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LifeEnriched

NissanThe Road to Patrol

Georg Jensen Zaha Hadid Lamellae Collection The Big Differences Leaders vs. Bosses

The Story of

Issue 31- April 2017

Abdul WahidAl Rostamani Group

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ADD A SENSE OF STYLE TO YOUR HOME

Product ReviewThe Road to Patrol

Vhernier, Secret Love Message

Infiniti Q30

Graffiti, The New Kid In The Block

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Executive InterviewAUTOTRUST, The Nest Big Thing

Fit In Or Fit Out

When The Local TalentManage The Business

FeaturesEnergy Efficiency Is The Future

The Zaha Hadid Collection Launch

Building The API Economy

Enrich Club, Whats the Deal?

A Day at AW Rostamani

The Big Differences

Cover story

The late Abdul Wahid Hassan Al Rostamani founded AW Rostamani Group, together with his brother, Abdullah Has-san Al Rostamani, as a small bookshop in 1951. Together they led the Group to become to one of the most iconic diversified businesses in the Arabian Gulf and make their own unique contribution to the development of Dubai as we know it today.

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This Issue April 2017

Read Life Enriched Magazine On-The-Go

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Late Chairman Abdul Wahid Al Rostamani Group (seated) with Board of Directors (from left) Khalid Al Rostamani, Vice ChairmanAW Rostamani Group; Huda Al Rostamani, Director AW Rostamani Group; Michel Ayat, CEO Automotive Group.

Cover Story

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For many, the UAE is known for its inno-vation, success and happiness, but most people are unaware of the rich culture the country and its people enjoy and how much history lies beneath the sand.

From the days of nomadic Bedouin traders and dhow vessels transporting goods for the vibrant souks, through to the rapid development of the country as one of the world’s major hubs for economic and global trade; the UAE and its people have much to be proud of.

Importantly, major local brands have also contributed to the sprouting of a thriving knowledge-based economy.One such corporation, which has contrib-uted vigorously in paving the way forward for the UAE is the AW Rostamani Group.

From humble beginnings to a corporate empire in the region, the AW Rostamani Group joins an exclusive list of success stories that are firmly rooted in the Emirati business sphere.

Launched in 1951 by Abdullah Rostamani and his brother Abdul Wahid, the sons of a pearl trader, the Al Rostamani brothers launched Dubai’s first bookstore, Al Ahliya Library – inspired by their passion for reading. They imported books from Egypt, Syria and Lebanon by Gulf Air via Bahrain

The Story Of

as there were no direct flights to the UAE or Dubai at the time. The second branch was opened in Bur Dubai after one year and followed by a third branch in Sharjah. They soon branched into trading in white goods and opened a company called Gen-eral Impex in Deira near Ras Al Khaimah Taxi Station and Al Khaleej Hotel a couple of years after starting the library. From the outset, the brothers’ strategy was to build and grow a group of companies that formed a springboard for dynamic growth in the global marketplace. Their humble beginnings did not expand beyond the UAE’s warm sands and clear blue shores, and little did they know their endeavors would turn their local business into a pow-erhouse corporation in the country.

As the late 1960s approached, the start of this journey into unchartered territory began with the arrival of Nissan in Dubai looking for a new partner. This marked the birth of Arabian Automobiles as AW Rostamani was selected as the company to lead the local Datsun dealership, which was a model of Nissan with two types, a pickup and sedan car. It was to be a major turning point for the group and with Abdul Wahid’s vision the company went from a small showroom dealership with two models to the dealer of the year for Nissan and Renault.

Abdul WahidAl Rostamani Group

L i f e E n r i c h e d | A p r i l . 2 0 1 7

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Part of AW Rostamani Group’s great suc-cess is the ability to provide its consumers with the best possible services in order to maintain a level of quality and therefore a relationship built on trust and brand loyal-ty. The idea that both brand and consumer are part of the same family.

Currently Arabian Automobiles Nissan is one of the most popular and successful automobile dealerships in the UAE boast-ing a strong line-up ranging from popular passenger cars to powerful 4x4 series and commercial vehicles.

In its quest to closely understand the local needs of its customers, Arabian Auto-mobiles now operates dealerships and service centers in Dubai and the Northern Emirates.

In a whirlwind of market and economical change, anything can happen. Maintain-ing client loyalty is a high priority for companies as shifting trends and emerg-ing markets can cause uncertainty. Such uncertainty means that companies have to find new ways to measure their success. Be it coming up with new and innovative technologies or just simply listening to the desires of the public. That is the true measure of success.

In 1971, buoyed by the growing profit of Arabian Automobiles, the brothers decided to enter into the real estate business, both buying land across Dubai using Abdul Wahid’s Land Department experience and knowledge of the local market. It was during this time that Abdul Wahid com-mitted to investments that turned out to be milestone moments for his business.

After the group founded the automotive and real estate companies it continued go-ing from strength to strength, adding more and more subsidiaries. With the landscape of the UAE forever changing around them, more change was to come as the broth-ers who had seemingly accomplished far more than they would have ever dreamed decided it was time to part ways. As of 2007, the brothers split to form 2 differ-

ent groups Al Rostamani Group head by Abdullah and AWR head by Abdul Wahid, albeit with the same goal of progressing the UAE forward Today, the AW Rostamani Group now boasts a diverse network of strategically located business throughout the region. The conglomerate manages 14 group companies of which services include automotive, lighting and property investment among others. Through metic-ulous planning, the group has engineered a solid reputation as a preferred business

Founding brothers (L-R) Abdullah andAbdul Wahid Al Rostamani.

With his H.H Sheikh Mohammed Bin Rashid Al Maktoum, 2006.

Arabian Automobiles Nissan and Infiniti Showroom in Dubai, 1982.

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partner with a record of accomplishment for consistent growth over the years.

All the AW Rostamani group’s businesses share a reputation for the highest op-erational qualities with several having achieved ISO9002 Certification and the Dubai Quality Award. The UAE-based company has been able to have success across many commercial sectors and continues to strive towards the vision to expand into even more unchartered terri-tory. With a team of over 4,000 profession-als from around the world, the group has reiterated its cause in celebrating cultural diversity, excellence, Integrity and commit-ment at the highest level.

AWR’s portfolio of group companies has grown to include respected and influen-tial brands. Over the years, the company sought new opportunities to build the business with the clients in mind.For example, Arabian Automobiles, is one of the largest automobile distributers in the Gulf, acquiring three key brands for Dubai and the UAE, Nissan, Infiniti and Renault. Arabian automobiles, shift car rentals, trading and certified pre-owned

cars are all under the automotive branch of the company. AWR Arabian Automo-tive have grown from that one showroom in 1968 to a network across the country offering sales, after-sales services and spare parts distribution. AWR Trading is an ISO 9001:2008 certified company, which diversifies the group’s automotive services by including allied products to its services.

Throughout the years, AWR Trading has acquired well-trusted brands like CEAT Tires, Fulda Tyers, Sava Tyers, AMARON

Arabian Automobiles, Nissan Showroom in Sharjah, 2017.

Late Chairman Abdul Wahid Al Rostamani with 27-year veteran CEO Automotive Group, Michel Ayat in 1992.

batteries, ELF Lubricants, FORTRON Auto-motive Treatments and XCool heat control films.

Another leading AW Rostamani group brand is Al Rostamani Real Estate. Being the brand which was the closest to Abdul Wahid’s heart, it owns and manages more than Sq. Ft. 2.5 Million of residential and commercial space in the UAE and offers a range of products, from luxury housing and affordable residential units to com-mercial office spaces. The Real Estate ser-vices include property development and management as well as leasing and asset management support. Their portfolio of property has been developed since 1982 with a great emphasis on client needs and tenant care.AWR Lifestyle a relatively new branch of the company, launched in 2012 with ambition and vision to grow into a leading retail group in the country. Existing brands under Lifestyle include Vhernier and Graffiti.AWR Shift Technologies is a leading IT and Business consulting firm that facilitates government and commercial clients to


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turn best practice concepts into effective organizational capabilities. Shift Tech-nologies provides an array of business driven services to align an organization’s operations with its overall strategy using technology.

AWR Excellencors is one of the top con-sulting and training firms in the region. It focuses on providing reliable services to help both governmental and private business institutions in the Arab world.

Excellencors helps clients by developing integrated management systems that en-hance and accelerate their transformation to a culture of continuous improvement. Major clients include Dubai Police, Dubai Electricity & Water Authority, Dubai Institute of Human Resource & Develop-ment, Abu Dhabi Police, Road & Transport Authority and Dubai Customs.

AWR Logistics is a multinational joint venture with Mitsui & Co Ltd. Of Japan

and Mitsui-Soko International of Singa-pore. This group company supplies global logistics services that include distribution, warehousing, freight forwarding, customs clearance, shipping and container freight stations and trading. AWR Logistics has a global network consisting of offices and partners in North America, Europe, China, North East Asia, South East Asia and the Middle East.

AWR Building Industries is the leading provider of top innovative services for the architectural and interior design markets. The company branch has been operating since 1979, delivering high quality interior fit-out and MEP. Some high-profile projects in the UAE include Burj Khalifa, Dubai Mall, Dubai International Financial Centre, Emaar Square, IPIC Tower, Meydan and Capital Tower.

AWR Lumina was incorporated in 1999, and is amongst the region’s leading pro-viders of end-to-end lighting solutions. Lumina is an ISO 9001 and KEMA certified company, providing solutions to not only enhance the aesthetic appeal and overall wellbeing for users but is also energy con-

Late Chairman Abdul Wahid Al Rostamani cuts a ribbon to symbolize anAW Rostamani Logistics joint venture.

AW Rostamani twin towers on Shiekh Zayed Road in 1990. Standing 14 storeys tall, the towers are now dwarfed by many of the buildings around them. So it is now somewhat ironic that they were scaled down from the original 18-storey plan, as the Bedouin who were living in the area complained to the authorities that they would be exposed to the towers’ residents.

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servation. AWR Lumina represents brands such as GE Lighting, Osram, Philips, Lucibel – France, Vexica – UK, and Clear Vision – UK, along with catering to the Middle East, Africa and Pan Arab markets.Part of the vision that the AW Rostamani Group has had for itself over the years; has been its ability to grow and adapt with the changes that have come its way and by listening to what its consumers want.

This versatility, part of the core values that have been instilled in not only the compa-ny’s vision but also the UAE’s vision, have laid the foundations for the company’s growth. As such, the goal is to continue learning and growing in order to improve the experience for years to come. By mirroring the growth of the region, being

open to change, and investing in develop-ment, AW Rostamani has sought to enrich the lives of the customers through each activity it does.

This passion for excellence, integrity to the growth of the company, and commitment to the AW Rostamani family are all part of the main vision that have guided the company on its long road to reinforce itself as a business powerhouse and a strong example to follow in an Arab world that seems ever so uncertain.

Following the passing of Abdul Wahid Al Rostamani on November 3rd, the UAE not only lost one of its sons, but also a truly inspirational UAE leader who constantly aimed to better not only his company, but

The AW Rostamani 21st Century Tower is a 55 story skyscraper along Sheikh Zayed Road in Dubai. When it was completed in 2003 it took the title of the world’s tallest resi-dential building, ultimately being surpassed by the Eureka Tower in Mel-bourne, Australia and the Q1 tower in Australia’s Gold Coast. It is occupied by Cabin Crew and Flight Crew of Emirates Airline and is also home to the Consulate of Chile.

Late Chairman Abdul Wahid Al Rostamani at the Grand Opening of the Georg Jensen store at City Walk, Dubai in April 2016.

his nation. His aim was to enrich those around him to be better and aim higher and will always be remembered for his drive which has become firmly rooted in to the group’s DNA.

This approach has enabled the group to grow aligned with the progress of the na-tion – all the while embracing change with a forward thinking mentality. With new leadership in his son Khaled Al Rostamani, the AW Rostamani Group now enters a new phase in its history to ensure the leg-acy and vision of Abdul Wahid is carried on for generations to come, not just in the UAE but throughout the region as a whole. Now that 2017 has arrived, the group now enters a new phase in its rich history.

A history defined by visions of success and growth that Khalid Al Rostamani with the confidence of the AWR shareholders will keep alive ensuring that his father’s legacy and the great group’s legacy will live for-ever. The group has always had the same attitude when it comes to its stakeholders, the enriching of their knowledge of the group and most importantly, ensuring that they are always satisfied.


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فـيـرنــيــهميالنو

Jumeirah Emirates Towers,Shopping Boulevard, Dubai, UAE.Tel: +971 4 3544017 I E: [email protected]

Product Review

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It’s a name that dates back over 50 years, ‘Nissan Patrol‘ is synonymous with that go-anywhere adventure spirit that has made the UAE just that little bit smaller.

The 2017 Nissan Patrol seeks to embody that spirit for a more modern generation of drivers. Bigger, more comfortable, and more powerful than any Patrol before it, does the V8-powered Y62 have the skills where it counts to live up to its name?

The story is one that has been repeated many times: a military-inspired vehicle with rugged underpinnings marketed to a hungry civilian audience whose requirements cover the gamut of the work-and-play spectrum.

