Best of Abu Dhabi

ABU DHABIB E S T O F

V o l u m e 1

Welcome to the first edition of 'Best of Abu Dhabi', where a snapshot of the

emirate's business, lifestyle and innovations are showcased as a testament to the

era of diversified progress that economic growth and heightened development

has fostered in all spheres.

Sponsored by Mubadala, a wholly owned investment vehicle of the Government of

Abu Dhabi, that asserts its own belief in partnerships by developing strategic,

commercially oriented local and international joint ventures; 'Best of Abu Dhabi'

tracks the dedication and the innovative zeal of entrepreneurs and organisations

that underscore the rapid pace of change.

With Abu Dhabi's impressive socio-economic indicators on the upswing,

coupled with its persistence in forging ahead to embrace fresh regional and

global opportunities, comes the need to trace individual stories of success in order

to grasp a wider understanding of the enormous implications of change overall.

Positioned in sector-specific chapters, each standing as a role model of

excellence in their individual sectors, every company featured forms part of a

vibrant kaleidoscope that reflects the reality of Abu Dhabi today.

'Best of Abu Dhabi' is published by 'Global Village Partnerships' that develops

this yearly book series in diverse territories across four continents. Its mission

is to serve as the world's premier platform for showcasing the world's top

brands and companies in business, tourism and lifestyle. This is achieved

through the development of the 'Best of..' book series, the Global Village online

information portal and an ever expanding business network of international

partners and clients.

BBee aa ppaarrtt ooff iitt!!

Celebrate Success

International Group PublisherSven Boermeester

Publisher & Managing Group Editor

Lisa Durante

Regional Sales DirectorGloria Giles

Territory Sales DirectorMatt Davis

Sales & Marketing DirectorAlenoosh van Sabben

Media Consultants Shelley Fowler

Nadia Al Sheikh

PrintingEmirates Printing Press

Creative DirectorRavi Handve

AdministrationSharon Sheila Rosales

Features EditorSandy Ayers

ContributorsJonathan NeilPranay Gupte

Sandhya Mendonca

GO2, Building 5, Dubai Media City,P. O. Box 502126, Dubai, U.A.E.

Tel. No.: +971 4 3903950Fax No.: +971 4 3908348

Websitewww.GlobalVillageProduct.com

Published byGlobal Village Publishing FZ LLC

a division of Global Village Partnerhsips Ltd.

ISBN # 978-1-60461-215-8Every effort has been made to ensurethe accuracy of the information in theBest of Abu Dhabi Vol.1 publication.Neither Best of Abu Dhabi nor GlobalVillage Publishing FZ LLC take any

responsibility for errors or omissions.

All rights reserved:No part of this publication shall be

reproduced, copied, transmitted, adaptedor modified in any form or by any means.

This publication shall not be stored inwhole or in part in any form in any

retrieval system.

Sponsored byMubadala

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CHAPTER 1 BEST OF ABU DHABI

“Whoever has no past has neither present nor future.”

H. H. Sheikh Zayed Bin Sultan Al Nahyan, President, UAE (1971-2004)

Progress - Uninterrupted

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Mubadala’s mission – indeed, its very existence – highlightsa simple and fundamental premise of modern-day nationbuilding: The accumulation of a country's wealth, especiallyaccruing from its natural resources, should be used todiversify its economic base.

Best of Abu Dhabi 30

In short, what else would a country, in this case, the United ArabEmirates, do with its enormous revenues from the pumping of 2.5 millionbarrels of crude oil a day, confident in the knowledge that its proven oilreserves of nearly 100 billion barrels should last roughly 150 years? TheUAE's oil reserves constitute 8.5 percent of total world's reserves, mostof which are located in the Emirate of Abu Dhabi.

The federal capital, Abu Dhabi, is the largest of seven sheikdomswhich constitute the UAE. It represents 80 percent of the landmass ofthe country, and is by far the UAE’s dominant oil producer, controllingover 85 percent of total oil-output capacity, and possessing more than90 percent of its crude reserves. Nearly 92 percent of the country's gasreserves are also located in the Emirate of Abu Dhabi.

Backed by these natural resources, Abu Dhabi has chosen toengage in contemporary nation-building in part by creating stronginvestment vehicles to channel, diversify and maximize its wealth. And inthis age of galloping globalisation, Mubadala recognises it isn't enoughsimply to invest, but to invest wisely and widely.

Comprehensive investment has been the mantra of Mubadala sinceits creation in 2002 as a wholly-owned unit of the Government of theEmirate of Abu Dhabi. As a principal investor with a single shareholderof undeniable strength, Mubadala has proven to be an innovative forcein the way it deploys its capital and pursues business.

Mubadala builds grass roots businesses, a distinct difference fromthe predominantly financial and portfolio investment strategy pursued byinstitutions such as the Abu Dhabi Investment Authority (ADIA) whichinvests indirectly by buying into investment instruments and funds.

As such, partnerships represent around 70 percent of Mubadala’sbusiness portfolio.

“We like rolling up our sleeves and working together with first-classpartners to build businesses in Abu Dhabi,” explains Waleed AlMokarrab Al Muhairi, Chief Operating Officer, Mubadala.

“We also take strategic stakes in companies beyond our borders. Forus, optimizing a portfolio or diversifying risk is secondary. We do thisbecause we believe there is a strong and direct link back todevelopment in Abu Dhabi. In other words, we take strategic stakes incompanies to directly benefit the Abu Dhabi economy.”

Mubadala’s deep breadth of managerial and financial talent hasenabled it to perform exceptionally well over the past five years earninga credible name for itself in the global investment arena. Mubadala'sdiversification – its acquisition of strategic holdings in existing domesticor foreign companies – and its investments have fostered a remarkablesynchronicity with the driving objectives of Abu Dhabi's leadership andeconomic decision makers.

“Even though our shareholder demands a sound return oninvestment, everything has to pass through multiple filters. Nothingreaches our CEO or Board unless it exceeds our return targets. Equally,

all investments must pass the ‘right partnership test’ and the ‘Abu Dhabistrategic benefit test’. That ultimately translates into us makinginvestments in projects that have an Abu Dhabi-wide impact, which, inturn, can enable further private sector opportunities downstream,” statesAl Muhairi.

The shareholder objectives underscore a central thesis: that theemirate wants to broaden its economic platform and embrace a varietyof enterprises. According to this theory, as the country progresses its oiland gas sector should serve mainly as a fiscal trampoline or safety net.But the underpinnings of the economy should encompass a wide rangeof strategic sectors including real estate, basic industries, infrastructure,tourism, healthcare, aerospace, and energy.

Mubadala’s pioneering diversification of investment has led it toneighboring Qatar, where it led the development of Dolphin Energy, thefirst cross-border natural gas network in the GCC, which is 51 percentowned by Mubadala.

Natural gas from Qatar's North Field transits Dolphin's huge gasprocessing plant at Ra's Laffan, where valuable commercial byproductsare extracted. The remaining dry gas is then transported by pipeline toAbu Dhabi via Dolphin's 370-kilometre sub-sea pipeline. Two billioncubic feet of gas is being pushed daily, first to the UAE, and, in 2008,onward to Oman.

“We are by no means passive investors. We see ourselves as abuilding block to local and regional development as well asencouraging socio-economic diversification,” Al Muhairi says. “Dolphinis special because it is both an energy producer and an infrastructurebusiness that succeeds in bringing together sectors and countries thathave not traditionally enjoyed this level of connectivity.”

Regional co-operation is a vital hallmark of Mubadala’s expansion.Oman, for instance, figures prominently in Mubadala's plans, hence anagreement for the development of the Mukhaizna heavy oil field that'sbeing implemented by wholly-owned subsidiary, Liwa Energy Limited.This deal will see production increase to 150,000 barrels per day fromthe current 10,000 barrels per day.

Liwa Energy had also won a share, as part of a consortium includingOccidental and Woodside, in nine of the 15 Libyan exploration blocksoffered by Libya’s National Oil Corporation in the EPSA IV Bid Round.

Within the UAE, inter-emirate co-operation has also been pioneeredby Mubadala. For example, the company forged a joint venture withDubai's aluminum smelting company, Dubal, to collaborate on a US$ 6billion greenfield aluminum smelter complex to be built at Taweelah inAbu Dhabi. Producing 1.4 million tonnes annually, this will be the world’sbiggest single-site aluminum smelter creating upwards of 2,500 jobs, ofwhich 25-30 percent is expected to be held by UAE nationals. “We seethe right type of job creation as being crucial for us at Mubadala andalso for economic sustainability at the level of Abu Dhabi. However, this

will not come at the cost ofmaintaining diversity, which is asource of strength at all levels,” AlMuhairi adds. Mubadala has alsopropelled this partnership beyondits borders, in developing the BaniSaf smelter in Algeria which isexpected to produce around700,000 tonnes of high gradeprimary alumimium per year,largely for export.

Furthermore, Mubadalaestablished and wholly ownsMasdar, the Abu Dhabi FutureEnergy Company (ADFEC), as alandmark initiative to promote theuse and development ofrenewable and alternativetechnologies. To achieve this,Masdar has partnered with theworld’s most prominentcompanies, educationalinstitutions (MIT) and investmentfirms (Credit Suisse) to lead andadvance a global strategy ofinternational knowledge and

capability to drive forward a newenergy era. In short, Abu Dhabihas found a way to make money, develop and incubate technologies and promote sustainability.

The company has also madeits presence felt in the IT arena.Mubadala partnered withElectronic Data Systems (EDS),the American outsourcingbehemoth that employs some120,000 people internationally, toset up Injazat Data Systems as a60-40 venture. This joint venturequickly found clients in sectorsincluding government, healthcare,energy and power generation.

ADWEA, the government-owned electricity regulator, in fact,awarded Injazat a 10-yearoutsourcing contract to manage allits IT requirements. In addition toInjazat’s compelling valueproposition, this relationship wasfostered by ADWEA’s and Injazat’s

pursuit of similar human resourcegoals – the Emiratisation of staffand accelerated education ofpersonnel. ADWEA's staff iscurrently about 40 percentnational, and it seeks to push thatfigure to a 100 percent. Injazatwants to boost employment ofnationals, particularly smart younggraduates of the Higher Collegesof Technology, Zayed Universityand other prestigious centers oftertiary technical education.

Mubadala has also broken newground in the field of technologywith Yahsat – a company whichwill develop, procure, own andoperate a hybrid communicationssatellite, serving commercial andgovernmental clients in the MiddleEast, Africa, Europe and South-East Asia. This technicallyadvanced initiative was created tomeet the growing market demandin the global commercial satelliteindustry which reinforces

Mubadala’s commitment indiversifying Abu Dhabi’s economy.

On the international stage,Mubadala has been regularlycreating headline news with itsoverseas investment policy. Mostnotable among these was a dealto acquire five percent of Ferrari.The investment was made on thefinancial merits; however, thestrategic link to Abu Dhabibecame evident when ALDARProperties, a Mubadala ownedreal estate development andinvestment company, announcedthe building of Ferrari World, aconcept that had never beforebeen developed.

Another investment isMubadala’s 35 percent stake in of Italian business-aircraftmanufacturer, Piaggio Aero. This acquisition marks thecompany’s first foray into theaerospace industry and signalsMubadala’s ongoing commitmentto increasing Abu Dhabi'sparticipation in this industry and tobuild its intellectual property andknowledge base. Mubadala ishard at work developing anaerospace cluster, andmanufacturing Piaggios in AbuDhabi will be a first step inrealising its production strategy.

The future looks very promisingfor Mubadala and consequently,Abu Dhabi. Mubadala is at theforefront of economicdevelopment. As a developer, aninvestor and an internationalpartner of choice, Mubadala istaking advantage of an array oflocal and global economicopportunities. Importantly,Mubadala is also creating many ofthese opportunities for itself andothers in Abu Dhabi, the UAE andthe wider world.

Tel: +9712 616 0099www.mubadala.ae


AAbboouutt MMuubbaaddaallaa

Conceptualised by respected statesman and entrepreneurial innovator, His Highness Sheikh Mohammed Bin Zayed Al Nahyan, the Crown Prince ofAbu Dhabi and Chairman of the Executive Council, Mubadala DevelopmentCompany is a wholly-owned, principal investment vehicle of theGovernment of the Emirate of Abu Dhabi.

Mubadala was established in the 4th Quarter of 2002 as a Public JointStock Company through Emiri Decree Number 12 of 2002, issued by Sheikh Mohammed.


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MMuubbaaddaallaa VViissiioonn

To encourage,strengthen anddevelop theeconomy of AbuDhabi through globalinvestments andpartnerships thatform a benchmarkfor businessexcellence.

CCoorrppoorraattee SSoocciiaall RReessppoonnssiibbiilliittyy iinn tthhee UUAAEE

Mubadala is a socially responsible employer ofchoice in the UAE and the region. Thecompany actively participates in the promotionof Abu Dhabi’s social and cultural environmentand, through its transparent approach tobusiness, has enabled the emirate to becomerecognised as a responsible corporate statewith a highly credible reputation as a trustedinternational partner.

MMuubbaaddaallaaMMiissssiioonn

To lead thedevelopment of AbuDhabi’s economy andits people byinvesting globally inprofitable, strategic,commercial andindustrial ventures.

TThhee WWaayy AAhheeaadd

Currently, Mubadala has a number of substantial projects under development inthe energy, utilities, real estate, basic industries, infrastructure, technology,healthcare, aerospace, and services sectors.

In each case, Mubadala is aligning its business approach to its own vision andmission and the strategies of the Government of the Emirate of Abu Dhabi.

Mubadala's alignments ensure sustainable economic benefits, globalpartnerships and the highest standards in business and project development,skilled management and investment criteria.

Golden sands meets black gold


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For centuries the tribes that inhabited the southern tip of the ArabianPeninsula lived a tough nomadic lifelihood, or earned a living by diving forpearls and fishing along the coast. In 1958 massive oil and gas reservescatapaulted these impoverished desert sheikhkdoms into a dimsension ofwealth and plenty. Slowly embracing socio political reform too, today theregion’s most socially liberal country, is a federation of modern city statesreplete with gleaming skyscrapers towering above manicured artificialoases and palm-lined boulevards. With economic diversification andenlightened development plans in diverse spheres, there is more to life inAbu Dhabi than meets the eye.


Many of those who knew the UAE in previous years may haveregarded Abu Dhabi as a quiet sleepy capital, the home ofbankers, diplomats, and government servants on the lines ofWashington or Canberra, rather than a centre for business.This was not an entirely fair view, since huge industrialdevelopments have been taking place in other parts of theEmirate out of sight of the casual visitor, for example the giantpetro-chemical plants on the western coast at Ruwais; or thehuge gas projects near the oil fields like Sahil and Habshan,deep in the desert. Extensive housing schemes have createdmany new townships, providing Emiratis with spacious villaswhere they can live in comfort in the desert regions, close totheir original villages. There has of course, been a spectacularbuilding boom in Abu Dhabi City itself, and this year massivenew schemes have been announced which will transform theEmirate over the next decade into an ultra-modern city andregional business centre.

A Little History The main families that make up the native population of AbuDhabi come from the Bani Yas tribe, whose origins areobscure, but who are thought to have come from South WestArabia, from the northern parts of what is now known asYemen. They began to occupy the area that is now Abu Dhabi Emirate around 500 years ago, perhaps earlier,settling in the palm gardens of the interior in Liwa to the south and Al Ain to the east. It was only in the 1790s that theBani Yas, under the direction of the leading family, theNahyans, made a more permanent home on Abu DhabiIsland. Another closely related part of the Bani Yas, led by theMaktoum family, settled on the coast a little further to thenorth-east, on the Dubai creek. In the nineteenth century, themain economic activities were pearling and trading inessentials with India and some of the other Gulf States. Thepopulation endured considerable hardships, especially whenthe pearling industry collapsed following the introduction ofcultured pearls by the Japanese, and the world depressiontook a grip in the 1920s and 1930s. They lived largely offdates and fish, and were reliant on camels, sheep and goats,as well as a few meagre crops that they grew in the placeswhere there was water, mainly near the mountains and in thesands of the Liwa.

Sheikh Zayed bin Sultan Al Nahyan, a remarkable Ruler Abu Dhabi, which was the most prosperous Emirate on theTrucial Coast a hundred years ago, with the largest fleet ofpearling dhows, suffered too, but regained its prominenceonce oil began to be exported in the 1960s from both on-shore and off-shore fields. HH Sheikh Zayed Bin Sultan AlNahyan, who took charge in 1966, saw his Emirate grow, inhis 38 years as Amir or Ruler, into the leading role in one ofthe most prosperous countries in the world, with a $100bneconomy. His skills, which were derived from his native witand the lessons learned from conducting tribal relations withhis neighbours in the Trucial States, turned out to be perfectlyadaptable to managing a fast growing modern state.

He shared with his people the wealth brought by the oilindustry. He also was exceptionally generous to other nationsless fortunate than the UAE.

Abu Dhabi’s possession of more than nine percent of theworld’s known oil reserves and four per cent of the world’s gas has meant that the lives of all Abu Dhabians weretransformed through Zayed’s open-handed way of channeling money to them. Several other countries in theArab World and some outside it, like Pakistan andAfghanistan, have also benefited to the tune of billions ofdollars of aid, thanks to the generosity of Sheikh Zayed and

Al Ain fort

the Abu Dhabi Fund for Development, whichwas established the year that the UAE wasformed in 1971.

Perhaps his most remarkable achievement was to bring his fellow Rulers in the other six Emirates – Dubai, Sharjah, Ajman, Umm Al Quwain, Ras Al Khaimah, and Fujairah - into the Federation of the United Arab Emirates in 1971. To do this heshowed great respect for their own positions inthe other Emirates, concern for their problemssuch as tribal rivalries and border disputes,and great generosity to them and their people. He became in his long reign in Abu Dhabi a font of wisdom and anoutstanding leader of his country. PrinceCharles, Britain’s Crown Prince, who used tocall on Sheikh Zayed, always looked forward tomeeting him, as he knew that he was in thepresence of a major figure in Arabian history.

No Ruler was more loved and respected than Zayed.

In his long life, he never lost his love of thedesert and the ways of the bedouin, and washappiest among his people.

The Bedouin System of Government The traditional system of government haslasted for centuries and represents a pactbetween the ruling family, whose members are given the title ‘Sheikh’ (‘Shaikha’ for the women) and the othermembers of the tribe. In the case of AbuDhabi, for example, the Ruler is theunquestioned leader. His family has the task of selecting a suitable candidate tosucceed when the Ruler dies.

The normal succession is for the position ofRuler to pass to the next suitable son of thelate Ruler, and only to pass to a member of the

same generation if there are no eligible sonsand if there is a suitable brother who iscapable of taking the responsibility: otherwise it might be given to a cousin or older member of the family. In return for the allegiance of his people, the Ruling Sheikh has to make himself available to themto hear and settle their problems. To this day,the Ruler makes it his duty to know all the leading figures in his Emirate, and holds aregular majlis, or place for sitting where intheory any member of the tribe can attend, sitwith him, and air his views. In the case of theUAE, which is a Federation of seven Emirates,Zayed was elected President of the State bythe other six, through the force of his character,and the fact that Abu Dhabi owns 80 percentof the land area of the UAE and an even higherpercentage of the oil reserves, and thereforethe wealth of the country.

H.H. the late Sheikh Rashid Bin Saeed Al Maktoum with H.H. Sheikh Zayed Bin Sultan Al Nahyan


H.H. the late Sheikh Rashid Bin Saeed Al Maktoum with H.H. Sheikh Zayed Bin Sultan Al Nahyan


The New President, HHSheikh Khalifa bin Zayed AlNahyanThe present Ruler of Abu Dhabi,who was also elected thePresident of the UAE by hispeers, is Zayed’s eldest son, HH Sheikh Khalifa bin Zayed AlNahyan. He has followed thetolerant and generous policiesadopted by his father, whom hesucceeded in November 2004.However, there is now adifference of pace; HH SheikhKhalifa has brought a newgeneration of leaders to the fore,among them many of SheikhKhalifa’s younger brothers,notably the charismatic newCrown Prince, HH SheikhMohammed bin Zayed AlNahyan, the third son of Zayed.Younger technocrats have beenappointed to senior positionsand the rate of development hasquickened in the hydrocarbon,tourism, real estate, andindustrial sectors. HH SheikhKhalifa has made a point oftouring the other six Emirates to

ensure that the benefits ofeconomic development reachall Emiratis, especially in thosesmaller Emirates, which are notblessed with major oil and gasreserves like Abu Dhabi. He hasalso shown himself open toinnovation in the Bedouinsystem in this conservative partof Arabia: elections were heldlast December for the Board ofAbu Dhabi Chamber ofCommerce and Industry, andtwo foreigners and two womenwere appointed. In the nextstage, elections will be held forhalf of the forty seats in the UAEFederal National Council, whichis the highest consultative body in the country.

Abu Dhabi’s Ambitious Plans Abu Dhabi has preparedambitious plans to accelerate itseconomic development anddiversification. Sheikh Hamadbin Zayed, the Chairman of theAbu Dhabi Department ofEconomy and Planning recentlyannounced that Abu Dhabi


H.H. Sheikh Khalifa Bin Zayed Al Nahyan, President, UAE

would be spending over $100bn (AED 367bn)in the next four to five years on large projects.These will include a new airport designed tohandle up to 20 million passengers a year; anew port in Taweelah, to the east of the capital,where there are already large electricitygeneration and desalination plants; and fournew communities at Reem Island, Lulu Island,Saadiyat Island, and Raha Beach. Alongsidethese huge construction projects, Abu Dhabiwill increase crude oil production capacity from2.5 to 3.5 million barrels per day, and in paralleldevelop her refineries, gas processing plants(most of Abu Dhabi’s gas is associated, whichmeans that it is produced during the extractionof oil), petro-chemical plants and large-scaleheavy industries.

These are all based on the conservativeassumption that Abu Dhabi can continue toproduce oil in these quantities for well over one hundred years.

Abu Dhabi has recognized that as a keyelement in these developments, visitors will becoming in ever-increasing numbers. One hundred new hotels are to be built at therate of ten per year over the next decade,involving a huge expansion of the City’sinfrastructure. Abu Dhabi intends to use itsgreat wealth to build a capital city that is a realeconomic power in the Gulf Region. By

changing the investment legislation andstreamlining licensing processes, Abu Dhabi is a two-way street, welcoming an influx of private sector investors, and boosting the export of goods and knowledgeto the Arab World and to the Asian sub-continent. Privatisation, which has beenproceeding since the late 1990s, will be a key element in further modernizing the state utilities, like electricity and water, powerdistribution, and waste disposal. This is seen not only as a means to improve efficiency, but also as a way to redistributewealth, by giving all citizens a chance toparticipate in what was previously the preserve of the state.

Tourism has not been a major driver of AbuDhabi’s economy in the past, but the quality ofthe beaches and islands, the beauty of thedesert, the attractions of the Liwa and Al Ain,Abu Dhabi’s alternative capital in the desert,will increasingly lure discriminating visitors.However, Abu Dhabi’s plans seek to broadenthe economy as a whole, by targeting not justtourism, but manufacturing, logistics andservice industries, all to be developed with thehelp of international companies from all overthe world. Oil wealth has been a hugelyimportant element in Abu Dhabi’s economy, but leading Abu Dhabians recognize that it

cannot by itself bring about higher stages ofeconomic development, which require apartnership between the government and theprivate sector.

There will be inevitable comparisons withDubai, but the two cities are complimentary toeach other. Abu Dhabi’s riches have greatlyassisted the development of Dubai in recentyears: a quick count of Abu Dhabi-ownedbuildings along Sheikh Zayed Road in Dubai will testify to the way the two economiesare growing together. With the help of Dubai’senergetic Ruler, HH Sheikh Mohammed binRashid Al Maktoum, who is also the FederalPrime Minister, and who is working closely withthe Abu Dhabi Crown Prince, HH SheikhMohammed bin Zayed Al Nahyan, the otherEmirates in the north of the country are beingencouraged to develop their own resources,especially in the tourism and real-estatesectors. Abu Dhabi’s economic resources,together with those of Dubai, have made theUAE the second largest Arab economy afterSaudi Arabia, and much faster growing thantheir larger neighbour.

The UAE’s growth rates are very high byany standards, partly due to the inexorable risein world oil prices (up from an average of $36.1per barrel in 2004, to $54 in 2005, andprobably to nearly $70 in 2006), and partly tothe strength of the non-oil sector figures, whichnow constitute nearly two-thirds of the total.Nothing could more eloquently illustrate thespeed of diversification of the country’seconomy away from reliance on oil and gas:this result was achieved despite the hugeincrease in the contribution of crude oil pricesto the economy. Provisional figures show that the UAE’s economy grew at theremarkable rate of more than 26 per cent in2005. Planners are working on the basis of asimilar rise in 2006, and strong growth for atleast the next three to four years. It isinteresting to note that the UAE economy isnow generating a budget surplus for the first time for twenty years. In the past, thecountry has been able to run a deficit andfinance it entirely through Governmentearnings from overseas investments. These are dominated by Abu Dhabi’s reserves, whichare believed to exceed $400bn, and aregrowing rapidly.

Visitors to Abu Dhabi will be struck by thesheer size of the immigrant population:perhaps four-fifths are expatriates, mainly fromIndia, Pakistan, Bangladesh, Sri Lanka, Iranand the Philippines, but with a sizeablenumber too of other Arabs, Asians andEuropeans; one hundred and seventynationalities are represented in the UAE.Emiratis, perhaps because of their longtradition of trading and seafaring, have alwaysbeen open to other races and cultures, andthis gives them a remarkably tolerant andwelcoming nature. This is surviving even in theface of rapid economic expansion, such as weare now seeing.



TThhee FFuuttuurree

Given the way that the seven Emirates are working together, and that all sectors are booming, the future of the UAE is extremely bright for the next five to ten years at the very least. Oilprices are likely to stay high – every one of the UAE’s neighbours, including Iran, is an oil and gas producer – and the UAE is set on a course of economic expansion and liberalisation,which is calculated to attract capital inflows. The population is growing fast, mainly immigrants - there is an endless supply of trained manpower from India, for example – and the UAE’sdoors remain open to foreign expertise. Geographically, the UAE is at the centre of a region of enormous markets, and is exploiting this skillfully by becoming a major transport,communications and trading hub. Given wise leadership - prudence and good management have been the hallmarks of Abu Dhabi over the past three decades - there is every prospectthat the economic boom will continue and that the Emiratis will enjoy a period of expansion, reform and prosperity almost unequalled anywhere else on earth.



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A ruler of many facets, he was listed among thewealthiest men in the world by Forbesmagazine, with an estimated fortune at aroundUSD $24 billion. Hailed as the architect whounited the country’s seven emirates into theNational Federation in 1971, Sheikh Zayed wasalso famous as the 'the man who turned thedesert green' thanks to his life-longenvironmental endeavours to maintainecological sustainability by 'greening' thefragile desert eco-system.

This hugely popular leader died onNovember 2, 2004 and left a bleeding woundin the heart of the nation's four million Emiratis,who mourned his paternal guidancecharacterized by natural leadership prowess

and compassion. Self censorship aside, mediacommentators could not find a negative thing to say about this simple man whodelivered his people from virtual isolation into the modern era.

Sheikh Zayed, the powerfully gentle Ruler ofAbu Dhabi and President of the UAE for over30 years (1971-2004) came from a religioustribe of Al Ain to become the colossusdominating the affairs of the UAE. His is aremarkable story of drive, ambition, vision andachievement.

In a region where religious fundamentalismhas been at the root of regional social ills, hewas admired for his religious tolerance of allother religions and the freedom he accorded

western workers in the UAE. Amid a changing and increasingly

complex world, this federation of wealthymodern city states is hailed as the example of enlightened Arab nationhood that espousesthe best of the West, while retaining thetraditions of the East.

A sportsman who excelled in riding andhunting with falcons, he eventually gave uphunting with firearms to set an example forwildlife conservation in his fragile deserthomeland. A philanthropist, Sheikh Zayed was renowned for his acts of socialresponsibility included adopting hundreds oforphans and building hospitals both in the UAE and abroad.

In a region traditionally underscored by instability and hardship,Sheikh Zayed bin Sultan Al Nahyan, the first president of the UAE,took over in 1966. This was not only the beginning of the oil rushwhich propelled socio-economic expansion on an unprecedentedscale; it was also the start of a period of prosperity, peace andgrowth which reflects his legacy today.

Fathers of the nation

H.H. Sheikh Khalifa Bin Zayed Al Nahyan with H.H. Sheikh Zayed Bin Sultan Al Nahyan


H. H. Sheikh Zayed Bin Sultan Al Nahyan

HHiiss eeaarrllyy lliiffeeSheikh Zayed was the youngest son of Sheikh Sultan bin Zayed Al Nahyan, theRuler of Abu Dhabi from 1922 to 1926. Born in 1918, he was named after his famous grandfather, Zayed bin Khalifa alNahyan, who ruled the emirates from 1855 to 1909. After his father's death in 1927, Zayed moved to the oasis city of Al Ain, approximately 160 kilometres east of the island of Abu Dhabi, where hespent the rest of his youth. In this quiet, desert country of farmers, fishermen andcamel traders, he underwent religiouseducation, and learned the Quran and wasdeeply moved by the biography of theProphet Muhammad. As Zayed grew tomanhood he displayed an early thirst forknowledge that took him out into the desert with the Bedouin tribesmen to learn all he could about the way of life of the people and the environment in which they lived.

ZZaayyeedd''ss iiddyylllliicc wwoorrlldd cchhaannggeedd wwiitthh tthheeddiissccoovveerryy ooff ooiill iinn AAbbuu DDhhaabbii iinn 11995588.. The seven emirates, known then as the sevenTrucial States, had been under British influencesince 1820. Abu Dhabi was poor andundeveloped, its economy based upon fishingand pearl diving along the coast. The economysuffered when the market for Gulf pearlscollapsed in the 1930s with the Japanesescientists inventing the cultured pearl. At thispoint, the first oil company teams came tocarry out geological surveys in Al Ain, andZayed was appointed to guide them aroundthe desert.

Zayed also traveled to Europe to appear at a legal hearing on an oil dispute, andconsequently toured the United States,Switzerland, Lebanon, Iraq, Egypt, Syria, India,Iran and Pakistan. On his return, Zayed wasconvinced of the urgency to develop hisbeloved land in order to bridge the large gap between Abu Dhabi and the rest of the world.

TThhee bbeenneevvoolleenntt RRuulleerrOn August 6, 1966 the British deposed hisbrother Sheikh Shakhbut Bin-Sultan Al Nahyanin a bloodless coup and installed SheikhZayed as Emir of Abu Dhabi. After assumingpower, the master strategist got off to acharacteristically generous start. He literallyhanded out the oil revenues to his people.Word soon passed around and there wasalways a long queue outside his palace.Nobody went away empty handed, and thiswas a sign of things to come.

Sheikh Zayed introduced a formalgovernment structure, rapidly transforming thecountry into an environment of cities withgleaming skyscrapers that rise from artificialoases of lush gardens and plam-linedavenues. His priority was initially to providebasic housing, education and health services, but soon the enduring love affair with grandiose infrastructural projects took hold with the construction of an airport, a sea port, roads, and a bridge to link


With the late Sheikh Rashid Bin Saeed Al Maktoum and Sheikh Zayed Bin Sultan Al Nahyan, the founding fathers of the United Arab Emirates stand proud under their fluttering flagthat is the symbol of prosperity and inovation

Abu Dhabi to the mainland. He planted thousands of trees

in Al Ain, transformed thelandscape of Abu Dhabi andearned the title 'the man who turned the desert green'.

All this was an exceptionalachievement for a man who had noformal education and had lived thenomadic life of a Bedouin for mostpart. But Sheikh Zayed was anexcellent judge of men, alwaysopen to expatriate advice andassistance in developing AbuDhabi. Today, this advanced andelegant city is a fitting monument tohis legacy.

TThhee mmaasstteerr ssttrraatteeggiissttWhen Britain announced in January1968 that it would withdraw itsmilitary presence in the Gulf, itprovided perhaps the greatestchallenge of Sheikh Zayed's life. Hewas the first statesman to realizethat for Abu Dhabi to prosper, itwould need to co-operate with itstribal neighbours. So his first stepwas to meet with the then-ruler ofDubai, Sheikh Rashid bin Saeed AlMaktoum. After three years of skilfulnegotiations with the rulers of OmanBahrain, Dubai, Ajman, Fujairah,Ras al-Khaimah, Sharjah, Qatar andUmm al-Quwain, the UAE finallybecame a reality on December 2,1972. This is universallyacknowledged as Sheikh Zayed'smost significant achievement.

Zayed was first appointed to the presidency of the UAE in 1971by the Supreme Council, comprisingof the other six ruling members ofeach of the seven emirates. He was reappointed on four further occasions: 1976, 1981, 1986,and 1991.

In 1970s the great oil boom yearsbrought huge prosperity to the UAEand Sheikh Zayed invested themoney in the infrastructure of thenation which resulted in aconstruction boom. His policy ofeconomic diversification from earlytimes ensured that even thedownturn in the oil price in the 1980sand 1990s affected the UAE far lessthan other Gulf countries.

The development of Dubai, inparticular, as the commercial hub ofthe UAE played an important part inthis process. As a statesman he wascredited for his diplomatic prowess.This was sharpened during the1970's and 1980's when heinterceded in numerous tensesituations regionally and worldwide.

A friend to countries in time ofdisaster: Palestine, Lebanon,Somalia, Egypt, Bosnia, Angola, Iran and Iraq felt the healing handthat money and relief assistancecould bring.

Indeed, he was probably bestknown for his far reachinghumanitarian help. Sheikh Zayedbuilt and maintained hundreds ofmosques, schools, orphanages and hospitals over the entiredeveloping world. This assistance tothose in need stands as a testamentof his humanity and sense of dutytowards all.

TThhee ffiinnaall yyeeaarrssSheikh Zayed's health starteddeteriorating in the 1990s and hehad to travel abroad for spinalsurgery and a kidney transplant in2000. In 1999, while he was in ahospital for some tests, he receiveda personal get-well-soon and thank-you letter with 1.5 million signaturesfrom the citizens of the UAE.

On November 2, 2004, SheikhZayed bin Sultan Al Nahyan,believed to be 86 years old,breathed his last. It was the 19th day of Ramadan, 1425, in theIslamic calendar. The flood ofemotions at the news of his deathwas genuine, and felt all over thecountry by nationals and non-nationals alike.

With the closing of the firstchapter of UAE's history, his eldestson, Sheikh Khalifa bin Zayed AlNahayan, born in 1948, who took anincreasing role in the governmentfrom the 1990s, was ratified asPresident of the UAE by his fellowrulers on the Supreme Councildirectly after his father's death.

Inheriting the leadership of one ofthe world's richest and moststrategically positioned nations,Sheikh Khalifa bin Zayed, AbuDhabi's Crown prince whosucceeded his father as President,presided over a smooth governmenttransition. It reinforces the unspokenpremise that the seven emirates canmanage their own economicpolicies, whilst the federal capitalAbu Dhabi manages state affairsand defence. Together with his halfbrother, Sheikh Mohammed binZayed, the Crown Prince, theleadership is collaborating closelytowards the achievement ofcommon objectives routed in sound western-friendly diplomacy and progressive socio-economic diversification.


H. H. Sheikh Zayed Bin Sultan Al Nahyan


Abu Dhabi and Dubai are mature partners in a stable union foundation the emergent UAE laid by the two visionary statesmen, Sheikh Zayed of Abu Dhabi and Sheikh Rashid of Dubai.


The two leaders began preparations for the union in 1968, justwhen the British began pulling out from the region. The formation ofthe seven-member UAE in 1971 drew together the southern GulfStates with a common policy in foreign affairs, internal security,defence and immigration.

Sheikh Zayed took charge as the president and Sheikh Rashidas the vice-president. Under their leadership, the UAE has grown from disparate states into a powerful and unified country.

Far from being tugged apart by the dominant partners in theunion, a healthy and friendly competition between the two emirateshas raised the fortunes of the UAE, with the other five emiratescarried along.

Thanks to its oil resources, Abu Dhabi is the richest and most powerful of the seven emirates. Quite naturally then thepresidency rests firmly with its ruler. After the demise of Sheikh Zayed, his heir, Sheikh Khalifa has taken charge as the UAE President.

What Dubai lacks in terms of oil wealth, it tries to make up with shrewd business. While it has to accede to AbuDhabi's superior clout in many matters, Dubai does exerciseautonomy over its internal affairs, especially over economicdevelopment. Contrary to Abu Dhabi's views, Dubai decided in 2002 to sell freehold title to foreigners. It has also taken liberaldecisions in tourism and in fact Abu Dhabi seems to be following its example.

The two are mutually dependent - wealthy investors in AbuDhabi constantly seek investment opportunities and Dubai needsfunds for its projects. Dubai can rest easy with the knowledge thatAbu Dhabi needs to protect its investments in Dubai. For its part,Abu Dhabi values Dubai's entrepreneurial spirit.

Surmises and questions abound about the so-called sibling rivalry between the two; some regard Abu Dhabi asasserting its rights as the elder and Dubai as the younger and more adventurous.

With UAE approaching its 35th year, the partnership between Abu Dhabi and Dubai looks healthy. While Dubai drives the economic engine, Abu Dhabi keeps the union secureand stable.

There is a new order in place in both emirates Sheikh Khalifa inAbu Dhabi and Sheikh Mohammed bin Rashid Al Maktoum inDubai. The new generation leaders have much in common chiefly,their commitment to the economic growth, stability and security ofthe union. Together they steer a steady course for the commongood of all Emiratis.

Progress forever


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The UAE ended the first chapter of its history with the death of its muchloved founding father and President, Sheikh Zayed bin Sultan Al Nahyanon November 2, 2004. Ruling Abu Dhabi since 1966, he guided theunification of the seven emirates into an united federation that came intobeing in 1971. With his son, Sheikh Khalifa bin Zayed, Abu Dhabi’s CrownPrince since 1969 and who took over the reigns of power in 2005, a freshwave of transformation and development has been ushered in. As thenation’s second President, he inherits the leadership of one of the world’srichest and most vitally strategic countries that embraces heritage andprogress in a seamless united federation that represents a prosperoussafe haven in an otherwise geo-politically vulnerable region.


Abu Dhabi, the understated capital of the United ArabEmirates, has often been unfairly overlooked in favour of itsostentatious rival city, Dubai, but that is all about to changewith Sheikh Khalifa’s drive to throw the doors of the Emirateopen to 2.5 million tourists by 2010. They will arrive in a citywhere families promenade on curved corniches whichoverlook the turquoise-coloured sea, where mangroves andpalms create the feeling of a verdant oasis, and where thecharacter of the city is truly Emirati - this new-old city has an‘Oriental’ pace, to be enjoyed among many parks, fountainsand picnic areas. Here is some background on ‘the RichestCity in the World.’

