influence is apparent from the calm, quietand efficient service. Between the strikingarchitecture, award winning cuisine andflawless service, Raffles Dubai is sure toremain one of the cities' major landmarks foryears to come.

Tel: + 9714 324 8888 www.dubai.raffles.com

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242 Argentinean, Orientaland Thai

4 The Spa offers a variety oftreatments with highlyprofessional staff

Exquisite views on the Burj

The Palace - The Old Town

72 Best of Dubai

Taking pride of place in the nascent Burj Dubai Downtown district,welcome to The Palace - The Old Town’s initial foray into the five starhospitality league. Redefining quality and service benchmarks in theemirate with a resort hotel in the midst of the city, this 242-roomproperty delights with its idyllic film set architecture and regal service.

The juxtaposition of old versus new has never been an issue in theamorphous urban-scape of Dubai where frenetic change is the only

constant, and where viable parameters of description are 'new, newer andnewest'. The Palace enveloped by The Old Town that launched in October2007 has managed to capture an Arabian setting that harmoniously blendstradition and modernity. With the Burj Dubai close at hand - the world'stallest tower - standing as a proud testament to Dubai's commitment toarchitectural 'vertical explosion', this flagship development by EmaarProperties forms an integral component of Emaar's integrated mega realestate Downtown project.

Built on the edge of a lake, this ambitious blend of the Arabesque and ultra modern, boasts all 242 rooms including 81 suites with balconiesoverlooking the lake or the Old Town Island. Inside, spacious, wellappointed public areas and a level of service fit for a king make its namering true.

The current Belgian GM; Olivier Heuchenne took over in April 2008 after those days when The Old Town Island was surrounded by a forest of

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The Palace, The Old Town is located within Downtown Burj Dubai and has 242 well-appointedguestrooms and suites including the imperial suite with an enchanting Middle Eastern ambience.

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Best of Dubai 73

With its South American culinary authenticity and unbeatable feel good vibes, Asado is a ‘must try’ fine dining eatery in the midst of Dubai’s hippest new district.

yellow cranes, and the property itself was amere shell.

Today, it is the centrepiece of one of theworld's most talked about new districts. It is thetask of the current team, headed byHeuchenne who has senior global hospitalityexperience and a hand-on attitude, to ensurethat Emaar's five star premium property gets itright - for the long term.

Recruiting a multicultural 35 nation staff andtraining them to high standards is alsoimportant as "the human side is vital, you haveto make the staff feel at home and then theywill treat the guests as though they are in theirown home," explains Heuchenne. Thepersonalized service structure of the staffing isdesigned in such a way that "from the momentguests are met at the entrance, to the 24-hourbutler service, ensures that guests needs arefully met and exceeded" he says.

When it comes to good food and greatvibes, a Latino pizzazz is felt on the design ofAsado, the Argentinean restaurant.Reminiscent of a modern 'estancia' with abeautiful indoor-outdoor feel and woodenpanels adding warmth to the stone clad walls,the prime cuts of meat, cooked in traditionalstyle over an open fire of glowing embers, area tasty reminder of what fine meat really tastes like. The selection of wines is alsounique, offering the finest collection ofArgentine beverages in town. Apart from anexhaustive menu charting original optionsranging from Andean river trout, to traditionalArgentine beef, chicken and fish stews, theAsado has already taken on the comfortablefeel of a popular gourmet landmark in theDowntown area rapidly gaining ground fasterthan you can say 'Ole'.

After a fine dining experience the nightbefore and a sumptuous breakfast the morningafter, the best place to disappear to for afurther indulgent experience is The Spa. With acomprehensive treatment menu with a fusiontwist, the separate areas for men and womenthat each boast an oriental bath housecomplete with hammams, monsoon showers,steam rooms, hydro bath and relaxationlounges represent the umpteenth reminder of the properties' sterling luxury credentials.

Another value addition open to resident membership, is the well equipped and spacious fitness centre, important totravelling business people too. With an outdoor swimming pool, this is a business

resort that geared up to cater for the diversesegments seamlessly.

What's going on is already great, but thingscan only get better for The Palace - The OldTown…As the Downtown project matures, thesetting will become even more stunning withwater taxis whisking guests off the Souk alBahar, an Arabian inspired waterside shoppingmarket, and Dubai Mall, one of the world'slargest shopping and entertainmentdestinations. Clearly in a short time, it hasjoined the ranks of the luxury lifestyle thatDubai has become famous for.

Tel: +9714 428 7888www.thepalace-dubai.com

The Palace Suite, sound sleep has never been so comfortable

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Old Town precinct of Downtown

187 Complimentary andavailable in publicareas

3 10 km to the public beach

Definitive Hospitality

74 Best of Dubai

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Southern Sun's first hotel in the region entered Dubai's hotel-scape bypositioning itself as a 'four-star' deluxe property surrounded by five-starbigwigs in one of the cities' hippest new districts, 'Downtown'. Today the AlManzil is giving them all a run for their money, with occupancy rates above themarket prove its runaway success.

Operations were tough when it opened in January2007, as the 197-room contemporary business

hotel with a resort-like feel was in the middle of apractically impenetrable construction site, surroundingthe vertical monolith, otherwise known as 'Burj Dubai'.With the 164 story-tall skyscraper nearing completionby end 2009, the infrastructure linking this bespokeintegrated area replete with homes, souks, offices andhotels is now in place - as is the awareness of AlManzil's existence that caters to both in-boundtravellers and local residents in search of a convenientplace to chill.

Aside from its killer location, great restaurants andappealing price bracket, it is not only the cleanminimalist décor with an understated Arabesque twistthat makes this business hotel the ideal destination formodern business travellers. What you'll find is moreenduring than a fusion of old and new. John de Canha,the ebullient South African Operations Director of AlManzil and Qamardeen Hotels, with over 25 years ofhospitality experience worldwide, sums up the ethosof the brand, which sets it apart as the EQi, not the I.Q.of the staff. He said "It is not about the décor, but thesoul of the business, the heart carries you through tothe finishing line." This is why the over 250 strong team,all have to undergo a rigorous exam to explore their'emotional intelligence' quotient. "As seasoned hotelierswe can mould individual skill sets, what we cannot dois alter personal levels of integrity, morals andcommitment, and this is why our recruitment approachhas propelled Southern Sun to global levels of success and popularity with 80 properties throughoutAfrica, the Indian Ocean and recently into the MiddleEast". Not surprisingly the genuine warmth with whichyou are greeted and treated at every step of the waystands out throughout the entire product delivery. In its first year, the Al Manzil has had a staggering 37per cent repeat business; clearly they must be doing something right.

Even though the Al Manzil is a 4-star property -albeit deluxe version - in an environment desperatelyin need of product segmentation in order toaccommodate the 15 million visitors expected to takeDubai by storm by 2015, John believes that there is still enormous scope for investors to target high end hotels because of the speed at which the sector isgrowing, and the premium rates that can becommanded. As newcomer to Dubai Inc's inimitablestyle of management, he is amazed at the relentlesscoordination by all the different areas of thegovernment to ensure that the infrastructure, from airport capacity, numbers of aircraft, hotel

Boasting 197 rooms, eight junior suites and two special rooms for physically challenged guestsand their carers, the property is an individual expression of the ethos of Burj Dubai; the twinvalues of innovation and tradition: Clean, modern lines contrast pleasingly with the textures andartifacts of ancient Arabia.

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rooms, exhibition areas and a multiplicity of entertainment attractions,all come together.

When it comes to food and beverage,the Al Manzil has given an innovativespin on the typical sports bar concept at'Nezesaussi', a clever name that is amnemonic of New Zealand, South Africaand Australia combined. The food, feeland rugby memorabilia would make anyAntipodean feel well at home, as well asserving as an authentic showpiece forthe most popular fare from those areas.This specialty grill and bar restaurant,with sports entertainment, seats a 120and offers a fantastic variety of twodozen bottled beers and wines fromthese three countries. Says NezesaussiManager, Philip Adamson who openedthe outlet which is now becoming a firmfavourite with residents and hotel guestsalike, "We are keen to create a vibe, butnot at the cost of comfort. That's why weare strict about allowing a maximum of180 people in at any one time. Thisensures that the outlet is throbbing, but not teaming withcrowds that would make dining andconversation difficult".

Aside from all-day dining at theMediterranean restaurant ‘Conservatory’,the open Courtyard restaurant offers alandscaped environment from which tocontemplate the extraordinaryarchitecture of Al Manzil Hotel; theimposing modernity contrasting withminaret like arches by day, the clearnight sky and twinkling Arabic lanternsby night, where aromatic 'hubbly bubbly'

shisha can be enjoyed crowning a touchof Arabic hospitality at the heart of it all.

This four star gem is outstandingvalue for money, particularly whencompared to Dubai's vastly overpricedfive star hotels. Truly at 'the heart of it all'with the perfect combination of modernbusiness facilities, traditional Arabic feeland supreme service - it's twice thewelcome that awaits you.

Tel: + 9714 428 5888 www.almanzilhotel.com

Best of Dubai 75

Living up to its ethos as a four star hotel, the AlManzil boasts traditional architecture withtoday's modern living standards.

The Nezesaussi grill offers traditional meals typical of each country - boerewors sausages,the best tender steaks, lamb as only sampled Down Under. The portions are generous, andthe serving staff can't do enough for you.

Twenty minutes away from the airport, and even closer to beachesand the Dubai World Trade Centre Exhibition Grounds with easyaccess from Sheikh Zayed Road, the Al Manzil is walking distanceto exclusive dining and entertainment of Old Town Island, as well asBurj Dubai Lake Park, Burj Dubai Boulevard and Dubai Mall too.

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76 Best of Dubai

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A revolution in hospitalityCarving a niche for itself among Dubai's 4 star properties because ofits excellent range of services and seriously hip positioning, theQamardeen Hotel accounts for its popularity in myriad ways designedto keep guests coming back for more.

186 Within the Burj Dubairesidential andcommercial complex

Two boardrooms with24 hour availability

10 km to the airport Fitness centre andoutdoor swimming pool

Situated in the upscale Downtown Burj Dubai area, at the foot of the world's tallest tower, and largest shopping mall, Qamardeen combines basic necessities with upscale amenities.

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Best of Dubai 77

Everyone knows that Dubai, one of the most prosperous among theseven Emirates of the UAE, has emerged - like a Sphinx in thedesert - as an attention grabbing tourist destination that is

determined to appeal to the widest cross section of travellers possible.From business travellers and long haul transit passengers with a stopover to enjoy, to shopping, pampering and partying aficionados, millionsof tourists flock to the city to get a feel of this bustling Arabian hub ofcommerce, bling and shopping. Situated in the upscale Downtown BurjDubai area, at the foot of the world's tallest tower, and largest shoppingmall, Qamardeen combines basic necessities with upscale amenities.

For starters, one of the components of its popularity is the 186tastefully decorated rooms. "We have a duty to cater to the diverseneeds of our guests by offering a wide range of rooms, Twin and Queenrooms, Executive and Deluxe suites each having a unique aestheticflavour of their own. After all, nowadays it's not just about having a wellstocked mini bar, or a room with a view - an overall ambience ofunderstated, open plan luxury is what our guests expect", explainsGeneral Manager, John Aritho. "Guests are looking for a stay that isseamless in service with efficient technology, uncluttered spaces and personal touches in the whole experience. This is what our staff do most naturally. We have a truly wonderful bunch of peopleworking here because they love serving people and seeing guestsgenuinely happy.”

Therefore, hotel amenities and services are arranged so as to attain the utmost satisfaction of the guests. Food wise, you can enjoy lip-smacking Mediterranean delicacies in the all-day diningrestaurant of the hotel, known as 'Esca'. With gorgeous hues, intricate wall decorations, as well as evocative poolside dining, any meal - whether buffet or a' la carte, leisurely or snappy - is a cutabove the rest in its category. "The formidable challenge for a four star property under stringent return on investment parameters, is to offer a delicious menu and ensure impeccable product delivery at the right price for all concerned" explains Esca Manager SanjayBhoola. "Gone are the days of white truffles and vintage champagne, but the pleasure of serving fine food with a gourmet twist are still verymuch here".

This is why the 'Antipasti' platter sampled didn't just have ham andcheese, but rather sweet Parma ham, gently marinated artichokes and a'haute cuisine' presentation that did not reflect its reasonable rate. Orwhy the 'Crusted queen prawns' were as succulent and plump as any in

a restaurant charging 40 per cent more. Explains Executive Chef, BerndGeiger, "As professionals in a field that is growing rapidly, we are proudand delighted to be in Dubai which is fast becoming a culinary hot spotand a favoured location for all of us in this field. Therefore only the bestwill do and quality and creativity in my kitchen reigns supreme". Thepoached salmon and Moroccan chicken tagine were respectively aperfect case in point: the first was probably the juiciest steak enjoyed ina long time and the latter was served with the chicken and cous cousseparately - "this is because we have such a mix of diners that we haveto innovate and create dishes suited to their taste buds and ways ofeating" he adds.

Managed by Southern Sun Hotels, Africa’s leading hotel brand,boasts a sister property, the Al Manzil, just down the road, replete with asouk and additional restaurants, is more Arabesque, whilst theQamardeen has a more sedate, but equally appealing vibe. Itscontemporary accommodation, clean minimalist design, with the perfectblend of Arabic and contemporary, is reinforced by its excellent staffwhich is the cornerstone of the properties' success. They have ensuredhigh occupancy rates and 42% repeated business since the 186-room hotel launched in 2006. "We believe in offering genuine service to guests that is based on being intuitive and pre-empting their needs at alltimes", says General Manager, John Aritho. Superlative servicenotwithstanding, this modern hotel with its imposing Arabian façade isalso a winner because it's ideally located in the Burj Dubai commercialand residential complex, seven kilometres from the beach and otherattractions. A complimentary shuttle bus makes regular scheduled runs to Jumeirah Beach Park, the Mall of the Emirates and the Gold and Diamond Park in Al Barsha to make commuting easier for guests.

And last but not least, the heart of any hotel is its lobby that shouldbe a genuine expression of any properties character. Even here, theQamardeen does not disappoint. The lobby lounge is a veritablemeeting place with a buzz and a 24-hour coffee shop that opens ontoan outdoor terrace and is equipped with complimentary wireless Internet access. With a fitness centre and outdoor pool boasting a sunterrace and poolside bar close by, it abounds in everything - except forsteep rates.

Tel: +971 4 428 6888www.qamardeenhotel.com

Space and refinement Choice and taste

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Switch on to sustainabilityIn view of the need for a serious energy conservation strategy beingenacted by Dubai's hotels, products, strategies and services arebeing developed by Phillips in order to assist hospitality groups tolower Co2 emissions in line with Dubai government directives. D.P.Smedema, General Manager, Phillips Middle East, Designation, airshis views on the way forward.H

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Phillips supports a sustainable approach towards the hospitality industry, which includes training technical staff of all majorhotel chains. They are planning workshops together with the Dubai Department of Tourism and Commerce Marketing inNovember 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.

DP Smedema, General Manager, Philips Lighting Middle East

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Best of Dubai 79

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 thefitting or fixture. Commonly used products like incandescent light bulbscan easily be replaced by energy saving lamps, called compactfluorescent lamps with integrated transformer. This replacement will immediately save 80 per cent on energy consumption, reducing the CO2 by 41kg per year per lamp. Philips Ambiance range has beencreated for hospitality and homes, since they save energy without disturbing the ambience in the room. Another popular lamp inhotels is the halogen reflector, or dichroic, which can directly bereplaced by the Philips MASTERLine ES. This switch saves 40 per centon 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 reachedthe next step in energy saving measures:

LED technology... With retrofit lamps like MASTERLED 7W replacing a35W halogen reflector lamp, or 40W incandescent light bulb, significantenergy 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 arearegionally in your overall operations in terms of growth prospects,turnover and market share?For Philips, hospitality is becoming a professional segment with a crossProduct Division approach (Lighting and Consumer lifestyle) withdominantly sustainable solutions. With a leading position in the lightingindustry to increase energy saving, and a high position on the DowJones Sustainability Index, Sustainable solutions are one of Philips corecompetences. With the growing need of energy efficient solutions in this

hospitality segment in the Middle East, it is vital to become a keysupplier of energy efficient lighting and consumer lifestyle solutions inthe region's hotel industry.

Are your clients primarily hotels or other commercial developers? Arethere differences in the ranges of products you supply between onetype of client/segment to another?The hotel segment is a growing professional segment, which we servenext to office, industry, retail and outdoor. Each asks for a differentapproach and different products/solutions. Where road lighting mainlyuses high pressure sodium lamps, offices ask for fluorescent lightingsolutions and fashion shops are moving from halogen towards compactdischarge lamps. What they all have in common is the increasing needfor energy efficient solutions.

In terms product imports of all types, this region is notoriously priceconscious and often capitulates to cheap imports from South East Asiathat may not have the quality benchmarks set by Phillips. How do youcounter unfair competition?Because of limited knowledge and awareness in the Middle Easttowards lighting, it is difficult to recognize and appreciate the difference between one lamp and another. So logically consumerspurchase 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 expensivelighting 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 bysupplying 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 itstrack record of sustainability.

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

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Chapter 3

CASUAL DINING AND F&B

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“The discovery of a new dish does more for thehappiness of mankind than the discovery of a star”.Anthelme Brillat-Savarin, French lawyer, politician and gastronome (1755-1826)

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82 Best of Dubai

The Pizza Company

Pizza lore is rife with tales of wood fired ovens, creamy Mozzarella, plumtomatoes and freshly picked Mediterranean herbs. At the Pizza Company

vision takes on a different tinge as the pizza takes shape in a totally differentincarnation. You blend in exotic flavours, unusual toppings on the good oldgrandma's secret recipe of pizza dough and what have you got? A Thaipizza… Replete with lemongrass flavours wafting across the pizza cutter, theinevitable Thai chillies, coconut scrapings and prawns. "And it's got a Thainame - Tom Yun Kung' pizza", smiles Roshan Bandara, Director of Operations.This is the Pizza Company's signature pizza and a top favourite with customersacross all outlets in Dubai. Apart from the freshest and the best ingredients thatgo into making it, there's a substantial proportion of creativity too. Because thePizza Company staunchly stands by its policy of saying no to processedingredients, it also says yes to innovation and novelty. And that is actually thesecret to this chain's success.

Innovation and tradition go hand in hand at the Pizza Company with its full menu of Italian staples such as fresh pastas, salads and breads to suitevery palate. However, why customers prefer the Pizza Company over othersimilar restaurants is altogether a different matter. It is because the pizza iscustomised to individual tastes. In addition, all pastas are all made in house, so the whole process works towards the end result of a happy customers

Welcome to the Thai pizza, spiked with lemongrass and topped with coconut scrapings and theubiquitous Thai chillies. Who says that mozzarella is the only way to go in the pizza lexicon? At Pizza Company, tradition meets innovation ushering a fresh taste and unique flavours. That's not to say that staple favourites are ignored - they are all there and they are all yummy.

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getting exactly what they want.In the starter menu, it's hard to choose between the delicious

stuffed calamari and lightly fried succulent squid. For strongerflavours you might want to try a platter of spicy chicken wingsand crisp potato wedges. "An unusual spin-off of the fusion menuhas been that diners have imbibed the spirit of adventure andexperimentation. They come in for the traditional Italian foods andend up mixing flavours. The Asian twist to our menu has actuallyeducated customer tastes".

Breaking bread gets a whole new dimension at the PizzaCompany - Especially the variety with turkey and cheese twists.With a light flaky texture and chunks of smoked turkey it isenriched with 100 per cent pure milk mozzarella. That's somecheese with oomph…

The pasta station faces the main entrance of the Al Dhiyafaoutlet and you can pick and choose your ingredients and add orsubtract a few handfuls and watch your dream pasta takingshape right in front of you.

Traditional Italian dishes such as spaghetti with spicy tuna andolive or penne with broccoli and shrimp are light and infused withbursts of refreshing flavours. Or you can opt for the stuffed cannelloni with Parmesan cheesein black pepper and tomato sauce. Better still; try the three-cheese tortellini in pesto and cream sauce.

"The Pizza Company has rolled out some unique flavours suchas the Quatro Fromaggio, the four cheese special, Tropical PrawnPizza or the ultra varied Super Supreme - Diners love them all and the mega sizes too".

DubaiDubai Healthcare CityTel.: +9714 362 4929

Rigga RoadTel.: +9714 229 9391

Al Diyafa StreetTel.: +9714 345 4848

SharjahCrystal Plaza

Tel.: +9716 573 3838

Now OpenJumeirah Beach Residence Dubai

&Khalidiyah Mall Abu Dhabi

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84 Best of Dubai

Black Canyon

If you are a child of the café culture that hastaken hold of the Dubai food-scape then the

Black Canyon Thai Cuisine & CoffeeRestaurant, owned by the Saleh Bin LahejGroup, is the place to be. Their trendy mix ofspicy Thai fusion cuisine along with someoriginal Thai staples epitomizes theinternational integration of this culture inDubai. Coming from its home countryThailand, the chain has 100 locations worldwide of which Dubai can boast of three.

The restaurants are a favourite hangout forgastronomes who like to have their daily fix ofcaffeine along with some tantalizingly spicyfood. "Black Canyon is not a coffee shop butits nouvelle café dining restaurant concepthas caught on very well", commentsMohamed Saleh, Group CEO, Saleh Bin

Lahej Group. The Black Canyon has seamlessly fused

Continental and Oriental styles of cuisine indelicious dishes such as spaghetti with greencurry or fettuccini with seafood and chilipaste. But hard core devotees of Thai foodneed not be disappointed: the fried rice withchicken green curry and rice with spicyseafood and hot basil will convert you into aregular at the Black Canyon. For those of youwatching your waistline, you have fullpermission to gorge on the sinless spicyseafood salad. By popular demand steaksand sandwiches are also on the menu.

Now about the coffee part of the BlackCanyon Thai Cuisine & Coffee restaurant - thewide array of iced, hot and blended coffeesare exciting and refreshing in their taste and

In the brave new world of F&B, remix and fusion rule the roost. At Black Canyon this translates into spicy Thai cuisine in aninternational template washed down by some imaginative beverages.

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presentation. Black Canyon's great selection of teas,juices and smoothies are a good way to neutralise thespicy flavors of Thai cuisine. The lemon frost andwatermelon frost are firm favourites during the hottermonths in Dubai.

What really sets the restaurant apart from thecompetition is the use of fresh herbs, spices and naturalingredients imported direct from Thailand. In addition,the restaurant has a 'no monosodium glutamate' policyon their premises. "Health awareness is high among ourpatrons and they feel good to know of our policy," saysMohamed Saleh. For those with specific foodintolerances or allergies, the restaurant staff is happy tosuggest and rustle up alternatives that could make thecut as the 'real thing'.

With the wide variety of food and beverages on offerit's difficult to know what to choose and what to leave fornext time, especially if you are a beginner in Thai orfusion cuisine. And the 'magazine menus' help to seewhat exactly you will be biting into and helps you arriveat the right menu selection.

The cream and beige interiors set the tone for arelaxed happy time at the restaurant - A perfect foil forthe sizzling food that follows.

DubaiArabian Ranches

Tel: +971 4 360 9981

Dubai Festival CityTel: +971 4 232 6010

Dubai Healthcare CityTel: +971 4 362 4824

Now Open Jumeirah Beach Residence

Dubai

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Macaroni Grill

Want to let your hair down and tuck into wholesome food andgenerous portions? If so, Romano's Macaroni Grill is the placeto go. Ideal for families and anyone with a hearty appetite, thevariety is great and the vibes even greater.

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Phil Romano, the guy who started Romano'sMacaroni Grill chain of restaurants, not only

loved children (crayons and drawing pads on all thetables are a testament to his attentive affection), heloved Tuscan food and he sure loved the idea offeeding the child in each of us. The effusive Italo-American who started the restaurant chain in the USwith the idea of bringing a bite of Tuscany to each ofhis patrons has now moved to this part of the world.Thanks to Emirates international Restaurants LLCmember of Saleh Bin Lahej Group bringing thispremium franchise to the UAE.

The Macaroni Grill is a welcoming place for abreak and a bite. Staff greet with proverbial Italian-inspired cordiality, and by way of introduction writedown their names with the crayons on table. Upsidedown… The chefs on duty add additional Italianflavour to the ambience by bursting into song fromtime to time. It's obvious this is a family restaurantand they want everyone to have loads of fun.

This is evident from their wide ranging menu too.Although the Tuscan breads should be on the 'not tobe missed' list, there's extensive choice on offer inall courses, something to excite every palate -Including a couple of 'slimmer's' choice' too. The

portions, in keeping with the origin of this restaurant chain, are typically American - huge. So, to all 'grazers' that prefer to taste a bit ofeverything rather than just fill up on one dish, opting for dishes 'to share' such as squid,bruschetta and fried Mozzarella is ideal. The maincourse menu is comprehensive enough butwhatever the choice; ensure there are vegetables inthe dish. No kidding…They are fresh, crisply cookedand utterly delicious.

Located at Festival City, Dubai's latest mixed usedestination the family eatery is brightly lit, and unlikeother restaurants, space between tables iscomfortable enough to navigate with prams andtruculent toddlers. In addition, the open plan kitchengives a peak into a spic and span kitchen allowingfor the air to infuse with the fresh aroma of herbs.The 52 cover outdoor seating arrangements arebanquet style, whilst the middle of the restaurant isusually set for parties. Go on, tuck into some Tuscanbread and pasta, Phil Romano style!

Dubai Festival CityTel: +9714 232 6001www.macaronigrill.com

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The brand's red hot logo is a green signal for amazing food,chilled out ambience and oodles of choice in its menu selection.With several outlets throughout the UAE there's no way anyonecan miss a Chili's experience.

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Food brings people together. The desire for good food, lively conversation and

overall togetherness binds people together likenothing else can. Chili's offers the exact ambience to do so with its great American cuisine, relaxed ambience and food that appealsto all palates. With succulent steaks, grilledgoodies and everything else in between, thegenerous super sized American portions are anadditional attraction.

Dubai boats ten outlets, in addition to Al Ain,

Sharjah, Abu Dhabi and Ras Al Khaimah (Total ofsixteen outlets). The franchise is impeccablyorganised and this is reflective of the uniformstandard of quality food, flavours, hygiene andservice. All ingredients except for fresh vegetablesare imported direct from the US - which is why it'sa great place to hang out at especially whenravenous. Gargantuan portions notwithstanding,calorie conscious diners are not overlooked. Chili's 'Guiltless Grill' range, added to the fresh crunchy salads is heavy on

Best of Dubai 89


taste and low on guilt. There's a reason why service across the

outlets is impeccable, with just the right degreeof unobtrusive warmth to make for a homelydining experience. This is because the SalehBin Lahej Group, the operating company,enjoys a "Synergistic relationship with our staff leading to high levels of employee retention",explains Hassan Kamel, Director ofOperations, who has himself been with thecompany for ten years.

Hassan set up Chili's at the Mall of theEmirates in November 2006 and it's been agreat hit since then. With 50 indoors and 110outdoors run to full capacity, this outlet alone

serves up more than 800 covers daily. "Itdoesn't really matter that Dubai has a mix ofseveral nationalities, when it comes toAmerican cuisine, they seem to be united in their love of it," beams Kamel. With traditional fajitas and the melt-in-your-mouthMolten Chocolate cake among customerfavourites, the pricing convenience is alsomuch appreciated.

Welcome to the menu that offers a mindboggling choice in starters, main courses anddesserts. So the 'Triple Play' combo, a hugeplatter of three different starters, seems like agood place to start. For members of the weightwatchers club there is another excellent

alternative - the 'Quesadilla Explosion' salad.The main courses feature everything from fish to fowl - steaks, grilled chicken, beefburgers etc. Indeed, the variety on offer thatconfounds most customers, who seem toconstantly come back for more…and more, but it's the dishes that keep cropping up in table orders are the 'Mushroom JackFajitas', 'Monterey Jack Cheese Chicken' and the Chili's signature dish of 'Grilled Shrimp Alfredo'.

Whether it's with family, friends or solo, if you are looking for an antidote for postshopping blues, a visit to Chili's is the best prescription.


Dubai

Al Garhoud: +9714 282 8484Sheikh Zayed Road: +97140 331 3113

Jumeirah: +9714 344 1300Deira City Centre: +9714 295 9559

Dubai Festival City: +9714 232 6000Health Care City: +97140 362 4820

Green Community: +97140 885 3366Burjuman: +9714 352 2900Al Ghurair: +9714 229 6760

Mall of the Emirates: +9714 341 3355

Now OpenJumeirah Beach Residence Dubai & Khalidiyah Mall Abu Dhabi

Abu DhabiMariah Culture Complex:

+9712 671 6300

Al AinAl Jimi Mall: +9713 763 8020

SharjahSahara Centre: +9716 531 8890

Mega Mall: +9716 574 0020

Ras Al KhaimaChili's Al Manar Mall: +97170 228 8838


BreadTalk

92 Best of Dubai

“BreadTalk is a combination of unique products and sleekdesign catering to a funky lifestyle”, says Osama Salhin,President of Hospitality Division, Saleh Bin Lahej Group.

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BreadTalk, one of Singapore’s leading brands has crossed the seaswith three new branches in Dubai under the Bin Lahej banner - one

in Burjuman, another in Dubai Healthcare City and a third on AirportRoad. With more than 110 different types of breads and pastries there ismore than a little something for everyone.

Osama Salhin, President of Hospitality Division Saleh Bin LahejGroup, defines BreadTalk as a ‘bakery boutique,’ “a combination ofunique products and sleek design catering to a funky lifestyle” this is anapt description and the creamy orange lounge chairs coupled withcolourful wall murals enhance the urban look.

To add to its décor, BreadTalk have quirky glass-fronted kitchens thatallow glimpses of the chefs busy making bread. This punctuates thearoma of the baking goodies and is an utter tease to the appetite. The branch in Dubai Healthcare City has a stainless steel bread bar runningthrough the store, where you can then pile your choices on a tray likeplate and request for your bread to be heated up along with the coffeeyou might have ordered.

On the list of favourites are Rocky Milk- a sweet milky bun, Coffee-o –a flaky bun encrusted with a coffee roof, a curry chicken naan thatdefinitely caters to Dubai’s cosmopolitan culture, a pizza bun and a hottuna turner. These are just a few of the selections on offer. For the morehealth-inclined BreadTalk also boasts a fantastic rye and multigrainbread and a sure favourite is the Californian raisin bread, which has justthe right amount of sweetness and flakiness to make it simply perfect.The best part is that the bread is always fresh, “We never use or sellbread from the night before - this is vital, after all nobody likes stalebread”, Osama Salhin says.

Aimed at families, the BreadTalk branches in Dubai are ‘restaurant-like’ which is specially devised to cater to Dubai’s lifestyle where peoplejust do not grab and go, but instead prefer to laze and munch at thesame time.

Having won awards in the Far East, BreadTalk is set to wow theirMiddle East customers with affordable prices, fabulous service andnaturally delicious treats.

DubaiAirport Road

Tel: +9714 283 0077 / 283 0055

BurjumanTel: +9714 351 5254

Dubai Healthcare CityTel: +9714 362 4818

Now OpenKhalidiyah Mall Abu Dhabi

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Yummm's the word

If it's sundae it has to be Swenson's. Whether it's classic flavours such as Peachy Mango, WildWild Berries, Sticky Chewy Chocolate Double Cream Cookies, Chocolate Peanut Butter Cupand Swiss Orange Chips or exotic tastes, Swensen's Ice Cream offers them all. Several of themin 1-pint tubs! That's because Swensen's believes more is better; like it's patrons.

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Earle Swenson figured that sometimes peoplejust can't get enough of sundaes - Beautiful

Sundaes, Super Sundaes, Outrageous Sundaes,Fantasy Supreme Sundaes and Mega Sundaes.The permutation and combination of flavoursand toppings goes on and on and on. When helaunched his eponymous ice-creams Swensendecided that he would give the world such animmense variety to choose from that they couldhave a different flavour each day for six monthsand not repeat it. Indeed a 180 flavours havebeen offered so far and more are in the pipelineto reach your table. For those of us who preferdeath by chocolate here's something to savour: Chocolate fondue - nine mini scoops todip into a hot and creamy chocolate sauce.

For ice-cream lovers who believe that moreis always better, Swenson's has now launched a1-pint tub in even more exotic and classicflavors such as Peachy Mango, Wild WildBerries, Sticky Chewy Chocolate Double Cream Cookies, Chocolate Double CreamCookies, Chocolate Peanut Butter Cup andSwiss Orange Chips.

Earle Swensen opened his first ice creamstore in San Francisco in 1948. It was based ona template of quality, quantity and value for

money; all served in vibrant, unpretentious,family-friendly environment. When his firstventure became a hit Swensen just replicatedthe template all over the world with the sameexotic flavours of ice creams, Tiffany lamps, redupholstery and music to match at each of the200 Swensen's located today throughout Asia,the Middle East, USA and South America.

Swenson's ice creams were brought to theUAE by Bin Lahej International Restaurants in2005. The first American style ice-cream sodaparlour of Swenson's was launched at theCrystal Plaza on April 22. The second storeopened at the Al Manar Mall, Ras Al Khaimah onMay 30, 2005 and the third in the Health CareCity, Dubai in December, 2005.

DubaiDubai Healthcare City Tel: +971 4 362 4931

SharjahKrystal Plaza Tel: +971 6 579 4840

Ras Al KhaimahAl Manar Mall Tel: +971 7 228 0705

Now Open - Khalidiyah Mall Abu Dhabi

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French ConnectionWith the huge array of eateries in Dubai vying for your custom, deciding on a venue fora family brunch or a welcome lunchtime retreat from the daily grind, can be an dauntingand confusing task. And while new premises seem to appear on a daily basis, the proofof the pudding perhaps still lies in those establishments that have stood the test of time,and whose consistency and reliability keeps the customers coming through the dooragain and again. Such an establishment is French Connection (FC).

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Farida Bahar, Manager, French Connection

“For those that love the café culture or just want a

great meal out with the kids in afriendly atmosphere, we’re always happy to show the

hospitality that has made FrenchConnection one of Dubai’s most

popular venues”.

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First established in 1997, and now with three outletscentrally located on Sheikh Zayed Road, Dubai

Marina and Karama, FC bakery cafés are perfectlypositioned to cater for the city’s major business centresand residential areas.

But despite its prime locations, FC offers a peaceful,calming atmosphere away from the hussle and bustle,while spaciously and tastefully decorated in neutraltones. On visiting the Sheikh Zayed Road outlet, wewere unable to hear any traffic noise, and were treatedto a quiet, comfortable haven where we could relax andsavour our meal. “We aim to provide a warm andfriendly sanctuary from the busy and often hectic lifefound in Dubai,” says Farida Bahar, the Sheikh ZayedRoad outlet’s manager.

The menu is varied and suitable for a variety ofneeds, whether it be a family brunch (the kids will lovethe pizza, crispy fries, and selection of ice cream), all-day breakfast (cooked or continental), taking theweight off with a hot or cold coffee (the mocha frappé isto die for), croissant or fresh pastry selection, or theextensive lunch menu including a wide variety of salads and sandwiches.

Such choice is also reflected in the opening hours –from 7am to 1am daily. All with a smile and attentiveservice that makes for a relaxed and thoroughlyenjoyable experience.

The wide selection of fresh bread and pastries, allfreshly made by FC’s own chefs, is a pleasure to behold– exquisitely arranged behind the counter in all theirmouth-watering splendour. And you won’t bedisappointed. The traditional French specialtyMillefeuille is a case in point, made with a divinecreaminess and layers of ultra light pastry that simplymelt in your mouth, it is a firm favourite with all.

“We also have an outside catering division, deliveringto businesses or private functions such as birthdayparties or wedding cakes made to order,” adds Farida.“We can also meet specific dietary requirements –without eggs or to meet diabetic requirements forexample. In general, our pastries are made with lesssugar, so that they’re not overly sweet, but of course still delicious.”

The outside catering menu is again varied, offeringpastries, croissants, mini sandwiches, vol au vents, plusplatters of cold cuts, fruits or salad. Plus the regularmenu is also available for take away.

For those dining on the premises that just need a bit of time on their own, FC provides a good reading selection as you walk through the door. And for those that want to catch up on a bit of work, “all three branches are WIFI hotspots, which customers can take advantage of at no extra cost,”volunteers Farida.

Originally established from what was identified as agap in the market, FC became what it describes as “thefirst trendy designed bakery café in Dubai.” With thedevelopment of the newer areas of the city such asDubai Marina, it certainly isn’t the last. Time has alsoseen many come and go under the pressures of fiercecompetition – but not so with FC. Built on the reputationof the quality of its food, its friendly service andwelcoming ambience, all the indications are that FC ishere to stay.

Tel: +9714 343 8311www.fcdubai.com

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When and why did you develop the idea toset up Appetite?We recognised how it was impossible to buya delicious high quality sandwich off-the-shelfin Dubai and this gap in the market spurredus on to create the Appetite concept.

What challenges did you meet in setting up the business?It took months to find premises, buteventually we found a location in Qusais. Wetransformed the site ourselves as contractorswere not interested in our small venture; wewere mere small fry to them. Subsequently,we had to find the right suppliers. Our statusas a fledgling new business, requiring small quantities meant this was a challenge for us. We started with just two staff and so we alsowore all hats, making deliveries, buying goods, cooking cleaning and managing theaccounts ourselves.

What is the philosophy behind your brand and food? It's simple - we are dedicated to makingfresh, delicious food. Our work ethic is toconstantly improve our recipes, striving forthe best in all areas. Customers rely on ourconsistency and dedication to quality.

Explain the Dubai snack food and catering markets There is a deficit in high quality, reasonablypriced foods in Dubai and we aim to fill thisgap. Corporate catering is also a rapidlyexpanding market for us. We do notadvertise, we grow via recommendationsfrom one customer to another. We areexpanding our catering department andbelieve it will grow significantly in the nextcouple of years.

With a broad range of nationalities in Dubai,how do you cater for all palates?Catering for all tastes would be difficult in this multi-cultural city. We remain faithful to our food range and our philosophy. Wehave experienced occasions where thepotential money earned has made dealstempting, but we never want to forfeit thequality and care invested in our food for a

Appetite for successChances are that every time you pick up a sandwich or salad from the local supermarket, it will be emblazoned with the distinctive red and white 'Appetite' logo. With a daily production of around 70 different varieties of high quality items and aburgeoning catering business with clients ranging from Embassies, large corporates andmajor supermarkets, the power couple behind the Appetite success typify the genre ofdedicated expatriates establishing themselves in Dubai, where entrepreneurialpossibilities abound. Established in 2005, Appetite is just one of these fledglingcompanies riding on the emirate's growth curve and its seemingly inexorable desire for good food and great variety.

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With top basic ingredients and wholesomerecipes, the taste takes care of itself

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Suzi and Manar have always been passionate about food as both their families worked in the restaurant andcatering industries. Growing up in this environment inspired in them an ardour for food that is still as strong as ever.

mass contract. Retrospectively, these were thecorrect decisions.

With rates of obesity rising in the Middle East, howimportant is healthy food to Appetite? Whatresponsibility does the food industry have towardsaddressing this problem?We create a range of food, encompassing healthy,low fat options as well as the less calorie consciousproducts. We use light mayonnaise and grill ourmeats, but ultimately we believe it is the consumer'sresponsibility to look after their own nutrition andhealth. However, food manufacturers areresponsible for correctly labelling the nutritionalvalues on products so consumers can makeinformed choices. We are working on providing this information for all of our products in the coming months.

As a professional couple, what are the benefits and downfalls of running a business with your spouse?It is important to concentrate on separate areas ofthe business and allow each other to utilise and takeadvantage of different skills. It is sometimes difficultfor us to talk about anything else other thanAppetite, but the fact that we both understand thebusiness can only be a positive factor.

What have you learned from an entrepreneurialpoint of view in Dubai?Dubai is so transient that one should expectanything at any time. Presumption and lack ofattention to detail formulate a recipe for disaster andit is necessary to meticulously check every detailand believe in your product. Owning a businessmeans everything relies on you - for the first year, aday off was simply not possible. We are now braverand receptive to new ideas and thoroughly enjoybeing our own bosses.

What does the future hold for Appetite?The future is exciting. We have been approachedby potential investors and currently, we are keen onthe idea of Appetite retail outlets selling our freshlyhandmade range of sandwiches, salads, meals,desserts and smoothies. The sky and good food are the limit…

Tel: +9714 341 9779www.appetite.ae

Sandwiches have taken on a whole new dimension since Appetite came to town

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Chapter 4

TRAVEL, TOURS & LEISURE

With a wingspan that stretches nearly the length of a football field and is 15 metres wider than any commercial plane in the air today, the Airbus A380 ‘superjumbo’ is the largest civil aircraft ever built. Designed to carry 555 passengers in a three-class arrangement, it has one-third more seating capacity than a Boeing 747. A planned stretched version would carry 656 passengers, and an all-economy-class configuration more than 800 passengers.

