autumn 2016 vol.18 issue 3 - british business group abu dhabi

Autumn 2016 Vol.18 Issue 3

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Autumn 2016Vol.18 Issue 3

Every cutmakes an impressionDiscover a tradition of taste, straight from Brazil.

Immerse yourself in authentically Brazilian traditions, as the passadores at Chamas continually serve you juicy cuts of slow-roasted meats, till you show them the red side of your coaster.With delicious cocktails and the rhythms of a Latino band, this is a truly unique carnival.

Price starting from AED 285* for 16 cuts of meats,a rich gourmet salad buffet, grilled pineapple skewers and more.

For reservations, please call InterContinental Abu Dhabi on 800 423 463,or visit

*Price subject to 10% service charge and 6% tourism fee.

Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 1

BBG and Embassy UpdateChairman’s ForewordHMA Briefing on BrexitNew Look for UAE-UK Business CouncilMeet the New Chairman of BBG Dubai & Northern EmiratesGulf Tour to the UKDepartment Changes for UK TradeMeet the BBG – Dubai & Northern EmiratesColonel Rupert Robson OBE 1959-2016Events Update

InsightA New Normal? GCC Coping with Low Oil PricesVPNs in the UAEBusiness Success? It’s All in the GameUK Property Investment Looks AttractiveManaging Family Problems in the UAEApplication of UK Construction Procurement Initiatives in the UAETurn on the GasPost-Referendum Benefits for Money Transfers

Special FeaturesPost-Brexit: Business as Usual for British Trade Group in Abu DhabiLike to Boost your Profitability by 15%?SME Success StoryPainting Lessons with a TwistDuke of Edinburgh Award Going Strong in Abu DhabiGreat British People in BusinessMission to Seafarers Assists Provides Much Needed Support

News, Events & UpdatesExpo is Driving BusinessJersey, Guernsey Strengthen UAE LinksGCC Reactions to BrexitThe Spearing LectureStrathclyde Business School Celebrates MBA 50th AnniversaryBBG Festive Ball Sponsorship PackagesNews in Brief

About the BBGEvents GalleryCommittee MembersCorporate SponsorsMember BenefitsNew MembersMembership Listings

Since our summer edition, the British people have voted against remaining in the EU, although nobody is yet clear what the consensus voter, if there is one, wishes to see in its place. There is considerable introspection in the Union around nationalism, with the Welsh and English voting one way and the Northern Irish and Scottish the other; but this disguises the reality of large minorities for Leave/Remain throughout the United Kingdom in all constituent countries and counties.

British business is the driver for the BBG, and I am pleased to report that we are currently seeing generally positive signs of renewed commercial health in our country’s businesses in Abu Dhabi, notwithstanding the UK’s political conundrums and the Abu Dhabi oil price scenario. Visits to Britain by HH the Crown Prince, a renewed focus on business efficiency through mergers and workforce streamlining, our own membership numbers and good trade volumes are clear indicators that the political and business relationships have sustainable vitality.

The summer of 2016 followed the pattern in recent years of actual activity exceeding expectations. In Abu Dhabi the focus was perhaps on the totemic transformation organisationally within ADNOC, the milestone merger announcement of the National Bank of Abu Dhabi with First Gulf Bank and the equally significant plan to merge Mubadala and IPIC, two of the very largest policy vehicles of the Government. More changes of this kind are in the pipeline and we need to pay attention, to re-visit business plans, to take advantage of new normals and to expect change on a scale most of us in the Emirate have not seen before.

Our Group continues to flourish thanks to a vibrant membership, a strong working relationship with our friends and colleagues in the Abu Dhabi and UAE government and business community and at the British Embassy and the Department for International Trade. I am indebted to my committee colleagues and to our hard-working office team for this. As long as these ingredients remain fresh and healthy, the transient ephemera of political and economic cycles can continue to be navigated for the mutual benefit of British and Emirati business.

Have a successful autumn.

Richard OliverChairman

Chairman’s Foreword


Cover Picture: Students on an adventurous journey taking part in The Duke of Edinburgh’s International Awards, photo by Nick Hardcastle.Editorial Submissions or Advertising Enquiries:[email protected], British Business Group (BBG) Abu DhabiPO Box 43635, Abu Dhabi, UAE, T: +971 2 445 7234BBG Office Mobile: 056 6650582Email: [email protected]: www.britishbusiness.orgOffice Manager: Emma PozniakEditorial Panel: Anna Ali Adib, Steve Martin, Sinead Whelan, Robert Schwarz, David Good, David Spearing and Nick FordPublished by: Dar Al Fajr Printing, Publishing & Advertising,P.O. Box 505, Abu Dhabi, UAE, T: +971 2 4488300, F: +971 2 4485248,Email: [email protected]






CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 32



New Look for UAE-UK Business Council

HMA Briefing on Brexit

‘There are some things we do know following the vote by the UK to leave the EU, and many that we do not. We know that a majority, and quite a sizeable one, voted to leave the EU, and that “Brexit means Brexit”. There will be no attempts to remain and there are going to be no back door efforts to rejoin or a second referendum.

But there is a lot we do not know. Why did people vote in the way that they did? When will we trigger the start of negotiations to leave the EU (though the government has made it clear that it won’t be before the end of this year)? How long will those negotiations will take? The Treaty of Lisbon stipulates two years but there can be agreement if all member states concur to extend that period. What will be the terms on which we will leave, or of our subsequent relationship with the EU?

No doubt we now face a period of uncertainty. We have seen the results of that in the market, the fall in the value of the sterling, the effect on stock markets and the effect on our credit rating.

The latest economic news is sobering, with forecasts that there is little likelihood of significant growth between now and the end of the year, or for that matter for the next year or two. But we come into this period of uncertainty and challenge from a position of very considerable strength.

Our economy grew fastest in the G7 in 2014, and within the top two in 2015 along with the US. Over the last three years it’s been the fastest growing major advanced economy in the world. Employment is at its highest level ever in the UK, unemployment at its lowest since 2005. One million new businesses have been created in the UK since 2010. The deficit has been brought down by almost two thirds. The capital adequacy of large banks in the UK is about ten times what it was before the financial crisis.

The UAE-UK Business Council held its tenth plenary meeting on Thursday, 29th September at The Lincoln Centre in London. The meeting was generously hosted by Brunswick Group, who will be marking their tenth anniversary in the UAE next year.

The meeting marked the fifth anniversary of the Business Council and was celebrated with the launch of a revamped logo, and new website ( and a birthday cake.

It was actually the first time the full Business Council had met since December 2015. Of course, some significant things have happened in the meantime, such as a low oil price becoming the new norm and the UK voting to leave the EU. Despite these changes, the Business Council was keen to reflect upon the enduring strength of the bilateral commercial relationship.

The UK is well embedded in the UAE, with 5,000 UK-based SME’s now working here. The two British Business Groups have well over 2,000 members, and large British businesses have a substantial local presence, turning over hundreds of millions of pounds annually. Many British nationals continue to hold key positions in UAE companies and family businesses.

The UAE is the UK’s 12th largest export market, and fourth largest outside Europe, with exports amounting to £8.55 billion (£6.20

The investment climate in the UK continues to offer very significant advantages for investors, aside from the question of EU membership. Of the major global economies, the UK is the highest on the World Bank’s Ease of Doing Business Index.

We have had very good news in the last few weeks on some aspects of the economy. The announcement of the SoftBank £24 billion investment from Japan into ARM Holdings in Cambridge; GSK deciding to make a new investment of £275 million in a new site in the UK; and the Australian Prime Minister making clear that he wants a new trade deal with the UK as soon as possible.

We have seen a swift and smooth change in the UK government post-Brexit, more so than many (or most) people expected. I was back in the UK in the first week of July. The mood was (a cliché, but true) very British: keep calm, carry on and make the very best of it. More than that, there was a sense among Ambassadors and FCO staff of genuine excitement and challenge, and of real opportunity for a new role for the UK in the world – as, among other things, a powerful force for free trade.

New ministers have already been getting out around the world to project this message and to start to lay the ground for a new kind of relationship and the new kinds of role that the UK is going to have. We would undoubtedly have had a visit here in the Gulf too had it not been for the fact many key people tend to be away from this region at this time of year; but I am sure we will be getting visits in the next couple of months.

The new Department for International Trade is led by Dr Liam Fox. Its remit includes International Trade and Investment (what was UKTI), UK Export Finance (the UK’s export credit agency) and Trade Policy. Trade Policy will be responsible for developing and negotiating the new trade

billion in goods, £2.35 billion in services) in 2015 – up 37% since 2009. Our market share is greater than France and Italy’s, and only China, Japan and the US have a larger trade relationship.

This does not even begin to touch upon the hugely significant levels of investment by the UAE in the UK. But the message was clear. We matter to each other – a lot. And we continue to have an incredible platform from which to grow bilateral trade and investment even further.

During his successful visit to the UAE on 19th September, The Right Honourable Dr Liam Fox, the new Secretary of State for International Trade, was keen to emphasise the potential for further growth in our bilateral ties and to offer his support for the Business Council’s target of £25 billion in annual trade by 2020. The Business Council were therefore delighted to welcome Dr Fox to their evening reception, underlining once again the high importance attached to the bilateral commercial relationship by the leadership of both countries.

Apart from discussing the opportunities offered by the UK’s future, post its departure from the EU, members of the Business Council were also brought up-to-speed on the activities of its seven sector Working Groups.

They were also treated to excellent presentations on Dubai Expo2020 and Smart Cities. In a

relations that the UK will have with counterparts outside the EU, all around the world. The Ministers from that new department and some top officials will sit, physically, in the same building as the FCO.

The FCO under Boris Johnson, the new Foreign Secretary, will help project the sense and reality of Britain as a global player. They are going to be helping to set the right conditions for our exit from the EU and our new relationship with it, but also for our negotiations with other partners outside the EU. The Foreign Office will continue to deal with a lot of the aspects of our continuing EU membership as long as we remain members.

In addition we have a new Department for Business, Energy and Industrial Strategy (BEIS) – led by Greg Clark.

If anyone thinks that the UK is going to be retreating from the global scene as a result of this, they really couldn’t be more wrong. We will continue to play leading roles as a permanent member of the UN Security Council, a member of the G7 and the G20, of NATO and the Commonwealth.

The BBC World Service has 246 million listeners in 28 languages; we have four out of the 15 top universities in the world; there are 110,000 international students in London alone; we have been rated by the UN just recently as the number one country in the world for e-Government. Not to mention the Premier League, which is broadcast in 212 territories in the world to 643 million homes.

So we should not be shy or diffident about the role that we are going to continue playing in the world, and which indeed we are now going to enhance. Britain will continue to thrive and prosper and will continue to be open, diverse, tolerant, dynamic and outward-facing, ready for both challenges and opportunities.’

thought-provoking and inspirational presentation, Keith Clarke from Future Cities Catapult put the concept of Smart Cities in the context of the challenge to limit global warming to just 1.5 degrees. He highlighted both the global leadership possibilities behind developing progressive CO2 emission standards in infrastructure operating systems and the role smart technology could play in providing real time monitoring of such systems.

Both Council Co-Chairs, Mr Samir Brikho and HE Nasser Ahmed Al Sowaidi reflected upon the achievements of the Business Council over its first five years and reaffirmed its commitment to meet its 2020 trade target.

In his opening remarks, Mr Brikho noted: “As you get older birthdays can be depressing, but they can and should be an exciting milestone. I am genuinely excited both by what we have achieved and what I believe we can go on to achieve. Our first five years have been great. Our next five must be even better!”

I would very much welcome your feedback on what issues you would like to see the Business Council tackling as we look ahead, and how we can develop the new website so that it becomes a genuinely useful tool both for you and Council members alike.

Mike Welch is the Programme and Communications Director of the UAE-UK Business Council.

Breakfast at The Club – 10th August, 2016.

By Mike Welch

CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 54


Gulf Tour to the UK

By Douglas Barrett

Meet the New Chairman of BBG Dubai & Northern Emirates

What has been your relationship with the BBG?My relationship with the BBG dates back to when the UK’s Department of Trade and Industry first came to Abu Dhabi to discuss the potential of a more structured business group, assisted by the Department. Since then, I have been a member of various business groups that all serve the same purpose: to promote British business interests in country. My involvement has been generally active and I held numerous committee positions with the BBG Dubai & Northern Emirates before becoming Chairman this year.How is the BBG in Dubai developing?As a membership organisation with the goal of promoting British business interests in Dubai and the wider region, we are expanding our sphere of influence to attract more members and more business opportunities and benefits for all our members and member companies. Our position as an independent commercial platform with an incredible pedigree and longevity supports us tremendously as we look to the UK to attract more businesses into Dubai and more collaborative assets for our membership.What are your main objectives as Chairman?My main objective is to ensure the sustainability of the group, closely followed by my aim of enhancing our relationships with our sponsors and stakeholders. Both go hand in hand as our sustainability depends on our ability to generate operational funds, which we only get through the financial support of sponsors and stakeholders.How do you view co-operation with the BBG in Abu Dhabi?We have a great working relationship with the BBG in Abu Dhabi, which is getting stronger all the time despite

the distance between the emirates and the groups’ different structures. We have always made the effort to collaborate with each other, such as through our joint Committee, our golf day and occasional joint events, and we will continue to do so. Do you see scope for regional BBGs to work more closely together?If funding is provided to support the set-up of a regional office, yes. Otherwise, considering the work involved in running one BBG successfully, I cannot see that any of the groups will be able to successfully lead on, or effectively be a part of, such a collaboration.How do you expect the new changes in the British government’s approach to export promotion to affect BBGs generally, and the BBG in Dubai specifically?At the moment, no one is certain of what the new government’s approach to export promotion is going to look like. Hopefully, we will soon find out more about the new DIT’s plans and will be able to determine a supportive approach and strategy.

How do you see the BBGs and BCB working together?The BBG in Dubai was instrumental in the formation of the BCB and has fully supported the centre, and UKTI, since its inception. The BCB caters for a specific type of service that we cannot provide and, as such, we gladly pass all those enquiries along. The BCB has evolved into a more complex organisation providing more services than originally envisaged, and we will continue to give our support where possible.Do you feel we can, collectively, still meet HMG’s export targets for the UAE?Actually, I am hopeful that we can exceed the targets now that, as a result of Brexit, we can concentrate our efforts on bilateral trade. There is a tremendous opportunity to provide British businesses with alternatives in the UAE and the wider region, which, in turn, will offer British businesses services and infrastructure of the highest standards. I want the BBG to be part of this movement and I would like to see our members embrace the chance to assist.

Capital Letter spoke to David Burns, who this year became chairman of the BBG Dubai & Northern Emirates.

Committee Members of BBG Dubai and Northern Emirates

David J. Burns MBE

Gulf Tour is one of the Department of International Trade’s (DIT) two regional flagship events – and one of the most enjoyable things I do in the year. The tour brings together the four major markets in the Gulf region – UAE, Qatar, Saudi Arabia and Kuwait – to promote their markets and the work of the DIT in The Gulf. This year’s tour was led for the first time by my colleague Al Long from Dubai. We were joined by Joe Hepworth, who leads the British Centre for Business (BCB) in Dubai, as well as colleagues and sponsors from HSBC, The Qatar Finance Centre (QFC) and Pinsent Masons.

This year Gulf Tour visited Edinburgh, Manchester, Guildford and London. One of the best things about Gulf Tour is that it gives you the opportunity to tour the country and get a feel of how the business community is doing outside of the M25 bubble.

First stop this year was Edinburgh, one of the great cities in the UK. When I arrived the weather had to be 5 degrees colder than it had been in Glasgow, which was bathed in sunshine two hours earlier – it doesn’t happen often!

Our event in Edinburgh was held at the offices of Pinsent Masons, a short walk from our hotel. We thought the audience would be dominated by companies from Aberdeen and the oil and gas sector, but we could not have been more wrong! The session was mainly dominated by education, tech and service sector companies and not an oil and gas company in sight.

This year we ran three sessions. The first hearing from specialists on the opportunities in each market, the second from our Overseas Business Network (OBN) Partners on their offer and set-up in each country and, finally, from our practitioners and sponsors (Pinsent Masons, HSBC and Links Group) on the pitfalls in entering each market. I think my key learning points from the sessions were that each of our markets is different and requires a distinct

approach, that the key to success is networking and face-to-face contact and that there is more to the Gulf than oil and gas. A constant theme from this year’s tour was each market stressing that their major projects will go ahead despite the drop in the oil price.

This year we travelled by train, by far my favourite way to travel. The journey from Edinburgh to Manchester takes you through the Lake District and some of the most beautiful countryside you can imagine – mountains and valleys, sheep and cattle, forests and the tiniest of hamlets, which all emphasise how amazingly diverse the UK is.

Every time I visit Manchester, I’m impressed. It’s a city in true renaissance. The refurbished old red brick buildings sit comfortably side by side with the gleaming steel and glass skyscrapers. Our hotel was a refurbished warehouse by the side of one of Manchester’s famed canals. On the night we were there we were greeted by a massive thunderstorm, enough to wake you up with a jolt.

Our venue for the Manchester event was another of Pinsent Masons fabulous offices. Our event was run by the ever-efficient DIT North-West team – one of the best in the country. We had about 80 people in the audience, most of whom had at least visited the GCC or were thinking about doing business in one of our four markets. Those who attended had come from far and wide – some from Cumbria, others from Dewsbury and beyond. The companies came from a number of sectors, chief amongst them the education supplies and services sector. We even had some oil and gas companies, something we didn’t have in Edinburgh. During my session, I pointed out Abu Dhabi’s increasing links to Manchester

and mutual benefits for both of our economies.

The trip down to Guildford is not straightforward. A train to Euston, overground to Waterloo, a crowded commuter shuttle to Guildford station and then finally a taxi to the Holiday Inn at Guildford which was our venue for leg three of this year’s Gulf Tour. Why Guildford? Well it’s the HQ for DIT South-East and there is a very interesting cluster of companies in and around the region. It was not my first time at the Holiday Inn in Guildford – I’ve spoken at a few events there over the years and judging by the numbers of people attending events, it’s a thriving venue.

The short trip back to London on an empty “reverse commute” train was the easiest of the lot. I took advantage of the Thursday night in London to go to The Oval, one of my favourite cricket grounds to see Surrey play Hampshire in a T20 game.

Our final event was at Pinsent Mason’s offices near Liverpool Street. The regeneration of the Liverpool Street area is one of the best examples of inner city regeneration you will ever see. The audience in London were a splendid mix of what makes London the greatest city in the world – and they weren’t just from the financial services sector. The sessions were very interactive and dynamic.

I really enjoyed this year’s Gulf Tour – we visited some lovely places and met a lot of nice and engaging people. The tour was only two weeks before the EU referendum – there could not have been a more interesting time to visit. I’d like to thank Meghna Elder and her team for organising such a great event. I’m looking forward to next year’s event.Douglas Barrett is Director for Trade & Investment, Department of International Trade (DIT).


CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 76

Rt Hon Dr Liam Fox MP, Secretary of State for International Trade

BBG Dubai and Northern Emirates Focus Group Chairs

Mark Garnier MP, Parliamentary Under Secretary of State

Department Changes for UK Trade

One of Theresa May’s first acts as Prime Minister was to create a number of new departments, all with different responsibilities from those that came before. The Department of International Trade is one such new department and it is responsible for promoting Britain’s trade across the world, ensuring that the UK takes advantage of the huge opportunities open to us. It has three main functions:• To develop, coordinate and deliver

a new trade and investment policy to promote UK business across the globe. UK Trade & Investment (as was) is now part of the Department of International Trade.

• To develop and negotiate free trade agreements and market access deals with non-EU countries.

• To provide operational support for exports and facilitate inward and outward investment. UK Export Finance is now part of the Department of Trade.

When the new Department was created, the International Trade Secretary Dr Liam Fox said: “Looking at both trade promotion and policy, the Department for International Trade is perfectly placed to make the UK a beacon for open trade. By bringing together the whole of government, industry and our extensive overseas network, we’ll be able to champion British business better and help them take advantage of the global appetite for British goods and services.

Alongside my ministerial colleagues, I want to demonstrate to the world that there has never been a better time for international companies to invest in the UK or for UK companies to export overseas.”

Ministerial portfolios at the new Department are:

Rt Hon Dr Liam Fox MP – As Secretary of State for International Trade, Dr Fox will be in overall charge of all policies and sectors, both directly and through his ministers of state. He will personally lead on helping the defence and security industries to export and will be involved in the most significant global deals across all sectors.

Greg Hands MP – As the Minister of State for Trade and Investment, Mr Hands will lead on high-value export and investment campaigns in technology and smart cities, infrastructure, energy, healthcare and life sciences. He will also be leading on cross-Whitehall alignment, the business forecasting function, UKEF and policy direction on topics such as mergers and acquisitions and overseas direct investment.

The Lord Price CVO – As the Minister of State for Trade Policy, Lord Price will lead the Trade Policy Unit, which has a wide range of critical Trade Policy functions, including strategy and communications, organisation, operations, free trade agreements and the UK’s dealings with the World Trade Organisation.

Mark Garnier MP – As the Parliamentary Under Secretary of State, Mr Garnier will lead on high value export and investment campaigns in the financial services, advanced manufacturing and aerospace, automotive, bio-economy, consumer, creative and education sectors. He will also be leading on work with the Export Control Organisation, the high volume export campaign, UK regional delivery and overseas partner delivery.

Business, Energy and Industrial Strategy – The Prime Minister also created a new department called Business, Energy and Industrial Strategy. The new department replaces the old Business, Innovation and Skills Department (BIS). It brings together responsibilities for business, industrial strategy, science, innovation, energy and climate change.

BEIS is responsible for:• Developing and delivering a

comprehensive industrial strategy and leading the government’s relationship with business.

• Ensuring that the country has secure energy supplies that are reliable, affordable and clean.

• Ensuring the UK remains at the leading edge of science, research and innovation.

• Tackling climate change.

The Rt Hon Greg Clark MP, is the new Secretary of State for Business, Energy and Industrial Strategy. He is joined by:• Nick Hurd MP, Minister of State for

Climate Change and Industry.• Jo Johnson MP, Minister of State

for Universities, Science, Research and Innovation (joint minister with Department for Education).

• Baroness Neville-Rolfe, Minister of State for Energy and Intellectual Property.

• Margot James MP, Minister for Small Business, Consumers and Corporate Responsibility.

• Jesse Norman MP, Minister for Industry and Energy.

The Lord Price CVO, Minister of State for Trade Policy

Meet the BBG – Dubai & Northern EmiratesSince its inception in 1987, the BBG in Dubai & the Northern Emirates, based at the British Embassy in Dubai, has grown to be one of the most active and influential business networking groups in the Middle East, enabling like-minded professionals to further their business interests in the UAE and wider region.

Each BBG committee member, focus group chair and operations team member is passionate about promoting the growth of British businesses, collaboration between the UK and UAE, and supporting the wider British community in the region. Like its counterpart in Abu Dhabi, the group works closely with the UK and UAE governments to provide support, counsel and advice to British businesses, and connects to a wider network of similar entities across the region. Through its breakfast briefings, lunches, dinner meetings, networking nights and social events, both members and non-members interested in UK and UAE business are able to regularly meet and exchange information and ideas.

The current Chair of the BBG Committee is David J Burns, MBE. He is supported by: Jonathan Macpherson, Deputy Chair and COOGraham Martins, FCA, Director, FinanceJonathon Davidson, Director, Legal & SecretariatMatthew Lewis, Director, Business Development Lara Khouri, Director, CommunicationsCamilla Wilcox, Director, EventsAndrew Prince, Dip PFS, Director, Focus GroupsAdel Al Awadhi, Director, Government RelationsPaul Bryson, Director, MembershipLubna Qassim, Director, UAE Alliances Alastair Long, Embassy Representative

Focus Group Chairs

Banking and Finance: Andrew Mortimer – Country Manager and COO, Barclays Middle EastBusiness Through Learning: Rachel Johnson – Registrar, British University in DubaiCommunications and Marketing: Robert Mitchell – Founder, The Tribe Construction: Laura Stockwell – Managing Director, MENA Strategies Energy: Terry Willis – Managing Director, EICUK (Middle East)Legal: Alison Hubbard – Partner Pinsent Masons LLPSME’s: Al Hanoof Assaf – NLP PractitionerTalent and Leadership Development: Matthew Lewis – Partner Middle East & Africa, BoydenTravel and Tourism: Karen Osman – Founder, Travel InkTech: Damion Lock – Founder, ONE9 3NINE Consulting Women in Business: Clair Hattle – Executive Director, SMARTERtcmInsurance: Mark Cooper – General Representative, Middle East, Lloyd’s of LondonHealthcare: Craig McLaren – Co-founder, Access Value Healthcare Solutions

BBG Operations Team

Joanne Laverty – Director of OperationsLinda Rudkin – Membership Relations OfficerHannah Littledale – Membership AdministratorPamela Ferrie – Events CoordinatorCharmaine Dylanco – Operations and Events OfficerEileen Collo – Finance OfficerRajesh Rajendran – Logistics Officer

Each member of the Committee brings a wealth of experience to their role within the BBG, which supports the work they do with UK and UAE government and industry bodies to promote and develop business relations between Dubai & the Northern Emirates and the UK.

Over a dozen focus group chairs support the Committee, who are experts in their fields and who engage with their peers in the UK and UAE to organise and deliver informative events which not only encourage networking, but support personal and professional growth. Covering a diverse range of industries – from banking and finance to marketing, construction to healthcare – the focus group chairs ensure there are events to suit a variety of interests and goals.

Underpinning everything is the BBG operations team whose members are responsible for the smooth running of all the BBG’s operations from timely communications to the logistics behind over 100 annual events, their dedication and tireless efforts are the lynchpin behind the group’s achievements.

You can find more information about the group, including upcoming events, contact details and short introductions to the committee members and focus group chairs, at


CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 98

Colonel Rupert Robson OBE 1959-2016

Events Update

Many of you will have known Colonel Rupert Robson OBE, who was the previous UK Defence Attache (DA) at the Embassy. For those who knew him we are very sad to inform you that he passed away early on the morning of 12th September.

Rupert served as the UK DA to Abu Dhabi for nearly five years departing in September 2014. On their return to the UK, he and

With Ramadan being earlier this year, and the summer months stretching out thereafter, we knew that many of our members would be based in Abu Dhabi for either all or at least part of the summer, rather than escaping the blistering heat. So we decided to arrange a small selection of networking events for those of you who remained in the capital.

We were delighted by the attendance and the positive feedback. In addition to a tasting at Jones the Grocer, a social networker at the new Tamba restaurant and our now annual end-of-summer speed networking, we were pleased to host a Members Breakfast where HMA Philip Parham kindly updated us on the many changes that had happened in the UK government over the previous months following the EU referendum, and how the changes were received in the UAE.

Moving into the autumn and winter months, our events calendar is full with a wide variety of events to hopefully appeal to a broad selection of our membership. These include

his wife Ali bought a cottage near Salisbury with Rupert taking up an appointment in Headquarters, The Royal Regiment of Artillery at Larkhill. He once described it as his “dream job after Abu Dhabi”.

About a month ago he underwent a routine medical procedure. Tragically there were unforeseen and devastating medical complications and after showing some signs of improvement, he ultimately did not recover. He died with Ali and his children, Guy and Holly, at his side.

Rupert was a highly professional and accomplished soldier who loved his time in Abu Dhabi. He was a committed member of our Group and was respected and liked throughout the Abu Dhabi community. More importantly he was a wonderful father to Guy and Holly and a loving husband to Ali.

a golf day, support for a sector conference, networking events with incoming delegations from the UK, the next Business Briefing with the Ambassador, after hours social networking and sector breakfasts. We will close the year with our Winter Gala Dinner on Thursday 8th December, which this year is themed The Starlight Ball – An Evening Under the Stars at the British Embassy. This is always a popular event, a great opportunity to dress up and have fun at the prestigious garden of the British Embassy. Be sure to book your tickets early to avoid disappointment.

Looking ahead to 2017, we are already planning our Q1 events. Due to our sector breakfasts being

A man with an easy-going charm and caring nature, combined with a sense of fun. He will be missed by all who knew him.Richard S. Oliver, Chairman of BBG Abu Dhabi.

so popular this year and on most occasions well oversubscribed, we are currently considering how to expand these without losing their impact and the interactive quality of open discussion, so that more of our members can benefit from the information shared.

As always, your ideas are welcomed to help us develop our events offered to members. Please contact the BBG Office to chat through any suggestions you may have. The Energy Forum, launched this year, was one such event that came as a direct result of a member request.Jenny Hunt is CEO of Gateway Group of Companies and BBG Committee Member and Events Secretary.

By Jenny Hunt



CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 1110

A New Normal? GCC Coping with Low Oil Prices VPNs in the UAE

By Allison Wood By Kelly TymburskiIt has been just over two years since oil prices started a slow but steady slide. The price for a barrel of oil dropped by more than 40% from June to December 2014, and today hovers around $46 per barrel – a net drop of nearly 70%. While there have been some fluctuations over the past 24 months, most analysts believe it will take years, not months, for oil prices to recover to $90 or $100 a barrel, which had been the norm for much of the previous decade.

The drop and continued depression of oil prices is a result of a number of factors – weak demand, increased efficiency and new suppliers – but many point to OPEC’s refusal to cut production as the trigger for the more precipitous decline in prices. The policy was driven by Saudi Arabia – responsible for nearly a third of OPEC production and thus the de facto leader of the organisation – in an effort to protect its market share. Other OPEC members started to vocally oppose the policy as dwindling government oil revenues began biting into government finances, but none was able to effectively challenge Saudi Arabia’s leadership.

Geopolitical developments have presented additional complications. Saudi succession in January 2015 introduced a new level of uncertainty into the largest and most populous GCC country; the emergence of a young, ambitious Deputy Crown Prince Mohammed bin Salman – and his Saudi Vision 2030 – has inspired both wariness and optimism. Drawn-out conflicts in Iraq, Syria and Yemen have proved directly and indirectly destabilising in the regional security environment, and have encouraged some of the highest defence spending in the world. The Iran nuclear agreement and tentative reintegration of Iran into the international economic and diplomatic community has also presented a sort of existential threat and source of tension, eliciting a further sense of instability.

The GCC countries in OPEC (Kuwait, Qatar, Saudi Arabia and the UAE) account for about half of OPEC’s production. Most of the GCC states – though in varying degrees

In late July, media outlets began publishing coverage of apparent changes to the legal framework impacting the legality of using Virtual Private Networks (VPNs) in the United Arab Emirates. Many articles claimed that VPN use in the UAE had been rendered illegal altogether, or that legal changes now significantly further restricted the ability to use a VPN. However, as it turns out these interpretations were at best over-reaching – and at worst, completely inaccurate.

With the storm having now passed, this article is an overview of what these specific changes actually mean for entities doing business in the UAE – and what practical steps can be taken to mitigate risk and help ensure compliance.

The state of the lawFederal Law No.12 of 2016 amending Federal Law No. 5 of 2012 (“2016 Amending Law”) came into effect earlier this year. Its sole operative purpose was to make some changes to the existing Federal Law No. 5 of 2012 On Combatting Cybercrimes (“Cybercrimes Law”).

But the changes implemented under the 2016 Amending Law did not in fact result in changes to the overall legal status of VPNs under the Cybercrimes Law. The use of VPN remains permissible so long as it is not “for the purpose of committing a crime or preventing its discovery.” What the changes did was to increase the corresponding monetary penalties that may be applied in the event of any such misuse, up to approximately US$550,000 (in addition to or as an alternative to imprisonment). So in short, the only substantive change in the law has been to increase the corresponding financial risk exposure for illegal uses of a VPN.

The law of the stateThis begs the question of what actually constitutes an illegal or criminal use (or its concealment) under applicable UAE laws.

– were well positioned to cope with periods of low oil prices. After years of high oil prices, government budgets almost always ended the year in surplus, and state coffers swelled with foreign reserves. This allowed states to not only embark on massive infrastructure development projects, but maintain a social contract with their citizens, whereby citizens’ welfare would be provided for in return for royal families’ complete political power.

Economists have long flagged this patron-client model as unsustainable over the long term because of these countries’ high dependency on oil sales for government revenue and burgeoning youth populations, and low oil prices served as a wake-up call. Governments watched foreign reserves drain at precipitous rates and economic growth stagnate. While some states were better positioned than others to weather low oil prices, the economists urged all GCC governments to take steps toward economic reforms immediately, rather than wait until they were faced with a fiscal crisis.

Reaction and opportunities Unlike past reform pledges that fell by the wayside, GCC states have taken action. Governments have slashed spending through a combination of job cuts, consolidation and cancellation or delay of development projects, and put a new emphasis on efficiency. Subsidies, particularly on fuel, have been reduced or removed across the GCC. Fees – tied to anything from airports to parking, hotels and tenancy registration – have been increased. A GCC-wide value-added tax – which has been discussed for years – will be implemented in 2018. Many states, notably Saudi Arabia, have also discussed or already instituted regulatory reforms that bring business regulations more in line with international standards as well as open up more opportunities for foreign investors, in an effort to stimulate investment particularly in the non-oil economy. Education and training have been emphasised as crucial in facilitating the employment of GCC nationals beyond sinecures.

Certain aspects of this are quite clear – for example, using a VPN to commit electronic theft or fraud is clearly a criminal act. But many others fall under what might currently be described as grey areas in the law. Let us take, for example, the use of a VPN to access certain content or services that are restricted or prohibited in accordance with UAE law.

Of course, there is no single rule that applies across the spectrum of possible questionable content or services. Many assessments would require more of a fact-driven, case-by-case analysis. This is particularly true of restricted or prohibited audio visual media content, where the official legal position may span dozens of potentially relevant UAE laws and the extent of application or enforcement may vary.

Moreover, it remains to be seen whether the use of a VPN to simply view content (on an individual and elective basis) is enough to qualify as an illegal act, or whether further actions are needed for it to be regarded as criminal. For example, the wider distribution of the content within the UAE, or where certain content requires appropriate territorial legal authorisations that have not been obtained.

Indeed, this in turn begs a further question. Does the fact that access to certain content may be blocked in the UAE automatically mean that such content is therefore by definition “illegal” or “criminal” if accessed by VPN under the Cybercrimes Law? Again, this is a question for which, unfortunately, there does not yet seem to be a clear or consistent answer.

One of the most often questioned usages in the wake of the 2016 Amending Law is in connection with Voice over Internet Protocol (“VoIP”) technologies in the UAE, which many people use internationally to make personal or business calls. In a nutshell, the current state of the law regarding the use of VoIP in the UAE is as follows:

These reforms present opportunities for local and foreign investors. Pressure to diversify economies means that many governments are considering privatisation initiatives, setting up new free zones and allowing full foreign ownership in sectors that previously required a local partner. The Saudi Vision 2030 and other national vision plans outline ambitious targets in technology and communications. And while governments have drastically cut spending in some areas, many continue to invest in infrastructure and education.

ComplicationsWhile many of these reforms have been hailed as steps forward, foreign companies are likely to continue to face complications. The transition between announcement and implementation of reforms is likely to be stymied by underdeveloped and inefficient government bureaucracies. Attractive investment terms are also likely to come with strings attached, either in the form of knowledge transfer or employment quotas for local nationals, particularly in Saudi Arabia. For companies already operating in the region, delayed or non-payment issues are likely to persist, putting pressure on cash flow and supply chains. Furthermore, aging leadership across GCC states leaves the reforms of today subject to the approval of tomorrow’s rulers.

The structural economic factors that make GCC states vulnerable to low oil prices will require years of reform to transform, and low oil prices will continue to have a noticeable impact on local economies over the next year or two. Companies operating in the GCC should view these reforms as being beneficial overall for foreign business, but should also be aware of what they can anticipate in terms of potential complications. Understanding what will be expected of them as investors and partners, as well as the trajectory of the business environment and state-led vision for development will be critical in ensuring success. Allison Wood is a Consultant at Control Risks Middle East.

• VoIP is considered to be a regulated activity in the UAE;

• Effectively, only duly licensed UAE operators (du or Etisalat) may engage in regulated activities (unless an exemption is available);

• Therefore, in the absence of any such exemption, VoIP services in the UAE may only be obtained from or provided by du or Etisalat.

Whether or not a potential exemption is available, once again, requires a very fact-driven analysis. What is the nature of the network, who it is being used by, how and by whom is the underlying network’s connectivity being provided and whether or not its use extends beyond the UAE are key considerations.

Where a particular VoIP network falls within an exemption (which, in essence, involve both closed user group and purpose-based assessments under the applicable UAE laws and regulations) then an exemption from the VoIP restrictions may be available, in whole or in part. If you are uncertain whether or not your current or proposed use qualifies under one of the exemptions, your local legal advisor should be able to assist.

What happens next?Although the substantive state of the law surrounding VPN use in the UAE has not changed, it is fair to say that all of the surrounding media fanfare and the potential for significantly increased penalties has certainly given rise to further concerns and queries from a compliance standpoint amongst the UAE business community.

For the present time, the best action (after conducting internal usage audits, of course) is to continue monitoring for further relevant updates or clarifications issued by the authorities, and to ensure that they are complied with.

Kelly Tymburski is a partner at Dentons and heads up the Telecoms, Media & Technology practice for the Middle East.


CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 1312

Business Success? It’s All in the GameBy Dr Ian Stewart

Earlier this year new BBG member Kaplan LPD hosted a breakfast demonstration at the Rosewood Hotel of their business simulation, the Kaplan Business Challenge. The following article by one of Kaplan’s behavioural experts describes the commercial value of ‘gamification’ in today’s business world. It was a big successful organisation, one in which everything ran like clockwork. Everyone knew their job and when an instruction was issued from the top, it made its way through the various layers of leadership to action at the front line.

It was effective. It dominated its environment sweeping aside all competition. That was until the day it faced a different sort of rival – ones that were agile, fast moving and innovative. This new rival didn’t wait for orders from the top; those at the front line took responsibility themselves, seized the initiative and created a decisive and winning advantage.