GGeeooggrraapphhyyThe Emirate of Abu Dhabi is the largest and mostpopulated of the seven that make up the United ArabEmirates, comprising of 86 percent of the country’slandmass. The landscape is mostly desert, stretching fromthe striking scrub lands near the coast to the oasis of Liwain the south, where some of the world’s largest sand dunescan be found. Liwa is the last outpost before theuninhabited, hostile ‘Empty Quarter.’

Approaching the capital city, the desert ends in forests of palms and mangroves. Massive environmentalmodification has taken place, with 120 million trees planted in Abu Dhabi alone. The city is on an island,accessed by the Maqtaa Bridge.

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

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

HHiissttoorryyAlthough parts of the Abu Dhabi Emirate were settled as farback as the 5th millennium BC, the city itself has beenpopulated since the 1790’s, when The Bani Yas tribalfederation moved from the ancient oasis of Liwa. The tribesplit in two in the 19th century, and the factions became therulers of Abu Dhabi and Dubai.

Into the mid-20th century, Abu Dhabi was sustained bycamel herding, small scale agriculture, fishing and pearldiving, with most of the population living in palm huts. Whenthe global pearl industry collapsed, the region’s economywas devastated.

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

H.H. Sheikh Khalifa Bin Zayed Al Nahyan

President, UAE


In 1968 Britain announced that it wouldwithdraw from the Persian Gulf by 1971 aftertwo hundred years as the colonial power, andSheikh Zayed became the driving force behind the formation of the United ArabEmirates, which came into existence on 2December 1971.

GGoovveerrnnmmeennttHis Highness Sheikh Khalifa bin Zayed AlNahayan is the hereditary Emir and Ruler ofAbu Dhabi, as well as the current President ofthe United Arab Emirates (UAE). In 2004,Sheikh Khalifa announced that half the seatson the Federal National Council, a parliament-like consultative body, would be opened togeneral elections in the near future.

EEccoonnoommyyAbu Dhabi possesses 70 percent of the UAE'sentire wealth, largely derived from oil - theEmirate is the fourth largest OPEC producerafter Saudi Arabia, Iran and Venezuela, and oilaccounts 30 percent of the GDP. One hundredyears of oil supply (as opposed to ten years inDubai) ensure that this will be the case forsome time to come.

The economy is currently estimated to begrowing at eight per cent a year, vying withChina for the fastest growing economy in theworld. With wealth comes optimism, such asthe massive investment of funds repatriated byexpatriate Arabs moving back to the regionfrom the West. A zero-tax regime, massiveconcentration of capital, and high demand forgoods and services have all ensured a heftyrise of investment in businesses listed on theAbu Dhabi Securities Market. Investors expect

30 to 90 new IPOs in the next year. Domesticequities are so popular that the value of sharestraded grew by 343 percent in 2004. The Abu Dhabi Investment Authority (ADIA) isequally flush, with estimated at $200 to $500billion, making it one of the world's biggestinvestment funds.

The Emirate plans to invest Dh41 billion ($11billlion US) in tourism by 2015, with the goal ofmaking Abu Dhabi a premier destination forEuropean vacationers. The 394-room mega-luxury Emirates Palace Hotel already graces1.3 km of private beachfront, and constructionwill soon begin on a Dh55 billion ($15 billionUS) gateway city at Al Raha beach comprisingof 60 luxury towers and an integrated citydistrict serviced by water taxis. A development at Sa’diyat Island will have a 17story five star hotel, golf course and equestriancentre, and Lulu Island, 600 metres off thecoast, will boast 600 000 palm trees. Visitors will arrive via a new airport, to be constructed by2010, capable of handling 20 millionpassengers per year.

The next industry to boom will be real estate,with the introduction of ‘Law 19,’ a decreeissued in August 2005 that allows non-nationalsto own property. Some experts predict an influxof Dhs186 billion ($50 billion US) worth of capital into real estate in the Emirate in thenext two years alone. Several massive realestate projects are already underway, and thevast expanse of uninhabited land around thecapital can accommodate many more.

Yet real estate accounts for just a third of the Dh367 billion ($100 billion US)that the Emirate plans to spend in the next five years. There are plans for an

underground railway, a giant petrochemicalscomplex, a steel mill and the world's largestaluminium smelter. Oil production is also to beincreased by 70%, ensuring that for years intothe future, Abu Dhabi will remain ‘the RichestCity in the World.”

EEdduuccaattiioonn aanndd eemmppllooyymmeennttMandatory primary and secondary schoolinghas resulted in a comparatively strong literacyrate, currently set at around 78%. Howeverpublic schools have fallen well behind theprivate sector, which now accounts for 50% of pupils.

Higher education has been moresuccessful in the UAE in recent years. Thereare two government-funded universities:Zayed University, which has campuses in AbuDhabi and Dubai, and UAE University based in Al Ain. The Higher Colleges ofTechnology (HCTs) were founded in 1988 andoffer a more technically driven programme ofcourses in IT, engineering and technology.Last year there were 15,000 students enrolledat the HCTs' 12 single-sex campuses acrossthe UAE. Remarkably, more than 65% ofstudents in higher education are female. Thisis in part because young men havealternative opportunities, such as the police or armed forces, but it is also a sign ofthe increasing eagerness of young women topursue a career.

Unemployment among nationals is apparently far lower than in other GulfCooperation Council (GCC) countries such asBahrain and Oman. This is largely becausethe country's considerable hydrocarbon wealth allows more job opportunities.

Maqta Bridge

RReelliiggiioonnThe local population ispredominantly Sunni Muslim and most of the imported labour is also Muslim, althoughthis is by no means a pre-requisite. There are also manyexpatriate Christians, especiallyfrom South Asian and fromEurope. Islam is the officialreligion of all seven emirates and the federal UAE. Thegovernment generally adheres tothe principle of religioustolerance, and freedom ofworship is enshrined in thefederal constitution, provided that religious practices do notconflict with public policy orviolate public morals. There areseveral Christian churches across the country, often next to mosques.

LLaanngguuaaggee The official language of the UAE is Arabic, although Englishtends to be the lingua franca.Urdu and other subcontinentallanguages are also widelyspoken amongst the expatriatecommunities. The local dialect isdistinct from that of the rest of theArab world, and even from therest of the Gulf. There are evendisparities between local tribes.However, the presence of a large number of expatriate Arabs

in the country is changing thedialect to something more similarto that spoken in the northernArab states. Standard classicalArabic is used in newspapersand broadcasting.

NNaattuurraall rreessoouurrcceessSitting atop 9% of the world'sproven oil reserves (98.2bnbarrels) and almost 5% of theworld's natural gas (5.8 trillion cum), the UAE's extraordinaryhydrocarbon wealth gives it thehighest GDP per capita in theworld. Abu Dhabi owns the lion'sshare of these resources - 95% of the oil and 92% of gas.Currently the UAE is producingabout 2.5m barrels per day(bpd) of crude, just above itsofficial OPEC quota of 2.4m bpd. Nonetheless, the AbuDhabi National Oil Company(ADNOC) and its foreignpartners is investing heavily inan expansion programme thatwill push production above 3m bpd. Given these vastresources, oil and gas continueto dominate the country'seconomic profile, despite someprogress in diversifying theeconomy. By contrast, the UAEhas very little fresh water - the growing population issustained instead by vastdesalination projects.

CClliimmaatteeSunny, blue skies prevailthroughout the year. In Junethrough September, the weather is generally very hot and humidwith temperatures averaging wellabove 40°C (110°F). The weatheris pleasant and temperate fromOctober to May, although January to February is cooler anda light jacket may come in handyin the evenings.

FFooooddAlmost any type of food isavailable in Abu Dhabi - mostinternational fast-food chains havebranches here, such asMcDonalds’s and Dunkin’ Donuts, and a plethora ofrestaurants serve cuisine fromalmost any country in the world.However visitors must try thedelicious Gulf and Middle Eastern food, whether from acafeteria or a gourmet restaurant.Try fresh fish, like the localHamour, which is excellent grilled,stuffed, or fried with spices. Ororder a variety of Mezze (starter orhors d’oeuvre) such as Humus (achick pea dip), Kebbeh (meat

patties made from minced lamb)or Tabbuleh (a diced tomatoessalad with onions, mint andparsley). Deserts are generallyvery sweet, with indulgent use ofhoney and nuts.

After dinner, try a leisurely pullon a Shisha, or water pipe.Tobacco comes in numerousflavours, and you could accompany it with mint tea orstrong Arabic coffee.

Note: Muslims are prohibitedfrom eating pork so it is notincluded in Arabic menus. Hotels frequently have substitutessuch as beef sausages and vealbacon on their breakfast menus. If pork is available, it will be clearly labeled.

BBaarrssAlthough the UAE is a Muslimcountry, alcohol is widely availablein hotel restaurants and bars.These range from sophisticatedcocktail lounges to informaltraditional British or Irish pubs, to piano and jazz bars. You can also visit local nightclubs with Arab singers, belly dancersand musicians.


HHoolliiddaayyss JJaannuuaarryy:: New Year's Day

AApprriill:: Islamic New Year's Day

JJuunnee:: Prophet's Birthday - Thecelebration of the birthday of theProphet Muhammad.

AAuugguusstt:: Accession Day - (6th) -Commemorates the accession ofthe ruler of Abu Dhabi.

DDeecceemmbbeerr:: National Day - (2nd) – Celebration of thefounding of the UAE.

RRaammaaddaann – Muslims fast from dawn to dusk during this month. Visitors should avoid eating in public duringdaylight hours. After sunset, thefast is broken in a meal called the‘Iftar,’ and restaurants and

businesses stay open well into the night.

EEiidd aall--FFiittrr - The celebration of theend of Ramadan, which lasts forthree days.

EEiidd aall--AAddhhaa - The Festival ofSacrifice. Sheep are slaughteredand the meat is distributed amongfamily, friends and the needy.

NNoottee:: Dates of Islamic holidaysvary according to the lunarcalendar.

SShhooppppiinnggShopping is a national past time in the UAE and one of themajor attractions for visitors. Glitzy state-of-the-art malls are in abundance, but have not replaced traditional souks(markets), of which there are

several in Abu Dhabi offeringeverything from Persian carpets to electronics to fish. Shoppingmalls in Abu Dhabi offer anincredible array of internationalbrands, and many malls include multi-screen cinemacomplexes, coffee shops andchildcare facilities.

DDrreessss CCooddeeAbu Dhabi is an Islamic countryand clothing should be modest.Beachwear is only acceptable atbeach clubs, hotels and publicbeaches. During the daytime, thedress code is fairly casualalthough more exclusiverestaurants may expect guests to dress more formally during the evening.

VViissaassThe type of visa required will vary

depending on country of originand whether travelers have arrivedfor business or pleasure. It is bestto confirm visa requirementsonline before your trip to ensure aminimum of hassle:http://www.uaeinteract.com/travel/visas.asp

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


LLooccaall ttiimmeeThe UAE is 3 hours ahead of GMT.

LLaanngguuaaggee The official language is Arabicalthough English is widely spokenand understood.

CCuurrrreennccyyThe local currency is the UAE Dirham and is dividedinto 100 fils. Underpinning itselfagainst the US Dollar, theconversion rate is a fixed 3.67dhs to 1USD.

Money can be changed at hotels, banks, and licensed money changers in souks and malls. ATMs are widespread and accept most major credit and debit cards.

CCrreeddiitt ccaarrddssMost retail outlets, hotels and car rental companies acceptinternationally recognized credit cards.

HHoouurrss ooff bbuussiinneessss ooffffiicceess Saturday to Wednesday: 8.00amto 1.00pm and 4pm. to 7.00pm.Thursday: 8.00am to 1.00pm. Friday: closed.

BBaannkkss Saturday/Thursday, 8.00am to 1.00pm.

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

DDrriinnkkiinngg wwaatteerr Tap water is safe to usealthough bottled water, which isserved in hotels and estaurants,is recommended for drinking.

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



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FFaaiitthhIslam, with Sunni Muslims being predominant, is the majorreligion of the region. Although Islam is the official religionof the UAE, the Federal constitution allows freedom ofworship as long as it does not interfere with the practice ofother religions. Therefore Churches, across the Emiratesalongside the Mosques is not an uncommon sight.

RReessiiddeennttssWith an expected population of around 5 million people in the UAE and with over 1.8 millionpeople residing in Abu Dhabi, the local population accounts for only 15 percent, (around750,000) of the total populace. In spite of a high birth rate amongst the locals, an estimated 1million Indians and close to 7,50,000 Pakistanis, mostly as expatriate workers make up theresidents. People from other South Asian countries, Europe and Levantine Arabs alsocontribute to the statistics of expatriate workers. A quarter of the population is under the age of15, while half between the age of 15 and 40. The ratio of men to women is two times more,predominantly because of the presence of single male expatriate labourers who contribute tothe male population.

PPaarraaddiissee uunnbboouunndd It is hard for any one who has visited UAE and has been mesmerized by the sheer wealth and architecturalbeauty of these small Gulf countries, not to marvel at the transformation of this once almost barren andinhospitable land into an alluring paradise. United ArabEmirates, located at the southern tip of Arabian Peninsula,was once occupied by small nomadic tribes, whoseprimary occupation was farming dates, fishing and trading pearls with the neighbouring countries. But the fortunate discovery of its rich oil resources soon changed the destiny of these poor desert tribes from rags to architectural conurbation of artificial oasesand palm-lined avenues.

NNaattuurraall aasssseettssThe UAE is blessed with a share of 9 percent of the world’s oil reserves and 5 percent of the world’s natural gas, giving it the highest GDP per capita in the world. UAE produces around 2.5mbpd of crude oil, with hopes of raising it to 3m bpd. Abu Dhabi owns a whopping 95 per cent of theoil resources and 92 percent of the gas, enabling it to invest heavily in the oil production extensionprograms. Apart from oil, UAE has next to nothing of other natural resources. The population issustained by vast desalination projects.

GGeenneessiissAbu Dhabi, Ajman, Dubai, Fujairah, Ras al-Khaimah,Sharjah and Umm al-Quwain, these seven sisterstogether form the Federation of United Arab Emirates.With the withdrawal of British in 1972, a common fear oftheir powerful economic neighbours loomed large overthe head of these groups of new nations and becamethe basis for their coming together. Sheikh Zayed binSultan Al Nahyan, the ruler of Abu Dhabi played acrucial role in uniting these nations into the Federation ofUAE, with the exception of Qatar and Bahrain, whochose to remain independent.


TThhee EEmmppiirreeAlthough the Emirates are headed by hereditary rulers,who form the core of the Supreme council of Rulers, theemirates are represented by a president. Sheikh Zayedbin Sultan Al Nahyan, has remained the President ofthe UAE from the formation of the UAE till his death inNovember of 2004. Although the president is electedevery five years, due to Abu Dhabi’s higher economicstanding amongst the Emirates there has been aninherent understanding that Abu Dhabi’s ruler willalways be elected as the president.

The Council of Ministers form the executive authority ofthe federal state, even though the laws are ratified bythe Supreme Council. The Council of Ministerscomprises of a 20 member cabinet which is headed by the President’s chosen Prime Minister, currently heldby Sheikh Mohammed bin Rashi Al Maktoum, the ruler of Dubai. The Council also refers to FederalNational Council, which comprises of 40 memberconsultative body made up of appointed members ofall the emirates. Crown Prince Sheikh Mohammed binZayed Al Nahyan, the chairman of Abu DhabiExecutive Council which comprises of members of theruling family and trusted technocrats, oversees theemirate of Abu Dhabi.

LLiinngguuaa ffrraannccaaEven though the official language is Arabic, which is used mostly in newspapers and broadcasting,English remains the popular spoken language. Although the local dialect is different from the Arabicworld, within the emirates the dialect changes with each tribe. Urdu, Hindi and other sub-continentallanguages are spoken amongst the expatriates.

LLiitteerraaccyy Around 78 percent of the population is literate, primarily due to the compulsory education till secondaryschool, with 50 per cent of the students studying in private schools. Zayed University, in Abu Dhabi andDubai, and UAE University based in Al Ain, are the only two universities in UAE. With more collegesbeing formed, a variety of courses like IT, engineering, technology etc are being offered to students forhigher education. Women make up 65 percent of the student population, a sign of growing number ofworking women professionals, while a majority of young men join the police or armed forces.

With majority of workers finding work in the oil fields, unemployment in UAE is lower than other gulf countries.

Sands of Time


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It's hard to imagine the oil-rich modern state of Abu Dhabi asanything other than what it is today. Just shut your eyes to the glassand cement symbols of this boom town and in your mind's eye, youcan visualise how it all began. From flimsy shacks and tents to luxedwellings, this pearling community has indeed found riches beyondthe early residents wildest dreams.


High-rises, wide roads and fast carsmay have replaced the nomadiclife of old, but the sands still await.Just a few short miles away, onesees the genesis of the city - the oilfields that fuel its economicprosperity. Leaving behind theartificially created greenery, oneheads south to the Liwa Oases.

Time hangs still, the rush of thebustling city far behind in thenatural environment of the desert.The Empty Quarter is an apt namefor the Rub al-Khali, the largestsand sea on earth. Stretchingacross an immense expanse fromthe UAE to Yemen, through SaudiArabia and Yemen, they are as wildnow as they were centuries ago.

Then you spot small villages,hanging on to life on the fringes ofdunes as large as hills. This is atLiwa, where there is a ring of

natural oases. Located 322 kmsouth of Abu Dhabi, the oases arebarely visible amidst the aridlandscape. The looming sandsseem to hover on the edges, ready to reclaim the flimsy efforts ofhumans to stake a claim.

When you finally get off the roadand enter the desert, it has to be ina four-wheel-drive which is the onlymode of automobile that can takeyou across the soft sand. Theheight of the sand drifts isimpressive, and salt and gypsumflats abound.

The silence is overpowering andempties your mind. Your eyes andheart expand to take in the vastblank canvas of sand. You slide,you stagger, you rise and feel anunbelievable unity with nature. Thewind blows sand, sometimes softly,at other times it whips the fine

particles fiercely about. You expect a hush, but there's a sibilant whisper.

The eyes strain to see thehorizon, and your judgement is inperil. Distances can't be gaugedand after a while, you accept yourlimitations. You stop trying tomeasure, to perceive to react. Youhark back to the Bedouins whoroamed these very deserts. You embrace the elements and itclasps you in return. Peace andserenity descend on you - yourreward for accepting the desert as it is.

The sun sets, taking its fierceheat with it. The sandscapechanges hues from light brown todusky pink to dark velvet. Themoon comes out in the cool nightair and the stars seem to twinklejust for you.

CHAPTER 2 HOTELS & HOSPITALITY

“Travel and tourism brings to the fore unknown aspects of our own heritage to a wider global audience.

The ease with which the people of Abu Dhabi blend traditional cultural valueswith the government’s vision of a progressive

city makes it the ideal startingpoint for a first foray into Arabian Hospitality.”

H.H. Sheikh Sultan Bin Tahnoon Al Nahyan, Director General, Abu Dhabi Tourism Authority

Palatial Hospitality


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Winner of the prestigious Platinum MENA Travel awards (2006) in three categories, themost by any hotel, including 'Best New Hotel of the Year', 'Best in Convention andConference Facilities', and 'Best Tourism Project', the Palace has become a cornerstone ofAbu Dhabi's fresh wave of innovation that is attracting inbound tourists and businesstravellers alike.

Designed by Wimberly Allison Tong and Goo (WATG), one of the worlds's leadinghospitality designers, this architectural wonder embraces a feel of times gone by with the relentlessly modern without jarring the overall ambience. The traditional Arabianelement of the dome, with the amazing 14 smaller domes on top of ancillary buildingsadded to the bronze hues of the building reflect the different shades of sand found in theArabian Desert. Whilst the seamless level of service and smart ensuite touch-technologyblends the traditional with cutting edge convenience for the delectation of the mostdiscerning of guests.

Located on a 1.3 km stretch of Abu Dhabi's most beautiful sandy beach, the EmiratesPalace stretches across one million square metres and is surrounded by a beautifullylandscaped park - vast enough for exploration by bicycle. Its superlative leisure facilitiesalready include two stunning pool landscapes and two ultra luxurious spas each in theEast and West Wings.

The General Manager, Noel Massoud, is justifiably proud of an exalted clientele that

It rises from the desert sands like a mirage. Its breathtaking appeal, thesilver and gold glass mosaic tiles of its Grand atrium dome shimmeringin the sun's radiance, is undeniable. By night, this monolith ofmagnificence is suffused with brilliant light and glitters like a manyfacetted diamond. Superlatives are not redundant when it comes todescribing the most exclusive and expensive hotel ever to be built.Launched in 2004, its construction cost over US $3 billion - and standsas a proud landmark of the modern UAE. Located in Abu Dhabi, thistribute to comfort and service is owned by the Government of UAE andis managed by the Kempinski Group of hotels.


range from visiting dignitaries, participants ofinternational conferences and the high-endleisure tourist and sundry international jet seton the look out for seclusion and calm. "Ourmanagement company, Kempinski does awonderful job of marketing the property viatheir channels worldwide", he explains, "this isalso why you will encounter plenty of Germans,but in essence the Emirates Palace sells itselfthrough the unique brand recall it has garneredwith select niches globally".

It is not difficult to understand the reason forthis property’s kudos that has, in manyrespects, served as a basis for Abu Dhabi'stravel and tourism is rapidly reaching its targetof three million tourists by 2015. Its uniquestructure, comprising a Palace section with thetop suites, two wings with guest rooms and afully equipped conference centre, allows it tomeet the requirements of a variety of marketsegments simultaneously.

With a staff force touching 1500, anoccupancy that exceeds 60 percent and up to

15 different functions going on daily, luxuriousoffering notwithstanding, the smooth running ofthe Emirates Palace represents the culminationof complex logistics managed with dexterity byNoel Massoud who has managed the hotelsince inception. "I love Abu Dhabi, and havingworked here in several capacities in the pasthas made me appreciate the astoundingchanges that are underway. It is no longerwishful thinking; Abu Dhabi is nowinternationally recognised as a gateway to the Arab world. Coupled with itsunsurpassed luxury facilities, its geographicaladvantage has helped the Palace emerge asthe hotel of choice for the glitterati and as oneof the finest conference destinations in theworld", he explains.

Stepping into interiors of the Palace,designed by KY&A, specialists in hotel, resortand spa interiors, is like entering a fairyland.Everything is breathtakingly larger than life andunmistakably stylish, yet muted. Garishness isanathema to the property and also to themodel of intelligent, eco friendly tourism thatthe Government of Abu Dhabi are planning forthe federal capital of one of the world's richestoil producing countries that is diversifying itseconomy with stealth and acumen. From themagnificent collection of 1002 chandeliersmade with Swarovski's premier Strausscrystals, to the decorations of gold leaf and thefinest marble, the property has a rarified aurathat cannot fail to impress even the mosthardened of luxury hotel aficionados.

The superb appointments in its fourPresidential suites, 16 Palace suites, 40Khaleej suites and 302 luxury rooms combinethe ultimate in Arabian regal splendour withcutting- edge technology and memorableservice too. "In this day and age whencompetition can kill, hoteliers must ensure atouch of uniqueness in everything they offer.From the calibre and preparedness of the staff,

to the quality and choice of the F&B outlets, tothe mod cons as well, no detail can beoverlooked", Massoud says.

Dedicated to anticipating the diverse needsof its guests, a thoughtful provision of languagepreference to operate the advanced hotelmultimedia system, is a testament to theglobalised identity of its guests. This includes atouch screen control panel that allows guestsfull control of all room appliances such aslights, air-conditioning and in-roomentertainment including 50-inch plasmascreens in rooms and 61-inch plasma screensin the suites. Interactive TV with high speedinternet access and the unparalleled butlerservice for each room make a stay at thePalace a memorable experience and one witha human dimension too. Our butler's friendlyand competent ministrations made the staymore accessible in a manageably rarified way.

With gourmet dining an integral aspect ofluxury hospitality, the Emirates Palace boasts of a wide array of elaborate cuisines to tickle the most jaded palate. As many as 170chefs work in 128 kitchens and pantries thatserve a variety of exotic cuisines from acrossthe world including Iranian, seafood, Italian,Arabic, and Asian cuisine in internationallybranded specialty restaurants, relaxinglounges and cafes.

With Abu Dhabi projecting itself as aninternational hub for trade, commerce andindustrial markets, the Emirates Palace is theideal spot for conventions, meetings andbanquets of all sizes. The very best intechnology, facilities, equipment and servicestaff weave together the perfect setting,blending the best Arabian aura with a patina ofluxury and competence. When it comes tomeetings, incentives and conferencerequirements, The Emirates Palace cancustomise the layout and equipment settingaccording to client's requirements. This

Noel Massoud, General Manager


flexibility makes it the ideal setting both for a large convention or an intimate business meeting.

And when it comes to getting together for business, nobody does it better than them. Boasting a world class array ofconference facilities and venues, the Emirates Palace International ConferenceCentre houses an auditorium with fixed seating for 1,200 guests, a main ballroom that can hold up to 2000, an extensive

range of 40 meeting rooms, a high-techbusiness centre and a media centre to boot.Six large terraces and a variety of pre-functionareas provide tranquil locales for breaks,cocktail receptions and banquets. Set in its 100 hectares of beautifully landscaped parkwith several open lawns, it also offersspectacular outdoor venues for gala dinnersand creative events. "We have had numerousfunctions on a grand scale, ranging from theGCC Summit and the World Leadership

Summit, to the Young Arab Leadersconference as well as host of opera shows, live concerts and more" he says. "The name ofthe game is to proceed with precision whilstallowing for the human touch to shine through",he adds.

Whether for business or leisure, enjoying the ample facilities cannot be easier. A relaxing stroll on the serene stretch of secludedbeach, a couple of laps in either of the twoswimming pools, a brisk workout in one of the


two state of the art fitness centres or a game of tennis under the tutelage of resident tennis professional Dermot O'Grady.Even children can have the time of their lives -a colourful, action-packed play zoneguarantees fun for them, and for children aged14 and above, an energy zone simulatesextreme sports like wind surfing, para-glidingand climbing.

Even though it is just one km away from thecity centre, shopping is always a temptation to

be indulged in thanks to the hotel's in-house boutiques that have just the right selection of designer item for every type of guest.

Adding to the exhaustive list of its fabulous enticements, this haven of comfort isall the more sought after as it is located nearmany major business quarters, shopping mallsand local attractions. Easily accessible frommajor international gateways through AbuDhabi and Dubai International Airports, small

wonder then that the world's who's who havebeen dazzled by the splendour and hospitalityof the Emirates Palace. The beauty andenduring appeal of the Emirates Palacethough, is that it never fails to lend its caringservice to anyone who comes to stay - eventhe humblest like me can get to live like a kingfor a day.

Tel: +9712 690 9000www.emiratespalace.com

Mezzaluna Miracles


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Once you have passed through the gilded porticos of the EmiratesPalace and been guided to the restaurant by throngs of helpful staff, thesetting of the 60 cover signature eatery is a surprise. Managing to staytrue to the theme of the hotel's grandiose interior décor replete withmarble, Doric columns and gilt, the Italian theme superimposed on topof it thanks to custom drawn tromp d'oieils of Italian scenic spotsreminds diners just how closely art and food reside in the hearts ofItalians and Italian aficionados alike.

Mezzaluna has a feel of being well run from the moment you areushered in and led to your table. With professional staff who clearlyknow the product on hand to serve you, a copious trolley is pulled nextto the table where a wide selection of olive oils and aged balsamicvinegars to dip into your bread and warm 'grissini' are proffered. As ifwine tasting were not sufficient, the different attributes of these agedcondiments are discussed in exhaustive detail, with insights on theregions of Italy they hail from. We were recommended a lemon flavouredoil from the Umbrian town of 'Spoleto' - and vinegar called 'Il Pregiato'

Of a culinary level undiscovered elsewhere in the UAE -whether you visiting Abu Dhabi or are a resident - a visitto Mezzaluna is the epitome of a gourmet experience thatelevates Italian cuisine to haute cuisine.

Chef Luigi Piu


which was so smooth and mellow you couldbe forgiven for sipping on it like an aperitif.Small dishes are placed on the table as anaccompaniment, olive paste and a salmontartar topped by a warm scallop and somecaviar. In keeping with good Italian tradition,butter is not served with bread, but generouscrumblings of Parmigiano Grana Padana, the parmesan cheese staple that gratedgraces most pasta dishes and that in chunkstastes like heaven.

Like all things in life you only get one shot at making a good impression, and we

were off to a good start.Another special touch is that Chef Luigi Piu'

a culinary virtuoso who has lived and cookedin three continents, makes a point to comeover to every table for a lively discussion about the menu. It is well worth taking up onhis offer to select dishes and personallysupervise the preparation. Don't overdo it onthe bread though, it could ruin what is about to come.

With the Emirates Palace since it openedtwo years ago, this is the third time he hasworked in Abu Dhabi. Originally from Sardinia,

his style of cooking was shaped on the Costa Smeralda, the playground ofEurope's multi millionaires who demand thebest. Chef Luigi then added to his skills byworking at many of the large hotel chains in the Far East, before joining Emirates Palace. Of the countries he has worked in, he rates Singapore's level of cuisine as the most advanced. "However with AbuDhabi opening the floodgates to tourism,quality is improving rapidly as greater choice and discernment is at the core of core of the affluent traveller segment that


we are attracting," he explains. The toughest challenge for a chef is not to

deliver superb dishes consistently, but also todevelop a style of cooking with a strong Italiantheme that appeals to all with a twist of the experimental to keep it lively and innovative for the novelty hungry too. Each dish we had was extremely tasty, and sinfully rich, with the secret lying within thesauces that went with each.

In all we had six courses. The second waswhite asparagus with chives in a savouryfondue of Fontina Cheese, followed by a ravioli

stuffed with mushrooms, ricotta and spinach ona bed of melted cheese topped with aParmesan cheese 'disk' topped with pan friedgoose liver pate. The fourth course was seabass on a bed of fresh green peas puree, andgravy of strained lobster, followed by lambcutlets and polenta and a delicately craftedpotato vol au vent stuffed with a porcinimushroom sauce.

The taste of each of the courses wasabsolutely exquisite; nouvelle cuisineall'italiana, with artistically crafted dishes thatdelivered an authentic flavour with a promise of

yet more flavoursome surprises to come. A selection of three delicious favourites:

Tiramisu, panna cotta and a crème brulee was a fitting grand finale fit for anyone with ahearty appetite and absolutely tendenciestowards guilt.

The meandering stroll through the hotel was a blessing after such a wonderful meal. It meant you did not feel so remorseful afterhaving indulged like a prince after all.

Tel: +9712 690 9000www.emiratespalace.com


Blending modernity and tradition


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As beautiful Abu Dhabi beckons visitors for businessand pleasure, much of the credit for making the capitalof the UAE a destination of choice would go to theleading hospitality group, the Abu Dhabi National Hotels.

Sheraton Resort & Towers - Abu Dhabi

With a range of inter-connecting businessesunder its umbrella, Abu Dhabi National Hotels(ADNH) offers visitors all that they need fromthe minute they step out of the airport. Indeed,a visitor might have begun to get a taste of itliterally mid-air as one of ADNH's corebusinesses is in-flight catering.

With hotels being its flagship venture, thegamut of its businesses spans all sectors ofthe leisure and hospitality industry. It owns four

5-star hotels in Abu Dhabi and Al Ainincluding The Hilton Abu Dhabi, The Hilton AlAin, Sheraton Abu Dhabi Resort & Towers andLe Meridien Abu Dhabi. It also owns andmanages nine executive hotels under its ALDIAR division. It has additional interests in overseas properties in Egypt and Morocco.

ADNH also runs successful catering, transportation and tourismoperations and manages the award-winning

“ We have the tools, the vision and thedetermination to find the best

ways of maximising Abu Dhabi’s vast potentialacross all areas of the rapidly

evolving leisure and hospitality industry”.H.E. Khalifa Nasser Bin Huwaileel Al Mansoori,

Chairman, Abu Dhabi National Hotels


duty-free complex at Abu DhabiInternational Airport and in Al Ain. It has also diversified into the crucial field of cleaningservices and maintains a cleanand hygienic environment atoffices, airports, hotels and manyother establishments.

Founded in 1978 as a

shareholding company with three hotels purchased from the government, ADNH hassteadily grown in both size and diversity. With a clear vision to achieve its mission ofbeing the leading player in thehotels segment, it has strategically diversified into

associated businesses.H.E. Khalifa Nasser Bin

Huwaileel Al Mansoori is theChairman of the Board ofDirectors which takes vital policymeasures on planning andbusiness strategy. A key elementof its growth springs from thepower vested with executives of

each division to respond tosituations and take quickdecisions to ensure the smoothoperation of the company.

In recognition of itscommitment to qualitymanagement, ADNH wasawarded the I.S.O. 9001:2000 inNovember 2004.


Swimming pool at Le Meridien Hotel - Abu Dhabi

GGRROOWWTTHH CCUURRVVEEADNH's joint venture with UKbased Compass PLC, the world'slargest catering and servicescompany, has brought togetherthe local strength of ADNH withthe global expertise and reach of Compass. This hasenabled ADNH Compass to

spread its operations throughoutthe region including UAE, Oman,Iran, Iraq, Lebanon, Egypt,Kuwait, Saudi Arabia, Qatar and Bahrain.

From royal weddings to feedingoff-shore workers, this division has several prestigious contracts.It provides millions of meals

annually to educationalinstitutions, defense and civilianhospitals, onshore and offshoreaccommodation camps andplatforms associated with thepetroleum and gas industry, andislands in the Arabian Gulf. It alsoprovides in-flight catering at twointernational airports and services

at clubs and leisure centres.

ADNH Compass also providescleaning, maintenance and facilitymanagement options to a varietyof companies. It provides a rangeof services to in-flight catering,clubs and recreation centers andmanages the Hili Fun City in


Eden Spa & Health Club at Le Meridien - Abu Dhabi

Al Ain. ADNH Compass manages the duty-freecomplexes at both Abu Dhabi and Al AinInternational Airports.

Sunshine Tours is ADNH's tourism divisionand is equipped with state-of-the-artcommunication and transportation facilities.With its world-class ground operating facilitiesand 24 hour assistance at the airport, it has led the robust growth of the tourism sector inthe UAE.

Sunshine Tours offers a wide selection ofcity & heritage tours, from a simple visit to the Empty Quarter to watch the sunset todesert safaris, dhow cruise, camel racing and falconry.

Leveraging emerging opportunities,Sunshine Tours has teamed up with Egypt

based Travco to set up a new joint venturenamed ADNH Travco. ADNH Travco isdeveloping new travel, tourism and hospitalityrelated projects in Abu Dhabi and Al Ain, andwould later expand into other regions. The newcompany will also organise tours in the UAEand the Middle East.

Al Ghazal Transportation is a major player in the burgeoning business and tourism industry and has boosted the travelinfrastructure of Abu Dhabi and theneighboring Emirates. Besides liveried taxi and chauffeur services, it leases fleets and cars. With its large fleet of buses andcoaches, it meets the transport needs ofseveral local institutions and also providespublic transportation.

SSUURRGGIINNGG AAHHEEAADDThe future promises to add more feathers to ADNH's cap. It is investing around AED 700 million (US $190 million) indeveloping a five-star destination resort onSaadiyat Island - the Middle East's largestsingle natural island lying 500 metres offshorefrom the UAE capital city.

The resort, hailed by Khalifa Nasser BinHuwaileel Al Mansoori, Chairman, ADNH, as"a flagship addition to the growing ADNHportfolio" will boast a 400,000 square feet hotelwith 400 rooms and will be managed by aninternational hotel operator. The resort onSaadiyat Island, which means 'Island ofHappiness' in Arabic, is scheduled to open inthe second quarter of 2009.


Vasco’s at Hilton - Abu Dhabi


- ADNH is redeveloping the former Gulf Hotel property into a new J.W. Marriott Resort and Spa waterfront resortin Abu Dhabi. It also aims to appeal tocorporate travelers with an array ofmodern business facilities. The project isdue for completion in mid 2008.

- ADNH is also developing a newBusinessmen's Hotel in the new Capital Centre which is part of the AbuDhabi National Exhibition Centre's new complex.

- ADNH is expanding its portfolio into the emirate of Dubai, with The SofitelJumeirah Beach Hotel and Resort close to

Dubai Media city, Internet city, AmericanUniversity and Emirates Golf Club. This 30-storey hotel tower rising from a 4-storey podium will have 450 rooms andis just a 30 minute drive from DubaiInternational Airport.

- ADNH will also be managing a newproperty in Dubai called Aldiar Al Barshawhich is due to open shortly.

- ADNH has put in place a well-structuredsupport system to enable cost effectivedevelopment of its many businessdivisions. A small team of specialists offer a variety of support services thevarious divisions. While each division is

encouraged to drive their individualbusinesses, they are encouraged to share best practices and support acrossthe company.

- ADNH attributes its success to thesuccessful marriage of modernmanagement principles with the Arabictraditions of hospitality, tolerance andpeace. As it fulfils its mission of developing modern, competitive andquality businesses, it draws strength from the rich cultural heritage of the Arab World.

Tel: +9712 444 7228www.adnh.com

A rare pearl of hospitality


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As a part of the Danat Hotels and Resorts brand under the managementof the National Corporation for Tourism and Hotels, welcome to the firstfive-star boutique hotel in Abu Dhabi. Steadfast in its commitment toproviding its guests the ultimate in service, luxury and quality, Al Rahatakes hospitality to a higher level.


Perfectly situated in verdant landscaped gardens on the Al RahaCorniche, overlooking the azure waters of the Arabian Gulf, this haven of a property is the ideal place to relax and unwind with friends andfamily or to hold a corporate event with elegance and style. At only 25 minutes from the city centre, 10 minutes from the Abu DhabiInternational Airport and 45 minutes from Jumeirah (Dubai), this jewelwill impress even the most discerning traveller.

GGuueesstt SSeerrvviicceess aanndd FFaacciilliittiieess- 24-Hour Reception and Concierge Service- 24-Hour Room Service- Kids Club and Playground- Child Care Services (On Request)- Business Centre- Shopping Arcade- Beauty Salon and Barber Shop- Florist- Laundry and Dry Cleaning Services- Hotel Marina and Boating Club- Car Rental- Travel and Tours Office

AA wwoorrlldd ooff ccoommffoorrtt With 110 deluxe rooms and suites, including four executive, twodiplomatic and five royal suites, the most spacious and elegantlyappointed rooms in the country, the Al Raha Beach Hotel provides aunique accommodation option.

In keeping with our high standards, all or our accommodation istastefully and comfortably furnished, together with superb amenities thatensure guests both a relaxed and memorable stay.

The two, three and four bedroom villas provide a perfect alternativefor those seeking five-star hotel services and the privacy of home. Thevillas and their surrounding areas provide seclusion and privacy withtheir own clubhouse, outdoor swimming pool and beach. With marbledcorridors, distinctive woodwork and furniture, private living rooms, diningrooms and kitchens, the villas provide for an unrivalled experience of ahome away from home.