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“The future has arrived”.Sheikh Ahmed bin Saeed Al Maktoum, Chairman & Chief Executive, Emirates Airline & Group

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Flying High

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Trav

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sure

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

Combining all the positive elements of commercial travel with the benefits of private jet travel.

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'Time is money' is an oldadage that has found new

relevance in this jet setting age,where people work hard, playeven harder and want to do so incomfort. Clearly therefore, theappeal of private jet travel isundeniable, when it comes toluxury travel it doesn't matter howflat your flat bed is or howluxurious the first class lounge,you still have to deal withinconvenient downside ofcommercial travel. It is notsurprising therefore that thedemands of the discerning andtime-stretched traveller areincreasingly being met by flyingon a private jet.

Combining all the positiveelements of commercial travelwith the benefits of private jettravel, some aviation chartercompanies know how to upgradecomfort into luxury. Royal Jet is acase in point. An executive flightservices company that is a jointownership between the AmiriFlight of Abu Dhabi and AbuDhabi Aviation, welcome to a100% UAE government owned company capable ofoffering customers unparalleledaccess to their large fleet ofprivate aircraft withuncompromising levels of service,safety and payment flexibility.

Royal Jet started operationswith one office and one BBJaircraft based at Abu DhabiInternational Airport in May 2003.Today Royal Jet offices are dottedacross the GCC and new aircraftsare added to the existing fleetroughly every five months. Fromstarting off as a regional player, itis now part of the coterie of topinternational executive air charterservices. Guest confidentiality,smiling customer care and highstandards of safety are only three reasons why Royal Jet's

success has soared high in the skies.

Four distinctive services:

VIP aircraft charterRoyal Jet’s guests clearly comefrom the high profile segment,ranging from dignitaries tobusiness people. The economicboom within the country, andgenerally in the GCC region, has increased the demand forcharter aircraft considerably andthis has resulted in Royal Jettripling its capacity within the first year of its operations. Its own fleet comprises BoeingBusiness Jets (with bedroom),Gulfstreams (G300 and GIV-SP),Lear Jets (L35, 60), AVRO85 inaddition to other managedaircraft. In addition, guests havethe privilege of choosing theirown schedule, destination, in-flight entertainment, on boardcatering, their preferred means ofairport transfers. Attention todetail by Royal Jet ensures thatguests spend their timepampered to the hilt by the crew. With the Royal Jet personalVIP terminal and two privatelounges with direct access to the VIP ramp too, who could askfor more?

Royal Jet Medevac OperationsMedical evacuation, which means flying guests on medicalemergencies is undertaken byRoyal Jet with such alacrity andcare that in the first year ofoperations alone they havecarried out 200 evacuations. Thecrew is especially trained toensure care in flying patients andwith the flight being able to takeoff within three hours of flightconfirmation adds to the promptreaction time. Suited not only forindividuals but also for hospitals,

embassies, medical insuranceproviders and tour operators -anyone can avail of this lifesaving service. All flights arecoordinated and seamlessefficiency adding to the comfortlevels of international patienttransfers. Royal Jet MedevacOperations's team of qualifiedaeromedical doctors isspecialized in critical caremedicine and the nursing staff is trained across neonatal,pediatric and adult clinicaldisciplines. The ultra modern fleetof long range aircraft, extensiverange of critical care airworthyapproved equipment andluxurious interiors make the flightas comfortable as possible evenfor critical patients.

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

Aircraft maintenance, sales andacquisition consultancyTurnkey solutions such as aircraftmaintenance customized to suitthe needs of the customer offersgreat flexibility to individualowners and at the same timeresults in tremendous cost cutting as a professionalcompany like Royal Jet offerseconomies of scale.

Tel: +9712 505 1500www.royaljetgroup.com

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104 Best of Dubai

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Currently Dubai attracts more tourists than the whole of India, and more foreigncapital than most European countries. The tourism sector constitutes an alreadysubstantial 30 per cent of the region's GDP, but following a Dh454 billion investmentthis statistic is set to rise exponentially: H.H. Sheikh Mohammed himself has statedthat by 2015 Dubai should be attracting upwards of 15 million visitors which is atarget that the Emirate is well on track to achieving. One of the oldest and mostreliable travel and tourism organization, not only cresting the wave of this successbut also helping to facilitate it, is the Orient Group, viz. Orient Travel and OrientTours. Just as the region has grown into a travel and tourist hub, so have theyexpanded all over the country, and their dedication to publicizing and promotingDubai cannot be underestimated.

"The authentic Arabian experience belongs to us, so its up to us to be creative at all times and thus ensure sustainable product that has a global appeal".HE Sheikh Faisal Al Qasimi

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This is no surprise when you consider itspristine white beaches, balmy climate and

striking skyline. Dubai and the UAE overall isincreasingly being viewed as a top holiday andbusiness destination for millions around theglobe. However the thriving travel and tourismtrade is now poised to explode into a wholenew league and operators such as OrientTravel are ready to participate in this growth.Established in 1963 by the Late Sheikh KhalidBin Sultan Al Qasimi, a man with a vision ofhow integral the travel sector could prove to thecontinuing prosperity of Dubai, Orient Travelhas since grown from strength to strength.Maintaining the standards of service that thecompany is renowned for is pivotal to theirsuccess; "Our business philosophy is to be aone-stop shop for all travel requirements withspecial emphasis on providing impeccableservice to our clients". Sheikh Faisal quotes.Whether it is inbound or outbound destinations,city breaks or languorous beach vacations,Scandinavia or the Caribbean, Orient travel cancater to your requirements to provide a trulymemorable holiday. They have also introduceda series of industry-shaping innovations,including tailor-made alternative vacationdestinations. Their evolution, they elaborate, "isbeen born from creativity, in tandem with high-end service-oriented delivery and, especiallytoday, innovative and authentic productdevelopment". Because of the size of thecompany and its breadth across the UAE,Orient travel attracts every type of customer,both local Emirates and the expat community.Their wide corporate network brings inbusiness as well as company incentive groups, enabling them to cater to every type of leisure customer. One of the most criticalfactors in Orient travel rise has been theirprofessionalism coupled with consistentlycompetitive prices, and to ensure the smoothrunning and premier service of the companystaff remain key. Highly well trained andempowered with the latest technology, such as'FareStar' which allows representatives tosearch a vast global fare database with faresfrom any country, it is evident that Orient travelconsiders its employees to be extremely

valued assets who help to provide that everimportant "personal touch".

Further expansion is, unsurprisingly, on thecards. The number of Orient offices isincreasing at a rapid pace, with an Abu Dhabibranch which just opened as well as moreoffices in Dubai and the Northern Emirates.Orient Travel has also been appointed GSAs fora number of prestigious airlines recently, whilstsponsorships like the monthly medals at theSharjah Golf Club and Els Club together withregular participation in trade fairs helps toensure that they stay a notch above thecompetitors in the region.

Orient Tours is a sister company of OrientTravel, established 1982 as the first inboundtour company by Sheikh Faisal to present UAEdestination to the west. And due to the amountof business focused on the lucrative inboundsector, however, the fate of Dubai's tourisminitiatives is vital to Orient Tours and theGovernment's promotion of the Emirate as apremier holiday vacation has resulted in asteady increase in the company's growth.

Orient Tours is one of the longest establishedinbound agents in the UAE and was adedicated pioneer of in-bound tourism into the region, aiming to showcase this amazing place and offer a genuine Arabianexperience: "The aim of Orient Tours is toenlighten our visitors about the culture andheritage of the destination, always respectingthe local traditions and customs. The conceptof "cultural exchange" between people in theUAE and from abroad was and has alwaysbeen the driving force behind our products and our dreams."

Dubai's aspirations for the future aremirrored in the ambitions of orient travel andOrient tours, and both seem to be graspingwith both hands the chance for the region tobecome an even greater figure in theinternational tourist industry.

Orient Travels - Tel: +9716 568 7096www.orienttravels.com

Orient Tours - Tel: 800-6789www.orienttours.ae

Best of Dubai 105

Dubai's department of Tourism and Commerce Marketing is constantly active in promoting the emirate as a tourism destination of worldwidesignificance. It mounts regular media and advertising campaigns and is a major presence at regional and international travel markets and fairs.

Sheikh Faisal Al Qassemi, Chairman, Orient Travel & Orient Tours

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Aviation and travel services pioneerTr

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Dnata began operations in Dubai nearly 50 years ago and, considering not many companies inthe UAE can boast that sort of long heritage, it really can claim to have pioneered the Dubai travelindustry. Furthermore, with the exacting standards Dnata sets, it's not surprising the company isconsidered the industry óne to watch’.

106 Best of Dubai

Dnata's commitment to quality was acknowledged with a brace of awards in November 2007 - Leading Travel Management Company in the Middle East, at the14th World Travel Awards and Ground Handling Provider of the Year at the first Aviation Business Awards.

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Dnata, part of the Emirates Group, encompasses several differentoperational arms – Dnata Travel Services, Dnata Airport Operations,

Dnata Cargo and Dnata International - thereby providing a One-Stop-Shop of travel solutions.

Gary Chapman, President of Dnata, said: “Dnata’s strategy movingforward will be to build on the qualities that have made us successful –innovation, investment in staff and technology, a commitment to the bestinternational practices and the ability to adapt to – and anticipate - ourcustomers’ needs.”

"What was once a five-man ground handling service on an airport strip in the desert has evolved into an industry-recognised brand synonymous with quality service and innovation. I am proud tolead Dnata. It is a company with an impressive history, an enviableheritage, a wonderful and highly motivated group of people, and a list of divisions and joint ventures which can handle the needs of every traveller. Dnata is a pioneer in the Middle East travel industry and my team and I am committed to ensuring we continue to provide a benchmark of excellence for other industry players to aspire to."

Dnata Airport Operations is the sole ground handling agent at Dubai International Airport (DIA) and has played a significant role in the development of the airport, which now ranks among theworld’s best. Passenger and cargo traffic at DIA has grown exponentiallyover the years, but Dnata Airport Operations has always been up to the challenge by embracing new procedures and technology. Last year Dnata handled 200,000 aircraft movements, more than 30million passengers, and 1.5 million tonnes of freight for 120 airlines andtheir customers.

The reach of Dnata Airport Operations has been extendedinternationally to encompass operations in 17 cities across sevencountries - Australia, China, Pakistan, Philippines, Singapore,Switzerland and the UAE.

Then there is Dnata Cargo, at the heart of all the cargo action inDubai, with five cargo terminals at DIA and one at Jebel Ali. Continuallyinvesting in equipment, information technology, personnel and training,Dnata’s customer focus and philosophy of innovation has helped secureits position as a leader in the international air cargo handling business.Dnata Cargo now comprises five distinct business units, each offeringhigh quality products, services and solutions, which allow the companyto meet the diverse needs of the more than 100 operators flying in andout of DIA.

Dnata Travel Services encompasses divisions which address everyaspect of the travel industry, including corporate travel management,government travel services, luxury holidays, airline and hotelrepresentation, event marketing and management, group and incentivepackages and marine services, in addition to general retail travelservices. With more than 100 outlets across the region, covering UAE,Kuwait, Saudi Arabia, Oman, Qatar and Afghanistan, Dnata plans tocontinue extending the network. Dnata Travel Services comprises several distinct areas:

- Dnata Travel, the retail side of the business, offers the full range of travel products and services across a network of outletsthroughout the region.

- Dnata Holidays offers tailored luxury holidays to more than 20destinations. The Holiday Lounge by Dnata, offers a relaxing,elegantly sophisticated environment in which to research, discussand book your dream break. This successful concept is being rolledout across the UAE in 2008.

- Dnata Corporate Travel, in conjunction with the Hogg RobinsonGroup, is responsible for corporate travel management, and handlesbookings for many international companies across the region,including Morgan Stanley, Nokia and Barclays.

- Airline Affairs is the General Sales Agency (GSA) for more than 40international carriers and provides an essential link between theairlines and local travel agents. Dnata’s clients range from full serviceairlines, to no frills and business only carriers.

- Government Travel Services, assists with the varied travelrequirements of government organizations by offering efficient,reliable and cost-effective services for both official and leisure travel.

- Dnata World of Events, established in 1996, delivers bespoke solutions for conferences, corporate events,exhibitions, and incentive and motivational programs.

- Dnata Contact Centre is the largest facility dedicated to travel inDubai, operating 24-hours a day, 365 days a year. Professional travelconsultants transact business in 15 languages, backed by state-of-the-art travel systems.

- Dnata Offshore and Marine Services offers a broad range of marineand offshore travel products, including bespoke key account andCRM management systems to support the expeditious movement ofships crew and offshore personnel.

- MMI Travel specialises in corporate, leisure and marine travel, MICEactivities and exclusive airline representation, in Dubai and theNorthern Emirates.

- Gulf Ventures is the first Destination Management Company to be established in Dubai with a network of international salesoffices in the U.K., Germany, the CIS and Australia. Products and services include; incentive travel, general leisure and luxurytravel, day tours, sporting and cultural events packages, andmotivational programmes.

- Luxury Hotels by Dnata offers sales, marketing and PR support to international luxury hotels seeking to raise theirsales revenue and brand presence in the region.

- Luxury Air Travel by Dnata has recently been established torepresent private jet charter operators and offer customised, discreet services to meet the growing demand for luxury, bespoke air travel solutions in the Middle East.

www.dnata.com

Best of Dubai 107

Gary Chapman, President of DnataService with a smile…

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Chapter 5

GOLF & LUXURY LIFESTYLES

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“Golf is a day spent in a round of strenuous idleness”.William Wordsworth, English Poet (1770-1850)

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It is by no means an understatement that from its inception 10 yearsago, Greenline Yacht Interiors has achieved an enviable track record

of success which has earned the company the distinct privilege ofbecoming one of the most sought after names in the super-yacht interioroutfitting arena. Considering that Greenline Yacht Interiors has earned such a unique reputation, it comes as no surprise that the Dubai-based firm has been awarded the interior execution of the largest privately owned yacht in the world, which is a staggering 150+meter vessel with interior design by Terence Disdale that is currentlyunder construction in Germany.

Headquartered in Dubai, with an office in London and a factory inHamburg, Greenline Yacht Interiors prides itself on being the first MiddleEastern company to collaborate with reputed German shipyards.Adding to the success is the collaboration with world renowneddesigners including Terence Disdale, Donald Starkey, Francois Zuretti,and Philippe Starck.

One of the company's key team players is Business DevelopmentManager Lea Badro, who is also the daughter of Greenline GroupFounder, Samir Badro. "The superb quality and workmanship thatGreenline Yacht Interiors is renowned for validated its undeniablepresence amongst European counterparts, who are considered theleaders in super-yacht outfitting," says Lea.

Vice President Colin Addley says “Outfitting super yachts is likeclimbing a steep hill. You start at a slow, sure pace, and buildmomentum until you reach the summit - the reward of which farsurpasses the hard work and the effort of the journey. Greenline Yacht Interiors has reached the 'summit' on several projects to date, and the end results have been exhilarating and rewarding to all involved.

At Greenline, we continually surprise ourselves and our clients byexceeding our own goals and targets. This is exemplified in the fact that today; Greenline Yacht Interiors has established a firm reputation inthe super yacht community, as the largest international super yachtoutfitter in the world.”

Greenline Yacht Interiors has recently opened a 29,000 square meter(300,000 sq. ft.) state-of-the-art facility in Jebel Ali Free Zone toaccomodate newer super yachts, which are getting bigger and bigger.Clients who visit the facility have the opportunity to get a first handviewing of their creative design vision, via real sized versions of thevessel’s interiors, which gives Greenline Yacht Interiors anothercompetitive advantage.

This impressive facility is the largest yacht interior outfitting factory in the world created in order to cater to the booming super-yachtindustry. Actually giving prospective clients the ‘walk through’

Seafaring Splendour

Greenline Yacht Interiors, a main subsidiary of the Dubai-based Greenline Grouphas positioned itself as a key regional and international player in the field of ultraluxurious super-yacht interiors. Supported by a team of over 500 skilled craftsmanand artisans, a high tech engineering body, as well as a dedicated managementteam, Greenline Yacht Interiors (GLYI) transforms the most creative yacht designperspectives into a luxurious reality.

110 Best of Dubai

Greenline Yacht Interiors Headquarters, Jafza

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Vice President, Colin Addley , Greenline Yacht Interiors

Best of Dubai 111

Business Development Manager, Lea Badro, Greenline Yacht Interiors

Lavishly exquisite with a touch of class, M.Y. Apoise 67m.

Wine and dine in style, M.Y. Ashena 45m

experience, where the true-to-life spaces are on display to lend agenuine sense of the interiors on a one-to-one scale prior to the finalinstallation on the vessel.

A meticulous process, the complete execution of a super-yachtinterior ranges between 12-15 months and begins with the developmentand engineering of highly detailed drawings, then the manufacturingphase, and finally the actual installation onto the vessel. Naturally, qualitycontrol is a primary component and essential building block thatGreenline Yacht Interiors undertakes at each of the processes. Inaddition to standard quality control, there are additional industrystandards such as marine classifications that must be adhered to.Furthermore, Greenline Yacht Interiors is equipped to handle thecomplete execution of interiors through the use of their in-house joineryfactory, upholstery department, and metal factory. "The biggestadvantage of having in-house facilities is that you are not dependent ondelivery terms and delivery dates of outside contractors", explains Lea.Greenline Yacht Interiors works closely with the interior designer, the

shipyard, and the client throughout the entire process to ensure the on-time delivery of high-quality interiors.

Representing a sterling example of entrepreneurial initiative,Greenline Yacht Interiors is a company that has been given theopportunity to flourish in Dubai, weaving its own accomplishments into the wider fabric of the emirates diversified socio-economic success. It is the quality of GLYI's work coupled with the positiveinternational image of Dubai's unprecedented growth and the relentlessvision of its role-model leadership that has made Greenline YachtInteriors one of the most sought after interior-outfitting companies in theniche market of super-yacht owners worldwide. Considering thebooming yachting sector in Dubai and the region, Greenline YachtInteriors is looking forward to cresting the waves of success for manyyears to come.

Tel: +9714 886 2244www.glyi.net

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112 Best of Dubai

Troon Golf Middle East, based in Dubai,operates The Montgomerie, Dubai in

Emirates Hills, Abu Dhabi Golf Club, the ElsClub in Dubai Sports City, and Pearl Valley inSouth Africa. Projects under developmentinclude courses at Saadiyat Island (for TDIC,Abu Dhabi), Allegria (Cairo), Durrat (Bahrain)and Agalarov Estates (Moscow).

Mark Chapleski, Area Managing Directorand Vice President of Troon's Middle Eastoperations - himself a golfing industry veteran ofover 20 years, heads a regional managementteam with a vast range of experience: RobinEvans - Director of Construction and Agronomy,Klaas Boon - Operations Manager, and CourseGeneral Managers Ray Metz (Montgomerie),Thomas Rubi (Els Club), Ian Gardener alongwith DJ Flanders, who is the Golf AssetManager from Troon/TDIC (Abu Dhabi Golf Cluband TDIC Golf Division).

Troon courses play host to two of the UAE'spremier golf events. One being, the Abu DhabiChampionship, a European Tour Event, whichcelebrated its third year at Abu Dhabi Golf Clublast January.

Property profileAbu Dhabi Golf ClubAbu Dhabi Golf Club recently voted '2008 Best Golf Club in the Middle East', offers one ofthe region's most luxurious golf resortexperiences. Home to the European Tour PGAAbu Dhabi Golf Championship, this 27-holefacility offers championship-level golf within anoasis of tranquility.

The club's range of amenities include anoutdoor pool, fully equipped gymnasium andfirst-rate squash facilities. In all areas,professional instructors accommodate everyonefrom the golf enthusiast to the fitness fanatic.The club offers dining options from casual tofine dining, plus facilities to host private events.Just 15 minutes from the centre of Abu Dhabi,the stylish clubhouse is a focal point for bothsocial and corporate guests.

The Montgomerie, DubaiOne of the region's most luxurious and desirable golfing destinations and set in theexclusive residential community, Emirates Hills,the quality of The Montgomerie, Dubai course -designed by legendary golfer ColinMontgomerie, remains unparalled.

Club House - Abu Dhabi Golf Club

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With over 200 courses under management or development, Troon Golf is thelargest golf management company in the world today. Troon Golf was founded in1990 by Chairman and CEO, Dana Garmany. Headquartered in Scottsdale,Arizona, the company also has regional offices in Geneva, Dubai, Brisbane andHong Kong. Of the Conde Naste Traveler 'Top 100 Golf Resorts in the World', 11 are Troon Golf properties, which focus solely on the four and five-star markets.

www.troongolf.com

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Best of Dubai 113

The Els Club, Dubai Sports City

7th hole at Montgomerie Club, Dubai

The 21 generously sized boutique guest rooms of the Montgomerie Hotelpersonify minimalist design and contemporary chic. The sumptuous fusioncuisine at Nineteen restaurant - winner of two prestigious media awards in2007 - is prepared by the region's top chefs and served within a chic décor ofnatural colours and an abundance of natural light. The Show Kitchen, therestaurant's centrepiece, allows patrons to witness the chefs putting the finaltouches to the dishes before they make their way to the table. An outdoorterrace offering breathtaking views of the 18th hole allows for al fresco diningduring the cooler months.

The Els ClubSet on undulating slopes of native desert vegetation and designed by Britishand US Open Champion Ernie Els, the Els Club at Dubai Sports City offers agolfing experience that extends far beyond its immaculate fairways andgreens. Stretching 7,538 yards, the course's four sets of tees allow players aselection of games of differing duration. Combining a links style layout withmore classic design, the Els Club is set to be the jewel of Victory Heights atDubai Sport City - the world's first fully integrated athletic metropolis.

The Butch Harmon School of Golf, scheduled to open in October 2008, promises the ultimate in golf tuition, harnessing Harmon's renownedteaching philosophy to each student's own unique style and approach.

"The Els Club will be a world class facility aimed at amateurs, professionals,families and individuals and will set the standard of golf course design in thisregion," says Els. "I am proud to be associated with a project of this magnitude.It is truly unique and there is nothing else like it in the world today. I firmlybelieve that Dubai Sports City will become a global centre for sport and set theagenda for the development of sport on a worldwide scale."

Tel: +971 4 367 1080www.troongolf.com

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Tee Terrific

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Boasting international tournaments, championship standard grass coursesas well as advanced teaching technology in sumptuous environs, Dubai isthe region’s premier golfing destination. With manicured greens sprouting upat breakneck speed, these mixed use developments are also frequented bynon-golfers seeking the ultimate luxury leisure lifestyle.

A view of Golf Course Hole 11, taking sport and an idyllic panorama to another level

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The new Four Seasons Golf Club in Dubai’s Festival City is no exception to the city’s already popular golfingvenues. This world class facility has rapidly acquired the position as Dubai’s favoured location for both local and

international golfers. Built upon the theme of a desert oasis, the par-72, 7,303 yard course was designed by theprominent golf design firm, Robert Trent Jones II and boasts 11 lakes, ponds and cascading waterfalls. Afterplaying a round on its magnificent course, downtime in the club’s spacious locker areas and lounge areas, repletewith Jacuzzi, steam and sauna rooms is de rigueur.

No aspect of the club is neglected and this extends to the dining facilities, which cater for a plethora of palates.The four indoor and outdoor restaurants provide a menu that adheres to the impeccable quality found within theprominent Four Seasons group. Menus can be composed for any occasion and the site is capable of holdingbusiness meetings for 12 people to open-air receptions of up to 1,000. Creative event planners also form an in-house team that can arrange corporate events.

One of the most remarkable features of the Four Seasons Golf Club is its state-of-the-art golf academy whichprovides an unparalleled level of instruction with the region’s most advanced and effective coaching tools.Individual and group coaching sessions are available to all levels where the knowledge of Four Seasonsinternationally trained coaching professionals coupled with extensive practice and instruction facilities can beexpected to greatly increase confidence and develop skill level. Facilities include swing studios, a floodlit drivingrange, chipping area and practice putting green. Even more impressive is that the club houses the region’s onlyTaylorMade Performance Lab and MATT swing analysis and club fitting system, and an indoor Science and Motionputting laboratory (SAM Putt Lab).

The TaylorMade Performance Lab analyses the player’s swing characteristics using the same revolutionaryadvancements in motion capture technology utilised in computer generated movies. Ultimately this system providesvaluable feedback for better understanding the individual’s swing. The SAM Putt Lab utilises ultrasound sensorytechnology and specific mathematical algorithms for precise and detailed information that helps each individualassess their strengths and weaknesses throughout their stroke. With a Four Seasons coaching professionalconstantly at hand for support and guidance, the student can assess the best form of training or the best possibleputter that they should use for their game.

Tel: +9714 601 0101www.fourseasons.com/dubaigolf

Best of Dubai 115

Different hospitality options at Four Seasons Golf, where recreation and conviviality come together

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Roger Ghosn, Marketing Manager

Elegance on wheel

In the rarefied world of to end motors, the UAE offers some of the world’sbiggest market opportunities. And what better example of a luxury brandleader than Al Habtoor Motors – the exclusive distributorship of Bentley,Aston Martin And Bugatti?

"We don't consider the cars that aremanufactured in series' as those

of our competitors," explains RogerGhosn, the company's marketingmanager. "Bentley, Aston Martin andBugatti are completely hand-made cars.We consider them to be unique."

It is often said that a car is the secondlargest investment people make aftertheir house. And while many luxurybrands are seeing a move towards morecompact designs, what you get for yourdollars on the most exclusive brands inthe world, is a combination of luxury andperformance, combined with the moststylish designs on the market today.

For example, "since its creation, AstonMartin has been a sports car with aunique appeal. A deluxe car, entirelyhand-made, but sporty nonetheless,'proposes Ghosn. "Whist Bugatti is wellknown as the most expensive and fastestcar in the world. So if we look at our highend division, I don't think we can talkabout compact luxurious vehicles, butrather about luxurious vehicles andluxurious sporty vehicles."

Al Habtoor Motors is certainly in aposition to offer such exclusivity,particularly with its strong marketpositioning - a portfolio of brand leadersin both the luxury and mass markets.Established in 1983 as the Dubaidistributor for Mitsubishi and Bentley, thecompany soon expanded, adding Fuso(Mitsubishi's commercial division) andmotor sports brand Ralliart, whileexpanding its operations across all seven emirates.

With disposable incomes risingsteadily in the region, a steady growthpattern has continued ever since, mostrecently with the addition of Temsa(luxury buses and coaches) and Bugattiin 2005. Today, the company boatsseven showrooms, 10 service centresand 14 spare parts locations across the UAE.

"Usually, the car itself does not make a big profit margin. Of course weare interested in selling cars, but at thesame time our aim is to keep thecustomer loyal to us and service their

car in our workshop."Owning a car is fantastic. You pay

money and you get something tangible.But after-sales is a service - it's nottangible. How do you evaluate anautomotive dealership, if not in after-sales? Today, whether you buy a car for40,000 or 150,000 dirhams, when yousent it to the workshop, you expect toreceive a warm greeting, a quick service,special attention to your vehicle and asmooth delivery. Also seamless follow upat all times.

With over 12 years in this competitiveindustry, Ghosn explains, "If your car has broken down on the road, you needalso to hear a smile over the phone, avehicle to pick up your car and atransport service to drop you whereveryou want to continue."

Staff training is geared towardsdeveloping what the company describesas LTV - lifetime value customers.Through its extensive client database,customers are invited to upcomingevents and launches. Luxury car ownerscan drop their car into any service centrein any Emirate. On completion of theservice, they can have their car deliveredto their home at no extra cost. They alsohave access to a 24-hour hotline in casehigh net worth drivers find themselves ina four-wheel fix.

With the Habtoor Motors operationsfocussing on excellence in every sphere,even company employees are trained toraise customer awareness on importantsafety issues, such as the dangers ofusing counterfeit spare parts andaccessories - an endemic realityworldwide, which results in poorperformance and impinges on any car's value.

For the future too, after sales prowessremains at the core of the company'sgrowth strategy. "We are planning toexpand more, not only in sales but alsoin services." States Ghosn. "We have oneof the biggest workshops in the GCC, inwhich we can service more than 400cars a day.

"Now we are building two new servicecentres - one dedicated only for luxurious

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Best of Dubai 117

Bentley Brooklands

Bentley Flying Spur GT

Aston Martin V8 Vantage

Bugatti Veyron

brands and one for mass market cars. We are also working on enhancing ourperformance, and to help and assist our people. We are also on a continuouslevel of appraisal and assessment of all our departments."

Look forward also to some additions to the Al Habtoor Motors brandportfolio in 2008, hints Ghosn. While details of the new brands are under wrapsfor the time being, they will be in both the mass market and luxurious or highend division. For those interested, watch this space.

Tel: +9714 269 1110www.alhabtoor-motors.com

Bentley Flying Spur GT

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Speeding Splendour

118 Best of Dubai

The House of Cars has grown into a renowned pre-owned prestige car, motor andafter sales dealership since its inception less than ten years ago. With exclusiveseven star warranties and bespoke service, it is no wonder that the showroom hasthe enviable reputation of being one of the best in the business.

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Bertie Amritanand, CEOHouse of Cars

Some of the best ideas are those that are tried and tested. If those ideas havewheels, even better, and that is exactly what this premium pre-owned car

dealership, with several luxury automobile marquees, has to offer. The House of Cars Group (HOC) was founded in 1998 and has developed into

a dynamic and reputed pre-owned, prestige car and motor dealership in Dubai.With their independent Porsche and BMW service centre they have hiked up theircustomer service quotient year by year. With an 80 service staff complement thatis diligently trained to provide quality service that spells value for money, this hasbeen achieved thanks to accelerating sales that have kept ahead of theincreasingly high overheads.

The unique aspect of the House of Cars is that: “We go the extra mile when itcomes to sales and service. We offer the best after sales available, not onlybecause of our own showroom's 'Seven Star' warranty, but also because of thehighly trained technicians that execute jobs in state of the art conditions. Ourbody shop is second to none, we carry out repairs on prestige marquees and ourpaint work is excellent too” says Bertie Amritanand, CEO, House of Cars.

Keeping in mind the hot and humid climatic conditions of Dubai, in housemechanics employ a well-researched process to offer protection to the vehicle'spaintwork and to ensure that it retains the pristine appearance for years to come.

In addition, he explains, “We facilitate auto loans with a simple documentationprocess and speed of implementation. With flexible terms and special customerprivileges, we really know how to make the whole buying process easy and funfor the customer”.

Like most metros in boom time, Dubai has an aspiring population. Pre-owned prestige cars fulfill an innate desire to own and drive some of the best names in the automobile business. However, Amritanand notes that theDubai clientele is more demanding in that they like to personalise their cars. “To them their car is an extension of their self image and they are willing to go to great lengths to accessorize the cars with the latest tech gadgets and body kits. Fortunately for them we indulge them wholeheartedly in procuring and fitting out what they desire in exactly the way they want it”. It could mean a music system or racy headlights or even an avant garde colour scheme. The high net worth clients’ desires and satisfaction is the driving force of our after sales’ facilities. It is practically like a signature style for the young aspiring owners.

Looks and luxury notwithstanding, clients also expect the best safety andsecurity systems too. What about opting for green cars? “Well, newer models ofalmost all marquees have higher fuel efficiency standards and are more eco-friendly. But growing awareness and availability of green cars under luxurymarquees will certainly create a demand”, Amritanand feels.

As independent sales and after sales dealership he is able to source andinstall products from all over the world to maintain and enhance the performanceand appearance of customers’ vehicles. In fact HOC is fiercely protective of itsindependent status as it is free to maintain a cutting edge lead by not beingrestricted to any single company for marquees or products.

The company is constantly upgrading equipment and sourcing highly trainedand skilled technicians to keep pace with modern day technology. It is thiscommitment that enables HOC to provide customer satisfaction and retaincustomer loyalty.

Tel: +9714 343 5060www.houseofcarsgroup.com

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Chapter 6

DESIGN & INTERIORS

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"A man who works with his hands is a labourer; a man whoworks with his hands and his brain is a craftsman; but a manwho works with his hands, brain, and heart is an artist..."Louis Nizer, American lawyer, author, artist and lecturer (1902-1994)

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Chairman and Founder, Samir BadroGreenline Group

The Greenline Group, founded 30 years ago in the UAE as an interior design andmanufacturing company was built on the strong foundation of high qualitystandards, innovation and efficient response to client needs. Today the Groupsubsidiaries that cater to upscale yacht interiors, IT security services, animation andfilm production have an international presence in London, Los Angeles, Hamburg,Beirut and Damascus. With ISO 9001 certification, they all share the same DNA ofstrong work ethics and creativity.

Elevating interiors to an art

Samir Badro, Chairman and CEO, Greenline Group,qualified with degrees in Architecture and Design had a

dream to found a business on the twin pillars of high qualityand meritorious performance. In the 30 years since thatdream has been fulfilled, with the company headquartersmoving into a 600,000 sq. ft. state-of-art facility in the JebelAli Free Zone, Greenline Group has indeed proven itselfonce again as the leader in the interior design andmanufacturing arena.

From it's inception as an interior design company the Greenline Group has set up various companies: Greenline Interiors, Greenline Yacht Interiors, Fauchar,Dataline Technology and Blink Studios. Greenline Interiors isa key player regionally and internationally executing projectsof luxury hotels such as Burj Al Arab, the Royal Amwaj Hoteland Condominium Resort (Movenpick) on the PalmJumeirah, Hotel Le Vendome in Paris and Grand Hotel du

Cap Ferrat on the French Riviera. Fauchar is the retail arm ofGreenline Interiors where clients can commission bespokequality furniture and buy international branded pieces fromthe showroom.

Blink Studios, located at Dubai Studio City, is afrontrunner in digital animation entertainment and computergenerated (CG) visual effects for live-action. Last butcertainly not the least of Greenline Group subsidiaries isDataline Technology, providing innovative technologiesincluding security systems, (eye recognition) and fingerprintrecognition systems.

It is no accident that the roster of Greenline Group'sclients are all top notch names in the luxury andentertainment industries. The Groups' companies are all driven by the common mission to offer excellence and maintain their quality standards on a day to day basis.

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Live BeautifullyOver three decades ago, Chairman and Founder, Samir Badroturned a dream into a reality and Greenline Interiors was born. Withdegrees in architecture and design, Badro sought to create anorganisation based on merit, performance, quality and unwaveringcommitment to aesthetic appeal.

With offices in the world's most cosmopolitancapitals - London, Hamburg, Los Angeles,

Paris, Beirut and Damascus, Greenline Interiorsprides itself as the industry leader locally andinternationally in the fields of interior design,manufacturing and contracting. Recently, the UAEheadquarters has moved to a 300,000 sq. ft. state-of-the-art facility in Jebel Ali Free Zone, enabling the rapidly expanding organisation to extend its capacity.

Certified as an ISO 9001 company, GreenlineInteriors' core objectives lie in the heart of delivering excellence by all means possible. Thecompany's positioning as a local and internationalfirm has earned Greenline Interiors a solid reputationbased on the principles of delivering the highestquality with a relentless respect for timelines anddelivery dates. With its long list of high-end projectscome high-end clients - Greenline Interiors hasexecuted, on a turnkey basis, the palaces and offices of the UAE's ruling family, the PresidentialLibrary in Texas of Former U.S. President GeorgeBush, and the First and Business Class Emirates Lounges at Dubai International Airport to

name a few.One of the milestone projects was the 7-star Burj

al Arab Hotel in which Greenline Interiors executedthe luxurious 202 duplex suites, including theexquisite Presidential and Royal suites, parts of theimpressive reception area and lobby.

Greenline Interiors provides complete turnkeysolutions to its clients, which is facilitated through thethree main services offered by the company:design,manufacturing and contracting.

"We are capable of taking turnkey jobs, handling itfrom start to finish; from design concept to materialselection to manufacturing. After that, Greenline willclose the door, turn the key, and leave the client with amasterpiece," explains Vice President Gaby Khoury.

The first step of creating any masterpiece startswith a vision, namely the design.

The Design process at Greenline Interiors transfersthe client's vision on paper and transforms this into areality. To further help clients envision their interiorspace, Greenline uses the latest technology in 3Drendering and animation programs such as 3D Maxand Maya to give the client a 360 degrees virtual tourof their interiors.

Greenline Interiors Headquarters, Jafza

Michael Murgia,Commercial Director, Greenline Interiors

Gaby Khoury, Vice President , Greenline Interiors

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A vibrant lifestyle of luxury

The final design is then taken into the manufacturing stage where highly skilled techniques and technology are implemented by master craftsmen to reach the highest of quality standards. From hand-carvings to machine laser cutting and upholstery, projects areconducted on a turn-key basis so as to provide animpeccable composite package.

A carefully handpicked team of leaders with internationalexperience comprise the team of project managers atGreenline Interiors.These valued team members havecreated,developed and defined projects, which haveconsistently pushed the boundaries of quality to createunsurpassed, one-of-a-kind environments-whetherresidential, commercial or in hospitality.

Various divisions within Greenline Interiors have beencreated to meet the demands of the market whilemaintaining high standards. Within its hospitality realm,Greenline Interiors executes complete projects of upscalehotels regionally as well as internationally. Inclusive of theirhospitality portfolio is Hotel Le Vendome in Paris, GrandHotel du Cap Ferrat in the French Riviera, Deira City Centre Hotel, Burj al Arab and most recently the RoyalAmwaj Hotel and Condominium Resort (Movenpick) on thePalm Jumeirah.

Fauchar is the retail arm of Greenline Interiors whereclients can commission custom-made, bespoke classicaland contemporary furniture of unmatched quality. Faucharoffers its clients exclusively designed furniture at theSpectrum Building location, and exclusively brandedaccessories at Wafi City. Capitalising on its enormous cachetwith consumers from Dubai and further afield, Fauchar willbe opening a new store in Dubai Mall, the largest mall in theregion that is scheduled to open in late 2008.

With over 30 years of skill, creativity and experienceunder its belt, Greenline Interiors will continue to deliverexcellence for many years to come. As long as Greenline'sskilled specialists continue to implement Samir Badro'sfounding philosophy: to ensure that every project is uniqueand clients' expectations are surpassed…. the possibilitiesare endless.

Tel: +9714 886 2220www.greenline-interiors.com

A discerning eye for elegance

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Regal interiors developed with supreme artistry

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Delivering a promise

While the Middle East real estate market presents tremendousopportunities for both the home and office furnishings sectors, a growingdemand for quality and flexibility has introduced a new dimension to howincumbent firms present their product and service offerings.D

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No one understands this more than Al HuzaifaFurniture, a family-run business offering a premium

range of business and residential furnishings for one ofthe world's most diverse markets.

"Dubai and the UAE are among the world's mostdynamic markets, and the data changes faster than youcan capture it," explains Nissa Nensey, founder of thecompany. "However, you can safely index the growth ofthe home and office furnishings market to the deliveryrate of real estate projects. Factor in the growing rate ofrefurbishing, makeovers and the move towards higherquality, higher value furnishings, and the opportunitiesare mind boggling for sure."

Al Huzaifa FurnitureThe company first set up in 1976 as a small Sharjah-based store that aimed to provide residents withexquisite furniture, representing styles from all corners ofthe world. "With the dedication of our trusted employees,we opened another branch in Dubai in 1982 and havesince grown into one of the region's leading furnitureretailers," explains Nensey. "We now offer our customersover 60,000 square feet of retail space."

The company has remained a family-owned businessthroughout, which, acknowledges Nensey, has both itsadvantages and challenges. Advantages include adeeper understanding of individual mindsets andstronger alignment of interests amongst the topmanagement team - often considered one of the greatestchallenges for non-family firms. "The empathy factor isalso much higher, which is most valuable under stresssituations," Nensey observes.

The challenges however, include achieving a goodwork-life balance, and the need to set clearly definedboundaries so that personal and professional issues donot influence one another. "A family business also has towork harder to fight against preconceived notions andprove its professionalism," she adds.

The right balanceAl Huzaifa Furniture has certainly earned its distinctivereputation - both as a brand and in its ability to deliver toa customer base with a widely diverse range ofexpectations, tastes and budgets. "We achieveeconomies of scale by delivering international designcalibre products at affordable prices," says Nensey. "Atthe back end, it's about leveraging our strengths insourcing and logistics, translating these into hardsavings and passing them on to the customer. At thefront end, it's a bit like the fashion business -understanding what your customers want a bit before

they know they want it. A key strategic factor of businesstoday is value chains - and we're happy to say that we'vegot our value chains right."

