Transguard wins security deals for UK embassies in Dubai, Abu Dhabi

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Transguard Group, a UAE-based business services provider, has signed an agreement with the British Embassy to provide security services to both of its locations in Abu Dhabi and Dubai.

Transguard said it has developed a bespoke security package for the British Embassy for the three-year contract.

“Being selected as the security provider for the British Embassies in the UAE is a testament to our security capabilities and the integrated and innovative solutions we offer our clients,” said Greg Ward, managing director, Transguard Group.

“Our team of security professionals are trained to the highest international standards to ensure the utmost security and privacy, which is precisely why embassies and other high-security locations trust Transguard.”

The contract will see the deployment of more than 20 security staff for each site, each of whom passed a rigorous interview process and successfully completed an internationally-certified training course, he added.

“We chose Transguard Group for our security requirements because they live up to their excellent reputation through extensive training programmes for their staff and a suite of integrated security offerings, all of which were customised to our specific needs,” said a spokesperson from the British Embassy.

In addition to providing daily security services, an events security team from Transguard will also be deployed for large events at both Embassies, including the Christmas Ball and the Queen’s Birthday, which was celebrated in mid-April.

Source:https://www.arabianbusiness.com/culture-society/419496-transguard-wins-security-deals-for-uk-embassies-in-dubai-abu-dhabi

Emaar Hospitality launches new mobile app to cover entire portfolio

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Emaar Hospitality Group, the hospitality and leisure business of Emaar Properties, has launched a fully-integrated mobile app that covers its entire portfolio.

With the single app, users will have access to an extensive range of services including booking of hotels, restaurants, spas, golf and entertainment attractions using their mobile devices.

The new app replaces all the earlier apps that were launched for the individual hotel brands and leisure attractions under Emaar Hospitality Group.

The new Emaar Hospitality Mobile App is available for download both on App Store and Google Play.

Chris Newman, chief operating officer of Emaar Hospitality Group, said: “The launch of the new Emaar Hospitality Mobile App highlights our digital transformation focus to enhance the convenience of our guests… Guests from anywhere in the world can make informed decisions and plan every detail of the lifestyle choices they cherish across our hotels and leisure attractions.”

He said from search to booking, online engagement and everything in between, the aim is to engage customers, enable them to customise their travel plans, and revolutionise the way reservations are made.

He added that Emaar Hospitality Group will continue to invest in digital solutions and implement innovative strategies to increase bookings, streamline hotel operations, integrate added-value services, to deliver personalised experiences for its guests.

Sorce:https://www.arabianbusiness.com/travel-hospitality/419603-emaar-hospitality-launches-new-mobile-app-to-cover-entire-portfolio

Dubai unemployment rate remains steady at 0.5% in 2018

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Dubai’s unemployment rate reached 0.5 percent last year, while the economic participation rate as a percentage of total working-age population reached 83.2 percent, according to official figures.

The Labour Force Survey 2018 published by Dubai Statistics Centre also showed the unemployment rate among Emiratis increased from 2.9 percent in 2016 to 4 percent in 2018.

Among expats, the rate remained below 0.5 percent in Dubai with males (0.2 percent) and females (1 percent), with Arif Al Mehairi, executive director of Dubai Statistics Centre attributing the low rates to the UAE’s policies, which grant residency visas to employees, investors, students and persons of equivalent status with the condition that persons of working-age will not be allowed to stay in the UAE without a job.

Al Mehairi said: “The results of the Labour Force Survey 2018 illustrate the flexibility and strength of Dubai’s economy as it continues to record the lowest rates of unemployment in the world and one of the highest rates in economic participation.”

The survey use a representative sample of 3,000 households in Dubai including 1,500 Emirati households and 1,500 non-Emirati households.

The survey results showed that half of the Emiratis of working-age are involved actively in economic activities. Emirati males had a higher economic participation rate of 62.6 percent while the corresponding figure for Emirati females was 36.5 percent.

According to the survey, 2,242,363 people were employed last year out of which 81.3 percent were males while 18.7 percent were females.

The number of Emiratis employed and residing in Dubai went up by the end of 2018 to 82,630 compared to 75,856 by the end of 2016, which marks an increase of 6,774 employed Emiratis over the past three years, and an increase of employed Emiratis by 8.9 percent in 2018 compared to 2016.