The Road to Patrol Nissan Patrol 2017

The first Patrols landed in the UAE in the late 1960 but it really became a permanent part of the UAE and the Gulf landscape when the third-generation Patrol arrived in the 1980s. The big Nissan saw success build upon success through subsequent the partnership with AW Rostamani Arabian Automobiles.

Competitors delved into more and more luxurious models but the Patrol continued its high-country capability over high-street credibility positioning, winning plenty of fans in the process.


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THE HERO OF ALL TERRAINS

Times change,but a bond doesn’t. Over the decades, Nissan Patrol has become an inseparable part of the social and cultural fabric of Arabia, giving birth to a myriad of heroic tales about its all conqueringperformance on the toughest of terrains. The new 2017 Nissan Patrol ensures the legend live on in every single terrain in life; be it adventure, luxury, family life, or business. Which-ever side of life you wish to conquer, Patrol’s cutting-edge technolo-gy and unique status will take you there.

Tough on the outside, welcoming on the inside. The all-new Nissan Patrol is a little like you, only 4X4-ified.

All-Mode 4x4 System. The category-defin-ing system features a Variable 4x4 Mode

select switch, which allows you to effort-lessly switch between sand, on-road, snowand rock drive modes. The Patrol is re-markably capable in sand mode, enabling you to drive safely, quickly and skillfully, just like professional rally drivers.

Rear Differential Lock, Helical LSD and Active Brake Limited Slip. The electronic locking rear differential allows you to pull out of mud or loosen sand easily by dis-tributing torque evenly to the rear wheels. The driving force transferred by ABLS from a slipping wheel to a wheel with more traction is amplified by Helical LSD. In the Patrol, you can start safely and smoothly even on slippery slopes or roads, and drive powerfully in style.

Hill Start Assist and Hill Descent Control. HSA helps prevent rolling backward when

you’re starting from a stop on an incline by applying the brakes. HDC assists you in going down a steep or slippery slope by automatically adjusting the speed to keep you going at a controlled pace.

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Hydraulic Body Motion Control System. In a world-first, the new Patrol employs the advanced HBMC System with 4-wheelindependent suspension. Along with a new chassis and body frame, it gives the vehicle superb stability on rugged and sandy terrain, while delivering a comfortable ride in the city.

Same ease and confidence wherever you go. All eyes on you –you always know how to live the grand life and make a grand entrance. The Patrol is an expression of richly crafted luxury, truly worthy of a flagship. The unmistakably bold exteriordesign invites you with its powerful and modern lines, while the superior cock-pit design of the well-appointed interior provides you with a reinvigorating driving atmosphere.

LUXURIOUS INTERIOR

• A warm glow of light welcomes you as you approach and step inside the Patrol

• Fine-textured, soft leather seats are fitted with power and memory functions

• Surround yourself with a harmonious medley of leather,wooden panels and chrome trims

• HDD Navigation System. The class-lead-ing Navigation System features a high-res-olution WVGA 8-inch touch screen thatdisplays the destination in compass mode. It also supportsArabic language and Qi-blah compass

• 13-speaker Bose® 2-channel Premium Sound System includes 2 subwoofers, AM/FM radio, single in-dash CD/DVDplayer with MP3 playback capability, and speed-sensitive volume control

• 8-inch Colour LCD Screen. With chrome-framed fine visionelectroluminescent gauges and multi-func-tion drive computer

• Multi-screen DVD Entertainment System. Enjoy home LCD quality invehicle with the 7-inch WVGA monitors for 2nd row passengers along with the 8-inch naviga-tion screen. The system can be connected to the DVD and Game player, and comes with 2 sets of wireless headphones and a remote control

• 9.3 GB Music Box Hard Drive. With the category’s first ‘Music Box’, record up to 200-300 CDs of music or 2,900 songs. Connects to iPod®, USB flash drive and other compatible devices


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THE FIRST-CLASS COMFORT OF YOUR LIVING ROOM

Every journey in the Patrol is more enjoy-able than the previous one. The class-lead-ing interior space, filled with premium comfort, ensures that you and your family always travel first-class, while offering plenty of storage ideas to carry your favorite things and essentials along.

• Class-leading Air Conditioning System. Features the world’s first ‘curtain vent’ and the Dual Zone Automatic Temperature Control

• Luxury in your hands. A combination of leather and wood steering wheel, power tilt and telescoping steering wheel withcruise, Bluetooth® hands-free phone sys-tem, audio system andnavigation controls

• Segment-leading Rear Luggage Space. Is created by 3 rows of luxurious-than-ever versatile seats with 8 different seating/car-go configurations

• Reversible Open-type Cool-box (A World-first). It can be opened from both

1st and 2nd row seats to access the six 600ml drink bottles inside - the largest capacity in its class

• Climate-controlled Front Seats. Circulate cool or warm air through the driver’s or front passenger’s seatbacks and bottom cushions

• Third Row Power Seating. Optimizes trunk space by adjusting the3rd row seats with the push of a button

Engine is the main power house of this vehicle and makers are giving special importance to it. Pairing has been carried out with 7 speed transmission and this one is capable of delivering better performing potential.

The 2017 Nissan Patrol is a magnificent vehicle and it has some refreshments which are going to impress consumers to a greater extent. In addition to this, many other prominent safety related features have been included as the focus is upon bringing the best for customers. You will enjoy the ride in this car as it is right ac-cording to modern standards.


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Secret Love MessagesVhernier

In Italy, the past survives in the present day; the country’s allure springs from its enduring history. The renown of Italy’s jewelry, with its sensual beauty and extraordinary craftsmanship, is founded on the goldsmithing skills passed down through generations from the medieval guilds that once guarded the secrets of the trade.

The labor-intensive and awe-inspiring style of traditional fabrication continues today, but the craft is expanding as technology revolutionizes the jewellery industry — marking a new age in Italian jewellery.

Vicenza is one of Italy’s leading jewelry hubs, a city that, in 1300, already boast-ed 150 members in its goldsmiths’ guild. These days the small city is host to Vicen-zaoro, one of the world’s most high-profile jewellery fairs, and home to 900 jewelry

companies, from small artisan workshops to high-powered producers.In the outskirts of the city, where indus-trial buildings abut agricultural fields, the Vhernier factory whirs with activity.

Hidden behind several security doors, arti-sans in green lab coats file, polish and set jewellery while nearby machines toil away at their own jobs, printing out wax models and spinning wire into springy tubes.

Vhernier opened in 1984 at Valenza (Piedmont, Italy) as a goldsmith’s work-shop. It began with a huge passion for gold, fascination, a thorough knowledge of gemstones and the desire to create a jew-ellery that was contemporary and uncon-ventional. In 2001, Aura Holding, a group controlled by the Traglio family, acquired Vhernier with the aim of developing the company without altering its spirit and

strong artisan tradition.

Over the years, numerous creations have become true icons: the Calla necklace, the Pirouette ring, the Palloncino brooch and the Vague earrings, just to mention a few.

The collections presented every year are joined by the Haute jewellery line called Flowers, created as an invitation to discov-er the beauty and incredible colors of ex-tremely rare and unique stones, collector’s items that are set in pieces built around the gem itself. Carlo Traglio is the chairman of Vhernier, now an international brand with ten boutiques throughout the world and distribution covering 19 countries includ-ing the UAE.

Is no secret that most Italian jewellery maisons have been passed down through the generations in the family. What dis-

Product Review

Mouna Abou Hamza, famous Lebanese TV presenter and models at the opening ceremony of Vhernier Store at the Jumeirah Emirates Towers, Dubai 2012.

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In 2014, Vhernier introduced the first bracelet in its Plissé collection, a piece crisscrossed with such complicated facets that it seemed to have been computer designed — but it began with a piece of paper, pleated and folded by hand, and translated, through a painstaking process of countless hand-carved iterations, into a wax model.Plissé, the new, multifaceted collection by Vhernier: an anthem to lightweight shapes and a homage to the ancient art of origami. Beautiful intersections creating infinite shades of gold and folded shadows mirroring golden lights.A free spirit that esteems nature, liberates shapes, plays with color. In a way that is original and strictly up-to-date, Vhernier

interprets jewellery as a discovery, driven by the desire to amaze and entertain. In its creations, Vhernier reflects a passion for contemporary art and architecture: gold shapes an embrace, a wave, a pirouette. Like a dream that imparts elegance, light-ness and verve to the daily journey of life.At Vhernier, artisans craft every model by hand, but the company does not snub technology. A final wax, approved for beauty and wearability, is digitised into a computer-rendered design by a 3-D scan-ner: the width is evened out, springs and hinges are precisely placed, technical and functional details are added. But, accord-ing to Ms. Camurati, a jewel’s success is in the warmth imbued by the original hand fabrication.

Vhernier’s Plissé Bracelet

tinguishes Italian jewellery most of all is perhaps its gold craftsmanship that is both sound and intricate.

For those who have reservations about Italian jewellery designs that tend to be more classic, new collections featuring more contemporary shapes and minimal lines will without doubt change your per-ception, particularly of several brands that have been around for a long time. Now is the time to rediscover them.

At Vhernier, a company renowned for dramatically contemporary gold jewel-lery, perfection takes a different route. “jewellery must be shaped by the hand,” said Angela Camurati, the brand’s head of production. “Today we use the computer to render the technical details of a piece, but its beauty can only be formed by the artisan,” she added, circling her hand to signal, with an Italian gesture, the progres-sion of time, the brand’s gold Abbraccio ring flashing on her finger.

This 32¬year young Milanese jewellery brand par excellence offers over 50 col-lections, all distinguished by their harmo-nious proportions and fluid lines. Again, gold is the magic word here as Vhernier works this precious material into every imaginable shape, and the Freccia collec-tion is a great example. The rings, bracelets, earrings and neck-laces are created with endless variations themed around the arrowhead motif.

You can choose from classic combinations such as pink gold, white gold, diamond and rock crystal, to vibrant turquoise, cornelian, lapis lazuli and jade.

Back in 2012 and in partnership with AW Rostamani Lifestyle the Vhernier store opened its first exclusive distention boutique in the Middle East located in Jumeirah Emirates Tower Shopping Boule-vard, Dubai.

This 32 years old jewels brand are loved and worn by the most popular of celeb-rities, including Demi Moore, Angelina Jolie and Jessica Biel. Already having an eminent fan base around the world, the Dubai store looks set to continue being the premium choice for captivating the world of glamorous women.

Vhernier’s Plissé bracelet in white gold with diamonds and gold.


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In recent years, titanium — a material associated with bicycle frames and aircraft carrier parts — has been catapulted into the category of precious jewellery mate-rial.

The exceptionally light substance is also the hardest material on earth, and there-fore much more difficult and time-con-suming to work with than gold.

From Vhernier, the Volta Celeste pendant with blue sapphires. It took the jewellery company two years of experimentation to produce, in 2015, the first titanium pieces

of the Volta Celeste collection.For Vhernier, with its artisans in thejewellery hub of Valenza, it took two years of experimentation to introduce, in 2015, the first titanium pieces of the Volta Celeste collection, where large discs of the metal were studded with bright sapphire pavé. Already, the development has pro-gressed. “Plenty of companies use titanium now, but it’s always hidden behind stones,” Ms. Camurati said. “The real challenge of titanium is to make jewellery the way we’re doing it”.

A necklace called La Calla, made of smooth, interlinking metal trumpets with a smattering of diamonds gleaming against expanses of deep grey, satin-finished titanium.

Other pieces, like the one-of-a-kind Blue Velvet necklace, use titanium’s unique property of richly hued oxidation to create colorful new jewels — in this case, a col-lar stacked with a zigzag of scallop shapes, each the same intense tone of cobalt as the brilliant 60-carat tanzanite stone at the necklace’s centre.

The colourful and prominent TUCANO

brooch created by Vhernier in Italy has a beautiful outline, an amazing selection of materials, volume and diamond accented beak, eye and wing - are the highlights of this lovely pin.

This Toucan Brooch is a classic example of Casa Vhernier’s innovative design known worldwide for their creation of animal and plant forms using gemstones in order to showcase subtle optical effects coupled with the finest craft.

Carnelian, jade, Australian opal, mother of pearl inlaid in gold, topped with rock crystal, diamond eye, diamond beak and diamond wing plus outstanding workman-ship made this fun, cute pin a masterpiece of jewellery art - it’s a conversational piece!

AW Rostamani Lifestyle is the sole representative for the high end Italian jewelry brand Vhernier in the UAE.

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Italian jeweler, Vhernier, cemented its name as a leader in the Italian traditions of celebrated gold craftsmanship. Intricately sculpted from the House’s signature solid polished rose gold, this ring’s minimalist knot design is a graphic example of the House’s mastery of unparalleled crafts-manship.

Tap into the jewellery world’s most timeless trend with this voluminous knot design. As rich as it is perennially-chic, the

Trillion links of rich, gleaming 18k rose gold alternate to create a slip-on bracelet that shines with untold brilliance.

Vhernier’s designs use the material with the same pride reserved for gold in tra-ditional Italian jewellery — as a central element, showing off the metal’s smooth surface as a sign of perfect craftsmanship.