Supporting this business model is a brand buildingstrategy built on two pillars - distinctiveness andrelevance. In terms of distinctiveness: "In an environmentof safe, conservative advertising, we wanted to stand outand create a brand with buzz - something that getsnoticed, talked about - and most important, creates a'fingerprint' for the brand," Nensey enthuses. "We wanteda unique look, feel, voice and attitude.

"Relevance comes from knowing your customers -understanding how they relate to your product and whatrole it plays in their lives," she continues. There's more toour brand than merely decorating a space -there's acertain intimacy shared between product and owner.This emotional glue was crucial to our strategy - to reflect it in our advertising, nourish it and live up to itthrough our products. This is what our marketing strategyis all about."

Broadening market opportunitiesA recent development for the company is theintroduction of a Projects and Interiors department,catering specifically for property developers. Nenseyexplains the rationale behind the move.

"Real estate developers see a growing need andopportunity to add value and differentiation to theirofferings through high-quality furniture and interioroutfitting," she explains. "We're also seeing a hugedemand from segments such as the hospitality sector,overseas owners of vacation homes, and landlordsoffering furnished apartments on short term or semi-longterm lease. Corporate leasing and ownership ofresidential property is also on the upswing and calls for high-end turnkey interior solutions. Our Projects andInteriors initiative seeks to extend the Al Huzaifa promise. Differentiation must always come, not from what we do, but how we do it."

Into the future, "Al Huzaifa Furniture occupies theposition of 'the fashion brand' in the furniture space,"concludes Nensey. "Naturally, our strategy for the futureis to remain current, switched-on and truly exciting. AlHuzaifa will always stand for furniture to be passionateabout. Furniture represents self-expression. Our focusremains on enhancing our sourcing and logisticalstrengths - using strategies, tools and techniques thathelp us deliver to ever-growing expectations."

Tel: +9714 336 6646www.alhuzaifa.com

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Sophisticated Stylish

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Zain Mustafa Interiors Dubai's recent phenomenal growth curve has seeded concerns over its designcredibility with the 'biggest', 'best' and 'tallest' not necessarily signifying a benchmarkfor true elegance. International designers aside, home-grown talent is embryonic as,like the rest of the Middle East, aspiring to be a designer has never been high on thecareer agenda for more traditional families. However, with its urban-scape cravingprofessionalism across all categories, international design kudos is a must, andDubai is ripe for a design revolution. By realising this environment's potential andoffering inventive solutions, Zain Mustafa, with his individual interior designs, aims tochange the way the city looks from the inside out.

What prompted you to move to Dubai after the US and, subsequent tocareers in Publishing and Corporate Communications, what made yousettle down with interior design?The choice was between Tokyo and Dubai after deciding that NewYork was 'done' and increasingly dull. Ultimately, Tokyo did not cut itand Dubai won the toss. Interior design was my initial response to theever changing Dubai skyline and its liquid urban infrastructure whichcarried with it a magnetic charm that caught my spirit.

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How does the work and lifestyle in Dubai compare to the other countriesin which you have lived?The places in which I have lived - Karachi, London, New York and SantaFe - cannot be compared to Dubai. Though the city is young, it is alsohighly complex.

How exciting is the interior design industry in Dubai?The interior design industry here needs desperate help. It lacks freshideas and a new spirit and this can be seen through the uniformity indesign throughout. A revolution from within is what's needed to reduce reliance on imported ideas or cookie-cut solutions. The city'sdesign scene requires nurturing, thought, sensuality and movement - a heart beat. Most importantly, the city needs to create its own signature direction.

Do you and your company have a preference for the interiors you design? Why?Yes, my team and I have a specific genre we enjoy designing. Essentialto this is the necessity for the client to have a relationship with the space.

What is your favourite project to date and why?Undeniably my own home, it underwent a total transformation in almostno time, morphing from a generic mass produced space into my personalsanctuary. It has become a space I have an emotional relationship with -my haven, my nest and my reprieve. Supremely calming, it looks andfeels great as it fuses the contemporary and the industrial with warmthand sensuality.

What does the future hold for Zain Mustafa Interiors?It's an open horizon with large scale projects scattered across it. Despiteits imbalances, Dubai's global profile is strong and therefore is becominga focal point on the international interiors style map - finally.

www.zainmustafa.com

What is your personal designphilosophy?To keep the hand of the designer aslight, invisible and seamless aspossible on any space.

Who is your most inspirational designerof all time?Nature.

Define your ideal space.The 'third' space. The line that definesYin from Yang.

Zain Mustafa

"As a designer of several scales of spaces I found Dubai's enigmatic urbanitymagical and hard to ignore. Five years later, I still feel the same and the dailyexploration continues"

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The individuality of Traffic is maintained through the visionary designs ofthe collections they house. The space presents itself as a cultural andcommercial entity - it is a gallery plus a showroom, where visitors can buyunique pieces, supporting a particular designer as well as art in general.

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How proud are you of your accomplishmentsand what does the establishment of Trafficmean to you? Realising my visions has produced self-satisfaction; an achievement that means morethan money or fame. Today, I am pleased withmy accomplishments and this includes Traffic.The design store, gallery, artistic hub orimaginative space provides an area in which Ican experiment in design, sharing my passion.

Is Dubai a suitable platform from which toshare your ideas and vision?Dubai is hungry for culture. The communityinvites progression and artistic establishmentsare keen on collaboration - good news for thepromotion of culture and arts in the region.Moreover, the city is home to many friendswithin the art world, whether it be fashion,design or even events planning; it is comfortingto see them fulfil their ambitions as I have.

Is your idea to fuse the visual side of designwith the more academic discipline (achievedthrough your in house library) an attempt tobroaden the knowledge and reach of thedesign world in Dubai?Yes. We believe that for design to berespected, education is essential andresources are needed. In addition, we havehosted exhibitions from international collegessuch as the AA from London, SCIARC fromCalifornia and The Berlin Polytechnic,

promoting cultural exchange andunderstanding. Subsequently, we hope toeducate varying industries about the benefitsof applying well designed industrial solutions totheir operations.

What do you hope to achieve by housing workfrom designers of all different backgrounds?By functioning as a design platform, we give international designers the opportunity to exhibit their work regionally, facilitating them to take inspiration from and progress bystudying these pieces. We also hold an annual competition that, in its first round,received more than 100 entries from 13different Middle Eastern cities. Our goal is to foster this regional talent and to exporttheir designs.

How do you see the future for Traffic and yourown personal career?I believe that things develop through newopportunities, team members andcollaborations. Ron Arad, the prestigiousdesigner and architect, once said "boredom isthe mother of creativity"; once one project iscompleted, you will naturally move ontosomething new. My future involves thedevelopment of Dubai and its people, with aim to leave a legacy in more than just thedesign world.

www.viatraffic.org

Rami Farook, Founder, Traffic

What is your personal design philosophy?I believe in creating livable and lovable environments.

Who is your most inspirational designer ofall time?I am a big fan of Marcel Wanders, JaimeHayon, Hella Jongerius and the Bouroullecbrothers. Their romantic design senseblends contemporary with classic andencourages experimentation with shapesand materials.

Define your ideal space.Natural materials are essential within adesign space as well as limited colors.Mostly, lighting has to be calm andindirect, functional and creative.

Traffic

Traffic - the gallery / showroom / shop / library, where designers and artists both successful and unknown can display their creations in aninnovative environment. Founder Rami Farook offers a platform from which unique spaces can be created, satisfying both the customer seekingmore, as well as the designer wanting to inspire.

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Design Ideals

The Association of Professional Interior Designers (APID), is the firstprofessional body of its kind in the Gulf region and promotes thehighest standards and ideals of Interior Design to client bodieswhether in the governmental or private sectors, to industry, to itsmembership and to society.

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In 2007, APID received international recognition when it was elected as a member of the International Federation of Interior Architects and Designers (IFI). Courtesy Cinmar Design

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As a member of the International Federation ofInterior Architects and Designers APID regularly

hosts conferences, seminars and exhibitions - eventsthat inform its membership, industry partners, universities and guests on a range of professional areas which impact on avariety of topics such as client advice, statutorycontrols, design standards, contracts, educationalrequirements and product information.

With an active membership reflected in itssuccessful annual events, in particular theinternational Professional Interior Design conferenceduring springtime, and the annual gala dinner in theautumn APID joins with its membership, clients andindustry partners to celebrate the very best in Interior Design.

In addition, APID aims to promote the highestprofessional levels of interior design to government,industry and its members, monitoring standards ofdesign and professional practice. It intends to berecognised as the authoritative body in all mattersrelating to interior design and practice in the MiddleEast, and to be seen as a necessary contributor tothe education of interior designers.

The Association organises a full programme ofactivities for its members, industry partners andstudents in interior design. This includes regularseminars and workshops about topics related toprofessional practice, a major annual ProfessionalInterior Design Conference featuring a prominentinternational keynote speaker, and an annual GrandGala Dinner.

APID provides a platform for education anddevelopment within the design community through conferences, seminars, exhibitions andcompetitions. It assists in building connections with industry that will help members expand theirprofessional prospects, by networking withcolleagues. It gives the design industry unifiedaccess to resources to market their design practice.

Kenneth Laidler M.A. FRSA, President of APID,explains, "Interior design is more appreciated as abusiness necessity than ever before. All commercialdevelopments, whether residential or industrialpremises, hospitality or health related, understand thetrue benefits professional interior design can offer. Weneed to ensure that clients understand theimportance of interior design as opposed to

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As an authoritative association of professionals, APID can be ideally consulted by other related disciplines, to provide guidance andassistance. Standing equally alongside other representative societies and institutions APID participates fully in worldwide events,debates and issues relating to professional interior design practice and standards.

superficial decoration.""It cannot be stressed enough that APID considers the education of students and

graduate interior designers paramount in promoting professional interior design. It is theintention of APID to offer representation and professional advice to members, clients andgovernment institutions by input into education, professional practice and technicalsupport. APID's aim is to offer networking for members not only in the UAE, butthroughout the Gulf and the Middle East," he concludes.

Tel.: +9714 340 6161www.apid.ae

Kenneth Laidler, President, APID

Courtesy Design Design LLC

Courtesy Kenneth Laidler Design

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By appointment only While the Middle East real estate market presents tremendousopportunities for both the home and office furnishings sectors, a growingdemand for quality and flexibility has introduced a new dimension to howincumbent firms present their product and service offerings.

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Replete with samples of exquisite furniture craftsmanship, the showroom is worth visiting, but can only be viewed on a strict prior appointment basis only. After all, perfection must be sought and never be too readily at hand.

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Francesco Molon boasts individual furniture pieces that are veritable works of art setting a benchmark in the local high-end furniture market.

Today, centuries of Italian craftsmanship can be appreciated in the 'made in Italy' brand that spans across numerous product

lines. With Dubai's all-round growth and new level of affluence comes a desire for quality and uniqueness. The rising profile of the emirate as a business and tourist hub attracts luxury hotelchains, housing and lifestyle opportunities. Company founder andowner, Francesco Molon sees it as an ideal entry point into the Middle East for his opulent furniture business situated in Dubai'sPyramid Centre.

With a whopping two million Euro investment, the Dubai showroomis a joint venture between the Italian manufacturer and Al AqiliFurnishings (AAF), the UAE's premier furnishings group that is part ofthe eponymous holding group. Since its launch in 1997, AAF has beenproviding top notch products and services for the construction andinterior design sector. It is therefore, no surprise that the partnershipwith Francesco Molon was created. After all, in order to provideexquisite furniture to this region, where else can discerning consumersvoracious for grandeur and traditional tastes go?

Started in 1966 by Italian master Francesco Molon with a handful of highly skilled artisans intent to revive furniture artistry in the classical European style, his company replicates age-oldtechniques sought-after by designers and clients worldwide. With over 100 current craftsmen highly skilled in painting, marquetryand gold leaf application, each piece captures the rich tradition ofancient techniques and furniture mastery. Epitomising the miracle ofthe so-called 'economic miracle', the tightly knot family run business with proven global expertise, continues to be managed byhis sons who remain committed to reigning supreme in the classicfurniture industry.

Utilising techniques that have been perfected over the last 60 yearsin Romano d'Ezzelino, near Venice, Francesco Molon searchesworldwide for only the highest-grade materials: superb veneers,refined burls, exotic rosewoods and ebony. The raw material issubsequently passed over to artisans who then produce the nearsignature pieces for their select global clientele. "Our artisans combinepassion and manual dexterity with precision", says Roberto Molon,Francesco's son and current Managing Director, "Their artistry isevidenced in tenons and mortises and dovetails".

Francesco Molon's seal of quality is internationally recognisedthrough their superior finished products. A portion of the facility isdevoted to the finishing arts of colour, carving, inlay, painting andgoldleaf detailing. "Often carvings are used decoratively," says Molon,

"and our craftsmen still create them by hand. They use the sametechniques that were used hundreds of years ago. Veneers are stillworked in the old ways and hand finished".

Unlike many other companies, Molon produces furniture completely manufactured and produced in Italy itself instead of opting for cheaper assembling options in China as so many otherartisans have been forced to capitulate to in order to offset highmanufacturing costs in Europe.

With so much emphasis on artistic expression and detailing, it'shard to imagine that Francesco Molon would give equal attention tofunctionality. Yet this is also achieved, with an in-house technicaldepartment and virtuoso designers who meticulously plan and reviewthe feasibility of each piece. Ultimately, Francesco Molon facilitates therelationship between technology, design and artistry to producestunning furniture that performs in the home or office, from both highdesign and functional perspectives.

The company manufactures six distinct collections speciallydesigned to satisfy a wide range of tastes and needs. For instance,the 18th Century collection is a unique blend of antique and speciallycrafted elegant furnishings in the English period tradition, whereas theNew Empire collection includes true reproductions in the Russian andFrench Empire Style. The Italian and French Country collection groupsItalian and European 'country' furniture with elegant simplicityindicative of fine rural estates, whilst the Executive collection includesdistinguished office and library furnishing of such a calibre that exRussian President Vladmir Putin commissioned a desk that has nowentered the companies' catalogue as a firm favourite. Finally, theUpholstery collection exemplifies how the harmony of wood and finefabrics is married in unmatched beauty.

A more recent range was born from the fusion of Francesco Molonwith Antonio D'Andrea, an eminent Italian designer. This collectiontranscends the company's classical roots and responds to currentrequirements while refuting simplistic minimalist influences. Suitablynamed 'Eclectica', it draws inspiration from Art Deco. The piecesreflect the Italian penchant for innovation and trendsetting style thatover the years has made the country a vitally fluid source of designinspiration. "This collection will convince our clientele worldwide thatwe create truly unique and personalised interiors for them" concludesRoberto Molon.

Tel: +9714 334 5596www.francescomolon.com

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Mirroring the mushrooming of Dubai's property boom, Group MarketingDirector Shahriar Khodjasteh's father initially focused only on flooring,

today AAF offers solutions across the contracting and retail spectrum. "Ourdiversification is a phenomenon fostered by the shift from a rental to a freeholdownership market in the UAE", he explains.

Next in line was the birth of Carpetland in 1999, two years after AAFsconception. "A unique portfolio of products which were new to this marketcame together under one roof. It was a first for the region". Home to anextensive variety of wall-to-wall carpets, area rugs, laminate flooring andwooden parquet, Carpetland is a home grown brand that carries premierflooring products sourced from around the globe. "When we started, weconcentrated on distribution only until we realized that as professionals weneeded to be the people in front of the end users and so Carpetland came tolife" Khodjasteh says. Designers loved them, architects, consultants lovedthem too because they introduced innovative products, quality service andhigh standard fitting - a first for the region".

Nexr door to Carpetland came Curtainland, a house for all kinds of curtainsand upholstery fabrics. Officeland came next, which in addition to sellingItaly's top brands, boasts a locally manufactured furniture line 3FFF. Nextcame Rugland, "a one stop shop for area rugs" he clarifies "as well as Belightand Quattro, the new concept of fashionable furniture".

Now Khodjasteh is looking forward to enveloping all these retail conceptsunder one roof - Decoworld - a one stop shop for all furniture, lighting andflooring solutions. "By bringing all the 'lands' together, under one roof we willbe creating a product and service retail sphere that can be replicatedregionally", he concludes. "We can't wait to get the ball rolling".

Tel: +9714 337 7717www.aaf-me.com

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Bring on the bestWhen it comes to exquisite decorating solutions, Al Aqili Furnishings (AAF) givesyou what it takes. Providing turn key services covering elements ranging fromflooring to lighting and everything else in between, it was created as part of the Al Aqili Group, forging a brand identity that now embraces several productsegments for a world of design innovation.

With CSR programmes andintensive in-house HRD, AAF

has managed to stay ahead oftheir game in spite of the

market's cutthroatcompetition."We succeedthanks to the stakeholders

involved in our business. We share the

principles of our 56manufacturers that represent

the pioneering best worldwide.We look after our customers -

consumers, contractors,developers, architects and

designers alike - they are the ones who created us and whohelped us get here today- we

never forget that," says Khodjasteh.

AAF has truly proven its responsibility towards providing uncompromised quality to an entirespectrum of interior solutions for comfortable living spaces, which exemplify originality, innovationand timeless elegance.

Shahriar Khodjasteh, Group Marketing Director of Al Aqili Furnishings

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Treasures for real In a retail environment filled with fakes, Pride of Kashmir has won thebadge of honour from its discerning customer base - famous and lessfamous alike. It's not only President Bill Clinton, Tommy Hilfiger and Saudi Prince Bandar Sultan, as well as tennis ace Boris Becker, whoappreciates quality and share in their mission to bring indigenous artifacts to the world. It is also ordinary shoppers who want to do their bitby buying something that will contribute to the protection of traditionalSouth Asian craftsmanship.

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Piero Ferrari Major shareholder, Ferrari Group

“In my quest for things of beauty and lasting value, I am frequently in touch with the world’s best brands and crafts.

I would rank Pride of Kashmir and it’s products amongst the top ones on that list”.

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With Pride of Kashmir outlets located in 5outlets in UAE, and with six outlets in

Dubai alone, their stores house eclectic waressuch as antique hand embroidered Jamawar,Pashmina and Shahminas shawls, Kashmiri and Persian carpets as well as miscellaneouscurios from the Kashmir in northern India. Withselected merchandise also available at lifestylestores such as Harrods, Harvey Nichols andHobbs in Europe, each object is like a minitreasure to die for.

There is something for just about anybody.Some pieces date from 1700 AD, and then there are antique as well as reproductionfurniture, furnishings as well as accessories too. Retail and commercial imperativesnotwithstanding, the stores represent a sincere attempt by management to retain therare art and crafts heritage of the mountain state alive, and to spread awareness about it, rather than just about flogging objects in shops.

Indeed, the encouragement the traditionalweavers have received due to the everincreasing popularity of their merchandiseamong international customers has promotedthe centuries old tradition of shawl weaving,carpet making and craftsmanship in the state.Pride of Kashmir's initiative has motivated theIndian government to help resurrect the Kani forinstance. This is an intricate method of shawlweaving that originates from this region.

Pride of Kashmir, in existence for close to acentury, has been owned by the Shah family for

four generations. Appointed by Kashmir'serstwhile royalty to source artifacts for the royalcourt, they have a perfect understanding of whatcustomer's desire.

However, in keeping with change and globalexpansion, modern professional managementand marketing systems underscore theiroperation at every level. By marketing the storeconcept through exhibitions in Europe,awareness of the rich product portfolio and arare respect for the valuable role that the storehas played in keeping indigenous art and craftalive has been created.

Clearly the group's strategy of blendingprofessional ethics with professionalmanagement has paid off. In a world rife with counterfeits Pride of Kashmir hasscrupulously built a reputation for sticking to the real thing, enhancing customer loyalty.With only the best in aesthetics and materials,their products invariably appreciate in value over time.

With painstaking research going into productsourcing - to the delight of customers - the salesstaff is well informed about the history of eachpiece. Despite this, if antiques are not on theshopping list, then plush home furnishings madefrom rich silks, velvets, patchwork, appliqué,embroidered and sequined fabrics are up forgrabs too. Either way, beauty, quality andheritage value rest supreme.

Tel: +9714 340 5348www.prideofkashmir.com

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Chapter 7

BEAUTY & WELLNESS

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“Love adorns itself; it seeks to prove inward joy by outward beauty". Rabindranath Tagore, Bengali poet, Nobel Prize winner for Literature (1861-1941)

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Forget the clichés about aging; it's now all about staying young gracefully. In an increasinglyimage conscious world where a youthful appearance goes hand in hand with success, thedemand for an unsullied face is popular culture's need of the day. Equating to power and vitality,minimally invasive aesthetic treatments bridge the gap between surgery and cosmetics,delivering 'soft' but effective long term benefits. Whilst invasive surgical procedures often involvea significant recovery period and generally have highly noticeable results, aesthetic medicineactually enhances natural beauty by restoring vitality and erasing flaws such as hyper-pigmentation and wrinkles. It is as much about embellishment as restoration, showing that in anera where many are enjoying an ever increasing longevity, beauty has no age.

The more symmetrical the face, the more attractive it is perceived to be. Today, the ideal model of beauty is recognised as the bust of Queen Nefertiti - perfectly symmetrical withhigh prominent cheekbones and a proportionally narrower jaw-line.

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Cresting the wave of this trend isAesthetica, a clinic based in Dubai that

promises the latest scientific minimally invasivetreatments and is approved by both theDepartment of Health and Dubai HealthcareCity. "Research is my background and mypassion is to keep constantly abreast of anynew developments in the field, which are bothevidence based and safe", explains thefounder of Aesthetica, Dr Maria Angelo-Khattar, who trained at London University andreceived a B.sc. Hons in Biochemistry and aPh.D in Pharmacology. Dr Khattar's impressiveacademic resume, including Professor of theFaculty of Medicine, Kuwait University andmany scientific publications, has earned her afellowship at the Royal Society of Medicine,UK as well as helping to endow Aestheticawith its well deserved reputation for a nononsense approach to repairing, rejuvenatingand restoring facial and body contours, as wellas refining skin tone and texture.

The first in the region to introduceprocedures such as Accent Radio Frequency, Radiesse, Organic Peel,Photopneumatic Therapy, Autologous CellularRejuvenation and more, Dr Maria's team iskeen to overlook the limitations ofchronological age by focusing on reducingbiological age instead, advocating thatpatients should incorporate minimally invasiveprocedures into the pattern of a healthylifestyle based on balanced nutrition andphysical activity. "It is everyone's right to havea pleasant face, without blemishes due tonature or aging, that's why skin imperfectionsor minor anomalies nowadays can beaddressed with confidence", she explains.

Treatments can broadly be defined into fivecategories: skin refining, facial contouring,body reshaping, acne treatments andpermanent hair reduction, Aesthetica treats abroad spectrum of patients. Their clienteleranges from teenagers seeking to combatacne, to those concerned about eitherdelaying or reducing the signs of aging. Withtwo branches in Dubai, Aesthetica not onlyattracts all nationalities but also straddles thegender barrier. Dr Maria illustrates why;"Statistics have shown that better lookingpeople are at an advantage in the professionalarena and this is the main reason why moremen are now opting for aesthetic procedures".Simple, regular facial contouring, as opposedto radical surgery, is able to easily curtail theimpact of time or an unhealthy lifestyle whilstavoiding the radical effects of the scalpel. "Asa solution to a problem that used to seemunsolvable - until recently - it is both intelligentand artistic", she adds. More importantly,Aesthetica fits snugly into Dubai's ever busyschedule by building on the initial concept of a'lunchtime peel', re-defining anti-agingprocedures and showing that total face re-contouring can be quick, convenient andeffective in a time-strapped environment.

So what treatments would she recommend?"One of the most exciting new developmentsto emerge in aesthetic medicine is AutologousCellular Rejuvenation, whereby the patient'sown platelets (the cells responsible for skinregeneration) are harvested and re-injectedinto the skin. The treatment is remarkable fordark under-eye circles and depressions, aproblem which had not ever had an effectivesolution". There are also treatments such as

Dr. Maria Angelo-Khattar, Founder, Aesthetica

Aesthetic procedures slow down the aging process. Restoring what is being lost by age, gravity and lifestyle cannot betotally recaptured if procedures start too late. If patients come for regular maintenance throughout the year from their thirtiesonwards, then aging on their face can be visibly arrested for a decade at least.


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treatments capable of targeting unwelcome lumps and bumps from head to toeto reveal an enhanced silhouette. Particularly popular is the removal of celluliteand stubborn fat deposits such as love handles or saddle bags using a numberof options including laser and injection lipolysis and the Accent Radiofrequencydevice. Dr Maria stresses however, that these procedures are no substitute forbalanced calorific intake and regular aerobic exercise. Evidence-based andeffective procedures are must be coupled with an ethical commitment tomaintaining realistic expectations.

Whether it is unwanted facial perfections, such as pigmentation, sundamage, and broken capillaries, or the desire for youthful radiant skin or morestriking cheek bones; Aesthetica is changing the face of aesthetic proceduresby bridging the gap between surgery and cosmetics for rejuvenation that isminimally invasive yet supremely effective. Who needs a scalpel, when we haveDr Maria instead?

Tel: +9714 422 4166 www.aestheticaclinic.com

Dr Maria Angelo-Khattar: "I believe very much in team woDr Maria Angelo-Khattar: "I believe very much in team work and try to involve all of my colleagues in decisionmaking regarding the procedures that we adopt and the daily administration of the clinic.

Radiesse which promotes collagen formation,strengthening the very foundations of the face - "thisconcept of the body being stimulated to build volumethrough soft tissue regeneration is a very natural andappealing solution to many."

More serious flaws such as surgical trauma scars can be treated at Aesthetica as well, and the clinic'sdedication to committed service and ongoing caremeans that there is a trusting relationship betweenpractitioner and client within a responsible, caringenvironment. "We are always conscious of the distressthat even the tiniest facial flaw can potentially create, this is why problems are addressed with confidence, in confidence", Dr Maria says. The first consultation is used to differentiate between "the right patients withrealistic expectations", who are then fully informed about every aspect of the process, and the very few who suffer from illnesses such as Body Dysmorphic Disorder.

As Dubai strives to become a hub for health, wellness and medical aesthetic services, Aesthetica not only embraces sustainable expansion but aims toremain at the forefront of the boom. Having been one of the first clinics in the area to offer the crop of new and revolutionary treatments now available, thegroup has been able to secure regional agency rights for several of the products, medical devices and equipment used in the practice, which is also part of the secret to their success. Only biodegradable, bio-compatible EC or FDA approved products are used to ensure safety and consistency. "Dubai is amulticultural city where awareness is now of a globalstandard", she says.

The brand currently encompasses two clinics with athird in the pipeline, although Dr Khattar's dedication toremaining personally involved means that she will not beexpanding Aesthetica further for fear of compromisingthe brand's standards of excellence and personalisedservice. However, a recent affiliation with Professor PierreFournier, an eminent figure, considered by many to bethe 'founding father' of aesthetic medicine, will enhanceAesthetica’s current service range further.

With Aesthetica, rejuvenation does not just stop at theface, the clinic offers hair removal and body reshaping


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By maintaining standards and remaining at the forefront of all new developments, clients of all nationalities and ages can enjoy the Aesthetica touch.

Lasers and Energy-based devices for powerful results

"Lasers and Energy-based equipment are now the cornerstone of minimally invasiveprocedures and Aesthetica Clinic has the most comprehensive and advanced laser

devices to treat all aesthetic conditions," says Dr. Maria Angelo-Khattar.

Lasers and Energy-based for

Stretch Marks

Tattoo Removal

Body Contouring

Pain Free Hair Removal

Wrinkles and Acne Scars

Acne

Leg Veins

Skin Tightening

Vascular and Pigmented lesions

High Powered Fractional Skin Rejuvenation


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In Dubai, if there is one sector proliferating as fast as the skyscrapers inBusiness Bay, then it has to be health and medical services. Especiallywhen it comes to elective procedures, aside from local residents, increasingnumbers of men and women are getting onto the health holiday bandwagonby choosing to have their cosmetic surgery procedures carried out in Dubai.

Royal Suite Bedroom with private elevator and entrance

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With modern facilities and professionalsurgeons, an eminent contributor to

this trend is the American Academy ofCosmetic Surgery Hospital (AACSH),which prides itself on being the onlycosmetic surgery hospital in the world.Launched in October 2007, its vision tobecome a global model for excellence, bymeeting international quality standardsand delivering a high benchmark ofservice to all clients, is coming to fruition."We develop unique pioneeringprocedures available solely at AACSH byusing a wide range of methods includinginvasive and non-invasive surgicalprocedures", explains Dr. Jeehan Qadir, Executive Chairperson, AACSH, "it is no wonder that we receive a veritable array of global clients who trust our services".

Aesthetic appeal comes in all shapesand sizes at AACSH, located at DubaiHealthcare City, the facility is utterlyappealing with custom designed 'BoutiqueHospital' environment designed to lookand feel anything but a traditional hospital."Our five operating theatres are built toassure comfort and convenience offeringstate-of-the-art technology with highlyqualified surgeons and our luxury in-housesuites are truly palatial spaces andservices - just like a seven stars hotel", she added. The hospital also hostsprivate entrances for clients, ensuringabsolute confidentiality.

In keeping with its pioneering spirit,AACSH continues to provide ground-breaking treatments for its clients. Forinstance, improvements in laser treatmentshave lead to the development of asignature service which addressesproblems such as pigmentation, wrinkles,eczema rosacia and acne vulgaris. "Theprocedure shows optimum results rapidlyand involves no oral medication orinvasive procedures" Dr. Jeehan says.Laser vascular treatment is another soughtafter technique which treats vascularlesions such as birthmarks, spider legveins, broken vessels (on the face) androsacia. "Developed in the US and

implemented in Dubai, these processesdemonstrate the developments in researchand practice that we strive towards,raising our global profile in the bargain".

The AACSH educational centreprovides internationally accreditedsurgical and non-surgical workshops,affiliated to the AACS in the US. It isdesigned to accommodate conferences,seminars and workshops, with anamphitheatre lecture hall accommodating100 seated people and wide screenviewing facility. It is also adjoined with anoperating theatre which is fully equippedwith state-of-the-art technology andequipment for live surgery transmittal aswell as educational purposes.

As a respected worldwide referral unitfor cosmetic surgery, the AACSH offersenormous educational opportunities forthe global physician and the generalpublic alike. These include the post-graduate medical education, the AACSAnnual scientific meeting and theprominent World Congress on LiposuctionSurgery. Dr Jeehan Qadir, ExecutiveChairperson of AACSH explains; "Bymoving the World Congress of Liposuctionto Middle East we ensured that ourregional medical physicians will have morechances for post-graduation andcontinuous medical education. This willallow new ideas and new medical projectsto be born, thus ensuring the attraction ofinternational standards and servicescomparable to those of similar facilities inthe US, and thereby achieving the overalltarget of medical tourism," which goes withthe vision of HH Sheikh Mohamed BinRashid Al Maktoum, Vice president andPrime Minister of the UAE and Ruler ofDubai, by making Dubai a hub for medicaltourism for an approximate population of1.8 billion in the surrounding region.

This kind of tourism combines medicaltreatments with holiday enjoyment - anindustry in which the AACSH in Dubai hassurely succeeded.

Tel: +9714 423 7600 www.aacsh.com

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Dr. Jeehan Qadir, Executive Chairperson, American Academy of Cosmetic Surgery Hospital

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The American Hospital Dubai provides quality, cost effective,American standard healthcare to meet the needs of Dubai andthe surrounding Gulf states through comprehensive primary,secondary and tertiary care services on an inpatient, outpatientand referral basis.

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Each year almost half a billion dollarsis pumped into the UAE's Healthcare

system, and the public and privatefacilities available to the nation'sresidents boast the latest in technology,resources and professional expertise.

This was not always the case. Upuntil a decade ago, healthcare in the UAE was limited to a handful ofrespectable but over-populatedgovernment-run public hospitals and clinics. As the population grew to1.2 million, so did the demand forWestern-equivalent medicine on par with International, namely American, standards.

Ask anyone in town to name the besthospital in Dubai, and the answer wouldbe the American Hospital Dubai.

A landmark in the city, The AmericanHospital Dubai (AHD), a 143 bed acutecare, general medical / surgical hospitalwas established in 1996 and has provenitself to be a leader among private andmedical centers in the Emirate.

The Hospital was planned, designed,built and equipped to meet AmericanStandards of Healthcare. The hospitaloperates to these standards and all itsphysicians are North American BoardCertified or of equivalent Westerntraining programs, such as those in theUnited States, the United Kingdom andCanada. Catering to quality medicine,AHD is the first hospital in the MiddleEast to be accredited by the JointCommission International Accreditation(JCIA); a subsidiary of the United Statesbased Joint Commission onAccreditation of Healthcareorganizations (JCAHO).

This pioneering initiative has not onlyeased the worries of Dubai's residents, ithas also heralded the creation of athriving health industry. Projects such asthe US$ 1.8 billion Dubai HealthcareCity - the strategic vision of General

Sheikh Mohammed Bin Rashid AlMaktoum, Vice President, Prime Ministerof UAE, Ruler of Dubai- seek tostrengthen Dubai as a global hub forspecialized healthcare and a center formedical education and research. Thespearhead for all of this was AHD.Despite the expensive mandate,"AMERICAN HOSPITAL DUBAI iscommitted to providing the highestquality patient care by meetingAmerican and International accreditedstandards", says Richard Larison, CEO.

The hospital has been a recognizedleader in primary, secondary andincreasingly tertiary care in the UAE forthe past eleven years. It has built thisreputation by insuring the finest hospitalfacilities, the latest technology and therecruitment of US / Western qualifiedand trained physicians.

The hospital has developed severalareas of expertise: Heart, Total JointReplacement, Diabetes, Neurosciences,GI Services, Cancer, EmergencyMedicine, Pediatrics and Obstetrics.

Construction is already well underway for its’ new seven-storey tower. It is projected to be completed inFebruary, 2010 and will include 8 state-of-the-art operating rooms, 47 ICU beds, 178 patient beds, a newRadiation Therapy Center, an expandedRegional Center for Diagnostic andInterventional Radiology, and aReference Laboratory. All of this willallow AHD to continue to meet thehealthcare needs of the people ofDubai, UAE and the region.

"With a dedication to continual qualityimprovement and growth, AHD iscommitted to expand its presentservices and introduce new centers ofexcellence", concluded Richard Larison.

Tel: +9714 336 7777www.ahdubai.com

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A bastion of reliability, care and impeccable service, their persistentefforts in redefining the standards of patient care in this part of the worldhave been well received and appreciated by thousands of faithfulpatients over the decades. With a motto as meaningful as 'Caring is ourconcern', Drs. Nicolas & Asp Centres throughout Dubai uphold aphilosophy that has brought a smile to many.

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For almost twenty years, the 'CarePhilosophy' of Drs. Nicolas, Sven and Joan

Asp that is shared by their globally handpickedDentists, Dental Specialists and DentalProfessors is still the driving force in theireveryday challenge defined as excellence inpatient care.

Patient satisfaction, patient retention andpatient recommendation are the genuinerewards that the 150 clinical and non-clinicalstaff members value and strive for.

With their loyalty, these valued patients havemade them the largest private dentalhealthcare provider in UAE with five branchesserving Jumeirah, The Marina Walk, Midriff,Green Community and Dubai Healthcare City.

Today, in response to their patients requests'Family Medical Services', both GeneralMedical Practice and Specialists Clinics havebeen introduced keeping in mind the highestof standards. These additional services aregradually being introduced and are currentlyoffered in some of their centres - including thesoon to be opened, three sate of the artfacilities at the Jumeirah Beach Residence.

When it comes to training, 'Nicolas & AspCollege Of Postgraduate Dentistry, FZ,LLC' atDubai Healthcare City is the only College in theMiddle East offering official accreditedSpecialists Dental Degrees legally recognizedin Europe. The College Teaching FacultyProfessors serve as a think tank and expertauthority for their dental clinicians in particular,and for the UAE dental community in general.

Since inception, Drs. Nicolas & Asp hasconstantly focused on patient's changingneeds, looking at quality patient care as afundamental aspect of their function in Dubaiand further afield.

Today Dubai is claiming its status as asophisticated vibrant metropolis withdiscerning residents from worldwide seeking

quality care. This has supported the team'sdrive in seeking the most distinguishedclinicians in their craft, in introducing the latestdisciplines and services, in using the mostadvanced technologies and equipment tosecure an unparalleled level of attention andexpertise for their varied clientele.

The current general and specialisedmedical and dental services provided are:

General dentists, pediatric dentistryspecialists, orthodontists (braces), cosmeticdentistry, teeth whitening, dental implants(immediate, teeth in an hour and instantcomputer aided implants), crown and bridgeporcelain works.

In addition: endodontists (root canalspecialists), oral and maxillofacial surgeons,oral surgeons, periodontists (gum specialists) and cleft palate experts, as well as hygienists too.

The following clinicians will soon be offering'Family Medical Services': general medicaldoctors, family practitioners, pediatricians,obstetrics/gynecologists, ear nose and throatspecialists, plastic surgeons, orthopedicsurgeons, internal medicine specialists,physiotherapy as well as other disciplines thatmay be requested by the families they serve.

Prevention is an important corner stone inthe Dr Nicolas & Asp mission for patient care.Prevention is meant to empower families withenough tools to maintain and enjoy a happyand healthy life.

Corporate Social ResponsibilityIn line with the continuing patronage and hersupport for Children's issues; Her RoyalHighness Princess Haya Bint Al Hussein, wifeof His Highness Sheikh Mohamed Bin RashidAl Maktoum Vice President, Prime Minister ofthe UAE Ruler of Dubai, is sponsoring the'Dental Care for Children with Special Needs

and other Needs' community campaign offeredby 'Nicolas & Asp College of PostgraduateDentistry' in coordination with the Dubai HealthAuthority. The initiative aims to empowerchildren for a brighter healthier smile in theyears to come.

To this effect the first epidemiological studyscreening of Dubai school children has started.The study aims at identifying the communitystatus in the areas of Oral Hygiene, ToothFilling, Decay, Missing and OrthodonticDisorders. The results of this study will beutilised by Public Dental Health policy makersat the Dubai Health Authority.

At Drs. Nicolas & Asp, a firm belief in the'boutique operation' concept means that theirteams will always be focused on offeringbespoke services to a unique clientele whonow value and will continue to value tomorrowtheir philosophy of 'Caring Is Our Concern'.

Tel: +9714 394 7777www.nicolasandasp.com

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Dr. Nicolas, General Dentist and owner Drs. Nicolas&ASP

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150 Best of Dubai

The Gold Salon is a World Class Hair Extension facility and EducationCentre, situated in the heart of Dubai, credited with bringing Hair

Extensions to the Middle East in the 1990's. Part of the Gold SalonGroup, it is firmly established as the Industry leader in this highlyspecialised field. Working exclusively with Great Lengths products, andthe new generation of extension technology to offer a safe, durable,resilient high tech application that can be brushed, combed, worn up,tied back, be blow dried, coloured and even permed. The patentedbond utilises keratin found in your hair to safely create a naturalattachment that looks and reacts exactly like your own hair.

Chosen by Celebrities the World over, Great Lengths is the RollsRoyce of Hair Extensions, and the extension makeover process at The

Extending Beauty

In this day and age of immediate results, nothing says instant glamourquite like Hair Extensions. One of the fastest growing sectors of themulti billion dollar beauty business, hair extensions give you the hairyou have always wanted........ in 90 minutes or less!

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Gold Salon will leave you addicted to this amazing process. Want toinstantly create a glamorous new you in your lunch break? Leavework early and hit the town looking like Catherine Zeta Jones, or ElleMacpherson. Then Gold Salon is definitely the place to check out.

Detailed free consultations preface your treatment, with treatmentcarried out in the privacy of VIP extension suites, featuring plasmascreens, dvd players and music systems. Wireless internet is availablefor clients wishing to work, food is ordered in from your favouriteRestaurants, there is even an airport car service for the numerousInternational clients flying in from as far afield as India, Pakistan, theGulf States and the UK to enjoy this unique level of service.

Gold Salon Group founder, Julie Powell is still very much hands onin the day to day running at both the Salon level, and the InternationalDistribution Network she has built spanning most of the Middle East,Iran and India. Responsible for the education of some 400extensionists, Julie takes this area of her work very seriously. "The hairquality is the World's finest, the innovative application techniquesalways at the cutting edge of the Industry, and when you combine thiswith a complex and proven education system that leaves nothing tochance, we are able to guarantee that the Great Lengths experienceis consistently the finest in the world".

Based on the success of building the Great Lengths Brand, theGold Salon Group has gone on to establish equally prestigiousagreements with other leading Hair and Beauty based Companies,launching the World renowned Tanagra Nanokeratin permanent HairRepair System at the end of 2006, and the phenomenally successfulBiolustre range early in 2007. " By drawing upon our experience inSalon Ownership, built over 25 years, we are able to recogniseeffective products that will prove a success in this part of the World.We go after brands that are either unique in their formulations, or atthe top of the market. Salon clients in the Middle East are discerningand deserve the best."