You’d be forgiven for thinking that this sounds like a tale of our times – high street stores fighting online retailers for customers or newspapers battling bloggers to be first with the news. In fact, it was the Prussian army of the 1806 at the battle of Jena. And their rival? The army of Napoleon I. The key lesson for the Prussians, and as it turns out, for many big organisations since, was simple: decision-making authority had to be devolved to the lowest position possible.

This meant that their soldiers had to be trained, empowered and schooled in the environment they were expected to make those decisions. And so the Prussian Military School created the ‘War Game’ – a means to simulate the speed, complexity and ambiguity of the environment their people would operate in and practise what it took to succeed. This is the essence of the ‘serious game’ – using role-play simulation to provide a challenging environment that stretches and

develops decision makers.

Serious about playingToday, major corporations around the world are using serious games — the more common term today is gamification — to develop the talent and skills of their employees in areas as diverse as customer service, innovation and lean manufacturing. Hilton uses a game called Ultimate Team Play to teach customer service skills, for example. IBM developed INNOV8, a simulation game in which players design or modify business models to satisfy customers or optimise supply chains (among other goals).

Simulation games are particularly powerful developmental tools. They create the unfamiliar and challenging environment that is essential in triggering personal and professional development. The research supports this. A study by the Federation of American Scientists showed that participants remembered 10% of what they read, 20% of what they heard, 30% of what they were taught if visuals were also included, and 50% of what they were taught if they also saw someone performing the tasks. However, they remembered 90% of what they learned if they did the task themselves — even in simulated conditions.

Gamification: competitive game, collaborative learningThe goal of gamification is to leverage the informality and fun of games to break the psychological and cognitive boundaries that, often unwittingly, restrict the potential of traditional brainstorming or reflection. In a presentation at the second annual Gamification in HR Summit in Vienna, Anthony Scarpino, Senior Director of Talent Acquisition at Sodexo, highlighted five components of good gaming solutions:• Challenge: empowers participants

to solve problems and think creatively, thus completing the mission

• Fun: satisfies the need for novelty• Social: requires collaboration

toward team goals• Meaning: engages employees

through goals with meaning• Achievement: creates a virtuous

challenge, win, euphoria loop in the minds of participants.

Apparently, when faced with intractable problems or challenges, there is in fact no better time for fun and games.Making decisions in a volatile and complex marketplaceBusiness life has always featured the unpredictable, the surprising and the unexpected. But one has only to look over the last ten years for a new level of complexity – a complexity that affects the products we design, the jobs we do every day, and the organisations we manage. Elements of business and social life that used to be separate are now interconnected and interdependent, making them, by definition, more complex.

Complex markets are far more difficult to manage than merely complicated ones. It’s harder to make sense of things. It’s harder to predict what will happen – the past behaviour of a complex system may not predict its future behaviour. Organisations need to be able to flex and change, adapt and respond to the environment, and, like Napoleon’s foot soldiers, these players have to take responsibility, appreciate the wider ramifications of their actions and be mindful of the impact of their actions on their colleagues, their partners and on their rivals.Dr Ian Stewart is Kaplan’s Head of Leadership and Organisational Practice, and previously ran the Behavioural Science Department at the Royal Military Academy, Sandhurst.


CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 1514

UK Property Investment Looks Attractive

Managing Family Problems in the UAE

Despite the current uncertainty surrounding the countdown for the UK’s legal separation from the EU, the historical resilience of London’s residential property market, its enduring popularity and a strong US dollar are all plus points for prospective GCC investors looking at the UK market.

With the pound sterling falling to an all-time low against the US dollar, Middle East cash-rich investors have a very good reason to re-evaluate the UK capital’s residential market.

Essentially London property prices fell by over 13% in the space of two weeks between 23rd June and 7th July, 2016. That’s a saving of £67,500 (AED327,000) on a property valued at £500,000 (AED2,425,000). However, sterling has since recovered slightly to over 1.30 against the dollar.

According to financial website The

For British Expatriates there are stark differences in how family matters are dealt with at home and in the UAE. This article looks at how you might deal with some typical family problems that occur for expatriates.

What can you do to mitigate against family law problems?A pre- or post-nuptial agreement can be finalised either before or after you have married. Nuptial agreements require both sensitivity and expertise to finalise in a manner that supports your relationship. Agreements satisfying the legal criteria set down by the courts are given an appropriate amount of weight, and can be decisive, during proceedings in the UK.

What should you do if you are facing separation or divorce?In the event that you and your partner are able to agree matters in dispute, it is highly recommended that you seek legal advice to

Economy Forecast Agency (EFA), these exchange rates could prevail through to the end of 2017, with more uncertainty foreseen in 2018 as the UK heads towards Brexit. This has naturally increased interest from overseas, especially from residents of the GCC, whose currencies are linked to the dollar.

The popularity of London with international investors was demonstrated in 2015 as Chestertons closed property sales worth over £123 million on behalf of Middle East investors.

Investors from Kuwait topped the GCC list, accounting for 21% of our total London sales, followed by Saudi Arabia (17%), Qatar (10%), UAE (10%) and Bahrain (7%). And it’s not just London that is proving popular with investors from the Middle East; key gateway cities of Manchester and Birmingham are also attracting interest due to strong economic growth, large student populations and major government transport infrastructure investment.

Both offer yields of 6-7% and a slightly higher capital appreciation at a more affordable price point, therefore appealing to a larger bandwidth of investors.

ensure an agreement is drafted by competent lawyers and capable of being legally binding. If you disagree as to how you should proceed with the divorce, you should be aware that the courts in the UK and the UAE are likely to produce very different outcomes regarding children or finance. You should take legal advice from an experienced family lawyer in the UK and the UAE to help you to make an informed decision on how to proceed.

What are the implications for the residency visa?Difficulties or separation can lead to it being cancelled by the sponsor at any time by approaching the immigration department. The immigration department might require the original passport of the dependant spouse to cancel the visa, or they might not. It is imperative, if you are the dependant spouse, that you seek local law advice to stabilise your position

Manchester is a city known to many GCC investors, thanks to Abu Dhabi’s ownership of Manchester City Football Club. Institutional investors such as Abu Dhabi Investment Authority (ADIA) have invested heavily into the UK, giving increasing comfort to investors from the GCC region. To put this into perspective, the UAE alone accounted for over 20% of buy-to-let sales in the UK in 2015, US$1.99 billion of investment in the last quarter of 2014.

In the Middle East, Chestertons has grown from a single Abu Dhabi office in 2008, to a network that includes our Dubai headquarters, Qatar and presence in three key Saudi Arabian hubs of Riyadh, Jeddah and Al Khobar.

Our focus, moving forward, is to enlarge our regional footprint across the Gulf, starting with the addition of a third Dubai office which will be staffed by a 50-strong team of RERA-approved property and valuations experts, bringing our in-house expertise to a total of 130 seasoned real estate professionals to manage a property portfolio of up to AED185 million.Declan McNaughton is Managing Director UAE at Chestertons MENA.

and if you are a sponsor you should acquire advice from a UAE lawyer before taking action that could have ramifications on the divorce, finances and any children’s interests, which may not be the outcome you are seeking.

What about the sensitivity to local issues and laws?In England adultery can be raised as one of the five bases for divorce, whereas in the UAE it is a criminal offence carrying punishment of deportation and imprisonment. The importance of British expatriates using experienced family lawyers that understand these sensitivities was made absolutely clear in one case where English lawyers served the husband with the English divorce petition, raising adultery as the basis for divorce, at his work address in the UAE. This inadvertently caused him to lose his job and be deported. It also has the incalculable impact not only on the relationship but also the wife’s claim for financial support and highlights the need to retain experienced family lawyers.

Shabana Saleem is an Associate Barrister at Charles Russell Speechlys.

By Shabana Saleem

By Declan McNaughton

Application of UK Construction Procurement Initiatives in the UAEBy Brian Allan

The UK has long been a leader in the development of construction procurement and contractual arrangement initiatives. This particularly dates back to the publication in 1994 of the influential Government sponsored Latham report, which addressed this subject. Procurement in the construction context principally relates to the process of selecting and entering into contractual arrangements with a contractor.

Influencing factorsThe principal drivers of a typical construction project can be said to be time, cost and quality. The employer’s particular requirements in relation to these criteria will, or at least should, drive the procurement choices made for the project.

If the nature of the project is such that the client’s priorities tend more towards time and cost rather than quality, design and build may be the optimum choice. Of course, quality must always be present to a minimum acceptable standard.

Procurement options and risk allocationThe core procurement route options in the UK substantially comprise Traditional Lump Sum, Management Contracting, Construction Management, Design and Build, and Prime Contracting.

The option selected will determine the subsequent route to be followed. For example, if the Traditional approach is adopted, it will be necessary to appoint a designer, whereas, Design and Build means design will be by the contractor post contract. Value Engineering is advisable under any of the procurement routes.

Each of the procurement routes has its own unique features, benefits and drawbacks. These options are available here in the UAE. However, the Traditional Lump Sum generally prevails here, usually with onerous employer-biased terms introduced to standard forms of contract, such as the FIDIC Red Book. In the UK, meanwhile, contractual risks tend to be more balanced between contractors and employers.

For example, “pay when paid” clauses are often applied in the UAE, whereas this practice has been outlawed in the UK (by the HGCR Act 1996). Similarly, unconditional performance bonds are commonplace

in the UAE but not so in the UK.

UK best practice initiativesThe following best practice initiatives are not exhaustive, but represent a broad spectrum of options:• BIM [Building Information

Modelling] – ‘By 2016 all Government construction projects will be using BIM level 2, irrespective of project size.’ Source: HM Government, 2013, Construction 2025. Highly innovative and will lead to efficiencies across the whole project management spectrum. Will also reduce scope for dispute.

• Cost benchmarking – as advocated by Cabinet Office, 2011, Government Construction Strategy. Suitable for repeat projects and could realise significant benefits as the scheme progresses.

• Cost reduction incentives – e.g. early completion bonus, target costs pain/gain sharing - Cabinet Office, 2011, Government Construction Strategy. Not wholly applicable to design and build, where costs and programme already tend to be optimised.

• Collaboration – a key theme of HM Government, 2013, Construction 2025. Not necessarily a formal process but rather a principle and commitment.

• Electronic Procurement – e.g. an extensive requirement of the EU Public Contracts Directive (2014). Not essential for a scheme involving a finite number of projects, but nevertheless beneficial.

• Full life cycle costing – as advocated by the EU Public Contracts Directive (2014). Not directly applicable to a design and build approach, but whole life cycle costs should nevertheless be given some consideration.

• Integrated project insurance – as advocated by Cabinet Office, 2011, Government Construction. Parties form an “alliance” and project outcome is insured to cap liability. Not directly applicable to a design and build approach.

• Integrated teams – as advocated by Office of Government Commerce, 2003, Procurement Guide 03, Project Procurement Lifecycle. Not directly applicable to a design and build approach, with single point responsibility.

• KPIs – i.e. key performance indicators, to enable performance

measurement and benchmarking. Highly beneficial for multiple projects of a similar nature.

• Partnering – a concept whereby parties enter into long term relationships with the intention of undertaking repeat business to the parties’ mutual benefit. This tends to lead to cost savings, improved quality and better collaboration. It also allows for the possibility of benchmarking.

• Project Bank Accounts (PBAs) – Defined as “a ring-fenced bank account from which payments are made directly and simultaneously to a lead contractor and members of the supply chain”: Cabinet Office (2012), A Guide to the implementation of Project Bank Accounts (PBAs). Not directly applicable to a design and build approach, with single point responsibility.

• Sustainability – typically dealt with in specifications. Should be a consideration in all construction projects.

• Two-stage open book tendering – successful contractor and/or consultants appointed at second stage on open book basis. An efficient approach for design and build, which also minimises costs for unsuccessful tendered.

• Value for money – “value for money and competitive tension are maintained by effective price benchmarking and cost targeting”: Cabinet Office, 2011, Government Construction Strategy. A principle that should be adopted for all construction projects, where the focus is not purely lowest price.

In conclusion, several of these initiatives have already been adopted to varying degrees in the UAE, such as the use of BIM and KPIs. It is hoped (at least by the writer) that there will be a shift to more collaborative practices and a greater uptake of such UK initiatives in the UAE over the coming years.Brian Allan is Managing Director – QSI Consultancy Group.


CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 1716

Turn on the Gas

With the advent of widespread renewable energy together with nuclear power and the introduction of the COP21 treaty signed in Paris last December, it is understandable that some people may speculate that gas is on the way out.

While the traditional use of gas may change, it has many important benefits. It is abundant globally, flexible and can complement renewable energy installations. In terms of emissions, gas is twice as clean as coal when burnt, 30% cleaner than diesel if burnt cleanly and produces fewer nasty particulates than any other hydrocarbon fuel.

So of all the carbon-based fuels, gas is likely to remain longer than its counterparts for the production of power and water, and for a wide range of commercial and industrial processes.Where is it?Generally, the view in this part of the world is that gas is everywhere – well, not so. Although the UAE has around 3% of the proven world gas reserves, and roughly 8% of the proven gas reserves in the region, others such as Yemen and Bahrain have less than 0.1%, so in a similar position to the UK (excluding shale). Iran has the largest reserves in the world at 18.2%, followed by Russia with 17.3% and Qatar third with 13.1%. Overall the Middle East Region has the largest global share of proven reserves at nearly 43%. The KSA is in a similar position to the UAE, but with three times the population. Gas in the UAEGASCO is the largest gas producer in the UAE and provides all the gas for consumption in the Western Region of the emirate of Abu Dhabi for power and water production, industrial and commercial business and for enhanced oil recovery via re-injection.

Much of this gas is known as ‘associated gas’, because it comes from oil wells, but the new Shah development takes sour gas (which has high sulphur content), cleans it and sends to the GASGO grid. The other major supplier of gas to Abu Dhabi and the UAE is Dolphin Energy via a pipeline under the sea from north of Doha in Qatar to Taweelah in

Abu Dhabi. However, gas demand continues

to grow in the region and globally, and with it a need to import gas from other sources. So what options do countries have which are short of gas and unwilling to burn oil or coal due to the excessive production of greenhouse gases? The answer is to liquefy it. LNG and all thatCurrently, liquefied natural gas (LNG) is about 10% of the global gas trade, but growing, and with the advent of shale and greenhouse gas reduction targets, gas is the preferred hydrocarbon option. So why liquefy it? Mainly because one cubic metre of liquefied gas is the equivalent of 600 cubic metres of free gas, so it is an efficient way to move the stuff around. Who are the global LNG players?The biggest ‘kids on the block’ are Qatar in terms of global exports, and Japan for imports. The ones to watch are Australia, who have invested around US$100 billion in new LNG export terminals, and the USA. For imports, Japan is the obvious candidate given that following the nuclear pollution at Fukushima they shut down some 50 nuclear plants – so we can expect to see this figure

reduce as they start to bring back more nuclear plants. At the time of writing there are four in operation.

The UAE exports 2% of global LNG to Japan and this arrangement has been in place for some time. Currently, the UK imports about 4% of global LNG supplies to South Hook where it is stored as a gas. Spain is the largest importer of LNG in Europe just above the UK and has the largest LNG import capacity. Where next for Gas?Globally, a number of key developments will take place. Firstly, the USA is now an exporter of gas in the form of LNG and has doubled its proven reserves over the last decade because of shale gas production. To demonstrate the US’s rise as a gas exporter, in August of this year China received its first cargo of LNG from the US via the newly expanded Panama Canal.

Secondly, Australia and the USA will challenge Qatar for the top-spot in global LNG exports over the coming decades and Iraqi and Kurdish gas will also begin to have an impact. These gas fields had the largest percentage increase in production anywhere in the world in 2015.The Middle East pictureThe future is difficult to predict, since despite having 43% of global gas reserves and accounting for 40% of LNG exports, the region still imports about 150 cargoes of LNG a year, including from the USA. For the UAE there is likely to be limited expansion of LNG given the advent of the four nuclear power plants, but according to Bloomberg there is to be a floating facility at Ruwais for the import of LNG to the Abu Dhabi network. In addition, the Dubai Supply Authority [DUSUP] and Kuwait are buying supplies of LNG for power production and industrial customers.

So this region is likely to export and import LNG and utilise gas, at least over the medium-term for power and water production. Whatever happens gas, either piped or delivered as LNG, will continue to dominate the hydrocarbon fuels sector for many years to come. All statistical information in this report was provided by various BP publications.Nick Carter is Director - Middle East, Baringa Partners LLP.

LNG Global Trade Movements for 2015, BP Statistical Review of World Energy June 2016

Post-Referendum Benefits for Money Transfers

On the morning of 24th June, 2016, the world awakened to find the ‘Leave’ campaign had won by a vote of 52% to 48%. The ballot sent shockwaves across the world with the Pound (GBP) falling to the lowest levels since 1985. Markets dislike uncertainty, but this is likely to continue for some time to come as no clear path for Brexit has yet been agreed.

The British economy seems to have survived the first shock of the Brexit ballot, even though sterling continues to show little signs of recovering from its sudden fall. The UK’s AAA credit rating was downgraded to AA. But views are divided over the long-term effects of exiting the EU, with higher import costs being balanced by cheaper exports. In contrast, share prices have picked up from a dramatic crash in value, with both the FTSE 100 and FTSE 250 index trading higher than before the referendum. Several UK exporters

announced increased orders due to a favourable exchange rate.

Focusing on the local exchange rate, the GBP against the Dirham has fallen by 20% now being worth AED4.80 compared to AED6 two years ago.

A major factor for GBP’s continuing weakness is due to the Bank of England cutting interest rates on 4th August from 0.5% to 0.25% and applying additional quantitative easing. This is the first reduction in the cost of borrowing in the last seven years, bringing UK rates to a record low. The Bank of England has also stated it intends to carry out a significant extension of its quantitative easing by injecting a further £70 billion into the UK economy.

In spite of the negative short-term outlook for UK economy and a possible recession on the horizon, the view from this region is that it could be beneficial in many ways. British expats are seeing AED earnings now worth 20% more when translated into Sterling. There has also been increased activity by companies and

individuals looking to benefit from these 30-year lows by fixing rates for another year.

Investment in the UK from the UAE is rarely done to access the EU market, so any future trade agreement between EU and the GCC has little effect on GCC investment in the UK. The drop in the GBP should make the GCC investors more attracted than ever to buying UK products and investing in business and private assets. In the long term we expect the GBP to strengthen once the uncertainty of the path out of Europe for the UK is clearer.

For instance, our British expat private clients who are regularly sending AED20,000 home as savings every month have earned an additional £5,850 in the year by fixing a forward rate now. The same is, of course, true for clients who are buying property in the UK.

Managing one’s foreign exchange exposure effectively can result in significant savings. Zahir Moghal is Managing Partner at Delma Exchange.

By Zahir Moghal

By Nick Carter

Airports | Communications | Defence | Education | Emergency Services | Energy | Mining and Construction | Property | Rail | Training

Babcock is proud to be the UK’s leading naval support service for the Royal Navy and the Ministry of Defence.

We’re all about collaboration. Working in partnership with our customers to deliver the highest standards of training and engineering support means the world’s most demanding and technically geared organisations have absolute faith in us.

Together, we’re a force to be reckoned with.

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CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 1918



Post-Brexit: Business as Usual for British Trade Group in Abu Dhabi

Like to Boost your Profitability by 15%?