Al Mehairi indicated that the total unemployed persons residing in Dubai was 10,468 in 2018, up 2,893 from 2016 to 2018.

Source:https://www.arabianbusiness.com/politics-economics/420195-unemployment-rate-in-dubai-hits-05-in-2018

Dubai free zone to return $354m to firms in wage protection push

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Jebel Ali Free Zone will become the first in the UAE to return cash and bank guarantees to businesses

A Dubai free zone will become the first in the UAE to return cash and bank guarantees to businesses in a push to protect wages of its employees.

Jebel Ali Free Zone (Jafza) on Saturday announced the move through its new Workforce Protection Programme initiative that is set to roll out in September.

The move will provide added benefits to employees and infuse AED1.3 billion ($354 million) back into Dubai’s economy that companies can invest in their operations and strengthen their businesses, state news agency WAM reported.

Previously, companies registered at the free zone had to give a cash or bank guarantee as a way of providing insurance to their employees in the event of non-payment of wages.

Sultan Ahmed bin Sulayem, chairman of the Ports, Customs and Free Zone Corporation and the Jebel Ali Free Zone Authority, said: “Our people are our greatest assets, and we are committed to providing them with a fair work environment that ensures they receive all the rights, privileges, and protections that should be afforded to them as core contributors to the nation’s economy.

“Through the Workforce Protection Programme, we are striving to raise standards for the UAE’s private sector by providing businesses with a model they can emulate successfully and help fulfil the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum as outlined in his 50 Year Charter.”

Under the new Workforce Protection Programme, companies will avail of approved insurance coverage that will help protect the workers in case of wage default. The insurance will extend to all Jafza-sponsored employees and apply by default to any new workers from the time they receive their work visas to the time the visa is cancelled.

Source:https://www.arabianbusiness.com/banking-finance/420196-dubai-free-zone-to-return-354m-to-firm-in-wage-protection-push

Bangladesh in the post-industrial world

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Bangladesh’s economic performance over the last decade has garnered praise from the international community. Multilateral development agencies like the World Bank often cite Bangladesh as an exemplary case for economic development. From being termed a “basket case” by the then US Secretary of State Henry Kissinger in early 1970s to achieving continuously increasing GDP growth rates for the last five years, the country has come a long way. Bypassing Pakistan and growing neck-to-neck with India in terms of economy has given the country renewed hope and confidence. However, at the onset of the third decade of the 21st century, the country faces several structural challenges potentially impeding its medium to long-term growth. These fault lines, if left unaddressed, can prove detrimental to the growth potential of the country.

Bangladesh’s growth has been spearheaded by the apparel sector, which accounts for 83 percent of total export and 12 percent of GDP, placing the country as the second largest player in the global apparel market, after China. Remittances have also played a pivotal role in stabilising Balance of Payments (BOP) conditions, generating USD 14.9 billion in terms of foreign currency inflow as of FY 2017-18. Although the tertiary sector has the maximum GDP contribution (52 percent), the primary sector—garnering only 18 percent of GDP—employs 47 percent of labour. Since the majority of workers in the agriculture sector are essentially underemployed, the government is keen on shifting the bulk of these unproductive workers from primary to secondary sector. To this end, the policymakers have adopted an industrialisation strategy aimed at maximising the benefits of the country’s demographic dividend. This has been a proven model for economic development and some of our Asian neighbours have directly benefitted from the manufacturing-led growth strategy.

Disruption of the classical growth model

Over the last 60 years, economic growth for emerging countries has been driven by the secondary sector. This has been the experience of the original Asian Tiger economies—Taiwan, South Korea, Hong Kong and Singapore. Asian tiger cubs comprising Indonesia, Malaysia, the Philippines, Thailand and Vietnam have had similar experiences as well. The majority of the Tiger economies had started off manufacturing low-margin products utilising inexpensive labour, and then gradually shifting to the production of high-margin products. Some of the more successful economies like Japan and South Korea have eventually evolved into innovative and knowledge-driven economies, contributing to major innovations and launching global brands.

Developing economies like Bangladesh, Vietnam and Cambodia have been the main beneficiaries of this gradual shift in manufacturing. Since 1980s, South Korea and Taiwan have moved up the value chain, specialising in electronic components and consumer electronics manufacturing. As a result, the low-margin apparel industry, requiring less skilled workforce, gradually shifted to countries like Bangladesh, India, Vietnam, Pakistan and China. China is following the same trend as South Korea, and as labour costs are rising in China, there has been another wave of shift in the manufacturing industry to cheaper destinations.