Its titanium collections — shaped by skilled goldsmiths, structurally developed as a 3-D designs and soldered together by laser as the material requires — encapsu-late the beauty of Italian jewelry. There’s no doubt technology is helping the brand designers, but the artisan’s eyes and hands remain the soul of our pieces.

There’s been an extraordinary rediscovery of the Italian artisan in the last 20 years thanks to the success of the luxury market, yet The tradition is still is one of Vhernier’s designs strength.

Vhernier Abbraccio Ring is an essential addition to the most well-curated jewellery collection.

From the Abbraccio Collection. This stunningly modern ring wraps a band of smooth, gleaming 18k rose gold in a sculptural abbraccio silhouette, the gentle curves of its enfolded design catching the light to reflect still more gleam.

Located on the Boulevard of Jumeirah Emirates Towers, the décor of the Vhernier store mirrors the brand’s minimalist and elegant style, influenced by trends in Modern and Contemporary art.


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شفت لتأجير السيارات

Where you need us, when you need us

800 SHIFT (74438) l www.shiftcarrental.com

Product Review

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A first for Infiniti, the new Q30 paves the path for success and innovation in the premium compact hatch segment!

Arabian Automobiles Company, theflagship company of the AW Rostamani Group and the exclusive dealer for Infiniti in Dubai, Sharjah and the Northern Emirates, has welcomed the dynamic Infiniti Q30 across Arabian Automobiles centres in July 2016.

The Infiniti Q30 is a new segment for Infiniti as it ventures into the fast grow-ing segment of premium compact hatch vehicles. The design philosophy with this model represents a major step towards the growth of the brand in this segment.Salah Yamout, Director of Sales and Mar-keting at Arabian Automobiles Company says, “Arabian Automobiles Company is

delighted to be a part of Infiniti’s entry into the premium compact segment. The Infiniti Q30 represents a new era for the brand, with innovation, cutting-edge technology and a dynamic body shape packaged into an all-new driver’s experience. We are ex-tremely pleased to be bringing the stylish Q30 to our customers and convert new buyers into Q30 enthusiasts.”

Infiniti Q30 The New ShapeOf Individuality


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Design

The Q30 revamps Infiniti’s signature de-sign elements into modernized, dynamic shapes. The double-arch grille with 3D mesh, for example, has grown from the Q50, with fluid movement into the head-lamps. The bold curves coupled with the lines on the bonnet, make their way over the fenders and across the body line into the shoulder of the car.

The signature C-pillar arcs forward in a dynamic crescent shape that emphasises motion, even when stationary. The contrast of the long roof-line, develop an image of a shooting brake in silhouette, and elevated stance to add focus to the visual appeal of the car. The balance of sculptural shapes moving past one another creates a harmonious design that can be appreciat-ed at a glance.

The Q30 Premium includes LED front fog lamps, body-coloured and heated door mirrors, as well as chrome dual rectan-gular exhaust finishers. 18-inch alloy wheels add to the Premium grade’s striking appearance.

Technology

On the technology front, the Q30’s Around View Monitor with Moving Object De-

tection, Intelligent Parking Assist, Forward Collision Warning with Forward Emer-gency Braking and Blind Sport Warning are just a few more feathers in the cap of technological advancements for the Infiniti premium compact segment.

The Intelligent Parking Assist is designed to work in the three most common parking situations, tight parallel parking, 90 de-grees backing-in and heading –in parking. Using 12 sensors in the front and rear, the system automatically steers the vehicle into place with the additional help or audio and visual warnings while the driver controls the brake and accelerator.

Performance

In terms of performance, the Infiniti Q30 is available with 1.6L or 2.0L Turbo variants in a 2WD configuration. The 2.0L Turbo will also be offered with an optional AWD drivetrain. The 2.0L Turbo engine delivers 208hp and 350Nm torque. When equipped with front-wheel drive or all-wheel drive, the highest-performing engine in the range is capable of powering the Infiniti Q30 from 0-to-100kph in 7.3 seconds.

First impressions from the driver’s seat, the intersecting curves of the interior are refreshingly dynamic, but Q30 designers

know that your first view happens before you ever sit down. So they designed it to be breathtaking the moment you open the door, from the side view, as well as head on.

Inside the Q30, you will surround yourself with the same premium materials found on your favorite luxury goods and in colors as personal as your taste.

As unique as the Infiniti Q30 may be, you can refine it to reflect the true you. Choose from three designer color combinations that are as personal as your style and as unique as your individual expression.

Salah Yamout, Director of Sales and Mar-keting at Arabian Automobiles Company, said: “Arabian Automobiles Company is delighted to be a part of Infiniti’s entry into the premium compact segment. The Infiniti Q30 represents a new era for the brand, with innovation, cutting-edge technology and a dynamic body shape packaged into an all-new driver’s experience. We are ex-tremely pleased to be bringing the stylish Q30 to our customers and convert new buyers into Q30 enthusiasts.”

City Black Sophisticated urbanity in black and purple. It features purple stitching on the black leatherette and Alcantara®

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seating surfaces, armrests and dashboard insert. Purple accents are also found on the wheels, kicking plates and key fob to complement the look.

Cafe Teak Casual, but nothing less than refined. Classic material meets modern reinvention with black stitching on choco-late Nappa leather upholstery and stainless steel kicking plates.

Matching Wheels The interior design colour combinations are extended to the exterior with unique 18- or 19-inch wheels with color-matched accents. Their machined surfaces are enhanced with a special laser etching process exclusive to Infiniti that uses a unique laser treat-ment to literally sculpt the purple or red accent colour on the wheel with never-be-fore-seen precision.

Availability Available across Infiniti of Arabian Au-tomobiles centres across Dubai and the Northern Emirates, prices starting at AED 109,800 including 2 years complimentary service and 5 years Extended Warranty.

Salah Yamout, Director of Sales and Marketing at Arabian Automobiles Company.


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Can you explain to us about AUTOTRUST concept?

As a leader in the automotive industry, AW Rostamani Group has always believed in being different when it comes to delivering excellence in the customer service. AUTOTRUST is a new strategic initiative from the AW Rostamani Group in the automotive sector, delivering a comprehensive range of services starting from vehicle service to accident repairs, and much more for all makes and models of cars in UAE while capitalising on the increasing opportunities in the multi-brand aftersales sector.

What makes AUTOTRUST different than others in the market?

There is no doubt that enriching customers’ experiences will be a key in the future customer journey. Our new concept is a one-stop shop for all ranges and makes of vehicles with a solution for individual car owners, insurance companies and brokers, car rentals, fleet operations and corporate clients, it also includes agency and non-agency repairs. Currently AUTOTRUST operates from 3 various state of the art facilities, which are conveniently located in Dubai, Sharjah and Abu Dhabi.

What makes us more distinguished is the quality of the services provided by our specialised technicians’ at most competitive rates in the market.

At AUTOTRUST we use only genuine parts. Our workforce is equipped with state of the art facility, most sophisticated equipment and in addition their skills are updated periodically through the most modern trainings. Complete transparency in our estimations and services is yet another feature of AUTOTRUST.

The Next Big Thing

Luigi Rubinacci, Director – Strategic Ventures, AW Rostamani Trading.

AUTOTRUST

Executive Interview

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Why Now?

There’s no doubt being proactive and innovative have always made AW Rostamani Group ahead of the competition in the market. At AW Rostamani Group we always think of the future and by considering the market dynamic and changes such as the opportunity in the Emirates Vehicle Gate which is portal pioneered by the Abu Dhabi Police to streamline activities related to the Automotive Insurance and Accident Repair services.

All the services provided by Insurance Companies like estimations, repair, vehicle renewal, registration service, accident claim etc would now be channelized through EVG. A key strategy of EVG is to provide customers with a transparent view of the process and their key objective is to ensure that only workshops of repute and with proper facilities / equipment are empanelled with EVG, thus eliminating most of the smaller workshops. Now with the state of the art facilities and services being offered through AUTOTRUST channels, this is a major opportunity for us.

Adding to this the IRA is actively involving in unifying the Motor Insurance Policy offers across all Insurance Companies and giving more rights to customers. Two of the key changes likely to be introduced are:

a) Customers would be entitled to seek repairs of their cars using new parts irrespective of the age of the car, by paying pre-set depreciation rates (subject to a maximum of 30%).

b) Even cars having third party insurance would be entitled to repairs at Agency level workshops in the event of accidents during the 1st year if the accident damage has been caused to their cars by another vehicle and the Recovery Insurance Co would be liable for the same. c) UAE Government is preparing a new legislation change, in line with other countries in GCC, according to which manufacturers/official automotive distributors are obliged to honour the warranty even if customers have conducted periodic maintenance and / or repair at independent workshops.

This will further strengthen the position of independent service providers in the aftermarket sector, a sector that includes automotive services, parts and the maintenance business.

What services / products will you be offering?

AUTOTRUST Services can be classified into two categories namely Mechanical Repair and Body Shop Repair & Services. The Mechanical services Extensive Range of Services like the regular periodic services, Preventive Maintenance Services as per Manufacturer Guidelines, Brakes / Steering / Suspension checks, Engine / Transmission Repairs, Electrical and Air-conditioning Services and Complete On-board Diagnostics and much more.

Our body shop services offer a wide range of services starting from the repair of minor scratches to major accident repairs. Our trained repair technicians are experts at restoring your vehicle to pre-accident condition.

AUTOTRUST portfolio also includes the Tyres, Batteries, Lubes, Car Care products which AW Rostamani Trading represent exclusively in the UAE and much more making us the one stop shop for automotive solutions. Certified Pre-owned cars are also a part of AUTOTRUST portfolio.

How are you planning to attract first time customers?

First and foremost activity as a part of customer experience is the awareness

of the brand, services and locations. AUTOTRUST is planning an aggressive marketing campaign to materialize this objective. Continuous exposure and advertisement will make the brand more popular and known to people.

We are planning result driven marketing campaigns and channels which will include both traditional marketing like print, radio and capitalizing on current trends of marketing like the social and digital marketing. Finally we would like to capitalize on the Brand equity of AW Rostamani in the market place. Introductory offers to our customers is definitely something that we would be advertising through all the possible channels.

What’s AUTOTRUST plan for the next 3 years?

AUTOTRUST is aiming to be the most preferred partner in the industry for service and repair maintenance services. We look forward to being named as the one stop shop for all the auto service solutions, we are also aiming to have the brand presence in strategic locations across the Emirates offering best of quality assured services. Our core focus is to work with insurance agents and brokers, large corporate and fleet operations while serving the individual car owners as well. At AUTOTRUST we believe in living the core values of our parent company and hence we are looking forward to being the best service provider in this sector which fits very well with our 2020 vision to be among the top 3 most preferred multi-brand auto service network in the UAE.


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DESIGNED TO EMPOWERWhen thrilling curves blend seamlessly into prominent power,

you end up with one surprisingly, bold and daring design. The INFINITI QX70 is a cross-over built with balance,

aerodynamics and expression in mind.

Product Review

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You could say that 2016 was the year that Dubai really embraced the concept of graffiti. After all, apart from being the year the AW Rostamani has opened its two new kids stores named ‘Graffiti’, incorporating a fresh street art style into kids fashion, its also the year that older parts of Dubai such as Karama and Satwa have been being revived with a splash of colourful graffiti art.

The new City Walk in Jumeirah has also been brightened up by graffiti, painted by internationally renowned artists. Gone are the days when the word ‘graffiti’

The New Kid In The BlockGraffiti Kids Fashion Zone

evoked visions of hastily scrawled lettering illegally sprayed onto walls – graffiti in the 21st century has also come to mean colour, urban style, and personalization.But what has graffiti got to do with kids’ fashion? More than you might think.

What’s attracting kids to the new Graffiti stores more than anything else, according to AW Rostamani Lifestyle is the opportunity to design their own personalised t shirts for Dh100 - graffiti-style - using the stores’ giant high-tech interactive touch screen, which is fixed to the wall. The interactive screen is proving


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to be the most popular feature in the shops because the kids can really unleash their creativity there.

The kids first type in their name, or whatever message they’d like to feature, and then choose which graffiti art style they’d like to see it written in. They then pick out the colours for their chosen graffiti, and for the t-shirt itself. Next, the kids choose the background, which could be a the silhouette of a city or the sea, for example, and finally, emblems can be added to suit the occasion – perhaps an Emirati flag for National Day, or a football ball for the World Cup. In just ten minutes, the personalized design is printed onto the t-shirt and is ready to wear out of the store.

“The technology is not new – the mechanics of printing on a shirt has existed for some time now,” admits AW

Rostamani’s Lifestyle General Manager, Joseph Faddoul. “But the added value here is that we are enabling the children to come in and create their own design, and to have it instantly on the spot without us interfering. It’s an activity which encourages the creative side of the child, and which goes very well with the Graffiti concept”.

The first Graffiti store, which opened in May, is located in Dubai Mall, and the second and largest branch opened its doors three months ago, in Dubai Festival City. Somia Nahal, who works as a sales assistant at Graffiti’s Festival City branch, says the store and its personal touch has been particularly popular so far with the local clientele.