Tel: +9714 321 1423www.goldsalondubai.com

Julie Powell, Owner of The Gold Salon Group of Companies

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Higher disposable incomes coupled with an inexorable desire for appeal has resulted in a wellness boom. It's obvious by the plethora of spas, nail lounges and beauty centres, that thisindustries' growth is phenomenal within the Gulf region. By 2015 the UAE will be estimated amongst the top spa destinations worldwide offering top facilities for all such services. By cresting the wave of thistrend and breaking the gender barrier too, the sophisticated NStyle Nail Lounge and brother company Urban Male Lounge (UML) are participating in this growth, offering their tailor-made experiences toprofessional clients who expect better service and better product delivery.

NStyle International - NStyle and UML are becoming the region's market leader in their sector, thanks to the innovativebusiness acumen and meticulous approach of Lama Bazzari, NStyle Internationals' CEO and founder.

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NStyle Nail Lounge - where super fresh meetsuber chic Offering a multitude of services, from a simple nail polish and waxing, to indulgenttherapies like massages, the NStyle NailLounge is an invaluable asset for ladies within Dubai and beyond. Supremely feminine - a fresh environment is pepperedwith girly touches creating an atmospherebuzzing with local business women andholidaymakers alike.

Whilst relaxing in a plush armchair,watching an episode of the latest sitcom viaheadset and sipping on green tea, I had my extremities pampered to death by a posseof proficient therapists. A personal favouriteincluded a paraffin wax treatment where myfeet were gently dipped in liquid wax, bound and gently unfolded to reveal baby soft heels and toes. Whilst the mandarin honeysugar scrub and white tea hydrating mask wasadministered to my hands and lower arms -truly sumptuous, and deliciously lickable. Thefinal piece de resistance was the FrenchManicure and Pedicure. It would take days,however, to sample the entirety of NStyle NailLounge's extensive menu, as they offereverything from nail extensions, their mostpopular service, to pampering spa servicesthat combine mind and body wellness. Toensure the highest levels of hygienethroughout, all implements are treated inhospital grade disinfect.

From Essie and Soho product ranges,representing hip brands on the beauty stage,stock is ordered from the US, Italy, France andthe Far East to provide themed therapiessuited to all types of needs and desires. Topbrands notwithstanding, staff are attentive,professional and discrete, allowing clients tosavour the moment. "All of our therapists haveyears of professional expertise behind themand undergo an intensive orientation andtraining program at NStyle Nail Lounge, butguidance does not cease there. Educators areconstantly checking and modifying thetreatments in sync with international trends,therefore staff training continues throughouttheir careers", explains Lama Bazzari, Founderand CEO, NStyle International

With five premier locations in Dubai -another five on the anvil including their flagshiplounge in Dubai Mall - as well as one inJordan, Kuwait and Bahrain, the NStyle NailLounge is the ideal haven for today's activewomen looking for professionalism, newapproaches and affordability. Not just anothernail lounge with standardised service.Welcome to a combination that is true to its signature philosophy, even after the polish is dry.

(Danielle Rapaport)

Urban Male Lounge - ultimate in malerefinement According to the International Spa Association, men now make up 29 percent of all spa goers. This figure is set to increasesoon as men recognise the significance oflooking good as a means to stay on top of the game. Not overlooking trends or marketopportunities, NStyle International recentlypenetrated the male grooming market with the launch of UML - a high-end male grooming lounge.

A world of practical, tailor made groomingprocedures that leave even the mostuninitiated man begging for more. With aservice menu that ranges from the mundane to

the sublime - therapeutic massages, shaving,hand and foot treatments, facials as well asreflexology are offered in a spotless anddecadently plush environment that's bothprofessional and affordable.

Targeted to compliment the affluent and socially aware 21st century maleconsumer, this relaxation den is located inDubai's DIFC Gates Building. Convenient for alunchtime quick-fix or post work sprucingsession, it's frequented by both Dubai's 'who'swho' and others keen to incorporate malegrooming as part of their regular regime. The indulgence not only makes me look sharp,it is a bona fide stress buster as well. Eachgrooming area has been designed withdiscretion in mind, unlike the female equivalentwhere chit chat flows in an open-plan setting. Here, a reclining leather lazy-boyarmchair is positioned in front of an individualTV, offering sports and movies for guys toenjoy. The staff is quietly solicitous and as forthe treatments? 'Blissfully relaxing' would bethe ultimate verdict.

(Marlon Weir)

N-Style Lounge - Tel: +971 4 425 0347Urban Male Lounge - Tel: +971 4 425 0350

www.nstyleintl.com

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Lama Bazzari is developing a ramifiedbusiness model with an ethical element.Corporate Social Responsibility is a coreingredient for her recipe of success andpersonal fulfilment. "Aimed at directlysupporting the underprivileged throughcommunity driven initiatives NStylecontinues to focus its efforts in backingworthwhile causes that give back to thecommunities it operates from". Clearly,beauty is more than skin deep with thistireless entrepreneur with a conscience.

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ess Bringing Paris to Dubai

Dessange (Paris) is synonymous with ineffable style, elegance andinnovation in the competitive and fast moving world of hairdressingand beauty care. With over 700 salons and institutes in 50 countries,this globally recognised brand has taken Dubai by storm.

Dessange enjoys a well-documented tradition of world-class service, innovation, hygiene and style that clients have come to expect and which other brands attempt to emulate

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The history of Dessange (Paris) brand goesback to the 1950s, when the then young

hairdressing supremo Jacques Dessange wasforging a reputation for himself as a hairdresserto the stars. By 1954, Jacques Dessangelaunched his first salon in the Champs Elysées.At a time when the likes of Coco Chanel,Christian Dior and Yves Saint Laurent wererevolutionising haute couture, JacquesDessange was establishing his own enduringtrademark - a synergy between elegance andeveryday practicality a’ la chic Parisienne style.

Today, the brand remains in the rarefiedechelons of haute hairdressing and beauty care with 55,000 pampered clients receivingthe Dessange magic touch daily. Whereverthey may be, they can all expect the same levelof expertise, attention and consistency fromsome of the world’s most experienced andtalented specialists.

Dessange in DubaiThe first Dubai branch of Dessange (Paris) has been operating since 2007 at the

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The Dessange brand has become an emblem of prestige in the international world of luxury, with over 1000 salons world-wide.


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Kempinski Hotel, Mall of the Emirates. Due tothe significant growth of Dessange Salon,customers now book their appointments in advance.”

Sticklers for perfection in terms of expertise, all Dessange (Paris) staff undergoextensive training at one of its several beauty institutes worldwide before they hit thesalon floor. In addition, regular trainingthroughout the year keeps them abreast withthe latest coiffure and skincare trends fromParis, he explains. As a result Dessange oftensucceeds and invents the new season’s hairstyling that other salons try to imitate.Hairdressing aside, “we also have our own patented beauty machines which provide specialised treatments for skin care,”he continues. “They focus on energyreactivated by galvanic flow or clays made outof precious stones and are designed toreenergise and tone the skin.” These includetreatments for the removal of stressed andfatigued skin, deep cleansing, re-oxygenatedskin tissue, restoring complexion and skin

glow, and a multi clay treatment to balanceskin function.

Other specialised treatments range fromHydra Peeling, Morpho Sculpt, Morpho Liss,Morpho Lift for skin toning and firming, inaddition to a plethora of anti ageing systemsincluding peeling, re-firming, regeneration,wrinkle fill in and sculpting. As if all this werenot suffiecient, clients can also avail of a make up specialist and full range of nailservices, as well as hair removal. A one stopbeauty haven for those who demand supremequality and service.

Exclusively DessangeUltimately, it’s the consistency that Dessange(Paris) delivers that maintains its lead, setting itapart from others. Dessange is rigorous aboutmaintaining utmost standards in hygiene,technique, customer attention and the creationof the latest Parisian coiffure trends. That’s whatkeeps us ahead in the race.

Recognition of its cutting edge yet reliable reputation has resulted in it

being the official coiffure at prestigious events as the Cannes Film Festival, Monaco Open, Dubai Film Festival, RolandGarros as well as Dubai Fashion Week. It is at such public arenas where celebritiesmust look their most glamorous - whereprestige, image and practicality fuse into onethat only the best will do. For Dessange (Paris)to have held its position at such recognisedevents only serves to demonstrate itscontinuing excellence.

With its exclusivity and global reputation in mind, Dessange (Paris) is selecting its next locations in the Middle Eaststrategically. In autumn 2008, a second Dubai salon will open in the iconic Burj Al Araband by the following year, a salon will open inAbu Dhabi. Dessange aims to retain itsexclusivity by offering its world class serviceonly at the most discerning and superlativelocations in the UAE.

Tel: +9714 341 7733 / 341 7676ww.dessange.com

Official coiffure of the Dubai Fashion Week, Dessange showcased the hottest and most innovative styles of the season.


With a finger on the fashion pulse, Dessange prides itself in creating hair trends, not following them.


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In the UK, the Paul Bryan brand is synonymous with quality and professional hair results."M & M General Trading has built its reputation on sourcing niche markets to supply to

the UAE," explains the company's owner Marco Carstanjen. According to a MENA Report,the UAE cosmetic and personal care market is valued at over AED1.5 billion, makingexcellent business sense for this rapidly expanding import company to tap into the hair carelucrative sector.

However, with over 3000 dedicated hair salons in the UAE and a plethora of hair carecompanies already represented, is there room for another hair care product? "Absolutely,"argues Carstanjen, "Dubai is currently the fastest growing city in the world, with close toseven million tourists annually. The opportunities for this brand are endless."

The Paul Bryan rangePaul Bryan himself - creator of the collection - has vast experience in hair care and styling.With salons in the UK and previously the UAE, the Paul Bryan brand has firm roots in salonprofessional hair care. Advocating simplicity and results in its 'Keep it simple' concept, thecurrent hair care range consists of five products, three for daily use and two for weeklyadditional hair pampering.

As Paul Bryan comments, "I wanted to create a hair care range that fits into the busyregime of real women, that cuts through the confusion of the hair care shelf."

The range has proven to be so popular that the Paul Bryan brand is changing direction, with a focus now on training, education and designing new products, rather thansalon expansion.

Connecting LuxuryLaunched in 2006, M&M General Trading provides an eclectic mix ofluxury products aimed at the up-market hospitality b2b sector - fromhigh quality wine cabinets from France, to exquisite Germanglassware and private label Italian coffee. Adding to its discerningportfolio, the company has recently secured the exclusive GCCagency for the UK's Paul Bryan hair care product brand.

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Paul Bryan in the UAEAs the GCC's official distributor, M & M General Trading is responsible for managing retailaccounts, overseeing local marketing andpromoting the full range of products. AsCarstanjen explains, "The Paul Bryan brandpresents such a great opportunity to expand our product offering using our proven skills inservice and value to our clients."

The market potential for such a product in the region is hard to dispute. As Beauty Vision Middle East states, "the UAE boastsone of the highest annual GDPs per capitaworldwide, resulting in high levels of disposableincomes and an increase in demand for luxuryand cosmetic products."

Main outlets for the brand are Dubai Duty Free, a highly visible and international outlet, as well as Lifestyle Pharmacy and the ever-expanding Spinneys supermarket chain. However, M & M Trading's role is not purely about importing the brand, it is also working in partnership with the company's UK marketing team and developing tactical point-of-sale delivery within the region.

Next on the agendaWith Paul Bryan hair care products being thefastest growing new brand within M & M'sportfolio, what's next for a company that hasquickly established a solid reputation within themarket? With an eye to the future and apotentially huge market based on upcomingtrends, M & M General Trading needs to keepahead of the game.

As Carstanjen predicts, "M & M GeneralTrading will remain focused on delivering worldclass products and services to the GCC marketand continue to seek out opportunities that willassist our growth and market position. We arecurrently looking to network and expand ourbrands' reach to other GCC countries."

Tel: + 9716 557 4993www.paulbryanhaircare.com

Marco Carstanjen, General Manager, M & M General Trading

As Paul Bryan comments, "I wanted to create a hair care range that fits into the busy regime of real women, that cutsthrough the confusion of the hair care shelf".

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Chapter 8

ETA STAR GROUP

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Built on Trust

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ETA

Sta

r G

roup Strength in Diversity

The ETA Star Group is a trusted, pre-eminent corporate entity in the Middle East. Ahighly diversified, multidimensional organisation, its activities cover 16 broad industryverticals including from Contracting & Engineering, Trading, Shipping, Manufacturing andAssembly, Facilities Management & Environmental, Automobiles, Real Estate, Retail,Services, Travel & Leisure, Healthcare, Aviation, Learning &Education, Insurance,Hospitality, Oil and Natural Gas. These fields have in turn fostered a host of businesses,each carving an independent niche under the ETA Star banner.

ETA STAR Property Developers is a part of ETA ASCON conglomerate, which started with a vision to become a major player in the arena of property development. ETA STAR offers a whole gamut of services connected with property development.

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The journey of the ETA StarGroup began in the early '70s

with the establishment of a smallconstruction company calledAscon, as a joint venture betweenDubai's Al Ghurair Group andAmana Investments Limited ofHong Kong. In the initial years, thecompany was engaged in theconstruction business, supplying building materials.

As the company made

headway in the field of onstruction,fresh ways of adding value came to the fore. For instance, the idea of offering a package ofallied services that includedsanitary installations, air-conditioners, elevators, switchgearand other electro-mechanicalworks evolved. This led to theformation of the Mechanical &Electrical division, a pioneer in itsfield. Over time, the divisionexpanded. ETA Melco was set upas a separate escalator andelevator company. Today, both theM&E division and ETA Melco aretop players in their respectivefields regionally.

With intelligent diversificationunderscoring its vision and ethos,each division of the ETA StarGroup has had a logicalbeginning. A keen sense ofentrepreneurship has pushed thegroup to constantly explore newopportunities. Evolving in tandemwith Dubai's own growth, as theemirate's requirement for powerincreased for example, the groupmade a bold foray into power;covering distribution, installation ofsub-stations, transmission linesand generation. Furthermore, itexpanded into desalinationprojects too.

With respect to trading andshipping, it can be said that the seeds of this division weresown at the outset when ETA wastrading in building materials.Today, it has grown into a multi-faceted global enterprise thatincludes high-end shippingservices and trading incommodities like cement, agro-products, minerals, raw materialsand fertilisers as well aschemicals. As backward andforward integration is anotheraspect of the corporate rationale,the group owns a fleet of vesselsand carriers with ship-brokingoffices that meet the needs ofclients worldwide.

With the group engaged insuch a wide range of activities,involving an array of products andcommodities, manufacturingseemed a logical step forward.Therefore, when the time wasright, the group got into themanufacture of power controlsystems and switchgear, cement,air-conditioners, steel fabrication,air distribution systems, aluminiumcladding and uPVC windows anddoors, among other things.

The group's commitment toquality, backed by its infrastructureand expertise, saw theemergence of the EngineeringMaintenance Co which is makinggreat strides today. However,since the need for facilitiesmanagement in other areas wasalso felt, the group began to offerjanitorial and security services,waste management, paper andplastic recycling, land transport,automobile workshops, taxis aswell as public transport andeventually, oil and gas services as well.

Since for them, diversificationknows no limits, the group hasventured into retail and leisure aswell. From casual apparel andjewellery, to corporate and travelmanagement services, tomobiles,consumer electronics and food

outlets, there are numerous areasthat the group covers.

Here again, the growth hasbeen logical. The ANTA Travelagency, for example, was set upwhen the large-scale movement ofexpatriate workers travellers toand from the region, including thegroup's own employees, betweenthe UAE and their home countries,was identified as a potential areafor business.

The philosophy of the ETA StarGroup has always been to identifya captive market and develop it.The emphasis at every stage hasbeen on innovation, total quality,backward integration andcontracting. Little wonder then that the group's activities areso varied, making it one of themost eclectic business groups inthe region.

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Khalid Al Ghurair, Director; B.S.Abdur Rahman,Vice Chairman; Syed M. Salahuddin, Managing Director; Abdullah Ahmad Al Ghurair, Chairman


Major divisions at a glance

Civil EngineeringThe flagship company ASCON has consolidated its position asone of the most respected construction companies undertakingprestigious projects in the UAE. With an impressive track recordfor technical and engineering capability, ASCON is recognisedfor the swift, smooth and integrated execution of turnkeyprojects. Other companies coming under the Civil Engineering head include: Ascon Road Construction and Ascon Leisure Division.

Electromechanical WorksThe M&E division has been a forerunner in the field ofelectromechanical contracting in the UAE. It offers a wide rangeof services such as design, supply and installation of airconditioning, electrical, sanitary, and plumbing, fire protection,ELV & BMS systems etc. With fully computerised design facilitiesand advanced skills, M&E has carried out environmental controlfor a number of commercial and residential complexes includinghotels, shopping malls, banks, cinemas, hospitals, universities,airports, railways, metro stations, IT parks, communications andindustrial projects. Gulf District Cooling and ETA Engineering PvtLtd also operate under this division.

Elevator & Escalator EngineeringETA Melco is a name that has become synonymous withelevators and escalators in the Middle East and beyond. A jointventure between ETA and Mitsubishi Electric Corporation, Japan,it has also earned the reputation of being amongst mostinnovative elevator escalator / manufacturers worldwide with thelargest market share in the region.

Power Projects and DesalinationThe Power Projects Division (PPD) is an internationally renownedengineering, procurement & construction (EPC) contractor in thefield of power and desalination projects. It has the expertise toundertake, design, procure, co-ordinate, install, test andcommission projects in the field of power generation, powerdistribution (including substations, EHV cabling and transmissionlines up to 400kw), desalination projects in the Middle East andelsewhere. In the energy sector, the group has a growingpresence in the oil & gas industry represented by Star PetroEnergy, the Oil Field Services Division and ETA Star Engineering.

Shipping & TradingA ramified global enterprise in itself, this division is the largestdealer of dry bulk cargo in the region. With a global network ofoffices and experienced staff, it successfully meets the changingrequirements of a demanding clientele and trades in a widerange of commodities from agro products and minerals to rawmaterials like cement and fertilisers and chemicals. The division,which has a vast fleet of vessels, also boasts of a number ofrelated businesses including advanced maritime and portservices and sale and purchase of ships.

Manufacturing & AssemblingThe main businesses in this category are related to themanufacture or assembling of power control systems &switchgear, steel fabrication, air distribution systems, aluminiumcladding, uPVC doors and windows, air-conditioners, cement,joinery and marble.

Facilities Management, Environmental Services, Transport &AutomobilesThe facilities management and environmental services includeengineering maintenance, janitorial and security services, wastemanagement services, paper and plastic recycling. Thetransport division consists of Zenath General Land Transport, aCARS workshop and rental service. It also plies CARS Taxis inthe UAE.

Retail & LeisureThis division covers casual apparel (Giordano Fashions), fashionapparel, jewellery (Al Haseena Jewellery), corporate and leisuretravel management services (ANTA), automobiles (Western Auto,Exim Star Auto Trade), food outlets (Star Retail, Chai Café, MexChic Inn) and consumer electronics (Kitchen House, Fujeta,World of Time)

Property DevelopmentETA Star Property Developers offers a whole gamut of services inproperty development and hospitality. By embarking on aprogramme to develop commercial, residential and hospitalityproperties for the benefit of nationals and the expatriatepopulation, it has launched over five million square feet ofpremium properties located at prestigious freehold areas ofDubai and the northern Emirates. It has also undertakenoverseas developments like in India and Sri Lanka. Along with


The ETA Star Group is a trusted, pre-eminent corporate entity in theMiddle East. A highly diversified, multidimensional organisation, itsactivities cover 16 broad industry verticals across numerous areas.


Corporate Social Responsibility

"At ETA, we are committed to the protection of theenvironment and the communities in which we live in. Weproudly commit to conducting ourselves in a sociallyresponsible manner and to keeping our business operationsenvironmentally sound. We follow and adhere to theenvironmental rules and regulations. The health and safety ofour customers, our employees, and the communities in whichwe operate is the paramount in all we do. Our values arereflected not only in the quality and the reputation of ourcompany, but also in our dedication to serving thecommunities where we do business. ETA undertakes itscorporate social responsibility through a variety of effectiveprograms. Since 1973, the company has been serving thecommunity with its outreach efforts. This has touched thelives of millions."

Home for the HomelessETA STAR supported 'Red Crescent Authority' for 'Home forthe Homeless' programme with AED 2 million. ETA STAR andits joint venture partners donate one per cent of total salesduring the Holy month of Ramadan to build homes for thehomeless. The cheque value is equivalent to one per cent ofthe total sales of ETA STAR and its joint venture partnersHircon and Star Giga.

Mobile Medicare UnitsETA ASCON STAR GROUP substantially supports Help AgeIndia for Mobile Medicare Units in the Ramanathapuramdistrict. Syed M. Salahuddin, Managing Director, ETA ASCONSTAR GROUP presented a cheque for Rs 2,188,190 toIndrani Rajadurai, Regional Director (south), Help Age Indiatowards the running and capital costs for one year for aMobile Medicare Unit at Kilakarai Town, RamanathapuramDistrict. ETA ASCON STAR GROUP has signed a MOU withHelp Age India to support this newly commissioned unit atcost of Rs 5,053,350 for three years. This includes the cost ofthe new Mobile Medicare Unit van. Mr. Syed M. Salahuddinpresented another cheque for Rs 600,000 towards the firstinstallment of an approved donation of Rs 1,200,000 forproviding free cataract IOL surgeries to 1,000 poor elders inthe Ramanathapuram District. This new Mobile Medicare unitwill provide free medical treatment for the sick and poorelderly people living in ten deserving and needy villages inand around Kilakarai Town in Ramanathapuram district. ThisMobile Medicare Unit is the latest addition to host of 51Mobile Medicare Units of Help Age India which are spread allover the country.

ETA Star Properties, ETA Star Projects also caters to high-end lifestyle projectsin the hospitality sector.

HealthcareETA Star Healthcare LLC, launched in 2003, has embarked upon variousprojects that seek to fill the gaping lacuna in healthcare services in the UAE.They include hospital projects in Dubai at Muraqqabat, Midriff and DubaiInvestment Park and the other emirates. Joint ventures have also been set upwith Arabian Healthcare, India's Metropolis and Trivitron for other projects thatinclude hospitals, clinical laboratories and trade in medical/diagnostic/imagingequipments.

Learning & EducationWhile the group's early initiatives in education were confined to projects inIndia, meeting the demand for quality education in the UAE by bringing inpremier Indian institutions like BITS Pilani and MAHE Manipal; have addedchoice and quality to the tertiary educational sphere of the emirate. In abackward integration, the group also set up the SEMS chain of schoolscatering to the primary and secondary levels.

Tel: +9714 271 3333www.etaascon.com

Emirates TowersA fitting showcase for ETA Star Group which has done thecomplete mechanical and electrical work besides the elevator andescalator works as well for this project in Dubai. ETA M&E and ETAMelco are not only pioneers in their fields but also the reigningmarket leaders with several other prestigious projects to their credit.

In China, the company has acquired ashipyard and is increasing its capacity. InIndia investments in power generationprojects (1,000 MW power plant requiring aAED 6 billion capital expenditure), as well asa road project exceeding AED 2.5 billion is being planned.

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"We began operations in the early1970s and celebrated our 35thanniversary last year. And yes, we

have come a long way since the early days. Thesuccess of the ETA Ascon Star Group can beattributed to many factors. To begin with, we havebeen fortunate to be in the right place at the righttime. Our growth has coincided with thetremendous growth of Dubai over the past threedecades. The early entrepreneurship and the far-sighted vision of the leadership has not onlyensured that we were pioneers in many fields ofoperations but has also helped sustain our leadposition till date. We have also never shied awayfrom exploring any opportunity that comes ourway, with the result that we are one of the mostdiversified business establishments in the regiontoday. Our strength lies in this diversity. But aboveall, our sustenance power stems from the deepvalue system that we have. ETA Ascon, whichprides itself with a unique culture of humility, hasbeen built on trust and we enjoy a high degree of credibility in the region and beyond. Inshall'ah,this will continue to hold us in good stead as we expand."

Is your group represented elsewhere in the worldand if so, what is the rationale behind your globalexpansion strategy?"We live a Global Village and cannot afford tooperate in isolation. But even before globalizationbecame the buzzword that it is today, our group'sactivities have been extensive in geographicterms. We operate in over 22 countries of theworld today. Our expansion programme hasassumed a more global nature in recent years.Basically, we have gained a lot of expertise fromthe GCC and we would like to take this know-howglobally particularly to regions like India, Sri Lankaand Bangladesh, besides of course the MiddleEast and North Africa."

ETA is an icon for construction excellence in theUAE? Are there other fields of industry that youhave excelled in and what new products can weexpect in the near future?"Construction was our first area of business butthe group has diversified vastly. We are nowpresent in more than 16 industry verticals today.Among them are contracting, engineering,trading, shipping, manufacturing and assembly,facilities management, automobiles, real estate,retail, services, travel and leisure, healthcare,aviation, learning and education, insurance andhospitality. Each of these verticals include a hostof businesses, many of which - like ETA M&E, ourelevators company ETA Melco and our facilitiesmanagement company Modern BuildingMaintenance - are pioneers and continue to enjoy the market leadership today. We have also made a mark for ourselves in property

development and other new areas like higher education."

With projects in excess of Dh 5 Billion to date,what future plans does ETA have for developmentin the UAE?"No doubt our order book is very healthy for thecoming five years. We will certainly aim toconsolidate our lead position in existing fields ofoperations. We will also be expandinghorizontally, vertically and organically. We will belaying greater emphasis on manufacturing andtapping the immense potential of the oil and gasindustry. Of course, we will tap every opportunitythat comes our way in any field as it is this spirit ofentrepreneurship that has been the hallmark ofthe ETA Ascon Star Group."

Global trends call for environmental sustainabilityin construction and development. Does the ETAAscon Group share this view and how can wesee this implemented in your projects?"Green is in and it is more than just a catch-phrase today. No matter what innovations we maycome up with, they will be of little relevance if theyare not green-compliant. This will be reflected inall our activities. As you know, ETA Star Propertiesset a trend by coming out with Verde, whichcomprises two towers at the Dubai Maritime City.Our group company Zenath has also taken thelead in coming out with many innovative and eco-friendly practices in waste management,horizontal directional drilling, water treatment,vacuum sewerage systems and so on."

What challenges have you overcome over theyears in building your brand and operatingsuccessfully in the UAE?"Branding of an organization, product or service isalways a complex issue. There is no one formulafor the success of a brand. When an organizationis as vast and diverse as ETA Ascon Star, the taskbecomes that much more difficult. Despite thesechallenges, however, ETA has tremendous brandequity and I would not be exaggerating if I saidthat this stems from the deep trust and credibilitythat we enjoy both within and outside theorganization. The end result has been a verysolid, dependable and enduring image."

How important is HR development for ETA? Does your group offer training and growth for its employees?"As of today, the number of employees within ETAhas crossed 69,000. And yes, HR development isone our prime areas of concern. Over the pastthree decades, we have evolved a unique modelof self-reliance when it comes to sourcing andtraining manpower from a base of loyal andreliable newcomers which has paid off for us. We

also believe in decentralization and empower ouremployees to realize their full potential. We alsohave centres of training which identify skills andimpart the necessary training for our employees.Many welfare measures and incentives have alsobeen introduced. The result of all this, comparedto many has been a very high retention rate withinETA. In fact, we have a sizeable percentage ofemployees who have been with us right from theinception of the group."

Do you feel the tremendous success of Dubai Inc.and its cluster economy model could be mirroredelsewhere in the region as well as in otheremerging economies?"Certainly. Dubai is not only a melting pot of diverse cultures but also of diverse economicmodels. It has had the advantage of drawing thebest from the economic models of severalcountries. People talk of fast-track developmentand few cities can exemplify this better thanDubai which has emerged as a unique casestudy, worthy of emulation elsewhere as well."

Does ETA Ascon have a committed policy tocorporate social development? If so what specificprogrammes are these?"ETA is a responsible corporate citizen. We havealways sought to share the benefits of oursuccess with the less privileged sections ofsociety. We have set up educational institutions,back environmental causes, provide healthcaresupport, make regular and generous donationstowards calamity funds and other needyprogrammes and promote arts and culture. Wealso believe that good citizenship begins athome. Integrating our 69,000 employees and theirfamilies into the ETA fold and culture can also bean exercise in social development."

Built on trustCelebrating their 35th anniversary last year, Hameed Salahuddin, Director, ETAAscon Star Group shares his group's unique strategy for success that over thedecades has evolved into making ETA Ascon Star Group one of the region'smost influential corporations.

Hameed Salahuddin, Director, ETA

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Chapter 9

BANKING, FINANCE & SECURITY

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“It takes courage to stretch boundaries, to give shape to power, and fulfill potential in every sphere of existence. This is equally true in the infinite realms of numbers.”Muhammad ibn Al-KhwarizmiPersian mathematician, astronomer and astrologer (780-850 AD)

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Pulling Power

Since its inception in 1977, Emirates Bank’s distinctive globe shaped brand logotakes pride of place across its large network of branches spread across the UAE andabroad. After its Merger with the National Bank of Dubai (NBD), Emirates Bank hasbecome an Emirates NBD Company. Exhibiting a flair of responding to the changingneeds of its customers with an inventive spectrum of products, this retail andcommercial banking stalwart has consummate appeal. So much so that its currentmerger with National Bank of Dubai is setting the stage for the birth of a banking titanthat will emerge as the largest Arab bank in terms of assets. B

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170 Best of Dubai

Their loan portfolio rose 12.6 percent during the first six months of 2008 to AED 187 billion, whilst deposits increased by 13.3 percent to AED 157 billion.

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Setting a precedentOn a macro level, Dubai’s banking industry has gained hugelyfrom the region’s economic overall prosperity fuelled byskyrocketing oil prices and the repatriation of funds to this partof the world post 9/11. More than a passive beneficiary of thisall round prosperity however, Emirates Bank (EB) which is anEmirates NBD Company has been a catalyst for Dubai’s owngrowth, accelerated pace of change and remarkableinnovation, synonymous with the city we know today.

“We moved fast on creating new companies,” explains Mr. Sulaiman Hamid Al-Mazroui, General Manager Marketing and Corporate Communications - Emirates NBD.“We basically took departments from the bank and created new companies. This model fitted well with Dubaimoving forward to creating joint-stock companies and public shareholding companies”. For instance, groupcompany Union Properties started as the bank’s premisesdepartment that managed its branches. “In 1993 wetransformed it into a public joint-stock company in which thegovernment and public started buying shares. Here wecreated two things: a public joint-stock company which tradedin the market and that was also allowed by government decree to sell real estate. This was a nucleus prototype of what you see now as Emaar, Dubai Holdings or Dubai World”,he explains.

Adding an entrepreneurial twist to its already provenbanking prowess is what EB excels in: Another initiative thatstarted inhouse and now has branched out to offer “extremevalue” in the marketplace is the bank’s card services division -Network. One of the largest in the region, network suppliescredit card services to other banks including collectionservices and point of sales.

In addition, mindful of the necessity to promote Emiratiparticipation in the marketplace, EB’s small business financescheme, Al Tomooh, offering interest-free loans toentrepreneurs, to which it donated AED 50 million represented“the first time any private local company put aside that muchmoney to give young nationals free interest finance,” observesAl-Mazroui. “The bank has also run a similar scheme forprivate housing, because Emiratisation must be empoweredat grass roots level”.

By building successful businesses from scratch, EB createsbrand might and downstream opportunities across sectors. EBeffectively represents a microcosm Dubai Inc, sharing itsproactive template for economic growth across sectors.

The management, headed by its Chairman, Ahmed Humaidal Tayer, is perenially aware of the duty to raise Dubai’sinternational profile in tandem with its own shareholder value.This is why EB - in conjunction with Dubai Government - wasresponsible for initiating the Emirates International Forum in1993. Describing this hallowed business and investment roundtable as a ‘mini-Davos’, Al-Mazroui describes how it attractedglobal figureheads such as Nelson Mandela and Late RafikHariri to Dubai, an emirate adept at capitalising on celebrities’prominence in order to further its own flourishing status as ahub for business, tourism and stability in a geo-politicallysensitive region.

Tying the knotOn the 7th of March 2007, the merger between EB and the National Bank of Dubai (NBD) was announced. Thisconsolidation created the largest bank in the GCC in terms of assets.

By the same measure, Emirates NBD is already in anenviable position – number one in the UAE, and with a topranking amongst corporate financial institutions in the region,Al-Mazroui points out. And there are strong suggestions that

Best of Dubai 171

Mr. Sulaiman Hamid Al-Mazroui, General Manager Marketing and Corporate Communications - Emirates NBD.

As the product of the firstbig banking merger in the

UAE making it the countries'largest bank by assets,

Emirates NBD ChairmanAhmed Humaid al Tayer hasanother ambitious goal. "We

want it to be the largestbank in the Middle East."

With second quarter resultsin July 2008 showing a

growth in profits up 45 percent from the same time lastyear to AED 1.47 billion, the

bank's muscle to competewith international banks, is

being flexed.


there is much to gain for customers,shareholders and employees of both bankswhich formed the UAE Banking Champion.”

“When you become the largest bank in theGCC, you are able to participate in majordevelopments in the UAE as well as theregion,” he says. “It also enables you tocompete with international banks in an openmarket and strengthening Dubai’s position as afinancial hub of global standing.”

Historically, the Emirates Bank Group was a merger of three banks. In 1991 theGroup also acquired Middle East Bank, whichin 2005 became Emirates Islamic Bank,offering its customers a range of Shariah-compliant banking services. Together, EmiratesBank and Emirates Islamic Bank offer what Al-Mazroui describes as “total bankingsolutions to customers.”

Emirates NBD, the Banking Group resultingfrom the merger of Emirates Bank and NBDhas the largest market capitalisation in theUAE, and is largest in the GCC by assets. Therationale for this consolidation are clear: UAEbanks are still relatively small, there is morecompetition from foreign giants as well as morepressing demand for the creation of financialinstitutions capable of servicing the rampantand costly growth of mega project financing.

This forces the banking sector to find solutions to how they can respond to themounting infrastructure investmentrequirements – regulatory and qualitativeissues not withstanding.

Still, like all mergers, the formation of thisnew entity will not be without its challenges.Not least the differing cultures andcompetencies of the two banks.

In addition, “re-branding a new company isa long process. It is not just the logo and thename, but also the culture and the values ofthe company – add to this integration of thestaff, the branches, and the services of bothbanks. We have achieved considerablemilestones, however, we are still in the initialstages of the integration process,” Al-Mazrouisays. “We have officially become one entity onthe 16th of October 2007 and currently, ourchallenge is the integration of both banks. The strategic decisions and decisive steps ofboth the shareholders and management areleading the way to the creation of the UAEBanking Champion”.

Reaching new heights together What are the opportunities and challenges thatlie ahead for the Dubai banking industry?

“The UAE banking industry is increasingly

learning from its experiences in an increasinglycompetitive market,” concludes Al-Mazroui.“With fluctuating share markets, it can bedangerous for banks to depend on newcompany floatations or initial public offerings(IPOs) and declare them as profit. Thefollowing year you might not have as manyIPOs and your profit will decline.”

“You need to diversify: to depend more onthe core banking activities that generatesubstantial revenues; to become more efficientthrough continuously enhancing your ITsystems; to train your staff and improve yourcustomer service. As leaders, Emirates NBD iscommitted to adopt the best internationalpractices in the banking industry taking thefinancial services sector in the UAE to a higherlevel ”, he adds.

As for the merger, EB is aware that bankingconsolidation lags behind the region’s stellareconomic growth and this is why a trend ofmore mergers is expected. By being at theforefront of this inevitable trend, it can protectand enhance its own market share and marketintelligence, honing the necessary expertise inorder to take on the world.

Tel: + 9714 316 0316www.emiratesbank.ae

Following NBD's merger with Emirates, the bank now has the largestfootprint in the country with 115 branches and 486 ATMs. The marriagebetween the two banks complemented their services; Emirates had morebranches, but it did not have a mortgage book until joining with NBD.


Having served the region with its suite of unique private banking services and solutions over the past 50 years, setting up a representative office in Dubai is anatural progression for Lombard Odier Darier Hentsch.

Trusting Relationships

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Amongst the world's top performers across sectors, family run businesses are often theunsung heroes that are at the backbone of diverse economies. Swiss Private BankersLombard Odier Darier Hentsch & Cie, a 212-year-old family run private bank that serves thisniche, has been advising a select clientele in the Middle East for five decades. By establishinga representative office in Dubai, a new chapter begins.

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According to the Family Enterprise Institute, family businessfirms make up two-thirds of total businesses around the globe.

It is also a fact that most family businesses do not survive the thirdgeneration of ownership: according to John L. Ward, one of theworld's leading authorities on family business governance, 12% of such businesses will still be viable into the thirdgeneration, with 3% of all family businesses operating at the fourth generation and beyond.

As a family business with over two centuries of experience,Lombard Odier Darier Hentsch understands and shares thevalues that guide all family-owned business entrepreneurs with awish to pass their companies down future generations: individualcommitment, high ethical standards, long-term vision, sense ofresponsibility and excellence.

These values have shaped and built Lombard Odier DarierHentsch's long-term client relationships that are founded on trustand discretion. Its eight Managing Partners, who currentlyrepresent the seventh generation of Private Bankers running theFirm, are as much involved in the bank's business strategy andmanagement as in serving its clients.

As an independent Firm, Lombard Odier Darier Hentsch takespride in its freedom to judge, in the best interests of its clients."Our independence has been a key assurance to many of our

Christophe Hentsch, Managing Partner and Head of Middle East, and H H SheikhNahyan bin Mubarak Al Nahyan, Minister of Higher Education and ScientificResearch, Chancellor of the Higher Colleges of Technology, after having signed aMemorandum of Understanding to develop future generations of Private Bankersamong talented Emiratis

Lombard Odier Darier Hentsch & Cie Corporate Headquarters in Geneva, Switzerland


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Emirati students underwent customisedsix-week training program at LombardOdier Darier Hentsch's Headquarters inGeneva, Switzerland


Best of Dubai 177

private and family business owners," said Christophe Hentsch, ManagingPartner and Head of the Middle East. "They have full confidence in ourability to offer them what is close to their hearts. And that is, to grow theassets entrusted upon the bank, and to help pass them down to futuregenerations."

Having served the region with its suite of unique private bankingservices and solutions over the past 50 years, setting up a representativeoffice in Dubai is a natural progression for Lombard Odier DarierHentsch. In addition to building and deepening existing relationships, theFirm is now able to offer its highly personalized private banking serviceto private individuals and families, corporate institutions and financialintermediaries. In addition, clients will have ready access to the Firm's fullrange of services in financial and succession planning, legal and taxadvice, occupational pensions, philanthropy advice and theestablishment and administration of foundations.

Furthermore, with Lombard Odier Darier Hentsch's commitment tosustainable development and socially responsible investment since theearly 19th century - when Alexandre Lombard's reflections on the NewWorld were guided principally by his discrimination among states whichprospered without the institution of slavery, and those whose attachmentto slavery produced suffering - clients can be assured of engaging with aFirm that has an environmental and social sensitivity in its DNA.

Up till today, Lombard Odier Darier Hentsch's first priority is to deliver

From left to right: Pasha Bakhtiar, Stèphane Oberer, Sasan Arbabha, Pradeep Chandra, Chanelle Woodham, Benson Loyola

superior returns and the Private Banker believes that the bestway to do this is by considering a broad range of factors(economic, environmental, social, governance and ethical). Thisphilosophy had culminated in a landmark exclusive partnershipwith Generation Investment Management (Generation), a Firmco-founded by former Vice President of the United States, AlGore; and former CEO of Goldman Sachs Asset management,David Blood; to promote sustainable investing as a mainstreaminvestment alternative aiming to deliver superior investmentreturns over the long-term.

With Lombard Odier Darier Hentsch being the privilegedpartner for the distribution of Generation's products, MiddleEastern investors can enjoy access to exclusive expertise in the field of sustainable investing, one of the most important long-term trends.

While Lombard Odier Darier Hentsch operates out of a singlerepresentative office in the United Arab Emirates, it remainsmindful of its social responsibilities. The Firm has committed topromote both excellence and the exchange of knowledge andexperience among future generations of Emiratis. Having signeda Memorandum of Understanding with the Higher Colleges ofTechnology (HCT) to further develop promising Emiratis in thefield of banking and financial services, the Firm has offered fullysponsored work placement opportunities to the university'sstudents with its bank in Geneva.