While many would expect Bangladesh to follow a similar trajectory of manufacturing-led growth like its Southeast Asian neighbours over the next decades, several technological shifts may prove inimical to future growth. In fact, the country’s growth might cascade downwards toward the negative if we fail to undertake precautionary actions.

A tectonic shift in the technological landscape

The 21st century has paved the way for automation due to the growing prowess of processors. With technology becoming more ubiquitous in all spheres of our lives and Internet connecting us all together in a common web, we have increasingly become more interdependent. Internet of Things, also known as IoT, is a network of interconnected smart devices that allow each device to interact (i.e. through sending or receiving data) with other devices on the network.

As IoT becomes more mainstream, more data would be accessible for making increasingly better decisions, eventually replicating and then surpassing human intelligence. Super computers like Watson have already surpassed human capabilities in certain areas, and with adequate supply of real-time data, many computers would have the ability to engage in machine learning to make better decisions.

The medium-term impact of the 4th industrial revolution would be in terms of loss of jobs. According to The Economist, 50 percent of jobs are vulnerable to automation. However, some industries would be more prone to automation, particularly in the sectors with repetitive jobs, where AI-powered robots would easily replace humans. The OECD released a list showing the likelihood of roles, within specific industries, becoming obsolete or automated.

Jobs in the apparel sector are at high risk of getting automated, which will significantly curtail the cost competitiveness of Bangladeshi apparel. Many investors will opt for automation in place of more troublesome human workers if the initial investment can be justified for automating operations. Many international apparel buyers would also prefer purchasing apparel either from their own country or from a country closer to their markets as labour costs become irrelevant. A number of apparel manufacturers have already set up fully automated factories armed with Sewbots, which can independently sew clothes based on specific instructions. Automated factories require 70-80 percent fewer workers compared to semi-automated factories. A human sewing line can produce up to 669 t-shirts in 8 hours, while a sewbot-based production line can produce 1,142 t-shirts during the same period. As more apparel factories take up sewbots, the average cost for manufacturing these robots will keep decreasing, making them more commercially viable. This will eventually lead to job losses for apparel workers due to automation and exodus of international investments to more developed markets.

Bangladesh’s remittance earnings may nosedive as basic jobs like food preparation, construction, cleaning, driving and agricultural labour have higher risk of getting automated. A significant portion of expatriate workers staying in Middle-East are engaged in the aforementioned jobs.

How to move ahead?

The upcoming challenges in the next decade can have a permanent damaging impact on the country’s economic fabric, particularly due to overdependence on apparel manufacturing. While there’s no easy answer to these impending challenges brought about by the 4th industrial revolution, the policymakers must eke out long-term strategic shifts for diversifying the economy. Education would play a critical role in preparing the workforce to adapt to the technological upheaval. As aptly stated by a renowned futurist, “the purpose of education in the 21st century would be to distinguish oneself from a machine.”

The workforce must develop skills that can’t be replicated easily by robots. These include fostering creativity, problem-solving ability, leadership and people management skills, critical thinking ability and adaptive learning. The nature of jobs will keep on changing and workers will need to unlearn and relearn new skills. Universities of the future would be keen on preparing students to excel at the art of acquiring new knowledge and learning novel skills.

Bangladesh must find ways to ride the service growth bandwagon, driven by the ICT sector. While traditional outsourcing services will eventually get automated, the local ICT sector must find a profitable niche in the knowledge process outsourcing (KPO) based market segment that should require creativity, originality and heavy human involvement. However, a large group of semi-skilled and un-skilled workers may become unemployable and would likely require a large-scale retraining initiative from the government for staying in tune with the market. The country’s future might not be cataclysmic, but the eventual technology-led economic turmoil might prove to be a major dampener to the country’s future growth, unless concerted attempts are undertaken by the government and relevant stakeholders to stem the tide of the 4th industrial revolution.

Source:https://www.thedailystar.net/opinion/economics/news/bangladesh-the-post-industrial-world-1730026

RMG sector’s tipping point

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Offshoring of apparel manufacturing has been a blessing for many developing countries. The readymade garments (RMG) industry, employer of 4 million workers, mostly rural women, contributes more than 80 percent to Bangladesh’s export revenue. Low-cost labour has been the primary reason for western retailers to wait for months to get a shipment from offshore destinations. Once technology becomes a cheaper alternative to the least costly manufacturing labour, will apparel manufacturing complete the journey in returning home?