Richard Oliver is in his fifth and last year as chairman of the 350-member British Business Group (BBG) Abu Dhabi, and has lived in the emirate since 1995.

Bilateral trade between the UK and the UAE was at £12.9 billion (Dh62.5 billion) in 2014, up from £7.5 billion in 2009, and the aim is for it to reach £25 billion by 2020.What effect will Brexit have on British businesses in the UAE and Gulf region?Because of the market volatility immediately before the UK’s referendum, and magnified greatly since Brexit, the UK currency has moved sharply downwards against the dirham, and so for British expatriates and businesses who are sterling-based but residing in the UAE – paid in US dollars or dirhams – there has been a corresponding nominal increase in their remuneration. For sterling-based entrepreneurs looking to break into the UAE to invest, however, the deterioration has made it significantly more expensive to establish in the UAE. So the UK’s foreign direct investment in the UAE is, in my opinion, going to be reduced. British goods and services will now seem cheaper to Emiratis and GCC-based entities generally, and so in sterling terms, the import-export balance is likely to improve and FDI into the UK from the UAE will increase in volume terms. One factor is hard to assess – how much will UAE investment be deterred by the lack of clarity around the UK’s future with the EU? My own feeling is that this factor will be very limited as regards the UAE. Net, I think that UAE-UK business and investment will not be heavily affected by this referendum. Overall, I am not too pessimistic about the future climate for UK-UAE business. Although, the additional uncertainty is unhelpful.Do women play an active role in the BBG?We have four ladies on the board: Jenny Hunt runs events; Lubna Qassim runs the government relations for us, and she is

In the aftermath of the Brexit vote and David Cameron’s resignation, many expected Boris Johnson to form the next British Government. However, it was Theresa May that was ultimately invited by Her Majesty to do so. Mrs May is only the second female British Prime Minister in 469 years.

It is a similar story across the Atlantic. The US elections are in full-throttle and if polls are to be believed, though the gap with Trump is narrowing, Hillary Clinton will become their country’s next President. If she does, she will be the first woman in 239 years to hold the role.

Across the G20, only two women (or 10%), Angela Merkel and Theresa May, are elected leaders (three until the impeached demise of Brazil’s Dilma Rousseff). Globally only 17 leaders (just over 8.5%) are women from 196 countries.

Perhaps what is most shocking about these statistics is that we do not appear to be shocked. It seems that, even in the 21st century, the unequal ratio of male to female leaders is accepted. One might imagine that this dismal ratio is not reflected in the business world. Not so, according to a recent Harvard Business Review article Study: Firms with more Women in the C-Suite Are More Profitable. The Peterson Institute for International Economics surveyed 22,000 companies across the world. Whilst female business leaders were higher than their elected counterparts, they were still not representative of the female portion of population.

Just over 50% of surveyed companies have no C-suite women and almost 60% did not have female board representation. Less than 5% had a woman Chief Executive, despite finding that the biggest positive impact on business results comes when women hold C-suite roles. There was some variation by industry: for example, representation was higher in financial services, telecommunications, health care and utilities, but less so in energy, industrials and technology.

Perhaps reading this you are thinking ‘so?’ Well, aside from the obvious need for equality and female

excellent; Kate Harris is in charge of cultural projects; and Stephanie Jerron-Quarshie is the business development manager.What is the most significant hurdle British businesses face when setting up in the UAE?I think everybody would agree that the most difficult thing to do in the UAE is first, to get your first deal, and second, to get your first payment, because it is a long time before you get your first deal and a longer time to get your first payment. The misunderstanding is how quickly it takes to get cash flow moving in a positive way in the UAE.How do you view the future of the UAE after the oil price crisis?When I came here 20 years ago, there was one UAE economy and now there are three UAE economies: Abu Dhabi, which revolves around big government [spending], around very specific sectors – oil, securities and financial services; the Dubai economy, which is much more broadly spread and has wider penetration from SMEs, has a more significant logistics and transportation dimension through facilities such as Jebel Ali, the airports; and the Northern Emirates, some of which are very strong. So Sharjah is the centre of excellence for downstream industrial companies and Ras Al Khaimah is growing in tourism. The sum of that, the UAE economy, as compared with when I first came here, is much more diverse and vibrant a field and it means whenever one is not doing very well you have got some support from the other two. We went through a golden period when all three were doing pretty well. That is not always the case. I would say Abu Dhabi is adjusting to lower oil [prices], and Dubai is not oil-dependant but it depends on others that are oil-dependent, so it would be a mistake to say that Dubai is unaffected. Probably the economy that is the least affected is the Northern Emirates’, which are doing pretty steadily as they were doing before,

role models, the fact is a business itself is more profitable if a woman holds the leadership role.

The same Peterson survey analysed profitable companies with an average net margin of 6.4%. They found that companies that went from zero to 30% share of women in corporate leadership experienced a 1% increase in net profit. This equates to a 15% profitability boost in a typical company. That is a substantial improvement and one worth seeking.

The findings were not that women under or outperformed men, but that they bring diversity to management and decision making, which translates into better staff performance, as well as retaining top talent. The key message is that companies that do this outperform companies that don’t.

But this message is slow getting through. A McKinsey report on women in the US economy found that men are promoted on potential, while women still tend to be promoted on the basis of their past achievements.

The question is how can companies improve the number of women in senior roles?

Some answers require basic socio-economic solutions, such as changing the notion that girls are princesses and boys are strong, improving the quality of education and access to all career opportunities and reducing ingrained discrimination.

Improving women’s access to the opportunities within companies that lead to senior management is something over which organisations have control.

Start with when women enter your company. Take the time and invest the resources to identify their individual potential using objective psychometric diagnostics and assessment centres. Based on their qualifications, experience and potential, provide career guidance and design development plans that meaningfully enable performance within the company.

Development plans should include such activities as special projects, job rotation, observation, the chance to act on higher duties and

and you can see that in the individual emirate’s GDP statistics.How do you view the progress in the diversification of the economy?I think in the past two years, I would say there has been a healthy reassessment about how money has been spent by the Government, and it feels as if the adjustment has been overdone and maybe the cutbacks have been severe in some areas. I would say, a post-oil [UAE] will have a healthier economy. Opportunities have been taken to reduce subsidies, to socialise the concept of VAT and other taxation measures, so I think there will be a structural improvement in the budget position, a structural improvement in the trade position. I think there may have been an overreaction to the low oil prices.What are the opportunities for British companies in this period of diversification?If we are going to classify into clusters, there is a “business as usual” cluster, which includes logistics, food and beverage and media. This is the fast-moving consumer goods or consumer packaged goods cluster, which should expect to grow. And then there is the traditional high-value opportunity segment, which is driven by much higher infrastructure requirements, by the large projects around oil and gas, around Saadiyat Island’s cultural developments. Again, I would analyse in two segments – structures and Vision 2030.Have you had any companies pulling out in the past 12 to 18 months?You do see companies pulling out. I am pleased to say not many are British, but I have seen a couple of multinationals pull out when they feel they don’t want to be in the region. I think the last place you pull out from is the UAE. If you are going to be in the region the UAE is the place to be. In Abu Dhabi, if you take all the effort to get in, you have to show why before you pull out, because it takes you an extremely long time to recover.

mentoring. Access to a mentor is a particularly powerful way to support female employees. It is best if an individual finds their own mentor, but forward-thinking companies are investing in cross-organisational mentoring programmes to ensure it happens. This is becoming very popular within the UAE, with many companies formally training mentors to support mentees.

As careers progress, access to management and leadership development is also required. Many companies still focus just on training and ignore the leadership behaviours required to use new knowledge in an actual work setting. This could usefully include aspects such as building personal brands, creating impact, and overcoming cultural barriers. Female mentors (those that have ‘made it’) are few and far between, particularly in the UAE, so the development is critical. In her book, Lean In. Women, Work, and the Will to Lead, Sheryl Sandberg recognises that women may choose to work or to have a family or to have both and that the choice is personal, though for most women they remain the one with primary responsibility for managing the family. The Peterson research found that if companies made it easier to balance the two through workplace flexibility and meaningful leave policies, then those companies are more likely to reap enhanced organisational performance.

Companies in the UAE are not prevented from providing benefits and conditions that are supportive of women and families, as the Labour Law provides only a baseline for employees. With an eye on the bottom-line improvement you can develop policies that support such things as flexible timings, work from home, additional paid and unpaid maternity (and paternity) leave. Consider creating jobs and opportunities that align to school terms. The options are limited only by your company’s creativity.

Clearly, addressing the challenges is more complex than can be solved within the constraints of this article and offering some solutions is not an attempt to simplify the issue. The key point is that companies can perform better by having women in top roles and, when women still earn around 83 pence to each pound of their male counterparts, it is also the right thing to do.David Brennan is General Manager, Focus Training Centre LLC.

By David BrennanThis interview by Rosa Panadero recently appeared in The National newspaper.

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BP is committed to the future of Abu Dhabi.

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SME Success Story

Choosing a career in law made me something of the black sheep of the family. My mother, brother and one of my three sisters all work in property, and every one of my family own some kind of property portfolio. I decided to become a lawyer, probably off the back of some decent school results, got into Cambridge and the rest of the path was laid out for me.

I became a hedge fund lawyer and really liked it until the crash of 2008 wiped out the industry almost overnight. I got moved to working more and more on corporate commercial law, which I still think is glorified proof-reading. I was sent out to Abu Dhabi in 2009 to work on the new Formula One track, which sounds glamorous until you’re up till 11pm putting the finishing touches on Flag Pole Maintenance Agreements and Pest Control Schedules.

My brother has been in real estate since he left school. He arrived in Dubai just in time to see the bubble explode in early 2009, but he rode it out and in late 2012 decided to open his own shop, Crompton Partners. I saw my exit. It was hugely nerve racking but I had a lot of support from my family, and found a great business partner in Helen Martin, an old friend. That relationship was hugely useful as we both had someone to bounce ideas off. Sometimes you really need someone to tell you your amazing idea is just terrible, or your speculative punt has legs.

One problem, which I think is huge for startups in the region, was resolved for us. Because we have the same name as our Dubai office we needed to have the same sponsor. I have seen many a business struggle here because they chose the wrong sponsor, who got too involved in their business, took too much of a cut or made promises that never materialised. Unless you need “wasta”, I would always recommend a sponsor who has no idea who you are and no interest in what you are doing, then it is just all you.

We opened a small office with no windows in a football stadium (we had caught most of the rats inside the first six months) and set about

learning the real estate game in the capital. Helen’s background is education, mine is law and my brother Barney was no help as Dubai is totally different. We made lists, maps, drove in circles and set about thoroughly understanding the market with fresh eyes. Many people would say not to get involved in businesses you don’t understand, but a totally naïve approach may mean you avoid some of the mistakes inherent in the market.

We took a decision then and stick to it even now, despite all the Brexit excitement, to attempt to dominate the Abu Dhabi market by focusing on it and not being distracted by pretty baubles in Dubai, Seychelles, the UK, Portugal and all the other areas. There is certainly business to be done there for other firms, but we have decided to live in our niche and work towards being the only name in real estate in Abu Dhabi.

Another tip for start-ups is to get a good PRO. We inherited one with our sponsor who was terrible to begin with, but we had some atomic fallings out and now I would say they are pretty good. There is nothing worse than sending staff out of the country because the timer has run out on visas, and getting inspected because you have reached your quota is no fun either. We have gone from having just two people to a staff now of 24 and we’re opening our second office, this time on Reem Island. You need good support to navigate the regulatory waters here.

In hindsight we timed our new business well (though I would have loved to get into it a year earlier). The market was swinging up and 2013, 2014 and 2015 were buoyant years. 2016 has been surprisingly good to us despite the doom and gloom you hear, but we are preparing for a slowdown. You have to see slowdowns as an opportunity; they test your business model, they test your customer service and allow you to see holes and look for efficiencies you would otherwise ignore. We are looking to grow into this slower period and acquire market share from less efficient competitors, which should be a great springboard for the pick-up, which must come in 2017.

Looking at my life as a small

business owner, starting as a lawyer, the money is a lot worse and I actually work a lot harder now than I did in my previous profession. But it doesn’t feel like hard work, because every hour you put in is for yourself and your family. I started this business with a girlfriend and have since acquired a wife and daughter. I joke with my wife that she started with a thin boyfriend, with a full head of hair, his own villa and money in the bank – now she has a tubby, balding, penniless husband with a one bed apartment and debts.

But I don’t regret it. Having a business is like having a child, you nurture it, put time into it, you see it grow and change. In many ways your business too will begin to resemble you, not in looks but in the business culture, style and feel. When people give you positive feedback it feels like a personal compliment, and makes you work all the harder to eradicate any flaws or blemishes.Ben Crompton is Managing Partner at Crompton Partners Estate Agents Abu Dhabi. Do you have an SME Success Story you would like to share with the BBG? Please contact [email protected]

By Ben Crompton

Ben Crompton

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Painting Lessons with a TwistIn February 2016 UAE-based artist Gemma Gallagher, originally from Northern Ireland, launched an exciting new art event: ‘Design & Dine’ – painting lessons with a twist.

This is a unique event concept where guests learn how to paint with Gallagher, whose previous awards include Artist of the Year from The Independent newspaper and the UK Young Artists award for painting.

Her idea for this unique event came from a passion for painting and an interest in creating an alternative event that could bring expats and locals together to socialise and meet new people while engaging in fun and alternative activities. As guests are guided through the steps to create their own canvas painting, they are able to enjoy a selection of food and beverages in a relaxed and sociable atmosphere.

Design & Dine takes place as a monthly event currently held in both

the Crowne Plaza Abu Dhabi and the InterContinental Dubai Marina. The artist states that she wants her event to be accessible to everyone and is predominantly aimed at those who may be new to painting. To allow this Gallagher demonstrates how to create the artwork from start to finish ensuring everyone leaves with a painting they are happy with. Some of the previous themes have included painting the Dubai skyline, tropical sunsets, safari landscapes and Emirati themed pieces of work.

After enjoying the success of the public Design & Dine events, she has also hosted private sessions for company team building days and for the British Women’s group Ladies Who Lunch Abu Dhabi. Her regular clientele include a large group of British expats working in a range of posts across the UAE.

The event has been featured in Time Out Abu Dhabi, The National, Gulf News and Abu Dhabi Week, receiving

5* reviews and rated as one of the top new creative events to attend in the UAE.

In addition to running the Design & Dine workshops Gallagher, whose previous clients include the NHS, The Open University and Quigg Golden Ltd, also works as a contemporary artist, selling and exhibiting her work in both in the UK and UAE with plans to host her fist solo exhibition in Abu Dhabi in 2017.For more information visit and

It takes just 6 days to set up a business in the UK and as little as 24 hours to register a company. For a supportive, entrepreneurial environment, choose the UK.

Canary WharfLondon

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By Tom Shorrock

Duke of Edinburgh Award Going Strong in Abu Dhabi

Since the launch of The Duke of Edinburgh’s International Award 60 years ago in the UK, the Award has transformed the lives of millions of young people. It now has a presence in over 140 countries and territories worldwide, and more than 1.1 million young people are doing the Award right now. The framework through which young people develop life skills has endured the test of 60 years and is still proving itself to be relevant and going strong.

By creating opportunities for young people to develop skills, get physically active, give service and experience adventure, the Award offers young people the chance to challenge themselves, leave their comfort zones and gain invaluable experience for the future. In fact, our research shows that young people who do the Award become more confident and resilient, and develop skills in such important areas as communication, problem solving and leadership.

The Award is delivered across the UAE and has been active in Abu Dhabi since 2000. There are currently 12 Award operators in Abu Dhabi that offer the Award to over 800 young people who are working towards their Bronze, Silver or Gold Awards. Among these operators are the British International School, Abu Dhabi and the British School Al Khubairat, who between them host the majority of participation in the capital.

A 17-year-old student from the British School Al Khubairat who is a Silver Award holder and currently doing her Gold Award said: “I proved myself to have much more endurance and strength (mentally and physically) than I once thought possible. I look forward to finishing the Award with the community project as I believe that it will be the highlight of my work and will give me more of a selfless and confident attitude.”

We believe that every young person deserves the opportunity to discover they are capable of

more than they thought possible, so bringing the Award to many more young people, whatever their backgrounds, is arguably now more important than ever

The Award allows achievement to be consistently recognised worldwide, giving young people unique international accreditation of their experiences – something that is ever more important in today’s interconnected world and in a location as international as Abu Dhabi.Thomas Shorrock is based in Abu Dhabi and is in charge of Award operations in the UAE.

Great British People in Business

What is your current role and how long have you held it?I am the Headmaster of the British School Al Khubairat (BSAK) and I joined the school in September 2015.What challenges do you face? I think education plays a significant role in Abu Dhabi and the UAE, and it is a challenge for all schools to meet expectations from everyone attending that school. We have over 70 nationalities and, although we follow the national curriculum of England, we are diverse. We have created a new vision and mission for the school, which I believe is ambitious, challenging and dynamic. We work very closely with various government ministries and this is very positive, but also a challenge. We are all working towards the same goal, to ensure a first class education for all the children we teach, and this goal is more likely to be achieved when we are all working together. What was your most memorable learning experience?I genuinely believe you learn every day in various circumstances. Some of my most profound learning experiences have actually come from the children we teach. Their ability to cut through issues and look to solving specific problems or tasks never ceases to amaze me and is what brings me back to work every day. At BSAK we have a real drive to ensure teaching and learning is at its very best. This is a challenge that we learn from as we are continually reflecting to further improve, hence why we learn every day.What would you say is your main strength?

I believe I am a compassionate yet determined person. I am competitive and ambitious, but more so for BSAK than for me personally. I genuinely want BSAK to be a world leader in education and I believe we can achieve this by continually focusing on teaching and learning as well as pushing beyond our expectations. I am proud of the student trips and sports teams I have led around the world over the years, working on a design of a new campus, opening a satellite school for 750 children in under four months, and of course being awarded an MBE in the 2015 Honours List.What brought you to Abu Dhabi?I was working in a not-for-profit British Embassy linked school in Qatar for 19 years and was Principal there for nine of them. The British School Al Khubairat, in educational fields as well as other arenas, has a fantastic reputation and when the opportunity to work there as Headmaster came up, the pull was too great to resist. I visited the school with my wife Paulette when we were interviewed and after meeting the governors, staff and students over those three days. Once offered the job, the decision was very straight forward. I love Abu Dhabi and we as a family have been made to feel extremely welcome into the wonderful community.Can you describe a typical local client in terms of their needs from you? I believe schools are an interesting concept when it comes to “clients”. We actually have two types of client, as you might call them. We have the parents, who pay the fees, and we also have the students, who receive the service. I feel this makes schools a very unique type of business. The fact we are also a not-for-profit establishment means, again, the relationship is very different from the

for-profit school sector. Any changes to fees are all reinvested into the school. There is no shareholder or owner who seeks to receive a dividend or share of any profit. Parents know exactly where all our income goes, as we have our annual accounts approved at our parent AGM. I feel this type of transparency really helps build a positive relationship with parents. Alignment has certainly helped the school create its new vision this year as the consultation process with staff, students and parents meant we all were aiming for the same target.What was your best client solution?For me, the best client solution happens every day if we are open and transparent in our communication with our students and parents. This year the school has been incredibly focussed upon improving communication. We are not there yet and there are certainly areas we want to further improve upon, but I send a weekly email to all parents, students from Year 3 have a school email address, we have a parent portal and now a parent app for tablet devices. All of this supports our open communication and means many issues are resolved before they grow into problems.What do very few people know about you?I support Tottenham Hotspur, and I really enjoy planning holidays to exciting locations.