In 2007, a pioneer batch of Emiratis students completed acomprehensive curriculum that covered all aspects of privatebanking, including but not limited to private asset management,equity research, hedge funds selection and investment strategy.For Lombard Odier Darier Hentsch, this inaugural successmarks the beginning of an ongoing long-term program to grooma new generation of Private Bankers from the Middle East. Atthe same time, the presence of Emirati students at the bank'sheadquarters also offered its European graduates valuableinsights to Middle Eastern cultures and values. The success ofthe first exchange program has led Lombard Odier DarierHentsch to open its two-year Graduate Trainee program to theMiddle Eastern students who have completed an internship withthe Firm. These graduates' success in securing a position willbe determined by the usual internal recruitment process that theFirm applies to all applicants.

With portfolio managers who are experienced and reputedfor their high regard for client confidentiality, the team in Dubai has set its sights on bringing solid financial advice with longterm perspective, preservation and growth as the ultimate goal; to its pool of existing and prospective clients in the MiddleEast. With a team that offers nine different languages to cater to a multi-ethnic environment that is a characteristic of theregion, Lombard Odier Darier Hentsch certainly appreciatesthat each person's life story is different, and each client is aprivilege to serve.

Tel: +9714 509 0111www.lodh.com


Enter Dubai First - the first consumer finance company from Dubai Group. Established in April 2007and part of diversified conglomerate, Dubai Holding, the company has already put its own unique

slant on the credit cards developed to date. It has recently entered the personal loan market, and isplanning to diversify into additional business lines soon.

Ravi Bhardwaj, country head, Dubai First UAE, highlights the fundamental differences between aconsumer finance company and a bank. "Unlike a bank, we do not accept retail customer deposits,"he explains. "Hence our main focus is on our core business - retail finance. In this way we can offerinnovative products and services to the market, each unique within itself."

A list of firstsFor those with the means, such a product is the 'Royale' MasterCard - the first of its kind worldwide,issued by invitation only. With a certified diamond embedded in the centre and no preset spendinglimits, only nine of these hand crafted cards are made per day. Perks afforded to cardholders includepreferential access to Burj Al Arab and yacht charter deals both in Dubai and around the world, aswell as a slew of value added services designed to delight the high net worth consumer. "Theresponse to 'Royale' has been very positive," observes Bhardwaj. "Since its launch in November 2007,we have had numerous requests from customers both within the UAE and overseas."

Another product, the Dubai First MasterCard, credits cardholders up to four per cent of the cashvalue of purchased goods - the highest cash-back in the region, claims the firm. This is supported by'tap and go' PayPass technology where payment for goods are made by a simple tap of a card atcheckout - ideal for speedy transactions at quick-service restaurants, pharmacies or cinemas.

Indeed, consumer convenience appears to have become something of a trademark for thecompany. "Our tagline: 'You're always first', reflects our endeavour to understand our customers'unexpressed needs and tailor our offerings likewise," states Bhardwaj. "We have recently partnered

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According to market research, retail loans in the UAE arecurrently valued at around 16 per cent of the GDP, while countriessuch as Kuwait and Bahrain stand at 25 per cent. Compared tothe US at 105 per cent of GDP, the retail credit market in theGCC is ripe for the plucking.

Dubai First's vision is to be a market leader in consumerfinance in the region. The strategy of the organisation isto extablish a centre of multi functional excellence in theUAE and leverage this to enter new markets.

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Ibrahim Al Ansari, CEO, Dubai First

with several leading regional and international organisationsto provide convenience and value to customers, who nowhave access to more than 300 payment points to pay theircard bills." These include money exchange firms Al Ansari,UAE Exchange, Al Fardan, Al Rostamani, Redha Al Ansari,Al Ghurair and Wall Street Exchange, EPPCO/ENOC petrolstations, as well as Emirates NBD Cash Deposit Machines.

Recently, Dubai First has launched the first-of-its-kindBusiness Credit Card aimed at the region's burgeoningsmall and medium enterprises (SME). The Business CreditCard offers complete financial flexibility on three criticalfronts: a flexible interest rate mechanism that offers thepotential of the lowest interest rates in the industry -as lowas 1.33% per month; a flexible rewards program that letscustomers redeem their points for cash, business servicesor leisure; as well as flexible spending power with thepossibility of using the card at merchants where cards arenot accepted - through its dial a draft facility.

In addition to card products, Dubai First has alsoventured into the personal loan segment, offering hassle-free financing solutions. Described by the company as thequickest personal loan service in the market, 'Quick Cash'also offers customers insurance protection in case of death,permanent total disablement, and loss of employment.

Surging AheadCertainly to date, Dubai First's achievements are much tobe proud of. "In less than one year we have managed toestablish brand recognition, a solid card member base, anddiversified from our initial card products," enthusesBhardwaj. "Our aim is to always keep the name of Dubaiand the UAE first in the mind of our customers, and toremain at the vanguard of innovation in the field ofconsumer finance."

As for further growth, "Dubai First aims to become a market leader in consumer finance in the region,"concludes Bhardwaj. "As part of our long-term future plans, we are looking to expand into the other businesslines such as wealth management. Consumers in the UAE can look forward to many more firsts in the months and years to come."

Tel: +9714 506 8888www.dubaifirst.com

Dubai First Launches 'Little Steps for Safety' CampaignDubai First has spearheaded a CSR project to raise awareness on traffic safetyfor children, coming as part of an initiative to make a tangible commitment tocorporate social responsibility (CSR) in an encouraging example of private-publicpartnership for a social cause calling for immediate action that also marks thesuccessful completion of its first year in operation. Implemented in cooperationwith the Roads and Transport Authority (RTA), Knowledge and HumanDevelopment Authority (KHDA), and the Emirates Driving Institute (EDI), the 'LittleSteps for Safety' campaign aims to promote road safety for children in the UAE.

The first full-fledged road safety campaign to be launched by a financialservices company in the UAE, the campaign is aimed at children between 6-12years and will be implemented in two phases: in the first phase, a publicawareness campaign was rolled out from mid April - May through the print media.Apart from underscoring the growing number of fatalities and debilitating injuriesto children caused by traffic accidents in the UAE, the pilot phase has called forconcerted action from government agencies, law enforcement personnel,schools, parents and motorists.

Ibrahim Al Ansari, CEO, Dubai First, said: "As we celebrated our company'sfirst anniversary, it only seemed appropriate to reaffirm the commitment that we made at our launch - to always keep our customers first. This CSR programme goes a step further and includes our customers' most valuable assets - our children."

"Dubai First is conscious that children and the youth are our first and foremoststakeholders for a sustainable future. Since road safety is one of the key issuesthat impact our children, we aim to tackle the root cause of the problem, andreach out to the support of the RTA and KHDA to initiate strict enforcement ofrules and raise awareness. I believe this is a perfect example of private-publicpartnership for a social cause that calls for immediate action," he concludes.

According to recent reports by UAE government authorities, 119 pedestrianswere killed on the roads in 2007, 47 percent of whom were children. The WorldHealth Organization's Global Status Report 2007 states that more than 1,000children and young adults under the age of 25 years are killed in road trafficcrashes every day.

The first phase of the campaign involved the mass distribution of Dubai First'Little Steps for Safety' edutainment material in schools, containing information onthe use of seat belts, 'Stop, Look, Listen and Think' rule, and other safety tips, aswell as safety workshops during school summer camps organized by the KHDA.

The second phase will be launched at the onset of the academic year inSeptember. In association with RTA, KHDA and other associated bodies, DubaiFirst will organise a series of programs including workshops and lectures toeducate teachers, parents, bus drivers and children on safety measures in andaround schools, as well as on the road.

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Creating wealth in the regionA recent study by Barclays Wealth and the Economist Intelligence Unit(EIU) entitled "Evolving Fortunes" predicts a significant global wealthboom over the next 10 years. Contributing factors include globalisation,technological and demographic change. The closing gap betweendeveloped and developing markets, suggests the report, will make theterms 'G7' and 'emerging' redundant in just 10 years' time.

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Barclays Wealth serves high net worth, affluent and intermediary clients providing international private banking,investment management and wealth advisory.

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Not least in this growth are the oil-rich, high-liquidity Gulf countries. Some

estimates expect an increase in high net worth individuals (those with assets of US$1million or more available for investment) of 15.3per cent per annum from 2007 to 2012. This is against a global average of 7.7 per cent per annum, and the highest of allemerging markets.*

"Much of the GCC's current liquidity can be attributed to demand for commodities,which is currently being driven in large part by resource-hungry Asian countries,"comments Soha Nashaat, Managing Directorof Barclays Wealth in the Middle East andNorth Africa (MENA).

The policy of many GCC governments todiversify their economies beyondhydrocarbons has driven further wealthcreation within the region. EIU estimates putforeign direct investment at US$44 billion in2006. It is expected that this will increase toUS$100 billion by 2011.

Barclays WealthPerhaps no surprise then that, according toMs. Nashaat, private banking is the fastestgrowing segment of financial services, hencethe need for Barclays Wealth's bespokeinnovative and cutting edge financial solutions.Barclays Wealth is highly committed to theregion as manifested in the impressive

investment in human and capital resources. A specialist team was established in the region to implement strategy and to offerexpert advice to clients, hence complementing the company's already extensive global operations.

"At Barclays, we believe that therelationship-based, advice-driven model is thefuture in the wealth business, as far asservicing customers, and irrespective of theirlevel of assets," asserts Ms. Nashaat. "Peoplealways require personalized advice to helpthem manage their wealth. Our role is to takethe time to truly understand our clients'financial situation and personal backgrounds -where the clients have come from and wherethey are going."

In this regard, Barclays Wealth hasdeveloped a proprietary approach to building client portfolios which encompasses a holistic end-to-end process of risk profiling, planning, and advisory servicesbefore making any recommendation.Considerations might include reducing aclient's vulnerability to volatile markets,spreading investment risk through assetdiversification techniques, or offering flexible investment strategies based onindividual needs.

One fast growing area for Barclays Wealthis succession planning for family-ownedbusiness within the region. Ms. Nashaat

explains the rationale behind this emergingtrend. "While the region is in the process ofdeveloping capital markets, many businessesstill tend to be family-focused," she offers. "Theissue of succession planning becomes more complicated through generations. It iscrucial therefore, that the family members workclosely with their advisors at an early stage toidentify their values and aspirations such thatthese become the cornerstone of a well-planned strategy.

Expanding marketsThe Middle East will continue to be a region ofstrategic importance and future growth forBarclays Wealth. Currently Barclays Wealthoperates from offices in Dubai, Abu Dhabi, andDoha-Qatar.

In addition to the above locations, clients in the region benefit from Barclays Wealth'spresence in other international financial centres such as London, Geneva, Singaporeand Monaco.

The company's continuing investments only reinforce the global wealth boom we willsee in the coming years and the sheer scale of the opportunities that Barclays Wealthwill be presented with over the next decadeand beyond.

Tel: +9714 365 2900 www.barclayswealth.com

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“Much of the GCC's current liquidity can be attributed to demand for commodities, which is currently being driven in large part by resource-hungry Asian countries” Soha Nashaat, Managing Director of Barclays Wealth - MENA

*Source: Capgemini 2008 World Wealth Report

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Ethical Alternatives

Islamic banking is here to stay as it makes its burgeoning prescence felt in global financeechelons. With the sector growing at an estimated 10 per cent per annum, today there are over300 Islamic finance houses in more than 40 countries worldwide.

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Arecent report by financial researchfirm, Moody’s Investors Service,

values the Islamic finance industryworldwide at around US$700 billion. Thisfigure is expected to increase as morefunds, investors and financial institutionsturn towards Islamic finance to grow thevalue of their portfolios and stay withinthe remit of an ethical business model –Shari’ah style.

One reason for the sector’s expandingpopularity, is its moral basis rooted incompliance with the tenets of ShariaLaw, as Islamic finance prohibits usuryfor instance, which is the collection andpayment of interest upon which standardwestern banking methods are based.Neither does it invest in businesses thatare considered ‘haraam’, meaningcontrary to Islamic law.

Such principles also offer advantagesover conventional banking systems,observes Hussain Al Qemzi, GroupCEO, Noor Islamic Bank, a seasonedbanker with over 26 years of experience. “One of the main reasons for thepopularity of Islamic banking is that itprovides a relatively low-risk investmentoption for both consumers and corporatecustomers,” he feels. “Investors havestrong faith in Islamic alternatives, whichhave proven to be credible, steady andsocially responsible – both regionallyand globally. As a result, moreconventional banks are entering theIslamic finance arena by introducingShari’ah compliant products and services.

“Also, while the conventional bankingsystem is currently in turmoil due to thecredit crunch, Islamic finance continuesto perform strongly as it does not rely onleveraged debt”, he explains.

Nevertheless, some analysts believethat local banks remain vulnerable to afall in UAE property prices, estimated asthe world’s second most expensive afterLondon. Furthermore, leveraged orotherwise, debt in the GCC is on the rise

with escalating inflation, as GCC currenciesremain pegged to a weak dollar. Whatimplications does this have to the UAE dirham peg and to the health of the UAE banking industry?

“We are not harmed by the credit crunch asthe banking sector in both the UAE and widerGCC has proved to be stable and steady, which is an incentive to us at this stage,” AlQemzi explains. “It is only up to Central Bank todecide on the dirham status. As for Noor IslamicBank, we are a UAE bank and our holdings are in UAE dirham.”

Noor Islamic BankNoor Islamic Bank was launched in December2006. But it wasn’t until January 2008 that itopened its doors for business. “The 12 months after the launch were not only spentformulating our strategic vision,” explains AlQemzi, “but also our products, services,processes, value proposition and human talent.“At the time of launch, we had around 350employees from different nationalities andregions. This number is now growing as we build our talent pool to address the needs of our customers.”

Services include the entire spectrum of bothconsumer and corporate banking. The Bank also has a dedicated team that caters for small-to-medium sized businesses - a fast growingsector as free zone opportunities increase withinthe region.

The Bank also recently hosted a delegation of23 MBA students from top US business schoolsas part of its ‘community outreach programme’ to

attract global talent. A fitting move for aninstitution with the long-term ambition to be theworld’s leading global Islamic Bank.

“In global markets you have establishedconventional banks that offer Islamic products,and you have local Islamic banks. Noor IslamicBank is the first global Islamic bank,” maintains Al Qemzi. “At present we are operating from eight locations across the UAE. During the next five years, we not only intend to increase our geographical scope across the Middle East, but also plan to operate in Europe and the Far East.”

Looking to the futureDespite suggestions otherwise, the UAE bankingsector still offers room for growth, believes AlQemzi. “Some analysts say that the sector is over-banked, but I think that that opportunities still existfor institutions that want to be innovative,” heoffers. “At the same time, the UAE government iskeen to see consolidation within the industry, inorder for local banks to complete evenly withlarger international financial institutions. Therecent merger between Emirates Bank andNational Bank of Dubai is a case in point, as ithas created one of the largest financial institutionsin the region.

“For ourselves, we are looking forward togrowing our business. At Noor Islamic Bank, ourfocus is to go beyond preconceived conceptionsof what Islamic banks are currently, to definingwhat an Islamic bank can be.”

Tel: +9714 426 8888 www.noorbank.com

Islamic banking refers to a system ofbanking or banking activity that isconsistent with Islamic law ‘Sharia’principles and guided by Islamiceconomics. In particular, Islamic lawprohibits usury, the collection and paymentof interest, also commonly called ‘riba’ inIslamic discourse. In addition, Islamic lawprohibits investing in businesses that areconsidered unlawful, or ‘haraam’, such asbusinesses that sell alcohol or pork, orbusinesses that produce media such asgossip columns or pornography, which arecontrary to Islamic values. In the late 20thcentury, post 9/11, a number of Islamicbanks have been created, to cater to thisparticular banking market which is gainingground worldwide.

Noor Islamic Bank Wins "Best New Islamic Bank" Award Dubai: 16 April, 2008 - Noor Islamic Bank PJSC won the "Best New Islamic Bank" Award at the International Islamic Finance Forum, taking place in Dubai this week. The award was presented to Hussain Al Qemzi, Group CEO of Noor Islamic Bank.

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Ijara Ijara is a form of leasing. It involves a contract where the bank buys andthen leases an item – perhaps a consumer durable, for example – to acustomer for a specified rental over a specific period. The duration ofthe lease, as well as the basis for rental, are set and agreed in advance.Islamic Bank of Britain retains ownership of the item throughout thearrangement and takes back the item at the end.

Ijara-wa-iktana Ijara-wa-iktana is similar to Ijara, except that included in the contract is apromise from the customer to buy the equipment at the end of the lease period, at a pre-agreed price. Rentals paid during the period of the lease constitute part of the purchase price. Often, as a result, the final sale will be for a token sum.

Ijara with diminishing Musharaka The principle of Ijara with diminishing Musharaka can be used for home-buying services. Diminishing Musharaka means that we reduce our equity in an asset with any additional capitalpayment you make, over and above your rental payments. Your ownership in the asset increases and ours decreasesby a similar amount each time you make an additional capital payment. Ultimately, we transfer ownership of the asset entirely over to you.

Mudaraba Mudaraba refers to an investment on your behalf by a more skilledperson. It takes the form of a contract between two parties, one whoprovides the funds and the other who provides the expertise and whoagree to the division of any profits made in advance. In other words,Islamic Bank of Britain would make Sharia’a compliant investments andshare the profits with the customer, in effect charging for the time andeffort. If no profit is made, the loss is borne by the customer and IslamicBank of Britain takes no fee.

Mudarib In a Mudaraba contract, the expert who manages the investment isknown as a Mudarib.

Murabaha Murabaha is a contract for purchase and resale and allows thecustomer to make purchases without having to take out a loan and payinterest. Islamic Bank of Britain purchases the goods for the customer,and re-sells them to the customer on a deferred basis, adding anagreed profit margin. The customer then pays the sale price for thegoods over instalments, effectively obtaining credit without payinginterest.

Musharaka Musharaka means partnership. It involves you placing your capital withanother person and both sharing the risk and reward. The differencebetween Musharaka arrangements and normal banking is that you canset any kind of profit sharing ratio, but losses must be proportionate tothe amount invested.

Qard A Qard is a loan, free of profit. We use this arrangement for our CurrentAccounts. In essence, it means that your Current Account is a loan tothe bank, which is used by the bank for investment and other purposes.Obviously it has to be paid back to you, in full, on demand.

Riba Riba means interest, which is prohibited in Islamic law. Any risk-free orguaranteed interest on a loan is considered to be usury.

Islamic Banking Glossary


In global markets you have established conventional banks that offer Islamic products, and youhave local Islamic banks. Noor Islamic Bank is the first global Islamic bank.

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With the Middle East property market growing at an exponential rateand demand for real estate finance increasing, innovation will remainkey to those companies that wish to differentiate themselves in anincreasingly competitive environment.

With a net profit of AED 387.3 million for first half of 2008, up 259 per cent, Tamweel ensures- Strongest quarterly performance in its history - Income from Islamic financing and investing assets increases 151 per cent to AED 350.28 million compared to first half of 2007 - Islamic financing and investing assets increased by 68 per cent to AED 8.74 billion compared to year end 2007

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Such a company is Tamweel, for which the spirit ofinnovation extends through product, service and

process. Earlier this year, Tamweel reinforced itsleadership position as the most unique and innovativereal estate finance provider in the region by launchingthe groundbreaking 48-hour finance approval service, asuperlative product which provides customers with afull end to end process to purchase their dream homein less than 48-hours, setting a new benchmark in theregional home finance industry. Also in 2008, Tamweelintroduced ''Irad'' - Buy-to-let programme, a uniqueSharia compliant investment product that offers finance up to 75% of the property's market value andenables customers to benefit from their current andfuture rental income.

Tamweel's product innovation and quick response tomarket needs was recognised by Banker Middle East,a leading banking and financial institution publication,when Tamweel won the award for ''Best Islamic HomeFinance Product'', beating top regional andinternational banking institutions operating in the MiddleEast, Turkey and India. Tamweel has also achieved thehighest corporate ratings for a non-banking financialinstitution in the region, as in less than four years ofoperation, Tamweel received ratings of A/F1 by Fitchand A3/P2 by Moody's and the highest sukuk (RMBS)ratings of AA by Fitch and Aa2 by Moody's.

"We continuously strive to elevate our servicestandards," explains Tamweel CEO, Wasim Saifi. "Ourbusiness processes are designed to ensure consistentand speedy delivery while also maintaining careful riskassessment. To this end, we employ and retain the besttalent to push the boundaries of both product andservice innovation, while ensuring completecompliance to international standards and keepingabreast with emerging industry developments''.

The company now has a strong network of over 300strategic partners in the region and has financedproperty worth more than AED 9 billion realising thedream of homeownership for hundreds of families.

Strength to strengthThe company's achievements, since starting out in2004 as a joint venture between Istithmar and DubaiIslamic Bank, are hard to dispute. Today, with a 34 percent share of the market, Tamweel is the largestprovider of real estate finance in the UAE.

Tamweel was also the first real estate financeprovider to receive a property ownership certificate

from the Dubai Land Department, and to be appointedas an 'Escrow' trust account Agent by the Real EstateRegulatory Authority. Escrow legislation aims to curbreal estate malpractice and protect the interests of bothproperty developers and buyers.

Tamweel certainly appears to have the public's vote. In July 2006, when it converted to a public jointstock company, demand for its shares wereoversubscribed 485 times. December 2007 sawanother milestone when Tamweel's USD 300 millionexchangeable Sukuk issue was also oversubscribedwithin hours of its launch.

A significant initiative by Tamweel was the USD 210Million asset-backed securitisation issue, the world'sfirst Sharia compliant residential mortgage-backedsecuritization transaction. The Class A category notesrecorded an excellent rating of Aa2 by Moody's and AAby Fitch, and Tamweel received the 'Islamic FinanceDeal of the year' award from Euromoney, and'Structured Finance Deal of the year' award fromIslamic Finance News.

''The exceptional support for securitised debtreflects the confidence of the market in a new assetclass evolving in the UAE, and proves that a wellstructured instrument backed by quality assets canattract a wide pool of investors, both regionally andinternationally'' Said Saifi.

Pioneering new marketsLooking into the future, Saifi believes that Tamweel hasmanaged to fulfill a large part of its vision of becomingthe most admired leader in the financial servicesindustry regionally by employing a clearly focusedstrategy that includes:- Securing Home Base- Product and Service Differentiation - Regional Expansion

"Tamweel now has branches in Dubai, Sharjah andAbu Dhabi and has some impressive plans for furtherexpansion in the region," says Saifi. "This has alreadystarted with the establishment of our presence in SaudiArabia and Egypt - two of the largest and mostlucrative markets in the region." To sustain thistremendous growth, Tamweel's workforce has morethan doubled in one year.

Tel: 800-TAMWEELwww.tamweel.ae

Best of Dubai 187

Wasim Saifi, CEO, Tamweel Sheikh Khaled Bin Zayed Bin Saqer Al Nehayan, Chairman of Tamweel, receiving the award for ''Best Islamic Home Finance Product'' by Banker Middle East.

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Total SecurityG4S is the largest and fastest growing security firm in the UAE. Since1994, the company has been providing its services to the UAEgovernment, embassies, banks and over 750 companies across theEmirates. On a global scale, the company operates in over 110 countries,employs more than 530,000 people and is the largest employer quoted on the London Stock Exchange.

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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

"We continually invest time inlistening to our customers needsand in developing our staffthrough continuous training anddevelopment. All aspects ofrecruitment, selection, training,deployment and supervision of ourstaff are managed using years ofcollective expertise to ensure highstandards of service andcustomer satisfaction."

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Best of Dubai 189

As the fastest growing security firm in the UAE with an impressive range of diverse customers G4Supholds the highest standard of security benchmarking making the environment a safer place for all

In the UAE, with around 8,000 staff, offices in Abu Dhabi, Dubai, Sharjah, AlAin, Ras Al Khaimah and Fujairah, G4S is uniquely placed to provide high

level security services to customers throughout the Emirates. The company isalso a member of Ligue Internationale des Societes de Surveillance, whichrepresents the world's leading security organisations. "G4S is a wellestablished brand name in the UAE," says Rory Mallon, Regional ManagingDirector, Inner Gulf. "Our business has experienced rapid growth anddevelopment alongside the growth of the city."

In terms of its services, the company provides the full spectrum of securityneeds. "We recognise that our reputation and continued growth is dependantupon maintaining our principles of helpfulness, honesty and integrity," saysMallon. "For this reason we continually invest time in listening to ourcustomers needs and in developing our staff through continuous training anddevelopment. All aspects of recruitment, selection, training, deployment andsupervision of our staff are managed using years of collective expertise toensure high standards of service and customer satisfaction."

Services include manned security, cash management - including securestorage, teller management, ATM replenishment, secure escorts and the provision of facility manpower - including a wide range of officeadministrative staff, maintenance technicians, chauffeurs, housekeeping orpromotional staff.

"G4S Facility Services was formed as a result of requests from our existingclients, building on our proven track record of utilising skilled, professionaland trustworthy individuals in our existing services," explains Mallon. "Thisservice has proved to be a highly effective management strategy for ourcustomers, helping them reduce costs and overheads, which has led to thecontinuing expansion of this division. All personnel are individually selectedand trained in view of our customer's specific profile requirements and ourown standards."

Other services include the installation and monitoring of security systems such as intruder alarms, access control, airport and defencesystems, CCTV systems and fire systems. Consulting services include threatassessment, risk and fraud management, operational and contingencyplanning, as well as security, fire and safety training. "We base our securitysystem design on the understanding that it is first necessary to know what isto 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 systemdesign, thus ensuring that they are familiar with the rationale behindequipment that is utilised."

In terms of information and communications technology, G4S developscustomised software for aspects such as cyber security, access control, auditimplementation and network security. It also offers systems integrationapplications such as satellite communication systems, broadband accesssolutions, video conferencing and data collaboration systems.

"The range of IT security is vast: from unbreakable codes to securesoftware; 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 potentialthreats, you need a clear picture of what is necessary, achievable, soundadvice and practical cost-effective solutions. Our experts can give you theinformation you need, and then install, update and maintain all thecomponents you require, making your IT system an unbreakable link in thechain of security."

Clearly, the growing demand for both a varied and sophisticated range of security solutions goes hand in hand with the phenomenal growth withinthe region, and the new demands businesses face everyday. As Mallonconcludes, "In recent years, the UAE security industry has evolved with theincreased use of technology, considerable labour demand, and mostimportantly with the changing requirements of customers. We are proud to bepart of Dubai's continuing success and we are honoured to be the trustedsecurity solutions company to a wide range of companies, embassies,government institutions and multinationals."

Tel: +9712 449 1510www.g4s.com

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Chapter 10

CONSTRUCTION, ARCHITECTURE & REAL ESTATE

Q Sami Tower Wings of Arabia Tower Dubai Star Tower

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“Architecture starts when you carefully put two bricks together. There it begins… It is the will of an epoch translated into space”.Ludwig Mies van der Rohe, German-American Architect (1886-1969)

BB Tower MS Tower Niki Lauda Twins Tower

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Landmarks and legendsThe ACI Real Estate portfolio is notably impressive, innovative and diverse, ranging from business and commercial properties to those catering for leisureand residential needs. Spearheading the concept of sporting personality co-branding in the region; the company has been responsible for the creation of theinspirational Sports Legends Trilogy including Niki Lauda Twin Towers (Developedby Define Properties), Michael Schumacher Business Avenue and Boris BeckerBusiness Tower, as well as the Dubai Star and G-Office of City of Arabia, toname a few. A central part of what makes them unique is their approach andbusiness model. This aspires not only to deliver added value to developmentsand partnerships, but also to remain informed and directed by market researchthat indicates current needs and new trends, creating landmarks of unparalleledaesthetic appeal and architectural functionality.

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Dubai Star Michael Schumacher Business Avenue

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ACI Real Estate is an affiliate of Alternative Capital Invest, an innovativeinvestment firm headquartered in Germany. An array of directors head ACI

Real Estate, which sources capital from a select group of shareholders basedin Europe. Dubai was earmarked as the location for the company for amultitude of reasons, and the outcome of this decision has exceeded even themost optimistic expectations.

Namely, Dubai is a location in a league of its own, with sustainableeconomic expansion ensured by the foresight of wise leadership and mid-termdouble-digit growth. The local economy is bolstered by diversification andopen market policies that promote business confidence and internationalinvestment. Geographically it's just four to six hours from other key regionalmarkets including India and conveniently placed between two global hubs,Singapore and London. At the crossroads of continents, cultures and timezones, the emirate's 0 percent taxation regime, world class infrastructure andexpanding population, it's clear why Dubai is attracting so much attention inglobal investment echelons.

The prudent investor understands that property investment, like any otherinvestment model, is guided by an underlying set of economic principles andmoves through cycles. Dubai is at a phase of growth that demands world-class infrastructure to match the city's aspirations as an emerging metropolisand global business hub.

With a current portfolio of 12 projects in Dubai, Ajman and Abu Dhabi, ACIhas loads more in the pipeline including progressive plans for Ajman and Rasal-Khaimah in the emerging Northern Emirates, where the landscape is ideallysuited for mid-range residential properties.

The final products built by ACI Real Estate in the UAE are contoured by theneeds and desires of the local community, the imagination and creativityembodied by the firm, as well as the successful partnerships sought by thisprogressive company. Local partners are selected for many of the projectsundertaken, as ACI Real Estate is committed not only to the development ofthe UAE but to developing local business synergies, with the realization thatlocal knowledge combined with the global experience held by the boardensures a maximization of value creation and world class constructions.

ACI Real Estate is powered by the vision of being a leading propertydeveloper that focuses on developing sustainable added value for each of itsproperties. This added value manifests in the form of unrivalled aestheticappeal and user advantage, as well as sustained yields. The firm is meticulous in their choice of locations, hiring only the most

Best of Dubai 193

outstanding architects and interior designers. Sports personality endorsement has been elevated to a

collaborative art at ACI. The company does not merely 'use'famous names as an endorsement. The celebrities who becomeassociated with ACI projects understand that they will be muchmore than figureheads: they do not just lend their name, butactually become involved in various aspects of the project frominception to completion.

The Sports Legends Trilogy on Business Bay is one exampleof how ACI Real Estate has accomplished this. The personalitiesthey chose were not merely famous people, but global icons, whosat on the boards for their respective constructions, contributingtheir ideas to the planning and design phases. Each sportscelebrity involved captures that rare spirit of discipline andrelentless focus that in some way mirrors the same essenceneeded for every business enterprise to reach the top - And to stay there…

Tel: +9714 407 9400www.aci-dubai.net

Boris Becker Business Tower

G-Tower and G-Office

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Appetite for success

Founded in Dubai in 1985, Asteco is the UAE's largest property servicescompany that has successfully leveraged Dubai's successful economicdiversification, growing its brand to regional prominence. With servicesincluding retail, commercial and residential sales and leasing; strategicconsultancy; property management and marketing; feasibility studies andvaluations; as well as research and investment, Asteco's enviablereputation for handling all aspects of real estate has been ensured by itsproficient team members and superior market intelligence.

194 Best of Dubai

More than just a quality name in the field of Construction, InteriorDecoration and Maintenance in the UAE, Asteco Contracting LLC enjoysthe privilege of having highly professional staff with considerableexpertise in construction including construction supervision. With thesuccessful completion of several prestigious projects and the ongoingprogress of several others, Asteco Contracting maintains a substantialportfolio of property managed by Asteco Property Management.

The company evolved from Sultan Bin Sulayem Building Maintenanceto Asteco Interiors/Contracting in 1985 under the sponsorship of MrSulayem. The company initially executed all types of interior decorationwork and maintenance of civil, plumbing and electrical.

Since then, the company has now grown and is listed with DubaiMunicipality as a Contractor with a license for construction of structuresof G+12.

Asteco Contracting

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In addition to tried and tested cost metricsand advanced analytical tools, Asteco's

greatest strength is undeniably its people. Witha qualified staff who know the market, knowproperty and know what it takes to get thingsdone, Asteco remains the consultancy ofchoice for many of the region's finest realestate projects. As one of the leading experts in the Dubai real estate market,Asteco's CEO, Elaine Jones, has anunprecedented twenty years of regionalproperty experience; not only understandingthe market's intricacies, but also a thoughtleader on emerging UAE real estate trends. She says, "Our twin values of customerorientation and excellence of service will guideus towards long-term leadership and success".

As Asteco constantly strives for excellence,they are proud that this quality is reflected intheir reputation. "We stand by our clientsthroughout the development of their property,offering advice from initial design right throughto final sale, helping them navigate propertycycles. No wonder so much of our businesscomes from repeat clients", she adds.

At the vanguard of their field thanks to theirleading expertise, both in the breadth and

depth of our service, Asteco's experience,which spans over two decades, is unmatchedin the region. "The result is confidence, trustand success".

The last of these is what the team dedicatesthemselves to achieving for clients.

SalesOne of the core businesses of the company isthe sales division. Over the last two decades,Asteco has witnessed a number of historicalchanges in the regional property market. Themajor one was the advent of freehold propertyin Dubai and the availability of ownership tonon-nationals. The second is the ongoingregional development boom, which has madethe UAE and the region's property market oneof the most dynamic in the world.

"Because we've done business before andafter the freehold laws came into effect, Astecohas unparalleled insight into the dynamics ofthis transition, and indeed helped usher thenew era in by providing services to developersand to first time buyers in Dubai. Thanks to ourhistory of expertise, we have helpedinstitutional and individual buyers and sellersmake sense of, and take advantage of, these

new realities", Jones explains.As one of premier brands in the region,

Asteco has also been at the forefront of theDubai property upsurge, acting as salesagents for such high-profile projects inBusiness Bay, Jumeirah Lakes Towers, andBuildings by Daman (DIFC), The Palm,Jumeirah and Sheikh Zayed Road. "Ourexperienced, professional sales team alsooffers its services throughout the GCC. Thereare Asteco offices across the UAE, as well asin, Bahrain, Jordan and Qatar, with plans forfurther regional expansion. We now representnumerous major institutional, commercial andresidential clients across the region".

To provide the best in service and support, the Asteco sales division worksclosely with their in-house research,consultancy and valuations team. "In addition,we have established a global alliance withSavills a leading international real estateagency, guaranteeing the greatest depth andbreadth of property sales expertise in theregion", she concludes.

Tel: +9714 341 9779www.appetite.ae

Asteco's forecasts for property values in Dubai(August 2008)There are a number of factors and strong indicators in the Dubaiproperty market that bode well for the next 18 months to 3 yearsduring which period no downside in the property market is envisioned.

A possible leveling of either rental or sales values at worst and thennot until the end of 2010 at the earliest, may occur. The rationale forthis is the enormous demand for any project either commercial,residential or industrial that is ready for occupancy now, with waitinglists for most types of property becoming longer.- A continued strong take-up of projects being released to the

market. This take up is not so much by short-term speculators butby potential end-users and long-term investors. Both these groupshelp underpin the market.

- Completion of many major projects have not met initial dates slated,but have seen delays due to the well-documented shortages ofmaterials, skilled labour and to a lesser extent, delivery of utilities.The positive signs from economic indicators in the Emirates thatshow continued growth and confidence in the market, despite theeconomic problems in many other parts of the world.

- Underpinning the property market has also been the improvementin the property market 'transparency ratings' for Dubai.

- The recent implementation of a number of rules and regulations thatraise the property market's credibility and also the interest ofinternational investors and funds looking into this market include:

- Registration of free-hold title with Land Department - Strata Title/Condominium laws - Real Estate Regulatory Authority - Requirements by developers to use Escrow accounts for sales

proceeds and reach certain criteria before releasing projects forsale

All are now operational and actively implemented to internationalstandards.

These factors, amongst others, will all attract interest and investmentto property that is still good value on the International market.

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Success by design

196 Best of Dubai

With Dubai aiming to 'go green' by 2008, Kling Consult is at the forefrontof the global initiative to ensure that environment-friendly standards indesign and construction reduce the impact on the environment.Employing sustainable technologies as well as integrated architectureand engineering expertise to temper the real estate boom will lay thefoundation for enduring architecture.

Real estate environments in the Middle East and Western Europe differ at some levels. Whilst competition is stiff locally, profit margins are comparable tothose in Europe, and the size of projects offer better market opportunities in Dubai.

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Kling Consult, a design and engineering consultancylaunched in 1954 with branch office in Dubai since

2004 has an unambiguous mission statement: To sustaina stable and habitable environment that can satisfy theneeds of Dubai's mushrooming population now and inthe future. In order to do so sustainably, the companybelieves that more emphasis has to be given to waterand energy efficiency. Indeed, the 190-strong locallybased team has been successfully developing a buildingthat uses enhanced indoor lighting by harvesting naturallight through external blinds, for instance. In addition,improved results have been achieved by using materialsand new technologies that are already established inGermany, Kling Consult's headquarters, which leads tolonger building life-span.

The in-house team of design managers are bothqualified architects and engineers with extensivecomplex design experience. This value addition is clearlyan advantage because the synergies of design that resultby having a thorough knowledge of both subjects arefostering a unique design perspective to any property.

However, the speed with which the real estate boom inDubai is exploding threatens a spill over of cookie cutterbuilding design. Kling Consult believes that the only way to be distinguishable in this competitive arena is tostamp an individual quality hallmark by focusing andfurther developing in-house areas of expertise."Excellence in work, achieved by the ideal combination ofoutstanding architectural design and feasibleengineering alongside cost economies, translates intoexcellence in reputation, we believe" MD GerhardReichert explains.

Kling Consult was founded by Karl Kling, a youngGerman engineer, during the post war construction boomin 1954, in his hometown of Krumbach in Bavaria. In2004 Kling Consult set up shop in Dubai to service theMiddle East, Asian and African markets. Interestingly, 90per cent of Kling's Middle East projects are in Dubai. "Inthe last few years we have noticed a decided increase indemand for excellence and shorter turnaround times aswell. This in turn has called for a greater coordinationbetween all parties involved in the real estate projects",he explains.

Kling Consult's areas of expertise are many - rangingfrom master planning, architectural design and interiordesign to civil and structural engineering, quantitysurveying and project management. They began their

Dubai operations by offering architectural design andengineering services and boast international specialistconsultants to complement their own local teamexpertise. "Since 2006 we have gained a reputation asconsultants for the construction phase by working on agrowing number of innovative projects such as StargateEdutainment Park, One Business Bay Tower andDubiotech Headquarters, Porsche Design Towers, DubaiIslamic Bank Headquarters" Gerhard Reichert says.

What has helped Kling Consult bag these excitingprojects is their strict adherence to high qualitystandards. And of course solid German attributes suchas accuracy and punctuality. Marketing the company atappropriate events such as the City Scape exhibition and through the media has also helped to build thisbrand that is synonymous with attention to detail and proficiency.

Not only is design success a keyword in Dubai, KlingConsult is enthused by the positive spin-off effect that it'shaving on other Gulf countries which are already tryingto emulate Dubai's vibrant skyline with their grandioseprojects. However, a word of caution, "opting forsustainable and eco-friendly growth as seen in Europeancountries while respecting cultural and environmentalsettings, is essential". Despite the overall might of therising Asian Tigers like China and Singapore givingDubai a run for their money, there will always be a spacefor a king of the Kling calibre.

Considering Kling Consult's close engagement withthe emirate's infrastructure and societal growth, wherewould they like to see the UAE in the next 10 years withreference to its international presence in the field ofarchitectural development? "I expect architectural designto develop in accordance to climatic conditions.Experience will show what engineering technologies aremost effective to create lasting architecture in this region,"comments Gerhard Reichert, Managing Director of Kling Consult.

Having made its mark on the Middle East architecturalscene with landmarks such as Madison Tower, Dubai;Parklane Tower, Dubai; El Matador Tower, Dubai; B2BTower, Dubai; Creek Towers, Abu Dhabi; Union TowerJeddah; Kling is already scanning the horizon to maketheir presence in other emerging economies of the world.

Tel: +971 4 261 8010www.klingconsult.com

“Octavian” Office Tower, DubaiDesign by Kling Consult for Omnyiat

PDM Warehouse for Al Futtaim Motors"Knowledge and Human Development Head Quarter" Design by Kling Consultfor Knowledge and Human Development Authority

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Carving real estate niches

Dubai's ever changing skyline appears to have a magical life of its own with fresh horizonstaking shape in the form of new districts coming to life along the way. Al Sharaf Groupcrests the wave of this evolution thanks to its full service real estate management companyAl Maskan that is transforming it into the stuff that dream spaces are made of.

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It's official - 25 per cent of the world's cranesare now in Dubai playing a part in the

architectural symphony of concrete and steelthat evolve into houses and flats that are comingonto the market. “Whatever the property, AlMaskan Real Estate urges investors to live their property dream and we go out on alimb to help them fulfill it”, explains Amer Sharaf,general manager, Al Maskan Real Estate.Offering an array of choices from apartmentsoverlooking the Dubai Marina, and executiveoffices at the world famous Burj Dubai, towaterfront homes on The Palm, the competitiveedge is intact as “with every new propertyconcept, we have reinvented our knowledge portfolio to match the demands of an ever discerning national and internationalclientele”, he says.