CCuulliinnaarryy ddeelliigghhttss aanndd eenntteerrttaaiinnmmeenntt rreeddiissccoovveerreedd From the informal settings of the La Piscine Pool and Beach Bar to the serene and magical environment of the Al Manzil and the variedtheme nights of the Sevilla Restaurant or the Viennese experience ofCafé Mozart, each of the hotel's outlets provides for a delectableinternational fare.

Enjoy a sundowner in luxurious comfort while experiencing themagnificent views of the sun setting over the warm Arabian Gulf from theelegant Black Pearl Piano Bar. Styled with opulence in mind, andboasting a variety of exciting live entertainment, the Black Pearl is theplace to be for an entertaining evening.

Rub shoulders with the region's fashionable elite at the chic andstylish Enigma Nightclub. Experience top International DJ's spinning thelatest in cutting-edge music at this two-level exclusive venue.

SSeerreenniittyy aanndd wweellllbbeeiinngg Pure indulgence would be the best way to describe our Body & SoulHealth Club facilities. With two spectacular outdoor pools, indoor pool,aquamedic pool, a state-of-the-art gym and fitness center, squashcourts, steam, sauna rooms, Jacuzzi and a relaxing and invigoratingrange of massages and treatments the hotel promises an exceptionalsense of wellbeing.

The Beauty and Soul Spa and Recreation facility, on the third floor, is for the exclusive use of guests staying in the suites and on theExecutive Floor.- 900 metres of Private Sandy Beach- Water Sport Activities- Golf Courses (nearby)- Vitality Clinic

BBuussiinneessss SSccooppee With a dedicated team of professionals combined with one of the most refined venues and state-of-the-art equipment, the hotel offers a perfect destination for high profile business or social events.

With a range of options such as private meeting rooms, outdoorgardens and the Abu Dhabi Grand Ballroom accommodating up to 500 persons, we promise not only to deliver the best, but to exceed your expectations.

By retaining a balance of contemporary design and traditionalArabian hospitality, Al Raha Beach Hotel is a welcoming world ofdifference, providing a perfect and unique experience.

Tel: +9712 508 0555www.alrahabeach.ae

CHAPTER 3 TRAVEL, CULTURE & HERITAGE

“Kind greetings and warm hospitality are the essence of the authentic Arabian values,and it is with these values that we open our hearts to tourists and guests from all

around the world. From this point of view, we certainly believe that tourism plays afundamental role in creating more solid and profound friendships, also enhancing and

encouraging fine intentions and understanding among different people.”H.H. Sheikh Sultan Bin Tahnoon Al Nahyan, Director General, Abu Dhabi Tourism Authority

Taking to the Skies


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Ever since Etihad Airways first took to the skies in November 2003 the UAE’s national airline has been makingheadlines across the world. Etihad made its intentions clear from the very beginning by placing an order worth US$8 billion for 29 Airbus and Boeing aircraft. In June 2007 Etihad announced a further order with Airbus for 12 new A340-600 and A330 aircraft worth US $2.2 billion.


The rate at which Etihad has expanded its network ofinternational flights in such a short period of time isunprecedented in the global aviation industry. Currently it offers flights to 44 destinations across Asia, Africa, Australia,Europe and North America.

In 2006 Etihad reached the milestone of launching astaggering 36 new routes in just 36 months. Etihad’s networknow includes European gateways such as London, Geneva,Munich, Paris and Brussels. The Indian subcontinent is wellserved, with Etihad operating frequent flights to ninedestinations in Bangladesh, Pakistan and India.

The Abu Dhabi-based airline has expanded its operationseastwards with flights to Sydney and Kuala Lumpur launched inthe first three months of 2007, joining the established services toManila, Jakarta, and Bangkok.

During 2007 Etihad also launched services to key businessand leisure destinations which include Dublin, Milan, Brisbaneand Singapore as well as the popular southern Indian cities ofKochi and Thiruvananthapuram.

As an Arabian carrier, Etihad has also ensured that it serves the people and communities across the region. Theairline offers flights to 11 capital cities in the Levant and MiddleEast, which can connect with long haul cities such as New Yorkand Toronto.

Not only is each Etihad aircraft state-of-the-art, but so too isthe in-flight product. Whether in Diamond Zone (first class),Pearl Zone (business) or Coral Zone (economy), each Guest isafforded the very best in comfort, cuisine and entertainment.

Offering some of the largest personal TV screens in theindustry, and with more than 250 music albums, 70 internationalfeature-length films and 400 hours of entertainment, air travelhas never been so enjoyable.

This enhancement of in-flight travel has caught the eye of the industry and for three consecutive years Etihad Airwayshas been awarded the title of the World’s Leading New Airlineand for the first time in 2006 the world’s leading flat-bed seat at the prestigious World Travel Awards. In May 2007 Etihad built on that success by winning the title of the Middle East’sleading airline.

Etihad also continues to be a major supporter of internationalevents and exhibitions in the UAE and Arabian Gulf, and is nowcommitted to supporting Formula 1 Grand Prix racing and is alead sponsor of the prestigious Abu Dhabi Golf Championship.

By supporting international events in Abu Dhabi, Etihadcontinues to highlight the capital’s ideal geographical location,pleasant climate and safe environment. This year, 2007, will be Etihad’s fourth year of service and the airline is lookingforward to carrying more people into and out of Abu Dhabi asthe UAE’s capital city develops as a world-class leisure andbusiness destination.

www.etihadairways.com



EEttiihhaadd’’ss aawwaarrdd--wwiinnnniinngg FFllaatt BBuussiinneessss BBeedd,, PPeeaarrll ZZoonnee

Retail Flying High


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


ADDF is not only known for itsoutstanding promotions, top qualitystores and superior service but isalso renowned for its innovativedesigns. The interior featuresresemble a futuristic satellite andsimilar to a mushroom shape which rises up from the floor to theceiling in changing colours of blueand green - giving the impression ofa seamless structure formed fromone material.

The colours are inspired from the greenery of Abu Dhabi's palmtrees and oasis cities and theproximity to the blue of the ArabianGulf. This unique designundoubtedly makes the duty freearea an attraction in itself as youarrive, depart or transit through AbuDhabi International Airport.

Over the years ADDF's various refurbishments, renovationsand extensions have increased theretail space offering from just sixshops to the current area of over5,000 square metres. Wellresearched and designed, ADDFlays claim to have pioneered the'shop-in-shop' concept in the region, providing dedicated corners for various prestigiousinternational brands.

The range of outlets available atADDF is vast, with an offering of allthe top names in fashion,fragrances, cosmetics, confectioneryand many more, which creates alavish shopping experience for all.Other popular duty free items suchas gold and jewellery, electronicitems, local antiques and souvenirsare also available. Small purchaseitems such as books,pharmaceuticals and toiletries canalso be bought.

AArrrriivvaall SShhooppThe arrival shop and arrivalsbusiness in general is one of the

fastest growing elements in theworldwide duty free industry, with100 square metres of retail spaceadjacent to the luggage collectionarea, ADDF hopes that the outletprovides travellers, either waiting fortheir luggage, or those wishing topurchase goods at the end of ajourney (thereby avoiding have tocarry them in transit) an alternateduty free option.”

TTeerrmmiinnaall 22With three duty free areas in what is a dedicated terminal forflights to and from the Sub-Continent, the terminal includes anarrival store, a landside shop and, of course, a large duty free area in departures.

TTeerrmmiinnaall 11AAA mixed category of merchandisecan be found here in a 150 squaremetre retail area stocking everythingfrom food and chocolates, beautyproducts, toys, and gifts.

TThhee ""BBiigg TTiicckkeett""ADDF is famed for its excitingpromotions, competitions and prize draws and the most popular of them all - The "Big Ticket" - enters into its 15th anniversary year in 2007.

With a total prize fund of AED1,500,000 (USD 407,830), tickets areavailable for only AED 500 (USD136) and give the ticket holder 10chances of winning. The first prizeamounting to AED 1,000,000 (USD271, 887) with the remaining cashprizes are divided from theremaining fund among the other 14winners, in a descending order.Tickets can be purchasedthroughout the airport.

Tel: +9712 575 7818www.abudhabidutyfree.ae

A Royal experience


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In an industry that is growing regionally each year by roughly 37 percent, the appeal of business aviation is being discovered by increasingnumbers of corporations and high-net worth individuals who appreciatethe immediacy of convenience it provides. Basking in luxury at 30,000 ftis definitely alluring, but so are its other advantages. In an increasinglyglobalised economy where time, flexibility, access to remote destinationsand security is crucial, does private aviation have the true valuepropositions to really take off?

Your Flight

'Time is money' is an old adage that has foundnew relevance in this jet setting age, wherepeople work hard, play even harder and wantto do so in comfort. Clearly therefore, theappeal of private jet travel is undeniable, whenit comes to luxury travel it doesn't matter howflat your flat bed is or how luxurious the firstclass lounge, you still have to deal withinconvenient downside of commercial travel. It is not surprising therefore that the demandsof the discerning and time-stretched travellerare increasingly being met by flying on aprivate jet.

Combining all the positive elements ofcommercial travel with the benefits of private jet travel, some aviation chartercompanies know how to upgrade comfort into luxury. Royal Jet is a case in point. An executive flight services companythat is a joint ownership between the AmiriFlight of Abu Dhabi and Abu Dhabi Aviation,welcome to a 100% UAE government owned company capable of offering customers unparalleled access to their large fleet of private aircraft withuncompromising levels of service, safety and payment flexibility.

Royal Jet started operations with one officeand one BBJ aircraft based at Abu DhabiInternational Airport in May 2003. Today RoyalJet offices are dotted across the GCC and newaircrafts are added to the existing fleet roughlyevery five months. From starting off as aregional player, it is now part of the coterie oftop international executive air charter services.Guest confidentiality, smiling customer careand high standards of safety are only threereasons why Royal Jet's success has soaredhigh in the skies.

FFoouurr ddiissttiinnccttiivvee sseerrvviicceess::

VVIIPP aaiirrccrraafftt cchhaarrtteerrRoyal Jets guests clearly come from the high profile segment, ranging fromdignitaries to business people. The economicboom within the country, and generally in theGCC region, has increased the demand forcharter aircraft considerably and this hasresulted in Royal Jet tripling its capacity withinthe first year of its operations. Its own fleetcomprises Boeing Business Jet, Gulfstream300 and Challenger (CL300) in addition toother managed aircraft. In addition, guestshave the privilege of choosing their ownschedule, destination, in-flight entertainment,on board catering, their preferred means ofairport transfers. Attention to detail by Royal Jetensures that guests spend their timepampered to the hilt by the crew. With theRoyal Jet personal VIP terminal and two private lounges with direct access to the VIPramp too, who could ask for more?

RRooyyaall MMeedd Medical evacuation, which means flying guestson medical emergencies is undertaken by

Royal Jet with such alacrity and care that in the first year of operations alone they havecarried out 200 evacuations. The crew isespecially trained to ensure care in flyingpatients and with the flight being able to takeoff within three hours of flight confirmation addsto the prompt reaction time. Suited not only forindividuals but also for hospitals, embassies,medical insurance providers and touroperators - anyone can avail of this life savingservice. All flights are coordinated andseamless efficiency adding to the comfortlevels of international patient transfers. RoyalMed's team of qualified aeromedical doctors isspecialized in critical care medicine and thenursing staff is trained across neonatal,pediatric and adult clinical disciplines. Theultra modern fleet of long range aircraft,extensive range of critical care airworthyapproved equipment and luxurious interiorsmake the flight as comfortable as possibleeven for critical patients.

FFiixxeedd BBaassee OOppeerraattiioonnss Royal Jet handles all executive aircraft landingin Abu Dhabi through its VIP terminal at AbuDhabi Aviation. Top of the range passengerand pilot facilities, combined with premiermaintenance capabilities are Royal Jet'sunique features. Royal Jet's FBO offers a 'quickturn around' service for clients requiring atechnical stop-over on their way from the FarEast to Europe, or vice versa.

AAiirrccrraafftt mmaaiinntteennaannccee,, ssaalleess aanndd aaccqquuiissiittiioonnccoonnssuullttaannccyyTurnkey solutions such as aircraft maintenancecustomized to suit the needs of the customeroffers great flexibility to individual owners andat the same time results in tremendous costcutting as a professional company like RoyalJet offers economies of scale.

Tel: +9712 505 1500www.royaljetgroup.com


Foundation Fosters Hope


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With astute economic policies that have provided thefoundations for impressive growth in all sectors, the UAEfinds itself in an enviable position. The GDP growth rate,estimated at 8.2 percent annually, has fuelled all roundconfidence in the non-oil services sector. Positive economicindicators notwithstanding, what do you do when you haveone of the world's deepest pockets and the desire tochange lives for the better?

Why not start a philanthropicorganisation that creates aplatform for the creation of a newrange of social, educational andcommunity opportunities for thepeople of the UAE?

This is exactly what HH SheikhMohammed Bin Zayed Al Nahyan,Abu Dhabi Crown Prince, didwhen he created the EmiratesFoundation in 2005. TheFoundation is a development ofthe philanthropic legacy of the lateSheikh Zayed Bin Sultan AlNahyan who, over his 20 years asPresident of the UAE, hadelevated the concept ofcommunity benefit to anadvanced level.

The Foundation's Chairman isHH Sheikh Mansour Bin Zayed AlNahyan, UAE Minister ofPresidential Affairs. He has said:"Our country is reaching newheights of prosperity; innovativeeconomic and social policies haveresulted in unprecedented growthand development.

"This prosperity presents agreat opportunity to pool theresources of the public andprivate sectors to improve thequality of life for the people of theUAE. We are proud of our nation'ssuccess and we are committed toa brighter future".

Clearly, the Foundation canmake a direct contribution to this'brighter future' as the gradualinflow of funds ensures effectivedevelopment and implementationof its plans -- engaging individualsand groups throughout the UAE to usher in a new era of jointachievement.

The Emirates Foundationextends financial and technicalsupport in five areas - Education,Science & Technology, Arts &Culture Social Development aswell as EnvironmentalDevelopment - and represents theculmination of a multi-sector effortto address some of the importantsocial needs of, and articulate

community goals for, our 2.4million-strong population.

With rapid demographic growth and socio-economicdiversification spurred on by oil-related wealth, the traditionalculture of the region -- evolvedgently over centuries -- has beenpropelled into fast forward mode.Despite the consequentopportunities and newfoundprosperity for many, the price paidby the people, the environmentand the nation as a whole, hasbeen higher than expected.

An effort is now under way toredress imbalances caused bythis fast pace of development,while preserving the roots ofEmirati social culture and itsdelicate environment. At the sametime, the government wants tosupply the necessary tools tofoster innovation, research andever-increasing learningopportunities: the hallmarks of adeveloping nation that has entered maturity.

Ahmed Ali Al Sayegh,Managing Director of the EmiratesFoundation, summarises theFoundation's role. "We developnational initiatives to helpimplement a wide range of social,educational and motivationalactivities for the benefit of thecommunity. The Foundationexecutes this strategy, which isderived from the wise leadershipof the country for the welfare of its citizens."

As a not-for-profit organisation, headquartered in Abu Dhabi, the EmiratesFoundation acts as the governingbody for an endowment fundcapitalized by both the public and private sectors.

The Foundation's programmesrange from support for autisticchildren in Ras Al Khaimah andfunding for a drug rehabilitation'halfway house' - to the strategic'Tawteen' Initiative (to provide UAEnationals with the right skills,

motivation and careeropportunities) and the equallystrategic 'Takatof' volunteerprogramme, designed toencourage and channel the spiritof doing good for others amongyoung Emiratis.

Omar Saif Ghobash, DeputyCEO, explained the Foundation'smission, which is to "encourageand stimulate increased socialconsciousness, acting as a forumfor active participation betweenthe private and public sectors forthe benefit of the community." Itparticularly aims to increaseaccess to cultural, educationaland technological resources, andto foster increased participation incivic life, he added.

The Emirates Foundation isgoverned by a nine-memberBoard of Directors, whichmaintains broad authority over itsoperations. The distinguishedBoard of Trustees serves in anadvisory capacity, providingspecialised counsel to theDirectors on programmeobjectives and general policy. The Trustees are internationallyrenowned experts in philanthropyand all areas of interest for the Foundation.

The funds raised to date are being used to develop,enhance and maintain a diverserange of innovative community-based initiatives in the areas ofEducation, Science andTechnology, Arts and Culture, Social Development and

Environmental Development. Examples of the Foundation's

projects, such as both Tawteenand Takatof, involve large-scalepublic participation, where citizensparticipate in considerablenumbers. All its activities aredesigned to benefit the broader public both directly and indirectly.

Active contributors of funds tothe Foundation include many ofthe leading public and privateorganisations in the UAE, as wellas a number of multi-nationalswhich have long relationships withboth government and people.

At the heart of the EmiratesFoundation is the well-being ofevery citizen.

This 'philanthropic organisationwith a difference' seeks to enablethem to develop potential andactivate useful roles within thecommunity - especially the young.By offering citizens increasedparticipation in the community, theFoundation engenders changethrough thoughtful, focusedpractical measures.

The UAE has always thrived onpartnership and collaboration. Theambition of the EmiratesFoundation is to grow itspartnership with both UAE public and private sectors - andreplicate this national successstory across the entirephilanthropic spectrum.

Tel: +9712 616 7705www.emiratesfoundation.ae


Emirates Foundation Senior Team


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Visionary Founder of ADMAF, H. E. Hoda Kanoo

The Cairo Symphony Orchestra displays the quality of their musical abilities which has been made available to the young nationals in order to inspire creative thinking and to build cultural andeducational horizons with the world.

The Abu Dhabi Music and Arts

Foundation (ADMAF) was established in

1996 to advance classical music,

the arts, education, culture and creativity

among the nationals and residents of Abu

Dhabi by developing art, cultural and

educational programmes with leading

national, international organisations

institutions and individuals.

ADMAF offers premiere events including

exhibitions and concerts and has created

the successful, annual Abu Dhabi

Classical Music Festival for the enjoyment

of the discerning public.

(ADMAF is sponsored by Mubadala)

Abu Dhabi Music & Arts Foundation


Under the Patronage of H. H. Sheikh Mohamed bin Zayed Al Nahyan, and with H. E. Sheikh Nahyan Mubarak Al Nahyan President and Patron of ADMAF, ADMAF offers awards to outstandingNational Univerity students to support and promote the young national talent in the fields of visual and performing arts.

Flavours of the Emirates


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With exotic gourmet delights like Khanfarosh, Lokaimat, Sagu, Jazariya andBalalit, lamb kabsah with jarrish, chicken tajine and saffron couscous,regional cuisine is very much a communal experience. With diners sittingtogether on the floor sharing from large patters, it is as diverse as the socialand ethnic origins of the UAE. Reflecting the variety of cultural influencesthat the country has experienced over the centuries, traditional Emiraticooking consists primarily of dates, fresh and dried fish, both camel meatas well as milk. However, typically Lebanese cuisine, with its grilled meatsand characteristic dips, has been embraced whole-heartedly by all.


Dishes are served together, notas separate courses and atypical meal consists of slowcooked spiced lamb on top of abed of warm rice, with otheraccompaniments ranging fromHummus, ful (spiced beanpaste), falafel, and shawurmah(shwarma; broiled meat servedon flat bread) as well as stuffedvine leaves and other Arabianfare. In addition to dishesstandard to the Arab world, theinfluence of Iranian cuisine canbe seen in the Emiratipreference for rice as a stapleand ingredients such as saffron,cardamom, and rose water asflavouring in desserts. Thetraditional dish of Meshawah,made of dried fish and spices,and eaten with bread or riceand usually mixed with onions,bears an Iranian influence too.

Like in other countries of theregion, the preference is forlamb and chicken, and freshfruits, vegetables andunleavened bread (khubz) arestaple fare. Numerous spicesare used for flavouring. In theolden days, these would helpconceal the taste of less thanfresh produce. Wheras todayblends such as baharat (mixed spice that is acombination of cumin, cloves,coriander, nutmeg, pepper andcinnamon) is popular as thebase for many preparations.

Immigrants have broughttheir culinary tastes with themand thanks to the LevantineArabs; Lebanese food hasbecome an integral part ofEmirati cuisine. So too hasSouth Asian fare, as Indiansand Pakistanis have always had strong links to Gulfregion, bringing their foods andspices to fill the souks with theirappetizing aromas.

Whilst restaurants serveevery hue of Arabic, westernand oriental cuisine, the bestplace to eat wholesome Emiraticuisine is at home. Meals intraditional homes are socialoccasions where the wholefamily gathers. Even when lowtables and chairs are used,shared platters and eating together by using the right handare the norm.

A remnant of the Bedouinmentality, what really givesEmiratis pleasure is in

extending hospitality. And ifguests are around at mealtimes, they are invited to join inthe traditional mansaf of wholelamb and spiced rice. The mealis laid out on trays foreverybody to help themselves.Most homes have receptionrooms or Majlis whose solepurpose is to serve meals toguests on special occasions.

At breakfast, the first meal ofthe day is light and tasty.Starting with Balaleet, which isvermicelli fried with eggs,onions, cinnamon, sugar, oiland saffron, followed by Khubskhameera, a bread-likepreparation made with saffronand sesame seed. This couldbe eaten on its own or withhoney, date syrup or evencheese spread. This could befollowed by Arsiya which ismade from cracked wheat andcooked in meat. It has asavoury taste with aconsistency like porridge.

Each meal has to end with asweet; at breakfast it would befried dough balls eaten withdate syrup, lugaimat, or dates.All of it washed down by thedrink Arabs favour the most -ghawah, the hot and strongArabic coffee.

Drinking coffee is an integralpart of Arab culture and is ahabit that is indulged everywhere, from the humblest caféto the palaces. In the past,coffeehouses were the mainmeeting places in the Gulf. Acup of coffee was usuallyfollowed by a turn at the gaduo,the traditional smoking pipeshared by men folk.

Served on many occasionsand if offered, it is gracious toaccept. As a symbolicextension of welcome, coffee isserved black and is usuallyflavoured with cardamom orcloves. Indeed, Arabs lovespices and every imaginablespice can be found in the spicestreets or atarinehs.

Freshly ground and servedwith cardamom, Arabic coffeeis served in tiny cups with nohandles. The cup must be heldby the right hand and theserver will constantly replenishthe cup. Shaking the cup fromside to side indicates thatenough has been drunk.

Milk and dairy products play

a strong role in the Emirati diet. Camel's milk, as muchas its meat, was a staple food for the Bedouin andenabled small populations to occupy and makeeconomic use of the extensive desert regions. Inmodern times, camels are reared chiefly for racingand no longer used for food supply and transport. Butcamel milk is still consumed by Emiratis and somefamilies keep a camel for milk in the family compound.The milk is drunk as a fresh drink, haleeb.

Haleeb Ghanam, Haleeb Kharouf - Goat's andSheep's milk is processed into laban, raab, labneh,chami, dihn/zibda, samn and kami/bathith forimmediate consumption as well as commercialpurposes. These are still available at local marketsthough production is now concentrated on the rearingof goats and sheep for meat.

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

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



Riding high


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The origin of the Arabian horse remains a great zoological mystery.Although this unique breed has had a distinctive national identity forcenturies, its history nevertheless is full of subtleties, complexities andcontradictions. It defies simple interpretation. Historians suggest thisunique breed originated in the southwestern part of Arabia, offeringsupporting evidence that the three great river beds in this area providednatural wild pastures and were the centers in which Arabian horsesappeared as undomesticated creatures to the early inhabitants ofsouthwestern Arabia.

Because the interior of the Arabian Peninsula hasbeen dry for approximately 10,000 years, it wouldhave been difficult, if not impossible, for horses toexist in that arid land without the aid of man. Thedomestication of the camel in about 3500 B.C.provided the Bedouins (nomadic inhabitants ofthe Middle East desert regions) with means oftransport and sustenance needed to survive theperils of life in central Arabia, an area into whichthey ventured about 2500 B.C. At that time theytook with them the prototype of the modernArabian horse. There can be little dispute,however, that the Arabian horse has proved to be,throughout recorded history, an original breed-which remains to this very day. Neither sacred norprofane, history tells us the country where thehorse was first domesticated, or whether he wasfirst used for work or riding. He probably wasused for both purposes in very early times and invarious parts of the world. We know that by 1500B.C. the people of the east had obtained greatmastery over their hot-blooded horses which werethe forerunners of the breed which eventuallybecame known as "Arabian".

About 3500 years ago the hot-blooded horseassumed the role of king-maker in the east,including the valley of the Nile and beyond,changing human history and the face of the

world. Through him the Egyptians were madeaware of the vast world beyond their ownborders. The Pharaohs were able to extend theEgyptian empire by harnessing the horse to theirchariots and relying on his power and courage.

With his help, societies of such distant landsas the Indus Valley civilizations were united withMesopotamian cultures. The empires of theHurrians, Hittites, Kassites, Assyrians,Babylonians, Persians and others rose and fellunder his thundering hooves. His strength madepossible the initial concepts of a cooperativeuniversal society, such as the Roman Empire.

This hot blooded horse which had flourishedunder the Semitic people of the east now reachedits zenith of fame as the horse of the "Arabs". TheBedouin horse breeders were fanatic aboutkeeping the blood of their desert steedsabsolutely pure, and through line-breeding andinbreeding, celebrated strains evolved whichwere particularly prized for distinguishingcharacteristics and qualities. The mare evolved as the Bedouin's most treasuredpossession. The harsh desert environmentensured that only the strongest and keenesthorse survived, and it was responsible for manyof the physical characteristics distinguishing thebreed to this day.


Garden City of the Gulf


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Set in an area of natural oases, Al Ain meaning 'spring' in Arabic is afertile and historic city located in the emirate of Abu Dhabi. Adjoiningthe Omani border, it is easily accessible via freeways from Abu Dhabiand Dubai. The three cities - each approximately 150 km from eachother - form a geographic triangle in the centre of the country.

Al Ain Museum


Continually populated since 2500 and 2000BC, Al Ain gets its namefrom the supply of fresh water that springs up from the plains aheadof the Omani mountains. The fourth largest city in the UAE, it is oftenreferred to as the 'Garden City of the Gulf' and deservedly so, as ithas abundant green cover across 100 square kilometres. Numerousparks, tree-lined avenues and ornamental roundabouts have beenthoughtfully created within the city and to further safeguard the greenimage of the city, new buildings can go no higher than four floors.

Traditionally an important stopping point on the nomadic routeused by traders traveling to an from Oman, the striking feature is thatall this greenery - as much as 100 million assorted trees and 18

million date palms- thrives on a combination of reprocessedwaste-water and desalinated water. The precious groundwater is the main supply for humanconsumption.

Al Ain holds a special place inthe hearts of the Emiratis, as it isthe birthplace of Sheikh Zayed binSultan Al Nahyan, the first Presidentof the United Arab Emirates. HisHighness initiated the process ofreclaiming desert land andtransforming it into a thriving habitatthat is both beautiful and useable.His successor as President, SheikhKhalifa Bin Zayed Al Nahyan,continues to build on his father'slegacy and retains a deep interestin Al Ain.

Historically, it was known as the'Buraimi Oasis' and is central to thecultural heritage of the country as ithas been continuously inhabited forover four thousand years, thanks tothe numerous underground watersprings in the area. Today the nameBuraimi refers to the Omani townwhose urban area merges with thatof Al Ain. Until recently, Al Ain andBuraimi enjoyed an open border,though today all individuals mustclear immigrations both enteringand leaving the UAE.

With numerous historical fortsbuilt in the 19th century, Al Ain isrich with traces of its traditionalpast, including camel racing andbreeding areas as well as theancient falaj system of irrigation that is still in use in some areas.Distributing underground water by a network of tunnels emerginginto open channels whose flow can be directed and regulated, the Falaj system is was prevalent in the Arabian region until quite recently.

Al Ain has a more authenticArabic flavour compared to largerand more cosmopolitan cities of theEmirates as it has a higherproportion of Emirati nationals thanother cities in the country. Themajority of its residents though areexpatriates particularly from theIndian sub-continent.

This compact, low-rise citysurrounded by widely spreadresidential neighbourhoods,interspersed by parks, palaces anddate palm groves, is an importantservices centre catering also toOman. Two major shoppingcentres, Al Ain Mall and Al JimiMall, as well as traditional souks areflanked by universities and medical

schools - making Al Ain a populardestination for academics fromworldwide.

Industry is growing, though it isstill small scale, and includes a softdrink bottling plant and a cementworks. Service industries such ascar sales, mechanics and otherartisans are located in the areaknown as Sanaiya. Social andgovernmental infrastructure is goodand includes United Arab EmiratesUniversity, Higher Colleges ofTechnology, well-equipped medicalfacilities, a teaching hospital atTawam, military training areas andthe Al Ain International Airport too.

Al Ain is home to a major festivalof classical music and is a touristdestination. While it has the highestsummer temperatures in thecountry, the dry desert air is freefrom the coastal humidity of thelarger cities. Many Emirati nationalsin Abu Dhabi have holiday housesin the city making it a popularweekend destination for familiesfrom the federal capital. The Al AinOasis in the city centre, the FunCity amusement park, a zoo, the AlAin National Museum, the Al AinPalace Museum, several restoredforts and the Hili archaeologicalsite, dating back to the Bronze Ageare all popular places to visit.

The most fascinating naturalattraction is the Jebel Hafeet, a1340-metre high limestone monolith that provides spectacularviews across the border betweenthe UAE and Oman. A modernthree lane highway leads to thesummit that has the royal palaceand picnic areas. There are alsohot spring spa pools at the base,and the entire mountain ishoneycombed with passagewaysthat are a favourite with pot-holers.

Recreational activities areplentiful - from tennis, racquetball,squash, horseback riding, rugbyfootball, swimming and even ice-skating as well as ice hockey. Thecity has its own successful football(soccer) club, Al Ain FC and onecan watch the footballers practiceand play. The favourite pastime ofboth Emiratis and expatriates alikeis sipping coffee either in thenumerous coffee shops or at theShisha cafes.

The overall ambience of Al Ain iscalm and relaxing. Offering a realsense of traditional Arabia, itrepresents a must-see attraction inevery visitor's itinerary.


Al Ain National Museum

TThhee CCaammeell aanndd LLiivveessttoocckk SSoouukkssAl Ain Camel souk is the last market of its kind in the UAE. Offering arare chance to see an ancient trade, it is an experience not to bemissed. Little here appears to have changed in centuries. You canwitness traders from across the UAE and Oman bargaining anddiscussing the merits of their prized camels on view in makeshiftenclosures. There is a real bustle at the livestock souk, where tradersbuy and sell goats and sheep. The best time to see these masters ofthe art of haggling at work is in the early morning.

JJeebbeell HHaaffeeeettOverlooking Al Ain and dominating the skyline is Jebel Hafeet, risingsharply form the desert floor to a height of 1,300 metres. The excellentroad to the summit has several observation points offering spectacularpanoramas in all directions. Perching just 300 metres short of the peak,the five-star Mercure Grand Hotel (www.mercure.com) commandsbreathtaking views from its restaurants. From the summit itself thevistas extend for miles across the desert plains and scrubland, red andgold dunes, green oases, cragged wadis and the rugged Hajarmountain range. The views at night of Al Ain and surrounding area aremagical.

AAyynn AAll FFaayyddaahh aanndd tthhee GGrreeeenn MMuubbaazzzzaarraahhThe grassy expanse of Ain Al Faydah natural spring spa and theGreen Mubazzarah tourism resort lie at the base of Jebel Hafeet. Thisis a popular family picnic spot and has a number of small bathingplaces that make use of the natural hot water that comes to the surfacein the area.

WWaaddii MMaaddbbaahhContaining the highest waterfall in the UAE, this wadi lies some 30kilometres east of Al Ain City, but the serenity of these unspoiltsurroundings make the trip worthwhile. It has pools that stay fresh andclean all year round and is a beautiful spot to swim, rest or make campfor the night. The area is also an attractive spot for rock climbers.

AAll AAiinn NNaattiioonnaall MMuusseeuummLocated in Sultan bin Zayed Street, this museum has an extensivearchaeological and ethnographical collection, including somespectacular second millennium gold pendants and an important coincollection. Reconstruction of a majilis and traditional living bring thepast to life. The museum has a large collection of gifts received by thelate president, Sheikh Zayed, from visiting statesmen. It also has areconstruction of the Grand Hili tomb with its rock engravings.

AAll AAiinn FFoorrttssBirthplace of the late President, Sheikh Zayed, Jahili Fort holds aspecial place in Al Ain's history. Carefully maintained and notable for itsimpressive main turret on four levels, the fort is surrounded bybeautiful, landscaped gardens. The Eastern Fort is located within thecompound of Al Ain Museum. Built in 1910, it is surrounded by a wallwith four watchtowers. Cannon flank the entrance door. Among theother interesting forts in the Al Ain region are Muhairib Fort, MuwaijiFort, Hili Fort, Rumeilah Fort, Mazyad Fort and Murabba Fort. Some ofthe forts, but not all are accessible to the public. Another historicstructure worth mention is the Old Prison, offering a fine view of the city.

HHiillii AArrcchhaaeeoollooggiiccaall PPaarrkkSome 10 kilometres north of the city center, Hili Archaelogical Park isthe location of a large number of Bronze Age and Iron Age sites datingfrom c.2500 BC to 400 BC. Perhaps the best known of the manyarchaeological sites is the Grand Tomb, a circular construction of 10.5metres in diameter. It has three walls creating four interior chambers.The remains of more than 200 individuals were recovered from within,along with dozens of ceramic and soft stone vessels. The tomb alsofeatures two famous 5,000-year -old petroglyphs - one of two peopleand an oryx, another of two cheetahs cathching a gazelle.


Wadi Madbah

CHAPTER 4 MALLS & LUXURY LIFESTYLES

“I love luxury. And luxury lies not in richness and ornateness but in the absence of vulgarity. Vulgarity is the ugliest word in our language. I stay in the game to fight it.”

Coco Chanel, French Fashion Designer

Mall allure


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The fast changing scenario in the retail sector the worldover has impacted the booming Abu Dhabi economy andthe mall culture has changed the way the local populationand the expatriates shop.


The wholesale and the retail sector have both been on an upswing for the last three years, with Abu Dhabi registering13 percent increase. Most sales happen at the swish shopping centres which seem to have grabbed the largest portion ofthe retail pie.

What is causing this upward trend? It isthe building of the flashy malls where notonly the business of shopping but also theleisure entertainment in these malls that isattracting the upwardly mobile gen-nextwith huge disposable incomes.

In the years to come, with the Abu Dhabi tourism ministry focusing onattracting tourists in large numbers, thingscan only get better.

It is very clear that the change in the AbuDhabi retail skyline is significant as it ismoving away from the local baqalashopping on weekdays to weekend mallpurchases in bulk.

The shift from the conventional path tothe more aggressive mall culture path ishappening fast. Malls like the Marina Mallhave set the trend and other retailers havequickly tagged on to this trend.

AAvveerraaggee ssppeennddThe spending habits of the local populationis a cheering prospect for retailers. With aper capita income $20,000 per annum, theaverage family spends 18% on food,beverage and cigarettes, 8.5% on clothingand footwear, 7% on furniture andhousehold goods and 16% on recreation.

The new malls provide a variety ofshops, hypermarkets and recreationfacilities - from alpine theme parks, skislopes, ice rinks and eateries, to bowlingalleys, cinemas and kids play areas. Retail International estimates that retailactivity in Abu Dhabi will touch an extremely satisfying figure of Dh719bn($1.96bn) by 2009.

MMaallll ccuullttuurreeThis culture is not something new to AbuDhabi as the first supermarket chainSpinneys-Abu Dhabi opened its firstsupermarket in the emirates way back in1961. Over the years it has maintained itstraditional supermarket business model. It isnow relocated in the upmarket Khalidiyadistrict and in the Al Ain mall.

KKeeyy ppllaayyeerrssA number of new projects are currentlyunderway in Abu Dhabi, but the four keyplayers at present are: the Abu Dhabi Mall,the Marina Mall, Madinat Zeyad ShoppingCentre and al-Ain Mall.

Here, Abu Dhabi-based EMKE Group'sLulu Supermarkets and Lulu Centres tend tohave the lowest prices and acomprehensive stock that make themattractive for both the Asians and Filipinos.

EMKE Group currently operates in theGulf Cooperation Council, GCC zone, with46 shopping centres and hypermarkets. Itspecialises in mammoth projects from the80,000 sqm Khalidiya Mall to the 139,000sqm Al-Wahada mall. The BaniyasShopping Centre, 30 km south of AbuDhabi on the al-Ain Road, is 56,000 sqm.Aldar Properties' Al-Raha Beach resort hasa 30,000 sqm shopping mall.

The expanded Marina Mall has anadditional 40,000 sqm over the previous70,000 sqm of gross leasable area.Carrefour's addition of Al-Jimi piles on27,000 sqm totalling 17,173 sqm.

FFoooottffaallllAbu Dhabi Mall estimates that it gets 35,000visitors each day going up to 50,000 in ahigh-season weekend.

CChhaannggiinngg sscceennaarriiooWith an energized development all round,retail in Abu Dhabi is being carried alongupstream. New malls do not detract fromstrong current players, as the market hasenough room for all.

MMooddeerrnniissaattiioonn ddrriivveeWhile Abu Dhabi's strip-malls and baqalas are bravely holding out, its oldcentral market has yielded way; many small baqalas have grown into mini-supermarkets. The baqalas continue to bepopular; their ground floor location arehugely strategic, their long opening hoursand free home-delivery services are a boonto the single males.

The new souq that's coming up in theplace of the Central Market is built in thetraditional style, but is part of a complex that has luxury office space, top of the linehotels, branded-retail outlets and eaterieswith a large car park.

Retail International estimates that retailactivity in Abu Dhabi will reach Dh719bn($1.96bn) by 2009, far behind Dubai'sestimated Dh27.8bn ($7.57bn), but enoughto keep retailers at all levels in business.

''CCaarrppeett'' bbaasshhiinnggEven as the malls are making theirpresence felt in a significant way in AbuDhabi, the carpet retailers are facing a very different challenge. Not that thedemand for carpets is dwindling but the supply side is hit as the carpetweavers in Iran are moving away from theirtraditional roles wanting easier and betterpaid work and the Afghan refugees havegone home to work in reconstruction tomake a living.

Carpet sellers bemoan the difficulty in getting supplies and so do locals who tend to buy carpets as wedding gifts or for their own use especially when they redecorate.

Shopping Redefined


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As popular as ever, the lush landscape and dry weather continue to makethe Oasis of Al Ain the preferred destination for short breaks andweekends for UAE residents and tourists alike. Simultaneously, resident'sbuying habits are rapidly progressing towards sophisticated consumption,following market trends from neighbouring emirates. This is why malldevelopment is evolving rapidly in the so-called ‘garden city’, in line withthese growing consumer expectations.