Capital Letter interviews BBG members every issue to help us get to know them. This time we speak to Mark Leppard, Principle of British School Al Khubairat.

Mark Leppard

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Mission to Seafarers Provides Much Needed Support

Mission to Seafarers is a British-based charity that has been devoted to meeting the needs of seafarers regardless of their race, religion or rank, since 1856. It has welfare personnel in over 200 ports and 50 countries worldwide, and started its work in the ports of the UAE in 1962. It now has three full time welfare officers and three full time support staff. This small team makes a disproportionately positive impact on the lives of the virtually invisible labour force at sea in the Gulf and therefore, by extension, on the lives of all who live in the UAE and depend on the shipping industry for over 95% of the goods we use in our daily lives.

The maritime industry is a barometer of the condition of the global economic system. When times are good the maritime industry benefits from high demand for its services. When times are not so good the maritime industry becomes one of the most testing ones in which to earn a living, and the demands on Mission to Seafarers subsequently increases. Each year, Mission to Seafarers UAE helps seafarers get long overdue salary payments and flights home to their families. In 2015

Mission to Seafarers assisted 728 seafarers who were without pay for a combined total of 2,912 months, or 243 years.

When shipping companies find themselves in commercial difficulties the crews of their ships are the first to suffer, not only as their salaries dry up, but also as the basics of life are denied them. Mission to Seafarers UAE has delivered emergency food and water to several ships in the ports and anchorages of the UAE in recent months. This is expected to double in the near future as global trade struggles to recover, and as the offshore maritime industry reels under the impact of very low oil prices.

Our work involves regular visits to the 17 ports of the UAE, and the charity also operates the ‘Flying Angel’, a small ship and floating seafarers’ centre, which visits some of the more than 100 large vessels that occupy the Fujairah anchorage every day. Crews of these ships are especially isolated and they appreciate the contact they can have with the Flying Angel’s welfare officer and the leisure, educational and retail facilities it brings to them.

Since it started operations, the Flying Angel has visited over 8,500 ships, and over 108,000 seafarers have used its facilities. As a result over 500,000 family members have benefited from the care provided.

All the costs of delivering this unique and essential service to the seafarers who contribute so much to the life of the UAE are met through fund raising in the UAE. Companies, trusts, professional associations, churches and individuals all contribute financially to making this work possible, and every dirham that is raised is spent here in the UAE on the work of Mission to Seafarers UAE. We are especially proud and appreciative of the active support we receive from HH Sheikh Hamdan bin Rashid al Maktoum, the Deputy Prime Minister of Dubai, whose father, Sheikh Rashid bin Saeed al Maktoum first granted permission to Mission to Seafarers to start its operations in Dubai.For more information contact Dr Paul Burt, Regional Director, Mission to Seafarers, or Annie Ashworth, Development and PR Director, Mission to Seafarers, UAE.Email: [email protected]:

By Annie Ashworth

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& UpdATESIt would be stretching it a bit for the BCB to claim parallels with Expo 2020 in Dubai, but we do share a similar timeline with Expo, being awarded in November 2013 just as we got the final green light for the BCB to go ahead.

I remember thinking, at the time, what a great catalyst and help Expo would be for the BCB’s job promoting UK exports and expansion in the UAE. However, little more has happened in the intervening three years – until now.

Over recent months, there has been a very obvious and tangible ramping up of activity by the Expo team in terms of actual tenders being bid out and awarded, staff recruitment and engagement with the business community.

The part I am most excited by is the focus and positive support being extended to SMEs. Expo

Both Jersey and Guernsey have strengthened their links with the UAE in recent weeks as separate agreements have been ratified and signed.

In mid-September, the States of Jersey (the island’s Parliament) ratified the agreement on avoidance of double taxation signed in Dubai in April between Jersey’s Chief Minister, Senator Ian Gorst, and the UAE Minister of State for Finance, Obaid Al Tayer.

“This unanimous decision by the States finalises the legal procedures in Jersey for the implementation of the agreement,” the island’s Minister of External Relations, Sir Philip Bailhache, told the Emirates News Agency, WAM.

“We place a high priority on the further development of our relations with the UAE and this is an important step in that process,” he said.

Earlier in the month, Richard Teng, the Chief Executive Officer of

organisers have committed to at least AED5 billion of the project’s budget being allocated to SME suppliers. Coupled with commitments to positive procurement practices around SME payment and contract terms such as no tender bonds, 30-day payment terms and 50% up-front payment, the essential message is that the UAE wants small businesses from around the world to participate and is taking very real and practical steps to encourage them to.

We are already being approached by UK companies asking how they can access Expo opportunities. This is simple: all procurement opportunities are being openly tendered through the online Expo procurement portal where all interested vendors must register in order to receive notifications of relevant opportunities.

And the opportunities for UK

the Financial Services Regulatory Authority, FSRA, of the Abu Dhabi Global Market, signed a Memorandum of Understanding with William Mason, the Director General of the Guernsey Financial Services Commission.

A similar agreement was signed with the Jersey Financial Services Commission in February, which was the first MoU signed by the ADGM with other regulators.

The MoU with Guernsey, like that with Jersey, is intended to facilitate cooperation on the supervision of cross-border establishments and the exchange of information, as well as to foster best regulatory practice in both jurisdictions.

In a comment after signing the

companies to be involved are manifold, massive and multi-year. As of July, a total of 165 tenders had already been awarded; by April 2018 there will be 180 opportunities per month. As the project progresses, there will obviously be a shift from capex to opex, which will further widen the net of opportunity for more businesses to be involved.

Between October 2020 and April 2021 more than 180 nations and an international audience of 25 million visitors will visit the UAE for Expo. However, the organisers are also keen to point out that whilst the Expo itself will last for six months, there are three distinct stages to the project: the build (2016-2020), the event (2020-2021) and the legacy (2021 onwards), so their procurement requirements are of a commensurate scale.

In the next few months we hope to welcome into the BCB incubator our first British companies moving to the UAE because of Expo prospects – interest is high and increasing each day. These are exciting times and it’s great to be playing a small part in promoting British interests into this once in a lifetime opportunity. Joe Hepworth is CEO of the British Centres for Business.

agreement, Teng said: “The new partnership with the Guernsey Financial Services Commission allows both regulators to better understand the needs of our stakeholders and facilitate future cross-border efforts. I look forward to working closely with our new partner on relevant initiatives that will bring mutual enhancements and benefits to both ecosystems.”

Zoe Cousens, the Dubai-based Middle East representative for Guernsey Finance, who was present at the signing, said: “These agreements will greatly improve the flow of business between our two jurisdictions. I am looking forward to working with Guernsey-based firms in the region to help them to bring their advice and services to clients here.”

Expo is Driving Business

Jersey, Guernsey Strengthen UAE Links

By Joe HepworthGCC Reactions to Brexit

Reactions to Brexit by commentators in the GCC regional media and other reports over the past few months have been broadly positive and give a sense of how the process might play out in this part of the world. After the initial shock, the focus was on the sudden drop in the value of the pound (and its ramifications), in line with its devaluation against the dollar against which most regional currencies are pegged. The media’s early conclusion was that there would be clear benefits both for British expats living in the region who remit earnings back to the UK, as well as British businesses transferring profits earned in dirhams. The Khaleej Times quoted Athanasios Tsetsonis, senior economist at Emirates NBD on 13th July, saying: “currency volatility should be expected from regional companies”. And Gulf Business backed expectations of a further strengthening of the local currency to “4.5 dirhams per pound”. Government reactions from both Saudi Arabia and the UAE mirrored this view, but added that they were not overly concerned. The Chief Economist of the Saudi Central Bank was reported in The National to say that a revised investment policy in both the euro and sterling-denominated assets would be reflecting the uncertainty dominating those currencies. Gulf Business mentioned that the UAE Central Bank had stated that there was limited interconnectedness between the UK and UAE financial systems, and the UAE’s economy was unlikely to be affected directly. From a Saudi perspective, the Monetary Authority Governor Ahmed Al Kholifey (also reported by Gulf Business) said that the impact of Brexit on their financial system would be limited as it was

less exposed to movements of the pound sterling. Moody’s rating agency supported this view in mid-July, after posting a report saying the risk of a sudden scaling back in operations was limited.The majority of media commentary on the impact of Brexit on trade with the UK has been positive, with the sense that Brexit could actually benefit both the UK and the GCC in the longer term. The EU and GCC have been in negotiations on a Free Trade Agreement for almost 30 years but have failed to reach an accord. CNNMoney’s emerging market editor, John Defterios, said: “If anything, the UK will be eager to forge trade agreement with countries it has historical ties with.” Financial analysts from Saudi, UAE, Kuwait and Bahrain have all agreed that the short term pain could lead to a potential gain for the GCC – “Brexit has opened doors for bilateral trade outside the purview of European regulations” Nour al-Hammoury, chief market strategist at ADS securities, told The Independent.

Many regional newspapers have highlighted the new opportunities GCC investors now have in the UK, with both a Kuwaiti economist and an Emirates NBD economist quoted as stating that the UK’s property market – with much of the Gulf’s investment in Britain of some $200 billion being in real estate – was now even more attractive with the lower pound. The attraction of other investments as a result of Brexit seems to have already begun, with Qatar Airways announcing a hike of their stake in IAG from 15.67% to 20.01%. As for tourism, commentators have

suggested that the drop in the pound would affect hotels in the region that rely on visitors from the UK. But the CEO of the Ras Al Khaimah Tourism Development Authority told Hotelier Middle East that they hadn’t felt any impact as yet, although didn’t rule it out in the coming months. John Podaras from Hotel Development Resources in Dubai, speaking to The National, agreed that many people had already booked and paid for holidays this year, so therefore the effect of Brexit was probably negligible for the time being. The National also suggested that the effect on UK tourism to the UAE might be limited due to the fact that the expat community was so strong here, alluding to continuing family visits and competitive hotel prices in comparison to Europe as the main reasons. The region’s media coverage on Brexit has subsided since the beginning of August, with an expectation of “business as usual” seeming to have established itself. Writing in The National in mid August, Frank Kane (until recently their senior business writer) probably sums up the overall view best. He said: “So much for the global Brexit ‘catastrophe’ some of the Cassandras were forecasting…from a UAE perspective, it all does not seem to matter very much. If you’re going to buy a property in the UK now is a better time than any, but if your expat income here is paid in sterling you’re feeling the pain. Otherwise, there seems to have been little fallout in the Arabian Gulf region from the Brexit vote.”

The signing of the FSRA Memorandum of Understanding with Guernsey

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Long-term UAE resident and construction industry stalwart David Spearing has been honoured by the local chapter of the Institution of Civil Engineers (ICE) with a regular lecture bearing his name.

The Spearing Lecture came about when the ICE’s local committee decided to establish a regular annual lecture series for its members and the wider construction and engineering community.

Mark Jamieson, the ICE’s UAE Chapter Chair, says: “The ICE has a high profile global lecture series, but that is on a two-year cycle and doesn’t always take in the Middle East.

“With that in mind we decided to set up our own additional series in which to bring a keynote speaker from the UK to tour our main Middle East chapters. This is a great benefit for members, but it also helps raise the profile and understanding of the institution itself.”

The Middle East Lecture Tour (MELT) began in 2014 with guest speaker Sir John Armitt, who led the

Strathclyde Business School, which this year is celebrating the 50th year of the UK’s first one year full time MBA, is today seen as one of the world’s most innovative business schools.

After establishing the full time and then part-time MBA programmes in Glasgow, the School extended its academic reach with eight international centres in the Gulf, Europe and Asia. In the UAE, the School opened in Dubai in 1995, expanding to Abu Dhabi in 2005. Both centres offer the Strathclyde MBA programme, which is delivered on a part-time, face-to-face taught basis to meet the needs of busy executives.

Strathclyde’s 50th anniversary of its MBA was marked at the Association of MBAs (AMBA) Global Conference earlier this year by the presentation of the prestigious Milestone Award. Strathclyde Business School is

Olympic Delivery Authority, which successfully built the venues, facilities and infrastructure for the 2012 Olympic Games.

Mark says: “We wanted to give the tour a name which reflected the tremendous achievements of engineering in the region. David Spearing is the personification of this – he has given a huge amount to the engineering community in the UAE over a period of almost 50 years, so it felt very fitting to name the tour in his honour. ”

This year’s first Spearing Lecture was led by Professor Tim Broyd, Vice President of the ICE and Professor of Built Environment Foresight at University College London. His lecture tour took in Oman, Qatar and the UAE, with more than 300 people listening to him speak on the subject of Digital Engineering, the Good, the Bad or the Ugly?A pioneering career in the UAEDavid Spearing’s remarkable life in the UAE began in 1968 where, having graduated from Cambridge University in 1957 and working for 10 years with

accredited by AMBA and also by the two other international accrediting bodies, EQUIS and AACSB, making it one of a small number of business schools around the world with triple accreditation. In the UAE, the Strathclyde MBA is also accredited by the UAE Ministry of Higher Education and Scientific Research.

With around 50 students joining the programme each year, Strathclyde Business School Abu Dhabi has a strong alumni base with graduates holding leadership positions in almost all key public and private sector organisations in the Emirate, and with many going on to start their own companies. Final year student, Emma Cartwright, General Manager of family-owned Abu Dhabi business Posters says: “Embarking on the Strathclyde MBA was one of the best decisions I’ve ever made. The skills I’ve learnt have had a direct financial and social impact on the business. In particular, the second half of the programme, where the focus was on strategic management, has given me the vision to think outside the box along with the tools to plan for the future of the business. I heartily recommend the programme.”

Dr Ron Bradford, Director Strathclyde Business School UAE,

W.S. Atkins and Halcrows, he came to manage a local consultancy practice.

With his 50th anniversary in the UAE fast approaching, David remembers his initial arrival in Dubai as a chaotic experience. Nobody had been sent to collect him and the terminal (a far remove from today’s impressive facility) had already shut up shop for the evening.

Despite this initial hiccup, David quickly settled down and thrived in his new environment, and his pioneering spirit came to the fore as he worked on some the earliest buildings in Al Ain (including the Sheikh Khalifa Palace in Al Ain) and Abu Dhabi in 1968-69, well before the Federation was established.

David has been at the heart of the UAE’s engineering and business community ever since, and still sits on the Committee of the British Business Group in Abu Dhabi, having been a founder member of its predecessor the Monday Club. In recent years his fame has become international thanks to his role as the longest-serving honorary steward in the history of the Wimbledon Tennis Championships – his presence brought to the world’s attention by BBC Radio 2 legend the late Sir Terry Wogan.

says: “The value of a good MBA should not be linked solely to the prestige of the institution offering the degree, but to what the programme actually delivers – does it provide you with new tools and skills, an environment of learning, engagement, exploration and personal development? The Strathclyde MBA provides all of this and, like a work of art, becomes more valuable with age.”To celebrate this milestone anniversary, Strathclyde Business School is offering BBG Abu Dhabi members a 5% discount on its Executive MBA at its international centres in Dubai and Abu Dhabi. For details of how to avail of this offer, see BBG Membership Benefits on the BBG website

The Spearing Lecture

Strathclyde Business School Celebrates MBA 50th Anniversary

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The British Business Group Abu Dhabi annual festive ball will be held in the Ambassador’s garden at the British Embassy on 8th December this year. We will have approximately 300 Members and Guests in attendance, with great live entertainment across a wonderful evening of dining and dancing. This relaxed end of year event allows the BBG to thank its members for supporting us throughout the year. The evening will include a fantastic three course seated meal, live band and DJ. This event in the past has been supported by sponsors such as Barclays, HSBC, Etihad Airways, Spinneys, Lush Cosmetics and Sian Events to name but a few.

UAE-UK Business Council Launches New Website

The UAE-UK Business Council launched its new logo and website ( at its tenth meeting in London at the end of September. While there are various forms of the logo, at its core is the simple, orbital representation of allied national flags and interests – called ‘The Wheel of Commerce’. It reflects the strong, unchanging vision and objectives of the Council – and above all, its forward movement.

TriComms Wins Zayed Sports City Film Production Project

British owned media agency TriComms has been contracted by Zayed Sports City to produce 40 short films for its social media

Congratulations to BBG member Howard Kitson of Reem Finance, the lucky winner of a complimentary flight to the UK with AirFrance KLM. Howard joined the BBG during our pro rata membership promotion mentioned in the summer newsletter, and he was entered into a draw along with all other new members who have joined since July, and those who referred new members to the Group. Howard is pictured here with Rached Arfaoui from KLM Air France who presented his prize recently. Fast Rent A Car Marks 25 Years of OperationsFast Rent A Car, announced its celebration of 25 years of being at the forefront of the rental car industry. The company was launched in 1990 and has been leading the car rental industry in terms of innovative products and superlative services ever since.

Marking the milestone celebration, Group CEO Mr. Ahmed Abood said: “We have been the preferred choice and a trustworthy source of rental vehicles since 1990. Today, Fast Rent A Car provides the easiest travel options and that’s why possibly we have only seen a rise in our customer base. We have been instrumental in creating remarkable memories for residents and tourists alike. Be it the choice of vehicles, premium services or value-added offerings; our customers are always treated with expedited rental process to make their experience with us a pleasant one.”

With many awards such as the Sheikh Khalifa Excellence Award in 2015 and MENA Travel Awards (Gold category for the Best Car Rental Brand) in 2014, Fast Rent A Car has been reigning the region for the past 25 years with a fleet of choicest vehicles ranging from small, mid-size and luxury along with developing customer-friendly rental plans.

Today the car rental company owns a 7,000 car fleet and has mapped 21 locations with a 210,870 strong customer base, across the globe.

Announcing the way forward, General Manager, Mr. Tony Hinder said: “As we celebrate 25 years in business, I want to assure our customers that we will continue to make their car rentals with us more pleasurable and comfortable. We take this opportunity to announce an increase in our outreach, growth in network and more refined services in the coming future. 2016 holds for us

If your brand would like to be involved, please see below the sponsorship packages and benefits of each:

Gold – AED 15,000 Logo on the invitation sent to all members.Logo on the website.Logo on the evening programme.Brand logo on display at the event.Brand name included in BBG Chairman’s opening speech.Showcase opportunity at the event – company can bring a display booth.Coordinated social media campaign across both company platforms.Pictures from the event to be published in the BBG quarterly magazine including a special thanks to sponsors.Ten Complimentary Tickets.

Silver – AED 7,000 Logo on the invitation sent to all members.Logo on the website.Brand logo on display at the event.

channels, featuring interviews with staff and ZSC customers and showcasing its varied sports and fitness services. TriComms was asked to create video material for use online (Facebook and Instragram) to bring stories about the centre to the public and help to promote a better understanding of how diverse Zayed Sports City is.

opportunities, expansion plans and we look forward to serving the travel needs of our customers for many years to come.”