In the midst of growth, it is clear thatDubai property is a tale of two markets - villadevelopment has been on the upswing whilefreehold apartments have shown aconsiderable increased demand for themiddle class. Al Maskan Real estate has neatlyside stepped the emirate's real estate's splitpersonality performance by opting for fullservice residential as well as commercial realestate and property management for the wholerange of properties from offices to retail outlets;from apartments to luxury villas.

In over a decade since inception Al Maskanhas stood on a “firm foundation of goodbusiness sense supported by smart expansionideas and a solid financial base”. Beginning itsforay into property management with initialprojects such as The Marina Residence Tower,Dubai Jewel, Times Square Mall, Dubai andSharaf Mall in Muscat, from managing theseproperties they have grown to a portfolio of 15major commercial complexes throughout Dubai.In expanding its customer base “we have stuckto the cardinal principle of a client centric focusin all aspects” Sharaf adds.

Clearly, sustained growth at Al Maskan has been as a result of a unified team vision.The crack team of professionals at the company brings with them solid years ofexperience and expertise in various aspects of property management such as leasing, space planning, design, construction andmaintenance. Despite the exponential growth in the real estate market that hasinevitably led to some wildly changing trends, AlMaskan's string of successes in real estatedevelopment and property management hascreated brand credibility. Since 1996, it is thisvision of the management that has encourageda high rate of client loyalty and a low rate ofemployee attrition. To complement this,transparency in all interactions has earned them

the respect of their industry partners andfostered mutually beneficial relationships. Theroute to this success has been throughunderstanding and helping to identify clientneeds and then fulfilling them efficiently.“Naturally a satisfied client is a client thatwelcomes more opportunities to do businesswith you in the future” he adds.

Al Maskan Real Estate enjoys the benefit ofexperience and solidarity born of belonging to alarge business conglomerate - the SharafGroup. The Sharaf Group, with diverse businessinterests was established in Dubai in 1976 bytwo dynamic and creative Emirati brothers.Sharaf was one of the first Emirati Groups thatventured into shipping and has gained thestatus of being the largest private Arab ownedcompanies with over 100 offices in more than 50locations spread over Middle East, Africa andAsia. It is the only privately owned company withsuch a large network and staff strength of over2,300. It also owns one of the few Dubai basedIT companies that offers business solutionsinternationally. The Sharaf Group hassubsequently branched off into retail fashion,retail electronics, cargo, logistics, financialservices, real estate, warehousing logistics andtravel tourism.

Tel: +9714 352 2122www.almaskan.com

Amer Sharafuddin Sharaf, General Manager , Al Maskan Real Estate

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Unlocking Potentials

While the property boom experienced by the UAE over the past fewyears is showing signs of levelling out, demand continues to keep themarket buoyant, and the investors flocking.

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The UAE property market will continue to be demand-drivenuntil at least 2010 believe some sources, in line with thecountry's population growth - a year-on-year increase in Dubaialone of 7.6 per cent. Forecasts suggest that Dubai'spopulation could reach over two million by 2010 from thecurrent estimated 1.5 million.

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The UAE property market will continue tobe demand-driven until at least 2010

believe some sources, in line with thecountry's population growth - a year-on-yearincrease in Dubai alone of 7.6 per cent.Forecasts suggest that Dubai's populationcould reach over two million by 2010 fromthe current estimated 1.5 million.

"According to government statistics, 800people per day are arriving to live and workin the UAE," confirms Diana Magariu,managing director and partner at Key OneReal Estate. "That's 292,000 people a year.Assuming that 50 per cent are constructionworkers, that still leaves over 146,000 newarrivals who will need somewhere to live.Many Dubai residents also realise that thecost of a monthly mortgage can be thesame as paying rent. Estimating this groupas five per cent of Dubai's currentpopulation, that is another 80,000 buyers.This means a potential demand of over226,000 new homes per year."

Opportunities aboundThe phenomenal success of Key One RealEstate is further testament to the massiveopportunities within the property sector.Established two years ago by Magariu andher business partner, Igor Akhtyamov, thecompany offers property-related investmentconsulting, sales, rentals, portfoliomanagement and interior design. Withdiverse team and over 1000 properties onits books, the firm has become a force tobe reckoned with in a relatively short periodof time. "Our name reflects our intention tobe the primary key for our clients to accessthousands of properties in the UAE,"explains Magariu.

And in a market where demand oftenleads to complacency among real estatecompanies, developing customer loyaltyhas been a key success factor for thecompany. "We are aware that we are one of the thousand other real estatecompanies on the market vying for thesame business, but this just reinforces ourstrength and confidence in how we arerunning our business, "Magariu asserts. "I strongly believe that the key todifferentiation is through one's personalapproach and the additional services youprovide. We are confident about turningpotential clients into loyal customers. Ourphilosophy is simple: treat your clients asyou would like to be treated."

Planning for the long-termIt is the same philosophy that will take thecompany into the future. "We haveaggressive plans for expansion, but it willbe through the quality of our services ratherthan simply volume," says Magariu. "We arebuilding our business for the long-term; tobe a recognised and respected namewithin the UAE real estate community."

How likely is it that Dubai's real estatebubble - as it is often referred - will burstsometime in the future? For Magariu, it ismore an issue of shifting market demands.As the market matures, the investmentopportunities to make a quick kill are less -with returns for off-plan units expected toremain at current levels of around 12 percent for the time being. Still, with theinternational average of returns at aroundseven to eight per cent, Dubai will continue to be an attractive investmentoption for both local and foreign investors,observes Magariu.

"There is also a growing focus on thesecondary market," she observes. "Endusers are increasingly starting to evaluateready properties, reflecting the priceincreases we have seen on primary market,and the touch-and-feel aspect of walkinginto a completed property which couldbecome their home."

The greatest challenge will be howinfrastructural development will keep upwith demand. "Power and water supply isone of the biggest challenges facingDubai's real-estate sector," observesMagariu. "Dubai's power and waterdemand is currently rising at 20 per centand 15 per cent respectively every year,while the population is expected to grow 30% to two million people by 2010."Reports suggest that the UAE will invest a further $61.2 billion to boost utilities capacity by around 60% by 2011,she continues.

"As more and more real estate andtourism projects come to completion inDubai and as the population surges, powerdemand is predicted to double over thenext five years, the government's water andelectricity authority have a big challenge ontheir hands."

Equally, a concern recently voiced by Dr.Sultan Al Jaber, CEO of Abu Dhabi's US$22billion green development, Masdar City,was the urgent need to reduce power andwater demand by adopting higher levels ofenergy efficiency in buildings - whichaccount for around 30 per cent of globalenergy consumption. Magariu is optimisticabout new developments in this respect.

"Dubai will go green in a big way by thisyear," she concludes. "New rules andregulations are planned to come in to effectwhereby all buildings in the city will have tocomply with internationally recognisedenvironmental standards. The launch ofDubai's Middle East Centre for SustainableDevelopment will initially help companieswithin the city, and later also outsidedevelopers, to adopt environmentally-soundpractices, with a view to a sustainablefuture within the real estate industry."

Tel: + 9714 338 9606www.keyonerealestate.com

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202 Best of Dubai

World class sporting enterpriseThe vision of three leading entrepreneurs from the United ArabEmirates - Abdulrahim Al Zarooni, Abdulrahman Bukhatir andAbdulrahman Falaknaz to create one of the world's premier sportingdestinations in line with the overall vision of HH Sheikh Mohammedto create world class sporting infrastructure in Dubai and making it adestination for the sporting world, is rapidly becoming a reality.

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Artist rendering of Dubai Sports City in 2010

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Best of Dubai 203

The year 2008 has already seen keyelements gone live to delight sports

enthusiasts and visitors alike, and - withstadiums, luxury residences, sportsacademies and retail options all set to opensoon - the project is rapidly becoming one ofthe most talked-about sports developments inthe world.

A cornerstone project of Dubailand and aUS$4 billion, 50 million square feet mixed-usedevelopment, Dubai Sports City is set to be amajor global destination for sport.

A Fitting Stage for the World's Champions At the heart of the city will be five majorvenues for the world's most popular sportsevents: a 60,000 seat multi-purpose outdoorstadium; a 25,000 capacity cricket stadium; a10,000 seat multi-purpose indoor arena; a fieldhockey venue for 5,000 spectators and themagnificent 18-hole championship golfcourse, The Els Club.

The scale and ambition behind all of theseventures has already been demonstrated bythe official inauguration of The Els Club. Fromits star-studded tee-off, which attracted suchmajor sporting figures as Martina Navratilova,Andrew Flintoff, and Peter Schmeichel, to therelease of the first phase of memberships,which sold at a record rate, The Els Club hasbeen warmly welcomed by the local andinternational golfing community. Professionalplayers such as Henrik Stenson, PaulMcGinely (co-captain of the 2008 Ryder Cup)and enthusiastic amateurs have praised the course.

With a range of thoughtfully-placed teeboxes, fairway pot bunkers and greencomplexes, coupled with carefully-developedundulation, The Els Club's 18-hole,championship golf course offers a uniqueaddition to the Middle East's growing range ofworld-class golf facilities. The Els Club golfcourse has already begun to host golftournaments at its facility.

Cricket-Stadium - Artist’s Impression


204 Best of Dubai

A number of the other major attractions are also set to welcome their first visitors soon. The 25,000 seat dedicated Cricket Stadium is taking shape at arapid pace and has reached the stage where it stands out as a landmark in thewider Dubailand development.

The 5,000 seat Hockey Stadium is also running to schedule and will also becompleted around the end of 2008.

The 60,000 seat multi-purpose outdoor stadium will fully comply withspecifications for international football, rugby and athletics events, while the10,000 seat indoor multi-purpose stadium will allow for a wide range of sporting events including ice hockey, basketball, tennis, and volleyball. Inentertainment mode, the venue will be capable of hosting concerts and other major public gatherings.

A Place to Hone Athletic Talent and Potential Dubai Sports City's range of world-class sporting academies is set to offermajor benefits for residents, local teams and visiting professionals.

Both the physical and human resources are rapidly coming together at theDubai Sports City Academies Campus, offering the potential to provide thehighest possible standards of training for participants of all ages and abilities.

Manchester United Soccer Schools will get the ball rolling and be the firstprogramme in the Dubai Sports City Football Academy in the coming months.

The ICC Global Cricket Academy, the WorldHockey Academy, the ButchHarmon School of Golf and the David Lloyd Tennis Academy are also all set tobegin operations early in 2009. The Bradenton Preparatory Academy, anAmerican college preparatory school that will offer a flexible curriculum todevelop sporting talent, will open its doors to students in 2009.

Working in coordination, the academies will provide integrated infrastructurefor training across a range of core disciplines, as well as providing facilities forpeople at all skill levels to improve and enjoy their sports.

A Home for Healthy Living As well as the sports facilities, the homes that will form the heart of the Dubai

Sports Academies Campus

The Els Club Golf Course


Best of Dubai 205

Sports City community are also developing.Work on the residential properties andcommercial real estate is continuing apace,and the community as a whole is beginning tocome to life.

Both Victory Heights and Canal ResidenceWest continue to generate huge interest, andthe concept of the balanced sporting lifestyleoffered by Dubai Sports City is increasinglywell-received around the world.

Canal Residence West, a range of beautifulbuildings presented in Mediterranean, ClassicEuropean, Venetian, Arabic and SpanishAndalusian architectural styles set in the heartof Dubai Sports City, offer studio, one, and twobedroom apartments with quick access to thepromenade that overlooks the canal, which willoffer upscale cafes, restaurants and boutiquesas well as sport and leisure activities on anunprecedented scale.

An Integrated City As the master developer, Dubai Sports City is taking full advantage of the potential for retail activity, and will offer more than 3.8 million square feet of retail space availableacross all real estate and facilities whenconstruction is completed.

With careful planning, retail centres arebeing positioned in prime locations, enablingresidents to easily reach shopping andentertainment areas, helping to maximise

footfall for retailers.Arena Mall, the largest retail destination

within Dubai Sports City, will be directly linkedto the 10,000 seat multi-purpose indoorstadium and occupies a key retail locationwithin the development. Comprisingapproximately 1.88 million square feet of grosslettable space, the mall will be anchored by a140,000 square foot hypermarket and willinclude a family entertainment centre.

The Arena Mall's trade area will encompassa population of approximately 800,000 by 2010and, with an exciting calendar of internationalexhibitions, sporting events and concerts atDubai Sports City in the coming years, tenantsare in a prime position to benefit from strongbrand exposure.

North Point, Dubai Sports City's larger retail and commercial hub, will be the culturalcentre of the development and offer visitors arelaxed environment to dine and shop. Situatedat the northern end of Dubai Sports City'scentral waterway, at the heart of a vibrantdowntown district, North Point is in closeproximity to DSC's business district andsporting facilities.

South Point, Dubai Sports City's secondretail and commercial hub, will offer a premiumdining and shopping experience. Located inclose proximity to the sought-after VictoryHeights golf course villa community, andanchored by Dubai Sports City's boutique

hotel, South Point will offer a range of premium brands, boutique shops, and first-class restaurants.

Launched in May 2008, Gateway Towers -the icon of Dubai Sports City and the landmarkof the mega-project's business district, is avisually spectacular development.Characterized by a stunning black and silverglass finish it will be the highest point within themega-project, offering breathtaking views ofthe Cricket Stadium and The Els Club.Gateway Towers' inspirational design isrepresentative of the excitement and adrenalinbehind the entire development.

The Sports City "within a City" Perhaps most excitingly, Dubai Sports City is set to attract "flagship events" in each of the six major sporting disciplines -football, rugby, cricket, hockey, golf and tennis - supported by a programme of local events and the daily activities at each of the sports academies, creating a year-round calendar.

By helping to hone local talent and byattracting the world's most famous names insport to Dubai, Dubai Sports City will play amajor part in helping Dubai become one of theworld's major venues for sports.

Tel: +9714 425 1111 www.dubaisportscity.ae

Arena Mall


Always ahead of time

206 Best of Dubai

Dubai is amongst the world's fastest growing cities, with $90 billion dollars worth ofconstruction projects and approximately 15 per cent of all cranes located here. Becauseof this vertical explosion, a wealth of innovative architecture underscores its internationalmodel for preeminence. Considering that the majority of the emirate's growth hasoccurred within the past 15 years, with all seven of its tallest buildings constructed in thepast eight, the demand for basic materials to keep up with the rate of constructionexpansion is critical. As one of the region's leading concrete suppliers, Unibeton lies atthe foundation of the highly demanding construction market in the UAE, particularly thehighly competitive field of the Ready Mix Concrete Industry.

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Always committed to CSR, Unibeton's commitment to total quality management (TQM) extends to every area of its operations and they areone of the few Ready Mix Companies accredited to QHS&E Management System. To help to build a more sustainable environment, Unibetonis focusing on Green; environmentally friendly concrete with low carbon dioxide emissions to produce energy saving construction. As thelargest Ready Mixed Concrete Company in the Gulf, Unibeton is not only a member of the Emirates Green Building Council but also leadingthe field with the promotion of Green sustainable concrete by using materials that represent a 75% saving on carbon dioxide emission againstthe more traditional type of conventional concrete made from Ordinary Portland cement. The greatest focus on green concrete is with the useof partial cement replacements such as PFA & slag. This is an impressive improvement, considering that every month more than a millioncubic meters of concrete are poured in what must surely be the world's greatest construction frenzy.

Green Concrete

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Unibeton, part of Al Fara'a Construction Group of Companies, was formed in1990 and has subsequently expanded to include eight plants across the

UAE. As the leading concrete supplier for many of the regions landmark projects such as the new Garhoud Bridge and RTA road interchange projects,Unibeton is also the prominent ready-mix concrete supplier for constructionprojects currently underway. Take the Jumeirah Palm project for instance. Here, the company has recently installed two state-of-the-art batching plants on the Palm Island which include world class and cutting-edge technologygiving superior batching accuracy and excellent output, to maximise efficiency.When it comes to concrete, it's all about speed, quality and supply and Unibeton enjoys a reputation for executing projects within time and toguaranteed quality levels, setting it apart from others and enabling the company to be listed in the exclusive category of brands who consistently win projects by invitation.

Another factor of their success, Unibeton admits, is the publicity they receivedduring a record breaking concrete pour for the Al Attar Sky Spiral tower. Themilestone 20,000 m3 concrete pour - which is the equivalent of filing 9 Olympicsized swimming pools - laid the basement of Al Attar Sky Spiral, a 49 level,residential tower in Al Sofouh. Demanding the highest levels of technical andlogistical expertise the mammoth 35 hour pour was finished on the 7th ofSeptember, 2007, and leveraged the combined efforts of Unibeton's nine,strategically located concrete batching plants - with a nominal capacity togenerate up to 1000 m³ of concrete per hour - more than 150 transit mixers and15 mobile and 6 standby pumps. Keeping the concrete at the correcttemperature was also important; with ambient temperatures around 40ºC theyhad to maintain the concrete at the specified 32ºC with the use of over 1,500tonnes of ice. Unibeton General Manager Engr. Mohammed Shedadeh adds "Wehad a dedicated team of the best in the business: scientists, technicians,engineers and other skilled employees all with a commitment to quality and totesting the untested, so I was always confident that we would deliver thislandmark pour on time and with the highest quality results".

Unibeton continues to develop and expand at an extraordinary rate whilstembracing world-wide technological advancements, for example their batchingplants have recently been upgraded with latest German technology andprovided with new 3 and 4.5m3 BHS twin shaft mixers as well as extremelyaccurate load cells for weighing of water and admixture. As well as the latesttechnology, consistently sound management has helped the company grow intothe huge organisation it is today. Shedadeh concludes, "Because of the logisticalcomplexity of many of our larger projects, a highly trained, co-operative team ofexperts is crucial to success. We stand united and this is why we stand strong".

Some may call Dubai a 'concrete jungle', but with Unibeton in the picture thatmight not be a bad thing at all.

Tel: +9714 880 2600www.unibetonrm.com

Best of Dubai 207

Eng. Mohd. ShehadehGeneral Manager, Unibeton

Landmark Tower, Abu Dhabi

Starting as a small company with one batching plant in Suleimat, Al Ain, Unibeton now has anetwork of 22 batching plants across the UAE, plus a fleet of transit mixers, concrete pumps, trailers and cement bulkers. Unibeton is currently theconcrete supplier for the project to build the tallestbuilding in Abu Dhabi. When it is completed in 2010,the 72 floors Landmark Tower will stand 330 meters tall, significantly higher than all otherbuildings in the city.

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Sometimes it is possible to forget that Dubai is a city nestled in the centre of a vast desert. Eventhough water is scarce for most months of the year, with an average annual rainfall of a mere 13cm, certain parts are a perennial oasis of lush greenery. Creating and maintaining this illusion iswhere companies like Orient Irrigation Services (OIS) step in, fashioning any landscape afresh todevelop a space that is intelligently designed but functional, aesthetically beguiling yet efficient.Specializing in irrigation, water treatment and landscaping, the company has designed numerouspublic and private gardens throughout Dubai, from lush gardens surrounding palaces tometiculously maintained golf courses.

210 Best of Dubai

Figures by the Emirates Industrial Bank say the UAE, with a population of 3.7 million people, has the highest per capita consumption of water in the world at 500 litres a day. In Britain,the figure is 330 litres a day, Spain 300 litres, France 215 litres and Jordan 150 litres.

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Established in Dubai in 1977 in partnership with a Swiss landscapingexpert, with the aim of utilizing the limited local water resources to

obtain maximum results through modern and specialized technology,OIS continues to blossom today. Over the years, the 730-strongcompany has gained a reputation as exacting professionals thanks totheir successful execution of a range of projects in the UAE for publicparks, palaces, hotels, gardens, landscapes and golf courses. SaysPeter Harradine, "We place emphasis on continually experimenting withdifferent and contemporary root-zone mixtures coupled with computer-programmed and localized irrigation systems, in order to guaranteeenormous savings in energy and water consumption".

In view of the potentials in this sphere, OIS has also diversified andnow distributes irrigation equipment and has access to a vast stock ofother types of specialized agricultural equipment, with two mechanicalworkshops to provide after sales support too.

Involved in every aspect of the development, the design team excelsin taking a 'can-do attitude' approach from the design inception toexecution. "By undertaking diversified design problems of varied scalefrom public to private spaces, utilizing the multi-cultural landscapearchitectural talents to develop creative solutions, our skill set isunparalleled", he explains. One of their famed specialities, however, isgolf courses and they have constructed the courses in Jebel Ali, Ras AlKhaimah, Arabian Ranches, Sharjah Golf and Shooting Club, DubaiCreek Golf, Yacht Club and the Abu Dhabi National. Because thecourses are situated in such dry, hot, humid and saline desertconditions, during the construction and maintenance stages, specializedsupervisors and green keepers are employed to ensure daily controland adherence to the architect's design. Experienced staff, includinggreen-keepers, horticulturists and landscape gardeners, ensures thehighest level of expertise during the implementation, installation,construction and maintenance of these quality, sustainable GolfCourses. "Our team is undoubtedly the cornerstone of our success;since they have been trained throughout the world and have been

chosen because of their experience of how to manage the inhospitableMiddle Eastern climate".

One of the most critical factors with landscaping and irrigation is the quality and variety of the plants incorporated in the designs, which is why OIS builds and manages its own nurseries which supply all their landscape construction and maintenance contracts. Theirexperienced nursery staff ensures that the trees, shrubs, ground covers, bedding plants and grasses supplied from their nurseries are of the highest possible standard. Because of the limited plantmaterial types available in the UAE, "we are continuously experimentingwith myriad new varieties of plants to try and introduce different species into the UAE landscape" Suheil Najar says. To provide the most exciting and diverse designs the company also imports exoticplant species from many of the world's recognized horticultural regions, as far flung as California, Italy, South Africa, Thailand, Sri Lankaand Malaysia.

It is not simply the landscaping industry that depends on a reliablesupply of clean water; the need for hydration in the region makes seawater an important resource for domestic water supply, irrigation,landscaping and farming. OIS has created a specialized division, whichdeals with the treatment and purification of sea and brackish water andhas installed many desalination plants that ensure regular and constantwater supply to hotels, hospitals and remote communities. This is acompany with an ethical edge - one of OIS's main concerns is theprotection and improvement of the environment which is why they co-operate with numerous international companies in order to solveenvironmental problems and preserve the region's fragile ecology.

From landscape design and desalination solutions, to flood-lighting togolf course construction; OIS is helping Dubai to flourish the right way,making green the way to go.

Tel: +9714 269 1985www.orientirrigation.com

Best of Dubai 211

The climate in the United Arab Emirates is sub-tropical and arid. Rainfall is infrequent and typically occurs betweenNovember and March; usually it amounts to approximately 13 centimetres, spread over five days per year.

Orient Irrigation has won 9 awards in recognition of the services it provides.

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Chapter 11

INFORMATION, COMMUNICATION & TECHNOLOGY

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“There is no quicker path to comprehensive development than cooperation in the fields of IT and communication”. H.H. Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.

The company's acquisition of a minority stake in Excelcomindo, an operator from Indonesia, has given Etisalat exposure to one of the world's largest growth markets; mobile penetration in the nation of 235 million is currently less that 50 percent.

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Amajor player in this public-privateenterprise is Etisalat, the

telecommunications giant of the UAE.The company has been providing thelatest telecommunications servicesincluding fixed and mobile telephony,TV and internet to UAE since 1976. Ithas built up a modern telecominfrastructure and established itself asan innovative and reliable operator inthe region. Ranked among theFinancial Times Top 500 Corporationsin the world in terms of marketcapitalisation, and the 6th largestcompany in the Middle East in termsof capitalisation and revenues,Etisalat stands tall, a compellingfactor in UAE's advancement andmodernization, and at the root of thenation's vision for globalisation. Tothis end, Etisalat is the largestcontributor outside the oil sector tothe UAE Federal Government'sdevelopment programmes worldwide.

Vision "Any sufficiently advanced technologyis indistinguishable from magic," saidArthur C. Clarke in his book Profilesof the Future, and with its vision of aconnected world, Etisalat wants tocreate nothing short of magic. As atelecommunications company, Etisalathas the power to keep peopleconnected at all times, anywhere inthe world. And that's exactly thevision of the company - to enable itscustomers to be unfettered bymatters of distance. Etisalatenvisages a world where its peoplewill effortlessly move around theworld, staying in touch with family,making new friends as they go, anddeveloping new interests on the way.

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Reach out with EtisalatToday, the UAE has emerged as one of the most advanced nations in the world interms of infrastructure, economic opportunities and per capita income. With itsbusiness-friendly modus operandi, high standards of living, tax-free regime andsizable annual trade surplus, it is looked upon as a modern state with an appealingmix of East and West - a most favoured destination for settlers from the Middle EastDiaspora, South Asia and further afield. By progressively increasing spending on jobcreation and infrastructure expansion, the UAE government is opening up its utilitiesto greater private-sector involvement too.

The company has6.83m mobilecustomers, 1.35mFixed line customersand 1.02mInternet customers.

Etisalat reported annualNet Revenues of US$5,815million and NetProfits of US$1,831million

Moodys has awardedEtisalat an Aa2 rating,Standard & Poors an A + and Fitch Ratingsan AA

Etisalat was awarded many

times in 2007. These accolades

included Best Overall Operator

of the Year - Telecoms World

Middle East; Best Operator

Middle East - Arabian Business;

Best New Operator - Etisalat

Misr - Comms MEA; Best ISP -

Windows User Magazine; Best

Enterprise Integrator - Arabian

Computer News; Most

Innovative New Product -

BlackBerry - Network Middle

East. Etisalat CEO, Mohammad

Al Qamzi was also presented

an award for his company's

contribution to the local

economy by CEO magazine.

Etisalat's international business has doubled in size over the last year as the company made major investments inmarkets from Sudan to Indonesia. The rapid growth is likely to continue, with the company's new network inNigeria due to launch in the second half of this year.

Etisalat is the fastest growing mobilephone company in the world. Inproportionate terms, the company had24.3 million mobile subscribers at theend of the first quarter of this year, up106 percent from a year earlier.

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Businesses big and small, empowered byEtisalat, no longer limited by distance, areable to reach new markets. With innovativetechnologies, UAE is open to freshopportunities across the globe, allowing thesupply of new goods and services toeveryone who wants them, furtherstrengthening its position as a nascentstrategic power worldwide.

Mission Etisalat's mission is to extend people's reach.Thus Etisalat is actively developing advancednetworks that will enable people to connect, tolearn and to grow; to enable them to reacheach other, businesses to find new marketsand everyone to fulfill their potential. Acrossthe UAE, and increasingly in internationalmarkets, Etisalat's mission of enabling itscustomers to enjoy the latest services andtechnologies in telephone, TV and Internetservices has largely succeeded.

ValuesThe company has three central values that areat the core of their philosophy and consequentsuccess; energy, openness and enablement.Etisalat esteems and nurtures the energy anddynamism required to achieve the very best inbusiness, leading to capability of addressingfuture challenges and opportunities with ease.Their policy of being open, honest and fairextends to their customers, suppliers andemployees, which creates a sociable andfriendly atmosphere to work within. Thecompany wishes to provide opportunities andto actively help people reach their goals,always delivering what they say they will.

Best of Dubai 215

Etisalat's long-standing reputation asa technology leader and product

innovator has lead to the growth ofGroup Revenue and Net Profit, 22%and 24% respectively, over the last

five years on a Compounded AnnualGrowth Rate (CAGR).


AdvantageApart from enabling the nation with basictelecommunication services, Etisalat alsooffers a range of innovative and modernservices that have served to position UAE asone of the most advanced nations in termsof telecom services. With Etisalat, mobileusers enjoy the benefits of superior voiceand data applications like WAP, GPRS, 3.5G,MMS, Push-To-Talk, Black Berry services andothers. Enterprise and individual customerson the fixed-line network have the benefit ofservices such as ATM (AsynchronousTransfer Mode), Frame Relay, VSAT andISDN. The corporate offers fixed-line servicesover a Next Generation Network and has beenmigrating sections of its users onto theadvanced network. By establishing NGN,Etisalat will be able to offer voice, video anddata over one single source, enabling trueTriple-Play functionality.

Etisalat Entities Realizing that true empowerment canhappen only with education, Etisalat isengaged in providing quality education toUAE with its Etisalat Academy and theEtisalat University College. These twoinitiatives are designed to turn the UAE into acentre of professional training excellence.Courses held here include subjects such asIT, Business Administration, InformationSecurity, Basic Sciences, CommunicationEngineering, Electronic Engineering andComputer Engineering.

EMIX (Emirates Internet Exchange) is thefirst Network Access Point (NAP) in theMiddle East. Built on multiple STM-1 circuitslanding on the East and West coasts of theUAE, EMIX's state-of-the-art platforms aredesigned for the transport of high-qualityand high-speed Internet service.

Emirates Data Clearing House (EDCH)was established in 1994 to provide a singlepoint of contact for the roaming facilityoffered by GSM operators. It is one of only five companies worldwide that offers electronic data transfer and financial services.

Ebtikar's product range includes chip-based smart cards with memory ormicroprocessor chips, as well as non-chip-based cards for multimedia applications.Ebtikar services the industries oftelecommunications (Pay phones, GSM,Internet), health, parking and others.

The Customer Care Centre from Etisalatwas established in 2000 to handle all theCorporation's non face-to-face customerinteractions, both in UAE and outside.Having over 500 seats, it is the largestoperation of its kind in the Middle East, andis ISO-9001 certified. Apart from Etisalatincluding all its divisions and subsidiaries,the Customer Care Centre also handlesinbound and outbound services forcompanies in the private and Government

sectors, both domestic and international.Services provided by the Customer CareCentre to its clients include contact handling,telesales and market research, and callcentre consulting services.

FiguresThe year 2007 was dynamic for Etisalat with success at multiple levels, especiallythrough its international expansion which saw acquisitions of licenses and assets inIndonesia and Nigeria. By the end of 2007,Etisalat reported annual Net Revenues of US $5,815million and Net Profits ofUS$1,831million, showing strong growth versus 2006. This trend is continuing in 2008 and as of July 14 Etisalat was reporting Net Revenues of US$ 3,390m andNet Profits of US$ 1,394m. Etisalat hasreceived its inaugural international corporatecredit ratings in 2008. Moodys has awarded anAa2 rating, Standard & Poors A + and FitchRatings an AA-. Etisalat was also named as aDiamond company in terms of financialtransparency by the SCA (Securities &Commodities Authority).

Contribution to the CommunityEven though the main objective of Etisalat isto provide telecommunication services to thenation, it has always adhered to theprinciples of Corporate Social Responsibility.The corporation strengthens the society itserves by supporting social, economic,sports and cultural activities. It alsoparticipates in economic related conferencesand exhibitions which are organisedthroughout the Emirates and the region andis an award-winning socially responsible

corporation. Etisalat has also won accoladesfrom across the region for its Emiratisationprogrammes that have secured jobs foryoung national professionals for over 40 percent of its workforce.

Future In 1982, Etisalat was the first telecomoperator in the region to introduce a mobilephone service in UAE, and was one of theearly adopters of GSM technology,introducing it to customers in 1994. Sincethen it has established itself as a regionalpioneer by introducing both 3G and MMS in2003, and most recently, the BlackBerryservice in 2006.

Etisalat looks at a future in whichtechnology extends its reach. Already,music, books and services no longer have tohave a physical format to be sold online.Advanced networks will increasingly provideeducation, healthcare and other servicesand goods. For instance, telemedicinealready allows patients to seek the bestadvice from doctors around the world; nowrobotic aids are beginning to make remotesurgery possible. As the pace oftechnological change increases, Etisalatintends to extend its reach into newtechnologies, services and markets and, inthe process, raise the benchmark incustomer services, acquisition and retention,thus enhancing shareholder value. Theseadvances and intentions to excel, at the endof the day, show what a successfulcorporation is all about.

Tel: 101 www.etisalat.ae

216 Best of Dubai

Etisalat has

invested in

educational

initiatives such as

Etisalat Academy

and Etisalat

University

College, which

provide training

courses at

international

standards. It has

contributed

towards gearing

up a generation of

telecom

specialists, who

work today to

support

expansion and

investment plans

of the Corporation

in fourteen

countries across

Africa and Asia.


CSR

Etisalat supports people with special needs through

their unique 'Freedom Package' which provides enhanced

communications options.

Their continued support goes to Dubai Centre for Special

Needs - Phone System, People with special needs Centre,

Wedding Ceremony for Special Needs People, and Deaf Week.

Environment friendly initiatives include the use of electronic

payments through the mobile which will help reduce paper

waste and the Envirophone initiative to recycle people's old

mobiles.

Etisalat's Academy has implemented the EasyLearning

initiative which works for the development and qualification of

professional candidates in more than 134 countries.

- Over 40,000 BlackBerry customers- 510 roaming agreements- 186 countries- As of July 2008, Etisalat has 6.83m mobile customers, 1.35m

Fixed line customers and 1.02m Internet customers.


Greening the community

Long established as the world's leading electronics brand, it is only fittingthat Philips, that first began producing electric light bulbs more than acentury ago, should be flying the flag for energy-efficient lightingtechnologies. Light emitting diodes (LEDs) have long been used for avariety of visual displays. Now LED technology is about to change the faceof 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 supportingthem 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 andhalogen lamps, it is still early days for LED

light bulb technology in terms of itsperformance. So too is the price tag relativelyhigh at present. However, believes thecompany, over the next two to three years thepositive benefits of LED lighting promise to behuge, in terms of both its long lifetime andenergy saving properties. Recent research byPhilips has shown potential energy savings of40 per cent. In monetary terms, this is a globalsaving of around US$64 billion. This equatesto 555 million tones of CO2, 1,560 millionbarrels of oil per year or the annual output of530 medium sized power stations.

"Commonly used products likeincandescent light bulbs can easily bereplaced by energy saving lamps," states DPSmedema, general manager for Philips in theMiddle East and North Africa. "Thisreplacement will save 80 per cent on energyconsumption right away, which reduces CO2by 41kg per year, per lamp. It also lasts two tothree times longer, which dramatically reducesmaintenance and saves time and money."

Aside from the environmental and costbenefits is the adaptability of LEDtechnologies. Aeshetially, LED lighting canprovide any desired colour and create effectsnot possible with existing technologies. Forroad lighting, with no need for filters (colouredfiltered incandescent lamps can lose 90 percent of available light), the energy savings aresignificant. For industrial lighting, the extra lowvoltages of LED lighting (typically 12 or 24volt) is a major safety advantage.

"Each segment asks for a differentapproach," explains Smedema. "Where roadlighting mainly uses high pressure sodiumlamps, offices ask for fluorescent lightingsolutions and fashion shops are moving fromhalogen towards compact discharge lamps.What they all have in common is theincreasing need for energy efficiency."

Community awarenessStill, concedes Smedema, creating publicawareness is crucial to the uptake of suchtechnologies within the region. "Because oflimited knowledge and awareness in theMiddle East, it is difficult to recognise andappreciate the difference between one lampand another," he feels. "Logical behavior is thatpeople buy the cheapest lamp as long as it

fits. Only after usage do they experience thatits lifetime is short, light output is fading fast orlamps simply change colour. To make surepeople buy the right product and preventdisappointment, we are setting up trainingprograms and workshops in hotels and othersegments. After the course, people are betterprepared to make the right decisions andrecognise the difference between the initialcost of a lamp and the value of lighting. Afterall the cheapest lamp is often the mostexpensive lighting solution."

Philips will be running workshops togetherwith the Dubai government, Department ofTourism and Commerce Marketing inNovember 2008 to increase the awareness ofenergy consumption in hotels and supportingthem towards energy efficient solutions. In thesame month the company is organising a'Green Week' in Dubai to increase publicawareness towards energy saving.

Walking the talkOn an equal scale is Philips' own internalenvironmental pledge. As part of itsEcoVision4 environmental action plan - nowrunning for its fifth year - is a absolutereduction of its own operational carbonfootprint of 25 per cent by 2012. This includes doubling its investment in greeninnovations 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 fromgreen products over the next five years (upfrom 15 per in 2006), "In the coming yearsPhilips intends to grow in lighting in the MiddleEast," offers Smedema, referring not least tothe region's fastest growing industry - tourism."Building on current lighting contracts withsome major hotel chains, we want to grow withmajor players changing them into 'green'hotels and supplying them with latestinnovations using more LED technology. TheUAE Government is already makingtremendous inroads into developingenvironmental initiatives and technologies. It isour aim to continue to support the governmentto this end and making the Middle East aneco model for other parts of the world."

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

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Framing new perspectives

Blink Studios, a recent subdivision of the Greenline Group, has come tolife in response to an increasing market demand for television, motionpicture, and corporate productions. As a central player in Dubai'sexpanding realm of 'presentation media', Blink Studios has recently begunto penetrate the international television and film arena, while continuing tostrengthen its regional presence.

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Blink Studios at Dubai Studio City Tooters 3D Animated Series

Since its establishment, Blink Studios has been at the forefront of digitalanimation in Dubai, both in connection with regional animated

entertainment and computer generated (CG) visual effects for live-action.As the first animation studio to secure significant studio space at DubaiStudio City, Blink Studios stands as a reflection of the company'sunwavering commitment to producing quality CG animation in the emirate.

With Dubai's vibrant and fast growing economy abundant with a myriadof business and production initiatives, Blink Studios has responded to therapidly increasing creative and commercial demand by focusing itsenergies on three distinct production divisions; a Film Studio, a DesignStudio, and an Animation/ Visual Effects (VFX) Studio. "Boasting state-of-the-art equipment and the most advanced technology available, BlinkStudios is capable of producing content to suit a wide range of productionbudgets, while always maintaining the highest levels of professionalstandards", says Business Development Manager Tarek Mounir.

The services offered in the Animation VFX Studio include animatedseries for television/ DVD, motion graphics, and walk-through animation;with the latter serving Dubai's booming design, construction and realestate sectors.

The Film Studio works with a cadre of seasoned directors, producers,writers and researchers who share a common agenda: To utilize Dubai'sresources and rich environment, as well as the state-of-the-art facilities atDubai Studio City to produce top-notch television programs, commercialsand feature films. With its unparalleled regional relationships andassociations, Blink Studios has access to a wealth of research andinformation pertaining to historical events, modern-day Arabia, and avariety of world cultures.

With the unprecedented growth and significant economic power that Dubai has garnered over the past decade, it is no surprise that agrowing abundance of companies have flocked to the region. In responseto the massive influx of start-up companies who require corporateidentities, branding and integrated solutions to express their individuality,Blink Design Studios is the definitive answer. In a market where theprimary aim is to stand out among the rest, the Blink Design Studio catersto the overwhelming demand of Corporate Identities, Publications, andWeb Design.

The companies' mission is unequivocal: To deliver a product that isnothing short of excellent to its discerning individual and corporate clients.

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Roy Badro, Film Director

CG Perspective - Technology and artistry Tarek Mounir, Business Development Manager and Hani, Kichi, Animation producer/ Director.

To serve this mission, Blink fosters relationships with its clients thatare based on clear communication, creative collaboration, andprofessional partnership.

From its inception, the team has positioned itself as a leader inglobal collaboration and co-production. "While maintaining its coreprinciple of delivering only the very best, we have been successfulon both a regional level and on a worldwide basis", Tarek explains.

Through its relations with top international entertainmentcompanies with decades of experience, Blink Studios is firmlycommitted to creating international content suitable for today's global market.

Mounir Concludes: "As Studio City's first digital animation studio to successfully forge international partnerships, Blink Studios is paving the way for unprecedented, global production opportunitiesin Dubai."

Tel: + 9714 425 3504www.blinkstudios.aeCG Perspective - Precision and perspective

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222 Best of Dubai

The 'Best Of' TimesLaunched in 2007, SAB Media has made significant progress indeveloping both The Times and The Sunday Times across the regionfrom its Dubai Media City base, thanks to a unique partnershipbetween it and Rupert Murdoch's News International.

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 tothe announcement of the UAE's independence on 2nd December 1971.

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It was back in 1798 that The Times made its firstappearance 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, duringwhich time the newspaper, along with its sister titleThe Sunday Times, have grown to become two of the most influential and respected newspapers in the world.

Along the way, The Times has maintained itspresence in the region reporting on some of its mostsignificant and memorable events, with the UAE'sdeveloping history regularly finding its way into thenewspapers' columns.

Today, the newspaper has an even greater linkwith the Middle East, thanks to a unique partnershipbetween Saudi owned company SAB Media andRupert Murdoch's News International, which sees theinternational edition of both papers being printeddaily in the Middle East.