As countries like Bangladesh, Vietnam or Cambodia do not have the technological edge in apparel making, why should economics of automation suggest that they should remain the cheaper alternative? With advances in robotics and automation, reshoring is bound to happen. The challenge is to detect the tipping point so that both premature exit and prolonged stay could be avoided in minimising the loss.

It’s well understood that apparel making is an incredibly labour-intensive process. Starting from design, pattern-making, and cutting through sewing, there appears to be 14 major steps in turning fabrics into ready-made garments. Even in this age of automation, human intervention is quite necessary at every stage of production. But there has been continuous development of technological alternatives that has introduced automation at each step—reducing the need for labour. Automation in the form of computer-aided design and machine-assisted cutting is already in practice.

Among all the stages of apparel production, sewing is perceived to be notoriously difficult to automate.

Despite the success in cutting fabric, for instance, and sometimes sewing buttons or pockets, failure to automate the aligning of material correctly to the sewing head, feeding it through and constantly adjusting the fabric to prevent it slipping and buckling, means that there is no automated production line in which fabric goes in at the one end and finished garments, such as jeans and t-shirts, come out on the other. But recent developments indicate that this critical barrier has been overcome. A start-up in Georgia (US) has developed a highly calibrated machine vision innovation to watch and analyse fabric—succeeding in detecting distortions and robotically adjusting the fabric, while feeding to sewing head. Such automated sewing technology has successfully demonstrated that a t-shirt making plant working under the guidance of a single human handler, can produce as many shirts per hour as about 17 workers in a similar production line in Bangladesh or Cambodia. This development indicates that we are now not too far from a time when automation will make machine intensive production cheaper than labour.

The next question is, how much automation is enough to take apparel manufacturing to the tipping point of reshoring—taking back production from offshore destinations. Research suggests that within an off-shored manufacturing operation, an increase by one robot per 1,000 workers is associated with a 3.5 percent increase of reshoring activity. On average, a single robot usually takes the job of 6 workers. In apparel manufacturing, the delegation of roles from human to machine takes place in different forms, starting from the deployment of robots for handling packages to micro level automation in feeding fabrics to sewing head. Such diverse forms of automation often make it difficult to develop a prediction model based on robot density.

Another measure could be measuring the effect of automation on the reduction of labour requirement in foreseeing the tipping point of reshoring. Economics of the total cost of production suggests that reaching a completely human free state is not required to justify the relocation of plants from offshore locations. The example of Adidas relocating its manufacturing to high-wage countries such as US and Germany, employing 160 people as opposed to 1,000 workers in a comparable factory in Asian countries like Indonesia or Vietnam, indicates that once automation replaces workers up to a certain level, the tipping point of reshoring can be reached. Other factors such as cluster effects should also be taken into consideration in fine tuning such prediction model influencing business decisions.

Historically, as countries develop and wages rise, the apparel-making trade moves on to the next cheapest location: from western countries to developing ones like China and Bangladesh. Due to technological progression, instead of moving to the next cheapest labour destination, apparel manufacturing is about to return next door to the major retailers. As progress is being made in incorporating an increasing level of robotics and automation, labour cost advantage in apparel manufacturing in the age of the Fourth Industrial Revolution has been continuously eroding. There is no doubt that smart machines will keep progressing in reducing low skilled labour requirement, consequentially reshoring apparel manufacturing. The challenge for existing offshore destinations is to predict such trend and remain in sync—as both premature exit and overstay are harmful.

Source:https://www.thedailystar.net/opinion/economics/news/rmg-sectors-tipping-point-1731559

Bangladesh’s GDP growth puzzling: South Asian Network on Economic Modeling

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South Asian Network on Economic Modeling (SANEM), a non-profit research organisation, today termed the recent economic growth of Bangladesh as “puzzling”, saying that the GDP growth mismatched with the data and various indicators of the economy.

Claiming that export and remittance are the primary drivers for economic growth, the SANEM said the economic growth rates in recent years do not match with the fluctuations in the export and remittance flow.