Forecasting a demanding future ahead for the vehicle rental industry, Fast Rent A Car is leading by example and is expected to announce branch openings in ten new locations by the year 2020. With an investment of around AED 60 million which will include new locations and a new state of the art Fast Rent a Car super centre that will house the most up to date service and washing facilities along with a full body repair workshop within the UAE the company is surging ahead to meet their expansion plans.

Always on the look-out for new ideas to make customers’ experience of renting a car more convenient and ensuring a very quick rental procedure, Fast Rent a Car is now replacing its operations software and deploying many innovative strategies to deliver a high level of quality within each and every rental account.

With excellence in every aspect of its business operations from fleet maintenance, customer interactions, booking facilitations along with transparency in billing, claims and vehicle reservations Fast Rent A Car looks forward to its next milestone. Aston Martin Enters Abu DhabiAston Martin has strengthened its presence in the Middle East with the opening of a retail showcase in Avenue at Etihad Towers.

The new opening marks the company’s entry in the Abu Dhabi market, ahead of the much-anticipated showroom opening scheduled for early 2017.

For the very first time, Aston Martin will offer clients in Abu Dhabi a fully immersive brand experience. The display, similar to the soon-to-be-opened showroom, offers the same scope of services to clientele. The marques’ beautiful sports cars, a private customer lounge and a variety of Aston Martin merchandise is available. Visitors will also have the opportunity to arrange a test drive and meet the new Aston Martin Abu Dhabi team.

“We are pleased to open our doors in Abu Dhabi and create a solid brand presence until our fully-fledged showroom opens. Being in the capital is integral to our regional brand strategy, and we look forward to introducing clients to over 103 years of passionate heritage, fine British craftsmanship and style.

Logo on the evening programme.Coordinated social media campaign across both company platforms.Pictures from the event to be published in the BBG quarterly magazine including a special thanks to sponsors.Four Complimentary Tickets.

We thank you for taking the time to look at these packages and should any of them be of interest, please do not hesitate to get in touch with the BBG office on [email protected].

Zayed Sports City is a leading sports and entertainment destination in the UAE, and home to over 30 sports with more than 1.65 million visitors annually.

Zayed Sports City was built to fulfil the vision of the late Sheikh Zayed bin Sultan Al Nahyan, the UAE’s founding father and first president. It was inaugurated in January 1980 as a venue that reflected the country’s passion for sport, as well as to provide a platform to develop the country’s promising sporting talent

Winner of the BBG Membership Incentive Announced

Owning an Aston Martin is a beautiful experience that we are delighted to bring to this important cultural centre,” said Christopher Sheppard, chief executive officer, Aston Martin Mena.

Further investment will also be made in a service centre for Abu Dhabi to ensure that Aston Martin factory trained technicians provide current and future customers with the piece of mind that their beautiful hand crafted cars will always be operating at their peak performance, he said. – TradeArabia News Service

UK’s Gearhouse Broadcast to Enter UAE SoonUK-based broadcast services specialist Gearhouse Broadcast will strengthen its position in the Middle East by establishing its presence in the UAE in the coming months.

In an exclusive interview with Digital Studio at IBC Amsterdam, David Phillips, business development director at Gearhouse’s systems integration division revealed that the company is in the process of opening an office in Abu Dhabi and is looking to expand its operations across all of its businesses.

“While we already have an office in Doha, Qatar, Gearhouse is in the final stages of getting all the paperwork finished to set up an office in Abu Dhabi. We will be expanding our operations across all of our businesses including system integration.”

Phillips added that further details will be announced as soon as the paperwork is completed.

“The Abu Dhabi office should open within the next month or so. We’ve done a lot of the paperwork and that’s always the challenging part when you’re setting up offices in other territories, but that’s imminent. We’ve also got the people in place who are running it.” - Digital Production Middle East

BBG Social MediaFollow the British Business Group Abu Dhabi across our many online platforms for British business updates, event details, BBG news and plenty of images and insights behind the scenes at BBG events. Follow the BBG across all of our social media platforms: Facebook Page: British Business Group Abu Dhabi Linkedin: British Business Group Abu Dhabi Twitter: @BBGAuh Website:

BBG Festive Ball Sponsorship Packages

News in Brief



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Business Briefing BBG Members and Guests enjoyed networking at the majilis in The InterContinental Abu Dhabi followed by an address by Her Majesty’s Ambassador to the UAE Philip Parham CMG. This was a unique opportunity to receive an update on economic and political relations between the UK and UAE.

Business After Hours The summer venue for Business After Hours was Tamba, the newest contemporary Indian restaurant at The Hub. An informal networking evening was enjoyed by all as guests sampled food and beverages from the impressive menu.

VAT Breakfast PwC Indirect Tax Director Brian Tilly briefed members of BBG, AMCham and the German Emirati Joint Council for Industry and Commerce on the potential implications of the introduction of VAT in the GCC in the future.


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BBG Member Breakfast with Philip Parham CMG Her Majesty’s Ambassador to the UAE Philip Parham CMG took the opportunity to address the BBG over breakfast following the EU Referendum outcome, when Britain decided to exit the EU. See Philip’s comments in an article on page 2.

Speed NetworkingBBG invited members of the Philippines Business Council, the Swiss Business Council, the Swedish Business Council, Benelux Business Council and Kampong SG to take part in this fast paced, efficient, one to one networking event, held at the Novotel Al Bustan.

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Committee Members

From Left to right: Kate Harris, Neil Harrington, Chris Gilbert, Stephanie Jerron Quarshie, Nick Ford, Jenny Hunt, Marc Jessel, Alex Wallace,Douglas Barrett, David Spearing, Robert Schwarz, Nick Cochrane- Dyet, Richard Oliver (Chairman),

Peter Michelmore, David Good, Emma Pozniak, Steve Martin

The following companies are Corporate Sponsors of the BBG. Their support and that of their representatives is much appreciated.







Ramadan SupperA casual evening was enjoyed at the newly refurbished venue The Rabbit Hutch at The British Embassy during Ramadan, where guests feasted on classic British dishes including fish and chips and sausage and mash.

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Multi award winning private Members leisure and beach facility, The Club,has introduced a new, more flexible joining fee structure enabling monthly

direct debit payments.For more information please visit or call 02 6731111

The Club,where joining has never beenso convenient and affordable!

Why Join The BBG?

The British Business Group in Abu Dhabi actively promotes business between the UK, Abu Dhabi and the UAE by providing a forum for the British business community in Abu Dhabi through regular meetings, presentations and social events. In particular it helps UK companies identify new business opportunities in Abu Dhabi and the UAE. The BBG provides an essential bridge between the business community in Abu Dhabi, the UKTI team at the British Embassy and aspiring new entrants to the market, by providing advice and help to British trade missions, business groups and visitors to Abu Dhabi. The BBG has a membership of some 400 business people and is supported by a Committee and an administrative office both of which work to provide a busy calendar of networking activities for members and visitors. It produces a magazine every quarter about new developments and business successes, which is distributed to members and other stakeholders in the growth of the UK’s trade with the UAE. The magazine is also available on the BBG website at The BBG in Abu Dhabi and its counterpart for Dubai and the Northern Emirates have a joint Committee, which co-ordinates activities of mutual benefit and issues of shared concern to their members.

BBG Membership provides: • Opportunities to meet and network

with over 400 members• Invitations to all BBG events,

both networking and social, at discounted rates

• Inclusion on the mailing list for important British Embassy

announcements• Copies of our quarterly magazine

Capital Letter, bringing a round-up of the biggest British-Abu Dhabi business news from the previous months as well as BBG events, photos, articles, new members and member listings

• Your business contact details listed in Capital Letter

• Access to Members Only area of website, keeping you up to date with BBG events

• A personal BBG Membership Card which provides members with various discounts in and around Abu Dhabi (see below for further details)

How to Join / Cost of MembershipEach member joins the BBG individually as their company representative. There are two types of membership: • Individual Membership: Joining

Fee: AED200, Individual Membership Fee (January – December): AED900.

• Associate: Joining Fee: AED200, Associate Fee (January – December): AED900

Applicants need to complete an application form and submit to the BBG office along with a copy of their passport, visa and a head shot image. Once their application is approved the appropriate fee should be paid. Please contact the BBG office on 02-4457234 for further advice on applications and payment method options.

Visit for more information and to download a membership form.

Benefits for BBG Members Members of the British Business Group Abu Dhabi enjoy a multitude of benefits upon production of their membership card at the following participating outlets. Should any member have any difficulty in obtaining a listed discount, please contact the BBG office so we can rectify the situation.

• AirFrance KLM• Allied Pickfords• British Airways• Boston Dental Center• CarFax Education• Crowne Plaza Abu Dhabi Hamdan

Street• Crowne Plaze Abu Dhabi Yas Island• Dusit Thani• Etihad Airways• Fairmont Bab Al Bahr• Fast Rent A Car• Holiday Inn Abu Dhabi• InterContinental Abu Dhabi• Jones The Grocer• Le Meridien Abu Dhabi• Le Royal Meridien Abu Dhabi• Millennium Corniche Hotel• The Music Hub• Novotel Abu Dhabi Al Bustan• Park Rotana• Posters• The Sportsman’s Arms Zayed

Sports City• St. Regis Saadiyat• St. Regis Corniche• Virgin Atlantic• Virtual Concierge• Yas Viceroy Abu DhabiFor details of the discounts available at each of these outlets see Terms and conditions apply to all members’ benefits.



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Adrian Phillips

Company: Energy Business CatalystDesignation: Regional DirectorNature of Business: Energy, Oil, Gas & Petrochemical ServicesEmail: [email protected]

Hassan Ashtari

Company: Marsh Emirates Insurance Brokers & Consultancy LLCDesignation: Risk Management Practice LeaderNature of Business: Banking, Insurance & Financial ServicesEmail: [email protected]

Dominick Ashe

Company: Carfax EducationDesignation: Educational ConsultantNature of Business: Education, Training & Recruitment ServicesEmail: [email protected]

Mark Sneesby

Company: Marsh Emirates Insurance Brokers & Consultancy LLCDesignation: Senior Vice President, Branch ManagerNature of Business: Banking, Insurance & Financial ServicesEmail: [email protected]

Howard Kitson

Company: Reem Finance Designation: CEO Nature of Business: Banking, Insurance & FinanceEmail: [email protected]

Anna Olsson

Company: Emirates PalaceDesignation: Director of Sales and MarketingNature of Business: Hotel & Catering ServicesEmail: [email protected]

Iain Walker

Company: Amec Foster WheelerDesignation: AMEASE HHSE DirectorNature of Business: Energy, Oil, Gas & Petrochemical Products & ServicesEmail: [email protected]

Andrew Mathieson

Company: Marsh Emirates Insurance Brokers & Consultancy LLCDesignation: Vice PresidentNature of Business: Banking, Insurance & Financial ServicesEmail: [email protected]

David Phipps

Company: Abu Dhabi Global MarketDesignation: Director of Internal AuditNature of Business: Banking, Insurance & Financial ServicesEmail: [email protected]

Michael Luna

Company: Intertek International LtdDesignation: Business Line LeaderNature of Business: Energy, Oil, Gas & Petrochemical Products & ServicesEmail: [email protected]

Stuart Bell

Company: Dron & Dickson Electromechanical Contracting LLCDesignation: Managing DirectorNature of Business: Energy, Oil, Gas & Petrochemical Products & ServicesEmail: [email protected]

Tommy Hillock

Company: SCS Middle EastDesignation: General ManagerNature of Business: Energy, Oil, Gas & Petrochemical Products & ServicesEmail:[email protected]

Graham Edden

Company: GlobaleyeDesignation: Wealth ManagerNature of Business: Banking, Insurance & Financial ServicesEmail: [email protected]

Steve Barnett

Company: Abu Dhabi Global MarketDesignation: Financial Centre Development DirectorNature of Business: Banking, Insurance & Financial ServicesEmail: [email protected]

Karen Worcester

Company: Expatriate Tax Advisory ServiceDesignation: DirectorNature of Business: Banking, Insurance & Financial ServicesEmail: [email protected]

Susie Freeman

Company: Susie Freeman TravelDesignation: OwnerNature of Business: Transportation, Travel & Tourism Email: [email protected]

Jonathan Hill

Company: Etihad AirlinesDesignation: Manager Corporate CommunicationsNature of Business: Transportation, Travel & TourismEmail: [email protected]

Aysha Al Dhaheri

Company: Awazen Medical CenterDesignation: Managing DirectorNature of Business: Medical SciencesEmail: [email protected]

Michael Burnett

Company: ADIADesignation: Investment ManagerNature of Business: Banking, Insurance & Financial ServicesEmail: [email protected]

Brigadier Andrew Williams

Company: A.T. KearneyDesignation: Defence AdvisorNature of Business: Management Consultancy & Consultancy ServicesEmail: [email protected]


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Ann Ashworth

Company: Mission to SeafarersDesignation: Development & Public Relations ManagerNature of Business: Community and Government ServicesEmail: [email protected]

Michael Ridley

Company: Bel Valves LtdDesignation: Sales DirectorNature of Business: Energy, Oil, Gas & Petrochemical ServicesEmail: [email protected]

Salwa Hussein

Company: Dusit ThaniDesignation: Director of SalesNature of Business: Hotel & Catering ServicesEmail: [email protected]

George Khuzam

Company: MontblancDesignation: Boutique Manager – Galleria MallNature of Business: Manufactured Products & ServicesEmail: [email protected]

Joe Hazel

Company: Al Noor Hospital Designation: Hospital Director Nature of Business: Healthcare Email: [email protected]

Christopher Breckon

Company: McLellan and Partners LTDDesignation: Managing DirectorNature of Business: Engineering – Consultancy & ArchitectureEmail: [email protected]

Paul Williams

Company: Enviro Tech Designation: CEO Nature of Business: Environmental Services Email: [email protected]

Gavin Anderson

Company: British CouncilDesignation: Country DirectorNature of Business: Community & Government ServicesEmail: [email protected]

Amanda Webb

Company: TabreedDesignation: VP Audit and RiskNature of Business: Engineering – Products & ServicesEmail: [email protected]

Ron Kenney

Company: RPK ConsultingDesignation: CFONature of Business: Management Consultancy and Consultancy ServicesEmail: [email protected]

David Barrington

Company: UAE MODDesignation: ConsultantNature of Business: Defence Related Products & Services Email: [email protected]

Nick Yeatman

Company: The One VIP LimitedDesignation: DirectorNature of Business: Media Services Email: [email protected]

Graham Dudley

Company: BP Abu DhabiDesignation: Vice President Field DevelopmentNature of Business: Energy, Oil, Gas & Petrochemical Services Email: [email protected]

Michael Jordan

Company: Speedy International Asset ServicesDesignation: HSE ManagerNature of Business: Energy Related Products & Services Email: [email protected]

Maryanne Francisco-Marais

Company: Le Royal Meridien HotelDesignation: Deputy Director of SalesNature of Business: Transportation, Travel & TourismEmail: [email protected]

Lester WardCompany: Cyber Vigilance LtdDesignation: Managing DirectorNature of Business: Defence Related Products & ServicesEmail: [email protected]

Anthony McMillan

Company: Spectrum Information TechnologyDesignation: CEONature of Business: Trade & TechnologyEmail: [email protected]

David Connell

Company: Azimuth Technology Services LLCDesignation: Managing DirectorNature of Business: Defence Related Products & ServicesEmail: [email protected]

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The British Business Group members are derived from a broad base of industries, including both British and Emirati firms, and from the Government sector. Members include both British citizens and Emiratis, reflecting the close relationship between the two countries in the economic field, as well as citizens of other countries. Working closely with UK Embassy officials and the Ambassador, as well as with local government institutions, the BBG sets the stage for member business development. Participating with the association leads to networking opportunities as well as access to interesting speakers and events. If you are interested in joining, please contact: 02 445 7234 or Email: [email protected]


Honorary Members:H.E. Sheikh Nahyan bin Mubarak Al Nahyan – Minister of Culture and Knowledge Development. HMA – Philip Parham – British AmbassadorDavid Burns – BBG Dubai Chairman

Accountancy & Audit Services

Mr Abdul Hadi Shahid Alliott Hadi Shahid Chartered Accountants 46198 Abu Dhabi (02) 6222300 [email protected]

Mr Munish Mohendroo Deloitte 990 Abu Dhabi 02 4082424 [email protected]

Mr Michael Packman Ernst & Young 136 Abu Dhabi 02 4174594 [email protected]

Mr Samer Hijazi Grant Thornton UAE 41255 Abu Dhabi 26669750 [email protected]

Mr Mustali Jivanjee HLB Jivanjee & Company 3401 Abu Dhabi (02) 6444686 [email protected]

Mr Michael Armstrong ICAEW Middle East LTD 506836 Dubai 04 4080000 [email protected]

Mr Munther Dajani (A) KPMG 7613 Abu Dhabi (02) 6343318 [email protected]

Mr B.R. Sudhir (A) PKF 7479 Abu Dhabi (02) 6261715 [email protected]

Banking, Insurance & Financial Services

Mr Derren Sanders ADCB 939 Abu Dhabi 26962338 [email protected]

Mr Steve Barnett Abu Dhabi Global Market 111999 Abu Dhabi 23338880 [email protected]

Mr David Phipps Abu Dhabi Global Market 111999 Abu Dhabi 23338890 [email protected]

Mr Michael Burnett ADIA 3600 Abu Dhabi 24155970 [email protected]

Mr Campbell MacPherson ADIA 3600 Abu Dhabi 24156172 [email protected]

Mr David Bowman Al Tamimi & Company 44046 Abu Dhabi 02 813 0444 [email protected]

Mr Kieran McDonnell (A) Arbuthnot Latham 482007 Dubai 04 3770906 [email protected]

Mr Ian Street Arbuthnot Latham 482007 Abu Dhabi 43770902 [email protected]

Mr Steven Butler Barclays Bank 1891 Dubai [email protected]

Mr Darren Hooker Barclays Bank 506674 Dubai 04 3653069 [email protected]

Mr Andrew Mortimer Barclays Bank 506504 Dubai 04 3653031 [email protected]

Mr James Porter Barclays Bank 506674 Dubai 04 3653069 [email protected]

Mr Samuel Carter Berns Brett Masaood Insurance 111566 Abu Dhabi 02 6761939 [email protected]

Mr Tom Denny Brightstone Middle East 53980 Abu Dhabi [email protected]

Mr Richard Draycott Brightstone Middle East 111022 Abu Dhabi 050 379 5438 [email protected]

Mr Stephen Martin Brunswick Gulf LTD 77800 Abu Dhabi 02 234 4602 [email protected]

Miss Cynthia Rayees DAMAN PJSC 128888 Abu Dhabi 02 6149649 [email protected]

Mr James Dervin Deloitte 990 Abu Dhabi 24082424 [email protected]

Mr Andrew Jeffery Deloitte 990 Abu Dhabi (02) 4082533 [email protected]

Mr Leo Bustamie (A) deVere Group 6315 Abu Dhabi 25090500 [email protected]

Mr Michael Dsane-Selby Duff & Phelps 128351 Abu Dhabi 24930270 [email protected]