“They’re often opting for national symbols on the t-shirts, or sometimes they don’t

choose any background, only the name,” she says. “The boys like to add cars – and the girls, the heart and the flowers”.

Although Ms Nahal says occasionally, it’s the mums who come in to design the t-shirts for their offspring, the idea behind the concept is to try to give the child the lead on designing the clothes, rather than the parent.

“I think when I was a child, my generation had no say as to what we were going to wear,” she recalls. “But this new generation wants to pick out their own style. I’m not sure if it’s a fortunate thing, but parents these days have little say when it comes to the fashions of their children.”

The Dubai Mall store also features another neat trick to entertain younger kids, whilst parents can browse the ready-to-wear

Setting it apart from other fashion brands for children, Graffiti’s store features an interactive screen for children to design their own Graffiti t-shirts. In August 2016, Graffiti opened its second store in Dubai Festival City.

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range - an Interactive floor. “There are games that you can play on the floor, fish that you have to try to step on, and a kind of car race in which you have to drive your own car with your feet,” explains Joseph Faddoul.

The theme of blending creative kids entertainment with fashion is one that the company is keen to explore further. One project they’re currently working on is for a digital mirror to be added to their stores, which will enable kids can try on the clothes virtually, without ever having to go through the tiresome ordeal of getting changed.

Usually parents have difficulties when they take their children to buy clothes, because the kids instead want to go to the sitting room and play. This mirror could make shopping so much easier, because you can simply choose the outfit you want and just stand in front of the mirror. Even when you move, the clothes move with you and it’s really fun for kids.

That although his team are keen to get the project completed, it’s a big project that involved plenty of preparation behind the scenes.

A similar concept already exists elsewhere, but the team is taking the idea a step further by integrating it with the entertainment factor. Parents and kids are always looking for something different. That’s why more than half of the brands Graffiti has chosen for the stores are new to the UAE.

The two Danish brands, Molo and Someday Soon, which have never been seen before in the GCC, are proving to be extremely popular. These include Molo’s silver car-emblazoned shirts (Dh155-Dh220), and sweeping scenes of police cars in the American Wild West (Dh155 to Dh220).

For girls, the store is currently stocked with fur-trimmed coats, silver sequin-studded trainers, shiny star-emblem jackets, and glittery gold bags for the pre-teen crowd. For younger kids, there are cute bunny- photo t-shirts, floral shirts and horsey-themed onesies by Molo.

Graffiti Store located on the 1st Floor in Dubai Festival City.


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Many of the styles seem to represent a fusion between the Emirati and of styles, and Mr Faddoul explains that the initial thought-process Graffiti was to create a bridge between the local community and western fashion. “We’re targeting everyone, but our top priority is the UAE national,” he says.

“We’ve realized most of the international brands have failed to take into consideration the UAE national communities - they’ve treated the UAE as a completely cosmopolitan environment.

Our concept is for the long term, so we wanted to tackle that community that has been overlooked for some time. The local market is the right investment for those looking to stay in the UAE long term.”

Although Dubai is the natural home for the Graffiti brand, Mr Faddoul says the company is also looking at Abu Dhabi in the short term, and at the wider GCC

market in the longer term.“But Abu Dhabi is our top priority, as we’ve seen a great response from the local community in Dubai to the concept,” he adds. “We are in the process of finalising a location there.”


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Light Emitting Diodes (LEDs) are sensitive to both thermal and electrical conditions, therefore, they depend on the efficacy in which its life depends on luminaire design and construction. Hence, the LED luminaries are specifically engineered and are considered highly integrated devices. For this reason, Lumina has brought state of the art machinery in its factory to ensure high quality. Nonetheless, ensuring a proper working environment for its labour.

Today, LEDs are available in a wide range of colours and light levels, replacing the traditional incandescents. AW Rostamani has been contributing to this transformation here in Dubai, as we play

a role in changing the forms of energy consumption in the city. LED is one of the most energy efficient technologies. It is a rapidly-developing lighting technology globally. The quality of the LED light bulbs last longer than the incandescent lighting; nonetheless, it offers better light quality than other types of lighting.

Dubai is expected to replace all its lights with energy efficient LED lamps by 2021. This initiative will save up to Dh400 million annually; in addition to the environmental advantages of reducing heat inside homes and offices. With its involvement in many projects, such as the renovation of the Mall of Emirates lighting

Energy Efficiency Is The Futuresystem, Lumina has been playing a role to strengthen its commitment to build a more energy saving environment in the country.

One of the core values of AW Rostamani is to contribute to the development and the economy of the UAE by building the local capability and capacity. The group’s shares are now 70 per cent to 30 in favour of LED versus incandescent lighting with expectations for it to rise to 90 per cent to 99 in the near future.

The Dubai Municipality said earlier this year that they would supply two million Dubai Lamps for residential and professional use across the city in 2017,

Features

In November 2015, AW Rostamani Lumina entered a partnership with GE Lighting which brought an extensive range of solutions that complement its operation in the region. The company marks products manufactured at the factory with a ‘Made in UAE’ label.

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According to the latest edition of World Energy Scenarios, global demand for electricity will double by 2016. Meeting this demand with cleaner energy sources will require substantial infrastructure investments and systems integration to deliver benefits to both consumers and the environment.

The UAE has become a destination of choice for the industrial sector, as it provides modern infrastructure, an investment friendly environment and a world-class legislative framework for businesses seeking to become global trail blazers.


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and 10 million lamps by 2021.This initiative supports the Dubai Integrated Energy Strategy which targets a 30 per cent reduction in energy consumption by 2030 and the Dubai Carbon Abatement Strategy aimed at reducing carbon emissions by 16 per cent by 2021.

AW Rostamani has played a role in energy consumption as they partnered with DEWA’s ETIHAD ESSSCO to retrofit Jebel Ali Free Zone (Jafza) to make them more energy efficient. The LED Lighting will save up to 181 million AED over 6 years. The First Phase of the project included retrofitting of 157 staff accommodation buildings which meant more than 83000 lighting points. The net saving came out to be AED 4.2 million annually with an initial investment of AED 3.16 million.

The Jafza’s project is the largest energy retrofit project in the entire Middle East. The project led to the reduction of 13,026,906 lbs of carbon emission into the atmosphere.

The current retrofit project in Jafza will, therefore, make the Free Zone the first organization in the UAE to comply with the provisions of national energy conservation strategy far ahead of time. The Jafza project is an example of a cleaner energy within a region that is placing the highest emphasis on ‘green buildings’ and sustainable projects, demand for sustainable lighting are also making strong inroads. This comes at a time when global governments have come to agree together that controlling and minimizing the energy use is a world top priority.

According to the UAE’s lighting regulations report published in December 2014, the UAE’s ecological footprint generated from domestic household energy consumption accounts to about 57 per cent, 6 per cent of which is from lighting. To conserve the energy will also save money and eventually improve people’s living standard, nonetheless our health. At a time where the earth’s natural resources are running out.

The rapid innovation of the LED technology has resulted in more products and better manufacturing efficiency and has led to lower prices for the technology.

Umar Khan, General Manager AW Rostamani Lumina.

The facilitaty uses state of the art technology, which combined with a modular design, ensures shorter, faster and highly responsive production lines that are highly flexible to match market demand.

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They are safer, sturdier, longer lasting and easier to install. Lumina’s machinery is future proof, meaning that the technology they invest in it will not need to be significantly updated as technology advances.

LED sales are expected to increase, as the price decreases. The challenges Lumina face are educating end-user consumers who are not aware of the differences between LED brands. The technology needs to be explained as the lack of awareness of the technology causes financial problems in turn creating unnecessary profit erosions and a bad experience for customers. As LED technology is still young however, it is limited by how it will be applied by the consumer, which makes it a more of an open space for renovation and improvement.

Manufacturers of LED lighting products need to consider what consumers are interested in to have and be able to understand in what way the product will be applied. For instance, lighting plays a big role in the overall identity of a space. It can make the place look fancier or opaque than what it is. Compared to the traditional lighting, LED’s have unique advantages. However, whether they are up to the consumers’ expectations is a question mark. People expect that these lighting to offer the same option as the traditional lighting they are used to.

With the region placing the highest emphasis on ‘green buildings’ and sustainable projects, demand for sustainable lighting is also making strong inroads. The emphasis on lighting solution has become vital. There is still a market

that Lumina can play a prominent role in, bringing further innovative lighting solutions in residential, commercial and industrial applications.

The state of art machinery at Lumina, helps program the Luminaires can be programmed with custom light output to support the exact design requirements. The Luminaires can be individually zoned and rezoned in groups, using software. There are rooms where the devices can test and control the luminaire integrated lighting. Devices at the factory can communicate using radio frequency wireless signals. Even the colour temperature of white light can be automatically altered with various tones.

The facility is also designed to reduce waste and energy consumption, in line with AW Rostamani Group Sustainable Living Plan via which the company aims to decouple its growth from its environmental impact, while increasing their positive social impact.


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Rizkallah, can you tell us more about AW Rostamani Building Industries?

AW Rostamani Building Industries is a well-established interior fit-out company founded back in 1979 in Dubai, it started as a specialized deliver and apply supplier for prime brands like Lindner, Hunter Douglas, Mero, Knauf etc. Accordingly the team is extremely well trained and has a very high developed feeling and understanding of quality.

Over the years AW Rostamani Building Industries matured into a market leader throughout the UAE in Turnkey Interior Fit-Out works including an in-house MEP team. The company mainly focuses on the hospitality and F&B projects as well as corporate offices and retail outlets.

Since inception AW Rostamani Building Industries has focused our efforts on delivering the highest level of service and quality workmanship through our team of project managers and site operatives. The work of AW Rostamani Building Industries has been endorsed by the interiors industry; for example, one of the fit out projects Aseelah restaurant in the Radisson Blu Hotel in Dubai Deira Creek have recently won “Best Interior” award which we played a significant factor in delivering this project and bringing quality finishes to the Best Interior winner of Hotelier Middle East.

Rizkallah Abed, General Manager, AW Rostamani Building Industries is giving us more insight into the AWRBI and its future plans.

“Fit In or Fit Out”Rizkallah Abed

Rizkallah Abed, General Manager AW Rostamani Building Industries.

What projects have you worked on?

We have recently carried out a number of prestigious corporate office and restaurant fit-outs for blue chip companies within the UAE.

These include offices for Meraas, Booz Allen, Dubai South, Carlson Rezidor Offices, the Totora Restaurant in DIFC, Mosaico in Jumeirah Towers, Infiniti Dealership Showroom, George Jensen outlet and others.

And we are pleased to announce that we have just been awarded the Dubai Airport Crisis Centre, Sabic Offices in UAE, RAK Hilton Renovation and many otheres.

Executive Interview

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Totora Cebichera is spread over two elegant floors in DIFC Gate Village, from the exposed concrete walls to the faux rope bridge that leads you from the door to the reception, the interiors are a talking point, which isn’t a surprise considering they’re the brainchild of architect/star designer Fadi Sarieddine, AW Rostamani Building Industries team completed the fit out in less than 3 months.


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Recent developments?

We just finalized the implementation of Causeway Estimation and Project Management Solution. With that we are the only company in UAE running their project on a fully automated project management software with huge advantages for the clients like on time/life reporting and exact cost calculation.

Key challenges?

2016 was a particularly challenging year due to the market slow down and tough competition. However, AW Rostamani Building Industries managed to maintain its turnover and profitability. Projects already awarded for 2017 indicate that the future of the industry is very encouraging.

What do you think the key factor that make the clients choose AW Rostamani Building Industries?

We are a company with long history in quality and commitment. AW Rostamani brand is key in the UAE and the clients feel we are carrying the legacy of such a great brand and feel our commitment. We will do all it takes to deliver.

What is the common mistake the project owner usually make upon selecting the fit out company?

The client cares only about the price, they do not check the financial capabilities of the fit out company, the supply chain and the commitment of this supply chain to the fit outer. Another major mistake is that the client does not validate the promises. The client takes what a contractor promise on costs and time lines only to win the project. Later the problems starts after award.

As an industry expert, what are the common mistakes you believe “fit out” companies need to avoid in order to remain in business?

There are few mistakes some of the companies are committing such as:

- Cost cutting to maintain high profit levels (eye on the bottom line only)

- Concentration on Quantity and Growth with no eye on quality and HSE

- Not developing and investing in the employees

- Not committing to the supply chain (support the sub-contractors and suppliers).

Those are the key to success and need to be supported in difficult phases.

Can you tell us more about the leading industry when it comes to fit out?

Hospitality has been the leading sector for the last couple of years adding that the bulk of its work has been refurbishing rather than fitting out new hotels, yet we believe there are a lot more refurbs to come as well and this industry is one of our key focus areas.

The hotels typically have a shelf life of six or seven years before they need to be fitted out again. Given that many of Dubai’s existing hotels were completed in the run-up to the 2008 financial crisis, many are overdue a facelift.

Even with 2016 slow down we believe we’re coming out of that and there’s going to be a lot more competition by 2020 as we see there’s a need for it. A lot of venues are becoming outdated.And according to the research 8000 -

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10,000 of Dubai’s hotel rooms will need an upgrade by 2020.