The carefully selected mix of tenants andthe generosity of the allocated spaceswere instrumental in making Al Ain Mallthe success it is today. With variedlifestyle options underscoring the mall'stheme, the concept was to ensuresufficient activities for all family membersto spend a pleasant time at leisure in asafe and secure environment. Alwayspushing for innovation, Al FaridaInvestment Company, owner and operatorof Al Ain Mall continues to invest in R&Dto identify shopper's needs and fastmoving consumer trends. The ongoingcoordination and close communicationwith Mall tenants paves the way tocontinued improvement of this retailproposition through the implementation ofcomprehensive marketing programmesheaded by 'My Mall', a leading loyaltyprogram with 6000 subscribers. By giving away valuable prizes on amonthly basis, who knows who the luckywinner of the HUMMER H3 on display inthe main Mall Plaza may be - all theingredients are available in Al Ain Mall tomake the shopping experience enjoyableand unique.

In line with changing times, a newtrade culture is born in Al Ain, the city that once had the Souk as itsshoppers destination.

With the introduction of technology andstate of the art management systems, it isa shared belief that the industry'schallenge will always remain in the handsof the increasingly discerning consumers.They form the success of any business,men and women that develop thebusiness and who buy into the businesstoo. The task of Mall developers is tosatisfy customers and everyone toconsistently achieve optimum results.

Despite the opportunities, this is noeasy task. In recent years, the retail sectorhas seen unprecedented growththroughout the UAE. A boom in retaildevelopment that will continue changingthe shopping experience is underway.This year, several projects wereannounced in both the public and the


Al Ain Mall is the product of extensive market research that defines consumer perception, target audience, product values, all thestrategies that lead to strong branding and the establishment of a strong corporate identity.

H. E. Sheikh Hamed Bin Ahmed Al Hamed, CEO & Managing Director

private sectors in Al Ain. These developmentsinclude large shopping centres, five star hotels, mixed-use integrated projects and anindustrial city.

Following on from its own growth model, Al AinMall is now completing the planning of a newextension that will add more quality retail space tothe existing mix. The construction is wellunderway for a fast-track completion that will beready by the first quarter of 2010. With dedicatedmarketing teams busy concluding agreementswith various sources in the industry, the result willbe attracting tourists and individuals to Al Ain cityas well as to Al Ain Mall.

Supporting this exciting retail expansion, is theambitious expansion plan that will generate ahigher flight frequency of Al Ain InternationalAirport. Since Al Farida's diversified property

portfolio includes hotels in Dubai and Abu Dhabi,it seems only natural to feature Al Ain on theInternational Touring Map too.

Like all industries, the Mall business isadaptable and can quickly improve the sellingproposition, the presentation and even theproduct to suit evolving needs. Since each erabrings with it creative new ideas and thetechnology to support it, it is in Al Farida's valuesto embrace change by providing operationalefficiencies and product enhancement at everylevel. With market surveys and research is theguiding light to keep their management strategiesfresh and contemporary at all times, the only wayforward is onwards and upwards.

Tel: +9713 766 0333www.alainmall.net

Garments full of grace


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The abaya, whether beaded, sequinned, embroidered or simply plain,makes an elegant fashion statement that cannot be ignored. Take aglimpse of the variety and range of styles; cuts, fabrics and work thatadorn the all-so-enveloping garment that's full of grace.


A must have in every urban national woman's wardrobe; theabaya has an interesting but short history: around four decadesago, the long, flowing black garb was a relatively unknown item ofclothing. However, when the trend caught on, the humble abayachanged the very face of fashion. Today, it is a garment moreadmired than the jalebiya. What is the abaya? An abaya is a long-sleeved, floor-length, loose, usually black, garment worn overother clothing when a woman leaves the protection of her home. It

is worn with a headscarf (hijab) andsometimes with a veil (niqab).

Traditionally, Arab women inneighbouring countries wore a'sarwal' or the commonly known'shalwar', from the Indian sub-continent. Over this was worn a longtunic-like garment - the jalebiya,which is heavily adorned withembroidery at the yoke and sleeves,and is available in various colours.Though at times it could appear tobe garish and tastes may vary from person to person, it still remains an integral part of the attire. Over all of this was worn theabaya which stayed simple andminimalist in its design. In contrastthe women of the UAE only wore thejalebiya, and a 'shehla' - a headscarf. The married women wore a'burqha' as well.

It was only in the sixties that thefashion across the borders beganinfluencing the UAE. Incidentally,another spin-off of the rapiddevelopment was the easy access toa new range of fabrics frominternational markets. It was not longbefore tailors in the UAE attemptedto make abayas, easing thedependence on imports. They began

to create matching shehlas too.Initially, the abayas were simple, butdown the years they began acquiringa whole new look. Fashion designersbegan creating niches forthemselves, with innovative designs.As they are always black, the gold,silver and other colourful threadsused in the embroidery make themlook more graceful. In the early days, abayas were generally madeof thick materials, including jute, butthe wealthier families used silkimported from Iran.

Today, you see them in lighter and easy-to-handle materials suchas viscose, georgette, silk, chiffonand polyester. Some are downrightdiaphanous, and many of them areexpertly pinned and tucked tosuggestively show off the shapesbeneath. The basic shape has alsochanged. From two pieces of clothjoined horizontally which the wearercould use to cover her face andbody, the abaya has evolved into anattire which makes a fashionstatement. Whatever the materialused for the abaya, the women of theArabian land use colourful jalebiyasbeneath that all-enveloping abayaand its ultra feminine shehla.

Clouds of Kudos

La Casa del Habano, UAE's exclusive provider of the world's finest cigars,offers its distinguished clientele a simple yet clear declaration of socialkudos and quality combined.

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The UAE boasted 59,000 millionaires in 2005, up12% from 2004. This means that with luxuryresidences, superior shopping centres andtechnologically progressive industries flourishing throughout the nation, a certainlifestyle is to be had that embodies refinementand of course, wealth.

While the rapid growth UAE has experiencedto date is a relatively new phenomenon, earlyplayers such as the pioneering FMCG marketingand distribution company, Baqer MohebiEstablishment (BME) has looked ahead,cementing its reputation as provider of high-endproducts and consumables. A local and regionalleader in the FMCG industry and the namebehind leading products from corporate giantsDanone and Kimberly-Clark, its been operatingsince 1931. Already a veteran in this young andthriving Emirate - BME has continuouslydiversified its interests and expanded its range,region and core business. Today, this family-runbusiness has risen from humble beginnings in

the souk to become a national and regionalinstitution promoting and catering to elitebranding and tastes.

We are all familiar with the image: designeroutfits, fabulous accessories, luxury sports cars,a premier residence and an active social life.The basic characteristics of Abu Dhabi'ssuccessful, these underline "I've arrived!" andcan all be perfectly accented with a simpleaccessory...the iconic Cuban cigar. UAE'sdiscerning gentlemen and more and more ladiesneed only turn to one place… La Casa delHabano, UAE's exclusive provider of the world'sfinest cigars. As a division of the tobacco retailarm of BME, La Casa del Habano offers itsdistinguished clientele a simple yet cleardeclaration of social kudos, first class serviceand quality combined.

Six years ago La Casa del Habano openedits flagship store at one of Dubai's premieraddresses, the Emirates Towers shoppingboulevard. In under a decade, the brand has


strengthened with six additional locationsthroughout the UAE, Oman and Iran andthe largest Casa in the world destined forthe Walk at the Jumeirah BeachResidence. BME's expansion plansclearly indicate the increasing popularityof Cuban cigars affording cigar smokersthe ease, convenience and selection that come with a first grade product and service.

In 2004, the chairman of the group, Dr.Zainal Mohebi, was awarded the title of'Habano Man of the Year' in the businesscategory. Mohammed Mohebi, CEO ofZainal Mohebi Group received thisaccolade on behalf of his father who wasthe passionate inspiration behind thegroup's success.

In typical Mohebi fashion and Cuban tradition, La Casa del Habanodeeply respects the intricacies andpersonal selection process of each of its 'family members'.

"Habano enthusiasts can explore theirpassion in our in-store lounge," explainsBME's general manager, S.H. Siadat.Each store is equipped with a cigarlounge for clientele to experience andsavour the aromatic lure of the famedCuban cigar. To further ensure utmostquality and knowledge of each individualcigar, BME implements strict climatecontrol in each location and all retail staffare required to undergo training andrefresher courses to keep abreast ofdevelopments taking place in Cuba andthe cigar industry. Likewise, thedistribution division of BME trains all hoteland restaurant staff in the art of storing,cutting and serving a cigar.

As for health concerns, "Cigarsmoking is a passion - not a habit. It's adelicate relationship and clients are veryparticular. They enjoy seeing aprofessional cutting and preparing thecigar for them to savour the exquisitepleasure properly" explains Siadat.

According to him, no textbook

description can be applied to cigarsmokers. A cigar smoker is as "diverse asthe streets of Dubai and as intense as thestreets of Havana." A love for Cubancigars stems from a desire to experiencea rich and pure tradition that is asintriguing as it is simple, a tradition thatdates back 500 years and is exquisitelypreserved today with over 160 millioncigars produced by hand every year andencased in a signature wooden box.

With an astounding 38 brands ofHabanos available to choose from andglobal trends heralding a smoke-free era,the UAE seems headed in the samedirection. Siadat is not worried. Hebelieves that true cigar aficionados willremain true and simply adapt their life-styles to ensure the continued anduninterrupted pleasure of a Habano.

As a testament to this confidence,BME plans to extend its innovativemarketing and advertising campaignsthrough cigar-inspired events and themenights in close collaboration with thehospitality industry. He goes on to assure us that UAE's transient expatriatesociety on the go is not a problem,because outbound numbers pale in com-parison to the multitudes choosing UAEas their base.

With approximately 59,000 millionairescurrently residing in UAE today andthousands more aspiring to enjoy thecity's distinct privileges, Habanos and all the fineries of life, image andsocial discernment show no signs ofdwindling. Where industrial citiesworldwide exist beneath a thick blackcloud of smog, the clouds above AbuDhabi's glistening skyline are laced withan intoxicating aroma redolent withsuccess and fulfilment. Heaven orHavana, UAE and La Casa del Habanooffer a slice of both.

Tel: +9712 644 1505www.lacasadelhabano.cu

Dr. Zainal Mohebi Chairman - Zainal Mohebi Group

Mohammed MohebiCEO - Zainal Mohebi Group


CHAPTER 5 DESIGN & INTERIORS

“You are always innovating when you are an interior designer. You never do the same thing twice,

which is thrilling.”Tamara Mehyar

General Manager, Foyer Décor

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There is no doubt that within the next ten years, Abu Dhabi's face willtransform, with billions of Dirhams of new real estate set to renew thefederal capital into expanses of glittering glass, bricks and mortar. Not onlya boom for investors, multiply these buildings with the numbers of blankwalls and empty windows inside, and you have some idea of the sheerscale of interior design possibilities. One of the leading companies raisingthe bar on interior design standards is Foyer Décor, a company that isowned and run by Emad Al Khalidy and Tamara Mehyar a dynamic couplethat have an eye for beauty and a good sense of business.


Walking in some of Abu Dhabi's richly coloured havens with graceful,curved lines, fabrics in daring colours and textures, it could be that you arestanding in one of Foyer Décor's creations.

Tamara began her career as an architect, but found the time spanbetween design and finished product tiresome: "I'm impatient, and I likethat in design I can see returns on my ideas within four months, not fouryears. I also have always loved colours and fabrics, and I discovered Iwas good at it," she says from behind her desk, which is piled with fabricsamples, architectural drawings, and catalogues from the latest collectionsin Milan and other design centres.

The change in career focus took her to Paris' esteemed Ecole Boulle fora degree in design. Tamara's aptitude for the technical side, an

understanding of construction techniques and materials, and sophisticatedcreative flare helped catapult Foyer to the forefront of interior design in AbuDhabi. Backed up with Emad's Business and Financial background FoyerDécor was established in 2003 with only three employees, the companynow employs 35 professionals other than labourers and has doubled itsworkspace. Foyer has also bought its own wood manufacturing facility in2006, a 2200 sqm wood factory that will concentrate on producing high-end decorative wooden work.

Foyer Décor's designs are coveted by the elite of Abu Dhabi society,and members of the Royal Family are among its clientele. Its clients listspreads out to also include major corporate names as well as manygovernmental offices. “Villas, palaces and other large-scale residentialprojects create a lot of challenge for the vast amount of creative freedomthey provide”, says Tamara. But to create a corporate identity for acorporation is not an easy task.” Among younger clients, she says, “thereis a willingness to experiment with colours and materials - sumptuousdrapery, cutting-edge Italian furniture using materials such as gold, exoticwoods and even fur. Foyer Decor older clients prefer the French and ItalianClassic styles, but even within this rubric, Foyer Decor's trademark ofmodern flourish is incorporated so that the antique furniture and thick rugsstill exist within an airy, open space.” The company provides a 'turnkey'service, where bare walls and floors are transformed into fully functional,comfortable and luxurious interiors. Besides residential, corporate andgovernmental interiors, Foyer's other specialty and mainstay is industrialdesign, which can incorporate interesting challenges. For instance, for achildren's psychiatric hospital, plans had to incorporate scientific researchabout the psychological effect of colour and architectural shapes - no fierytones, no sharp corners or harsh edges.

Foyer has also expanded into the retail design sector, and includesamong its clientele a large number of shops in Abu Dhabi. In retail design,the trend is toward a modernist look at which Foyer excels: clean lines,lightwoods and stainless steel.

Foyer Wood Factory is the backbone of Foyer Décor contracting asmanufacturing its own product allows for complete assurance of the bestquality, as well as the ability to respect the time frames and deadlines ofany project. To further integrate the unique vision of Foyer Décor a fullteam of gypsum craftsmen and painters are amongst its list of employees.Foyer Décor trading is another part of the company which is involved inproviding furniture for the educational and hospitality sectors. To stayahead of trends and make sure she can provide the best quality

accessories and furniture for her clients, Tamara travels to tradeshows in Italy, Germany, France and China every year, and hascreated alliances with major companies from Europe and the Far East.

Although Tamara welcomes the breadth of new design and interiorcontracting firms cropping up, she is concerned about quality andprofessionalism. She lists Foyer's strengths: "our designs are reallydifferent, we respect deadlines and stick to them and When we saysomething will be done, we do it."

When the dust settles on the construction sites and the last curtainis hung in Abu Dhabi's new developments, a new design ethos maybe born, and Foyer Décor will be in the vanguard.

Tel: +9712 627 5562www.foyeruae.com

Tamara Mehyar & Emad Al Khalidi

Colour me beautiful

Whatever the size of the massive real estate developmentsthat will change the face of Abu Dhabi over the next fewyears, Gulf Paints will have them covered – literally - in over3000 colours.


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Based in Al Ain, the company gave Dubai’s Arabian Ranches its naturalbuff shade, and won exclusive contracts in projects across the Emirates,such as Dubai Silicon Oasis, the Abu Dhabi Heritage Park, and Al AinMall. Construction giants Al Dar, Izama and Nakheel are among thecompany’s customers.

Gulf Paints’ General Manager Hisham Al Gussain is confident that hiscompany will play a large part in Abu Dhabi’s architectural future. Hestates that in his four-year tenure, the company has grown 100 percent,which he attributes to their ongoing commitment to improving the qualityof their product.

A team of laboratory staff, including chemists and technicians,continuously experiment with innovative solutions to improve paintquality, and each formula and exterior finish is moreover designed towithstand the extreme weather conditions of the UAE. This hardiness isbeneficial in other countries to which Gulf Paints exports, such as SaudiArabia, Qatar and now Afghanistan.

Al Gussain proudly leads a tour of his brand-new paint factory,scheduled to go into production in Autumn 2006. “The facility is fullyautomated and will require only 12 employees to produce the barrels ofpaint that sit on-site awaiting shipment to all parts of the GCC. It isincredible that this building can produce the numerous finishes andcolours that Gulf Paints offers,” he explains. The actual mixing is donewith a sophisticated colour-matching computer in a later process.

In effect, any colour a designer can dream up can be custom-mixedto personalised satisfaction. The most popular shades are those thatcompliment that UAE’s desert landscape, such as the peaches andterracotta’s of many villa compounds, and the textured finish reminiscentof plastering.

Shortly, Gulf Paints will become one of the few UAE companies thatexport to the UK, an expansion into the heavy-duty exterior tiling thatalready graces the parking lot of Spinney’s for instance. The toughrubber of which it is made can support wear and tear from heavy traffic,and is less expensive and simpler to replace than asphalt or concrete.In extreme weather conditions, these more rigid materials can expand orcontract, causing cracks to appear in the surface and necessitatingheavy equipment and crews that will block traffic access.

Further in the future, Gulf Paints looks to the construction of a calciumsilicate factory and expansion into manufacturing complimentaryproducts such as solvents and equipment.

To keep up with the pace of growth and increased administrative


needs, plans are underway for a sophisticated glass office right on thecurrent site, nestled at the bottom of Al Ain’s Hafeet Mountain. GulfPaints is a fully integrated company, with a comprehensive IT set-up thatconnects its administrative systems to branches all over the UAE. Itsnew state of the art offices will be equipped with the latest in ITtechnology and able to accommodate the company as it grows, as it nodoubt will for the foreseeable future.

When asked about the challenges his company faces ahead, HishamAl Gussain shrugs nonchalantly. “The fact that the paints are designedhere and that the company is 100% locally owned is attractive toprospective clients in the region,” he explains, “and accounts for thenumber of exclusive contracts it has already obtained.” The companyhas been growing since 1982, received ISO certification in 1995, andhas received awards such as the H.H. Sheikh Khalifa Awards to Industryin 1999, 2000 and 2001. In short, although the real estate boom will nodoubt introduce numerous competitors for his company, he is confidentthat with a strong commitment to environmental protection and an eye toinvesting in local and international growth, he is miles ahead of the pack.

Tel: +9713 721 2888www.gulfpaints.com

Weaving Magic

Abu Dhabi National Carpet Factory, part of the ADNIPgroup of companies was founded in 2001. Since itsinception, ADNC has grown successfully to become a leadingsupplier of commercial and residential carpeting in the Gulf. It alsoholds the distinction of being the first carpet factory in Abu Dhabi.


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Starting as a manufacturer of low-end loop and cut pile wall-to-wallcarpeting, ADNC's factory now produces carpets to the higheststandards of durability and appearance, and offers outstandingcustomer value.

The factory possesses cutting-edge technology, and combined with strenuous marketing efforts, ADNC has established its position in the UAE as a leading carpet manufacturer. The factory has a strong market share with an annual output of 9.5 million sqm of carpetsand consumption of 6,000 tons of yarn annually. Since its inception,ADNC has built up a cadre of committed and dedicated staff that willassist the company in achieving its vision of being a major supplierlocally and in regional markets.

ADNC's products fall into two main categories: 'tufted' and 'woven'.These carpets are available in a wide range of colours andcombinations. The carpets can also be customised to the clients design requirements.

ADNC is also the first producer of Axminster-Woven carpets in theMiddle East and an affiliate of the British Wool Association. Axministercarpets are weaved from the finest British Wool in highly patterned cut pile and in an assortment of colours and custom designs.

ADNC's professional design team can advise on the best carpettype, create designs and supervise the production of customisedcarpeting for palaces, hotels, private residences and commercialfacilities. The team uses computerised drafting and design tools tocreate prototypes which are based on aesthetic and functional

considerations, taking into account the clients' requirements, vision andinterior design concepts.

Consolidating their position as one of the biggest wholesalesuppliers in the UAE, ADNC had recently announced the launch of its new showroom in Abu Dhabi "Galaxy Carpets" on Old Airport Rd. next to the Akai Building, as a part of factory expansion into thehigher-end hospitality sector. The showroom currently displays a widerange of carpeting solutions to suit almost every floor, environment and flooring concept. This in turn provides retail and trade customers an opportunity to explore a wide range of innovative designs anddurable carpets produced in accordance with international qualitystandards. ADNC also plans to open showrooms in Dubai, Al Ain,Sharjah and GCC.

ADNC quality management systems have been developed to ensuredefect free, long-lasting products that meet all industrial standards. Theinspection process is regularly reviewed to ensure that all carpet leavingthe factory meets ADNC standards and satisfies their customer's needsand requirements.

As Abu Dhabi, the UAE and the GCC region enter a period ofunprecedented investment, economic growth and dynamic change,ADNC is strategically positioned to take advantage of the opportunitieson offer.

Tel: +9712 551 5100www.adnipcarpet.com

CHAPTER 6 HEALTH & WELLNESS

Zayed Higher Organisation For Humanitarian Care, Special Needs & Minors Affairs - Abu Dhabi Autism Centre

“Health is a state of complete physical, mental and social well-being, and not merely the

absence of disease or infirmity.” World Health Organisation, 1948

NMC, a trusted and respected enterprise in theUnited Arab Emirates has successfully forayedinto diverse business sectors like Distribution ofPharmaceuticals, Medical-Scientific Equipmentand FMCG Brands, Financial Services,Pharmaceutical Manufacturing, FMCG,Hospitality, Information Technology, Advertising,Real Estate, Gold & Diamond Jewellery, amongothers. Today NMC stands tall as a businessleader in the region and for sculpting a destinythat has touched innumerable lives within andoutside its fold.

A pioneer in providing quality and reliablehealthcare, NMC has over the yearsconsolidated its position in the healthcare sectorand reaffirmed its commitment towards buildinga healthy society by establishing world-classhospitals across the Emirates: NMC Hospitals,Abu Dhabi and Dubai, New Medical Centre,Sharjah, National Hospital, Abu Dhabi, NewNational Medical Centre, Mussafah and the NMCSpecialty Hospital, Dubai have facilitated NMC'svision of reaching out and nurturing lives.

The latest offering from NMC, the state-of-the-art NMC Specialty Hospital, Abu Dhabi, is amulti-specialty hospital, housing cutting edgediagnostic facilities under one roof and is all setto commence operations. The hospital has beenconceived as a centre of medical excellenceoffering super specialized departments mannedby specialized doctors and experienced medicalpersonnel to offer comprehensive primary andcommunity-based care. Open 24-hours this 100bed futuristic hospital incorporates the mostmodern facilities including diagnosticequipments like the Heart Mapping System, MultiSlice CT Scan, MRI and Cardiac atheterizationLaboratory equipped with high-tech digitalimaging system and a three dimensionalarrhythmias mapping system enabling mappingand ablation of the most complex rhythmdisorders of the heart. Supported by super-specialists and health professionals withinternational experience and excellent in-patientand intensive care units, NMC Specialty Hospitaloffers unsurpassed medical care with a warmpersonal touch.

NMC Specialty Hospital, Al Ain was startedwith the objective of offering quality healthcare tothe population of Al Ain. The hospital boasts ofthe entire paraphernalia of advanced diagnosticequipment and departments covering a widespectrum of super specialties and is supportedby a well-equipped pharmacy. NMC Family

Integrating Health. DispensingSmiles.


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The dynamic leadership of H.E. Abdulla Humaid Al Mazroei, Chairmanand visionary Dr. B. R. Shetty, Managing Director & CEO, has steeredNMC over the past 30 years to pinnacles of success. The threedecades in the history of NMC have been a testimony ofdetermination, foresightedness, evolution and diversification.


Clinic, the first in a chain of 'family clinics' has startedoperations in the Jumeirah area at Sheikh Zayed Road,Dubai. NMC Family Clinic is the new complementary activity of the group to strengthen its healthcare initiatives and fulfill its objectives of corporate social responsibility.Healthcare facilities in Fujairah and other Emirates are alsounder construction.

Complementing the chain of hospitals across the Emirates,are well stocked pharmacies manned by trained andresponsive pharmacists. The pharmacies have gainedreputation and trust for their efficient supply chain fordistribution of medicines, pharmaceuticals and otheressential medical supplies.

Today NMC can lay just claim to being the only healthcareinstitution in the UAE which has truly re-defined medicalintegration. Over the years NMC has seamlessly integratedkey healthcare components which include hospitals,pharmacies, distribution of pharmaceuticals and medicalequipment, and pharmaceutical manufacturing under oneumbrella, thereby making it a one-stop destination forhealthcare services. The establishment of Neopharma, wasthe final link in the chain towards achieving total andcomplete healthcare integration.

Neopharma, Abu Dhabi's first pharmaceuticalmanufacturing plant in the first year itself, began internationalexports. This state-of-the-art facility has proved itsmanufacturing prowess and global product standards when it was awarded the Mohammed Bin Rashid Al MaktoumBusiness Award for its outstanding achievements in thesphere of pharmaceutical manufacturing.

Managing Director - Dr. BR Shetty with HH Sheikh Mohammed Bin Rashid Al Maktoum

The story of success and growth doesn't just end here for NMC. The past 30years are just a roadmap that will chart the direction towards NMC's journey ofscaling higher and bigger milestones in healthcare.

Tel: +9712 633 2255www.nmc.ae

Making Health Possible

Abu Dhabi Medical Devices Company (MEDECO) is a leadingmanufacturer both locally and regionally of medical devices,namely syringes, I.V. infusion sets, and insulin. A joint venturebetween Abu Dhabi National Industrial Projects (ADNIP) andPharmaplan of Germany, MEDECO was established in 1999 andbegan commercial production of standard syringes in 2000.


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In late 2003, MEDECO, assisted byM/s Pharmaplan GmbH (Germany),commissioned a new line dedicatedto the production of Auto-DisableSyringes (0.5 ml) and Insulinsyringes (1 ml). The aim was tomake available disposable syringesand needles that could not be usedmore than once especially duringimmunization. Today, MEDECO'snewly innovated patentedtechnology produces over 160million of these syringes annually foruse by UNICEF and Ministries ofHealth around the world.

MEDECO is a member of theInternational Association of SafeInjection Technology (IASIT) andhas been awarded the ISO9001:2000, ISO 13485:2003, CEmark and GMP (GoodManufacturing Practices).

MEDECO is the onlyWHO/UNICEF-approvedtechnology and supplier of AutoDisable Syringes worldwide. An expansion of its facilities in 2006 enabled MEDECO to triple its AD syringe production capacityin order to meet growinginternational demand.

With certification from all majorinternational qualifying bodies in its field, MEDECO operates to thehighest and up to date internationalquality standards.

MEDECO's production facility in

Abu Dhabi's industrial area is acomplex of facilities which includesthe company headquarters, 2 cleanrooms, 2 injection halls, a commonpackaging area, ETO sterilizers,three laboratories equipped with the latest test equipment using industry-standard protocols.MEDECO employs highly trained technicians who have a wide range of experience in theirrespective fields.

MEDECO’s market include theUAE, where it is a major supplier tothe UAE Ministry of Health andprivate sector clients.

Furthermore and apart fromsupplying international bodies suchas UNICEF, MEDECO currentlyexports, through its worldwidedistributor network, to GCCcountries and to over 40 countriesin Africa, the Middle East and Far East Asia.

MEDECO bases its success as a health care supplier on itsresearch, engineering, design andproduction capabilities. This includes quality management,ensuring that all MEDECO products (Auto Disable Syringes, IV cannulae IV sets and insulines) are produced to the most rigorousspecifications.

Tel: +9712 551 0111www.medeco-uae.com

Hope at hand


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This is why the UAE Red Crescent has its work well cut out. Standingout to ease lives of victims and reduce the pain of friends, brothers andaffected people, the altruistic vision of the late President, Sheikh Zayedbin Sultan Al Nahyan created the appropriate platform capable ofquickly responding to humanitarian causes. Over the years, throughselfless giving, the UAE has a prominent place thanks to itshumanitarian organisations and entities that reflect the basic generosityintrinsic of this culture.

Founded in 1983, and spending over AED 2 billion in humanitarianassistance over this time, the UAE Red Crescent underlines the UAE'shumanitarian role in regional and international arenas throughhumanitarian programmes, as well as charity and development projectsworldwide. Considered a pioneer humanitarian organisation by industryspecialists, the Red Crescent's role has greatly evolved as a result of theincrease in disasters in the world.

A milestone in the Red Crescent's progress occurred in 1983 whenH.E. Sheikh Hamdan bin Zayed Al Nahyan gave directives to executedevelopment projects to help local inhabitants in disaster-hit areas tohelp cope and access the long term tools to rebuild their lives. Facingeconomic and social challenges lying ahead, the organisation realised

that efficient humanitarian aid should be based upon those foundations -giving families the ability to earn for themselves and not merely scrapingby on donations. Consequently, people's lives in these areas developed;they were able to live in dignity.

LLooccaall iinntteerreessttThe Social Care Division in the Red Crescent caters for low-income andneedy people inside the UAE. Programmes include humanitarian andmedical aid and social sponsorships (sponsoring students, prisoners,and people with special needs). They also deal with supportinginstitutions, local projects and charity campaigns to help low incomefamilies. There are also seasonal action drives like providing breakfastfor fasting people, Iftar Zakat (alms to be paid for poor people duringRamadan), Eid dress, oblation and pilgrimage to Mecca.

EExxppaannddiinngg aabbrrooaaddThe Projects and Relief sector in the Red Crescent handles urgent aidabroad for communities hit by disasters and calamities. It alsocoordinates with the Federation of Red Cross and Crescent societiesand other humanitarian organisations. Executing charitable construction

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

and development projects through rebuilding and rehabilitation of destroyedinfrastructure in areas of conflict, these cover95 countries especially Palestine, Iraq,Lebanon, Afghanistan, Sudan and otherAfrican countries.

CCoonnssttrruuccttiioonn aanndd DDeevveellooppmmeennttSince reconstruction and rehabilitation ofinfrastructure is vital to welfare in areas hit bydisasters in order alleviate the impact of thelack of basic services on the life of people inthose areas, the Red Crescent Authority startsexecuting its development programmesimmediately after the relief operation in order tobring people's lives into normal. The bestexample of that are the construction projects inPalestine in terms of number of projects andtheir cost. They include rebuilding destroyedhouses, building and rehabilitating educational,health and service institutions as well asworship places.

OOrrpphhaannss pprrooggrraammssSponsoring orphans is another critical aspectof the organisation's remit. Thanks to enormousdonor support, the Authority succeeded inunderlining orphan's humanitarian causesaround the world. Sponsoring over 38,000orphans in the UAE and abroad, the value of

amount paid to orphans annually is aroundAED 65 million in 24 countries in Asia, Africaand Europe.

PPrroommoottiinngg VVoolluunnttaarryy WWoorrkk VVaalluueessBy depending on volunteers to execute itsprogrammes, a culture of service is fostered.Accordingly, the Volunteers Division hasstrategies to attract volunteers and train them.The Authority has been able to polish theirskills through different practical and theoreticaltraining skills. The foundation programme

includes intensive courses in confrontingdisasters, first aid, international andhumanitarian law and methods of voluntarywork. The Volunteers Division is keen to carry out the strategy of the Red Crescent to promote voluntary values among people and activate the role of volunteerstowards humanitarian cases by utilizing their unique abilities.

Tel: +9712 641 9100www.rcuae.ae


CHAPTER 7 OIL, GAS & ALTERNATIVE ENERGY

“The oil can is mightier than the sword.”

Everett Dirksen, US Politician & Commentator

Good and getting better...


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Black Gold seems to lead only to more gold and wealth for UAE andsome other lucky GGC countries. Not only has UAE seen tremendouseconomic growth and development, with massive investment intourism and the real estate industry, the stock market is also reapingthe benefits of this wealth, with buoyant indexes. Abu Dhabi, with thelargest share of natural resources, reaps the greatest benefits notonly from the revenues but also from its diversification andliberalisation programme that makes it one of the region's mostprogressive trail blazers.


With its federation made up by seven emirates, who despiteindividual economic and development policies, share a commondefense, foreign affairs, health and education governance, eachemirate has to give 50% of its revenue towards the federal budget.However, Abu Dhabi and Dubai are the only major contributors asother emirates don't have the resources to generate enough wealthalthough a taxation system has been proposed to raise the federalbudget; implementation is still a far reality.

Despite the highest GDP growth in the world, when it comes toindividual economic growth, the disparity is vast - as pointed out bythe IMF. But this surely doesn't rule out chances of a bright growthin the future. In 2004, the hydrocarbon activity was up by 3% andthe overall growth was an average 9.2% in 2002-03. Even thoughthere has been a tremendous boost and growth in manufacturing,services and construction industries with a 10% GDP, and tourism

at 21% DP, the oil industry and realestate continues to remain thedominant industry with both a 30%GDP contribution.

CChhaannggiinngg wwiitthh ttiimmee Under his rule, Sheikh Zayed binSultan Al Nahyan, managed AbuDhabi's vast oil resources verycarefully, making oil the dominantfactor in its economy. Abu DhabiInvestment Authority (ADIA)'sinvestment of the emirate's surplus oil revenues abroad hasguaranteed a steady GDP growth for Abu Dhabi every since. Even inthe unlikely scenario of dropping oilprices, Abu Dhabi's investments have made sure that they will have asusual a more than comfortablecushion. But with the new regime in place some diversification seems to be taking place, bringingAbu Dhabi into a more proactive era. Under Sheikh Khalifa and Sheikh Mohammed's rule, theEmirate's economy is clearly heading for a makeover, from aclosed investment environment one-commodity economy to adiversified economy with a liberalapproach to investment.

TTooddaayyWith an increasing demand for oil inthe international market, the prices ofoil are likely to go up, makingprospects for the UAE brighter. Butdespite this, UAE's non-oil industryalso seems to be developingpositively due to consistentinvestment in those sectors as well.

Sheikha Lubna al-Qasimi,

Economy and Planning Minister, feelspositive that the UAE's investmentsector would be the major beneficiary of a planned Free TradeAgreement (FTA) with the US, asthere will be an influx of capital fromArab and international investors eager to 'capitalise on all the perksthe FTA will offer'. Even though AbuDhabi has been able to dictate itsown pace of change in its economy,the World Trade Organisation (WTO)membership-driven liberalisationprogramme, has now added further external pressure for change.

With rising inflation, UAE doesseem to have some challenge ahead of it. Pressure is constantlybeing applied by the IMF to expand its tax base to levy corporate tax for the non-hydrocarbonsector or to introduce VAT. This is still a far reality as thefavourable tax environment seems to be an attraction for investors,residents and tourists alike, andcontinues to draw them. Abu Dhabi will likely bend towardsopening is economy anddiversification programmes.

With the new administration, theold and the new are working intogether. The highly educatedyounger nationals have becomeinvolved in decision-making positions of the government and Abu Dhabi's long-establishedkey economic institutions, namely ADNOC and ADIA. This invigorating environment gives a perfect opportunity to the Emirate to build and manage its resources.

UUAAEE''ss CCoonnssoolliiddaatteedd GGoovveerrnnmmeenntt FFiinnaanncciiaall AAccccoouunntt

22000000 22000011 22000022 22000033 22000044

TToottaall RReevveennuuee 74,386 68,633 57,218 77,012 94,415

TTaaxx 5053 6274 6881 7044 8,010

CCuussttoommss 1770 1846 1663 2449 3040

OOiill aanndd GGaass 59,978 51,648 40,926 56,738 73,322

EExxppeennddiittuurree 84,066 95,459 86,616 91,433 95,270

SSuurrpplluuss//DDeeffiicciitt 9680 -26,826 -29,398 -14,421 -855

Economic Bulletin 2004, Statistical Bulletin Jan - Mar 2005

CCuurrrreenntt cchhaalllleennggeessThe current economic growth is not only in the oil industry but in other sectors as well, hasproved to be beneficial to both the federal andindividual administration. For the first time in 20years the federal budget was in balance,following a 4.5% rise in revenues and a 4.9%decline in expenditure.

But despite this, these figures cannot be taken at face value as only 25% of the publicexpenditure that takes place in the UAE is shownin the budget figures. A good look at thecombined budgets, which includes the federalbudget and the individual emirate budgets forAbu Dhabi, Dubai and Sharjah, would give aclearer view. The rise in revenues was reported tobe from Dh77 bn ($20.97 bn) in 2003 to Dh94 bn($25.6 bn) in 2004. There was a moderate rise inExpenditure Dh91.4 bn ($24.89 bn) to Dh95.2bn($25.92 bn) during the same years, whichresulted in a sharp decline in the deficit fromDh14.4 bn ($3.92 bn) in 2003 to just Dh 55 m($151.13 m) in 2004.

Despite continued growth, education and jobsfor its young working population remains aconcern for the Government. Despiteunemployment remaining a manageable 3%, theUAE is making a move towards 'Emiratisation'programmes, to counter future skill shortagesamongst its nationals. Programmes are beingundertaken at Universities and the HigherColleges of Technology, amongst others, toensure that tomorrow's graduate emerge with theright skill sets. Certain sectors of the economyhave been targeted to provide employment andtraining opportunities for young nationals, mainlyin the banking and insurance areas.

One would think too much wealth could never

be a problem, but contrary to that, the UAECentral Bank has reported the inflation rates to beat 5-6% in 2004 while analyst believe it to bemuch higher at 10-30% for 2005, 2006 and 2007.Meanwhile the population growth of 7-8% perannum, and a shortage of accommodation andrising rents for expatriates, especially in AbuDhabi and Dubai, only adds to the pressure. In a control measure the Federal government, in March 2005 raised the salaries by 25% and15% for nationals and expatriate workersrespectively. Later in September the same year, italso increased monthly payments for socialsecurity allowances by 75% for its 67,000 UAEnational beneficiaries.

LLeeaaddiinngg tthhee wwaayyAbu Dhabi is the only oil producer in the Gulfregion which has maintained private sectorparticipation in the oil industry, with 40% of sharesof Abu Dhabi National Oil Company (ADNOC)held by the public. Through a series of 60:40partnerships in Abu Dhabi Water and ElectricityAuthority (ADWEA) projects, Abu Dhabi has been attracting considerable FDI in itsinfrastructure. In spite of these developments Abu Dhabi has not entirely opened its market to foreign participation, instead choosing to give local investors a first chance in theprivatisation of its entire water, wastewater andwaste management.

The United Arab Emirates Offsets Group(UOG), which was set up in 1992, with the aim offacilitating joint-venture projects with internationaldefense suppliers, has been another FDI pioneer.The most noteworthy feature of this programmewas the provision for companies to payliquidation charges when they could not meet

their targets, instead of becoming involved ininvestments. The UOG has sponsored majorprojects like the Dolphin Project, the Tabreeddistrict cooling system and Abu DhabiShipbuilding. Many of these projects have beenfinanced by local investors buying shares inthese new companies.

TTrreeaaddiinngg nneeww ppaatthhss Recognising diversification as a way tostrengthen its non-oil industry, Abu Dhabi hasremained deeply committed to it. With the aim of improving efficiency and reducingcompetition between state and privatecompanies, the General Holding Company(GHC), has been formed so that state assetscould be made ready for privatisation. GHC has plans to invest Dh2 bn ($544.6 m) in aniron and steel complex that would incorporate itsexisting steel plant in the Industrial City of AbuDhabi (ICAD) in readiness for privatisationAssembly and manufacture of vehiclecomponents are the other projects underconsideration. Realising the important role localinvestors can play in creating employmentthrough the establishment of small or mediumsized enterprises (SME), the government set up the Khalifa Fund in June 1995, whichwould help local entrepreneurs set up SMEs.Bidaya, a new organisation, with an initial capital of Dhs300 m ($81.69 m) will also help set up SMEs by providing financial andtechnical assistance.