Launched in 2007, SAB Media has already madesignificant progress in developing both The Timesand The Sunday Times across the region from itsDubai Media City base.

Both papers are now available in several GCCcountries on the morning of publication and SABMedia is currently in the process of expanding itsregional print sites across the rest of the Middle East to provide its daily offering to an even greaternumber of readers.

Simultaneously, a full-colour product and a greaterfocus on Middle East content through a dedicatedMiddle East edition are also being developed which will all add up to produce a significantlyenhanced package for the papers' many loyal MiddleEast readers.

Focusing on a diet of international news, sport anda second to none business section - interspersed withregional advertising from the ever-swelling ranks ofblossoming Middle East businesses - the paperscurrently enjoy a circulation of just over 22,000.

This has been helped in no small part by significantand targeted marketing and subscription-buildingexercises, such as having the entire Times businessdesk team out for the Leaders in Dubai conference in 2007.

Available through retailers or by subscription athome or at work, The Times and The Sunday Timescontains an unparalleled depth and breadth ofcoverage that has become the newspaper'strademark over its 220-year history. Long regarded asrequired reading for political and business leaders,The Times and The Sunday Times combine objectivenews reporting with hard-hitting political analysis, livelycommentary and incisive business reporting.

"We are proud that we are now available daily in a region that is destined to play an ever moreinfluential role in the world," explains James Harding,Editor of The Times.

"Since 1798, when The Times reported Napoleon'sarrival in Egypt, we have invested heavily in ourreporting from the region and we now have one of thelargest correspondent networks in the Middle East.Expanding our printing operations across the region isanother significant moment in our history and we lookforward to providing intelligent, informative andentertaining 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 extendthe availability of The Sunday Times across thisimportant region. We are proud of our reputation fordelivering news and analysis to an intelligent andthoughtful audience. There are more than 3.5 millionweekly readers of the Sunday Times and this figure isonly increasing further through our partnership withSAB Media in the Middle East."

"One reason we're excited to have the licence topublish The Times and The Sunday Times here is itsbroad appeal," said Sheikh Salah Al Belawi, Chairmanof the SAB Media.

"The newspapers offer advertisers a way to reachthe region's political and business elite, along with aneducated and engaged English-speaking audience.From a branding standpoint, The Times name sellsitself. There is not another publication that can touch it,in terms of recognition and respect."

SAB Media is a part of a conglomerate ofcompanies 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.

For all enquiries related to The Times and TheSunday Times both regionally and internationally,

Tel: +9714 364 2900www.thetimesme.com

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Chapter 12

ART, MEDIA & HERITAGE

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“Follow in the footsteps of your fathers’ virtue! How could you hope to climb high unless your fathers’ will climbs with you?”Friedrich Nietzsche, German Philosopher & Scholar (1844-1900)


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Designed by Zandi, this home in Mirdif is a unique example of his architectural execution.

Zandi's home is exquisitely designed, everything within it has a meaning and a purpose.

Architect, town planner, photographer, author, off-roader and visionary, Iran-born Dariush Zandi has influenced the Dubai skyline over three decades.His world encapsulates beauty, harmony and space, creating optimum livingconditions by fusing the traditional and contemporary. His creationsdemonstrate an unfailing passion for art and restoration. A vibrant personabelies his subtle manner and modest demeanour.

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To visit the Courtyard, one of Zandi's creationsin Dubai, is to stumble upon a gem amidst a

mechanised ocean. With warehouse afterwarehouse, the Al Quoz Industrial Area is not aconventional location for an art gallery yet, uponarrival, the secluded site seems all the moreenchanting for it. Wandering through the gates,the sound of trickling water and picturesqueattached facades of varying traditional styles,complemented by the juxtaposition of a

spacious modern glass building at the end ofthe walkway is the welcome. Born from hisbelief that nothing is impossible, being the first inthe area, Zandi overrode the notion that such anartistic area could not be made possible on anindustrial site and, paving the way for more asart galleries to move to the area.

The Courtyard is an artistic oasis housingglobal art. Created to inspire, support anddisplay the work of predominantly Middle

Dariush Zandi with wife Shaghayegh Arabi

The Courtyard is a haven of creativity and individuality that resonates with artists, architects and visitors alike.


Eastern artists, it opened in 1998. Yet it isevolving constantly, mimicking its creator whobelieves that growth is the only permanence inlife. He believes that life flows and is malleable;objects are added, detached and reused aspart of a cycle. The artist's passion permeatesthe spectator as Zandi explains his work; "Look at these stones," he says pointing to oneof the structures. "They were dumped bysomebody else but were a treasure to me."Inspired by a favourite endeavour, he thenguides to another area, "Those pulleys andrailings are from an old dhow and this windowsill holding plant pots used to be the toiletseats on a dhow. Preserving history is one ofthe most valuable things we can do, leavingsomething for the future."

Zandi transfers these ideas to his condo-style personal residence. The apartmentbursts with natural light from the floor to ceiling windows; the split level style promotesthe circulation of air with high ceilings lending a feeling of space. Within thiscontemporary shell, Zandi has interspersedunique design features like the various parts of a Turkmen house. Scatteredthroughout are objects for a forthcomingproject, featuring metals distressed by naturalforces and time. With these old objects, Zandisees a potential for renewed life. His home isgallery-like, yet not pretentious, noroverwhelming; everything within it has ameaning and a history, being found andtreasured by him and his like-minded wife, theartist Shaghayegh Arabi.

Dubai has been the ideal setting for Zandi'sartistic vision and mission. His love for the citybegan upon arrival in 1978, explaining; "Dubaiwith its souqs and windtower houses remindedme of my childhood spent in one of Tehran's

oldest quarters: the Bazaar". The artist initiallyworked on the plans for an urban designcompetition based on the Creek side. The citywas rich in opportunity for an architect andZandi created the master plan for the DeiraCreek Corniche project. Subsequently, hereturned to the US for his post-graduatestudies in urban design, architecture and townplanning and it was not until 1980 that hereturned to Dubai. Inquiring about his priorproject, he was soon at work again, modifyinghis original design and transforming the creek in the process. Initially planning to stay for only six months or so, Zandi hasremained in Dubai ever since. As a believer in fate he explains that his destiny; "Itwas a chance to use all my experience and allmy travels. I had a city right here, under myhand - and that's not a chance that manypeople get."

Zandi with help of a few friends developedthe first art institute in Dubai, where he alsotaught interior design, architecture andphotography to a diverse mix of studentsincluding Shirley Kay, wife of then the BritishConsul General. The restoration of SheikhSaeed's house and the some of the houses inBastakiya district are just a couple of hispreservation projects. In addition, he hashelped maintain the traditional buildings ofDubai in many areas, both through restorationand insightful design in keeping with the city'sdistinctive architecture. Demolition of oldareas of Dubai has always been a sensitiveissue for Zandi as he laments the loss of theold, seeing it as damaging to history, cultureand simply a waste of resources. He hasencouraged the preservation of older, decrepitareas that may have fallen victim to Dubai'sconstruction craze and desire to reinvent itself.

Continuing his work, his newer projects evokean element of the traditional. Whether it bevillas on the Palm or townhouses, Zandidesigns with people and environment in mind,creating optimum living spaces that emulatethe essence of Emirati traditional design - windtowers, earth tones, landscape and workingwith water.

The plans for an upcoming urbanarchitectural project demonstrate Zandi'svision for Dubai. Utilising his creativetemperament, the proposal for this areaincluded the plans for a traditional walled cityboasting crafts and souqs, as well as aconvincing twists and turns: Zandi fantasizedan entire history for the area, composing aletter from a father to his son, discussing thehistorical town. Even though the site may seemantiquated and decrepit, it embodies totalharmonious living with the important feeling ofcommunity through his promotion of rebuildingthe past and the tradition. Strangely, he hadalready designed a new township in that samearea in 1981 as the town planner working forthe city. For Zandi it does not seem unusual,as ideas take time to develop. "A city isorganic; it grows at its own pace - sometimesslow, sometimes fast. In this case, the planstook 25 years."

Zandi's belief in the flexibility of life leadshim to pursue many projects. Photography isa natural passion, having taken his firstpictures as a boy - "My camera has been likea faithful companion on all my trips", heexplains. One of his most interesting projectswas working with Michael Tobias on thephotography book Dubai 24 Hours. While theywere creating the superb images, film crewsfollowed, making a documentary film, which isnow a DVD.

Beautifully crafted yet understated and elegant, Zandi'sarchitecture is frequently a refreshing relief from theexcessive opulence of many of Dubai's landmarks.


Best of Dubai 229

Excursions have also feature in Zandi's life.He has always been attracted to remoteplaces and as a child he loved leaving Tehranto travel to the villages. "Life there intrigued mewith its simplicity," he recalls. Sustaining thispassion, Zandi has researched and writtenfour volumes of Off Road in the Emirates(Motivate Publishing), the definitive guide tosome of the UAE's most secluded and unspoilt

destinations. He is also the co-author ofArchitectural Heritage of the Gulf. Progressingevery day, Zandi's zeal for life and opportunitymay take him anywhere. Just recently hemade a documentary series about Dubai'sheritage architecture, "I don't claim to be afilmmaker, but I have knowledge of the subjectand it interested me. So with help of a fewprofessional I did it.''

Zandi's philosophy is inspiring and hisvision is sincere. Despite his manyaccomplishments, the future for Zandi is asunknown to him as the roads he explores.Given his track history, it seems that anythingcan be expected.

Tel: +9714 347 5050 www.courtyard-uae.com

As an able photographer and author of series of “Off-Road In The Emirates” books Zandy has taken inspiration from the desert environment. Dubai has always held a unique place in heart; "I believe in destiny" he explains.


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"Art Dubai has become the region's commercial art-trading hub and animmensely important platform for the whole international art community,providing a chance for important regional artists and art initiatives to engage ata serious level with curators and collectors around the world. We aim to buildon the success of this year's event and continue to expand on an extensiverange of arts projects, artworks and galleries and educational programmes forArt Dubai 2009," says John Martin, Director of Art Dubai.

Throughout the year Art Dubai engages with the local community through the work of START, an outreach programme which seeks to establish artist lead workshops for deprivedchildren across the Middle East. The fair also works with local universities and arts students, running a comprehensive Internship Scheme

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Art Dubai, an annual internationalcontemporary art fair taking place

each March at the Madinat Jumeirah,is preparing for its third year in March2009. In its initial two years the eventestablished itself as the leading artevent of the region, bringing togethertop commercial galleries from thirtycountries exhibiting work by more than540 artists as well as a host ofinternational visitors - ranging from artprofessionals to collectors and aculturally engaged public.

The unique quality of Art Dubai isthe variety of subsidiary projects andevents that take place throughout theweek. The Global Art Forum is fastbecoming the Middle East's leadingcultural platform, with fifty of the globalart community's most respectedcurators, collectors and artists comingtogether in candid debate, presentingand disputing their ideas of where theregion is positioned in the internationalarts scene. Speakers ranged fromGlenn Lowry, Director of MOMA, NewYork, Rem Koolhaas, Architect fromRotterdam who is involved in a numberof projects in the UAE and artists suchas Daniel Burren and Ai Wei Wei.

Art Dubai 2009 will see the displayof the winners of the first year of theAbraaj Capital Art Prize. In both 2007and 2008 a number of innovative artprojects and commissions weredisplayed across the venue; on thewater terraces surrounding Fort Islandand Jumeirah Beach. The car parkwas transformed into 'Art Park'; avenue for video work by a host ofartists such as Kader Attia, Lida Abduland Idris Khan and installations byartists such as Jitish Kallat and KhalilChishtee. Bidoun commissioned anArtist Cinema and local design agencyTraffic designed the Bidoun lounge.2008 saw the first curated project,

Salima Hashmi curated 'DesperatelySeeking Paradise' including work bythe leading artists from Pakistanworking today. Other artists who have displayed their work as part ofArt Dubai include Wim Delvoye, Tarek Zaki, Lawrence Weiner, Amir H.Fallah, Sunil Gawde, Subodh Kerkar,Nadim Karam, Parviz Tanavoli andLara Baladi.

Art Dubai encourages the wholearts community of Dubai to display thebest of contemporary art from theregion and abroad so that internationalvisitors can see the wealth of talenthere. The Creek Contemporary ArtFair, established by the XVA Gallerybased in Bastakia, Bur Dubai is asatellite fair displaying the work of anumber of artists in houses in thehistorical quarter of Dubai. DIFC helda 'Season of Arts' during March andthe Jam Jar operate the Art Bus,taking visitors to the city on a tour ofthe highlight sites across the city. In2009 for the first time, Sharjah Biennialwill open the day before Art Dubai andwill be the fairs main partner, ensuringthat all VIP and Press guests to theregion will attend both events. SinceArt Dubai 2008 a number of newgallery spaces have opened, forexample Ayam Gallery fromDamascus, Syria now have aspectacular space in Al Quoz which isgrowing to be the commercial gallerycentre of the city with a host of moreestablished galleries based here suchas The Third Line, B21, Meem Gallery.With an aim to be inclusive instead ofexclusive in their approach, Art Dubaiis evolving as a platform for talent andartistic innovation in the region andfurther afield.

Tel: +9714 342 2395www.artdubai.ae

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Eastern Perspectives

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

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Her initial visual project aims to dispelthe western misconception of the

Middle East as inferior in terms ofscientific and technological developmentand she pays particular attention to theunknown accomplishments of the manytalented and ambitious women she hasmet through her work.

In addition to this commendableobjective, a more recent ambition is tohighlight the difficulties faced by peoplewith disabilities and moreover, what theycan achieve with the right help andsupport. This is a particularly passionateproject for Lily as she suffers from MultipleSclerosis - a condition that, since herdiagnosis in 1984, has caused physicaldisability restricting her to a wheelchairand impeding her photography. After aperiod of frustration, Lily sought help fromthe Vocational Rehabilitation services in

the US and designed a camera whichcould be fastened to her wheelchairallowing her to continue her work withinthe Middle East.

Lily's return to the region began withher travels in Bahrain and continued intothe UAE, throughout which sheendeavored to demonstrate to the ArabWorld that a person with disabilities, evenin a wheelchair, could be an activemember of society. The biggest challengethat she faced was trying to changepeople's attitudes towards those who aredisabled. She found that people ingeneral and more particularly in theMiddle East saw disability as a finitecondition worthy of pity. Her aim for thefuture is to introduce assistive technologyto the region so that the disabled can bemore 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 LilyBandak can achieve. Although private care is available, more recentlythere are widespread public efforts toease the problems of people with special needs and support their families. Some of the organisations in theUAE that assist in this include theSharjah Humanitarian City, EmiratesSpecial Needs LLC (Abu Dhabi), Abu Dhabi Centre for Care andRehabilitation, Dubai Club for SpecialSports and Takamul (Dubai), just toname a few.

In addition, the UAE Governmentpassed the Disability Act (Federal Law No.29/2006) in November 2006which protects the rights of people with disabilities and special needs. It is now the responsibility of architectsand construction companies to provide equitable facilities to their newsites for all members of society, asrecognition and subsequent action by these groups helps to increasegeneral awareness.

Born in Jordan, Lily is now anAmerican citizen, living in Newark. She was educated in Paris and the US,studying at such institutions as thePhiladelphia College of Art, theUniversity of Delaware and the Antonelli College of Photography. Her work has included the personalphotography of many public figureswithin the Middle East, inclusion as theonly female to have her work onpermanent display in the White Houseand her participation in the book,Images of Egypt, sponsored by theEgyptian government.

This is all just the beginning for Lily asher vision is to see people with specialneeds not just supported in separateschools and organizations, butintegrated within society. For her, this canbe achieved through assistivetechnology and the UAE would be anideal place to launch her ideas due to itspositive and progressive attitude. Fromher early memories of a small fishingvillage that was Dubai in 1980, the visionthat it represents today is something thatLily is very proud of and her photosshare this with the rest of the world. "Iam hoping to change the outlook onpeople with disabilities, especially in theArab World and I wish I could get peopleto join me in this effort. We, in the ArabWorld, have over 10 million people withdisabilities and we need to try and helpthem", she concludes.

www.arabworldphotography.com


Tracing centuries of craftsmanship through photography.


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Together with Rodney Keith, Heidi Rohm, Managing Partner Riot Art puts the philosophyof her company into focus.

When did you establish Riot Art and what was the rationale for starting the company?Riot Art was established in 2007 and was born from the passion for great photography. Ascommercial photographers we believe that great photography is a piece of art, capturingmoments and evoking emotions, and looks at it best when well presented - ie printed andmounted in large format. Not able to find a printer that could give us the quality and colourreproduction we wanted - we saw the opportunity to offer a superior and niche productand service, allowing everyone to turn their photography into a masterpiece.

Art in picturesWith the range and diversity of visual arts growing in tandem withDubai’s inexorable development, the voraciousness for noveltyand the quest for aesthetic appeal is a testament to the emirate’sdesire to appear picture pefect.

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How has the firm evolved over the years sinceits inception? How many people do youcurrently employ? We are a team of 12 and growing ……

Our print to canvas has evolved to an online service enabling clients to upload their photographs online and even have them delivered!

We have also created and evolved our owndistinct style in the Studio - specialising inattitude and alternative family portraits.

Understanding our client, the brand andgetting under the skin of commercialphotography projects means that we can capture photography that is to the client's expectations.

What were both Rodney and you doing beforeyou started the business? Rodney has always been in the design andcreative industry and worked with worldrenowned photographers learning from thebest. Heidi's marketing background, and lovefor photography was a perfect skill set matchand then it was just a matter of getting thewheels in motion!

Can you briefly run through your mainoperations and services? Of these, which doyou consider to be Riot Art's uniquecompetitive selling proposition(s)? At the Riot Art Print Shop we wanted toencourage everyone to enjoy the photographsthey had taken - turning it into wall art, byprinting their favourite photographs to largeformat onto canvas or fine art so they could beenjoyed everyday.

We spend time recommending interestingcrops, and making minor retouches. Mostimportantly the quality of the print and the workwe produce is exceptional our customers canbe guaranteed their prints will be a lifetimememory. We use only the best quality canvas,papers, ink and equipment from leadingsuppliers. We sum this up as - More than you expect - and I think this applies for all

aspects of our business.The Riot Art Portrait Studio seemed a logical

extension to the existing business our studioteam wanted to do portraits that were differentand edgy.

By providing a relaxed atmosphere wecapture the personality and spirit of everyonewe photograph - we also encourage personalitems and props at the shoot.

After the studio shoot we edit imagesdigitally, the client then returns to view theimages and can then chose to purchaseimages individually, framed, on canvas or fromour range of very popular collections.

Our own unique edgy style and ability tocapture moments that will always be a memoryof a good time spent in the studio apart fromhaving a great portrait to hang on the wall. Ourtalented studio photographers are dedicated todetail, and their passion for photography andpersonality are evident in their work.

Riot Art Photography has becomesynonymous with exceptional bespokephotography which aids communication andtells a story for our clients. We aim to seek outthe unique features of our projects, understandthe application of the photography and ensurethat we deliver photography that is bothexceptional, on brand and becomes our clientsbest communication tools. We believe that ourphotography should be able to tell a story andmake words redundant.

Of most importance to clients is the time wespend understanding and driving a clear brief,this enables us to deliver photography whichmore than meets expectations, and becometheir best communication tools.

What are the emerging trends in photography?Trends change all the time - people often havea preconceived idea of what they like. In thestudio our edgy style is popular with high andlow key photography is getting very populari.e: great use of lighting. Clever photographywhich is emotionally appealing and thoughtprovoking is a trend commercially. We believe

every photograph should provoke emotion andthis is the key to adding value to the trend andstyle we achieve.

What changes have you witnessed in terms of the UAE's development as a hub for visual media and branding services and where do you see the market headingfrom here?Clients in the UAE expect the best and theyalso expect delivery to be in line withinternational standards and very often workproduced by local company's not only rivalsbut challenges some of the best world wide.

What's next on the agenda for Riot Art? Wheredo you go from here? We are working on subsequent outlets in UAEand abroad. Our mission is to becomesynonymous with photography that isexceptional - our joy comes from seeingclients taking a trip down memory lane as they look at their photos and remember thetime in the studio - or a holiday photo that theyprinted to canvas.

Tel: +9714 422 4166 www.riot-art.com

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Chapter 13

CSR, GREEN INNOVATION & ASSOCIATIONS

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“Poverty is unnecessary...Business money is limitless”. Muhammad Yunus, Microcredit Pioneer, Nobel Prize winner for Peace, 2006

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What if it were possible to channel the power of the free market to solve the age old and seemingly interminable problems of poverty, hunger, and inequality? Grameen Jameel is overturning conventionalbanking practice by removing the need for collateral by creating a banking system based on mutual trust, accountability, participation and creativity

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People Empowerment

Grameen-Jameel is a not-for-profit limited company jointly owned by GrameenFoundation and Bab Rizq Jameel Limited, a subsidiary of Abdul Latif Jameel Group.The company was founded in March 2007 and incorporated in Cyprus with a branchoffice in Dubai's International Humanitarian City. It is an example of the socialbusiness concept pioneered by 2006 Nobel Peace Laureate Professor MuhammadYunus. Grameen-Jameel works to maximize social impact while reinvesting all of itsprofits in the business so that it can continue to support microfinance institutions.

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The company helps alleviate poverty inthe Arab world through microfinance.

Grameen-Jameel has set a goal of reachingone million new active microfinance clientsin the Arab world by 2011. In order toachieve this, the company forms strategicpartnerships with microfinance institutions(MFIs) throughout the region who share itsvalues: commitment to reaching women andthe poorest; aggressive growth plans; andfinancial sustainability.

Grameen-Jameel provides support toMFIs through its products, services, andfinancing. This support enables MFIs toincrease the breadth and depth of theiroutreach, as well as strengthen theirfinancial and operational sustainability tobetter serve their clients. Through itspartnerships in Egypt, Jordan, Lebanon,Yemen, Saudi Arabia, Morocco and Tunisia,Grameen-Jameel has reached more than200,000 new microfinance clients.

In addition to partnering with MFIs,Grameen-Jameel works closely withSanabel, the Arab microfinance network,and Consultative Group to Assist the Poor(CGAP), a multi-donor consortium housed atthe World Bank, to facilitate the spread ofinformation on best practices amongmicrofinance practitioners. The ArabicMicrofinance Gateway, the first major onlineresource for microfinance in the Arab world,is a result of close cooperation betweenGrameen-Jameel, Sanabel and CGAP.

Our RootsGrameen-Jameel is the first of its kind totarget microfinance in the Arab world inorder to address poverty andunemployment, and shows how two verydifferent organizations, a western non-profitorganization and a for-profit, privately-heldSaudi company can come together toachieve common social good.

Grameen Foundation is a global non-profit organization based in Washington, DCthat combines microfinance, technology,and innovation to empower the world'spoorest people to escape poverty. Foundedin 1997 with the support of Nobel LaureateProfessor Muhammad Yunus, theFoundation has a global network of 52partners in 22 countries.

Abdul Latif Jameel Group, based inJeddah, Saudi Arabia, is one of the Arabworld's most successful and respectedbusiness groups. Founded in 1945 by thelate Sheikh Abdul Latif Jameel, the companywas granted sole distribution rights forToyota vehicles in Saudi Arabia ten yearslater, which it has maintained ever since.ALJ has a very active community servicesprogram with emphasis on education,training and development.

Tel: +9716 430 9120www.grameen-jameel.com

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Spearheaded by Nobel Prize winner Muhammad Yunus, founder of Grameen Bank, microcredit which is an innovative banking program thatprovides beneficiaries, (mainly women) with small loans they need to launch businesses and raise their families out of crippling poverty, is comingto life in the Arab world.

A revolutionary and more humane form of capitalism, microcredit is a cost effective weapon to fight poverty serving as a catalyst in the over alldevelopment of socio-economic conditions of the needy who have been kept outside the banking orbit on the grounds that they are poor andhence not bankable.

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Small is powerful

One of the most mercurial cities in the world; Dubai's streets can shift direction overnightwhilst buildings seem to materialize on the skyline as if conjured there rather than built.The construction craze that has swept it up has transformed the emirate into the buzzingmetropolis it is today. Ensconced in comforts and prosperity, it can be easy for some toforget the human price behind the architectural rewards. Some worker's malaiseunderscoring some of the projects that Dubai is so proud of does not reflect the proactivestance that the Government wants for its precious labour force.

Approximately 700,000 foreign laborers frequently work for up to 14 hours a day, seven days a week for a little as 1.9 Dhs per hour, a meager wage that they some don't evenreceive for months on end. Exhaustion and malnutrition occur and the hazardous working conditions mean that injury, even death, can be a far too common reality.

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As well as the efforts of the DubaiEconomic Development Department,

who have put in place controls aimed atregulating worker’s rights and standards of living, one charity that aims to bolster this process by extending assistance at grass roots level, is Helping Hands. Thanks to the dedication of its founders, Elle and Roger Trow to bettering the lives ofthose in need, amazing improvements arebeing made. “We give a helping hand andthere are no strings attached. It does notmatter to us where the person is from, what his religion or beliefs are. If he or she is needy and we have it, we give it.” Bycollecting and providing care packages that include food and basic requirementssuch as bedding and toiletries, HelpingHands is a lifeline to those in Dubai struggling to survive. The charity can alsohelp labourers break the crippling cycle of

debt, which is endemic, since many workershave borrowed large amounts to get to theGulf in the first place.

Helping Hands started in 2006 when Elleand Roger visited a labour camp to deliverfood parcels and, shocked by what they saw,immediately realised the enormity of theproblem. By raising awareness in thecommunity, they received an encouragingresponse: “There are many people with thesame caring hearts who help and support uswith amazing loyalty and generosity in givingus all the material requirements we need. Ineffect, we are a channel for all of thosepeople here who tell us that Dubai has beengood to them, and who have wanted to 'giveback' to society but did not know how to go about it until we came along and enabled them to do just that”, she says. Being first and foremost humanitarians, Helping Hands targets the lowest paid migrant workers; “the most exploited, the mostdisrespected, the most underprivileged: the invisible, the disposable and neglectedmembers of society. We touch the lives ofhuman beings some people don’t even know exist”.

Roger and Elle moved to Dubai in 2001after having lived in Bahrain for 20 years,where they also were involved in charity work.Since Helping Hands was established theyhave visited the camps once a month,delivering nutritionally balanced food packs,

which include items such as rice, tinned fish,tea bags and milk, directly into the hands ofthe poorest labourers. By January 2007 thegenerosity they encountered was so greatthat they started to carry weekly Fridaycollections in the car park of the Mall of the Emirates (level two, zones A to Fbetween 11am and 12pm) which enablespeople to donate food, blankets and clothesdirectly to those most in need. The charity hasnow evolved to assist house-maids who havefled their homes due to appalling treatment.These young women are often severelytraumatised, grossly over-worked and victims of mental, physical and sometimessexual abuse.

The evolution of Helping Hands is atestimony to the generosity of many in Dubaiand makes a genuine difference to the mostvulnerable members of society, not only byproviding them with basic needs such asfood, but also by restoring a degree of humandignity. “We have had some tough times andit is very time consuming, but we never losemotivation or feel like giving up because weknow the burdens of the people we arehelping far exceed our own. The atmospherewhen we go into a camp is joyous and beingable to help truly needy people is, for us, ablessing”, Elle concludes.

Tel: +97105 567 1434www.helpinghandsuae.com

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Building Bridges

Business with the Middle East /North Africa (MENA) region is thriving thanks tohigh 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 alarge UK expatriate resident workforce, Dubai offers particularly rosy businessopportunities. With its unrivalled regional business intelligence acumen and vastgovernment and private sector contacts network, The Middle East Association(MEA) is uniquely placed to assist in propelling businesses to take advantage ofthe opportunities on offer.

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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 making association founded in 1961,representing some 400 large and small companies from all business and industry sectors in the region.

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Best of Dubai 245

With its diversified economy, (non-oil sectorscontribute around 95 per cent of GDP)

healthy growth rate (around 15 per cent) businessfriendly environment, excellent infrastructure,communications and numerous free zones, Dubai is a magnet for foreign investment, withBritish companies leading the inbound investmentpack. Even traditional British culinary stalwartssuch as The Ivy and the Wolseley restaurants are setting up shop; the question every companymust ask is, can we afford to forgo a presence in Dubai?

The MEA does not believe so. Widelyrecognised as the UK's foremost private sectororganisation for promoting trade and goodrelations with MENA, Turkey and Iran, the MEA isan independent and non-profit making associationfounded in 1961, representing some 400 largeand small companies from all business andindustry sectors in the region. The Patron of theAssociation is HRH The Duke of York, UK SpecialRepresentative for International Trade andInvestment. Its strong support of BusinessCouncils and excellent relationships with the UKGovernment and Arab Governments are widelyrecognised. Membership is strong andprogressive, and turnover has doubled in the lastthree years. This is a reflection of the energy thatthe MEA has put into developing relationshipswith 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 tobreak new ground, taking three missions toNorthern Iraq in the last couple of years. Anothernew initiative is the launch of the MEA Women inBusiness Network which is evolving in co-operation with Women in Business International.

Its in-house programme of events, including VIP and Ambassadors lunches, ispopular, with over 50 events held a year. Withsuccessful conferences on Libya, Morocco, Saudi Arabia and Tunisia attended by high levelbusiness 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 sectorfocused - the financial services sector and theeducation and skills sector are priorities. The 'Cityand the GCC Countries Conference', now in itsthird year, is recognised as the premier event forpromoting financial cooperation between the Cityof London and the GCC countries. This year'sevent, organised in cooperation with the City ofLondon Corporation, attracted an unprecedentedlevel of support from across the GCC region, leadsponsors being Bahrain Economic DevelopmentBoard, Qatar Financial Services Authority,Emirates National Bank of Dubai and BoubiyanBank (Kuwait).

Aside from assisting in business expansion,the important focus on the education and skillssector reflects the urgency of the need to bridgethe skills gap in the region, and the UAE hasfeatured strongly in the MEA's initiatives. With its

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

John Hawkins lunch: 'John Hawkins, HM Consul General Dubai; Chris Innes Hopkins MEA; Geoffrey Barrow, John Crane EAA; Michael Thomas,Director General, MEA at an MEA lunch for John Hawkins

partner, Compass Rose, the Association isworking on the pioneering MENA Learning &Leadership Programme (MLLP), a highlyinnovative programme bringing together thekey pillars of private sector, government, civilsociety and academia to develop and deliversustainable solutions to learning anddevelopment in MENA. The programme waslaunched in 2007 in the UAE and hasgenerated 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 ofHis Excellency Sheikh Nahayan bin MabarakAl Nahayan, Minister of Education andScientific Research. With support from suchinfluential figures within the MENA region andbeyond, MEA aims to bridge the gapbetween east and west in terms of bothbusiness and education.

www.the-mea.co.uk

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Building Bridges

In existence since 1987, The British Business Group, Dubai and theNorthern Emirates (BBG) is committed to encouraging the development ofBritish business in the UAE and to strengthening the links between the UKand Dubai as well as the Northern Emirates.

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The BBG was set up in 1987 to encourage the development of British business in the UAE and, in its 20th year, now has over 1,200 members. It undertakes a wide range of activities fromcommunicating with decision makers and testing British goods to sharing best business practice and arranging networking events for its members.

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Today almost 1,783 British companies are registered in Dubai, along with

thousands more which are managed byBritons. With a sizeable community of over150,000 Britons residing in Dubai, making itthe largest British community in the region, therelationship between the UK and the UAEcontinues to flourish.

Latest figures from the Dubai Chamber ofCommerce and Industry (DCCI) state that aJuly 2007 report from the DCCI showed thatthe UAE was the UK's largest trading partnerin the Gulf region in 2006: some 56 per cent of the UK's exports to the GCC region went tothe UAE, equating to £3.6 billion worth ofgoods. Of that total, 80 per cent was destinedfor Dubai.

In return, the UAE supplied around one thirdof the region's total £3.3 billion worth of exportsto the UK. Again, Dubai accounted for thelion's share of the £1 billion UAE exports bysupplying 66 per cent.

"Clearly Dubai, and the UAE as a whole, is attracting growing attention from the BritishGovernment, a fact underlined by itsannouncement last year that the country hasbeen identified as one of the UK's ten key'emerging markets' where the BritishGovernment is keen to deepen trade andinvestment relations. According to figures from UK Trade & Investment (UKTI), the UAE is the UK's ninth largest export market in theworld", explains Mark Beer, Chairman andCEO, BBG.

"The liberal investment climate in the UKreflects the investment climate which has beencreated here in Dubai by the Government, andthis is something the BBG supports strongly aspart of their overall commitment to reinforcebusiness links between the UK, Dubai and theNorthern Emirates", he concludes.

Tel: +9714 397 0303.www.britbiz-uae.com

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Mark Beer, Chairman and CEO, BBG

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H.H Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister andRuler of Dubai is renowned for his respect and support of women, stating "Arab womenare half our community - Sometimes better than men. Perhaps in the past we laggedbehind, but today she is growing to better heights in our society and is able to achievegoals within our communities. She will only grow". Realizing this vision is the aim of theDubai Women Association and what they work towards, by promoting the role of womenin the UAE to ensure equal rights and ever improving prospects. The Dubai WomenAssociation was established in 1974 and is chaired by Sheikha Amina Al Tayer. It is apublic welfare establishment that exists under the umbrella of the General Women'sAssociation of the UAE. With cultural and social activities represented in conferences,symposiums, lectures, workshops and more, all activities undertaken come under acomprehensive plan that aims for the participation of women in the development anduplifting standards in cultural, social and other vital fields.

248 Best of Dubai

In line with Dubai Government’s ambitious plans for social upliftment across numerous spheres; women unite for educational empowerment

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In 2008 Dubai Women Association has played an active role in the UAE community, helping to realize the

aims and ambitions of women in the region whilstendorsing and strengthening national values. Currently, The Association has two branches, one in AlKhawaneej and the other in Hatta. Nurturing andeducating the younger Emirati generation is aparticularly salient aspect of what the Associationachieves, as with over 50 percent of the local Arabpopulation under the age of 25 the importance ofcreating a well-qualified, progressive and motivatedfemale populace cannot be under-estimated. It was withthis aim that the Dubai Women Association launched aNational campaign entitled 'Successful Marriage', underthe sponsorship of H.H Sheikha Hind Bint Maktoum Bin Juma Al Maktoum, which sought to raise awareness of family values and limit the negative affectsof divorce. H.H Sheikha Hind bint Maktoum Bin Juma alMaktoum clarifies, "The motivation of the nationalcampaigns and programs is undoubtedly anembodiment of the noble objectives of support and

security to family, household, and marital stability. Suchprograms will contribute to confronting the pressures ofthe age of globalization and will be considered as aconscious response to the attitude of the UAE". Otherrecent campaigns include the first conference in Dohadedicated to exploring the importance of the mothertongue in child development.

Dubai Women Association is dedicated to ensuringwomen are up to date with the latest technology and ITskills; which are why they launched the first women ITcentre in the region in cooperation with InternationalLearning Solutions (ILS), an innovative centre based inKnowledge Village. This reflects the General Women'sUnion consistent enthusiasm for setting up advancedtraining programmes in different fields for thedevelopment of UAE national women skills so as to keeppace with the rapid changes and developmentswitnessed by the region.

Tel: +971 4 266 2737www.women.ae

Best of Dubai 249

Bringing joy to the lives of children from diverse walks of life

"Arab women are half ourcommunity - Sometimes better than

men. Perhaps in the past welagged behind, but today she isgrowing to better heights in our

society and is able to achieve goalswithin our communities. She will

only grow".H.H Sheikh Mohammed bin Rashid

Al Maktoum, Vice President and Prime Minister

of the UAE and Ruler of Dubai.

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Chapter 14

GET UP & GO

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“Waiting has never been our choice in the past, nor is it inthe present. We are always striving, anticipating the futureand preparing for it”. H.H. Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.

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Well known and well regarded as the strategic, financial, commercial and tourist hub of theMiddle East, Dubai is a thriving business metropolis, trend setter and window on the world forthe UAE and region overall.

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AlcoholAlcoholic beverages are available in majorhotels and clubs, but not in restaurants outsideany hotels. Non-Muslim residents canpurchase supplies of liquour for homeconsumption by obtaining a permit.

BargainingIn a city built on commerce, haggling is aroutine part of shopping in Dubai. Almosteverything is negotiable - the standardprocedure in the souks and markets is to offer the vendor half the quoted cost, and to haggle an agreeable price upwardsfrom there.

Business hoursUnlike western nations, the working week in Dubai runs from Saturday toWednesday. Government offices are generally open between 8am and 2pm,opening an hour earlier during summer.Businesses and offices usually trade between9am and 6pm with a 1 hour break. DubaiGovernment offices work a 5 day week, with aFriday and Saturday weekend.

Climate The perfect period to visit Dubai is between October and April when the climate is mild. Most years there are only aboutfive days when rain falls. Temperatures aretemperate from December to March, rangingfrom 26°C to 30°C in the daytime and 12°C to16°C at night. From May until October,however, temperatures soar between 38°C and 44°C during the day, and 26°C to 30°C at night.

Clothing Light clothing is appropriate throughout the year, but a jacket is often required for cool winter nights. Many of the air-conditionedhotels and restaurants can also be quite cold, so carry a jacket out with you. During the summer months it is preferable to wear loose, comfortable, washable clothes in fabrics suitable for the hot, humid conditions.

Except on beaches and around swimmingpools where modern swimwear can be wornwithout contravening local dress codes, visitors are expected to dress conservatively inpublic. Beneath the harsh Middle Eastern sun,it's highly recommended to protect yourselfwith sleeved clothing, hats and sunglasses.Hotel restaurants do not insist that male guestswear ties, but most men, if not wearing alightweight suit and tie, will at least be in smartcasual attire.

Credit cards Major credit cards are accepted at the major hotels and some of the larger shops. Cash is preferred by most vendors,however, and will usually gain visitors a better price.

Currency Dirhams and fils are the units of currency with 100 fils to the Dirham (Dh). The Dirham is tied to the US dollar at a steadyexchange rate of $US1 = Dh3.675. Banksusually give the best rates on foreign currency exchange, but hotels and airports are often quicker and are open outsidebanking hours. Money changers tend to have a wider range of currencies, but theirrates may be higher. Exchange rates arepublished daily.

Driving licences A temporary local driving licence is issued when hiring a self-drive vehicle, ifpossible, produce a valid passport, twophotographs, and an international drivinglicence. A national licence from any of thefollowing countries is acceptable in lieu of an international licence: Germany, Spain,Belgium, Austria, Italy, Netherlands, Ireland,France, Switzerland, Greece, Turkey, UK,Poland, Portugal, Czech Republic, Slovakia,Cyprus, Luxembourg, Sweden, Denmark,Norway, Finland, Iceland, USA, Canada,Japan, South Korea, Singapore, Australia andNew Zealand.

Duty free allowance Two litres of spirits and two litres of wine (for non-Muslim adults only), 200 cigarettes or two kilograms of tobacco, and a reasonable amount of perfume. There are norestrictions on the amount of currency you maybring to Dubai, and no customs duty onpersonal effects accompanied orunaccompanied. There is a duty free store atthe airport for incoming visitors, which alsostocks liquor.

Electricity The electricity supply is 220/240 volts AC at 50 cycles.

Embassies Most diplomatic missions are located in thecapital of the UAE, Abu Dhabi. There are,however, some consulates and commercialattaches in Dubai.

Health requirements No health certificates are required currently forentry to Dubai except for visitors who havebeen in a cholera or yellow fever-infected areaduring the 14 days prior to arrival. Healthrequirements can always alter however, so it isadvisable to check the status with your travelagent prior to departure.

Language The official language is Arabic, but English iswidely understood in hotels and shops, andused as a second language in business.Because of the cosmopolitan expatriatepopulation of Dubai, numerous languages arespoken, particularly Urdu, Hindi and Farsi.

Medical careThere are numerous well-appointed, modernhospitals, including the American Hospital thatis viewed as one of the top medical centres inthe Middle East. Most hotels have their owndoctor on 24-hour call, and chemists stockmost common medicines and health products.The locations of rostered 24-hour chemists areannounced in the newspapers daily.

Newspapers Two English language newspapers, the KhaleejTimes and Gulf News are published daily in


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Television Arabic and English commercial television stations broadcast round theclock. Dubai One televises a variety of programmess in English. Someare locally produced, but many originate from the UK, US and Australia.

Time The UAE time is four hours ahead of Greenwich Mean Time. There are nospecial summer daylight savings times.

Tipping Tipping habits in Dubai are similar to most places throughout the rest ofthe world. Even where a service charge is applied, staff expect a littleextra. Ten percent is acceptable in hotel restaurants; for luggage portersat airports a tip of Dh5 or Dh10 is standard, depending on the volume ofluggage.