Mr Jason Light Emirates Insurance Co LLC 3856 Abu Dhabi [email protected]

Mrs Karen Worcester Expatriate Tax Advisory Service Surrey, UK +44 1306731012 [email protected]

Mr Simon Leighton-Porter Fenergo Abu Dhabi [email protected]

Mr Graham Edden Globaleye 130587 Abu Dhabi 24438638 [email protected]

Mr Fawaz Moukayed (A) Guardian Insurance Brokers 51012 Abu Dhabi 02-4913777 [email protected]

Ms Moukayed Rasha (A) Guardian Insurance Brokers 51012 Abu Dhabi 02-4913777 [email protected]

Mr Philip Portal (A) International Financial Planner - Wealth Management

48 Beethov-enstrasse, CH-8002 Switzerland

CH-8002 Zurich (41) 44 2866060 [email protected]

Mr Shahrukh Dumasia KPMG 7613 Abu Dhabi 02 4014800 [email protected]

Mr Ajay Narain LeasePlan 36679 Abu Dhabi 02 4046317 [email protected]

Title First Name Last Name Company PO Box Business City Business Tel Email*Note: (A) denotes Associate

Mr Wael Khatib Lockton Limited 506794 Dubai 04 37338777 [email protected]

Mr Hassan Ashtari Marsh Emirates Insurance Brokerage & Consultancy LLC 54733 Abu Dhabi 26954128 [email protected]

Mr Andrew Mathieson Marsh Emirates Insurance Brokerage & Consultancy LLC 54733 Abu Dhabi 26954161 [email protected]

Mr Mark Sneesby Marsh Emirates Insurance Brokerage & Consultancy LLC 54733 Abu Dhabi 26954162 [email protected]

Mr Paul McCutcheon (A) MoneyLocation Limited London +971 (0) 56 881 4742 [email protected]

Mr Richard Oliver Montclair 43635 Abu Dhabi [email protected]

Mr Darren Carpenter National Bank of Abu Dhabi 4 Abu Dhabi 02 6112820 [email protected]

Dr Hamed Al Suwaidi NBAD - The Private Office 22 Abu Dhabi 02 6353500 [email protected]

Mr Andrew Nesbitt Northern Trust 114049 Abu Dhabi 02 509 8250 [email protected]

Mr Steve Rigby PIC Middle East Ltd 6315 Abu Dhabi (02) 6765588 [email protected]

Mr Abdulrahman Al Balushi Portsmouth Limited 111722 Abu Dhabi 26353500 [email protected]

Mr Charles Clifton Price Waterhouse Coopers, PWC 45263 Abu Dhabi 02 6946989 [email protected]

Ms Haneen Latif Price Waterhouse Coopers, PWC 45263 Abu Dhabi 02 6947420 [email protected]

Miss Katie Moore Price Waterhouse Coopers, PWC 45263 Abu Dhabi [email protected]

Mrs Stephanie Pettit Price Waterhouse Coopers, PWC 45263 Abu Dhabi [email protected]

Mr Howard Kitson Reem Finance 111422 Abu Dhabi 02 6918444 [email protected]

Mr Gerard McHugh Royal Bank of Sctoland 43821 Abu Dhabi 02 408 4012 [email protected]

Mr Graeme Marks Santander 109823 Abu Dhabi 02 4081310 [email protected]

Mr Ron Moonesinghe 126888 Abu Dhabi [email protected]

Mr Alexander Wallace Abu Dhabi 050 7893256 [email protected]

Community & Government Services

Mr Omar Salih Wahbi Abu Dhabi Chamber of Commerce & Industry Box 662 Abu Dhabi 02 617 7503 [email protected]

Mr David Burns British Business Group - Dubai 9333 Dubai (04) 3914219 [email protected]

Mr Gavin Anderson British Council Abu Dhabi 46523 Abu Dhabi (02) 6910601 [email protected]

Ms Stephanie Al-Qaq British Embassy Abu Dhabi 02 6101505 [email protected]

Mr Douglas Barrett British Embassy 248 Abu Dhabi (02) 6101520 [email protected]

Ms Wendy De Luca British Embassy 248 Abu Dhabi 02 6101523 [email protected]

Mr Ivan Venantius British Embassy 248 Abu Dhabi (02) 6101111 [email protected]

Miss Deirdre Sands (A) Exiles Maid Services 73009 Abu Dhabi 800394537 [email protected]

Dr Falih Zeki Handhal (A) Iraqi Business Council 43513 Abu Dhabi (02) 6271570 [email protected]

Ms Ann Ashworth (A) Mission to Seafarers 212667 Dubai [email protected]

Mr Peter Hellyer National Media Council 3790 Abu Dhabi (02) 4044288 [email protected]

Rev Canon Andrew Thompson St Andrews Centre 262 Abu Dhabi (02) 4461631 [email protected]

Mr Mike Welch UAE-UK Business Council 43635 Abu Dhabi [email protected]

Defence related products & Services

Mr John Hunter Al Taif Technical Services 43337 Abu Dhabi (02) 4185558 [email protected]

Mr David Connell Azimuth Technology Services LLC Abu Dhabi [email protected]

Mr David Ruff Babcock International Group - Middle East 114851 Abu Dhabi 02 6433417 [email protected]

Mr Christian Seear Babcock International Group - Middle East 114851 Abu Dhabi 02 6433417 [email protected]

Mr Mark Thompson Babcock International Group - Middle East 114851 Abu Dhabi 02 6433417 [email protected]

Mr Charles Simpson BAE Systems 4049 Abu Dhabi (02) 6338831 [email protected]

Mr Richard Jones Control Risks Middle East 128430 Abu Dhabi 02 6271751 [email protected]

Mr Edward Smith Control Risks Middle East 128430 Abu Dhabi 02 6271751 [email protected]

Mr Lester Ward Cyber Vigilance Ltd 568320016 [email protected]

Mr Francis Bleeker (A) Defence and Security Business Development 131543 Abu Dhabi [email protected]

Col. Tim Kingsberry Defence Section, British Embassy 248 Abu Dhabi 26101509 [email protected]

Mr Oneal D'Cunha G4S 31859 Abu Dhabi [email protected]

Ms Yvonne Lewis G4S 31859 Abu Dhabi [email protected]

Mr Mohamed Ezeldin (A) G4S 31859 Abu Dhabi 02 4918244 [email protected]

Mr James Hamilton Knowledgepoint 131189 Abu Dhabi [email protected]

Mr Tim Allen QinetiQ 46400 Abu Dhabi 26594069 [email protected]

Mr David Barrington UAE MOD 46616 Abu Dhabi [email protected]

Title First Name Last Name Company PO Box Business City Business Tel Email*Note: (A) denotes Associate

CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 4948


Education, Training & Recruitment Services

Mr Ian Barron Bloom Education 129444 Abu Dhabi 28156557 [email protected]

Mr Dominick Ashe (A) Carfax Education 500709 Dubai 44385276 [email protected]

Mr Chris Gyngell Carfax Education 769446 Abu Dhabi 24012594 [email protected]

Mr Chaand Raja Carfax Education 769446 Abu Dhabi 02 401 2594 [email protected]

Mr Sam Achampong (A) Chartered Institute of Procurement and Supply 119774 Dubai 04 3116505 [email protected]

Mr Mansoor Ali (A) Chartered Institute of Procurement and Supply 119779 Dubai 04 3114505 [email protected]

Mr Nicholas Ford Cobalt Consulting (UK) Ltd. 107425 Abu Dhabi 02 611 3000 [email protected]

Mr James Thornton Wakefield Cobalt Consulting (UK) Ltd. 107425 Abu Dhabi 02 611 3011 [email protected]

Mrs Jackie Schwarz Focus Management Consultancy 322 Abu Dhabi (02) 6433384 [email protected]

Mr Paul Edmunds Kaplan International Colleges 135086 Abu Dhabi 02 234 4027 [email protected]

Mrs Julie Lewis Mountain High 77804 Dubai [email protected]

Mr Tom Heath NRL Limited 135110 Abu Dhabi 509597318 [email protected]

Mr Mohamed Kayal Paris Sorbonne University Abu Dhabi 38044 Abu Dhabi 26769308 [email protected]

Mr Graeme Frances Mullin Salford 5100391 Abu Dhabi 02 815 7923 [email protected]

Mr Mark Leppard MBE The British School Al Khubairat 4001 Abu Dhabi 02 446 2280 [email protected]

Energy, Oil Gas & Petrochemical Products & Services

Mr John Carnwath Abu Dhabi Transmition and Dispatch Company 173 Abu Dhabi 02 4187289 [email protected]

Mr Ken Johnstone ADOS (Abu Dhabi Oilfield Services) 4015 Abu Dhabi (02) 6344441 [email protected]

Mr Albert Kahlow Air Energi 42133 Abu Dhabi 02 6712236 [email protected]

Mrs Gerty Mueller Al Nahiya Group 34834 Abu Dhabi [email protected]

Mr Ganpat Singhvi Al Nasser Holdings 46611 Abu Dhabi (02) 6391100 [email protected]

Mr Khalid Al Qubaisi Al Yaseah Oil & Gas Industry Supplies & Services 3949 Abu Dhabi 124493841 [email protected]

Ms Safae Jabir (A) Al Yaseah Oil & Gas Industry Supplies & Services 3949 Abu Dhabi [email protected]

Mr David Good Alnasr Technical Trading Agencies 7355 Abu Dhabi (02) 5512900 [email protected]

Mr Iain Walker AMEC Foster Wheeler 63404 Abu Dhabi 24187733 [email protected]

Mr Michael Ridley Bel Valves Ltd Dubai [email protected]

Mr Nick Cochrane-Dyet BP Abu Dhabi 46600 Abu Dhabi (02) 4935555 [email protected]

Mr David Dalton BP Abu Dhabi 46600 Abu Dhabi 02 6192212

Mr Graham Dudley BP Abu Dhabi 46600 Abu Dhabi 26060083 [email protected]

Mr Andrew McAuslan BP Abu Dhabi 46600 Abu Dhabi 02 4935555 [email protected]

Mr Enis Robbana BP Abu Dhabi 46600 Abu Dhabi 02 4935509 [email protected]

Mr Graham Walker BP Abu Dhabi 46600 Abu Dhabi 02 611 3011 [email protected]

Mr Tariq Haddad CCTC 46089 Abu Dhabi 25027027 [email protected]

Mrs Joni Darroch DFE New Zealand [email protected]

Mr Stuart Bell Dron Dickson Electromechanical Contracting LLC 92162 Abu Dhabi 25517002 [email protected]

Me Adrian Phillips Energy Business Catalyst Abu Dhabi [email protected]

Mr Simon Knapper Etimad Strategic Security Solutions 107080 Abu Dhabi [email protected]

Mr Hussain Al Atrakchi Intertek International Ltd 47754 Abu Dhabi 02 6428005 [email protected]

Ms Sarah-Anne Bradfield Intertek International Ltd 47754 Abu Dhabi 02 613 1000 [email protected]

Mr Samer Chaouk Intertek International Ltd 47754 Abu Dhabi 02 613 1024 [email protected]

Mr Michael Luna (A) Intertek International Ltd 47754 Abu Dhabi 02 613 1000 [email protected]

Mr Hisham Alami Mott MacDonald Ltd. (Oil & Gas) Consultant 47094 Abu Dhabi 02 4015333 [email protected]

Mr Nick Baker Petrolink International Ltd 3374 Abu Dhabi 28186765 [email protected]

Mr Kieran Aust Process Group International Ltd 46153 Abu Dhabi 02 5500899 [email protected]

Mr Ryan McPherson Prosep 3949 Abu Dhabi 02 4496801 [email protected]

Mr Philip Strong Reflex Marine [email protected]

Mr Brian Stewart Rigmar Abu Dhabi 971566441704 [email protected]

Mr Omar Ali Adib Rolls Royce 155294 Abu Dhabi (02) 616 9000 [email protected]

Mr John Gay Rolls Royce Abu Dhabi 02 6169000 [email protected]

Mr Ravi Kochukunju Rolls Royce 155294 Abu Dhabi (02) 616 9000 [email protected]

Mr Stuart Phythian Safehouse Habitats Middle East LLC 93300 Abu Dhabi 255430343 [email protected]

Mr Tommy Hillock SCS Middle East 17007 Dubai 42517881 [email protected]

Mr Ali Al-Janaby Shell Abu Dhabi 46807 Abu Dhabi 26333620 [email protected]

Mr Cornelis Brummelkamp Shell Abu Dhabi 46807 Abu Dhabi 02 614 8700 [email protected]

Mr Adedayo Dada Shell Abu Dhabi 46807 Abu Dhabi 02 6148706 [email protected]

Mrs Yasmine El Sayegh Grant Shell Abu Dhabi 46807 Abu Dhabi 02 6148722 [email protected]

Title First Name Last Name Company PO Box Business City Business Tel Email*Note: (A) denotes Associate

Mr Albert Holtslag Shell Abu Dhabi 46807 Abu Dhabi 02 6148 749 [email protected]

Mr Saeed Rashed Al Zaabi Shell Abu Dhabi 46807 Abu Dhabi 26148739 [email protected]

Mr Scott Crawford Speedy International Asset Services ER LLC 127149 Abu Dhabi 24062600 [email protected]

Mr Christopher Dempsey Speedy International Asset Services ER LLC 127149 Abu Dhabi 24062623 [email protected]

Mr Karim Jaffer Speedy International Asset Services ER LLC 127149 Abu Dhabi 02 406 2600 [email protected]

Mr Michael Jordan Speedy International Asset Services ER LLC 127149 Abu Dhabi 02 406 2600 [email protected]

Miss Katie Shields Speedy International Asset Services ER LLC 127149 Abu Dhabi 02 406 2600 [email protected]

Mr Vijay Ganju (A) Technical Parts Company 337 Abu Dhabi 02 5542929 [email protected]

Mr Paul Head WoodGroup PSN 105828 Abu Dhabi 02 6519800 [email protected]

Engineering - Consultancy & Architecture

Mr Fawaz Zakko AFAQ AL TAQA for Contracting 111581 Abu Dhabi 050 5216767 [email protected]

Mr Garry Dryburgh AMEC Foster Wheeler 63404 Abu Dhabi 02 418 7759 [email protected]

Mr Neil Reynolds CH2M Hill International 35248 Abu Dhabi 02 4013800 [email protected]

Mr Paul Soden DBD International Abu Dhabi 02 6948566 [email protected]

Mr David Spearing DSCS 2441 Abu Dhabi (02) 6440395 [email protected]

Mr Raj Achan Goettsch Partners 52316 Abu Dhabi 02 6135153 [email protected]

Mr Julian Clark Hatch 41096 Abu Dhabi 22018700 [email protected]

Mr David Orford Hilson Moran Partnership Ltd. 109870 Abu Dhabi (02) 6774220 [email protected]

Mrs Fiona Shields HLMAD Limited - Abu Dhabi 33451 Abu Dhabi 24041433 [email protected]

Mr Leigh Lenaghan HLMAD Ltd 33451 Abu Dhabi 02 4041433 [email protected]

Mr Chris Liddle HLMAD Ltd 33451 Abu Dhabi 02 4041433 [email protected]

Mr Andrew Brown HR Wallingford LLC 73521 Abu Dhabi 02 815 7971 [email protected]

Mr Mark Jamieson Institution of Civil Engineers 63059 Abu Dhabi 04 337 0990 [email protected]

Mr Chris Irwin Kier Construction 61967 Abu Dhabi 02 5597370 [email protected]

Mr christopher Breckon McLellan and Partners Ltd United Kingdom +441932343271 [email protected]

Mr Colin Wright MCP Consulting Group LTD - Abu Dhabi 113100 Abu Dhabi 447495332242 [email protected]

Mr Paul Looker Mott MacDonald Limited 47094 Abu Dhabi 02 4120384 [email protected]

Mr Kevin Woolley PMK Consult 38786 Abu Dhabi 26668379 [email protected]

Mr Sameh Masry (A) TAMAS 46477 Abu Dhabi 02-6919400 [email protected]

Mr Ivan Norris Taylor Woodrow International Construction LLC 95187 Abu Dhabi 02 4471533 [email protected]

Mr Peter Terrell Terrell Consulting Engineers 71431 Dubai 04 425 1800 [email protected]

Engineering - Contracting

Mr Bishoy Edward Khalil (A) Al Dhabi Contracting LLC 34801 Abu Dhabi 26274733 [email protected]

Mr Samy Edward Khalil (A) Al Dhabi Contracting LLC 34801 Abu Dhabi 26274733 [email protected]

Mr Sami Sidawi Al Nasr Contracting 2436 Abu Dhabi (02) 6420002 [email protected]

Mr Philip Emsley Bechtel Limited 2661 Abu Dhabi 26998432 [email protected]

Mr Matthew Greenslade Euro Mechanical & Electrical Contracting Co. LLC 46153 Abu Dhabi (02) 6781133 [email protected]

Mr Ahmed Al Zabri Lindenberg Emirates LLC 42630 Abu Dhabi 26422576 [email protected]

Mr Richard Hornby Nautica Environmental Associates LLC 44780 Abu Dhabi (02) 6731250 [email protected]

Mr Keyoor Gandhi (A) Okaz General Contracting 44910 Abu Dhabi (02) 6743508 [email protected]

Dr Elias Sayah (A) Sayah Engineering Consulting Bureau 29171 Abu Dhabi (02) 6269221 [email protected]

Mr Valentine Byrne Taylor Woodrow International Construction LLC 95187 Abu Dhabi 02 4471533 [email protected]

Mr Steve Yazdabadi Wates International LLC 3486 Abu Dhabi 02 6431882 [email protected]

Mr Stewart Highett (A) Bechtel Limited London NW10 7FQ London 0044 2088465044 [email protected]

Engineering - Products & Services

Mr Aneesh Bhatia (A) Alkhalij Enterprises LLC 4857 Abu Dhabi 02 555 0979 [email protected]

Mrs Susan Steyn Lloyds Register EMEA Abu Dhabi 47014163 [email protected]

Mr Godfrey D'Costa Prestige Engineering Specialities Company LLC 4618 Abu Dhabi (02) 6219910 [email protected]

Mr Robert Hogan Readymix AbuDhabi Ltd 7289 Abu Dhabi (02) 6422040 [email protected]

Mr Stuart Goodman Rolls Royce 54254 Dubai (04)299 4343 [email protected]

Mrs Amanda Webb Tabreed 29478 Abu Dhabi 22020616 [email protected]

Environmental Services

Ms Christine Bond Debare INTOP (Specialized Environmental Protection Systems) 44291 Abu Dhabi (02) 6764088 [email protected]

Mr Paul Williams EnviroTech 46320 Abu Dhabi 02-6814184 [email protected]

Title First Name Last Name Company PO Box Business City Business Tel Email*Note: (A) denotes Associate

CAPITAL LETTER Vol. 18 Issue 3 Autumn 2016 Vol. 18 Issue 3 Autumn 2016 CAPITAL LETTER 5150


Government & Community Services

Mr Barry Clarke (A) Invest Northern Ireland 9284 Dubai 04 391 4700 [email protected]

Mr Abhimaan Desai (A) Invest Northern Ireland 9284 Dubai 04 391 4700 [email protected]