Even though there has been a hugeinvestment in real estate development by localinvestors the government has been slow inliberalising this sector although the Abu Dhabigovernment has of late introduced a new


real estate law that would allow nationals to buy and sell property throughout the Emirates.This law would also enable the GCC nationals to own in designated investment areas (DIA) and foreigners can hold renewable 50 yearleases in DIA's.

Leading the way in the development stakes is a company that is jointly owned betweengovernment and private sector, called AldarProperties. It has a number of majordevelopments, like the Central Market and al-Raha beach to its credit. Sorouh Real Estate, another new public shareholdingcompany, launched Shams Abu Dhabi, a Dh20-25 bn ($5.45-6.81 bn) project, on al-Reem Island. The project will be shared jointly with private developers as well.

WWeellccoommiinngg gguueessttssWith the setting up of the Abu Dhabi TourismAuthority (ADTA) in early 2005, Abu Dhabi is setto venture into developing its tourism industry.Even though Abu Dhabi has little natural beautyto boast, its extensive coastline spotted with small beautiful islands does promise potential toattract tourists.

Keeping that in mind, the ADTA has chartedout plans to increase its hotel room capacity to25,000 from 2,500 by 2015. Along with this,private companies have been roped in to buildhotels, shopping malls and recreational facilities.The Abu Dhabi government also plans onexpanding its International Airport, enabling it tohandle 9 million passengers a year and to build anew national airline called Etihad.

TTaakkiinngg tthhee BBiigg SStteepp Individual emirate autonomy in economic anddevelopment decisions has been UAE's biggest strength. Although Abu Dhabi has amajor financial role to play in supporting thefederal budget, maintaining and developing astandard of living throughout UAE, the disparitybetween economic development of the otheremirates is apparent.

Abu Dhabi, the richest amongst the Emirateshas its rich oil resources to thank for its wealth,while in contrast Dubai whose has very little oil to depend on, has built its economy throughglobal trading, services, real estate and tourismindustry. Sharjah, the third largest andeconomically developed emirate also followeddiversification plans like real estate and tourism.Air Arabia, its low cost airline has proved to bemajor success in UAE.

The other four emirates, Ras al-Khaimah,Fujairah, Umm al-Quwain and Ajman contributejust 6% of the UAE's GDP. In an effort to changethis disparity, the federal government has nowstarted playing a proactive role in making sure ofa greater administrative efficiency throughout theUAE. This has also coincided with more effortstowards local development from their own rulersand business communities.

Ras al-Khaimah has ambitious industrial,logistics and tourism projects, with the hope ofdoubling its GDP and population, withimprovement of infrastructure taking priority. Mina Saqr, al-Jazeera and Ras al-Khaimah, itsthree ports will go through major upgradingprocess, along with its airports and road network. With the aim of improving its existingindustrial base, Ras al-Khaimah, plans to lureregional and foreign investors with a newindustrial free-zone that will offer low rentals and minimal red tape. Not only this, Ras al-Khaimah is also working on an ambitious project of building Gulf's first outdoor ski resort, which would boost its tourismsector tremendously. Even thought Umm al-Quwain and Ajman, are still taking their firststeps towards development, they are nonetheless beginning to attract the interest ofboth UAE and Gulf Cooperation Council (GCC) investors.

Both Umm al-Quwain and Ajman areventuring into real estate and tourism. Al-Salam City, an integrated residential andcommercial city with capacity to house over500,000 people, is Umm al-Quwain's majordevelopment task at the moment. On the otherhand, Ajman is treading this path carefully bybuilding al-Ameera Village, a small real estateand tourism project, before launching itselfentirely into the process.

Fujeira is capitalising on its strategicpositioning on the Indian Ocean and isdeveloping its port and oil storage facilitiesfurther. It aims to become a logistical hub for theGulf and there is even talk of building a railway,which would serve the eastern seaboard of the Gulf, right up to Saudi Arabia and Kuwait. Fujaira also boasts some of the nicest coastal scenery in the UAE, and it is rapidly developing its tourism assets.

CCoonncclluussiioonnAbu Dhabi clearly continues to be the maineconomic driver for the UAE. Its vast wealth is being used to transform its economyinto a modern 21st century city-state in its effortsto diversify away from dependency onhydrocarbons, but it is also boosting growth in the rest of the UAE by investing in the otheremirates. As main contributor to the federalbudget, Abu Dhabi is taking its developmentalrole seriously and contributing to the overallinfrastructure needs of the country. Perhaps one the most important roles it plays, which isgreatly understated, is that it ensures with its vast foreign currency surpluses generated by a healthy balance of payments surplus, that the currency remains stable and the other emirates are not constrained by foreigncurrency shortages.

The rapid economic development of the UAE can certainly be attributed to thesuccessful way in which the individual emirateshave furthered their common interests and madethe country in to one of the most successfulfederations in history.


AAbbuu DDhhaabbii''ss EEccoonnoommyy

11999999 22000022 2200003322000000 22000011

GDP 113.137 159,576 148,569 148,719 166,543Non-oil GDP 69,845 80,793 82,446 84,840 88,820Crude Oil 43,292 78,783 66,123 63,879 77,723Manufacturing 12,667 18,980 18,549 18,998 20,390Agriculture, Livestock & Fishing 6094 6567 5988 6386 6412Electricity & Water 2393 2517 2679 2845 3265Construction 8656 8420 8720 8985 9255Trade Non-oil exports 638 983 1870Non-oil imports 21,242 22,536 26,914

SSoouurrccee:: Abu Dhabi Department of Economic Indicators

Meeting power needs


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Dolphin Energy announced on July 10 2007 that natural gas from its production wells offshore Qatar was flowing to UAE customers for the first time. Thisdate marks the culmination of a visionary nine yearproject, linking the nations of Qatar, the UAE and shortly Oman in a unique regional gas grid.

Platforms DOL-1 & DOL-2 were assembled at J Ray McDermott’s yard in Jebel Ali, Dubai, then shipped by specialist barge to Qatar’s North Field for installation in early 2006.A delicate moment – maneuvering 1,000 tons of superstructures into position, to complete the DOL-1 Dolphin well platform in Qatar’s North Field.

therefore managing and supplying our own gas to ourcontracted customers, controllingevery stage of the process." In themeantime, the next challengewould be to carefully ramp upproduction, until reaching targetedpipeline throughput of 2 billionstandard cubic feet per day inearly 2008.

TThhee PPaarrttnneerrss Dolphin Energy was established inMarch 1999 as an initiative of theGovernment of the UAE Emirate ofAbu Dhabi.

The founders had alwaysconceived Dolphin as a force forinternational cooperation – onethat would unite the vision andresources of the region withmultinational capital and expertise.Total of France was accordinglyinvited to become a shareholder inDolphin Energy during 2000. Aftera further selection process,Occidental Petroleum of the USAbecame the company’s secondinternational partner in 2002.

The three Dolphin EnergyLimited shareholders areMubadala Development Company with 51 percent, andTotal and Occidental Petroleumwith 24.5 percent each. MubadalaDevelopment Company is whollyowned by the Government of Abu Dhabi.

TThhee GGrroowwiinngg DDoollpphhiinn PPiippeelliinneeNNeettwwoorrkk Dolphin Energy entered thebusiness of gas supply in January2004, when it commissioned thenatural gas pipeline that connectsAl Ain with the UAE East CoastEmirate of Fujairah. The 24 inch,182 km pipeline supplies gas tothe power and desalination plantsin Fujairah of the Union Water &Electricity Company (UWEC), tothe ultimate benefit of hundreds offarmers and scores of inland rural communities.

Initially all the gas beingdelivered to UWEC has come fromOman via a tie-in on the UAE-Oman border near Al Ain. Fromearly 2008, Dolphin will 'reversethe flow' and will thereafter supplyOman directly with up to 200,000

scf/day of its gas from Qatar,which will also reach Fujairah via Dolphin's Eastern GasDistribution System (EGDS) and Al Ain.

Dolphin Energy supplies all its customers with gas through its Taweelah ReceivingFacilities in Abu Dhabi. Some ofthis gas goes direct toneighbouring power plants. Themajority of the gas is beingsupplied to other parts of the UAE,using Dolphin's EGDS.

The EGDS has been upgradedby Dolphin during 2006 and 2007as part of a long term leaseagreement with Abu DhabiNational Oil Company (ADNOC).

Tel: +9712 699 5500www.dolphinenergy.com


Dolphin Energy's Dolphin GasProject has been the largestsingle energy initiative everundertaken in the Middle East.Meticulously planned, Dolphin'sactivities make up a complex,highly efficient value chain -unique to the industry in theArabian Gulf. The overallinvestment in constructing theentire Dolphin Gas Project - wells, sealines, processing plant, export pipeline andreceiving facilities - has made itone of the largest energy-relatedventures ever undertaken in the region.

Dolphin now produces raw gasfrom its 24 wells in Qatar's NorthField. It processes this gas at itsbrand-new, dedicated GasProcessing Plant in Qatar's RasLaffan Industrial City. It thentransports the refined methanethrough the 48 inch, 364 kmsubsea export pipeline (largestand longest in the Middle East)from Qatar to Dolphin's GasReceiving Facilities at Taweelah inAbu Dhabi.

In Qatar itself, valuable by-products are meanwhile beingproduced during processing:ethane, condensate, propane,butane. The ethane is supplied toQatar Petroleum on long-termcontract and the other productsare being sold on internationalterm and spot markets, insignificant quantities.

As the company's first gasarrived in the UAE, Dolphin'sChairman, HH Sheikh HamdanBin Zayed Al Nahyan, DeputyPrime Minister of the UAE, said:"This achievement is historic aswell as highly important." Headded, "It signifies that the visionof our late President, SheikhZayed Bin Sultan Al Nahyan has been realised. It alsodemonstrates the commitment tothe venture of their HighnessesSheikh Khalifa Bin Zayed AlNahyan, President of the UAE and Ruler of Abu Dhabi andSheikh Hamad Bin Khalifa AlThani, the Emir of the State ofQatar. It particularly results fromthe support of His Highness theCrown Prince of Abu Dhabi,Sheikh Mohammed Bin Zayed Al Nahyan."

He also explained: "The entireDolphin value chain is nowfunctioning, as we have longenvisioned and planned. We are

Dolphin gas is a unique source of new energy for the Southern Gulf.Through its supply of natural gas from Qatar, it brings together threeGCC nations the UAE, Qatar and Oman in a regional energynetwork for the very first time.

The continuing support of the Governments of the UAE, Qatarand Oman has been the key factor in enabling the national andinternational stakeholders in Dolphin Energy to assemble the skills,technologies and construction teams essential to the success of ourmission.

Above all, Dolphin Energy will support the development ofsubstantial, long-term new industries throughout the region, creatingwealth, economic growth and employment opportunities for citizensfar into the future.

Dolphin’s newly commissioned receiving facilities at Taweelah, Abu Dhabi, where Dolphin receives, monitors and then distributes its own gas from Qatar.

Dolphin Energy entered the business of gas supply in January 2004,with the commissioning of its natural gas pipeline connecting Al Ainwith the UAE East Coast Emirate of Fujairah. This 24 inch, 182 kmpipeline supplies gas to the Union Water & Electricity Company(UWEC) power and desalination plant in Fujairah.

Decades of diligence


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Abu Dhabi's oil and gas industry is a true reflection of persistenthard work. It is paralleled with tangible achievements, growth,success and continuous consideration to sustainable development.In fact, oil has over the years fuelled the UAE's rapid expansion,leading other sectors of the economy to flourish fast too. The resultis a greater diversification of the economy, and the development ofan ultra modern infrastructure.

Umm Shaif Supercomplex


In such a modern environment, oiland gas development is conductedeffectively through innovation and integration of global bestpractices, as well as by integrateddiversified teams.

As a leading oil and gasproducing company, Abu DhabiMarine Operating Company (ADMA-OPCO) plays its operatingrole that remains consistent with itscore values and principles, includingcorporate social responsibility toensure a positive impact on thesurrounding environment.

Operating under the umbrella ofthe Abu Dhabi National Oil Company(ADNOC), ADMA-OPCO has sinceits inception continued to contributeto the national economy of the UAE.

Thanks to the continuoussupervision and support of theSupreme Petroleum Council and the company's Shareholders, ADMA-OPCO has been producingoil and gas successfully for morethan four decades, developing inharmony with the rest of thecountry's sectors. It is however thefar-sighted vision, leadershipdirectives and wisdom of the lateH.H. Sheikh Zayed Bin Sultan AlNahyan, founder of the UAE and ofH.H. Sheikh Khalifa Bin Zayed AlNahyan, Ruler of Abu Dhabi andPresident of the United ArabEmirates and Chairman of theSupreme Petroleum Council (SPC),as well as H.H. Sheikh Mohamed BinZayed Al Nahyan, Crown Prince ofAbu Dhabi, Deputy SupremeCommander of the Armed Forces,and Chairman of the Abu DhabiExecutive Council that over timecontinues to uphold and foster thispositive evolution.

A performance-drivenorganisation, ADMA-OPCO's vision, mission and values are clearly manifested in its

business philosophy.The company's operations cover

the Abu Dhabi offshore areas, aconcession which includes twomajor offshore fields; Umm ShaifField, located 150 km north-west ofAbu Dhabi city, and Zakum Field,one of the largest oil fields in theworld, situated 55 km south east ofUmm Shaif. Giant steel structures,called 'Supercomplexes', are utilised to collect crude oil and gasfrom these fields before pumpingthrough subsea different sizes ofpipelines to the nearby industrialbase on Das Island, for processing,storing and export.

In addition, ADMA-OPCO worksas one integrated team to producehydrocarbons from offshore areas.Over the years, the company hasaspired to maintain the highestpossible levels of excellence in allaspects, technical, business andotherwise. For instance, it adoptedthe 'fit for the purpose' technologiesin all its operations regarding health,safety and environmental issues astop priorities.

Though dedicated to optimisingoil and gas production through thefull exploitation of the availableresources in order to increaserevenue, ADMA-OPCO has done soin a safe, sustainable and sociallyresponsible manner. This superiorstandard of excellence is also thanksto the high performance, creativityand dedication of the ADMA-OPCOoperating teams. Each member ofthese teams upholds the values ofADMA-OPCO which are embracedin its daily activities. These are thevalues of leadership, innovation,accountability, ethical conduct,health, safety of the environment andcontinuous learning.

Tel: +9712 606 0000www.adma-opco.com

Planning, collaboration and teamwork are ADMA-OPCO’s key to success Das Island

Energy Reinvented


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Adding a twist to the African proverb popularised by statesman-turned-eco-campaigner Al Gore, ‘To go quickly - walk alone, to reach far - gotogether,’ perhaps epitomizes the modus operandi of Abu Dhabi's latestinvestment in the future of energy and environmental sustainability.With the creation of Masdar, Abu Dhabi plans 'to reach far quickly.'

Masdar is Abu Dhabi's vision and investment in the future of energy and environmental sustainability - a multi-billion dollar, multi-faceted response to the need for a global focus on thedevelopment of advanced energy and sustainability-related technologies.


Established in April 2006 by Mubadala, astrategic investment and development vehicleestablished and wholly owned by theGovernment of the Emirate of Abu Dhabi,Masdar is Abu Dhabi's landmark initiative tocreate a global platform to advance clean andgreen technologies, through aggressiveresearch, development and deployment ofsustainable energy technologies. Meaning 'theSource' in Arabic, Masdar is a governmententerprise that couldn't have chosen a moreappropriate word to describe its mission: to bethe source of global dialogue and action onthree issues of critical concern to mankind -energy security, climate change, and thesustainable use of natural resources.

In this endeavor, Masdar has partnered withthe world's most prominent corporate,scientific and financial institutions tospearhead 'green' research and development,and then to commercialise and deploy theadvanced technical solutions which result.Strategic partnering, to Masdar, represents thebest way to achieve meaningful results leadingto truly sustainable human development.

Proving its status as a regional innovator,Abu Dhabi, and by extension the UAE, is thefirst hydrocarbon-producing nation to activelypromote the cause of renewable energyresources. By taking such foresight to aglobalised level, the same Abu Dhabi thatholds 8.5% of global oil reserves

(approximately 97 billion barrels) is now furtherelevating its status as a global leader in cleanenergy as well.

A few years ago, research demonstratedthat the UAE needs $10 billion in investment tomeet its growing demand for energyconsumption. Exploring new, ecologically-sustainable options to satisfy theserequirements is one rationale for Masdar'sdevelopment. Another rationale is transformingthe country from technology consumer totechnology producer. In so doing, Masdar willinevitable help drive economic diversification,all while expanding the UAE's position in theevolving global energy market.

"The global energy market is evolving, andwith a growing share of renewable energy",explains Sultan Ahmed al Jaber, Masdar'sCEO, "It's only natural for a major energyplayer like Abu Dhabi to want to participateand to lead. The beauty of Masdar is theability to combine our substantial energyexpertise and capital into solutions of greatimportance for the region as well as the globalcommunity," he adds.

A heady mix for sure, but one that iscredible and perhaps can serve as a modelfor other hydrocarbon producers.

So what does this multi-billion dollarstrategic development program look like andhow will it achieve its ambitious goals? Masdarcomprises the following six components:

MMaassddaarr IInnssttiittuuttee ooff SScciieennccee && TTeecchhnnoollooggyyOffers Masters and PhD programs focusedon advanced energy and sustainabletechnologies, in association with MIT. TheInstitute will provide the talent pool which willdrive this new economic sector.

MMaassddaarr RReesseeaarrcchh NNeettwwoorrkk A unique R&D platform between the MasdarInstitute and seven top international researchinstitutions on three continents, again with afocus on future energy technologies andsustainability. The MRN together with theInstitute will establish Abu Dhabi as aleading global hub for R&D in these excitingnew disciplines.

IInnnnoovvaattiioonn aanndd IInnvveessttmmeenntt Bridging the gap between research andcommercial production of new energytechnologies through ventures such as theMasdar Clean Tech Fund, a $250 millionprivate equity fund in partnership with CreditSuisse and CBG.

SSppeecciiaall PPrroojjeeccttss Develops large-scale projects with the goalof making Abu Dhabi a world leader in themanufacturing and deployment of newalternative energy technologies, such assolar, wind, and energy efficiency andstorage.

CCaarrbboonn MMaannaaggeemmeenntt Leverages government commitment andprivate initiative to develop carbon-management projects in the UAE and theMENA region. A key focus is on CO2capture and storage (CCS) for enhanced oilrecovery.

MMaassddaarr ZZoonnee DDeevveellooppmmeenntt A unique, integrated 'Green Community' ona sprawling 640 hectare area in the heart ofAbu Dhabi, hosting Masdar, the Institute andkey local and international tenantscommitted to the Masdar vision. The Zone isthe world's first attempt for a zero-carbon,zero-waste sustainable development and powered by renewable energy. TheZone aims to create the synergies requiredfor rapid progress developing and practicing new ideas on energy andresource utilization.

With these six core components, Masdarand its partners are creating a platformunique in the world, where considerableresources, talent, and focus will combine toproduce a change in the way the worldunderstands, and uses, energy and naturalresources. Through Masdar, Abu Dhabi isenhancing its own commitment tosustainable development and, by acting asa catalyst for even larger global change, willfurther demonstrate its lasting commitmentto the world community.

Tel: +9712 698 8000www.masdar.ae

Masdar is designed to ensure that Abu Dhabi grows its share of the global energy market by fostering the development andcommercialisation of advanced and innovative technologies in renewable, alternative and sustainable energies.


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Abu Dhabi Ship Building was conceived to reduce foreign dependenceand support national industrialisation. Today it is in the forefront ofshipbuilding in the region with the capabilities to build and maintainspecialist naval warships and commercial vessels.

ADSB - pioneering ship buildingin the UAE


Abu Dhabi Ship Building (ADSB) was initiatedin the early 1990s by His Highness SheikhMohammed bin Zayed Al Nahyan, DeputySupreme Commander of the UAE ArmedForces and Crown Prince of Abu Dhabi.

No company existed in the region whichcould either build or refit naval vessels andSheikh Mohammed’s vision was to launch aship building facility which would both reduce foreign dependence and supportnational industrialisation.

ADSB was established in 1996 and,needing a base quickly, bought a smallexisting ship repair facility which had beenowned by the Delma Society. It was a basicfacility alongside the channel in Musaffahemploying 100 people – only a few of themtrained - with little equipment, no computersand no systems in place.

Over the next six months, two halls werebuilt, new equipment installed and more staffemployed, mainly from the Philippines.

When the first UAE Navy ships arrived, due for refit, at the end of that six monthperiod, the company had been transformedinto a Navy capable shipyard withsophisticated facilities. The contract wasexecuted within budget, the ships were alldelivered on time and the customer wasdelighted with the quality of the result.

At the inception of ADSB, it had beendecided to focus on four distinct markets:- Naval new building- Naval repairs and refitting- Commercial new building- Commercial repairs

Eleven years on, the focus has been verysuccessful and is currently being revised toinclude electronic systems integration andcustomer support services.

A core game plan of the business was tolink up with leading strategic partners –existing respected companies from around theworld. This was achieved from the outset andtoday ADSB enjoys close relationships withpartners from eight countries.

In 2002 ADSB expanded the shipyard byadding complete new administration andaccommodation blocks, new assembly hallsand new production facilities, such asfabrication, piping, carpentry and woodwork,machine shops and warehousing .

During 2004 ADSB had cause forcelebration when it won its largest and mostprestigious contract to date from the UAE Navy to build six Baynunah Corvettes.

The project, which is well underway with the first of class vessel scheduled fordelivery in 2009, marks a new era in thecompany’s history. The 72 metre Corvetteshave been designed by ConstructionsMecaniques de Normandie (CMN) ofCherbourg France who is also a sub contractorfor the project.

While the first corvette is being built in

Cherbourg, the remaining five will be built atADSB’s Musaffah shipyard. Presently, three ofthe ships are under construction.

In 2006, ADSB celebrated its 10thanniversary. It was indeed a significant year forthe company because apart from reaching itsfirst decade, ADSB also opened its CompositeWorkshop - one of the most advanced facilitiesof its type in the world. The Workshop enablesthe company to attract a new area of businessand one of the first customers at the newfacility was the UAE Coast Guard who placeda major contract.

Today, ADSB is the only specialised naval warship builder in the Arabian Gulf and can offer both military and commercialcustomers vessels built in steel, aluminium and composites.

Presently ADSB is further expanding the facility with the opening of three new dry berths, extension of the syncrolifttransverse platform, additional fabricationfacility, new warehousing and extension of the assembly hall crane rails to facilitate larger unit fabrications.

“These developments represent only a partof a healthy order book in all our four mainactivity areas,” said Abdullah Nasser binHuwaileel Al Mansouri, Chairman of ADSB.“We started in a small way in 1996 but thestory since has been one of continuousdevelopment in our facilities and capabilitiesand the future looks very strong indeed.”

Tel: +9712 502 8000www.adsb.net

HH Sheikh Mohammed Bin Zayed Al Nahyan views the Baynunah Corvette Model on the ADSB Stand at IDEX 2007

CHAPTER 8 CORPORATE PROFILES

“Climbing to the top demands strength, whether it is to the top of Mount Everest or

to the top of your career.”Abdul Kalam, Former President of India


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Abu Dhabi Ship Building was conceived to reduce foreign dependenceand support national industrialisation. Today it is in the forefront ofshipbuilding in the region with the capabilities to build and maintainspecialist naval warships and commercial vessels.

ADSB - pioneering ship buildingin the UAE


Abu Dhabi Ship Building (ADSB) was initiatedin the early 1990s by His Highness SheikhMohammed bin Zayed Al Nahyan, DeputySupreme Commander of the UAE ArmedForces and Crown Prince of Abu Dhabi.

No company existed in the region whichcould either build or refit naval vessels andSheikh Mohammed’s vision was to launch aship building facility which would both reduce foreign dependence and supportnational industrialisation.

ADSB was established in 1996 and,needing a base quickly, bought a smallexisting ship repair facility which had beenowned by the Delma Society. It was a basicfacility alongside the channel in Musaffahemploying 100 people – only a few of themtrained - with little equipment, no computersand no systems in place.

Over the next six months, two halls werebuilt, new equipment installed and more staffemployed, mainly from the Philippines.

When the first UAE Navy ships arrived, due for refit, at the end of that six monthperiod, the company had been transformedinto a Navy capable shipyard withsophisticated facilities. The contract wasexecuted within budget, the ships were alldelivered on time and the customer wasdelighted with the quality of the result.

At the inception of ADSB, it had beendecided to focus on four distinct markets:- Naval new building- Naval repairs and refitting- Commercial new building- Commercial repairs

Eleven years on, the focus has been verysuccessful and is currently being revised toinclude electronic systems integration andcustomer support services.

A core game plan of the business was tolink up with leading strategic partners –existing respected companies from around theworld. This was achieved from the outset andtoday ADSB enjoys close relationships withpartners from eight countries.

In 2002 ADSB expanded the shipyard byadding complete new administration andaccommodation blocks, new assembly hallsand new production facilities, such asfabrication, piping, carpentry and woodwork,machine shops and warehousing .

During 2004 ADSB had cause forcelebration when it won its largest and mostprestigious contract to date from the UAE Navy to build six Baynunah Corvettes.

The project, which is well underway with the first of class vessel scheduled fordelivery in 2009, marks a new era in thecompany’s history. The 72 metre Corvetteshave been designed by ConstructionsMecaniques de Normandie (CMN) ofCherbourg France who is also a sub contractorfor the project.

While the first corvette is being built in

Cherbourg, the remaining five will be built atADSB’s Musaffah shipyard. Presently, three ofthe ships are under construction.

In 2006, ADSB celebrated its 10thanniversary. It was indeed a significant year forthe company because apart from reaching itsfirst decade, ADSB also opened its CompositeWorkshop - one of the most advanced facilitiesof its type in the world. The Workshop enablesthe company to attract a new area of businessand one of the first customers at the newfacility was the UAE Coast Guard who placeda major contract.

Today, ADSB is the only specialised naval warship builder in the Arabian Gulf and can offer both military and commercialcustomers vessels built in steel, aluminium and composites.

Presently ADSB is further expanding the facility with the opening of three new dry berths, extension of the syncrolifttransverse platform, additional fabricationfacility, new warehousing and extension of the assembly hall crane rails to facilitate larger unit fabrications.

“These developments represent only a partof a healthy order book in all our four mainactivity areas,” said Abdullah Nasser binHuwaileel Al Mansouri, Chairman of ADSB.“We started in a small way in 1996 but thestory since has been one of continuousdevelopment in our facilities and capabilitiesand the future looks very strong indeed.”

Tel: +9712 502 8000www.adsb.net

HH Sheikh Mohammed Bin Zayed Al Nahyan views the Baynunah Corvette Model on the ADSB Stand at IDEX 2007

Growth through diversityAbu Dhabi National Industrial Projects (ADNIP), founded in1997, is a pioneer in regional industrial investment fosteringeconomic growth. Incorporated as a private shareholding company,ADNIP, a world-class industrial group headquartered in Abu Dhabi,has managed to establish itself as a leader in setting regionalstandards of entrepreneurial foresight and managerial excellence.


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The owner of a diversified investment portfolio, ADNIP is also adept at identifying,developing and operating high valuecommercial opportunities in partnership withleading global companies.

Adapting to the changing opportunities in regional and international markets, ADNIP has kick started some of the region'smost successful companies across a highlydiverse range of industrial sectors. Theseinclude Abu Dhabi Medical Devices Company (MEDECO), a leading supplier ofspecialised medical devices, BusinessEnterprises Services (BES), an integratedconsulting firm with main focus on industry,Abu Dhabi National Paper Mill (ADNPM),manufacturer and supplier of a wide range ofhigh grade hygienic tissue paper in Jumborolls and Abu Dhabi National Carpet Factory(ADNC), a leading supplier of commercial and

residential carpets. While each of thesecompanies, like the parent company, are Abu Dhabi based, their reach extends into and beyond the GCC.

As the owner of subsidiaries functioning asindependent organisations in their own right,ADNIP adds unique value in strategic goalsetting, business development and sharedquality management practices across thegroup. ADNIP has the distinction of being oneof the leading companies in Abu Dhabiproviding industrial development aimeddirectly at the local sector.

ADNIP's vision in moving forward is set inthe context of the UAE's dramatic growth, andthe fact being considered by many leadinganalysts and economists as the world's safestinvestment destination. Just as the UAE hasshown there is no limit to what can beachieved in business, the ADNIP vision has

created a multitude of new commercialopportunities with massive potential forconverting these opportunities into wealth for shareholders, partners, and for thecommunities at large. The shareholders,especially, have the unique opportunity toparticipate in what has become one of Abu Dhabi's most exciting industrial success stories.

ADNIP's expansion plans reflect thegroup's history of growth, its current level ofresources and the company's diverse range of capabilities. This is highlighted byevery ADNIP subsidiary setting expansiontargets based on potential increases inregional and international demand levels. The company is also looking at acquiringestablished manufacturing companies capable of adding to the group's overallstrength. In developing this strength, the


scope of projects the company is seriouslylooking at includes building and constructionmaterials, petrochemical plants and paper andpulp production.

In a short time, Abu Dhabi NationalIndustrial Projects has proved itself as a reliable name in large-scale industrial

and commercial holding projects, and hascatapulted its stature, strengths, consistency,vision and objectives to exceptional heights in the midst of a dynamic and everchanging environment. With developmentbeing carried out today proving so successful for the company, ADNIP can

confidently look forward to a future of growththroughout the GCC region and beyond,building on a reputation of achievements and commitment.

Tel: +9712 550 0577www.adnip.com

Guided by the entrepreneurial vision and energy of its parent company, Abu Dhabi NationalIndustrial Projects (ADNIP), ADNPM has rapidly established its name as one of the leadingregional producers of tissue products. Operating under the principle of contributing to the localeconomy, ADNPM sources virtually all of the required raw material, with the exception of pulp,from within the UAE. Enhancing this ethos, the newly established ADNPM recycled tissue plantwill eventually use locally mixed waste paper, a move the company says will enable a deepercontribution not only to the local environment, but also to the world eco system as a whole.

For six years since its inception, ADNPM has grown to become the UAE's most technicallyadvanced producer of jumbo rolls, producing convertible jumbo rolls from the highest grades ofvirgin wood pulp. The 40,000 square metre factory responsible for this production housesvarious tissue machines, a pulp store, a stock preparation facility, warehouses andadministration offices. Once ready, the jumbo rolls manufactured at the plant are then sold tolocal, regional and international converters who convert the same into facial tissues, toilettissues, kitchen towels, serviettes, table napkins and industrial wipes.

ADNPM guarantees that its products are reliable, consistent and produced to the highestindustry standards. With carefully managed quality control measures and enviable of record indelivery ADNPM is ready for the second Paper Machine. The company also employs stricthealth and safety regulations in order to prevent accidents that might affect the staff or theenvironment. These standards are governed by strict HSE management policies andprocedures, which are in accordance with ISO requirements. As per these guidelines, ADNPMhas fully documented procedures for all manufacturing and business processes and these areregularly reviewed and updated. To ensure awareness and compliance with these standards,the company conducts regular training and skill upgrades for their staff.

Prior to dispatch, ADNPM's finished products are inspected for minor and major variationsfrom specified product standards. Products that are found to have minor variations are accepted with corrective action and any products that may have major variations are wrappedas second grade.

As for the future, ADNPM has expansion plans that include installing a new 3.6 metre wideCrescent tissue machine and a waste and de-inking plant (DIP). The new tissue machine willgive ADNPM the capability of producing 40,000 tonnes of various tissues grades annually. Inaddition, the factory will add a virgin pulp preparation plant and a 3-ply combiner. The wasteand DIP will produce up to 30,000 tonnes of clean and de-inked fibre annually. The DIP will useimported waste paper as raw material until local waste paper collection services are establishedand can generate sufficient amounts for the plant.

Keeping ahead of their ambitious targets, the ADNPM commitment to quality and businessefficiency has led the company to its position of being a regional leader in the paper industryand why it shall continue to do so.

Tel: +9712 550 1886www.adpaper.ae

Quality with a differenceSince 2000, the Abu Dhabi National Paper Mill (ADNPM) has been amongthe pioneers of tissue paper production in the emirate and today producesan average of 27,000 prime quality jumbo rolls each year.


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Picking up the pace


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As the UAE rapidly expands, and Abu Dhabi is movingswiftly into the international global arena. In thisglobalisation race, the American Business Group of Abu Dhabi (ABG) is an important advocate for Americanpresence in the UAE.


As you enter Abu Dhabi, the feeling of a new,emerging city embraces you. You aresurrounded by lush, green trees, bloomingflowers, and perfectly manicured shrubbery.As your eyes take in the new, modernbuildings dotting the skyline of Abu Dhabi, and your gaze turns toward the tree andflower-lined Corniche, you feel yourselftransformed. An oasis of calm and tranquilityreplaces the hustle and bustle of city life as thebeautiful white, sandy beaches and theturquoise expanse of the Arabian Gulf emerges before you. You have entered what is now called "The Richest City in the World," the Garden City of the Middle East - Abu Dhabi.

With its Mediterranean culture andinfluence, Abu Dhabi seems to move at arelaxed pace. However, the more you get toknow Abu Dhabians, you understand that theywork hard, enjoy family and social outings andcelebrate a city intertwined in Eastern andWestern culture and practices. You find astrong American corporate presence in AbuDhabi, with US name brand outlets andfranchises throughout the city.

With such a growing and flourishingeconomy and a strong American business

presence, the need for an American business interest group developed. As a result, the American Business Group of AbuDhabi (ABG) was officially registered in 1996by a group of American business people with a specific mission - to promote commerce and trade between the US and theEmirate of Abu Dhabi.

The ABG is the largest American-interestorganisation in Abu Dhabi. With a membershipof 300+ US corporations, small businesses,and individuals, the ABG serves its membersin various ways. By maintaining a closerelationship with the local government and byraising awareness of both success stories andareas of concern, the ABG has become themain conduit between its members and theAbu Dhabi government. The ABG is a non-profit organisation with a well-positionedvolunteer Board of Directors whose primary goal is to promote the development of commerce, investment and goodwillbetween the United States of America and the Emirate of Abu Dhabi through activemember participation.

The ABG provides a unique platform inwhich its members can identify, discuss andpursue common interests. The ABG is a

member of the American Chamber ofCommerce and is a member and supporter ofthe American Business Council of the GulfCountries (ABCGC). Since the UAE is viewedas a highly regarded business model for otherMiddle East countries, ABG continues to assistin the positioning of Abu Dhabi as a rapidly emerging partner for increasedeconomic prosperity for American companiesand goods. The ABG believes thatdemonstrating the highest standards ofintegrity and business ethics is the mosteffective means to promote demand forincreased bilateral trade as well as Americangoods and services in the UAE.

The ABG conducts numerous business and social events each month, ranging from the hosting of business speakerluncheons and senior diplomatic delegationsfrom the United States to the organisation ofthe Annual 4th July Independence DayCelebration. The ABG is strongly committed to contributing to the community and thereforeit organises a major fund-raising event each year, the proceeds of which are donated to qualified charitable organisations in Abu Dhabi. The ABG also hosts an annual family day function which reaches out to its membership, to US Embassy families and to the broader Americancommunity in Abu Dhabi.

Although most of the ABG's activities takeplace in Abu Dhabi, one of the most importantevents takes place in the US. The high-profileDC Delegation is a mission involving avolunteer group of ABG members whichtravels annually to Washington DC to lobby onbehalf of vital US interests in Abu Dhabi and to gain support from Congress on a variety ofissues. The ABG also uses this opportunity toeducate Americans about the US-UAErelationship and to address misconceptionsabout the UAE and its people. Additionally, theABG participates in an annual Door Knock tripto Washington DC together with the ABCGC forsimilar purposes.

The US currently exports more goods to theUAE than to major markets such as India. TheUAE is also one of the only countries withwhich the US maintains a trade surplus. Withcommerce between the UAE and the US at itshighest level ever, the ABG has increased itsefforts to facilitate and to promote Americanbusiness interests in the Emirate of Abu Dhabi,the goal of which is to secure longstandingfriendly relations between the US and the UAE.The rapid expansion of Abu Dhabi'sinfrastructure and economy offers enormousopportunities for many new American venturesin the near future. The ABG is committed tosupport US businesses in their efforts to assistin the growth of Abu Dhabi and to furtherenhance its continuing strong commercial tieswith the US.

Tel: +9712 631 3604www.abgabudhabi.org

Ambassador Michele Sison, Glen Dixon, George Bush, Kim Childs President of ABG

Bon AppetitIn a region where approximately 90 percent of the populationare expatriates, taste-bud diversity is a must, and a little bit offlavour from home is much appreciated. One company hassuccessfully made satisfying this market demand its niche forover 75 years.


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From humble beginnings as one of the 15original outlets of the Dubai Souk, openedeons ago in 1931, Baqer MohebiEstablishment (BME) has grown to becomeone of the region's most respected marketersof premium brands and now boasts a portfoliowith stalwart house-hold brand names such asTwining's, Evian and Volvic, Kimberley Clarkand Habanos Cuban Cigars.

The company's strength is undoubtedly a reflection of its founding principles - values based on integrity, courage andcommitment, directed by a vision dedicated to forecasting future needs and buildingsuccessful relationships.

Having carried these values and their visionthrough three generations, BME hasintroduced products and brands to the region,resulting in the advent of various nichemarkets. Some of the partnerships BME hasformed go back as far as five decades and speak volumes of the foresight,perseverance and management planning that has gone into building the company in all its facets.

Forming part of the Zainal Mohebi Group,BME is responsible for the marketing anddistribution of premier Fast Moving ConsumerGoods (FMCGs), filling this role by continuallydeveloping and expanding its core business.This expansion has resulted in the companyopening outlets in Oman and Iran - with Qatarnext on the list - and sees it now serve inexcess of 4000 clients with 3000 SKUs fromover 30 multinational premium brands.

"We have always focused on predictingmarket trends, needs and requirements - and making sure our clients have what theywant - when they want it," explains SH Siadat,BME general manager. "The incredible growthand development of the region makes it theperfect time for us to expand our operationsand services to other markets."

Such growth can only come about throughthe successful development of lastingrelationships and is why 60 percent of thecompany's workforce is dedicated to salesand marketing. "We don't look at it asmarketing products, more like developingrelationships," adds Siadat. "This is throughtaking the time and devoting the resources toreally understand our clients and customers,

as well as our partners. Each has its ownneeds and requirements and we make everyeffort to meet these, day in-day out."

In maintaining this philosophy, BME hasearned numerous accolades and reachedlandmarks that include recently celebrating 40years of partnership with Habanos of Cubaand leading GCC sales for Puratos, PalInternational and Kimberly Clark.