Refurbishments will form a very important part of the market coming up to 2020, as many of the older hotel owners will try to upgrade their assets to ensure they can compete against the newer developments.

How soon do you see this happening?

Usually owners plan for refurbishments to take place during the summer period when occupancy rates are lower. With this in mind, many clients are planning refurbishments now. Ideally, a contractor should be awarded a contract by February to enable engineering and procurement to take place before getting on to the site.

Last, what should we expect in terms of 2017 interior fit-out trends Dubai? Evolve Interiors is predicting what the office of the future will look like?

Sustainability, wellness, and employee engagement are already becoming major influences in Dubai’s office design and employee selection of working place.

There is no doubt that people now days are considering the office / working space quality before accepting a job offer and we are seeing a lot of companies are taking this seriously when designing their offices. What’s more, I believe the emphasis will be on rethinking the space to comfortably accommodate employees.

But perhaps the most notable of all 2016 interior fit-out trends is collaborative design, which gained ground last year. Designs that foster collaboration include open spaces near windows, which draw people to the area, and flexible spaces that can be easily rearranged to meet the needs of a growing office.

Flexible spaces avoid idle areas, offer a variety of group meeting places, and do not include large private offices.

Smaller workstations within offices are expected to become very popular in 2017 as companies need to offer a space that encourage collaboration and allow for privacy when needed. Workstations are put in a wagon train formation, with the conference room being right in the middle.

Aseelah Restaurant Radisson Blu Hotel, Deira Creek, Dubai.


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tracts, and property quality for customers as the company was recognized for ex-cellence in the annual tenant survey with the quality of living, long term contract stability, and exceptional building services and facilities hitting top marks.

In a time when rent prices are witnessing correction in Dubai and customer satisfac-tion is key to the success of companies in the real estate industry, there is pressure for companies to deliver the proper ser-vices to ensure success on all fronts.

One such company, Al Rostamani Real Estate (ARRE), have just completed their annual survey and once again have solidi-fied their position in the UAE as a provider of excellence to its consumers. The real estate division of AW Rostamani Group interviewed 4000 Tenants across Dubai and Northern Emirates in a procedure, which yielded positive results in competi-tive industry. The findings of the survey, carried out by ARRE, reveal that 82% per cent of tenants in residential and commercial projects are happy when it comes to the friendly and cooperative leasing staff; 89 per cent are happy with the overall building security and 87 per cent are happy with staff duties and responsibility in the projects.

The overall perception is that ARRE offers excellent quality of living, long term contract stability, and exceptional building services and facilities. Commenting on the positive results, Mohamed AlBlooshi, Head of Leasing, and Real Estate said, “It has always been our ambition to provide first class services in both the residential and commercial markets.

The results of the survey, which highlight our commitment to providing high quality of living and great services for our custom-

When The Local Talent Manage The Business Mohamed AlBlooshi

It’s true that the market has had its fair share of ups and downs; not least as a result of the demand and supply in the market. But Mohamed AlBlooshi, Head of Leasing, Al Rostamani Real Estate member of AW Rostamani Group suggests that not the location or rent fee were the only fac-tors when you chose your home in Dubai.

Finding a home to rent in Dubai is one of the most important decisions you will make as an expatriate in the UAE. It will affect your financial status for the whole

year since rent here is paid in advance and takes a huge chunk out of your year’s pay. It will also impact your time spent on the road commuting.

Mohamed AlBlooshi gives you the low-down on establishing positive tenant and landlord relationships when finding your prospective home and choosing your landlord.

In 2016 Al Rostamani’s Real Estate set a great standard for services, long-term con-

Mohamed AlBlooshi, Head of Leasing, Al Rostamani Real Estate.

Executive Interview

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ers, not only heightens our reputation but also proves that our ambition for greatness is our driving force”.

In line with the UAE’s vision for 2021, brands across the UAE have begun to take steps that ensure that their customers remain happy constantly. With a recent surge of customer satisfaction initiatives in the UAE gaining speed, the likes of ARRE are cementing themselves as leading play-ers in the satisfaction of their customers for years to come.

“Whether you manage a couple of sin-gle-family homes or multi-unit properties, running a successful property management business is a challenging job in the UAE market. With all that goes into the day-to-day in property management, a tenant’s value in the rental equation can sometimes get overlooked” said AlBlooshi.

Do you believe you are providing out-standing customer service?

Definitely, and we are always trying to improve our services, although tenants might not qualify for the “customer is always right” idiom of the foodservice and

retail industry, we believe our tenant does deserve to be treated with respect.

Building this positive relationship starts with the first conversation and contin-ues into the rental process and through tenancy. A positive relationship with your tenant, in truth, should never end as they can always provide an outstanding word of mouth recommendation for future tenants who are considering renting from you, even after they vacate your property.

More often we see property managers in the market who act like they are doing tenants a favor to rent to them and this is wrong.

Some of the key Customer Service process-es we practice at AW Rostamani to build better tenant relations are to actively listen to them as we believe this is one of the most important skills in customer service. Understanding our tenant’s comments and concerns to provide valuable feedback and solutions.

Secondly fast service, this is valued in every industry today. Even if you cannot provide a solution or answer immediately,

you should always acknowledge your tenant’s needs as soon as possible.

If it’s a simple question or a maintenance request, your tenant will appreciate being kept in the loop about the status of their concern.

My third point is to provide solutions to your tenants’ needs. It’s easy to get frus-trated about late payments and damage to a property that could have been avoided through preventive maintenance. At AW Rostamani we give tenants an opportunity to be good renters by providing convenient bill pay options and we are working on introducing ways to submit work orders by using an online application like a Tenant Portal.

Taking a moment to remember that your tenants are as much your customers and your owners will set the ground work for building and maintaining a positive relationship. A positive tenant relationship will lead to long term tenants and less vacancies and this what have helped us throughout the year.

Al Rostamani Real Estate portfolio includes luxury housing and affordable residential units and commercial office spaces across the UAE.


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What customer service values have you implemented in AW Rostamani to estab-lish positive tenant relationships?

I believe both commercial and residen-tial landlords understand that keeping good tenants around can be as important and challenging as finding a high-quality tenant from the beginning. If your tenant feels valued and decides to lease at your property long-term, it can save you valu-able time and money.

One of the simplest things a landlord can do to foster a positive relationship with residents and tenants is to make a genuine effort to communicate and try to establish a healthy level of communication.

For example the first impressions count and this advice goes for both parties. A landlord should approach every proper-ty showing like a sales pitch. You want to communicate a professional, positive attitude and a willingness to please. Along the same lines, a good tenant should be polite, ask good questions and be on time for a meeting.

My second point would be is to screen the tenants, not only does this afford you the opportunity to review a potential tenant’s credit history, references and background, but meeting with your tenant prior to leasing will also allow you the ability to establish expectations for both parties early in your relationship. This helps build trust and understanding from day one.

Add to this understanding the lease and go over the details of the agreement clearly

with the tenant. This can illuminate im-portant aspects of your relationship, such as how you intend to handle complaints and repairs and your policy for notice giv-en to enter a tenant’s unit or apartment. This is also an opportunity to make sure the tenant understands the rules for rent payment and behaviour.

Being proactive and taking care of the property safety and maintenance, Dis-close all hazards, including lead or mould. Make efforts to repair any issues, especially those that could be harmful to others. Your tenants may feel encouraged to communicate if you provide them with maintenance request forms. This can promote a positive relationship where your tenant keeps you informed of issues at your property, saving you hassles and expenses in the long term.

Resolve disputes by talking to the tenants and avoid costly litigation and try to re-solve conflicts without involving attorneys. Often, conflicts can be diffused when your tenant feels heard and you make a genuine effort to address the concern in question.

Meet with your tenants and try to reach a resolution informally, or invite a neutral third party to mediate your discussion.The best way to handle landlord-tenant disputes is to address them as early as possible.

Better yet, you can take regular steps to avoid them in the first place. Keep these tips in mind as you bring in new tenants to your property and interact with your existing ones.

What do you think the tenants want?

As more people are renting, and renting for longer periods, expectations have grown on the quality of the rental sector in the UAE. Renting is increasingly viewed as a service industry. As such, tenants as clients, are looking for better value and customer service for their money.

However, a roundup of the most re-search reveals there is plenty of scope for improvement in customer service from landlords.

There are a lot of tenants feel they do not receive value for money in their rental agreement and some move before the end of their lease due to poor customer service and property management.

Many tenants claim landlords are often hard to reach, evasive and unresponsive to requests. In other words they do little to foster a good tenant/landlord rela-tionship. So what the landlords can do to change this view and maintain good working relationships with their tenants is to be easy to reach, responsive to queries, straight forward and honest, transparent in all dealings, invest in the maintenance and upkeep of the property, and be friendly and professional at all times.

At AW Rostamani we work with landlords who provide great customer service to their tenants on a daily basis. However, it’s always good to think of additional ways in which landlords can positively enhance relations with their tenants.

“It has always been our ambition to provide first class services in both the residential and commercial markets. Our aim is to offer excellent quality of living, long term contract stability, and exceptional building service and facilities.” Mohamed AlBlooshi, Head of Leasing, Al Rostamani Real Estate.

Atlantis:Tel. No. +971 4 422 0373

[email protected]

Souq Madinat:Tel. No. +971 4 554 6509

[email protected]

Dubai Mall:Tel. No. 04 434 0476

[email protected]

In one of her last completed projects, globally renowned architect and designer Zaha Hadid collaborated with Georg Jensen on a collection of sculptural, sensually expressive rings and cuff bangles. Each is created in both sterling silver and black rhodium plated set with black diamonds.

With the passing of Zaha Hadid in March 2016, Georg Jensen lost an exceedingly gifted and visionary design talent. She had just recently put the finishing touches on a new collection, these eight pieces are

a testament both to her extraordinary eye as a designer and the effortless way she enabled the simple and the complex to coexist.

Beautifully organic and powerful, each piece in the Zaha Hadid Collection of five rings and three cuff bangles takes inspiration from Hadid’s architecture, referencing the undulating silhouettes seen in many of her structures. As with the natural, fluid outlines of these buildings, her jewellery designs echo nature’s distinct sculptural forms.

The Zaha HadidCollection Launch

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Presenting a groundbreaking collection fromone of the world’s great design visionaries

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Lamellae double ring, 18 kt. gold Lamellae long bangle, Sterling silver Lamellae twisted bangle, Sterling silver

Just as ribbons of windows wrap each building, a ‘striped’ relief encircles these new designs, creating natural light, shade and a dramatic architectural line. The pieces, crafted in both sterling silver and black rhodium set with black diamonds, they are carefully engineered to feel voluptuously tactile.

In fact, the way in which jewellery itself is worn is reimagined: rings sweep gently across the hand or soar playfully above the finger; an elegant cuff bracelet engages in a natural play of light, wrapped around the wrist in a deceptively simple twist of silver.

The silver naturally alternates between a polished and matte effect, while the black rhodium pieces lend a subtle gleam to graphic, architectural forms. “There was always a continuity in Zaha’s work, and

the same is true of this collection,” says David Chu, Georg Jensen Chairman and Chief Creative Officer. “Her aesthetic aligned with the history of our jewellery designs, celebrating nature’s seemingly simple yet mathematical forms. And our partnership honoured a century of collaborating with designers whose vision transforms the way we think”.

Zaha Hadid had achieved international prominence as one of the world’s foremost architects and designers when she died unexpectedly in March 2016. A thoroughly contemporary thinker and designer, her creative vision was defined by vital, flowing forms and an unmistakably bold presence.

She studied mathematics at the American University of Beirut, then moved to

London to study architecture in the 1970s, and in 1979 established the practice that bears her name.

In her career, she designed sports stadiums, theatres, operahouses, art galleries, shoes and a car, among other objects. The Zaha Hadid Collection for Georg Jensen was her first collaboration with the Danish design house. “Working with Georg Jensen presented an opportunity to express our ideas in different scales and through different media.

Our starting point was the many links to nature at Georg Jensen,” Hadid said, speaking about the Collection earlier this year. “There is an inherent integrity within the organic structural logic found in nature, and we often look at the coherence

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The special event held in Dubai Opera, attended by top celebrities and artists including the famous Arab World Iraqi pop star, Kathem Al-Saher.Georg Jensen announced launching new Zaha Hadid jewellery collection, which is her latest project before she passed away.

Eva –Lotta Sjöstedt, CEO Georg Jensen giving her remarks at the gala dinner.


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of natural systems when we work to create environments. Our challenge was to translate that into something that can be worn; to reinterpret the rich history and tradition of the Georg Jensen design approach into something new.”

The styles in the Zaha Hadid Collection are distinctive and innovative, yet also timeless, and introduce a new way of thinking about jewellery and design. The shift in scale may be extreme, but a growing number of jewellery brands are starting to take their inspiration from architecture.

The most high-profile cross-pollination of these two disciplines is the recently launched Zaha Hadid jewellery collection by Georg Jensen, which was one of the last projects that the architect worked on before her untimely death in March, and represented her first-ever foray into jewellery.