Visas The majority of visitors to the UAE require an entry visa - only GCC andBritish citizens with the right of abode in the UK may obtain a visa onarrival. Transit visas for 14 days, or visitor visas for 30 days, the latterrenewable for a maximum of 100 days, are easy enough to obtain inadvance through either the hotel at which you are staying, or a businesscontact in Dubai. Those travelling on Israeli passports, or with Israelivisas, will not be granted entry. Visitors leaving Dubai whose visas haveexpired will face a fine of Dh100 per day of illegal stay.

Water Clean and sanitised, tap water comes from desalination plants and is safefor human consumption; however, many people prefer the bottled waterserved in most hotels and restaurants.


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Dubai, as well as several Arabic newspapers.Foreign newspapers, especially British, arefreely available in hotel bookshops andsupermarkets, albeit a day or two late.

Photography Dubai is appealing to photographers world-wide for its diverse scenery and picturescapes. Photographers must respect thatcertain restrictions are manadatory. It isforbidden to photograph Muslim women andmilitary or other government installations. It ispolite to request permission before photo-graphing any nationals. Be sure to protect allphotographic equipment from sand and heat.

Public holidays Since the dates of Islamic holidays are notfixed, it is preferable to ask a local or consultthe daily newspapers for information. There aresome fixed non-Muslim holidays like NewYear's Day on 1 January, the holiday to markthe Accession of HH Sheikh Zayed on 6August, and National Day on 2 December.Christmas is often observed by Westerncompanies, and some diplomatic missionsmay also observe Easter.

Radio Numerous Arabic and English commercial

radio stations broadcast in Dubai. UAE Radio Dubai broadcasts in English 24 hours a day.

Ramadan This is a Holy month of meditation and fastingwhen Muslims abstain from eating, drinking orsmoking during daylight hours. Non-Muslimsshould resepct these religious customs whenin public. During Ramadan, working hours arereduced. Business is sometimes conductedafter dark. The end of Ramadan is marked byceremonial cannon shots, followed by joyousfeasting and dancing over the three-day EidAI-Fitr holiday. The dates of Ramadan changeeach year.

Religion Islam is the official religion, but other creedsare tolerated. There are several Christianchurches, such as St Mary's Roman CatholicChurch, and the Holy Trinity, which is inter-denominational. Every Muslim is required topray five times a day, with the precise prayertimings published daily.

Shopping hours Shops are open from 9am until 1 pm, and from4pm until 9pm or later. Most supermarketsremain open all day except Friday, when they

close for prayers between 11.30am and1.30pm.

Taxis Taxis are clean, readily available andcomparatively affordable. They are easilyobtainable in Dubai. The Dubai TransportCorporation's ivory coloured cabs are fittedwith fare meters. In the case of all other taxis,fares are subject to negotiation between driverand passenger.

Taxis operate a very convenient servicerate, Dh3 for pick-up, followed by Dh1.7 perkilometre. For longer journeys, an hourly rate of about Dh30 is reasonable, and for aday the price is negotiable upwards of about Dh500.

Telephone Telecommunications in Dubai are efficient and state of the art. Telephone calls within Dubai are free of charge andInternational Direct Dialling is available to most countries. Pay phones can beoperated by coins (Dhl or 50 fits) or phonecards, which may be purchased from theEtisalat Company, post offices or licensedagents throughout the city. The major hotelshave fax and telex services and can organisemodem access.


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Avital source of livelihood in the Arabian Peninsula sinceancient times, income from pearling was cyclical and a

bad season often resulted in mounting debt for familiesinvolved. By the end of the Nineteenth century pearlingflourished and physically fit men began to opt for pearling as aprofession over nomadic life. They participated in the divingexpeditions known as ghaus in the summer, and wound theirway home to cultivate their date gardens in the winter. Thiswas especially the case with the Bani Yas sub tribes, basedout of Liwa.

In a couple of generations, pearl diving had becomeentrenched as a profession in the area we now know as theUAE. There were over 1,200 pearling boats operational and arudimentary business model had been carved out in theindustry. Many of the Bani Yas pearlers formed cooperatives,jointly owning their boat and sharing the profits according to amutual agreement. Each boat carried a crew of about 18 men.The captain or nakhuda took the biggest share and a largershare 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 physicalendurance and mental fortitude. Pearling also imposed longperiods of absence from home resulting in tremendousresponsibility for the women left behind to tend to children andold folks. It was as if entire villages were bereft of young ablebodied men during the four summer months. Over time certain tribes grew roots in particular areas and coastalhabitats such as Abu Dhabi, Dubai and Ras Al Khaimah.However, the advent of the cultured pearl in Japan in the1940s, caused the natural pearl markets to collapse and thishad a ripple effect on the pearling settlements and tribesdependent on this trade.

Falcons were once used to hunt food by thedesert people but today falconry has the status

of a national pastime in the UAE. Two breeds offalcons: the Saker and the Peregrine falcon areamong the most popular for hunting purposes. Inthe old days when falcon and Bedouin hunted forfood together, they would be trapped along thecoast during their autumn migration. They werethen trained, used in hunting food and laterreleased in the spring to carry out their hunter role.

Trust, bonding and a rare understandingbetween the captive bird and the trainer is neededto train the falcons to catch prey. Because thehoubara bustards, the birds of prey, were due justthree weeks after the falcons were capturedthemselves, it was also an intense exercise sport.

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

Pearling

Dubai at a glanceIt’s undeniable that the UAE has made intelligent use of modern technologies and management systems in

order to further its impressive socio economic 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 eco system.

Falconry

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The camel has functioned as the ship of the desertand was practically a life line for the old time

inhabitants of the UAE who had a partly nomadiclifestyle. The Bani Yas, the largest tribe in the UAE,trudged the vast sandy stretches of what we now knowas Dubai and Abu Dhabi. The Awamir and Manasirtribes too roamed the desert region but closelyguarded the locations of oases.

Crossing wide swathes of the desert in search ofbrush and bush vegetation that sprang to life aftererratic rains, some of the Bani Yas Bedouins werefortunate enough to be able to return to a home in theoases to cultivate their date palms. Camel ownersamong them who had a grazing pasture near theirpalms were especially lucky as they could harvestdates while their livestock grazed and drank at thewells shared by the community.

The original multitasking friend of the desertBedouin, the camel needed water and had the job offetching it too. When the caravans were on the move itserved as a beast of burden to transport householdgoods as it was uniquely suited to the inhospitableterrain. The Bedouins raced camels for entertainmentand for the most part camel milk was the only source ofdiary protein available to the Bedus during longsummers. The hardy camel could go without water fordays and its meat was considered a delicacy reservedfor feasts. Camel skin made sturdy bags, usefulcontainers for carrying water and other utensils. Finecloaks, known as bight, woven from fine camel hairwere coveted items. Even the bedu's rugs and tentswere fashioned from the hide of this supremely versatiledesert mammal.

Exploring uncharted territories is not new to Arabia. IbnMajid, fondly known as the 'Lion of the Sea' is a figure

of the region's sailing history. Although his is the more wellknown name, his father, grandfather and other ancestorswere part of a family of illustrious sailors long before Vascoda Gama even sighted Cape of Good Hope or hadtreaded Arabian sands. History shows that Arabs hadexplored European waters much before the Europeanshad crossed the Indian Ocean. Although we don't havethe exact date, Ibn Majid's date of birth is said to bebetween 1432-37. Born in Julfar, which is close to presentday Ras al Khaimah, his sailing adventures weredocumented by him in 40 surviving works, of which 39 arein verse. While all his writings are marked by a lyricalquality, some short, others long, the 805-verse Al Sofaliya,that narrates the journey between India and Sofala on theMozambique coast, is possibly the longest. The Fawa'id isanother opus that is a comprehensive tome detailing IbnMajid's vast store of navigation knowledge and also deftlyweaves in the knowledge base of early Arab astronomers.Ibn Majid died at the age of about 70, soon after he wrotehis last known poem in 1500 AD.

The Camel

Ibn Majid

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Chapter 15

SHARJAH

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“Sharjah is the cultural and educational centre of the UAE and it takes pride in preserving the country’s heritage as well aspromoting Arab culture and traditions”.H.H. Sheikh Sultan bin Mohammed Al Qasimi, Member of the Supreme Council & Ruler of Sharjah

With an impressive array of over twenty museums, several art galleries and beautifully restored heritage areas, Sharjah uncovers the secrets of a unique Arabian lifestyle and culture such as the Blue Souq, the largest of Sharjah markets, built according to Islamic design.

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Sharjah ForeverAside from being declared as the cultural capital of the Arab world by UNESCO,Sharjah also leads as an industrial economy, contributing more than 40 per cent tothe UAE's annual GDP. From ports to parks, museums to manufacturing plants anduniversities as well as economic free zones aplenty, the emirate has them all.

Sharjah, or 'Sarcoa', as it was known inancient times, is the third largest emirate of

the UAE. Covering an area of 2,600 sq km, itstraddles the Arabian Peninsula, overlooking theArabian Gulf to the west and the Gulf of Omanto the east. Picturesque and yet urbanised, thereare plenty of modern tourist facilities and loadsof sunny beaches, as well as standardresidential, retail and commercial facilities to suitthe diverse 700,000-strong population.

HotspotsSharjah has superb waterfronts such as theBuheira Corniche along the city coastline. TheCorniche, as well as the well-maintained parksdotted all over, boast dedicated barbecue hotspots for anytime picnics during cooler months.Mountain bikers and trekking enthusiastshowever usually head for the Hajar mountainsthat circumvent the port city of Khorfakkan. For

adrenalin junkies, the annual F1 powerboat raceis a must see fixture. The city has hit theheadlines as a major venue for cricket,especially the One Day Internationals and theSharjah Cricket stadium is an important stopoverfor visiting cricket fans.

The Al Khan lagoon passing through the cityoffers a touch of Venice right in the middle of thebusiness-cum-residential district. Check out theEye of Emirates at the Qanat Al Qasba, anamusement centre perched on the Al KhanLagoon. A giant wheel ride, with air-conditionedcabins, worth taking for the bird's eye view itgives not only of Sharjah but of the neighbouringemirates as well. The abra (water taxi) rides arefun and the clutch of restaurants in the centreoffer a fine mix of local flavours and internationalcuisine. It has a few shops as well to pick up afew knick knacks but for any heavy dutymemorabilia the souks are your best bet.

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Although Sharjah is the seat of culture and learning, it has a proven track record of 12 per cent industrial growth. With a climate conducive to foreign investment in its Free Zones, it is surging ahead with a healthy economy too.

Sharjah's most famous souk, the'Blue Souk' close to the 'KhalidLagoon', was constructed in 1979and is an architectural landmark forits traditional design. The 600 plusshops at the Souk offer everythingfrom gold and precious stonesjewellery to brass and copper curios;Persian carpets and rugs tocosmetics. The trick is to drive a hardbargain. The shopkeepersappreciate this as well. The Plant andPot Souq, Fruit and Vegetablemarket, 'Al Majarrah Souk' are also adelight for bargain hunters.

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Museum's galoreIf you are crazy about digs, the Sharjah ArchaeologicalMuseum is a good place to go. The Science Museum andDiscovery Centre has interactive hands-on sessions. TheNatural History Museum and Desert Park has acomprehensive selection of the flora, fauna, marine life,reptiles and avian life of the Arabian Desert. The ArabianWildlife Centre houses the myriad species of the ArabianPeninsula in their natural environs.

Culture keepersThe 'Culture Square', with its iconic sculptured Qoransymbolises Sharjah's emphasis on culture and learning. Forthe culture vultures there's more than enough to spend daysin understanding the Islamic heritage - The Sharjah IslamicMuseum has preserved rare and unique artefacts.

The Sharjah Art Centre, in the Bait Al Serkal located in theheart of the city, was inaugurated in 1997 and displays apermanent collection of art on the ground floor. The SharjahArt Galleries housed in the Obaid Al Shamsi house, haveresident artists and a number of art workshops lined upthroughout the year. Lectures, seminars and an art bazaar areregular happenings as well. In addition, the House ofAbdullah Al Sari, under the umbrella of the Sharjah City ofHumanitarian Services, conducts workshops for specialneeds people.

Healthy, wealthy and wiseAlthough Sharjah is better known as the seat of culture andlearning, it has a proven track record of 12 per cent industrialgrowth. The emirate has a substantial cache of onshore gasand liquid gas. Due to its strategic location and safeenvironment the UAE in general, and Sharjah by extension, isan attractive destination for the MICE industry. Like leisuretourism, this is now a key component of the state economy.

Sharjah World Book FairThe Sharjah World Book fair is a ten-day annual event usuallyheld during the first half of December (the twenty-fifth sessionwas from 5 to 15 December 2006) at the Sharjah Expocentre.The idea initially took off as a vehicle to encourage readinghabits across age, nationalities and cultures. It hassucceeded in its aim to make quality books both accessibleand affordable to all. The event now attracts worldwidepublishing houses, agents, research centres, colleges,universities, educational aid manufacturers and the media.The annual 'Publishers Prize' and 'UAE Book Prizes' arerespected recognition internationally.

Booming business Sharjah's industry-friendly policy today contributes to morethen 40 per cent of the country's industrial GDP. It hassmartly leveraged its geographical advantages of land, seaand air links to offer logistical, warehousing and distributionadvantages. It's sea traffic alone has registered a growth rateof more than 50 per cent mainly because it is the only emiratewith seaports on the Arabian Gulf and the Indian Ocean.

The Emirate extends infrastructural facilities for investorsand also offers low custom duties - as low as 4 per cent onsome imported goods and on food items being even lower ata mere one per cent. Pure gold bars are totally exempt fromcustom duty. To encourage industrial growth the governmentof Sharjah subsidises the real cost of industry in water andelectricity by almost 70 per cent. Hence independent fieldstudies have concluded that the cost of industrial investmentin Sharjah is 35 per cent less than in any other emirate.Moreover, the Sharjah Chamber of Commerce and Industryextends full support in carrying out field surveys andpreparing feasibility studies. About 16 special industrialzones, each dedicated to a certain industry, spanning about40 sq km have been established to the north of the city. Theyare all connected through a modern network of roads to theseaports and airports of the Emirate.

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Highlighting the emirate’s focus on rediscovering its rich Islamic heritage through architecture and evocative landmarks,cultural monuments abound in Sharjah.


262 Best of Dubai

Sharjah Airport Industrial Zone (SAIF) Sharjah Airport International Free Zone (SAIF-Zone) and the airport have been instrumental inboosting the state's economy. SAIF-Zone is thefastest growing airport free zone in the region,while the international airport has proved to be aleading cargo hub. Speed, reliability and cost-effectiveness have been the cornerstones ofSharjah's industrial policy. A stable government,proactive policies, solid industrial base andattractive incentives packages have attracted bigtickets names and investments in Sharjah.

www.saif-zone.com

Educating AllThe first formal school in the region wasestablished in Sharjah, in the 1950s, next to the'Souk Al Arsah'. The old school building is now apart of the Heritage area. The University ofSharjah currently offers 13 Master's programs invarious fields, including Arabic, Business andCommunications, Computer Science,Engineering, Law, History, Islamic studies andEnglish translation. Encouraged by the state'sthrust towards education several reputedinternational Universities have set up base inSharjah recently.

www.sharjah.ac.ae

To discover more about Sharjah www.sharjah.org.Sharjah Chamber of Commerce and Industry www.uaeinteract.com/scciSharjah International Book fair www.uaeinteract.com/sibf Sharjah Commerce and Tourism Development Authoritywww.sharjah-welcome.comSharjah City Guide www.dubaicityguide.com/sharjah/index.asp

Aside from being declared as the cultural capital of the Arab world by UNESCO, Sharjah also leads as an industrial economy, contributing more than 40 per cent to the UAE's annual GDP. From ports to parks, museums tomanufacturing plants and universities as well as economic free zones aplenty, the emirate has them all.


Your partner in progress

Offering unlimited perspective that has developed with a consistent focus on qualitysince its inception in 1973, at Bank of Sharjah services do not stop at basic accountmanagement or advice on financial investments. It evolves with each account holder,in the pursuit of results, not just promises.

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rjah

264 Best of Dubai

The onset of global recession not withstanding, in 2007 the International Monetary Fund painted a positive outlook for the UAE banking sector, but warned there may be challenges ahead. In2008, the going is still good. Still, the challenge of diversifying the economy further through non-inflationary growth remains a concern, given current escalating inflation on basic commodities,rents and services. Accentuated by a weakening US dollar, these issues are driving the debate as to whether Gulf nations should be de-pegging their currencies, and the formation of aunified GCC currency further up the agenda.

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Even though the global economy may be inslowdown mode, the UAE’s meteoric growth

shows no sign of abating. A report by Bank ofSharjah (BOS) illustrates this positive trend further:high oil prices and the growth in non-oil sectors haveseen a huge flood of liquidity into the region. Withtotal GDP growth in the UAE estimated at animpressive 8.5 per cent in 2007, at 21 per cent,growth in non-oil sectors accounted for 65 per centof the UAE’s economy.

Founded in 1973 by the Government of Sharjah,late Mubarak Al Hassawi and Banque Paribas, 20per cent stake each. BOS was the first Bank inSharjah to offer its shares to the public, with an initialcapital of AED15 million in 1973. Banque Paribas,one of Europe’s top financial organisations, remaineda shareholder and source of advice from thebeginning until 2002.

The Management always followed a conservativepolicy and concentrates on corporate banking andinvestments, including project finance, structuredand IPO lending, Private Banking, and SME banking.

Thanks to sound strategic planning, today BOS isat the forefront of new developments andopportunities as it has been since the beginning.Through steady and successful expansion, the BOSnow has branches in Abu Dhabi as well as Dubai,and more recently has started operations in Al Ain in2007. Offering a wide portfolio of commercial,investments, retail and private banking solutions.

The departure of Banque Paibas has by nomeans hindered the growth of BOS. “Bank ofSharjah has performed consistently well over thepast decade,” offers general manager, VaroujNerguizian. “Net profits for 2007 were AED404million - an increase of 26 per cent compared toAED320 million in 2006. The Bank also registered anadditional profit of AED56 million in shareholder’sequity, up 10 per cent from the year before.” Totalassets grew by 29 per cent to AED10.8 billion in2007, from AED 8.3 billion the previous year.

For the benefit of shareholders, the Bank split thenominal value of each share, first to AED10 in 1999,then to AED1 in 2003. In 2004, BOS shares werelisted on the Abu Dhabi securities market.

New avenuesIn the meantime, BOS remains in an excellentposition to reap the benefits of the multi-million dollarinfrastructural developments by financing thecomprehensive development of infrastructure in theEmirate of Sharjah.

The expansion of Sharjah Airport, infrastructuralroad developments estimated at AED1.5 billion, and the Hamrya power plant desalination project,the first phase of which is valued at AED560 million. Aimed at both business investors andtourism is Sharjah Marina, a development of freehold projects, hotels and restaurants, at a cost of AED15 billion.

“Our expansion initiative falls within the Bank’sstrategy to tap into growing UAE markets andsupport our clients’ activities,” Nerguizian continues.“As a result, the Bank has evolved to becoming thelargest financial institution in Sharjah, in terms ofboth capital and equity.” It is also the only bank inSharjah to receive a top rating from Fitch, an

international rating agency. The Fitch assessmentmeasures aspects such as financial performance,sustained growth, asset quality, liquidity and assetcapitalisation.

BOS aims to stay primarily within the corporate banking segment, investment and private banking, and intends to gradually build its franchise throughout the Middle East region and chose Lebanon as a platform for the future Levant operations.

As to investments Bank of Sharjah invests in strategic segments such as Oil and Gas, Telecommunication, Real Estate and Financial Services.

In January 2008, Dubai’s Real Estate RegulationAuthority (RERA) authorised Bank of Sharjah tooperate Escrow accounts (funds deposited under the trust of a neutral third party) for propertydevelopers registered with RERA. Escrow legislation aims to curb real estate malpractices and offer greater transparency, providing bothbuyers and developers peace of mind in theirproperty transactions.

Looking to the future, continued expansionremains high on the agenda. In July 2007, the Bankacquired the Lebanese Banque de la Bekaa SAL,providing it with the license to continue its widerange of banking activities in Lebanon. Thetransaction represents Bank of Sharjah’s firstsignificant banking acquisition outside its homemarket. The Bank is in the process of acquiring the operations of Banque Nationale de ParisIntercontinentale, Beirut which will be finalized during 2008.

“This will be instrumental in the bank building and strengthening its franchise throughout theMiddle East - and our continued expansion fromthereon”, asserts Nerguzian.

Generating growth In March 2006 BOS was the first in the UAE to issue500 million convertible bonds at a nominal value ofAED1. On maturity in March 2008, the bonds weretransferred into shares by paying a premium ofAED2 per share.

On 17 March 2008, 395 bondholders convertedtheir bonds into shares. A total of 487,472,086bonds, this represented 97.5% of bonds originallyissued. The capital of the Bank after the conversionstands at AED1,737,472,086, excluding theAED12,527,914 worth of bonds not converted.

Through this successful conversion, the Bank’stotal equity has reached AED3.5 billion, positioningBank of Sharjah among the UAE’s best performingfinancial institutions. The new equity will furthersupport the Bank’s expansion plans and help itsorganic growth while maintaining its significantcapital base.

Since its inception Bank of Sharjah has deliveredextremely high cash returns to its shareholders, saysAhmed Abdulla Al Noman, chairman of the board,and every cash capital contribution inclusive ofpremiums has been returned to shareholders withina very short span of three years.

Tel: +9716 569 4411www.bankofsharjah.com

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Varouj Nerguizian, General managerBank of Sharjah

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266 Best of Dubai

Sha

rjah Flying High

The Middle East is poised on the edge of a low-cost aviation boom.With growing tourism and extensive intra-region business travel, thiscomes as a welcome alternative to the traditionally all-frills airlinesoperating in the area.

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As the first low-cost carrier (LCC) in the Middle East &North Africa, Air Arabia only knows too well the

remarkable growth opportunities of this sector. “Since westarted almost five years ago, we’ve been able to revolutionise the air travel industry in this part of the world,” says Board Member and CEO, Adel A. Ali. “We’ve created a new niche market offering superb value for money with 40 to 50 per cent less than market rate along with safe andreliable operations.”

Travellers have welcomed the new concept with openarms. Air Arabia commenced operation in October 2003 withtwo aircraft flying to five destinations. Today it serves over 39destinations in the Middle East, North Africa, South Asia,Indian Subcontinent, CIS and Europe - and is adding anaverage of four to six new destinations each year. The airline isalso expected to grow its fleet to over 50 aircraft by 2015 fromcurrent fleet of 15 new Airbus A320s aircraft.

An expanding reachThe figures speak for themselves. Air Arabia was able toachieve financial break even point from first year of operationsand record a double digit growth since then. Early in 2008,Citigroup issued a coverage report identifiying Air Arabia as one of the world’s most profitable and fastest growingairlines. “Our net profit in 2007 was AED376 million,” confirms Ali. “This is up 272 per cent compared to AED101million in 2006.”

The Airline is currently in expansion mode. Operating out ofSharjah International Airport - its primary hub – Air Arabiarecently commenced operations from a new hub in Katmandu,Nepal by launching Nepal’s first Low Cost Carrier (LCC)flyYeti.com connecting passangers from this region to furtherdestinations in Asia and the Far East. The company is alsoplanning to open another hub in the capital of Morocco, Rabatlater in the year.

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

Clearly, the potential for expansion in the regionaccentuates the differences in demand between low-costcarriers here and elsewhere in Europe and the USA. TheMiddle East aviation market is growing at a double ratecompared to the World’s aviation growth and still, LCC market penetration in this region is below 2%, compared to11% and 25% in Europe and US respectively. Air Arabia isconsidered the biggest airline to serve India amongst all otherMiddle East Airlines by offering flights to 15 differentdestinations across the Indian subcontinent. For instance,“India is a huge market for all airlines - and we’ve entered themarket in a big and different way, offering services to non-metro cities,” Ali comments. “The Levant also holds bigopportunities.” As for the airline’s main customer base, “It’s areal mix of expatriates, families, students and businesspeople,” he remarks.

Budget HolidaysAir Arabia Holidays brings you exciting holiday promotionsand experiences with mini-breaks from the UAE to regions in the Middle East, North Africa, IndianSubcontinent and CIS countries. Week-end escapes are now very much affordable as Air Arabia offers unique and customized holiday packages with a wide range of three to five stars hotels. Instead of spending week-ends in your town, you can now easily be in a newcountry every week!

Best of Dubai 267

A profitable businessHow do low-cost airlines such as Air Arabia manage to operate with suchreduced airfares? Also described as ‘budget’ or ‘no-frills’ airlines, low-costcarriers is a smart business practice where costs are reduced and passed by tocustomers through cheaper air fares, simply by efficient business practices suchas short-haul destinations, operations to secondary airports, established andeffective distribution network (web based), one type of aircraft and optional butaffordable customer in-flight services such as food and beverages.

“The low-cost concept doesn’t mean that you have to work on tight profitmargins. It means doing business in a more efficient way, explains Ali. “Thebusiness model should be mature enough to adapt to changes in the market.”

One way that Air Arabia has streamlined its operations is by running a youngfleet of single-type of Airbus A320 aircraft. This minimises maintenance costs,plus enables crew training and resources to focus on one product. Electronicticketing and faster turnarounds at each airport enable further efficiency ofresources. Neither does low-cost equate discomfort. Air Arabia claims the mostlegroom of any economy class in the region.

In Europe however, some budget airlines have recently come under scrutinyas the optional extras may result in bumping up the price so much that they areno longer competitive with other airlines. Passengers may expect to pay anadditional amount for each piece of luggage, an assigned seat number andpayment by credit card - as well as the usual in-flight extras.

“The service must be customised to meet local preferences. What works inEurope may not work in the Middle East,” counters Ali. “Air Arabia customers donot pay for luggage and there is no priority seating. The only extra is food at whatwe believe to be an affordable price. Of course customers must evaluate anyadditional costs that may be involved. But at the end of the day, low-cost carriersoffer customers the choice.”

Tel: +9716 558 0000www.airarabia.com

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

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Sha

rjah Pioneering the tourist boom

As Sharjah’s only five-star resort, Radisson SAS is a testament to a ‘Yes ICan’! attitude and unsurpassed facilities and comfort. A major renovationprocess has elevated the resort to world-class status and service. This,together with its prime beachfront location, sets it apart from the competition.

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Founded and owned by eminet figure,Mubarak Abdul Aziz Al Hasawi and His

Highness Sheikh Sultan, Radisson SAS Sharjahopened its doors in 1982, under the nameSharjah Continental Hotel. Superbly locatedoverlooking the blue waters of the Arabian Gulfwith its own white sandy beach and bay, thehotel has been in a prime position to takeadvantage of the growing leisure and businesstourism industry.

In 2002 the hotel became part of RezidorHotel Group and shortly afterwards embarkedon a major renovation project, transforming theresort and vastly increasing its range offacilities and activities.

Central to the Radisson SAS Sharjah’simpeccable reputation as a quality destination,is its level of service and positive attitudetowards its guests. “Every staff member is fullytrained with the Yes I Can! philosophy,”explains Guy A. Chidiac, the resort’s generalmanager. This empowers them to deal withevery request positively and make every guestfeel that their well being is the sole priority ofthe member of staff assisting them.” Thisattention to service is what qualifies the resort’sfive-star status. Whatever their query, guestsfeel appreciated, valued, and are assured of apositive response.

Renovation and expansionIn 2006, Radisson SAS underwent a majorrenovation, expanding its portfolio of facilitiesfor both leisure and business. All public areasof the resort were refurbished including thegrandiose and luxurious atrium lobby, makingan immediate impact on guests as they enterthe resort for the first time. In keeping with itsbeachfront location, the décor is fresh andelegant, with marine accents that include palmtrees, wicker furniture and seashells. “Our newand improved leisure facilities include the BayClub,” offers Chidiac, “a state-of-the-art fitness,spa and beach club comprising two fullyequipped gyms (including a private ladies-onlygym), an open air beach gym, fourtemperature controlled swimming pools,separate saunas, tennis, billiards, bowling anda children’s fun zone and private bay.”

Another addition particularly popular with

leisure tourists is the choice of staying in one ofthe poolside Boutique Cabana Collection, idealfor relaxing by the pools and enjoying thecooling sea breezes, while enjoying all theamenities of the standard rooms. The highlightof the resort’s renovation however, has to bethe Café at the Falls Signature Restaurant. Setin the tranquil surroundings of an indoortropical forest complete with waterfall, river andwildlife, the Café is also home to a koifishpond, birds and turtles.

Business par excellenceThe facilities for the business guest have alsobeen expanded and enhanced, with adazzling array of conference and meetingrooms suitable for every corporate event,meetings, incentives, conventions andexhibitions. From the Harbour RoomBoardroom, seating twelve, to the MubarakiaBallroom with a capacity of 800 guests, theRadisson SAS is without doubt Sharjah’spremier business hotel and resort.

As Chidiac says, “We are proud to say thatwe have the most number of meeting andevents rooms, versatile and flexible toaccommodate every requirement an eventorganiser is looking for.” In total the resortoffers two ballrooms and eight meeting rooms,all complete with the latest in technologicalsupport and superior catering services.

With an eye to the future, Radisson SASbegins its second phase of refurbishment andexpansion as from the summer of 2008. This will include renovating the executivebusiness floors, room refurbishments and moremeeting rooms.

For Chidiac, the positive feedback receivedfrom customers on the renovation projectscompleted thus far, more than justifies furtherexpansion investments. “The welcomechanges have been greatly appreciated by all,especially our guests, who are thoroughlyenjoying the new facilities,” he concludes. “Welook forward to completing all of therenovations, which will give us a unique identityand will set us far above the competition.”

Tel: +9716 565 7777www.radissonsas.com

Guy A. Chidiac, General Manager, Radisson SAS Sharjah

Ready for relaxation

Ready for business

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DESERT SAFARIS 01No visit to Dubai would be completewithout a trip into the desert. Suchexcursions are best organised as partof a group tour, but offer a taste of thetrue heartland of Arabia. The majestyand tranquillity of the desert can beexperienced in a choice of excitinghalf-day, full-day and overnightsafaris.

Arabian Adventures Dubai Tel: (971 4) 303 4888 Net ToursTel: (971 4) 266 6655

270 Best of Dubai

DUBAI AIRSHOW 2007:11 to 15 NovemberThe 10th international aerospaceexhibition.Venue: Airport Expo DubaiHost: Fairs & Exhibitions LimitedTel: (9714) 286 7755Fax: (9714) 286 6166www.faris-exhibs.com

MIDDLE EAST INTERNATIONALMOTOR SHOW:13 to 18 NovemberAn exhibition for the motor industry.Venue: Dubai International Exhibitionand Convention CentreHost: Dubai World Trade Centre LLCTel: (9714) 332 1000Fax: (9714) 331 2173www.dubaimotorshow.com

ARABIAN TRAVEL MARKET1 to 4 MayBoth inbound and outbound travel arecatered for at this tourism exhibitionVenue: Dubai World Trade CentreHost: Reed Travel Exhibitions DubaiTel: (9714) 390 2966Fax: (9714) 390 8161www.arabiantravelmarket.com

DUBAI WORLDWIDE PROPERTYSHOW17 to 19 MayA world of investment opportunitiesVenue: Dubai Grand HyattHost: Dubai Shows LimitedTel: (9714) 331 9688Fax: (9714) 331 9480www.dmgdubai.com

BEAUTY WORLD20 to 22 MayThe 12th Beautyworld Middle East isan exhibition for beauty products,cosmetics and perfumery.Venue: Dubai InternationalExhibition and Convention CentreHost: EPOC Messe FrankfurtTel: (9714) 338 0102Fax: (9714) 338 0041www.messefrankfurtme.com

THE HOTEL SHOW3 to 5 JuneThe Middle East exhibition for hotelequipment, technology and services.Venue: Halls 4 to 8 (DWTC)Host: dmg world media DubaiTel: (9714) 331 9688Fax: (9714) 331 9480www.dmgdubai.com

INDEX 20071 to 5 NovemberThe 17th Middle East internationalfurniture, interior and retail designexhibition. Venue: Dubai International Exhibition CentreHost: dmg world media DubaiTel: (9714) 331 9688Fax: (9714) 331 9480www.dmgdubai.com

AERIAL TOURSTake an aerial tour of Dubai.Helicopters and plane tours offer a bird's eye view of the city andoperate throughout the year, withprices from 250 dirhams for a 45-minute flight. Or float on the breeze in a hot-air balloon overDubai's striking countryside.

Amigos Balloons Tel: (971 4) 289 9295

BASTAKIA QUARTERThe Bastakia Quarter in Bur Dubai isone of the city's most picturesqueheritage sites. It was built in the late19th century by Persian merchantsattracted to the city by its relaxedtrade tariffs. The area has beendeclared a conservation area and,while some buildings are privatehomes, many are open to the public. Bastakia Quarter, Bur Dubai

CAMEL RACINGA trip to the camel races, which takeplace on Thursday and Fridays fromOctober to April, can be one of themost memorable highlightsof any visit to Dubai. Located on thefringe of the city, the races at the AlWathba Camel Track are vigorousand exciting. Al Wathba Camel Track

WHAT ADVENTURE

WHAT’S ON

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THE BIG FIVE SHOW25 to 29 NovemberThe 28th Middle East internationalbuilding and construction event.Venue: Dubai International Exhibitionand Convention Centre Host: dmg world media Dubai Tel: (971 4) 331 9688 Fax: (971 4) 331 9480www.dmgdubai.com

WATCH AND JEWELLERY DUBAIEXHIBITION12 TO 15 DecemberThe Middle East's largest jewelleryand watch show.Venue: Dubai International Conventionand Exhibition Centre Host: Dubai World Trade Centre LLCTel: (971 4) 332 1000 Fax: (971 4) 331 2173www.jewelleryshow.com

DUBAI SHOPPING FESTIVALDecember 2007 to February 2008 Amulti-faceted experience of shoppingand entertainment. Tel: (971 4) 223 5444 Fax: (971 4) 223 5888 www.mydsf.ae

DUBAI TENNIS OPENDate TBATennis championship.Venue: Dubai Tennis Stadium Host: Dubai Duty Free Tel: (971 4) 216 2425 Fax: (971 4) 224 4455 www.dubaitennischampion ships.com

DUBAI DESERT CLASSICDate TBAPGA golf tournament. Venue: Emirates Golf Club Host: Dubai Desert Classic Tel: (971 4) 295 6440 Fax: (971 4) 295 6026 Email:www.ugagolf.comwww.dubaidesertclassic.com

DUBAI INTERNATIONAL RACINGCARNIVAL Date TEAHorse racing.Venue: Nad Al Sheba Racecourse Host: Dubai Racing Club Tel: (971 4) 332 2277 Fax: (971 4) 332 2288www.dubairacingclub.com

DUBAI INTERNATIONAL JAZZFESTIVALDate .TBAVenue: Dubai Media CityHost: Chillout Productions FZ-LLC Tel: (971 4) 391 1196 Fax: (971 4) 391 8930www.dubaijazzfest.com

DUBAI CREEKDubai Creek offers a picturesqueglimpse of Dubai's trading heritage.You can choose to sail or take atraditional abra (water taxi) for a one ortwo-hour cruise, or tour operators offerboth day or night cruises.

Creek CruisesTel: (971 4) 393 9860 Creekside Lesiure Tel: (971 4) 336 8406

DUBAI MUSEUM 02The AI Fahidi Fort, which houses theDubai Museum, was built around 1799and has served as palace, garrisonand prison, but was renovated in 1970for use as a museum. Colourfuldioramas depict Dubai's history, whileartefacts dating back more than 3000years provide visitors with a taste ofancient civilisations.

Al Fahidi Fort, Al Al Fahidi Street,Bur DubaiTel: (971 4) 353 1862

DUBAI WATER SPORTSASSOCIATIONDubai is famous for the wide array ofwater sports its waters provide. Fromdiving and snorkelling to sailing andwater skiing, the Dubai Water SportsAssociation, situated at the upper endof Dubai Creek, is an excellent point ofcontact for all water-based activities.

Dubai Water Sports AssociationTel: (971 4) 324 1031

HATTA One hour's drive from Dubai City is the ancient fortress village of Hatta.The village, which is more than 200-years-old, and Juma Mosque, whichstands amid palm groves, drawvisitors all year round; however, thedrive is as fascinating as thedestination itself, taking the visitorthrough burnished sand dunes andmountains varied in colour.

Juma MosqueTel: (971 4) 852 1374

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272 Best of Dubai

IN addition to an international distribution to CEOs, chairmen and owners of the top companies in GVP’s global publishing network, a hand-to-hand corporate gifting distribution by GVP’s editorial participants to their principal clients ensures that the publication reaches a valued

cross-section of buiness readers. Editions are also for sale in leading bookstores in the UAE, on Amazon.com, Gvpedia.com and via directsales from GVP offices worldwide.

Top hotels, resorts and airport lounges showcase this edition which has been regarded by inbound travellers as a focus point from which tonetwork 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 andcommerce associations receive copies ‘Best of Dubai & Northern Emirates.

THE PALACE - THE OLD TOWNThe Old Town IslandDowntown Burj Dubai

P. O. Box 9770, Dubai, United Arab Emirates

Tel: +9714 428 7888 www.thepalace-dubai.com

AL MANZILBurj Dubai Boulevard

The Old Town, Burj DubaiDubai, United Arab Emirates

Tel: +9714 428 5888almanzilhotel.com

southernsunme.com

THE WESTINAl Sufouh Road

c/o Dubai International Marine Club

P. O. Box 24883Dubai, United Arab Emirates

Tel: +971 4 399 4141www.starwoodhotels.com

RAFFLES DUBAISheikh Rashid Road, Wafi

P. O. Box 121800Dubai, United Arab Emirates

Tel: +9714 324 8888www.raffles.com

THE MONARCH DUBAI One Sheikh Zayed Road

P. O. Box 125511 Dubai, U.A.E.

Tel: +9714 501 8888 www.themonarchdubai.com

ATLANTISThe Crescent

The Palm JumeirahDubai, United Arab Emirates

Tel: +9714 426 1000www.atlantisthepalm.com

QAMARDEENBurj Dubai Boulevard

The Old Town, P. O. Box 11788Dubai, United Arab Emirates

Tel: +9714 428 6888www.qamardeenhotel.comwww.southernsunme.com

Best of Dubai & Northern Emirates Vol. 3 Distribution Partners

272-273 Distribution Page@L8:Bab Al Shams 9/8/2008 5:31 PM Page 272

Best of Dubai 273

Chairwoman, Sheikha Amina Al Tayer

www.women.ae

www.online.britbiz-uae.com

Patron, HRH The Duke of York, UKSpecial Representative for

International Trade and Investment. www.the-mea.co.uk

Information Systems Audit & ControlAssociation

www.isacauae.org

Australian Business In The Gulfwww.abiguae.com

Dubai Chamber of Commerce Industrywww.dubaichamber.ae

www.cultures.ae

www.dubaitourism.ae

Smart Business www.reachgulfbusiness.com

Australian New Zealand [email protected]

www.bigbustours.com

Association of Professional Interior Designers

www.apid.ae

272-273 Distribution Page@L8:Bab Al Shams 9/4/2008 11:55 PM Page 273

Sharjah is the third largest of the seven states which form the United Arab Emirates.

The settlement of Sharjah dates back some 6,000 years when it is believed to have been called Sarcoa. The population was small and people relied on trade andsea faring in addition to farming, hunting, fishing and pearling. Many of the earlysettlements were based around the 'falaj', a man made underground water course.Today Sharjah is a bustling Islamic city that accomodates residents from worlwideliving and working in diverse sectors; from services through to manufacturing. Sharjah has it all

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Wadi and Jebel ('Jebel' means 'mountain') Al Faya are on the western edge of the Madam Plains. Wadi Al Faya carries whatever isleft of the rainwaters from the Hajar Mountains once it has passed through the Madam Plains. The wadi dissipates into the desertsand beyond Rashidiya, in the emirate of Sharjah, just before reaching the Sharjah-Al Dhaid Highway.

This wide, quiet wadi winds through the desert in a northerly and northwesterly direction. Because of its distance from the mountainsand its porous characteristics, it takes a great deal of rain to get the water flowing in the wadi bed. Heavy rains in 1988 and 1990produced flash floods of immense size that were carried long distances through the wadi, eventually creating lakes around SayhMusannad, just before the Sharjah-Al Dhaid Road.

It's after such rains that the wadi and its elements are at their best and the majestic size of the wadi is realised. It turns green andblooms with desert plants, shrubs and flowers. The abundance of vegetation makes the trip through Wadi Al Faya a memorable one.

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w w w . G V P e d i a . c o m

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