As well as FMCGs, in which BMEdistribution reaches all hypermarkets,supermarkets, wholesalers and a largenumber of groceries, the company has otherareas of operations too.

BME is a major supplier of institutionalproducts to catered hotels, cafes, restaurants,bakeries, catering houses, ship chandlers,seaports and airports throughout the region.The company is also expanding the highquality, exclusive products of its tobaccoportfolio. The exclusive 'La Casa Del Habano'retail franchise has become a major venture in its own right, with BMEoperating seven boutiques in three countries,making the company the largest operator ofthe franchise worldwide. Aimed at thediscerning consumer, 'La Casa Del Habano'also complements BME's other retailoperations such as 'Le Tabac' (neighbourhoodtobacconists) and 'Baqer MohebiSupermarket.'

Furthermore, and in line with the region's growth and development, BME iscontinually strengthening and improving its core capabilities. This includes developingnew logistics and distribution networks,strengthening operations, increasinginternational marketing and partner solution,implementing high level management training and recruitment and continuedinvestment in technology and communications coupled with intelligentfinancial management.

From humble beginnings, BME hasflourished into one the leadingdistribution/retail outlets in the region,highlighting just how much an Arab familycompany can achieve with the right vision and the proper skills.

Tel: +9714 396 9777www.mohebi.com

Dr. Zainal Mohebi, Chairman

CHAPTER 9 BANKING & FINANCE

“It takes courage to stretch boundaries, to give shape to power, and fulfill potential in every sphere of existence.

This is equally true in the infinite realms of numbers.”Muhammad ibn Al-KhwarizmiAncient Uzbek mathematician

Doing business in Abu Dhabi


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Market access to one billion people, proactive policies,government support, a great infrastructure, cost efficient energyand labour make the UAE an inviting investment prospect in theMiddle East for foreign capital.


Development is booming in Abu Dhabi with several projects in sectors such as powerand water generation, construction, tourismand manufacturing. Add to this the fact thatthere are a a host of facilities to make livingeasy, it comes as no surprise that Abu Dhabi isa destination of choice for most expatriateswho constitute 90% of the workforce in the UAE.

Besides actively supporting privatecompanies, the government at both the federaland emirate levels, is creating a legislativeframework to make it easier for companies todo business in the corporate, commercial,banking and property sectors.

Foreigners can choose to set up a variety of businesses including soleproprietorship. Foreigners would need to havea local agent for requirements like residencyand work permits.

Most foreigners prefer the format of a limitedliability company (LLC) in which they canparticipate. UAE nationals or companiesshould hold at least a 51% interest in an LLC.

Yet another business format is thecommercial agency which is cheaper. Aforeign company need not establish either aphysical or legal presence in Abu Dhabi.

Foreigners can appoint a local registeredcommercial agent to market the company'sproducts and services in a defined territory.Such an agreement is regulated by FederalLaw. This again has to be with a UAE national or a company wholly owned by UAEnationals. Such registered appointments areusually terminated only by mutual consent,which commonly involves payment ofcompensation to the commercial agent. Theprincipal is not able to appoint a successorregistered agent until the former agreementhas been terminated.

Foreign investors can open anindependently licensed branch office in AbuDhabi, with permission from The Abu DhabiDepartment of Planning and Economy. Aforeign company must have a UAE national"services agent" to set up a branch. Such anoffice is treated as an extension of theoverseas parent company and all responsibilityfor debts and liabilities will rest there. Branch offices are subject to the CompaniesLaw and are regulated by the MEP and at theemirate level.

Foreigners can also opt for generalpartnerships, by which each partner hasunlimited liability. A partnership could alsohave silent partners of limited liability. Allpartners of unlimited liability must be UAEnationals, and a silent partner would notinterfere in any dealings of the partnership thatconcern third parties. A third option is thesecret or joint partnership. Here, there will be aprior agreement about sharing profits andlosses though business goes on in the name ofthe local entrepreneur, while being subject toan agreement to regulate the distribution ofprofits and losses. Such an arrangement need

not be registered. Foreigners are increasingly opting to set up

businesses in free zone entities. These areashave their own regulations and are not subjectto the Companies Law. While Abu Dhabi doesnot have free zones, the near-by Industrial CityAbu Dhabi (ICAD) offers incentives tobusinesses to operate from here. Theseinclude excellent infrastructure such as ready-built units and warehouses, residential,recreational, hotel, conferencing and ITfacilities. Other privileges include supply ofnatural gas at preferential rates and land, air, and sea transport links through the network of modern roads, the Abu DhabiInternational Airport and the ports of Mussafahand Mina Zayed. Bureaucratic hassles areminimized and licences are comparativelyeasy to acquire here.

Foreigners can also found a public jointstock company (similar to a public limitedcompany). Just as in an LLC, 51% of sharesmust be held by UAE nationals or wholly UAEnational-owned companies. Another option isthe private joint stock that requires only three ormore shareholders.

Foreign companies can also be part of TheAbu Dhabi Securities Market (ADSM) which isa savings channel for investors and acts as asecure and transparent trading market forcorporates to raise funds. Foreign companieswhich are listed on other exchanges can seeka listing of their securities on the ADSM subjectto certain criteria.

Foreign banks and financial institutions canalso operate here under licence from theCentral Bank.

Green cover: Abu Dhabi has highenvironmental standards and many islands aredesignated wildlife sanctuaries. Tourism anddevelopment initiatives are monitored to deterviolation of the environment. The EnvironmentalResearch and Wildlife Development Agency(ERWDA) screens industrial activities that willhave an environmental impact.

IPR: As a member of the World IntellectualProperty Organisation (WIPO) and a signatoryto the Paris Convention for the Protection of Industrial Property, the WTO Agreement on Trade related to Intellectual Property, the International Patent Cooperation Treaty,

Abu Dhabi upholds intellectual property rightsof international investors.

LLAAWWSS OOFF TTHHEE LLAANNDD:: In the UAE, the legalpowers are shared between the federation andthe individual emirates. With Abu Dhabi beingthe capital of the UAE, it frames the laws for allthe emirates in areas concerning commercialand company law, real estate labour relations,social security, copyright and protection ofindustrial and technical property. Laws arederived from the Islamic sharia law and pastdecisions are not considered a precedentthough they are considered as guides.

JJUUDDIICCIIAARRYY:: The UAE has a three- tieredfederal court system with each emirate alsohaving its own court system. There are FederalCourts of First Instance in each important citywhich hear cases coming under three heads:Sharia, civil and criminal. The sharia courthears matters pertaining to personal matterssuch as marriage, divorce and inheritance.This applies to all Emirati citizens and non-Emirati Muslims. Civil law or the parties’religious law applies to non-Muslims. Thecriminal court handles criminal matters and thecivil court hears all other disputes, includingcommercial and labour disputes. Hearings arein Arabic and usually open to the public. Forforeign companies, it is advisable to have atranslated copy of agreements as courts donot entertain documents in English.

How the laws apply to foreigners: Localcourts, with a few exceptions, hold jurisdictionto hear all claims against UAE nationals,foreigners with domicile or residence in theUAE and often also hear claims lodged againstforeigners who do not have domicile or a placeof residence in the UAE. Local courts normallyhave jurisdiction to hear a case, or rehear acase, where a foreign judgement is sought tobe enforced in the UAE.

AARRBBIITTRRAATTIIOONN:: The Abu Dhabi Chamber ofCommerce and Industry has arbitrationservices. These are in compliance with theLondon Chamber of the InternationalArbitration (LCIA) and the International Court ofArbitration (ICC) though a court ruling isrequired for enforcement of a ruling.

Banking made Easy


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By regional standards, Abu Dhabi's banking scenario follows a modern,service-oriented pattern that is well regulated and well capitalised,oiling the wheels of economic growth and investment. This soundsystem of banking that keeps abreast with global market trends is seenin the progress of Union National Bank over the years. Mohammad NasrAbdeen, CEO, Union National Bank explains his recipe for success.

WWhheenn wwaass UUNNBB eessttaabblliisshheedd aannddwwhhaatt pprroodduuccttss aanndd sseerrvviicceess ddooeessiitt ooffffeerr??Union National Bank (UNB) was

established as a public JointStock Company in 1982, and iscurrently one of the leading banksin the UAE. The Bank'sheadquarter is in Abu Dhabi andhas more than 45 brancheslocated across the Emirates. TheBank offers a variety of productsand services addressing theneeds of individual customers and corporate clients. UNB is 50% owned by Abu Dhabigovernment and 10% by theDubai government and has aboard of directors consisting ofprominent business figures;headed by H. H. Sheikh NahayanMabarak Al Nahayan, Minister of Higher Education and Scientific Research.

WWhhaatt ssuubbssiiddiiaarryy ccoommppaanniieess ddooeessUUNNBB hhaavvee aanndd wwhhaatt aaccttiivviittiieess ddootthheeyy ccoonndduucctt?? UUnniioonn BBrrookkeerraaggee CCoommppaannyy((UUBBCC)),, one of the oldestbrokerage firms in UAE is asubsidiary of UNB. It is one of theleading brokerage firms in theUAE and was among the firstnational companies to operate inthe brokerage field in the country.UBC is located in Khalidiya, AbuDhabi and has a well diversifiedbranch network with 6 otherbranches at ADSM, DFM, Al Ain,Al Dhafra, Fujairah and Gold &Diamond Park, Dubai.

AAll WWiiffaaqq FFiinnaannccee CCoommppaannyy isanother subsidiary of UNB. It hasbeen established in 2006 with thepurpose of offering Shariacompliant financial, commercialand investing services to bothorganizations and individuals incompliance with the rules andprinciples of the Islamic Law.

AACCMMBB:: UNB has now a presencein the Egyptian banking sectorthrough its successful acquisitionof the Alexandria Commercial and Maritime Bank (ACMB).ACMB has nine branches all overEgypt and is planning to furtherexpand its branch network by theend of 2007.

HHooww hhaass tthhee bbaannkk ppeerrffoorrmmeedd oovveerrtthhee llaasstt tthhrreeee yyeeaarrss??UNB's consolidated net profit for2006 surpassed, once again, the

AED 1.0 billion mark, with profitattributable to the equityshareholders of the Bank touchingAED 1,007.8 million as comparedto AED 452.7 million in 2004,representing an increase of morethan 120% over that period.

UNB's growing business in thecorporate and retail bankingsectors as well as its increasedpresence in other sectors such ascapital markets, private bankingand wealth management as wellas more recently in Islamicfinancing resulted in its non-interest income increasing fromAED 307 million in 2004 to AED646.5 million (a 110.6% growth forthe period).

The Bank's continued focus onthe development and growth of itscore business is witnessed by theconstant robust growth of its netinterest income by 14%, 30% and 29% respectively in 2004through 2006.

Net Loans and advancesincreased from AED 16.2 billion at31 December 2004 to AED 27.5billion at 31 December 2006,representing a growth of 69.8% forthe period. This increase has ledto total assets increasing by68.7% rising from AED 24.6 billionas at December 2004 to AED 41.5billion as at December 2006.

Customer deposits alsoregistered a healthy growth of67.6% rising from AED 17.9 billionas at December 2004 to AED 30.0billion as at 31 December 2006.

UNB has been maintaining acapital adequacy ratio well abovethe Central Bank's requirement of10%, with the ratio being 13.1% in 2004, 24.3% in 2005 and 18.2%in 2006.

The operating expenses atAED 386.9 million in 2006increased by 63.9% as comparedto 2004 to support enhancedbusiness activity, expandedbranch network and launch of new lines of businesses. Theefficiency ratio (cost to income) at 25.2% in 2006 as compared to 28.1% in 2004, was wellcontained reflecting control overoperating expenses whilstsensibly investing in theinfrastructure and human capital.

WWhhaatt hhaavvee bbeeeenn tthhee hhiigghhlliigghhttss ooffiittss ggrroowwtthh??In 2005, UNB effected a 25%Rights Issue which attracted anoverwhelming response and

resulted in an oversubscription of173 million additional shares.

In July 2005, UNB establisheda Euro Medium Term Noteprogram of US $1.5 billion, withthe size program since beingincreased to US $3 billion in 2007.

As mentioned earlier, in supportof our aspiration to be "a keyplayer in the region," UNBacquired a majority stake inACMB, in the third quarter of 2006.

A strategic alliance was formedbetween UNB and IndusInd Bank(IBL), India, encompassing a widerange of banking services,including deposit accounts,remittance business, loans andwealth management advisory.

UNB's consistently superiorperformance, sound asset quality and strong financialsoverall was recognized by theworld's leading rating agenciesupgrading UNB's ratings.

In December 2006, UNBsigned US $1 billion SyndicatedTerm Loan Facility. Strong supportcame from regional andinternational banks with 35 banksincluding the six Mandated LeadArrangers participating in thefacility. The Syndication was doneat a margin of 27.5 bps over 3months US $ Libor whichrepresented the most competitivemargin for a five-year tenor then

achieved by a financial institutionin the GCC.

The Bank was recertified, in2005, as being fully compliant withISO 9001:2000 standards. UNBwas the ffiirrsstt bbaannkk ooff iittss ssiizzee in theMiddle East to be certified for allits functions, operating units andbranches back in 2002.

UNB's commitment towardsmaintaining the highest standardsof quality in all its processes andservices quality excellence wasconfirmed when the Bank won theSheikh Khalifa Excellence Award(SKEA) - GGoolldd category for theFinancial Services industry andthe Dubai Quality Award (DQA).

Forbes Arabia, the Dubaibased edition of the worldrenowned business and financialmagazine Forbes, ranked UNB as the number one bank in theUAE, and 23rd in the overall top50 list in the Arab world, in termsof performance.

WWhhaatt aarree tthhee pprroossppeeccttss ffoorr tthhee ffuuttuurree??The Bank's primary aim is to achieve steady, continuous,sustainable growth in aggregate terms through thecontribution from all its existing business lines.

The Bank is also focusing on a number of new opportunities,such as Islamic finance, private


Mohmmad Nasr Abdeen, CEO of UNB


banking and select overseasexpansion. These are seen asopportunities for diversifyingincome streams, and are onlyexpected to add to the bottom-lineover the medium term.

WWhhaatt mmaarrkkeett sshhaarree ddooeess UUNNBBhhaavvee iinn tthhee UUAAEE mmaarrkkeett,, aanndd hhooww ddoo iittss iinntteerrnnaattiioonnaall rraattiinnggssccoommppaarree wwiitthh ootthheerr bbaannkkss iinn tthhee mmaarrkkeett??The Bank has 5.2% of gross loansand 5.6% of customer deposits, ofthe domestic (UAE) bankingmarket as at 31 December 2006.

Two of the leading externalrating agencies, CapitalIntelligence (CI) and Fitch Ratingsupgraded the Bank's ratings in thefirst half of 2007. CI raised thefinancial strength rating of theBank to A+, from A, whilstreaffirming the foreign currencyratings at A+ long-term and A1short-term. Recently, Fitch Ratingsupgraded the Long-term foreigncurrency IDR of the Bank to 'A+'from 'A'. Moody's ratings for theBank are: L/T A1, S/T Prime -1.

All ratings have a "Stable"outlook.

IInn tthhee mmiissssiioonn aanndd vviissiioonnssttaatteemmeennttss iitt iiss mmeennttiioonneedd tthhaatt tthhee BBaannkk aassppiirreess ttoo bbee aa kkeeyyppllaayyeerr iinn tthhee rreeggiioonn.. CCaann yyoouuddeessccrriibbee wwhhaatt ssttrraatteeggiieess yyoouu aarreeiimmpplleemmeennttiinngg ttoo aacchhiieevvee tthhiiss ggooaall??WWhhaatt ppllaannss ddooeess UUNNBB hhaavvee ttooeexxppaanndd iinn tthhee rreeggiioonn?? Firstly, let me clarify that by 'theregion' we are referring not only to the GCC, but also to thebroader MENA countries, and tocountries in Asia, such as Chinathat simply cannot be ignoredbecause of their economic andcommercial promise.

Our approach for entry intothese target markets cannot beuniform and must be tailored tosuit the specific characteristics ofeach market type. For example,we acquired a modest sized bankin Egypt in the second half of2006 as a means of entry into theEgyptian market. We are currentlyin the process of restructuring thebank, opening new branches,introducing new products andservices, etc. At the same time, we are also seekingregulatory approvals forestablishing our Bank's branchnetwork in other GCC countries,

being our cultural neighbours and fellow members in theregional trading bloc.

As I said earlier, there are anumber of countries within thebroader MENA that we haveidentified as target markets, given their population sizes,economic and banking sectorreform movements and improved regulatory and legalenvironments. Here, we maydeploy a mix of acquiring andsecuring licenses, depending onthe strategic choices available inany given circumstance.

As we are all aware, the roles of countries like China and India in fuelling worldeconomic growth and redefiningtrade and investment flows cannotbe isolated from a commercialbank's strategy. As such, we arealso keen to establish a presencein some of these countries througha combination of strategicalliances, representative officesand branches.

CCuussttoommeerr ssaattiissffaaccttiioonn ppllaayyss aa kkeeyyppaarrtt iinn tthhee vviissiioonn ssttaatteemmeenntt ooff tthheeBBaannkk,, wwhhaatt ssttrraatteeggiieess iiss UUNNBBiimmpplleemmeennttiinngg ttoo hheellpp iitt aacchhiieevvee iittssggooaallss iinn tthhiiss rreessppeecctt??Customer Satisfaction is animportant ingredient of UNB'svision and is embedded in UNB'splan to excel in customersatisfaction. UNB conductsextensive research exercises tomeasure and enhance customersatisfaction. External customersatisfaction surveys, internalcustomer satisfaction surveys,benchmarking surveys andmystery shopping surveys arecarried out regularly to helpachieve our Vision.

Recently a benchmarkingsurvey by a leading independentmarket research companyrevealed that UNB is rated as oneof the leading banks in terms ofcustomer satisfaction. UNB wasrated as one of the leading banksin terms of 'fulfilling customercommitments' and 'transparency'

and received a high overallsatisfaction rating. The survey also showed that UNB isconsidered to be very strong oncustomer care, the single mostimportant element to individualstoday, and that staff are ratedhighly on their responsiveness tocustomer enquiries, friendlinessand professionalism.

WWhhaatt sstteeppss iiss tthhee BBaannkk ttaakkiinngg ttooiinnttrroodduuccee aannttii--mmoonneeyy llaauunnddeerriinnggmmeeaassuurreess aanndd iimmpprroovvee tthheettrraannssppaarreennccyy ooff iittss bbuussiinneessss ttoosshhaarreehhoollddeerrss?? Our compliance programrepresents a commitment tomaintain the highest possiblestandard of compliance with allapplicable external laws, internalrules and regulations. Our anti-money laundering measuresadopt international best practices.'Know Your Customer' is afundamental principle in all ourcustomer relationships. We havean independent compliance

function under the riskmanagement umbrella toprotect the Bank against moneylaundering risks. The recentdevelopment in the areas ofBasel II and corporategovernance, across the regionin general, UAE in particular,shall automatically improve thetransparency and disclosuresand we are well prepared in this respect.

WWhhaatt pprreessttiiggiioouuss aawwaarrddss hhaassUUNNBB wwoonn iinn rreecceenntt yyeeaarrss?? Union National Bank was ratednumber one bank in the UAE interms of performance andnumber 23 among the 50 bestperforming companies in theArab world by Forbes.

UNB has been on acontinuous journey towardsexcellence to create a strongculture of continualperformance improvement andto provide consistently superiorservices to its customers. As anacknowledgement of its efforts,UNB has been awarded majoraccolades and qualitycertifications including:- In 2002 UNB became the first

bank of its size in the regionto be certified the ISO9001:2000 for all itsoperations and branches inthe UAE and it was alsosubsequently re-certified in 2005.

- In 2002 UNB won the Sheikh Khalifa ExcellenceAward (SKEA) in the financial category.

- In May 2005 UNB won thecoveted SKEA Gold award,one of the highest andprestigious awards ofexcellence in the region.

- In December 2005 UNB wasrecognised by the Institute ofInternal Auditors USA andreceived the ROC(Recognition of Commitment)award. The award is theuppermost recognition for aninternal audit function,confirming the Bank'scommitment to adhere to thehighest quality standards.

- In March 2006, the Bankreceived yet another honorwhen it was awarded with theDubai Quality Award ( DQA)

All of this along with therecent upgrade of UNB's

foreign currency long termrating to A+ from A, by CapitalIntelligence, is anotherreflection of the bank's robustperformance and expansion.Jumping a massive 303 placesin The Banker magazine'sannual global bank rankings -from 641st place in 2006 to338th in 2007 - UNB has beenofficially recognised by thisleading international publicationas not only the fastest growingbank in the region but one ofthe fastest growing in the world.

CCaann yyoouu ddeessccrriibbee hhooww CCSSRR((CCoorrppoorraattee SSoocciiaallRReessppoonnssiibbiilliittyy)) iiss ppaarrtt ooff tthheessttrraatteeggyy ooff tthhee BBaannkk,, aanndd wwhhaattCCSSRR aaccttiivviittiieess iiss tthhee BBaannkkuunnddeerrttaakkiinngg?? As a responsible corporatecitizen, UNB plays an activerole in supporting thedevelopment of the local andinternational community bysponsoring various events indifferent categories such assports, education and theenvironment. One of the mainsponsorships UNB hassupported in the education fieldin 2007 was "Education WithoutBorders" which is a biennialinternational student conferencethat creates networks acrosscultures in order to understandand generate solutions forsome of the world's greatestchallenges. The conferenceengages the world's mostinnovative students and leadersof Business, Technology,Education and theHumanitarian sector in acollaborative forum thatculminates in a commitment to action.

As the Bank that cares, UNBhas also sponsored the "AtHome" campaign organised bythe Red Crescent. The motiveof the campaign is toemphasize that charity beginsat home and it was based onthree solid foundations:Construction, Support & care.

In addition UNB alsosponsored the "Pleasing Hearts"program organized by the UAEUniversity which works onbuilding houses for variousfamilies in the UAE.

Tel: +9712 674 1600 www.unb.com


Real World Banking


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National Bank of Abu Dhabi (NBAD), The UAE's Number One Bank, in termsof total assets, deposits, branches and ATM network, has been busyshaping the UAE's prolific banking activity since its inception in 1968.NBAD is the recipient of several awards including the 'Best Bank in UAEAward,' 'Human Resources Development Award,' 'Middle East e-BankingCountry Award,' 'Outstanding use of IT in Financial Services Award,' the'Excellence Award for Best use of Technology', and more recently NBADhas been voted for the second year successively as a Superbrand for 2007.It's all about onwards, and of course, upwards.


NBAD was founded to serve asthe banking arm to the UAEGovernment and the Emirate ofAbu Dhabi. By the end of 2005,NBAD notched up enough profitsand assets to propel it to the top -and now it is considered one ofthe most efficient banks of theUAE and the broader Middle East region.

VViissiioonn,, MMiissssiioonn aanndd CCuussttoommeerrPPlleeddggee Already one of the leading banks in the UAE, NBAD's vision is to be The Number

One Arab Bank. The bank is committed

to provide its customers with the best services, understand their needs and dedicate all itsenergies to serving them. Loyal to heritage but modern in outlook, NBAD has an excellent value system whichgives supreme importance to the stakeholders. NBADunderstands customer needs andis accessible to them always.NBAD strives constantly toempower its people and achieveorganisational excellence.

SSttrraatteeggiicc sseerrvviicceessBeing The Number One bank of the UAE is not easy, but NBAD has well defined servicesand policies which have ensured its ranking.

The bank is organised intothree strategic client-focusedbusinesses:

The UAE Domestic bank, theInternational business, and a UAEbased Investment bank.

TThhee UUAAEE DDoommeessttiicc BBaannkkNBAD has a retail network of 71branches. In addition,

- NBAD has one and two mancash offices that are spread outat remote locations to servecustomers stationed at off shoreOil operations and desertlocations. NBAD also has threeshift offices inside the securityareas of the Abu DhabiInternational Airport providingcurrency exchange andTravellers Cheques services.

- The branch has a huge networkwith 181 ATMs (currently thelargest and growing) throughwhich customers perform avariety of transactions, inaddition to foreign currencycash withdrawal.

- A unique service available atcertain ATM locations enablescustomers to request andreceive a printed cheque bookthrough the ATM within just threeminutes, tremendously useful tocustomers in case ofemergency.

- Besides brick and mortarbranches, NBAD provides 24/7internet banking accessibilitythrough NbadOnline andNbadDirect, as well aspersonalised customer supportthrough the 24/7 Call Centre.

- NbadDirect enables customersto initiate banking with NBAD via the internet.Requested products will bedelivered by courier to thecustomer or directly to thebeneficiary. An ultimate incustomer convenience, thisservice has been a greatsuccess since its inception.

- NBAD has one of the largestand most diverse retail productranges (with as many as 22products) to suit its large andgrowing customer base. Theretail customer base issegmented into Retail, Elite andPrivate banking customers, tomeet the needs of the massmarket as well as the nichemarkets such as ladies,students and professionals.

TThhee IInntteerrnnaattiioonnaall BBaannkkiinngg DDiivviissiioonnNBAD's International BankingDivision manages its OverseasBranch Network, Abu DhabiInternational Group and Financial Institutions Group, and administers 30 overseas units stretching from Oman andBahrain in the G.C.C., Cairo andKhartoum in Africa, London, Parisand Geneva in Europe to

National Bank of Abu Dhabi is a UAE-based provider of personal banking, elite banking, corporate banking,investment banking and international banking services. Its personal banking services include depositaccounts, lending products, personal cards, remittance services, investment products and other services.The Bank's corporate banking services, which range from corporate accounts to project finance and tradefinance, are provided to small, medium-sized and large corporations, government and semi-governmentorganizations and other clients. Its investment banking services include investment/structured products,treasury services, advisory services, capital market services and other services. The Bank also has aninternational banking division, which manages the Bank's overseas branch networks, emerging markets andsyndications and correspondent banking. In addition, the Bank provides an exclusive range of banking andnon-banking services for its distinguished customers.


Washington D.C. in the US.

- NBAD's Correspondent Bankingservice manages Nostro accountrelationships with over 600 banksworld wide, and Vostro accounts ofover 100 major banks, whichmakes NBAD the bank of choicefor importers, exporters andfinancial institutions.

- NBAD´s corporate and privatebanking branches in London,Paris, Geneva and Washingtonserve the needs of internationalbusinesses through trade finance,syndicated lending, foreignexchange, real estate finance andprivate banking.

IInnvveessttmmeenntt bbaannkkiinnggOn the investment and commercialside, NBAD is the leading provider of corporate banking services beingthe bank of choice for theGovernment of Abu Dhabi, keypublic sector institutions and majorcorporate groups. Corporate servicesinclude cash flow management,global treasury, foreign exchangeand capital market products, assetmanagement, besidescomprehensive trade financingsolutions aimed at satisfying client needs and reducing risksassociated with foreign markets. Inaddition, NBAD has dedicatedJapanese and Italian Desks whichhandle corporate cross bordertransactions with these countries.

BBaannkkeerrss wwiitthh ssoocciiaall ccoonncceerrnnssCommitted to serve society, NBAD'sCorporate Social ResponsibilityMission provides assistance to social,environmental and charitable causesin UAE and other countries. NBADcontributed AED 10 million to theInstitute of Applied Technology inAbu Dhabi, to foster scientificlearning and education amongst the youth of the country. NBAD also donated AED 5 million towardsthe Tsunami victims- the largestsingle donation by any organisationin the UAE. The bank alsoencourages customers to contributeto the Red Crescent Society throughthe bank's ATMs.

Concerned about environmentalconservation, NBAD has dramaticallyreduced consumption of paper byconverting all paper forms toelectronic forms unless required. Ithas successfully recycled over40,000 kg of waste paper over thelast two years. NBAD is a supporter


of Emirates Environmental Group (EEG)and also has a MOU in place with theEnvironmental Research and WildlifeDevelopment Agency (ERWDA).

NNBBAADD''ss wwhhoollllyy oowwnneedd ssuubbssiiddiiaarriieess Abu Dhabi Financial Services LLC,currently the largest share brokerage in the UAE, provides brokerage services in local and foreign equities,undertakes commodities trading andmanages Initial Public Offerings; Abu Dhabi National Leasing handleslease finance operations. Other wholly-owned subsidiaries of NBAD are: NBAD Trust Company (Jersey) Ltd, AbuDhabi International Bank Inc, WashingtonDC, Abu Dhabi National Islamic Finance Pvt. JSC.(under formation), and NBAD Private Bank (Suisse) SA, an independent wholly owned subsidiaryof the NBAD group, operating underSwiss Banking Law.

Tel: +9712 611 1111www.nbad.com

CHAPTER 10 ARCHITECTURE, CONSTRUCTION, PROPERTY &REAL ESTATE

“Architecture is really about well being. I think that people want to feel good in a space.

On the one hand it's about shelter, but it's also about pleasure.”

Zaha Hadid, Anglo - Iraqi Architect







A construction paradise


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There is a boom in the construction sector in Abu Dhabi which the whole world is watching with awe. A slew of construction projects arealready on and many that are on the drawing boards are to set changethe skyline of this beautiful island city.


The activity is likely to continue forthe next decade or more and someof the most exciting projects includethe new airport as the old one hasoutgrown its utility value.

The infrastructure that is neededfor the new airport like roads,bridges, shopping malls, offices,apartment blocks, etc. all add up toa exciting new Abu Dhabi thataugurs well for its future.

There is a flip side to all these activities and it is the logisticsof supplies and meeting thedemand of men and materials.Because the moment any bigactivity takes place the sheer task ofmeeting the infrastructure demandincreases and thus the challengebegins. The Emirates however, hasalways risen to such challenges andthe many projects that have alreadyseen the light of the day is atestimony to this.

FFlleeeett aaddddiittiioonnThe new airport to be completed by2010 at a cost of Dh21bn ($5.72bn)built on a 3400 ha will cater to thefleet of new airplanes that AbuDhabi's new airline Etihad hasplanned to acquire. Meanwhile, theexisting airport with hardly anotherfive or six years life span is beingupgraded with a $100m budget.

Tourism plans: The Abu DhabiTourism Authority(ABDTA) seeing the future potential of tourist arrivals had in September 2005announced addition of ten newhotels by 2010. It plans to attract an investment of $11bn by 2015 and to add 17,000 hotel rooms. Thefive star hotel groups that havealready shown interest to set shopinclude al-Diar, Royal RegencyInternational, Fairmont Resort,Khalidya Palace Rotana and theFour Seasons.

The al-Salam street will havethree new tunnels to ease theexpected increase in traffic flow,being built at a cost of Dh621m($169.01m).

FFoorreeiiggnneerrss ccaann bbuuyy ffllaattss:: The new property ownership laws

introduced in 2005 has paved wayfor cash rich foreigners or non-nationals to invest in flats here. Ofcourse they have speciallydesignated investment zones. Oneof them is al-Reem island where anentire city will be built.

The project costing nearlyDh25bn ($6.81bn) will house apopulation of up to 100,000 and itwill have the complete works likehospitals, schools, mosques,entertainment complexes, 22,000residential units and a 95,000 sq mcentral park, apart from 4 km of canals.

There are many other newmodern cities planned with a rangeof facilities but they will be forEmiratis only at present. There arealso proposals for the developmentof four more islands - Lulu, Sadiyat,Huderiyat and Jubayl.

EExxppaannssiioonn ppllaannssThe Industrial City Abu Dhabi(ICAD), at Mussaffah, and its portare in the radar for majorexpansions. With the port somedistance from the deep water,dredging of a canal is required. But this is something that the port authority is adept at, according to an official of the portauthority. The development projects that dot the waterfrontsurrounding Abu Dhabi are all landfill projects where the sand has been scooped out of the natural coastal shallows.

BBoottttlleenneecckkssThe kind of projects that are comingup here, would put to shade thedevelopments in Europe or NorthAmerica. As a result many foreigncompanies and investors can getinvolved in these projects in theyears to come.

There are 16,000 registeredconstruction companies in the UAE out of which 4,000 arepermanently active. Hence thepressure on the supply side hasbeen equally great. There arewhisperings from the private sectoron the kind of bottle necks they are

facing due to shortage of rawmaterials and the inflated prices.

BBuuiillddeerrss'' wwooeessThe severe shortage of cementwhich began in 2003-04 in the Gulf still continues. It came to such a pass that the UAEContractors Association in 2005sounded a warning to cementcompanies not to hike their pricesunnecessarily. This came after hikesin September had seen cement goup by 8 per cent per tonne and 10per cent per bag. The suppliershowever, did not take it lying down as they had their ownproblems. They argued that due toenergy costs increase by thegovernment, (impact of high oilprices) the price hikes wereinevitable. With the Chinesegobbling up all the steel and iron orefor the Beijing Olympics, theavailability of steel has become amajor source of concern.

Hence to avoid steel shortagesseen in 2004-05, UAE's leadingprivate-sector manufacturer al-Nasser Industrial Enterprises (ANIE)announced in 2005 to set up twosteel manufacturing plants in theICAD with a combined capacity of450,000 tonnes per annum.

LLaabboouurr pprroobblleemmssLabour used in construction is mainly expatriates from the Indiansubcontinent and the Far East and isfraught with uncertainties.

The shortage of skilled andqualified staff is also posing a graveproblem and the companies haveno choice but to look for otheralternatives to sort out this problem.

As the UAE moves towards a freetrade agreement (FTA) with the US, it will have to prepare forhigher costs in terms of wages and requirements of compulsoryhealth insurance. Workers will alsohave more rights, chiefly that ofchanging sponsors.

CCoommppaanniieess'' ppeeddiiggrreeeessThe challenge that Abu Dhabi posesto the construction industry is the

size of the projects. Here is wherethe pedigree of the companiestaking up constructions face achallenge. Many a times they arefound wanting especially towardsthe completion stage of the projectswhen due to lack of planning theyend up red faced.

Local firms though are goingthrough the learning curve andadapting to higher standards.

FFuuttuurreeWith the oil prices continuing to dowell for the next two years andliquidity posing no problems theconstruction activity looks very brightfor the next couple of years.

Regulation is likely to begradually increased, although AbuDhabi is not known for rushing intothings. Any legal changes inownership and/or building standardsare likely to be fully considered andmeasured, as will be changes inlabour legislation.

VViissiibbllee ddeevveellooppmmeennttA Google search of Abu Dhabi willshow you vast stretches of emptyspace along its coast of over 200major and minor islands. Manyreveal a portent of their future - an expanding network of tracks and roads.

Lulu Island, some 600 metres off the Corniche Road is an artificialisland and one of the mostnoticeable developments. With aninvestment of $27.2m so far by thegovernment, it is set to be ashowcase tourism venture, probablythe biggest in the world, with hotels, restaurants, gardens, anaquarium, a museum and a wildlifereserve. More than 600,000 palmtrees are being planted to landscapethe island.

The Government has offeredmany incentives - the GeneralCorporation for Development and Investment of Lulu Island isexempt from all taxes and customstariffs on systems and equipmentbeing used for the development, as are the corporation's contractorsand subcontractors.

Realty Unlocked


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Reem Developers has since its inception carved a niche for itself as a highlyfocused yet differentiated realty sector company. A key reason for this success isthe company's relentless approach of attracting and retaining the finest experts,leading architects, engineering consultants and project managers to come onboard.This strategy ensures that its developments are best of class with the highestinternational standards of planning, management and execution.

Furthermore, validating this strategy has been the launch of two significantprojects of Reem Developers; Najmat Abu Dhabi and Rawdhat Abu Dhabi, in theprocess gaining a reputation of being one of the leading developers in Abu Dhabi.

The flagship project of Reem Developers, Najmat Abu Dhabi - the Star of AbuDhabi, occupies a premium positioning on the natural Reem Island of Abu Dhabi.Najmat Abu Dhabi offers investors some of the best prime land available in themarket. It has been announced at a time of resurgence of the real estate market ofAbu Dhabi. The AED 30 billion project that will span approximately 16 million squarefeet will come up on the Reem Island, 300 metres off the north-eastern coast of AbuDhabi. Concieved as a mixed-use project blending traditional and contemporaryarchitectire, Najmat is being envisaged as one of the region's best waterfront livingcommunities with across-the-board modern amenities in an aesthetic and self-contained ambience.

Al Reem Island has been declared as an International Investment Zone

Reem Developers, a fully owned subsidiary of Reem Investments, wasestablished to achieve the investment objectives of Reem Investments inthe real estate development sector. An Abu Dhabi-based private joint stockcompany launched in May 2005 with a paid-up capital of AED 1.555 billion,Reem Investments has seen the capital of the company increasesubstantially. It now boasts diverse investment interests across varioussectors of the economy including asset finance, energy etc.

Najmat - Harbour Marina


and the focus of the project will be on business, residentialand leisure components, making ita community with best-of-the-breed facilities under one canopy. The project will includeprogressive infrastructure,educational campuses, health and wellness facilities and a host of retail and hospitality destinations.

Master-planned and developedby Reem Developers, Najmat AbuDhabi is already in take-off mode.Recently, Reem Developersawarded an AED 201 millioncontract to China HarbourEngineering Co. L.L.C, for thedevelopment of three marinas anda grand canal, one of the firstmajor works to be awarded aspart of the expedited developmentof the project.

Reem Developers followed up its maiden venture with anotherstate-of-the-art exclusive, urbanself-contained community project,the AED 2 billion Rawdhat AbuDhabi. This is the the UAE's firstdedicated 'develop to lease'community, master planned for the highly attractiveprofessional expat lease market.Located at the entrance to AbuDhabi, this mixed-usedevelopment is exclusively

targeted at UAE nationals, and is expected to be completedby 2009. The project will bedeveloped in two phases on atotal land area of 280,000 sq m and will comprise themedresidences on 61 plots to developlow-to-mid-rise residential towersamidst all modern amenitiesincluding a full-fledged communitycentre with health club, spas and meeting areas. Other facilitieswill include kindergarten, medicalclinics and a mosque within a lush green landscape with

parks, scenic trails, walkways,open spaces and play areas for children.

In the first phase Rawdhat Abu Dhabi will include 17commercial developments and 44 residential. The second phase of the project will becompletely commercial.

Through these significantinvestments and its continuedfocus on first-class infrastructurebuilt to the highest internationalstandards, Reem Developers has not just established

itself as a leading player in Abu Dhabi's real estate market but also as one that issignificantly contributing to thestrong resurgence of this sector in the Federal Capital. In thefuture, Reem Developers aims at undertaking an expansion through organic growth andacquisitions, and masterdevelopment of prime real estateassets globally.

Tel: +9712 644 4455www.reeminvestments.com

Najmat - Grand Canal

Najmat - Bay Center at night

Ambitions Unlimited…


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Tamouh, the pioneering real estate developer, was launched in AbuDhabi in 2007 where it unveiled its vision for the future of the capital andshowcased some of its ambitious projects. Its vision to contributetowards making Abu Dhabi an ideal place to live, work and grow, alongwith its mission to add value to the community by delivering superiorquality developments that nurture higher living standards, is evolvingsteadily day by day.