In Dubai last September to mark the launch of the collection in the UAE, Eva-Lotta Sjöstedt, Georg Jensen’s newly appointed chief executive, explained why collaboration is so important to the brand. “It goes all the way back to 1904. Jensen himself was married four times, and all his wives helped out with his work and were visionaries, too. So it’s always been part of the heritage to co-create and collaborate. “So why did we choose Zaha? We have to be brave, right? Hadid is very well known, so that’s not very brave. But it was brave to choose someone who knows architectural design, and ask her to do jewellery, which she had never done before. If you look at her buildings, think about her architecture, the shapes and forms are almost organic, with an edge to them. It is very powerful, but soft at the same time, which gives her work a strong sense of presence. So working together was very much taking this enormous idea of a building and bringing it back to jewellery”.

This presented a number of challenges, of course, but Hadid was never one to be constrained. “Zaha was always told, throughout her life, that she couldn’t do things. This was one of the first things to come out. She was always told: ‘That’s impossible, you can’t do it. You are a woman, you can’t do that.’ We had to

Lamellae ring ii, Black rhodium plated, Sterling silver with black diamonds

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stretch our craftsmen, because we came in with sketches of a house, and said we want to make bracelets. They were like: ‘What?’ It’s been hard, and we learnt a lot, and of course at the end of the process, everyone is extremely proud”.

The launch event at Dubai Opera was organised by Georg Jensen sole representative in the UAE AW Rostamani Lifestyle, the fashion’s retail arm of AW Rostamani Group “It is a very proud moment for AW Rostamani Lifestyle to be part of a launch of such a distinctive collection in the UAE for one of the greatest architects of the age.

This collaboration was a natural fit and launching it in the UAE goes in line with our commitment to continuously introduce differentiated offerings and new concepts to the market.” said Joseph Faddoul, AW Rostamani Lifestyle General Manager. The brand has a long history of collaborating on projects with high-profile creatives, including British industrial designer Marc Newson, Swedish silversmith Vivianna Torun Bülow-Hübe and Spanish interior designer Patricia Urquiola, but never enters into these relationships lightly, says Sjöstedt. “We

are quite careful before we enter a partnership, as it takes up to three years before something comes out of it.

It is quite an instinctive process, deciding who to collaborate with, and sometimes we think that it’s just meant to be. The collaboration with Zaha happened because she met David Chu, our creative director, at a dinner party. He said: ‘Are you interested in doing jewellery?’ and she said: ‘I love jewellery, but only for the hands.’”

As such, the new collection consists of rings, cuffs and bracelets, but no necklaces or earrings. For those who are familiar with Hadid’s architecture, the link is clear. There is the same clash of masculinity and femininity, the same fluid lines and the same sweeping curves.

Hadid’s innate taste for visual theatre has been carried through to tiny pieces of architectural sculpture, which are designed to fold around the wearer’s arm.As with all of Hadid’s work, there is an underlying hardness, reminiscent of exposed beams and hardware, which transpires as patterns made from deeply etched lines. The pieces are made from

silver or plated with black rhodium, and set with black diamonds. Hadid’s last-ever design, which she did not get to see, is a yellow gold ring, which is available in a limited edition of 12 pieces worldwide.

The creations now have an added poignancy – they are a little piece of Hadid’s legacy that can be carried around with you. “We were all in a state of shock and extremely saddened when Zaha passed away,” says Sjöstedt. “We wanted to do this right, and even discussed if we should do it now.

The people who knew her best said that she would not want us to pull back, so we decided to go ahead. To pay respect for all the hard work that everyone has done, so it’s more of a tribute to this. “So we are doing this proudly and for the right reasons, but it’s been very emotional. To wear these pieces now, is to know it won’t happen again, so that’s a certain kind of feeling. It feels powerful and honouring. She was not a woman who should be silent, and neither are these pieces”.

The collection is available from theGeorg Jensen Boutique at City Walk 2, Dubai.


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CALL 800 AWR (29764) I WWW.MGUAE.AEAW ROSTAMANI TRADING CO. LLC I AIRPORT ROAD, DEIRA, DUBAI UAE, PO BOX: 55424

New “Diamond-cut Flow” Design

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API stands for application programming in-terface. In simpler words, it means pieces of software are talking to each other. While the concept of APIs has been around for a long time, the massive growth of smart phones, web, and connected devices have rekindled the need and way software inter-acts remotely. Business driven Mobile App need to communicate with the different systems that the company traditionally runs internally, and APIs are what allows them to talk.

These technologies have quickly and in full force moved from being disruptive into the mainstream. Mobiles, tablets, sensors, and all sorts of smart devices need to com-municate, and APIs are the language they can all understand.

As we innovate further and further, the use of mobile and connected devices is expanding our ability to do business, and opportunities that never existed are now realities. Organisations around the world are creating new operating models that were impossible before simply because of how technology is shaping out. Businesses are collaborating across industries that once seemed distant and unrelated. New digital innovators are now competing with businesses and industries altogether that have been operating for decades: anyone remembers Blockbuster Videos? The world is not only changing; the reality is that the world has changed already. There is a new economy shaping the future, and APIs are the currency of this economy.

We are living in an API based economy and with the constant rise of the Internet of Things, the future favors APIs. Many organisations nowadays are utilizing APIs as a business building tool for 3rd party apps and systems.

The advancement in mobile and social media technologies have helped organi-

Building The API Economy

The Vision of Growing Your Business Digitally

Yousef AlBarkawie, CEO, AW Rostamani Shift Technologies.

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zations realize the potential impact that APIs have towards their growth in coming era. A few examples of the companies who have gained immensely due to APIs are Uber, Netflix, AirBnB, Expedia, Walgreens, and the list grows each day.

As the Internet of Things (“IoT”) gets smarter, “things” using APIs to communi-cate, transact and even negotiate with one another will become the norm. You can remotely adjust the temperature of a room by using an app that calls the API con-trolling your thermostat, buy movie tickets online with an API verifying your credit card information, or even the vending ma-chine on your office floor requesting the restocking of your favorite candy based on the typical lead time from the supplier.

APIs are an enabler for turning a business or organization into a platform. We live in an API economy, a set of business models and channels based on secure access tofunctionality and exchange of data. APIs make it easier to integrate and connect people, places, systems, data, things and

algorithms, create new user experiences, share data and information, authenticate people and things, enable transactions and algorithms, leverage third-party algorithms, and create new product/services and busi-ness models.

“The API economy is an enabler for turn-ing a business or organization into a plat-form. The API itself is becoming a product that generates revenues on its own.” said Yousef AlBarkawie, Chief Executive Of-ficer, AW Rostamani Shift Technologies. Platforms multiply value creation because they enable business ecosystems inside and outside of the enterprise. Organisa-tions are building Apps that depend on external data to consummate matches among users and facilitate the creation and/or exchange of goods, services and social currency so that all participants are able to capture value.

Uber, for instance, is an example of a business built on a platform because it leverages APIs to enable its entire business model of matching drivers who have a

vehicle with passengers who need a ride. Walgreens offers an API for its in-store photo printing services that enables others to offer photo apps on its platform. It moves from being a photo printer to being a photo platform, and access to the API itself requires a subscription fee from the app developers.

This is the sort of industry vision enter-prises must create in order to turn their business into viable organis behaviour.ations in the face of the digital revolution taking place around us.

“There are some companies that have managed to take advantage of the API economy by ensuring that their informa-tion and services are available for con-sumption by 3rd parties through APIs,” said Yousef AlBarkawie, Chief Executive Officer, AW Rostamani Shift Technolo-gies. “Artificial Intelligence (“AI”) and machines that learn through experience were once the story line on many a sci-fi movie. Today, AI capabilities are not only a reality, but they are also so affordable and

AW Rostamani Shift Technologies and Apigee launching the “Building the API Economy,” December 2016.


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common-place that anyone can leverage these capabilities – simply through the use of APIs. For instance, Microsoft Cognitive Services is an API that can, for instance, give anyone facial recognition capabilities. Simply subscribe to the API service, which allows you to detect human faces and compare similar ones, organize people into groups according to visual similarity, and identify previously tagged people in images. The best part of this is that you can actually use the results in your own App, website, or even smart device. AI is now offered as a Service – thanks to APIs.”

The use-cases of APIs are many and are evolving further every day. Information that was available to us to read and con-sume is now available to us to utilize in an automated environment. The organization that wishes to succeed in the digital age must understand the impact of APIs on transforming their businesses and indus-tries.

But with each opportunity there lies a threat, and it is important to understand

what organizations need to do to man-age those risks. “If your organization is a traditional brick-and-mortar business and you suddenly decide to offer your APIs for external systems use – even if it’s as simple as a mobile app that you are introducing to the market, you need to ask yourself: what does that mean to my operations?” added AlBarkawie.

“Suddenly there are thousands of connec-tions requesting information from your sys-tems, so there is the question of bandwidth and capacity on your existing network and systems. There is also the critical question of security and how do you protect your organisation from unauthorised access or even malicious attacks. And obviously, do you have what it takes to quickly react to customer demands and expectations in a fast, agile manner”.

AW Rostamani Shift Technologies has a long and proud history in helping organisations align their business and technology capabilities. And as the firm faces the digital era, AW Rostamani Shift

Technologies is best suited to help its clients across their digital transformation journeys. “We work very closely with our clients across the region to help them align towards their Digital Transformation objectives and design their journey as they enter the API economy.

We have partnered up with the best technology vendors to ensure that we can “walk-the-talk” and actually deliver the right tools and solutions to be competitive, cutting edge, and agile in this brave new world” said Yousef AlBarkawie.

“We help our clients architect and design their technology landscape, implement solutions that allow them to maintain that architecture, manage their APIs securely and efficiently, rapidly deliver cutting-edge systems of engagement - such as mobile and tablet apps, web applications, or kiosks, provide the deep analytics that are required to enhance the capabilities offered continuously, all the while main-taining agility, speed, and governance over the entire cycle.

The premise of the API economy is all about creating more value using multiple platforms than any one of them individually can.

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Our clients can achieve a tremendous time-to-value as they transform, which is a key success factor in the digital age.”

Yamen K. Doughan, Senior Manager and the head of AW Rostamani Shift Technol-ogies’ Digital Architecture Practice added “The world is changing around us so rapidly that what used to work just a few years ago has been rendered invalid”.

“Having worked with over 150 clients over the past decade or so since I’ve joined Shift Technologies delivering what is known as Enterprise Architecture, the trend that we are experiencing today is very different. Clients do not have the time to spend months planning and designing before they start a lengthy, expensive, and risky program. The mantra from our clients today is if you’re not agile, you’re invalid. At Shift Technologies Digital Architecture practice, we realize this fact, and we’re able to bring true agility to any digital transformation – powered by APIs.” he added.

Shift Technologies is member of AW Rosta-mani Group and a pioneering Technology and Business Consulting firm that enablesorganizations to meet their Digital Trans-formation agenda.

Yamen K. Doughan, Senior Manager, AW Rostamani Shift Technologies.

The company works closely with our clients to identify and deliver solutions that help them improve performance through alignment of technology and business, unleash the power of the information, and be at the cutting edge of technology-driven business innovation.

Shift Technologies provides an array of business driven solutions and services devoted to aligning an organization’s oper-ations with its overall strategy, and how to best leverage technology advancement.

Their solutions support management planning and decision making processes by providing a holistic and integrated view of the entire enterprise. From Strategy to Execution, Shift Technologies has the skills, capabilities, independence, and innova-tion to empower a truly digitally connect-ed enterprise.


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This is not a story about your typical loyalty-program rewards. We’re not talking about getting a free checked bag or a sample-size, fancy lotion. No, this is about rewards so awesome that they “enriches” your life.

Enrich Club, AW Rostamani Group’s rewards program, was recently launched. The website interface of the program is aimed at offering customers a simpler, faster, more useful and more exciting experience through the group’s partners including Nissan, Infiniti, Renault, Shift Car Rental, AWR Certified Pre-Owned Cars, AWR Lifestyle, Arabian Automobiles Service Centers, Parts & Accessories and more.

The online portal has introduced the concept of My Garage where customers can request car valuation, sell car and

insurance renewal in just a few clicks. Enrich Club members get points on test drive bookings, inviting friends, joining the club and every time they interact or spend at Enrich Club partner locations.

“Enrich Club will help us towards achieving the corporate strategy objective of increasing customer retention and utilising the wealth of customer information we have to generate repeat purchase opportunities and to build long lasting relations with our customers through constant engagement with them.” Said Hani Masgidi, General Manager –CRM at AW Rostamani.

“With so many options for customers to interact with and to select as a preferred company to deal with, it is vital to keep your customers engaged and recognized. To make them feel genuinely appreciated

What’s The Deal?Enrich Club

every time they choose us to do business with.” he added.

The aim is not only to incentivize the customers by rewarding them with points that they can redeem, But our aim is to make their journey with us more pleasant, to delight them with the many services and products AWR offer, and above all that, to make each and every one of our customers live an “Enriched” life”.