Miss Jacky Maranan (A) Invest Northern Ireland 9284 Dubai 04 391 4700 [email protected]

Mr Gary Osborne Invest Northern Ireland 9284 Dubai 43914700 [email protected]

Mrs Swathi Sri (A) Invest Northern Ireland 9284 Dubai 04 391 4700 [email protected]

Hotel & Catering Services

Mr Thomas Tapken (A) Bab Al Qasr Hotel 63410 Abu Dhabi 22053000 [email protected]

Miss Jocelyn Dagan Crowne Plaza Abu Dhabi (Hamdan) 3541 Abu Dhabi 26166169 [email protected]

Mr Sayed Tayoun Crowne Plaza Yas Island 4171 Abu Dhabi (02) 6666888 [email protected]

Mr Desmond Hatton (A) Dusit Thani 52799 Abu Dhabi 26988100 [email protected]

Ms Salwa Hussein (A) Dusit Thani 52799 Abu Dhabi 26988332 [email protected]

Ms Anna Olsson (A) Emirates Palace 39999 Abu Dhabi 26907900 [email protected]

Miss Petra Aitken (A) Fairmont Bab Al Bahr Abu Dhabi 114304 Abu Dhabi 02 654 3132 [email protected]

Ms Andrea Greybanks Four Seasons Hotel Abu Dhabi 107032 Abu Dhabi 2332222 [email protected]

Mr Luis Soares (A) Grand Hyatt Abu Dhabi Emirates Pearl 7309 Abu Dhabi [email protected]

Mr Francisco Giles Hilton Abu Dhabi 877 Abu Dhabi 026924111 [email protected]

Mr Fady Atwan InterContinental Hotel Abu Dhabi 4171 Abu Dhabi 26935117 [email protected]

Ms Reema Baroudi InterContinental Hotel Abu Dhabi 4171 Abu Dhabi (02) 6666888 [email protected]

Mr Ivor Prestwood InterContinental Hotel Abu Dhabi 4171 Abu Dhabi 02 6935100 [email protected]

Mr Juan Reyna InterContinental Hotel Abu Dhabi 4171 Abu Dhabi 26935128 [email protected]

Mr Stuart Birkwood Le Meridien Abu Dhabi 46066 Abu Dhabi 02 6446666 [email protected]

Ms Rekha Jayawardana (A) Le Meridien Abu Dhabi 46066 Abu Dhabi 02 697 6455 [email protected]

Ms Nevine Albert (A) Millennium Cornich Hotel Abu Dhabi 44486 Abu Dhabi 02 6146088 [email protected]

Miss Emma Golubeva (A) Novotel & Adagio Al Bustan 95208 Abu Dhabi [email protected]

Mr Marcus de Beer Park Rotana Hotel 4337 Abu Dhabi 26573333 [email protected]

Mr Mike McGrath The Club 658 Abu Dhabi (02) 6731111 [email protected]

Miss Nathalie Cockayne The St Regis Saadiyat Island 54345 Abu Dhabi 24988809 [email protected]

Mr Andrew Humphries Yas Viceroy 131808 Abu Dhabi 026660000 [email protected]

Legal Services

Mrs Dawn Sanderson Al Dahra Holding LLC 130455 Abu Dhabi D +971 2 656 5040 [email protected]

Miss Fatima Al Sakkaf (A) Al Jashani Advocates and Legal Advisors 34815 Abu Dhabi 26777737 [email protected]

Mr Stephen John Forster Al Tamimi & Company 44046 Abu Dhabi 02 813 0444 [email protected]

Mr James MacCallum Al Tamimi & Company 44046 Abu Dhabi (02) 4038426 [email protected]

Mrs Andrea Tithecott Al Tamimi & Company Abu Dhabi 02 8130444 [email protected]

Mr Ali Ahmed Al Amery Kasem (A) Al Wakeel Office Services Wosteb Legal Translation 43383 Abu Dhabi 02 6272065 [email protected]

Mr Charles Lilley Berwin Leighton Paisner 109403 Abu Dhabi (02) 6520300 [email protected]

Mr David Parker Berwin Leighton Paisner 109403 Abu Dhabi 26520325 [email protected]

Mr Rob Kinder Bird and Bird LLP 144991 Abu Dhabi 506108128 [email protected]

Ms Hazel Shakur Quinn Carter Stephenson Quinn 11229 Dubai 050 7087921 [email protected]

Mr Howell Grant (A) Charles Russell Speechlys EC4M 7RD London 0044 7203 5079 [email protected]

Mr. Ross Barfoot Clyde & Co LLP 94553 Abu Dhabi 24943598 [email protected]

Mr Adrian Creed Clyde & Co LLP Abu Dhabi 02 4943501 [email protected]

Miss Jennifer Eakins Clyde & Co LLP 54204 Abu Dhabi 24943500 [email protected]

Mr Jack Fletcher Clyde & Co LLP 54204 Abu Dhabi 24943500 [email protected]

Mr James Fox Clyde & Co LLP 44046 Abu Dhabi 24943500 [email protected]

Mr Michael Morris Clyde & Co LLP 54204 Abu Dhabi 565369843 [email protected]

Mrs Heather Nevin Clyde & Co LLP 54204 Abu Dhabi 566551296 [email protected]

Mr Craig Hughson Dentons & Co 47656 Abu Dhabi 02 613 1513 [email protected]

Ms Helen Munro Dentons & Co 47656 Abu Dhabi 02 613 1500 [email protected]

Mr Andrew Ward Dentons & Co 47656 Abu Dhabi 02 613 1500 [email protected]

Mr Tim Armsby Eversheds LLP 42182 Abu Dhabi 02 4943600 [email protected]

Miss Ali O'Reilly Eversheds LLP Abu Dhabi 02 4943600 AliO'[email protected]

Mr Atif Taher Eversheds LLP 42182 Abu Dhabi [email protected]

Mr Michael Hilton Freshfields Bruckhaus Deringer 129817 Abu Dhabi 02 6521702 [email protected]

Mr Mark Harrison (A) Harrisons 11070 Belgrade 0038 111 3129825 [email protected]

Ms Carol Ann Burton (A) Holman Fenwick Willan LLP 53934 Abu Dhabi 04 4230555 [email protected]

Title First Name Last Name Company PO Box Business City Business Tel Email*Note: (A) denotes Associate

Mr Adrian Cole King & Spalding 130522 Abu Dhabi 02 596 7013 [email protected]

Mr Omar Kayal (A) Paris Sorbonne University 38044 Abu Dhabi [email protected]

Ms Tania De Swart Reed Smith LLP 46904 Abu Dhabi 02 644 0907 [email protected]

Mr Peter Michelmore Reed Smith LLP 46904 Abu Dhabi (02) 6222636 [email protected]

Mrs Roberta Wertman Reed Smith LLP 46904 Abu Dhabi 02 4185785 [email protected]

Mr Ziad Salloum (A) Salloum & Partners LLC 3470 Abu Dhabi 26150729 [email protected]

Mr Saleem Adam Trowers & Hamlins 45628 Abu Dhabi (02) 4107600 [email protected]

Mr Youssef Boulos Trowers & Hamlins 45628 Abu Dhabi 02 4107600 [email protected]

Mr Robert Patterson Vinson & Elkins LLP 60935 Abu Dhabi 02 412 0704 [email protected]

Management Consultancy & Consultancy Services

Mrs Kathryn O'Sullivan 4see Group Ltd 114564 Abu Dhabi 26266614 [email protected]

Brig. Andrew Williams A.T. Kearney 29060 Abu Dhabi [email protected]

Mr Mark Thistlethwaite Aviation and Business Management Abu Dhabi 0563030058 [email protected]

Mr Omar Abed Al Aziz (A) B&C-GCC 27471 Abu Dhabi 02 6994888 [email protected]

Mr Nick Carter Baringa Partners 5100540 Abu Dhabi 02 6789808 [email protected]

Ms Nancy Power BSL Middle East 77808 Abu Dhabi 02 444 5378 [email protected]

Mr John Clarke Buro Four Project Services Limited 93958 Abu Dhabi 02 6282755 [email protected]

Mr David Sutch ENEC 94253 Abu Dhabi [email protected]

Mrs Jenny Hunt Gateway Group of Companies 36687 Abu Dhabi 02 5644232 [email protected]

Mr Mark Doyle Green Sands 36830 Abu Dhabi 050 668 3723 [email protected]

Mr Angus Moon Green Sands 63830 Abu Dhabi 0)509089403 [email protected]

Mr Bob Hawke Hawk Marine Services 36886 Abu Dhabi 02 5529379 [email protected]

Mr Martin West Kaplan Leadership & Professional Development 135086 Abu Dhabi 22344025 [email protected]

Mr Mike Lloyd Landmarc Gulf Management Consultancy LLC 41394 Abu Dhabi 569969362 [email protected]

Mr Joseph Booth Manarat Consulting 60849 Abu Dhabi 050 9011796 [email protected]

Mr Bernard O'Sullivan Mubadala Development Company 45005 Abu Dhabi 02 4130000 [email protected]

Mrs Dareen Zoughbi (A) Nadereen Consultancy LLC 144874 Abu Dhabi [email protected]

Mr Guy Allison NATS Services 392497 Dubai 45519480 [email protected]

Mr Benjamin Kiff NATS Services 392497 Dubai 45519480 [email protected]

Mr John Swift NATS Services 392497 Dubai 45519480 [email protected]

Miss Michelle Solomon Oxford Business Group 502659 Dubai 02 6741661 [email protected]

Mr Harry Van Schaick Oxford Business Group 127357 Abu Dhabi [email protected]

Miss Lina Paulauskaite PA Consulting 44851 Abu Dhabi 553113948 [email protected]

Mr Peter Barlow Pacific Consulting Services 30729 Abu Dhabi (02) 6780099 [email protected]

Mr Muhannad Abu Samha Pristine Global Solutions 54115 Abu Dhabi [email protected]

Mr James Swallow PRO Partner Group 63297 Abu Dhabi 24484810 [email protected]

Mr Ron Kenney RPK Consulting 46905 Abu Dhabi [email protected]

Mr Brian Allan QSI Management Consultancy 112807 Abu Dhabi 02 4480012 [email protected]

Mr Neil Harrington QSI Management Consultancy 54263 Abu Dhabi [email protected]

Mr Ahmed Mattar (A) Ras Al Khaimah Free Trade Zone 27471 RAK 02 6994777 [email protected]

Mr Sean Gamble RSK Environment LLC 45103 Abu Dhabi 02 6118500 [email protected]

Ms Magda Malovrouva Tala Abu Ghazaleh Organisation 4295 Abu Dhbai 02 672 4425 [email protected]

Miss Sammim Adam UAE Solutions 62251 Abu Dhabi 02 4122109 [email protected]

Mr Steve Arnott 47325 Abu Dhabi 024173500 [email protected]

Mrs Julia Dryburgh Abu Dhabi [email protected]

Manufactured Products & Services

Mrs Margaret Van Gaans (A) Exquisite Home Furniture 46472 Abu Dhabi 02 552 2878 [email protected]

Mr George Khuzam (A) Montblanc 27156 Dubai 26764776 [email protected]

Media Services, Marketing & Events

Mr Brian Cummins (A) Abu Dhabi [email protected]

Mrs Lisa Phillipps Myriad Global Media 77756 Abu Dhabi 2 4479288 [email protected]

Ms Jane Barraclough Phoenix Media & Publications (Yalla Magazine) 769386 Abu Dhabi 056 3995155 [email protected]

Mr Nick Yeatman (A) The One VIP Limited London +442074897441 [email protected]

Mr Paul Harper TriComms FZ- LLC 77856 Abu Dhabi [email protected]

Mr Greg Sweeting Twofour54 2454 Abu Dhabi 02 4012238 [email protected]

Mr Roger Paine Young Roge Media FZ LLC 769312 Abu Dhabi 02 447 3617 [email protected]

Title First Name Last Name Company PO Box Business City Business Tel Email

CAPITAL LETTER Vol. 18 Issue 3 Autumn 201652


Medical Sciences - Health, Beauty & Safety

Mrs Maria Inglis Advantage Sports UAE 114571 Abu Dhabi (0)558072482 [email protected]

Dr James McIsaac Bella Medical Centre 62437 Abu Dhabi 02 666 3676 [email protected]

Dr Madhura Belur Vasanth Boston Dental Center 108699 Abu Dhabi 02 666 7070 [email protected]

Dr Andrew Rivard (A) Cleveland Clinic Abu Dhabi 112412 Abu Dhabi 025019000 ext.47516 [email protected]

Dr Ian Jones Dr Jones Gateway 36687 Abu Dhabi 0505922613 [email protected]

Mr David Bishop International SOS 128430 Abu Dhabi 02 635 3040 [email protected]

Ms Eileen Lock Kings College Hospital Clinics 129923 Abu Dhabi 02 501 4000 [email protected]

Mr Joe Hazel Mediclinic Middle East & Al Noor Hospital 48481 Abu Dhabi 02 4944481 [email protected]

Dr Bavaguthu Shetty NMC Healthcare 6222 Abu Dhabi 02 6179299 [email protected]

Ms Heather Smith NMC Healthcare 6222 Abu Dhabi [email protected]

Mrs Morag Cromey-Hawke Operation Smile UAE 113554 Abu Dhabi 02 6584790 [email protected]


Mr Sohail Raja Chestertons International 128983 Abu Dhabi 02 4473100 [email protected]

Mr Ben Crompton Crompton Partners Abu Dhabi [email protected]

Miss Helen Martin Crompton Partners 41334 Abu Dhabi [email protected]

Mr Chris Gilbert GEMACO Interiors 46995 Abu Dhabi (02) 6339100 [email protected]

Mr Andre Morcos GEMACO Interiors 46995 Abu Dhabi 02 6339100 [email protected]

Mr Andrew Allan Grant Property 146805 Abu Dhabi [email protected]

Ms Kathy Bowen Homestyle Property 45155 Abu Dhabi 02 6218123 [email protected]

Mr Matthew Dadd Knight Frank 105374 Abu Dhabi (0)2 6363297 [email protected]

Miss Hannah Milne LLJ Property LLC 107729 Abu Dhabi (02) 4950500 [email protected]

Ms Sara Raslan Regus 127557 Abu Dhabi 02 815 2815 [email protected]

Trade & Technology

Mr P.K. Ashraf (A) Abu Dhabi Industrial Supply 27679 Abu Dhabi (02) 6340403 [email protected]

Mr Rafid Fatani Access Partnership 51003900 Abu Dhabi 28157888 [email protected]

Mr Robert Schwarz Al Masaood 322 Abu Dhabi (02) 6967891 [email protected]

Mr Terry Willis (A) Energy Industries Council M.E. 54455 Dubai (04) 2993945 [email protected]

Mr Kapila Karunaratne (A) Falcon Group 46400 Abu Dhabi 02 4914088 [email protected]

Mr Mohan Jashanmal Jashanmal National Company [email protected]

Mr Mohamed Al Fahim Paris Gallery LLC 55437 Abu Dhabi 04 2372222 [email protected]

Mr Robin Appleby (A) Polypipe Middle East FZE 18679 Dubai 971 (0)4 807 3000 [email protected]

Mr Richard Cartwright Posters 55 Abu Dhabi 02 6724724 [email protected]

Mr Richard Flemmings Proteus 95148 Abu Dhabi [email protected]

Mr Stefan Dent Simfoni 128666 Abu Dhabi 971 (0)2 694 8677 [email protected]

Mr Anthony McMillan Spectrum Information Technology 146219 Abu Dhabi 25561066 [email protected]

Mr Ziad Al Askari United Technical Services 277 Abu Dhabi (02) 6774400 [email protected]

Mrs Stephanie Jerron- Quarshie We Do: IT 36303 Abu Dhabi 02 641 9314 [email protected]

Mr Humaid Bilal Humaid Abdalla 42063 Abu Dhabi [email protected]

Transportation, Travel & Tourism

Mr Brian Sadler AD Ports 54477 Abu Dhabi 02 695 2462 [email protected]

Mr Andrew Bainbridge Advanced Car Rentals 46541 Abu Dhabi 02 641 9227 [email protected]

Mrs Sandhya Nayyer (A) Air France KLM 3264 Abu Dhabi 26348816 [email protected]

Mr James Hayward Boeing 45231 Abu Dhabi 0 2 694 4251 [email protected]

Miss Kate Harris British Museum 94000 Abu Dhabi 02 599 5886 [email protected]

Mrs Nouran Ekkawi Crown Relocations 44669 Abu Dhabi 02 673 3076 [email protected]

Mrs Anne-Rita Solano Crown Relocations LLC 44669 Abu Dhabi 02 673 3076 [email protected]

Mr Colin Fullalove (A) Cubic Transportation Systems LTD 131100 Abu Dhabi 44173778258 [email protected]

Mr George Ambooken Etihad Airways 35599 Abu Dhabi 02 6177721 [email protected]

Miss Sarah Bonito Etihad Airways 35599 Abu Dhabi 02 6177718 [email protected]

Mr Adam Boukadida Etihad Airways 35566 Abu Dhabi 025115754 [email protected]

Mr Joe Chamoun Etihad Airways 35599 Abu Dhabi 02 6321500 [email protected]

Mr Jonathan Hill Etihad Airways 35566 Abu Dhabi 02 511 0000 [email protected]

Mr Ahmed Abood Al Boasy Fast Rent A Car 6365 Abu Dhabi (02) 6220088 [email protected]

Mr Walid Abood Al Boasy Fast Rent A Car 6365 Abu Dhabi (02) 6220088 [email protected]

Ms Siobhan O'Connell GAC 377 Abu Dhabi 02 673 0500 [email protected]

Mrs Maryanne Francisco-Marais Le Royal Meridien Hotel 45505 Abu Dhabi 26950496 [email protected]

Mr Mike Blackmore Massar Solutions 33500 Abu Dhabi 02 5075191 [email protected]

Mr Alexis Lucas Santa Fe Relocation Services 45005 Abu Dhabi 02 815 2820 [email protected]

Mr Igor De Mooij (A) Sirva 43074 Abu Dhabi 26779765 [email protected]

Mrs Susie Freeman Susie Freeman Travel UK 441488668821 [email protected]

Title First Name Last Name Company PO Box Business City Business Tel Email*Note: (A) denotes Associate

We deliver the best jet engines in the world

The story continues...

How would you like your service? Nearly two decades ago we introduced an industry game-changing concept that revolutionised the way we care for our customers’ engines. TotalCare® continues to be our most comprehensive service and the most popular choice by our customers; but just like our engine technology, our services have continued to adapt and evolve. We’ve added TotalCare® Flex® and SelectCare™, innovative and flexible services that can be tailored to meet the specific requirements of customers across all phases of the engine lifecycle.

But we’ve not stopped there. We are already developing the next range of Service Solutions, broadening our scope of support across our customers’ operations. We are also building our competitive MRO capability across the Trent Service Network and introducing independent MRO providers to offer unprecedented levels of choice and flexibility.

So however you like your service, you can be confident of finding a Rolls-Royce solution that ticks the box.

RRA_062_BBG_Capital_Letter_COFFEE_CUP_A4_SP_vFNL.indd 2 06/09/2016 16:44