Al Reem Island


Seeing that Abu Dhabi is witnessing an incredible growth phase as a result ofan ambitious vision to move the capital steadily into the twenty first century,there is no doubt that Tamouh will play a significant role in shaping the futureof the capital during this historic period. Where others see endless distances,Tamouh sees endless potential.

The company's exclusive venture, Al Reem Island is a 6.2 million squaremetre natural island, set 350 metres across from Abu Dhabi's coastalshoreline. The island will be developed into a full community. The MarinaSquare, the first plot of Al Reem Island, covers an area of 13.2 million square feet and comprises of 70% residential and 30% commercial districts.

The Marina Square, a multi purpose project consists of a shopping arcade, eight Cineplexes, branded retail outlets, restaurants, a marina, a five star hotel facing the marina, and private beach access and sports facilities. It will also host community facilities that will cater to theresidents' commercial, medical, spiritual and leisure needs with fully equipped clinics, mosques, parks, day-care centres and convenient outlet supermarkets.

Clearly, enhancing lifestyles by creating amazing projects are key prioritiesfor Tamouh; quality of life and the timely wrap up of their projects is pivotal totheir template for success.

Abu Dhabi-based Tamouh is the primary developer of key projectsincluding the Marina Square, the City of Lights, Fantasy Island, Meena Hotel and Towers, and Royal group Headquarters. The company is also partly involved in the development of two blocks of Danet Abu Dhabi, themultipurpose project. Most of these projects will be completed within the next5 years. Future plans include Abu Dhabi University City and many others.

With so much taking place, the future looks bright, because when theydream it, they can do it.

Tel: +9712 644 2218www.Tamouh.com

Joe Ong, CEO, Tamouh Investment

The Marina Square


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Until a few years ago, the concept of a real estate or propertyboom had never been associated with the emirate of Abu Dhabi,but today, the scenario has changed dramatically. The capital cityhas become one of the most sought-after investment destinations,not only from a regional perspective but internationally as well.

The new property law, signed by His Highness PresidentSheikh Khalifa bin Zayed Al Nahyan in August 2005,transformed the property landscape in Abu Dhabi, triggeringinvestments from UAE nationals, GCC nationals, expatriatesand international clients alike. Previously Abu Dhabi residentswere forced to look to neighbouring emirates andinternational markets for their property investmentopportunities. Now, with market forces shaping the local realestate landscape, definite arbitrage opportunities await quickand astute investors.

Be it luxurious apartments in prime locations, villadevelopments in newly emerging suburbs, or state-of-the-artcommercial spaces, Abu Dhabi now offers projects to caterto every need, especially with the presence of leadingproperty investment and real estate companies such as'Profile Group Properties'.

What sets Profile Group Properties apart is the fact theyconstantly lead the industry within Abu Dhabi. When thecapital first opened its property market to all nationalities,Profile Group Properties was the first to offer luxury waterfrontproperties on Al Reem Island, a natural Island 400 metres offthe coast of Abu Dhabi, and certain to become one of thepremier residential and commercial locations in the country.

The launch of 'Marina Heights' in January 2006 was thecatalyst that sparked Abu Dhabi's property ownershiprevolution for expatriate investors in the city, and the strongsales momentum was continued later the same year with themuch anticipated launch of its sister tower 'Marina Heights II'.

The two Marina Heights towers offer investors a uniqueblend of inner-city location with relaxed Island-lifestyle from arange of studio, one, two, three and four bedroomapartments, plus spectacular five bedroom penthouses withprivate swimming pool. Every apartment comes with its ownprivate balcony offering panoramic views of the marina andwater-front area or the Island's picturesque central park andcity skyline. Both towers feature world-class amenities suchas fully equipped gymnasiums, swimming pools, recreationareas, smart home technology, 24/7 security, and high speedinternet access and cable television facilities.

The quality of the project and its timing, as the firstdevelopment to be completed on Al Reem Island, has led tothe strong demand for units in Marina Heights, as has the"aspirational" lifestyle of the Island and its incredible proximityto the existing downtown area of Abu Dhabi. Marina Heightshas set the benchmark for luxury living in the capital.

In January of 2007, to investor's delight, Profile GroupProperties marked another key milestone for Abu Dhabi,when Marina Heights became the first residential towersavailable to all nationalities to officially start construction withinthe city. This notable head start on the competition willensure investors in Marina Heights are enjoying their luxuryhomes and significant rental returns well before othercomparable projects in Abu Dhabi.

As a 100% locally owned and operated company, ProfileGroup Properties has a vested interest in ensuring the

Raising The Real Estate Profile

Marina Heights I & II, Al Reem Island – Abu Dhabi


The twin Marina Heights towers at the heart of Marina Square - Al Reem Island

success and quality of every project it isassociated with. Developments must not onlydelight and reward its own customers, butalso enhance and complement the city of AbuDhabi as a whole. The company's localcommitment and presence has struck a cordwith investors, as Profile Group Properties isnow established as the trusted brand withinthe rapidly transforming Abu Dhabi RealEstate market.

With recent amendments to the Abu DhabiProperty Law, Profile Group Properties is alsopioneering on behalf of its clients "Freehold"ownership rights for all investors as per therights granted to them under article 19 of theAbu Dhabi Property Code. This is yet anotherexample of Profile's commitment to itsinvestors and ensuring they receive the verybest support and service.

Profile Group Properties believes ininvolving investors at every stage ofdevelopment, to ensure they remain anintegral part of the project. Valuing investorsentiments and opinions is an essential part ofthe company ethos - factors which havehelped Profile Group Properties win the trust of investors and contributes to theirimpressive success.

Moreover, for Profile Group Properties,which offers a complete range of real estateservices including Property Investment,Development, Sales, Management andLeasing, the commitment to clients extendswell beyond the delivery date of their homes. Itis a long-term relationship that is built on opencommunication and trust, and one that iscontributing to the spirit of the communitiesthat Profile Group Properties and its clients arebuilding together.

Tel: +9712 645 0545www.profilegroup.ae

Wielding the Mace Power


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The booming UAE economy is fuelling infrastructure development on an unprecedented scale. Over $100 billion is being invested over the next five years on infrastructure projects in Abu Dhabi today. Residential,commercial and all manner of amenities are undergoing vastredevelopment. Thanks to this, the real construction sector is in overdrive.Contractors in this segment are participating in the radical transformationof the UAE's urban and industrial environment with projects worth $1 trillion in the outsourcing construction segment.


Mechanical and Civil Engineering ContractorsCompany Limited (MACE) with its years ofexpertise in construction and maintenance isall set to play a pivotal role in this fast growingsegment. It prides itself on being the 'Centre ofExcellence' in the landscape, construction,operation and maintenance fields in the MiddleEast and as such is playing a part in meetingthe growing needs of a rapidly evolving socio-economic environment.

With its headquarters in Abu Dhabi, itprovides a vast range of services tomunicipalities and oil companies. An ISO9001:2001 accredited company; MACEcomplies with the current internationalstandards and continually strives to improve itseffectiveness and efficiency.

Since its establishment in 1968, by WilliamHaddad, as a partnership in Libya, MACEprovides a vast range of its services coveringall areas of oil field development andmaintenance for cross country pipelines, flowlines, pump stations and plant turn around.

In keeping with a policy of regionalexpansion, MACE branched into the Kingdom of Saudi Arabia, Eastern Province,where in 1979 it began major pipeline work for gas, oil and water for Government Ministries and ARAMCO.

Mace's scope of work includes civil andbuilding works such as power and desalinationstations, structural steel warehouses andpumping stations requiring multistagedewatering. The group also builds hospitals,residential buildings requiring high qualityfinishing, parks and decorative fences,concrete and storage pumps.

This diversified construction group played aninstrumental role in establishing the developinginfrastructure of cities in the UAE, includingsewerage and water distribution networks,industrial building and hospital construction,turnkey structural steel warehousing and

operation and maintenance of sewagetreatment works. It also introduced innovativeengineering methods such as the 'cathodic'protection of subterranean concrete structures,sewer surveys and sewer rehabilitation.

It has gained an excellent reputation forcomprehensive maintenance service ofrefineries, gas plants, housing and officeservices as well as catering to isolated areasover 500 km into the Libyan Desert.

For its various operations MACE operates acomprehensive fleet of heavy constructionequipment including cranes, excavators,pressure and suction tankers, bulldozers,shovels, rollers, backhoes and complete sets of pumps and dewatering equipment forground water control. The equipment is routinely checked on a rotational basis to ensure optimum running performance andminimise down time.

The goals of this company are to achieve quality and excellence in all itscontracts. Customer satisfaction is the most important goal so it leaves no stoneunturned to ensure that customers are always happy. The Company protects its brand through developing a successful supply chain and continuing to develop capabilities.

Mace believes in the values of leadership,direction and effective communication. Change is the key for success and competitionis vital, this is why its managers are receptive tonew ideas.

With a vision to build on its pioneering effortsin the contracting and construction sector,MACE conducts regular workshops andmodules in order to train and develop their staffand personnel so as to improve personalcompetency. Employees are encouraged toestablish measurable quality objectives at eachrelevant function.

Safety is MACE's ultimate objective so it is

natural that the elimination or adequate control of hazards at work is inseparable from all other main objectives. All employees aregiven a 'Health and Safety Handbook'. The health and safety handbook covers all the identified hazards in accordance with general risk assessment. In-house safetyinduction is provided through regularmemorandums and circulations, accidents and incidents, propaganda and general safetygroup discussions.

As part of the privatisation process of the Abu Dhabi Municipality, MACE wasawarded a 5 year Operation & Maintenancecontract to operate and maintain the entiresewerage, storm water drainage & irrigationnetworks of Abu Dhabi Island. (Renewable for the sewerage section only) A division of the contract is allocated to Civil &Emergency works.

MACE operation and maintenance division operates a 24-hour call centre, whichincludes two emergency telephone lines (02-448-9100) and a fax line (02-448-9298),which are also available to customers (residents of Abu Dhabi).

In addition to the O&M network contract,MACE has also been recently awarded a 3 yearcontract by the Public Gardens Department todevelop and landscape a proportionate regionof Abu Dhabi state and surrounding islands.With more emphasis on creating greenerenvironments MACE is keen to exploreinnovative and diverse trends.

With the government's aim to transform thenation with mammoth infrastructure projectsranging from new airports, landscaped greenspaces industrial units, towns, roads, towersand more, MACE is going to be busy buildingfor many years to come.

Tel: +9712 666 6462Email: [email protected]

William Haddad, Chairman, Mace

CHAPTER 11 MEDIA, COMMUNICATIONS & TECHNOLOGY

“Technology used in any business will magnify an operation if it is efficient.

If it is not, technology applied to an inefficient operation will simply magnify its inefficiency.”

H. E. Mohammad Hassan Omran, ChairmanEmirates Telecommunication Corporation - Etisalat

Reach out with Etisalat


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Today, the UAE has emerged as one of the most advancednations in the world in terms of infrastructure, economicopportunities and per capita income. With its business-friendlymodus operandi, high standards of living, tax-free regime andsizable annual trade surplus, it is looked upon as a modern state withan appealing mix of East and West - a most favoured destination forsettlers from the Middle East Diaspora, South Asia and further afield.By progressively increasing spending on job creation andinfrastructure expansion, the UAE government is opening up itsutilities to greater private-sector involvement too.


A major player in this public-privateenterprise is Etisalat, thetelecommunications giant of theUAE. The company has beenproviding the latesttelecommunications servicesincluding fixed and mobiletelephony, TV and internet to UAEsince 1976. It has built up amodern telecom infrastructure andestablished itself as an innovativeand reliable operator in the region.Ranked among the FinancialTimes Top 500 Corporations in theworld in terms of marketcapitalisation, and the 6th largestcompany in the Middle East interms of capitalisation andrevenues, Etisalat stands tall, acompelling factor in UAE'sadvancement and modernisation.To this end, Etisalat at the root ofthe nation's vision for globalisation,is the largest contributor outsidethe oil sector to the UAE FederalGovernment's developmentprogrammes worldwide.

EEttiissaallaatt’’ss VViissiioonn "Any sufficiently advancedtechnology is indistinguishablefrom magic,” said Arthur C. Clarkein his book Profiles of the Future,and with its vision of a connectedworld, Etisalat wants to createnothing short of magic.

As a telecommunicationscompany, Etisalat has the powerto keep people connected at alltimes, anywhere in the world. Andthat's exactly the vision of thecompany- to enable its customersto be unfettered by matters ofdistance. Etisalat envisages aworld where its people willeffortlessly move around theworld, staying in touch with family,making new friends as they go,and developing new interests onthe way. Businesses big andsmall, empowered by Etisalat, nolonger limited by distance, areable to reach new markets. With innovative technologies, UAE is open to fresh opportunitiesacross the globe, allowing thesupply of new goods and services to everyone who wantsthem, further strenghthening itsposition as a nascent strategicpower worldwide.

EEttiissaallaatt’’ss MMiissssiioonn Etisalat's mission is to extendpeople's reach. To this end,Etisalat is actively developingadvanced networks that will

enable people to develop, to learn and to grow; to enablethem to reach each other,businesses to find new marketsand everyone to fulfill theirpotential. Across the UAE, andincreasingly in internationalmarkets, Etisalat's mission ofenabling its customers to enjoythe latest services andtechnologies in telephone, TV and Internet services haslargely succeeded.

EEttiissaallaatt VVaalluueessEnergy: Etisalat values andnurtures the energy anddynamism needed to achieve thevery best in business, rendering itimmensely capable of taking onfuture challenges andopportunities with ease.

Openness: As a company,Etisalat is welcoming, sociable and friendly tocustomers, suppliers andemployees, communicating with precision and clarity, always honest and fair in business dealings.

Enablement: Etisalat's aim is to open up opportunities, toactively help people reach theirgoals, and always deliver whatthey say they will.

EEttiissaallaatt AAddvvaannttaaggeeApart from enabling the nationwith basic telecommunicationservices, Etisalat also offers arange of innovative and modernservices that have served toposition UAE as one of the mostadvanced nations in terms oftelecom services. With Etisalat,mobile users enjoy the benefits ofsuperior voice and dataapplications like WAP, GPRS,3.5G, MMS, Push-To-Talk, BlackBerry services and others.Enterprise and individualcustomers on the fixed-linenetwork have the benefit ofservices such as ATM(Asynchronous Transfer Mode),Frame Relay, VSAT and ISDN. TheCorporation offers fixed-lineservices over a Next GenerationNetwork, and has been migrating sections of its usersonto the advanced network, which will be completed by end of 2007. By establishing NGN,Etisalat will be able to offer voice, video and data over onesingle source, enabling true Triple-Play functionality.

EEttiissaallaatt’’ss ggrroowwtthh ssttrraatteeggyyEtisalat's presence in UAE is atmultiple levels, ensuring thecompany's lateral as well asvertical growth in the region. Thevarious business divisions ofEtisalat ensure the same.Realizing that true empowermentcan happen only with education,Etisalat is engaged in providingquality education to UAE with itsEtisalat Academy and the Etisalat University College. Thesetwo initiatives are designed to turnthe UAE into a centre ofprofessional training excellence.Courses held here includesubjects such as IT, BusinessAdministration, InformationSecurity, Basic Sciences,Communication Engineering,Electronic Engineering andComputer Engineering.

EMIX is the first NetworkAccess Point (NAP) in the MiddleEast. Built on multiple STM-1circuits landing on the East andWest coasts of UAE, EMIX's state-of-the-art platforms are designedfor the transport of high-qualityand high-speed Internet service.

EDCH was established in 1994to provide a single point of contactfor the roaming facility offered byGSM operators.

Emirates Data Clearing House-EDCH is one of only fivecompanies worldwide that offerselectronic data transfer andfinancial services.

Ebtikar's product rangeincludes chip-based smart cardswith memory or microprocessorchips, as well as non-chip-basedcards for multimedia applications.Ebtikar services the industries oftelecommunications (Pay phones,GSM, Internet), health, parkingand others.

Etisalat's The Customer CareCentre was established in 2000 tohandle all the Corporation's nonface-to-face customer interactions,both in UAE and outside. Havingover 500 seats, it is the largestoperation of its kind in the MiddleEast, and is ISO-9001 certified.Apart from Etisalat including all its divisions and subsidiaries,the Customer Care Centre also handles inbound andoutbound services for companiesin the private and Governmentsectors, both domestic andinternational. Services provided by the Customer Care Centre to its clients include contacthandling, telesales and marketresearch, and call centreconsulting services.

H. E. Mohammad Hassan Omran, ChairmanEmirates Telecommunication Corporation - Etisalat


EEttiissaallaatt’’ss FFiigguurreessThe year 2006 was dynamic for Etisalat withsuccess at multiple levels- internally throughrestructuring and corporate branding,internationally through the expansion ofoperations in Egypt and Afghanistan, andfinancially, through record levels of revenueand profit. Etisalat's revenue by the end of2006 was AED 16.3 billion, representing a 27%growth from 2005. Mobile based revenuesstood at AED 10.2 billion, a 38% increase over2005, Internet based services - AED 1.1 billion(36% increase), Data services - AED 1.4 billion(33% increase). Etisalat has succeeded inelevating the UAE as one of the mostconnected countries with over 140% mobilepenetration, and over 50% of the countryconnected to the Internet.

EEttiissaallaatt’’ss ccoonnttrriibbuuttiioonn ttoo tthhee ccoommmmuunniittyyEven though the main objective of Etisalat is toprovide telecommunication services to thenation, it has always adhered to the principles

of Corporate Social Responsibility. Thecorporation strengthens the society it serves bysupporting social, economic, sports andcultural activities. It also participates ineconomic related conferences and exhibitionsorganised throughout the Emirates and theregion and is an award-winning sociallyresponsible corporation. Etisalat has also wonaccolades from across the region for itsEmiratisation programmes that have securedjobs for young national professionals for over40 per cent of its workforce.

EEttiissaallaatt’’ss FFuuttuurree In 1982, Etisalat was the first telecom operator in the region to introduce a mobile phone service in UAE, and was one of the early adopters of GSM technology,introducing it to customers in 1994. Since then it has established itself as a regionalpioneer by introducing both 3G and MMS in2003, and most recently, the BlackBerryservice in 2006.

Etisalat looks at a future in which technology extends its reach. Already, music, books and services no longer have to have a physical format to be soldonline. Advanced networks will increasinglyprovide education, healthcare and otherservices and goods. For instance,telemedicine already allows patients to seekthe best advice from doctors around the world; now robotic aids are beginning to make remote surgery possible. As the pace of technological change increases, Etisalat intends to extend its reach into new technologies, services and markets, in the process raising thebenchmark in customer services, acquisition and retention, and thus enhancing shareholder value.

And that, at the end of the day, is what asuccessful corporation is all about.

Tel: 101 www.etisalat.ae


Airtime Unleashed


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Thirty years after Etisalat's inception, the UAE's second telecomoperator, 'du', finally cracked the monopoly in February 2007. Witha new era of partial liberalisation setting in, sometimes referred toas a 'duopoly', the aim is to ensure that it's ultimately the customerwho's coming out a winner, both in price wars games and newertechnology too.


While Etisalat is recognised as a top-qualityservice provider with rapidly expandingglobal telecoms investments underway, theUAE's Telecommunications RegulatoryAuthority, established in 2004, wanted tosee greater efficiency in the sector,particularly in wireless and broadbandservices on par with Singapore and SouthKorea. Therefore it allowed for a partialopening up of the nation'stelecommunications sector to competition.

Spanking new operator du entered thefray, touting a per-second billing strategy,the launch of 3G mobile TV, a discount forcalling selected friends or family, andmaking payments via mobile phone as thehighlights of its initial offering. Start-upglitches notwithstanding, it has reached halfa million mobile customer milestone in justfour months of launching. Although it hadtaken the company a full 12 months to getthere after receiving its license, it currentlyholds 10% market share. du is on course toachieve its target of 30% of the marketshare in three years. However, the real testis to reach a critical mass of customerconfidence. This will show up in convertingsubscribers into active users, as most du customers still use Etisalat astheir primary line.

Several other services, chief amongwhich are fixed line services and du'sHomeCam video camera, which will allowsubscribers to view live video feeds of theirproperties with audio, are on the anvil. Theservice will become available at retail storessoon and can be accessed with 3G-enabled handsets in any part of the UAEcovered by du's 3G network. However, nodate has been announced for launchingdu's broadband internet services.

So where does this leave Etisalat, theprimary telecommunications serviceprovider? Hale and hearty apparently, as itposted a 33% jump in net profits to reachDh3.73 billion in the first half of 2007.Motivated by the fast-paced competitivelandscape, new pricing schemesintroduced by du and advertising battles,Etisalat introduced a variety of new servicesand features in the first half of this year,inching forward in customer loyalty stakes.

Thuraya Satellite TelecommunicationsCompany is another provider which

provides satellite based mobilecommunications in over 120 countriesaround the world and has tie-ups with morethan 90 service providers from Iceland toMyanmar. With its strength of reach, it isquickly gaining in popularity withgovernment agencies such as borderpatrols, armed forces, journalists andbusinesses that need this vast range.

Clearly, the UAE is forging ahead with thedevelopment of competitivetelecommunication services while itparticipates in the technological revolutionhappening right at its doorstep. The wirelessnetworking business has grown multi-fold inthe UAE over the last two years. Withimproved security, coverage, range,upgradeability and flexibility of wireless LANtechnologies, users now have access to theinternet 24/7 through laptops, PDAs thanksto Wi-Fi networks and hotspots serviced byEtisalat in diverse locations from airports tocoffee shops and shopping malls.

The convenience and flexibility offered bywireless networks, combined with theaffordable price points, is making wirelesstechnology a household word - literally. Butthere is a feeling in the industry that wirelessoutdoor networking needs furtherdevelopment and maturity. Indeed, some of the regulations and policies set by the TRA limit the growth and adoption ofthis technology.

Last year Abu Dhabi topped the emiratesin its IT spend at 46%, followed by Dubai at37%. The seven emirates together areexpected to spend close to $1.8 billion on ITservices in 2007. The figures are sharedbetween software products, computerequipment, IT services and datacommunication products such as switchesand routers.

In addition, Government initiatives suchas the Dh1.19bn ($88.5m) EmiratesNational Identity Authority (ENIA) and e-DIWAN, the task management systemimplemented for the UAE Department ofPlanning and Economy collectively accountfor a major chunk of governmentalexpenditure on the technology sector.

Whilst it appears that there is a promisinge-commerce climate developing in the UAE,legislative enhancements are needed toadd the icing on the e-cake.

The ‘Best Of’ Times


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It was in 1798 that The Times made its first appearance in TheMiddle East when its journalists reported on Napoleon's arrivalin Egypt.

Events and history, like the desert sands, have ebbed and shifted since thosemomentous events, during which time the newspaper, along with its sister titleThe Sunday Times have grown to become two of the most influential andrespected newspapers in the world.

The Times has had a presence in the region during some of its mostsignificant founding events, and the UAE's history in the making has found itspassage into the columns of the newspaper. For a region steeped in tradition,The Times – with its own special history – would seem a perfect companion.

The Times has had a presence in the region during some of the

significant founding events in theregion’s history, from Sheikh Zayed’s

birthday on 22nndd DDeecceemmbbeerr 11991188, to reporting the UAE’s independence

on 22nndd DDeecceemmbbeerr 11997711.

Today, the newspaper hasopened up a new link with theMiddle East, thanks to a uniquepartnership between Saudi ownedcompany SAB Media and RupertMurdoch's News International.

For now the SAB Group is proud to announce the launch of The Times and TheSunday Times daily newspaperportfolio in the Middle East. This launch signifies the first timethat a truly international dailynewspaper is available on themorning of publication to readersin this region.

Having been granted a licence to print in the UAE by theregion's new Media Council basedin Abu Dhabi the new dailynewspaper focuses on a diet ofinternational news, sport and asecond to none business section,flavoured by the opportunity toprovide local advertising to theswelling ranks of internationalbusinesses embedded throughoutthe increasingly influentialeconomic region.

With a current circulation of18,600 across the region, TheTimes is available through retailersand to subscribers at home oroffice from Abu Dhabi to theremaining GCC countries.

The Times in the Middle Eastcontains the depth and breadth ofcoverage that has become thenewspaper’s trademark over its220-year history. Long regarded as required reading for politicaland business leaders, The Timesand The Sunday Times combineobjective news reporting with hard-hitting political analysis, lively commentary and incisivebusiness reporting.

Bringing the new daily titles to the region, The Times is alsoaimed at signifying a major boost for not only British concernsbut international companies in Abu Dhabi through promotions,marketing and specially designed campaigns.

“We are proud that we are now available daily in a region thatis destined to play an ever moreinfluential role in the world,”explains Robert Thomson, Editor of The Times. He continued,“Since 1798, when The Timesreported Napoleon’s arrival inEgypt, we have invested heavily inour reporting from the region andwe now have one of the largestcorrespondent networks in the

Middle East. Printing in Dubai isanother significant moment in ourhistory and we look forward toproviding intelligent, informativeand entertaining news, commentand analysis for many new readersin the region.”

John Witherow, Editor of TheSunday Times added: "We aredelighted to have this opportunityto extend the availability of TheSunday Times across thisimportant region. We are proud ofour reputation for delivering newsand analysis to an intelligent andthoughtful audience. There areover 3.5 million weekly readers ofthe Sunday Times and this figurewill increase further through ourpartnership with SAB Media in theMiddle East."

The confidence in launchingthe edition in the region, reflects the increasing optimism in centres such as Abu Dhabi and the Middle East as a whole as one of the world's rapidlygrowing financial and politicalpower spots. It also signifies the increasingly open mindedattitudes towards providing quality journalism in the area,expressed by the ruling body ofthe UAE themselves.

It is such rejuvenated

confidence that has also promptedThe Times to launch its ownMiddle East Journalism Awardsproject, which will be held for thefirst time next Spring, with thesupport of the World EditorsForum, who will act as a judgingpanel for the scheme.

SAB Media is a part of aconglomerate of companiesplaced under the umbrella ofSaudi based SAB Group Holding Co owned by SheikhSalah Al Belawi. The activities ofthe group companies cover a wide area of sectors ranging from construction, investments,real estate and retail.

“One reason we’re excited to have the licence to publish TheTimes and The Sunday Times hereis the broad appeal,” said SheikhSalah Al Belawi. “The newspapersoffer advertisers a way to reachthe region’s political and businesselite, along with an educated andengaged English-speakingaudience. From a brandingstandpoint, The Times name sellsitself. There is not anotherpublication that can touch it, interms of recognition and respect.”

Tel: +9714 364 2897 www.thetimesme.com


*The Times and The Sunday

Times are printed under

licence in the UAE by SAB

Media, a member of the

Saudi based SAB Holding

Group, owned by Sheikh

Salah Al Belawi.

*The unique SAB contract

is the first time that Rupert

Murdoch's News International

Group have combined with

an outside partner.

*The Times in Abu Dhabi is

delivered first thing to home

or office in time for breakfast

or morning coffee!

*The first international

newspaper produced and

distributed throughout the

Middle East.

*The newspaper to support

local business groups.

*The best in journalism,

marketing and advertising.

*Advertising for businesses

in Abu Dhabi on regional and

international scale.

*The Times is now printed

and distributed daily

in the UAE and across the

Middle East.

The Middle East edition is the first truly international daily newspaper available on themorning of publication in the UAE.

Photographer by design


Med

ia, C

omm

unic

atio

ns &

Tec

hnol

ogy

Spanning artistry in its diverse forms, still photography covers a widegamut of expressions - from forensics and aerial surveillance to capturing a toddler's toothless smile and a diva's sensual charm. Elevatingphotography to an art, photographer and budding author of 'Dubai byDesign,' Daren Bell turns design and interiors into visual poetry.


ABB

Abu Dhabi Duty Free

Abu Dhabi Golf Course

ADCO

ADMA

ADNOC

ADNOC DIST

Ahrend

Al Baha Engineering

Al Dhafra Restaurant

Al Masaood Bergum

Al Muraikhi Pre-cast

Al Naboodah Laing O'Rourke

Al Rostamani

Arabian Adventures

ARKI

Avenue interiors

Bell Helicopters Hawker Pacific

BENE

Blue Haus

Boss Design

BP

Cansult

CitySpace

Design Club

DNATA

Fitch

Future Motors

Grovesnor House Hotel

Ghantoot (Polo club)

Hamilton Design

Horizon Line

Keo International Consultants

Kinnarps

Le Royal Meridien

Masaood John Brown

Mice Kraftwork

Microsoft

Millennium Copthorne Hotel

Mina Zayed

Nurus

Rotana Hotels

Royal Jet

Shell

Summertown International L.L.C.

Woods Bagot

The art and science of photography has beenin dynamic evolution since the last century.With the development of the 35 mm or candidcamera by Oskar Barnack first marketed in1925, photographers won the freedom tosimply aim, adjust and shoot. Later, themanufacture of faster black and white andcolour film enabled them to work without aflash, even in fading light. With portable lightingequipment, avid photojournalists were soon onthe road to creating some of the most enduringpoetry on film. Ace photographer Daren Bellbased in Dubai since 2001, carries a sense ofcontemporary history in all his work.

His work is defined by quality andtimeliness, underpinning his no-nonsenseapproach to even the most challengingcommissions. "The demand for speed andquality of work first motivated me to set upshop in Dubai. Speed in the decision makingprocess of corporates added to the highstandards of quality demanded is a challenge I am happy to meet," he explains.

Daren's success in Dubai is obvious - in the five years he has been here his clientele has increased tenfold. This is both a testament to his abilities, but equally ademonstration of just how vibrant the region is becoming in this sphere.

Although, Daren is quick to add, that itwasn't always so. Coming from the fiercely

competitive market of the UK, he wassurprised by the laid back work ethic of Dubai.But in just a few years, thanks to the Emiratedeveloping into a hub for visual media andbranding services, the corporate culture hasturned ever more demanding. "And that," saysDaren, "makes me immensely happy because Iam interested in producing only the very bestwork for my clients."

He has grown his client base gradually,keen to specialise above all in design andinterior photography. Working methodically, hehas endeared himself and his visual sensitivityto top companies ranging from KEO, HamiltonDesign and Citysapce, to Al Rostamani.Parallel to his, Daren's online image bank hasbecome a serious visual reference point for e-buyers worldwide.

After graduating from UK's Medway College of Design, Daren took off to explorethe world from Amazonian rainforests, to deepsea diving for wrecks and reefs. Later hespecialised in food photography and ultimatelymoved towards the world of design andinteriors. "I love space, angular forms andoutdoor shooting doesn't faze me - this is why this branch of photography is ideal forme," he explains.

In addition to his thriving practice, Daren issetting up a videography division. Andbecause he believes that quality is what sets

the men apart from the boys, he will himselfcontinue to uphold this ensuring standardwithin the stills field whilst working closely withan expert in film and videography to managethe new arm of the business. "I love the idea ofplanning a story board, getting into the actualshooting and then presenting the final cut...Teamwork in motion," he says.

If you ask him what he most enjoys aboutphotography it is bound to be digital imaging."This is because," Daren says, "digital imagingis far more manipulative than analogue. It iseasier to adjust, add, subtract or completelymorph an image from its original look! It takesphotography to a different level altogether,whether it be a digital image to start with or ascanned image, is immaterial." In fact, not oneof his images leaves his studio without it firstbeing doctored on the computer. While thatmay mean an increase in the effort quotient, forDaren it hikes up the fun quotient too. And thebest part of this is that the clients are obliviousof either. They just love the end product andkeep coming for more.

So what's next for Daren? A shot at teachingphotography. And involvement in charity work.And no prizes for guessing both come with thequality rider.

Tel: +97150 692 3445 www.affinity-press.com

CCLLIIEENNTTEELLEE

CHAPTER 12 TRAINING & EDUCATION

“The principal goal of education is to create men who are capable of doing new things, not simply of repeating

what other generations have done.” Jean Piaget (1896-1980),

Swiss cognitive psychologist

Learning for today and tomorrow

The founders of the University envisioned an institution thatwould be among the best in the UAE, the Arabian Gulf regionand throughout the world. The Abu Dhabi University educationprogrammes, encompassing a variety of different cultures andstructures, mirror the past and present of our society andreflect the emerging future needs of the United Arab Emirates.


Trai

ning

& E

duca

tion


H.E. Ali Saeed Bin Harmal AlDhaheri, Chairman, Executive Boardof Governors, Abu Dhabi University

In what specific ways is Abu Dhabi University(ADU) successfully positioning Abu Dhabi as ahub for leading educational opportunities? Our university has successfully positioned itselfas a leader within the education sector throughthe opening of a world-class campus facility inAbu Dhabi. We have hired the best academicfaculty and staff from around the world,because we believe that since we live in amulticultural society, and a student body, whichconsists of 35 different nationalities, it isimportant to represent the same within oursystem. We have secured alliances andaffiliations with international universities andorganizations, which provide us with supportand allows us to keep up to date with what isgoing on elsewhere in the world, thus giving usthe opportunity to ensure that we are providingthe best resources and the best qualityprograms which are internationallybenchmarked and accredited by the UAEMinistry of Higher Education and ScientificResearch. We understand that not all studentshave the financial resources to fund highereducation, and we believe that this reasonshould not inhibit the opportunities of adedicated and skilled student; therefore wehave introduced and awarded scholarshipsand “Sanabil” Financial Aid to 550 students.Additionally, we are able to offer invaluableinternships at international organisations, andcurrently have done so for 350 students.

How many students do you currently have andwhat are your enrolment goals for the nextseveral years? Presently over 2000 students are enrolled onour campuses in Abu Dhabi and Al Ain. Weare planning for the future needs of the UAEand we are also anticipating that enrolment willincrease. As a result we are committing to astate of the art campus with a capacity of up to10,000 students.

What elements are required to start a world-class higher learning institution from scratch? First and foremost it requires excellentleadership and vision and a dedicated team ofprofessionals with excellent qualifications andworld-class experience. Educational programsmust cater for both the current and future

needs of the country. Undoubtedly support forthe local community is needed and last but notleast …lots of hard work.

What partnerships with industry stakeholdershas ADU fostered, and why? We have an extensive internship program forour students and we have formed relationshipswith over 500 National and Internationalcompanies. Eventually ADU graduates willhave to integrate into the workforce and bygaining experience in the workplace, ADUstudents will be well prepared for the world ofwork. Additionally, through our future plans forresearch centres, we will be able to workalongside industry to help drive progress in the region.

On what basis did you choose your faculty?And why? The ADU faculty have gained their PhD’s frompremier universities in United States, UK,Canada and other English speaking countriesthat are considered amongst the best in theworld. We choose our faculty members on thebasis of their strong academic credentials,their fluency in English, and their passion forteaching. Since we use the American model ofhigher education, with English as the languageof instruction, we must carefully selectprofessors who enjoy the challenges ofteaching in the Middle East, but with anappreciation for Western approaches toteaching and learning.

What other options were available previously inAbu Dhabi before the advent of ADU? Wheredid students generally go if they went abroad? Before we opened, students in Abu Dhabicould attend the government institutions suchas Zayed University and the Higher Collegesof Technology, or various other colleges in AbuDhabi and indeed other Emirates. Overseas,universities in America and the UK havetraditionally attracted students from the UAE.

Will you focus on one or two areas of expertise, or is the goal to be a comprehensivepost-secondary institution? We are a comprehensive undergraduate and postgraduate institution offering a range

of baccalaureate and master’s degrees based upon the American model of highereducation.

What further innovations can be expected fromADU in the future? What post-graduate coursesdo you currently offer? What are in the pipeline? We have recently opened a new world classcampus in Khalifa City, Abu Dhabi inSeptember 2006. The Abu Dhabi UniversityAcademic village is expected to be a landmarkfacility in the region and will include studenthousing, research centres, teaching hospital, amosque, a graduate centre, a K-12 school andstate of the art sports facilities. The maineducational building will cover a total area of43,000 sqm and will include a 630-seatauditorium, 50 classrooms, separate outdoorsport facilities including a gymnasium, afootball pitch, two tennis courts, two basketballand two volleyball courts. Space has also beenallocated for further development of facilities inorder to ensure the University meets the needsof students in years to come. Currently we offer18 programs accredited by the UAE ministry of higher education with more to come in thenear future.

What partnerships have you made withinternational universities and colleges forexchanges and cross-accreditation? We have affiliations with many internationaluniversities and organizations. Throughaffiliations such as with HEC Paris, thePennsylvania State University and Thunderbird,and the Garvin School of InternationalManagement we hope to increase the networkof knowledge and opportunity for all our staffand students.

Despite your successes, what challenges doesADU face in making a name for itself and inmarketing the institution to the ever-growingvolumes of interested students? The education market is extremely competitiveand with new institutions entering all the time thestudents in the UAE have a lot of choice. UAEstudents will not compromise on the quality oftheir education and therefore ADU places thequality of education as its highest priority.

Please depict scenarios for the future? We envision that ADU will grow to 10,000students with a range of doctoral, master’s andbaccalaureate degrees. Once the housing andother amenities have been completed on thenew Khalifa City campus, we intend to expandour international student recruitment. We alsointend to complete the process for Internationalaccreditation; add doctoral programs; develop acentre of excellence in many differentdisciplines, expand on the non-credit communityservice offerings; and develop additionalcampuses in other Emirates and other countries.

Tel: +9712 508 0972 www.adu.ac.ae

Scaling New Heights


Trai

ning

& E

duca

tion

In a bid to improve quality of education and performance, the recentNational Programme Strategy envisages massive infrastructural growth,assessment, training, accreditation and teacher licensing plans in order tofurther enhance the UAE's sound track record of economic prosperity,productivity and quality of life. The New Federal Strategy that evolved afterthe World Economic Forum's 'Arab World Competiveness Report 2007'rated the UAE as the most competitive economy in the Arab world, at the'third and most advanced stage of development,' followed by Qatar andKuwait. Whilst effective economic management has contributed tostabilising the macroeconomic environment and strengthening publicinstitutions, the need for an educated workforce to propel the nation'sgrowth and diversification ambitions is stronger than ever before. In anexclusive interview, HH Sheikh Nahyan bin Mubarak Al Nahyan, discussesthe ingredients needed to create an educated society capable of taking itsplace amongst world's most advanced nations.

11.. AAss tthhee UUAAEE mmaakkeess ttrraacckkssttoowwaarrddss aacchhiieevviinngg tthhee ggooaallssooff aa ddiivveerrssiiffiieedd mmaarrkkeettppoowweerreedd bbyy aa kknnoowwlleeddggeeeeccoonnoommyy,, wwhhaatt ssppeecciiffiiccmmeeaassuurreess aarree bbeeiinngg ttaakkeenn iinntthhee ffiieelldd ooff hhiigghheerr eedduuccaattiioonn iinnoorrddeerr ttoo ssuussttaaiinn aanndd eexxppaannddtthhiiss ggrroowwtthh??This is a very importantquestion. The United ArabEmirates is indeed committedto the creation of a knowledgeeconomy.