Additionally, customers can now book their Nissan, Infiniti and Renault car service online & earn 1,000 points with the new online service appointment booking feature. They can select their preferred service center in Dubai and Northern Emirates, their most convenient time and even select their favourite service adviser. Enrich Club members can experience the convenience of booking

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Hani Masgidi, General Manager, Group CRM AW Rostamani.

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vehicle service appointment in 3 easy steps to earn loyalty points.

In addition to all the strategic business objectives that “Enrich Club” ticks, AWR believe that the value creation for customers will be one of the fundamental pillars of success for this program.

The company now has a platform that gives our customers the freedom, accessibility and ease in which they can interact with us to avail our products and services.

The customers will absolutely love the fact that they can now book for a service appointment online and in real time without having to make a call to the contact centre or the workshops. The very user friendly interface would attract customers to come to “Enrich Club” as their preferred appointment booking channel.

This also means an opportunity for us to promote other value added services, such as service contracts, tinting, rust

proofing, polishing, detailing, and many other upselling opportunities that we can educate our customers about” said Sharad Dubey, Director of After Sales at Arabian Automobiles.

Enrich Club offers members numerous ways to earn points and save on the interactions they already do at AW Rostamani partners’ brands and locations. “The Enrich Club Loyalty program will reward every customer for every transaction associated with car buying including insurance, accessories and merchandise. It will ensure they enjoy a superior experience while transacting with AWR and make them feel committed to maintaining this relationship for many years.” Said Salah Yamout, Director of Sales & Marketing at Arabian Automobiles.

“We are committed to enhancing the value proposition for our customers and we continuously endeavor to adapt and innovate in order to address our customers’ dynamically changing needs.

“Enrich Club” Loyalty Program provides us with a delightful opportunity to deliver the AWR brand promise to our customers by providing an exciting experience, delivering impeccable service and guaranteeing value for money which is fundamental in establishing a long-term enriching relationship with all our customers.”

Enrich Club also offers customers the opportunity to redeem their points at AWR Lifestyle brands at selected outlets in Dubai. An exciting selection of clothes and other lifestyle items are available online for customers to purchase using their available Enrich Club points.

“I am absolutely excited about the launch of AW Rostamani’s new loyalty program. “Enrich Club” will provide a great opportunity to AWR Lifestyle to showcase its range of amazing products to customers of other AWR businesses. We can now reach out to a huge number of customers of AWR various companies and add an element of luxury and a touch of class to the program through our partnership

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With renowned brands. We also offer great value to customers who will now have many options to redeem their loyalty points to purchase non-automotive

products and to make the most of their hard earned points” Said Joseph Faddoul, General Manager, AWR Lifestyle.

Customers can register and login to Enrich Club by visiting: www.enrichclub.com. Enrich Club is also made available in mobile versions that can be downloaded from App Store and Google Play.

How to Join Enrich Club

To sign up for Enrich Club, you can visit participating partner locations, www.EnrichClub.com or download the Enrich Club mobile versions available at both the Apple App Store and Google Play. Customers who start to sign up at partner stores must activate their accounts by logging online to ensure they can receive relevant offers and use points at checkout after earning a minimum of 200 points. Enrich Club members can also track points easily on their profile on www.EnrichClub.

com or Enrich Club mobile app. The Enrich Club Online Marketplace offers a catalogue of items that customers can purchase online by using their earned points.

Enrich Club is a card-less mobile based loyalty program. No need to carry a card to earn or redeem your points. You can simply use your Enrich Club registered mobile number to enjoy the rewards.

Enrich Club is AW Rostamani Group is designed to offer customer more reward choices and savings potential through a multi-category rewards platform run by Group CRM, a division of AW Rostamani Group.

For more information you can visit www.enrichclub.com


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LIV ING

CITYWALK, DUBAI I +971 (04) 352 5962

DUBAI FESTIVAL CITY MALL I +971 (04) 2559573

OPEN 7 DAYS, 10 AM – 10 PM

A Day At AW Rostamani Group

Group Audit Department

Very few people know the inner workings of a company better than its auditors. But what’s it really like to work in AW Rostamani’s internal auditing department? We took a peek behind the scenes at the headquarters in Deira to meet the team of ten auditors, and ask them to dish the dirt on what a typical day in the auditing department is like.

6.30 am

After fueling up on omelettes and cheese for breakfast, the team’s manager, Zeid Jaradat from Jordan, drives from his home in Arabian Ranches to the office in his Nissan Patrol car. He arrives at 8.20am, ten minutes behind his Internal Audit Man-

ager Nabeel Ehsan from Pakistan, and his Executive Internal Auditor Asma Daewood Ahli, from Dubai. The team together are responsible for auditing AW Rostamani’s 13 subsidiaries, which range from designer Italian jewellery (Vhernier) to Shift Car Rental, as well as more than 2.5 million square foot of real estate.

8.20 am

Once they’ve arrived, the team all check their emails to ensure no major incidents need reviewing, then they all go about their own assigned projects. “I’m discuss-ing and reviewing how to proceed with a certain project, with my manager Nabeel” explains Ms Ahli. “Mostly I’m handling the

financial aspects of auditing. I’m doing the trade receivable analysis for most of our subsidiaries, and I’m currently working on the financial analysis of one of our subsidiaries.”

One of the most common mispercep-tions of auditors is that they are the ‘bean counters’ of any organization, who are purely focused on examining a company’s financial records. Mr Jaradat points out that actually, most of the department’s work is on the operational side rather than the financial. “The financial part is mostly outsourced to an external auditing compa-ny,” he says.

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Group Audit Department Team.

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“So for operational auditing, we define the risks in the business and for each risk, we try to define a control to manage this risk. We have a reputational risk, financial risk, and credit risk, for example. In the case of credit risk, which is our core business, if a customer is overdue with his payments, we have to follow this up and if he crosses the limits multiple times, we have to bring in other departments to collect the money. Whatever the risk is, we map it to a mitiga-tion plan and do the follow up, to validate the right controls are in place.”

9 am

Some mornings, Mr Jaradat has a semi-nar or conference to attend, particularly between November and February which is the season when many international speakers visit the UAE. He is particularly inspired by Robert Kiyosaki , the author of Rich Dad Poor Dad, who visited Dubai in November. “His book is one that I keep on referring back to,” says Mr Jaradat. “I learnt from him to defer luxury for two years and live it right. And always, cash is king.”

10 am

Sometimes, members of the team have an off-site meeting at one of AW Rostamani’s subsidiaries, which could mean a trip out in the car to Jebel Ali or one of the Northern Emirates. “We have ‘frequent visits’ and ‘scheduled visits’,” explains Mr Jaradat. “The ‘frequent visits’ are unan-nounced, whereas for the scheduled ones, the company has to be notified two weeks before.”

When dropping by unannounced, being culturally respectful is paramount, says Internal audit assistant manager Ebad Zaigham. Having a diverse auditing team of employees from so many corners of the world (Jordan, Sri Lanka, Pakistan, the UAE, the Philippines and India) provides

them opportunities to learn the right cul-tural etiquette from their colleagues. “Hav-ing a diverse workforce definitely helps us when we have to meet with people from different cultures,” says Mr Zaigham, who is from Pakistan.

“It helps us to learn the culture they are coming from and reflect the same when we are dealing with people in different sectors of the business”.

Ninety percent of the team’s work is spent on the automotive business, and the main player in this is Arabian Automobiles, who distribute Nissan Infiniti and also Renault. An exciting new addition to the AW Ros-tamani portfolio is Chinese car brands MG and ZNA. Mr Zaigham can claim to know more about cars than anyone else on the team, because before joining the company in 2014, he worked for four years as an auditor for Toyota in Pakistan.

Ahmed Al Rahami, Internal Auditor.

Asma Dawood, Internal Auditor and Haresh Khatri, Team Leader- Internal Audit.


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“Definitely my previous experience in automobiles has benefitted me and made my life easier,” he says.

1pm

Lunch is ordered in and shared together in the meeting room. “Most of us like Paki-stani food – other than the boss!” says Mr Ehsan. “So mostly, lunch is Pakistani food. We arrange a cake when its someone’s birthday and cut it, sing happy birthday and share our thoughts”.

Mr Jaradat’s wife cooks his packed lunch for him, which is usually rice and meat cooked in the traditional Arabic style. “I’m trying to be healthy, at least up until 5pm,”he says. “After 5pm, I lose control!” Despite being from different nationalities, Filipina Internal audit manager Gladys Jose Gempes says the team often finds their cultural similarities are greater than their differences. “We watch similar sorts of movies and have similar tastes in music - its quite surprising how my colleagues knows certain actors from our Filipino movies.

I’ve discovered through lunchtime conver-sations that folklores and old wives tales

from Manila, which I was raised to believe in, are also prevalent in Mumbai”.

Mr Zaigham describes the environment in his department as “seriously awesome”, and says he particularly enjoys the mo-ments when the team shares their thoughts about their cultures.

“If you ask Gladys who is her favourite actor, she won’t mention anyone from the Philippines or Hollywood, but she’ll men-tion Hrithik Roshan or Salman Khan from India!” he says. “This is nice. Obviously there are differences too, which we also share with each other and we definitely respect those differences.”

1.40pm

Sometimes after lunch, the team freshens their minds by going on a stroll around the local neighbourhood.

“We’ll share our thoughts, and if we have something to discuss regarding our social lives which isn’t too private, we’ll get ideas from each other on how to resolve those issues,” says Mr Ehsan. “We’re very much open with each other. But most of the time after lunch, we’ll sit there with each other,

sharing jokes and making fun of each other!”

2 pm

Mr Jaradat prefers to hold any internal meetings with his team in the afternoons. For every assignment they do, his team receives a technical appraisal. As the most junior candidate in the department, Ms Ahli says she appreciates the positive praise to keep her motivated at work. “When I’m finalising my report, I’m getting some comments which motivate me to work harder,” she says. “Because of this, I think that I’m progressing very well and hamdullilah, I’m exceeding the expecta-tions put on me”.

Every six months, every employee also gets a one on one counselling session, explains Mr Jaradat. “Each member of staff gets a councillor to share his or her thoughts with, and we put into place a training pro-gramme on what needs to be worked on. Its good to give the staff something new to focus on each time, to keep their interest going, and to make them think outside the box.”

Zeid Jaradat (center) likes to focus on empowering his team by listening and responding to their ideas, issues, and ways of thinking and approaches to their work.

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3 pm

Reflecting the UAE government’s focus on innovation, the team has been musing recently on how they can approach their work in creative new ways. “We need to focus not on copying others, but to benchmark with others and do something different,” says Mr Zaigham. The team launched an innovation project called ‘maturity assessment’, which they’re now also doing with the group’s subsidiaries. “We came up with unique metrics to measure the maturity for each process,” explains Mr Jaradat. “This gave us lots of ideas for how to develop the internal audit function and the communication protocol internally”.

Based on this, each team member logs their thoughts and ideas about how to per-form better onto their shared server. “We’ll discuss the ideas together - ‘is it practical or not?’ ‘What’s in it for us?’” explains Mr Jaradat. “One of our KPIs is sharing our ideas, and this has been implemented throughout the year”.

5 pm

All the team leaves the office at 5pm sharp, meaning Ms Gempes can spend some quality time with her three-year old son. “I have worked with toxic companies back in Manila and definitely there’s a distinct difference between working there and here,” she says. “Here, when the clock strikes, I can peacefully in my heart and my mind drive home and just focus on my son…and the groceries”.

Mr Ehsan gets the time to spend teaching his kids the Quran before his family sits on the floor together to enjoy dinner. “The thing I appreciate most about this job is being able to have a work life balance,” he says.

Internal Auditor Rohan Amila gets to spend a couple of hours on Skype to his family back home in Sri Lanka, before hitting the gym. “Then I cook myself some food and revise for my online CIA (certified Internal auditor) exam in December,” he says. “I’m confident I will pass”.

After Ms Ahli clocks off from work, she is also busy studying - in her case, for an MBA in finance and accounting at the Uni-versity of Dubai. “If I’m not at University, then I’ll go to a coffee shop to study, or sometimes I go shopping with my family,” she says. Ms Ahli finds that her MBA learn-ing goes hand in hand with her day job. “I find that some aspects of my job reflect my learning in my MBA,” she says. “What I’m learning there, I’m implementing here at work”.

Mr Zaigham has recently adopted a new hobby changing the diapers of his one year old. “It was about time I got more involved in sharing the responsibilities with my wife,” he admits. “I’m managing it really well, and getting home when its still daylight helps. When I share thoughts in my circle, I find its not the same at other companies in Dubai. My friends are reach-ing home at 8pm or 9pm.”The last employee to arrive home is the

newest member of the team, Haresh Khatri, who is living out in Sharjah until he finds a new home in Dubai. “Normally I get stuck in traffic and I don’t reach home till 7.30pm,” he says. “I’m a big fan of the Kapil Sharma comedy show, so I always watch that on the bus on the way home.”

1 am

The workday isn’t always over once the auditors arrive home. Sometimes, an emergency investigation requires some late night sleuthing work. “One time, we had to go to one of the locations at 1am to verify something,” recalls Mr Jaradat. “We were trying to confirm that someone was trying to receive cars from different friends. We managed to confirm it – so it was worth getting up at that time for in the end!”