As you know, a knowledgeeconomy is dependent on aneffective system of educationand human development.The United Arab Emirates,under the leadership of HisHighness Sheikh Khalfa binZayed Al-Nahayan, iscommitted to providing everycitizen with an education thatallows him or her to developtheir full potential. Ourcountry's leaders arecommitted to maintaining ahigh quality system ofeducation so that our childrenand grandchildren areprepared to lead successfuland rewarding lives in theknowledge society of thepresent and the future.

Knowledge societies, bytheir very nature, promotecontinuing learning and thriveon intellectual challenges.They make extensive use ofmodern technologies. Theyalso provide for initiative andinnovation within anenvironment of sharedinformation. Knowledgesocieties valueentrepreneurship and requirea skilled labour force. In aknowledge society, more thanany other kind, people are thereal wealth of nations, andhuman development is theengine of economic growth.

In a knowledge society, theterm "higher education"becomes expansive and far-reaching. It not only means anaccumulation of skills andinformation, but also anattitude of openness andtolerance. Living in aknowledge society obliges usto consider the viewpoints ofothers and to seekcommonality with ourcounterparts in differentsocieties and environments.

It also means reaching out for understanding andcooperation.

All of these characteristicsof a knowledge society makehigher education in the UAEan important force in thedevelopment of the country.Our colleges and universitieseducate our young people,preserve our nationalheritage, provide usefulresearch and technology, offercontinuing education to ourcitizens, and help society dealwith rapid change. Highereducation plays a crucial rolein addressing the variousissues facing our society,such as health, education,and other social andeconomic priorities.

Our colleges anduniversities producegraduates with newknowledge and skills to fill the jobs of the knowledgeeconomy and carry outresearch and innovation. Weare continually expanding ouracademic offerings. We arededicated to providingeducational access andopportunity to all students.We expect all of our qualifiedyoung people to complete ahigher education program inorder to better serve theneeds of our knowledgeeconomy. We have a strongcommitment to educationalquality. We strive to give ourstudents the best educationalexperience.

We encourage bothgovernment and privateinstitutions to use our collegesand universities as importantintellectual resources. Part ofour mission is to understandsociety's requirements andneeds and respond to themappropriately. One importantexample is our commitment tothe nation's public schools.Another, is our growing role inthe area of technologytransfer and our productiveinvolvement and cooperativework with government andwith the business communityof the UAE.

We are also movingforward with an effective andrelevant research enterprisefor the United Arab Emirates.The focus is not only on


HH Sheikh Nahyan bin Mabarak Al Nahayan, UAE Higher Education minister


creating new knowledge but alsotranslating this knowledge into innovation.Research projects are closely aligned withnational needs and priorities. Results areaccessible to potential users both in thepublic and private sectors. These researchefforts also provide a vehicle forestablishing and fostering linkages andcooperation with the research centres anduniversities of the world.

And finally, International alliances areincreasingly important to us. We supportstudent exchange programs, internationaltechnology cooperation, and internationalconferences. Our colleges and universitiesgo even further and have active allianceswith the global private sector, includinginternational technology andtelecommunications companies.

We are indeed fortunate that we see allthese principles in operation in the UnitedArab Emirates. Abu Dhabi in particular,has taken a very important step byestablishing the Abu Dhabi EducationCouncil under the leadership of HisHighness Sheikh Mohammed bin Zayed AlNahyan. Sheikh Mohammed is a greatadvocate of education. Under hisleadership, a knowledge society isemerging in Abu Dhabi with concertedefforts by all sectors of society. Schools,colleges, universities, businesses,communities, and families are all working together to create a productiveclimate of knowledge.

22.. WWhhaatt cchhaalllleennggeess ddoo yyoouu sseeee iinn eennssuurriinnggtthhaatt tthhee ffuuttuurree ssoocciioo--eeccoonnoommiicc ddrriivveerrss oofftthhiiss ddeevveellooppmmeenntt aarree bbaasseedd oonn ssoouunnddhhuummaann rreessoouurrccee bbaasseedd ppaarraammeetteerrssuunnddeerrssttoooodd bbyy aann eedduuccaatteedd wwoorrkkffoorrccee??The main challenge we face in socio-economic development is to continue toset high standards for ourselves and toestablish high expectations for ourcollective endeavors. We must continue toplace high priority on individualresponsibility. As I just mentioned, there isnothing that is more important to the futureof the country than successful humandevelopment. Our goal is to producemature, well-adjusted, responsible citizens who respond creatively to theirsocial and economic opportunities and totheir obligations as citizens of the UnitedArab Emirates.

Our country's progress has alwaysbeen rooted in broad participation. Wehave learned over the years that socio-economic progress can best be generatedby an educated populace, dedicated tothe future of their country, and able tocompete on the global stage.

As you can see, I consider excellenteducation to be the key to our future. Ourchallenge is to prepare our students tobecome leaders, risk-takers, and

innovators, able to live and work in aknowledge society. Our aim is for the nextgeneration to build on the economicsuccess of the United Arab Emirates andto enhance its role of promoting peace,prosperity and understanding within theregion and throughout the world.

Excellent education requires thecommitment of the entire society, not justthe schools and the colleges. We knowthat education is best when families,businesses, and the social structuresupport the schools. All segments ofsociety must work to develop an educatedworkforce. It is through a well-coordinatedeffort that we will be able to achieve ourgoal of rearing successful leaders of thefuture. It is important that business leaders,schools, colleges and universities,government agencies, and all sectors ofsociety work together on new initiatives tohelp develop our students. There is nogreater legacy than developing the nextgeneration of leaders for our country andour society.

And as a special focus of our human development strategy, we arestrongly committed to promoting women'srights and empowering our femalestudents. Women must be prepared tojoin the highest levels of education,culture, and business and serve in highexecutive positions in government and theprivate sector.

I am confident that as we look to thefuture that the leadership of our country willcontinue to commit the resources neededto build and sustain a high qualityeducation system. And we will commitourselves to reviewing and improving thatsystem on a continuous basis so that ourchildren and grandchildren are preparedto lead successful and rewarding lives inour country, our region, and the world.

33.. EEaacchh ooff tthhee UUAAEE''ss sseevveenn eemmiirraatteess eennjjooyyssuunniiqquuee cchhaarraacctteerriissttiiccss aanndd hheerriittaaggee.. AArree hhiigghheerr eedduuccaattiioonnaall ooppppoorrttuunniittiieessssttaannddaarrddiisseedd tthhrroouugghhoouutt tthhee nnaattiioonn ssoo aassttoo aa uunniiffyyiinngg ffoorrccee ffoorr aallll??In the United Arab Emirates, highereducation is a universal system, open toany secondary school graduate from allthe seven emirates. Students from allemirates are equally exposed to the fullrange of academic programs andactivities. Both the UAE University andZayed University are open to studentsfrom all emirates, and our system of HigherColleges of Technology ensures thathigher education is available to studentsregardless of where they live.

The future of each emirate, as well asthe future of the whole country, dependson how well we educate these students.Quality higher education is the key toimproving our economy, insuring our ability

to compete and interact internationally,and, essentially, improving the quality oflife for all our citizens. The most importantthing our colleges and universities do is toprovide all students with the knowledgeand skills they need to be successful intheir careers -- as well as the knowledgethey need to assume leadership roles inour country.

We view higher education as anessential tool of nation building and as animportant way to build individual character.It occupies a place of high priority on ournational agenda. Our colleges anduniversities have been a national unifyingforce since the UAE University first openedits doors in 1977. It might be of interest toyou to know that nine of the federalministers of the current UAE cabinet aregraduates of UAE University.

In the context of your publication, let mealso say that Education is a top priority forAbu Dhabi. The Abu Dhabi EducationCouncil, Chaired by HH SheikhMohammed bin Zayed is a major force forsetting policy and overseeingimplementation. There is also a drive tomake Abu Dhabi a center of excellence for higher education and for research and development.

Abu Dhabi is committed to creating aknowledge society, to boosting creativityand innovation, and to learning fromsuccessful experiences in education andinnovation around the globe.

44.. WWiitthh tthhee ffrroonnttiieerrss ooff sscciieennccee aannddtteecchhnnoollooggyy ccrroossssiinngg nneeww ffrroonnttiieerrss aattbbrreeaakknneecckk ssppeeeedd,, wwhhaatt vveehhiicclleess aarree bbeeiinngguuttiilliizzeedd ttoo hhaarrnneessss tthhiiss cchhaannggee aanndd,, iinnssoommeewwaayy,, bbeeccoommee ppaarrtt ooff iitt??National success in advancing scienceand technology is dependent on severalfactors. Those factors include budgetallocations for education, research, andinnovation, the quality of workers in thescience and technology fields, thepromotion of science and technologyeducation, the promotion of research andinnovation, strong partnership betweeneducational and research institutions andbusiness and industry, the ability to turnresearch results into applications that driveeconomic progress, and a stronginternational collaboration that allows forkeeping pace with the latest developmentin science and technology around theworld. For us to succeed, we should alsocreate the conditions that encourageprivate sector investment in science andtechnology, and expect colleges,universities, and research centers tobecome developers and incubators ofuseful ideas. And you can see that theseconditions and expectations are some ofthe important characteristics of aknowledge society.


Our colleges and universities aim to carry outtheir important responsibilities in achieving thesegoals and objectives. They aim to be innovativeinstitutions that are attuned to the needs andrequirements of the Twenty First Century. Ourcolleges and universities will continue with theextensive use of technology in education andresearch. They will promote science andtechnology education. Our colleges anduniversities will continue to expand theiracademic offerings in Science and Engineeringand will encourage students to study in thosefields and graduate them with the skills ofinnovation and entrepreneurship. As important,students in every curriculum study science atsome level, and all can take positive advantageof advances in technology. We will continue tooffer opportunities for continuous learning, tocarry out research that advances science andcontribute to a knowledge economy, and towork closely with business and industry. Ourcolleges and universities will cooperate withmajor educational and research centers of theworld, and will always be centers of expertisethat helps society to enhance its globalcompetitiveness and to deal with the importantchallenges it faces. Our colleges anduniversities will do this by focusing onmaintaining high quality in everything they do.

55.. TThhee UUAAEE iiss ffoorrggiinngg aa gglloobbaall iiddeennttiittyy bbaasseedd oonn tthhee ccoommpplleettiioonn ooff vvaarriieedd iinnffrraassttrruuccttuurraallpprroojjeeccttss ccoonncceeppttuuaalliisseedd iinn ggrraannddiioossee ssuuppeerrllaattiivvee ssttyyllee -- ""ffiirrsstt,, bbiiggggeesstt,, bbeesstt''.. CCaann tthhiisseetthhooss bbee ttrraannssllaatteedd iinnttoo iittss ssttrraatteeggyy aannddaacchhiieevveemmeennttss iinn tthhee ffiieellddss ooff hhiigghheerr eedduuccaattiioonnaanndd sscciieennttiiffiicc rreesseeaarrcchh?? Certainly. Our goal has always been to establishcolleges and universities in the UAE at aninternational standard of excellence. In little lessthan three decades, our country has developedits capacity in higher education, most notablythrough three distinctive and importantinstitutions: the United Arab Emirates University,the Higher Colleges of Technology, and Zayed University.

Over the almost thirty years since the UAEUniversity was established, we have beendedicated to providing the conditions forattaining international excellence. Theseconditions include appropriate levels of funding, appropriate admission policies, modern curricula, purpose-built facilities,libraries and laboratories, modern informationtechnology resources, top quality professors, a rich academic environment, and activeresearch activities.

Our concept of excellence also extends tothe special focus on the academic fields andprograms that are relevant to the nationaleconomy. Higher education in the United ArabEmirates is responsive to the economic andsocial needs of the country. Our colleges anduniversities will continue to expand asenrollments continue to increase. We willcontinue to extend the scope of our curricula inresponse to increases in world-wide knowledge


and to seek the most effectivemethods of instruction in all ofour programs. Once again,our aspiration is programs oftop quality as measuredagainst world standards.Towards that end, we havestrong policies in place thatrequire the accreditation ofour academic programs byinternationally recognisedaccreditation bodies.

66.. DDoo tthhee ppoossssiibbllee sscceennaarriiooss ffoorrtthhee UUAAEE''ss ffuuttuurree iinn tthhee ffiieellddssooff hhiigghheerr eedduuccaattiioonn mmaattcchhyyoouurr oowwnn mmiissssiioonn aanndd vviissiioonn??I am quite confident that thefuture of higher education inthe country will meet thevision and expectations of ourcountry. That future willcontinue to focus oneducating every citizen to thelimit of his or her ability. Majornational resources willcontinue to be directed to ourcollegiate institutions offeringa full range of programs tomeet the individual needs ofall graduates of U.A.E.

secondary schools--men andwomen alike.

As we look to the future,higher education in the UAEwill continue its critical role inthe process of Emiratization ofthe nation's labor force. Ourcolleges and universities mustprovide programs to matchstudent abilities and labourmarket needs. They must also understand the factorsthat influence the employmentof graduates -- factors suchas the labour requirements of the country, continuingchanges in labour marketconditions, and social and economic policiesaffecting the employment of National graduates.

Our colleges anduniversities must becomefamiliar, as well, with privatebusinesses in order tounderstand business hiringpractices and appreciate their problems and concerns. Effectiveinteraction with the world ofwork is very important.

Another important role ofhigher education is itscontribution to women'semployment. We areconvinced that excellence inthe preparation of ourgraduates -- a majority ofwhom are women -- is the keyto their future employment.And I emphasise, verystrongly, that the quality of theeducation and training ofwomen is one of the mostimportant issues facing ourcountry today.

I must also mention theimportant role of highereducation in the overall socio-economic development of thecountry. Active researchprograms, community serviceactivities, and communitycultural enhancements arecrucial to the success of UAEhigher education in the future.

77.. WWee hhaavvee sseeeenn tthhee ssttuuddyy ooffccuuttttiinngg eeddggee tteecchhnnoollooggyy lliikkeeIITT ssttuuddiieess,, bbiioo--sscciieenncceess aannddnnaannoo--tteecchhnnoollooggyy iinn tthhee UUAAEE..WWhhaatt ootthheerr ssppeecciiaalliissaattiioonnss

ddoo yyoouu wwaanntt ttoo sseeeeeessttaabblliisshheedd hheerree??As I just mentioned to you,our colleges and universitiesare committed to adding newfields of study in keeping upwith academic and scientificdevelopments around theworld. We also add new fieldsof study that meet studentdemand and societal needs.The fields you mention clearlyindicate that our academicofferings are similar to thosefound in prominent collegesand universities of the world.

All our colleges anduniversities have in placepolicies for adding newprogrammes and fields ofstudy. A new programme isadded when it is shown to beviable, has enough studentdemand, relevant to the worldof work, and is welcomed bythe public and privateinstitutions of the country.

An example of a newimportant programme beingadded is the study ofEntrepreneurship.


Entrepreneurship is one of themost important aspects of ournational economy. Small firmsplay a central economic rolein the U.A.E. We are,therefore, encouragingNationals to own and managetheir own companies. Tosupport emergingentrepreneurs, severalprogrammes have beenestablished in our collegesand universities to providerelevant advice, assistance,and training. The U.A.E. hasalso set up businessincubators to encouragecreativity and self-reliance.Starting one's own business is becoming an importantoption for our college anduniversity graduates.

Another example is thenew Master of PublicAdministration programlaunched at Zayed University.Just as entrepreneurship isaimed primarily at serving theprivate sector, publicadministration is aimedprimarily at serving the

government sector. Under theleadership of His HighnessSheikh Khalifa bin Zayed AlNahyan, His Highness Sheikh Mohammed binRashid al-Maktoum, and HisHighness Sheikh Mohammedbin Zayed Al Nahyan, bothfederal and localgovernments are beingrevitalized. Our system ofhigher education is animportant partner in thatrevitalisation.

88.. DDooeess tthhee UUAAEE ttrraaiinn eennoouugghhyyoouunngg EEmmaarraattii mmaannaaggeerrss ttoohhaannddllee aann eeccoonnoommyyeexxppaannddiinngg aatt ccoolloossssaall ssppeeeedd??The answer is a definite yes.We know that the UAEeconomy continues to grow athigh rates. This creates newjobs that need to be filled.National graduates are quiteable to fill these jobs sincethey meet very highprofessional standards whenthey enter the world of work.

As I mentioned to you,higher education provides thetools to prepare our graduatesat a very high level ofcompetence. Employers aregenerally very pleased withthese graduates. Theyappreciate the quality of theirpreparation. Given the natureof our economy and oursociety, National graduatesare able to competesuccessfully with other jobseekers who come here fromall over the world.

Let me say here that ourcolleges and universitiesprovide a broad base ofknowledge, understanding,and analytical capability. Ourgoal is to prepare ourstudents to become leaders,risk-takers, and innovators.Our graduates are bilingual inArabic and English, endowedwith professionalism, workethic, and teamwork. They areprepared to use technology.They are creative andinnovative which is animportant characteristic for all future workers. Ourgraduates are ready for useful and meaningful work as entrepreneurs,managers, teachers, orgovernment officials. Theyappreciate the concept of

being a global leader -- ofbeing competent andinterested in global affairs.

We work very closely withthe business community tomake sure that our graduateshave the skills they need inthe workplace. We also placegreat emphasis on theassessment of learningoutcomes and competenciesof programs as they relate tojob training and preparationfor various careers.

99.. AArree yyoouunngg EEmmiirraattiiss aassccoonncceerrnneedd aabboouutt gglloobbaallwwaarrmmiinngg aass yyoouunngg ppeeooppllee iinn tthhee rreesstt ooff tthhee wwoorrlldd?? WWhhaattaarree tthhee eeffffeeccttss lliikkeellyy ttoo bbee oonntthhee UUAAEE??Our students understand and participate in debatesover the great scientific and environmental questionsthat face the world community. Global warming is certainly one of thoseimportant questions.

My impression is that ourstudents are eager to researchand discuss ways to improvehow we plan, manage, use,and protect the environment.They generally agree that wemust always search for waysto balance human needs withecological sustainability. I think our students tend to bein favour of protecting theenvironment andstrengthening environmentalpolicies, laws and regulations.

Protecting the environmentis a matter of high priority inthe United Arab Emirates. TheUAE has developed soundenvironmental policies. Wehave set world standards forprotection of environmentalresources. We are stronglycommitted to maintaining anenvironmental balancebetween the needs foreconomic growth and thepreservation of nature. Webelieve that our ability toreconcile the need forenvironmental protection witheconomic growth willdetermine the quality of life forfuture generations in ourcountry and the region.

For myself, I believe thatwe are indeed making goodprogress on environmentalissues -- that building the

capacity of our society inresearch, in technology, ineducation, and incommunication with policymakers will enhance our abilityto deal more effectively withthe environmental challengesof our time.

I also believe that globalwarming is a field that requiresgenerating and sharingscientific knowledge. It is alsoa field where regional andinternational cooperation isessential. Internationalcooperation will promotecreative research and expandour knowledge of the variousaspects of this importantchallenge. I am especiallypleased that the colleges anduniversities in the UAE areactive participants of thisinternational research effort.

1100.. DDoo yyoouunngg EEmmiirraattiiss hhaavvee aannyyaannxxiieettiieess aabboouutt tthhee ffuuttuurree??WWhhaatt iinn yyoouurr ooppiinniioonn aarree lliikkeellyyttoo bbee tthhee mmaaiinn ffaaccttoorrssaaffffeeccttiinngg lliiffee iinn tthhee GGuullff iinnttwweennttyy oorr tthhiirrttyy yyeeaarrss??Like all young peopleeverywhere, young Emiratislook to the future withanticipation and hope. Theyare anxious about their ownlives and careers. They arealso interested in the futuresocial and economicdevelopment of their country.

The United Arab Emiratesand the Gulf region face manyimportant challenges in thefuture. Those include security,the need for economicdiversification, the redefiningof government roles andresponsibilities, labor marketand demographic issues, fastsocial change, issues ofhuman development and theexpanded economicparticipation of women.

In general, the mainchallenges will continue to be those related to socialand economic development,such as education, health,standard of living, quality of life and preserving national heritage andcharacter. Political cooperation and economicintegration among thecountries of the region will also be an important factor in the future.

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Welcome to a new centre of co-educational tertiary learningin Abu Dhabi that makes a significant French contributionto the UAE's flourishing higher education system. With anidentical system of teaching as that of its Paris-basedassociate university, the Université Paris-Sorbonne AbuDhabi has the credentials to become a world recognisedreference, a guarantee of excellence in the field of HumanSciences and Law.


As a direct effect of such concerted efforts, thedemand for tertiary education has increasedsignificantly. More than 50,000 students graduatefrom UAE Schools each year, with a vast numberseeking tertiary education. While availability of qualitytertiary education in the UAE is growing, a highproportion of students still choose to study outsidethe country, in institutions of international repute. It isestimated that over 10,000 students from the UAEalone are currently studying in Europe, spendingmillions on education.

By encouraging foreign universities to establishbases in Abu Dhabi, the government ensures that capital spent on education stays at home, whilst ensuring that students enjoy an excellenteducation from a foreign university at a lesser costright on their doorstep.

In line with this rationale, the renowned Paris-based University 'La Sorbonne' has opened its firstcampus outside France in Abu Dhabi. Christenedthe Paris-Sorbonne University-Abu Dhabi, it offershigher education for all round-development. TheUniversity degree is recognised globally, a'guarantee of excellence' in Humanities.

The mission of this new University with ancientroots is to foster the love for life-long learning, whichstudents can carry forward across spheres anddisciplines. As the oldest university in France to offer Humanities as a specialisation, the Paris-Sorbonne in Abu Dhabi offers a wide range ofsubjects in arts, languages and social sciences. It follows the new European system of highereducation, called the Licence Master Doctorate(LMD). Under this, an undergraduate three-yeardegree course, the Licence is offered. The graduate programme consists of a two yearMaster Degree, followed by a multi-year doctoralprogramme. These degrees are recognised by allEuropean universities.

The foundation for the Abu Dhabi campus began in April 2006 with the new campus beinginaugurated during the 2008-2009 academic year. A hands-on teaching methodology with coursemodules designed to encourage students to think on a broader scale, and teaching in French sothat students can communicate with Frenchspeaking communities worldwide - 500 millionpeople from five continents - is fundamental in thelinking of cultures today.

Professor Jean-Robert Pitte, President of Paris-Sorbonne and Abu Dhabi campus said, "It's a great

opportunity for us to bring two countries togetherthrough the study of Humanities. As the Sorbonnebegins its 750th year, I find it fitting that we areexpanding the opportunity for a prestigiousSorbonne education to Abu Dhabi - one of the mostprestigious capitals in the Middle East."

Both universities follow similar curricula, which aretaught in the French language by visiting faculty fromthe Sorbonne, Paris. Experienced professors helpstudents to enhance their critical thinking,communication skills and in the process strengthentheir interpersonal skills too.

The institution is co-educational, and enrolment is open to all, regardless of nationality,gender or religion.

The courses offered are Archaeology and ArtHistory, French and Comparative Literature,Geography and Urban Planning, History,Languages and Business, Music and Musicology,Philosophy and Sociology. In addition, an intensive French programme is offered to non-fluent speakers. Other majors such as Law and Political Science are planned to be for 2007-2008 academic year.

Heralding a new era of quality and choice intertiary education, the opening of the Paris-SorbonneUniversity Abu Dhabi has reinforced the internationalreference point of an institution whose authority in thefield of learning has been recognised for centuries.

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

Université Paris - Sorbonne Abu Dhabi - A bridge between civilisations

WITH the country still dependenton the oil economy as a source ofrevenue, it is natural that both thegovernment and the oil and gasindustry are keen to train engineers locally to the highestglobal standards.

A key step is a programme inengineering and applied sciencesthat will produce a competentworkforce to support and advancethe human resource needs of thepetroleum and the broader energyindustries. To fulfill this need thePetroleum Institute (PI) wasfounded in 2000 under the directionof H.H. Sheikh Khalifa bin Zayed Al-Nahyan.

The Abu Dhabi National OilCompany (ADNOC), amongst theworld's leading companies with access to 90 per cent of the UAE's oil and gas reserves, is the prime sponsor of the Institute.Other sponsors include four major, internationally recognized,oil companies, namely Shell, BP, Total, and Japan OilDevelopment Company.

Providing a world-classeducation in engineering and applied sciences in order tosupport and advance the petroleumand energy industries, PI boasts animpressive campus in the Sas alNakhl area of Abu Dhabi withmodern and well-equippedbuildings for administration,academics, library, recreation, dining facilities, and studentaccommodation facilities.

Since 2006, women haveentered the fray with a separate

facility so that a well roundedcentre for learning committed toacademic excellence, and the creation of an intellectualenvironment that leads to thedevelopment of its graduates as the future leaders in their respectivefields of expertise in the UAE and beyond.

PI provides excellentinstructional programmes for thoseaiming to achieve baccalaureatedegrees. Since inception, close toone thousands students have joinedthe Petroleum Institute and beneprovided with the opportunity toaccessed the skills, knowledge, andcompetencies that meet the needs ofADNOC and other sponsors. Bymaintaining the highest standards ofhealth, safety and environmentalawareness, PI students carry thisway of life with them in their workenvironment as for the long term.

PI networks globally withindustrial constituents, educationalpartners and professional societies and thereby enhancing itseducation, research and professionalservices worldwide. This practical service - catering to needs of theindustry as and when they occur - isat the root of the PI mission, visionand strategy.

Research is an ongoing processand PI works tirelessly towards newadvances in technology acrossvarious frontiers. Research isleveraged by close cooperation withindustry stakeholders through theADNOC group operatingcompanies, the internationalpartners, and with participation

Petroleum Expertise

As multi-facetted economic expansion isgiven top priority, ample business

development opportunities are providedby cultivating technological innovationand entrepreneurship of students at all

levels. We aspire to educate futuretechnical leaders in their respective fieldof expertise. We charge our students tobe job creators and strong contributors

to the economy of the UAE and theregion as a whole.

The prosperity of the UAE economy is founded on the liquid gold that is hiddenbeneath the surface of its land and sea. More than thirty per cent of the country'sGDP of $129.4 billion (2006) derives from oil. In recent years, exploration activitieshave continued using state-of-the art seismic analysis in order to increase theproven reserves. Oil production capacity has been expanded, and recovery ratesfrom existing oil reservoirs have been improved.


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from selected foreign universities. Itenvisions major research centres focusingon petroleum and gas exploration anddevelopment (upstream process),petrochemicals and the refining process,as well as the remaining supporting areasof significance to the energy industry in the near future.

PI has begun work to develop amodern research centre with the lateststate of the art, advanced equipment. Thiswill enhance a world class educationalenvironment where study programmesfor post graduates are designed to fosterknowledge dissemination pertinent to therequirements of the industry as it evolves.

Students at PI realize thattechnologies, economies and societies arein a state of flux and are therefore trained in life-long learning, critical thinking,teamwork, leadership skills. This givesthem the ability to span severaldisciplines making them well-equippedto apply scientific and engineeringprinciples in solving a wide variety oftechnical problems.

Modern engineering is a global

venture with exciting ramifications. The key is to ensure that borders do not become barriers; so that respect of diverse cultures is fostered in all students. This gives themsensitivity for the community at large no matter where they go in thefuture. Communication is what bridgesthis gap and that's why students aretrained to be proficient in verbal, writtenand graphical communication with theconfident use of information technologieswhere required.

Professional integrity, sound ethicsand values help students make the bestdecisions for themselves and for theiremployers. This reflects in the way theyrelate to society, corporate operations,technology and the environment too.

With its more than 150 highlyqualified faculty, PI is all set to ride thehigh wave of success by intelligentlytackling the energy needs of the world. It has envisioned the future and isboldly stepping across milestones toestablish itself as the hub of energytechnology training not just in the UAEfurther afield.

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Chemical Engineering

Electrical Engineering

Mechanical Engineering

Petroleum Engineering

Petroleum Geosciences

Post Graduate


CHAPTER 13 OPEN FOR BUSINESS

“Footprints on the sands of time are not made by sitting down.”

Anonymous

The Right SolutionsSince its establishment in 1995 as an integrated consulting firm,Business Enterprises Services (BES) has emerged as a market leader inthe UAE, setting standards in a multi discipline consulting activities thatothers now follow.


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The foundation upon which BES has been able to build such a strong reputation forexcellence in service has been in its application of international best practices inbusiness solutions, management techniques and financial analysis, ensuring clientsreceive unrivalled professionalism when employing BES services. This strategy hasensured that BES has set a standard for excellence that others now follow.

BES's approach to supplying quality consulting services focuses on understandingthe client's needs and combines it with innovative global knowledge, an unmatcheddepth of experience in the local market's regulatory environment and culture. This hasallowed BES to provide private companies, as well as public sector organisations, withthe necessary assistance required to address challenges in their drive to attainexcellence and reach their full potential.

Being an integrated consulting firm, BES combines the expertise of consultants fromdisciplines across a wide range of fields, including finance, economics, managementinformation systems, business administration, engineering, mergers and acquisitions and managerial solutions. While each have their own disciplinary background and

focus, all BES consultants are trained tosystematically address client requirements and focus on project execution andimplementation in a structured approach andto the finest detail. BES coherent force ofconsultants are ready, willing and able torespond to a host of organisational needs,including restructuring, policies andprocedures, capital formation, market studies,training, project management and variousdevelopment issues. For every project BESundertakes on behalf of its clients, a multi-disciplinary team with function-specificknowledge customised to the exactrequirements of the client is brought together toensure 'no stone is left unturned.'

Through the high quality of service thatBES offers, the company has been massivelysuccessful in developing an exceptional list ofclients from both the public and private sectorsin UAE and the GCC region. This has beenachieved in a highly competitive market and inan environment that is rapidly growing and justgoes to highlight the esteem with which BES isheld not only the UAE, but also the Gulf region.Indeed, it is fair to conclude the BES skills,solutions mix and the potential scope ofactivities has increased with each project,fuelling the company's growth in the local andGCC markets.

BES continues to succeed and grow todaydue to its familiarity with regional customs,cultures, local markets and business practices.Without question, BES's biggest asset hasbeen the ability to apply international concepts,standards and models in the local market. By employing such a global strategy, BES has

not only benefited local companies, but alsointernational companies operating in theregion. This understanding of different cultures and the ability to find common ground where international business and localcustoms and laws can meet ensures asmoother entry into the market and promotes a legacy for further international expansion into the local economy.

With a record of business in the UAEmarket that stretches back well over a decade,

BES is now considered a veteran consultingfirm in the country and is well established,highly respected and rapidly growing. Throughits commitment to providing a service that issecond-to-none and the expertise it offers to itsclientele, BES guarantees high qualityconsulting built around trust and achievingcommon goals.

Tel: +9712 642 0520www.besuae.com


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Entering the global economy fray is achieved by forging closecooperation with industrialised and developing nationsworldwide. With an expanding events, exhibitions and conferencecalendar fostered by Abu Dhabi’s pivotal geographical locationand business-friendly regime, the schedule is busy withdiversified commerce and trading high on the agenda.


Conference and Exhibition planners looking foralternative and unique destinations have founda place where luxurious hospitality, state-of-the-art meeting venues, a strong local cultureand exciting activity options combine. AbuDhabi has come of age, creating a uniqueniche for itself in the competitive environment,and has set its sights firmly on being the focal point for all and any conference orexhibition opportunity.

JANUARY

ENVIRONMENT & ENERGY (bi-annual)International Exhibition & Conference on Water,Energy and Environment in General28.01 - 31.01 2007www.ee-uae.comAbu Dhabi International Exhibition Centre(ADIEC)

FEBRUARY

IDEX (bi-annual)--International DefenseConference & ExhibitionDefense equipment manufacturers andsystems solutions providers.18.02 - 22.02 2007ADIECwww.idexuae.com/english/index.aspx

IFEX U.A.E.International Interior & Furniture Exhibition25.02 - 01.03 2007ADIECwww.ifex-uae.com

FLOOR & WALL U.A.E.International Floor & Wall Tiles Exhibition (inconjunction With IFEX)35.02 - 01.03 2007 ADIEC

ABU DHABI SHOPPING FESTIVAL

MARCH

ROADEX (bi-annual)--Abu Dhabi InternationalRoad Exhibition & Conference12.03 - 15.03 2006ADIEC

RAILEX11.03 - 11.03 2007International exhibition & conference onrailway equipment, construction, maintenance,systems and servicesADIEC

APEX - AVIATION PROCUREMENT EXPO19.03 - 21.03 2007Civil Aviation show involving vendors andbuyers from the Middle East, Africa and theIndian Subcontinent.www.aviation-uae.comADIEC

IREIS - INTERNATIONAL REAL ESTATE &INVESTMENT SHOWMarch 2007---exact date tbaExclusive international exhibition for real estate& investment companies to meet with HomeBuyers and investors.www.realestateshow.aeADIEC

APRIL

CONSTRUCT / LIGHT & BUILDING02.04 - 05.04 2007International Exhibition & Conference onBuilding Material, Technical Finishing & I.T.Engineeringwww.construct-uae.comADIEC

ARABIAN PROPERTIES EXHIBITION (inconjunction with CONSTRUCT)Exhibition showcasing new investmentproperties in prime locations in UAE.www.construct-uae.comADIEC

MAY

Cityscape Abu DhabiNetworking exhibition and conferencefocusing on all aspects of the propertydevelopment cycle.08.05 -10.05 2007 www.cityscape-online.comADIEC

SEPTEMBER

ADIHEX--INTERNATIONAL HUNTING &EQUESTRIAN EXHIBITION11.09 - 15.09 2006Manufacturers of guns, hunting vehicles,shooting, fishing, falconry, other outdoor sportsequipment and accessories.www.adihex.comADIEC

OCTOBER

RAMADAN & EID FESTIVALPublic Entertainment05.10 - 27.10 2006ADIEC

SAFETY & SECURITY (every 4 years)International Security Exhibition & Conference28.10 - 31.10 2007www.securityandsafety-me.com/english/index.aspADIEC

NOVEMBER

UAE DESERT CHALLENGEMotorcross event. Routes vary.

ABU DHABI MEDICAL FORUM26.11 - 29.11 2006Medical Exhibition and Conference focused onmedical supplies and technologies.ADIEC

ADIJEX--ABU DHABI INTERNATIONALJEWELRY & WATCH SHOW05.11 - 08.11 2006One of the foremost jewelry and watchexhibitions in the gulf region that showcasesthe finest collection of jewelry and preciousstones from across the world.www.adijex.comADIEC

ADIPEC--ABU DHABI INTERNATIONALPETROLEUM EXHIBITION & CONFERENCE(bi-annual) 05.11 - 08.11 2006A clearinghouse for all energy-related matters: manufacturers, importers & exporters of fuel, oil and LPG, petrol station equipment, services and careproducts, gas transformation systems,convenience store, products, Bank / Leasing, Insurance, and alternative energy sources.www.adipec.comADIEC

GULF GIFTEX--GULF LUXURY GIFTSEXHIBITION15.11 - 19.11 2006Categories from gold, silver and diamondjewellery, watches and crystal ware to newand innovative gift options.www.gulfgiftex.comADIEC

DECEMBER

ADIMS - ABU DHABI INTERNATIONALMOTOR SHOW (bi-annual)18.12 - 22.12 2006The latest in passenger cars, commercialvehicles, heavy duty and garage equipment,spares and automobile accessories.www.admotorshow.comADIEC

GASTECH--INTERNATIONAL CONFERENCE& EXHIBITION FOR THE LNG, LPG ANDNATURAL GAS INDUSTRIES04.12 - 07.12 2006Commercial and technical professionals withinthe gas world meet, network, discover newideas and do business.www.gastech.co.ukADIEC

Exhibition Success


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Despite Abu Dhabi's extraordinary wealth; the emirate is on a mission ofeconomic diversification across a range of sectors. As a part of thisexpansion strategy, it is proving itself as an emerging Meeting, Incentives,Conferences and Exhibitions (MICE) hub, with the brand new Abu DhabiNational Exhibition Centre (ADNEC) already converting discerning visitors,exhibitors and organisers into ambassadors for its facilities and the city.


It is almost impossible to believe that this state-ofthe-art Exhibition & Conference Centre, widelyacknowledged to be the most modern in theworld, could have been constructed in a mereeight months. However, with the ongoing rangeand speed of development, it seems that nothingis impossible in Abu Dhabi.

Phase 1 of the centre was scheduled to befinished in February 2007, in time for the openingof IDEX 2007 - one of the Middle East's mostsignificant exhibitions. At the time ADNECmanagement did not realise that they would have to break world records to get the venueopen in time.

With contractors working to a concentratedconstruction timeline, the deadline was met, andeverything was ready for the inauguration ofADNEC and IDEX 2007 by H.H. Sheikh KhalifaBin Zayed Al Nahyan, President of the UAE andRuler of Abu Dhabi.

Even seasoned visitors and exhibitors, who sometimes take for granted the high level industry standards throughout the world, have been stunned by the facilities of thisfabulous complex.

With business travel and the MICE sector apivotal aspect of Abu Dhabi's plans for in-boundtravel and economic growth, there was a need fora modern, spacious exhibition centre, and what acentre it has turned out to be. It is hardlysurprising that more than 50 major exhibitions andconferences have already been booked for 2008.

Phase 1 of the Abu Dhabi National ExhibitionCentre boasts 28,000 square metres of fully inter-connecting exhibition floor space spread overseven halls, this will increase to more than 55,000 square metres in 2008 when ADNECopens Phase 2 of the venue; at this point thevenue will become the largest exhibition centre inthe entire Middle East.

Indeed, the Centre has made such an impact,that five of the world's leading exhibitionorganising companies have opened offices on thepremises. However, the story doesn't end there.

ADNEC is also developing a 1,488,000 squaremetre business and leisure district called 'CapitalCentre'. In addition to the new Exhibition Centre,Capital Centre will comprise a new 'micro city' of23 towers including six branded hotels, fourcommercial buildings, eight residential andserviced apartment complexes as well as fivemixed use developments. It will also feature a 2.3 km waterfront Marina, a monorail and ashopping mall with multiplex cinema, restaurantsand retail outlets. The most stunning aspect of the development is a 35-storey Feature Towerwhich has already won plaudits for itsarchitectural ingenuity.

With superlative facilities such as these and thefull support of the Abu Dhabi Government,ADNEC is ensuring that Abu Dhabi becomes oneof the world's leading destinations for MICE. Thebenefits that this will bring to the emirate, the UAEand the wider gulf are immense.

Tel: + 9712 444 6900www.adnec.ae

TThhee uussaaggee ooff aanngglleedd ggllaassss aalllloowwss nnaattuurraall lliigghhtt ttoo iilllluummiinnaatteetthhee hhaallllss,, ggiivviinngg tthhee cceennttrree aa mmooddeerrnn ffeeeell.. TThhee vveennuuee iiss

ssppaacciioouuss aanndd tthhee ddeessiiggnn aacccceennttuuaatteess tthhiiss aassppeecctt wwhhiillee aallssooggiivviinngg iitt aa ffeeeell ooff lluuxxuurryy aanndd mmooddeerrnniittyy..

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