The weekend

Fridays and Saturdays are free-time, unless an emergency arises or a teambuilding ac-tivity is slotted into the calendar. “We vote on what type of activity to do, together” explains Mr Jaradar. “Last time, we went fishing on a boat. I caught three small fish, which for me was a good catch!

We cooked them over the boat and we enjoyed it - except when the fishing hook went inside Nabeels hand. He had to go to a clinic to have it taken out.” Mr Jaradar feels it’s important to organize the occa-sional weekend team activities, to help his team to bond. “Each quarter we compete with colleagues from different departments in sports such as volleyball, swimming, cricket,” says Mr Ehsan. “Five of us are on one of their teams for cricket. Last year we took part in four matches in a tournament, but by luck we lost all of them! But this was not our fault, as we were supported by six other team members from HR. They are happy to take the blame for our loss!”

Deepti Nair, Group Leader-Group Internal Audit.

Mansoor Nadakasseri Mansoor andRohan Jayatissa meet before the weekend.


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Being A Leader Vs Being A Boss

Leaders or managers is a question that has been asked by many people on a managerial level. Would you rather be firm and manage people to reach the company’s goals or would you rather create a vision and understand your em-ployees and lead them to the end goals?

According to the U.S. National Bureau of Economic Studies, “replacing a bad boss with a good one increases productivity of each subordinate’s output by more than 10 percent.” This means that bosses count as a major factor in affecting the employee’s productivity. A Gallup study sheds light on worker-manager relationships, finding that about 50% of the 7,200 adults surveyed left a job “to get away from their manager.”

“If the negative is more than the positive in the manager, then you can’t work in such a job,” says Ramez Al Sadat, Legal PRO,

Group Legal Department. “I consider a leader to be positive and the manager to be negative.”

Al Sadat sets out characteristics of leaders for him, “leaders have to be facilitators, enablers, motivators, encouragers, guiders, complimentary, peacemakers between teams and the administrations, evaluators and challengers. He believes, however, in the “non-attachment law.” “You shouldn’t attach to the negative law and identify with the [managers] negative point, but instead let your positive energy lead you to success,” he added.

The difference between leaders and managers is the way the vision is commu-nicated. Leader’s actions are consistent towards the vision. The manager, however, is self-centered and communicates in a downward spiral.

Ramez Al SadatLegal PRO, Group Legal Department.

Features

The Big Differences

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“Encompass an effective communication approach by keeping your door open to all employees, let them open up, commu-nicate, share their concerns and ideas, by doing this employees will be energized to excel,” says Racha Khalil, Assistant Manager, Group Finance. Khalil added, “leaders need to show they believe in their employee’s potential to be more than they are today.”

Yousef Abu Alaish, Regional Manager, Arabian Automobiles Service.

Mahesh RohraGeneral Manager, Certified Pre-Owned CarsArabian Automobiles LLC

Racha KhalilAssistant Manager, Group Finance.

“Successful leaders should understand his or her team,” says Yousef Abu Alaish, Regional Manager, Arabian Automobiles Service. For him, leadership is about influence, a connection with the employees where he earns trust and respect. “Sometimes a leader should take assertive decisions. Successful leaders should discover what his or her team and people are good at. Youssef believes that leaders are the ones who make leaders by understanding their team.”

The saying “leaders are grown not manu-factured,” describes how leaders are built through their persona and their ability to become political. They have the ability to “understand human behavior and their expectations for you are realistic.”

“The key is to understand each individual employee, the strengths and the areas they need assistance. If you can hold the hand when most needed and guide them to success, their self-belief just increases,” says Mahesh Rohra General Manager, CPO. Rohra adds, “The role of a manager is hard work and there are no shortcuts. If

you can make the journey interesting and insert fun, then it doesn’t seem like work anymore.”


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“Don’t be afraid to make mistakes,” says Nemanja Vukosavljevic, Sales Consultant at AW Rostamani Lifestyle. He believes that, “The key of being self-aware as a leader is a willingness to be wrong, to not know everything, to recognize that you have certain weaknesses, and to see where your opinions may be simply getting in the way. When you are willing to admit your own mistakes and genuinely listen to critical feedback – without rationalizing, justifying or blaming – you get to turn these moments into learning opportunities for yourself and your team.”

“To be able to be liked by subordinates, a manager must ensure that visions are aligned on both sides- management and staff. This encourages workers to support

Nida RomanesAdministrative Coordinator, AW Rostamani Building Industries.

Nemanja VukosavljevicSales Consultant, AW Rostamani Lifestyle.

Sathish ChanderDakshina Moorthy, Branch Manager SalesArabian Automobiles.

Jency GeorgePR & Communication Manager,AW Rostamani Trading.

one another, since there is no competition to achieve personal interests, says Nida Romanes, Administrative Coordinator, AW Rostamani Building Industries. Romanes adds, “Shared vision improves accountability, since there is no need to hide failures or pass blame on others. Workers can learn from their failures without feeling victimized by management and their fellow workers. This collaborative environment encourages communication between the management and the staff, which promotes efficiency in the entire organization.”

“As a leader, we have to create the right ambience and provide our employees with necessary tools. This will pave way to eas-ily accept the vision without imposing on them,” believes Sathish Chander Dakshina Moorthy, Branch Manager Sales Arabian Automobiles.Chander added, “I believe employee sat-isfaction is key to success of the organi-zation, only then they follow the leader’s footsteps.”

Jency George, PR & Communication Man-ager at AW Rostamani Trading believes a good leader sets the tone for engagement in the workplace. “The manager is the one who manages so don’t be a manager and be a leader who leads the team and works with the team hand in hand,” said George. Engaged employees aren’t just motivated by money, status or power – they are moti-vated by shared values, trust, mission and

purpose“ he or she should be able to fold sleeves and work with the team to achieve a common goal.” she added.

According to Harvard Business Review to overcome the problem of caring too much about what others think, leaders can be more transparent about difficult decisions. Explaining to coworkers and subordinates how particular decisions came to be allows them to feel like part of the process and helps preserve trust even when un-popular choices are made.

Similarly, the awkward edge of delivering negative feedback to an employee can be blunted by actively coaching the employ-ee and providing them with the means to do better. While avoiding uncomfortable social situations can be a problem for pres-tige-oriented leaders, adopting an honest and straightforward approach helps keep their relationships intact.

The Italian philosopher and political strate-gist Machiavelli famously wrote that “[Peo-ple] are driven by two principal impulses, either by love or by fear.” The best leaders succeed by understanding both. Having both dominance and prestige in their leadership toolkit can help people respond adaptively to a variety of workplace situa-tions, as well as a range of organizational cultures. Maturing as a leader means being able to diagnose what type of leadership is needed and deploy the strategy that is likely to work best.

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Anil Lamba, Chief Human Resources Officer, AW Rostamani Group.

What is more important for you as a manager to be liked by your employees or to impose your vision of the work on them?

It is not very important for me, as a manag-er, to be liked. However, it is quite import-ant that my team and I work cohesively through strong communication, shared feedback, and understanding each other’s perspectives. I feel that the role of any leader is not to impose, but rather to obtain the buy-in, so that we can work together to collectively achieve the shared objectives. It is team work that can drive success. If we have to go beyond our individual ca-pabilities to do more, then we all need to have a commitment to the shared vision. To summarize, my role would be not to impose my vision, but rather to convince and agree with my team members in order to have a collective vision.

How do you make your employees reach their potential?

I work with the people who work with me by empowering them, by allowing them to make mistakes, by providing them guid-ance when they need it, and by continu-ously assessing areas of improvement and then work with them to improve.I think that maximizing the strengths of each team member is also very important. For example, if one member of my team has very strong skills with project man-agement, IT, negotiation, or interpersonal skills, I would tend to lean on him or her for that task. That way, the abilities are used, and he or she develops profession-ally.

My team is mature and experienced, and when they are clear about what is required of them, I leave them be. I schedule periodic meetings to discuss progress and

issues, and when it comes to mistakes, I strive to give them confidence so that they own up to them and learn from them. What my experience has taught me is mistakes are made by people who work and not by people who don’t work. “Don’t repeat it, learn from it, and move on.”

What advice would you give to other managers?

Go out, recruit, and surround yourself with highly capable and good quality people. Do not be afraid of competition, because when you develop and grow your team well, then you increase your and your functions’ competencies to be able to do much more.

What The Expert Has To Say


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KIDS

FASHION ZONE

2nd level, The Dubai Mall I 1st level, Dubai Festival City

04 325 3637

AW Rostamani Business Plan 2017

Mrs Huda Al Rostamani, AW Rostamani Group Director (centre) with AW Rostamani Group Management team at the Corporate Business Plan event 2017.

Marcos Quadros, Group Chief Financial Officer,AW Rostamani Group

Around the Group

The management team of AW Rostamani Group gathered on 9th Jan to roll out the AWR Group Corporate Business Plan for 2017.

Amongst those in attendance was AW Rostamani Group Director, Huda Al Rosta-mani, and CEO Automotive Group, Michel Ayat. New Year greetings and welcome an-nouncements were made, and the two-part meeting featuring a Financial Performance Overview & Tribute to the Late chairman and founder Abdul Wahid Al Rostamani commenced.

The financial performance overview was led by CFO, Marcos Quadros, in which he outlined the 2016 budgeted versus final numbers, and he shared the 2017 project-ed budget. Quadros gave a thorough per-formance breakdown for each subsidiary to compare unit sales, revenue, operating expenses, and net profit performance. In addition to his remarks, he also shared a Group Financial breakdown stating that even though 2016 was a tough financial year; AWR non-automotive companies performed well and maintain a positive outlook for 2017.

Highlighting the challenges that arose in 2016, Michel Ayat then took the stage to share key challenges that AW Rostamani automotive business faced as an organiza-

tion including: drop in oil prices, appre-ciation of the Yen, socio-politico environ-ment, excess inventory and more. Ayat provided a detailed performance overview for each of ACC subsidiaries and he re-ad-dressed AWR’s Vision 2020 stating that even though the 5BN profit is an ambitious goal, he is confident that AAC can achieve the 15% market share goal. Additional-ly, he spoke about the goals that will be focused on for 2017, including increased marketing capabilities and focused digital transformation goals.

Ayat also addressed the “Way Forward” by explaining the importance of having a positive impact during the “Year of Giving” as well as staying ahead in the electric/ hybrid and connected car sectors.Following a brief break, all gathered to make a tribute to the Late chairman and founder Abdul Wahid Al Rostamani. Kind words were spoken by colleagues who had worked with the Late Chairman and the touching tribute allowed a time for reflection and remembrance.To close the meeting, the traditional hand over of the 2017 AWR Group Corporate Business Plan was presented.

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Georg Jensen Expand Its UAE Market PresenceAnd Open 2nd Store In Dubai Festival City

Shift Car Rental Is Awarded The Dubai Award For Sustainable Transport

Infiniti of Arabian Automobiles Company Unveils Largest Video Billboard In The Region

Lifestyle Expands Portfolio With Acquisition Of The Famous Children’s Fashion Chain “Angels”

AW Rostamani Lifestyle, the sole agent for the Danish design house Georg Jensen in the UAE have expanded its retail presence in malls across the UAE.

The Georg Jensen brand, which successfully launched its “Zaha Hadid “collection in September last year have opened a second store in Dubai Festival City less than a year after unveiling in City Walk and have also launched a Georg Jensen Pop-Up store at Mall of The Emirates and “Shop in Shop” with Bloomingdales in The Dubai Mall.

Arabian Automobiles Company, the flagship company of the AW Rostamani Group and the exclusive dealer for INFINITI in Dubai, Sharjah and the Northern Emirates, unveiled the largest video billboard in the region to present the all-new, performance-oriented Q50s Red Sport 400.

Utilising a combination of three-dimensional technology with localized video mapping, a world first and the influence of ‘Unleash Your Potential’, the video displays innovation and inspirational stories shared by individuals that have experienced their potential to the fullest. Elements of their aspirational stories shed light on the features of the car such as highlighting the link between the power and strength a weightlifter possesses, in line with the power demonstrated through the throttle of the 3.0L Twin-Turbo 400HP.

With the recent acquisition of the Angels Children’s fashion chain, AW Rostamani life-style has expanded its collection in the children’s fashion department. Angels, a multi-brand kid’s fashion concept specializing in luxury garments and accessories for boys and girls in the age group of newborn to 14 years old now with 4 major stores across the UAE.

Shift Car Rental, a part of the AW Rostamani Group, was honored by RTA during the 9th Edition of the Dubai Award for Sustainable Transport (DAST). The award recognized Shift Car Rental for its innovative and smart delivery management system that was enabled through mobile application services.

Shift Car Rental successfully digitized its delivery management system using tablets that empowered drivers to log in to the application and enabled them to deliver a unique and enriching experience for customers. Utilizing the digital tablets, drivers were able to receive and deliver vehicles to customers in a convenient and effective manner and customers were able to provide online feedback instantly which enhanced the overall customer experience.


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20% OFF by presenting this voucher at Georg Jensen Stores, Dubai

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* This voucher is valid until 31st July 2017. One print voucher can be redeemed per purchase.

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