It said the government data showed surge in private consumption in the last two fiscal years — 2016-17 and 2017-18 – although export and remittance growth were in the lower state.

“Private consumption growth was not too high in the past years. Why did private consumption growth record such a sharp increase? Public consumption growth can be explained to some extent because the government is spending. Private consumption growth is a puzzle,” said SANEM Executive Director Selim Raihan at the BRAC Centre Inn in Dhaka.

SANEM, citing Bangladesh Bureau of Statistics (BBS) and other data, said private consumption growth was estimated at 11.41 per cent in fiscal year 2017-18 from 7.43 percent the previous year.

Private consumption growth was 3 percent in fiscal year 2015-16, it said.

“This is a big concern that we see the high private consumption growth despite low export and remittance growth. Second concern is that we see high manufacturing growth despite low export growth and slow private investment,” said Raihan, also professor of Economics at University of Dhaka.

SANEM said domestic demand can become a growth driver with sizeable improvement in the per capita income, but in that case overall growth rate may fall. Domestic demand cannot be a growth driver in a low-income country like Bangladesh, said Raihan.

The research organisation came up with the observation after two weeks after the Centre for Policy Dialogue (CPD), private think tank, questioned the current year’s growth estimated of 8.13 percent, citing incoherency in various indicators of the economy.

SANEM also questioned high manufacturing growth rate at 13.4 percent in fiscal year 2017-18, although export growth was 5.81 percent in that year when the private investment growth was also slow.

The private research organisation said high manufacturing growth data does not match with poor business environment.

It mentioned Bangladesh’s falling rankings in World Bank’s Doing Business and Logistics Performance Index between 2016 and 2018.

“We don’t see any major improvement in business environment. Rather, we see deterioration in some areas. Then how could we explain manufacturing growth. All these led to a very puzzling scenario,” said Selim.

Source:https://www.thedailystar.net/business/bangladesh-gdp-growth-rate-puzzling-south-asian-network-on-economic-modeling-1741114

Is Bangladesh’s apparel sector ready for industry 4.0?

Bangladesh has achieved an economic miracle over the past three decades, but it cannot afford to rest on its laurels now. To develop a garment industry from scratch and become the world’s second largest exporter of apparel is an achievement we all can celebrate, of course. But some caution is in order as the nature of the challenge for Bangladesh is changing.

Up until this point, the focus has always been on growth and jobs and this has necessitated large and steadily increasing export volumes. We have been extremely successful with this policy, regularly achieving annual rates of economic growth of 6-7 percent. The Bangladeshi economy has been one of the world’s fastest growing economies in recent years, lauded by such institutions as the World Bank. The ready-made garment sector has been the main driver of this growth.

Does the RMG industry need to continue expanding? Of course, it does, and the RMG export target of USD 50 billion is one we must continue to aspire to. Economic growth goes hand in hand with job creation, and our achievements so far have helped to lift millions of people out of poverty.

However, moving forward, more and more thought will need to be put into how we grow. The world of manufacturing is changing, and quite rapidly too. Many believe we are entering the Fourth Industrial Revolution. This era is likely to be marked by continued breakthroughs in emerging technologies in fields such as robotics, artificial intelligence, nanotechnology, quantum computing, the Internet of Things, fifth-generation wireless technologies (5G) and 3D printing.

This transition to wholly different new ways of working is both frightening and exhilarating at the same time. The temptation, when any new technology comes along, is to keep doing things the same way as before as investment in new technology is costly and takes time. However, apparel manufacturing businesses which don’t embrace these new ways of doing things risk losing ground to international competitors as we enter this brave new world.

The problem we face, and which we need to address, is that far too much of our apparel manufacturing base still looks similar to what it did several decades ago. Many apparel suppliers have struggled to embrace change. They continue to produce cheap, low-value, homogenous goods which are competing solely on price. That picture needs to change, otherwise Bangladesh will be left behind. Only by producing value-added goods will the suppliers be able to drive a harder bargain on price with their customers from the West.

The apparel manufacturing scene across the world is being changed by new technologies, with production becoming more global, automated, highly-skilled, infused with technology and more integrated with services. Our whole RMG sector—particularly Small and Medium Enterprises (SMEs)—face real challenges if they are to adapt rather than be left behind. Sewbot technology is in its relative infancy but it is improving at a rapid rate, and more technology players are entering this space.

One challenge that SMEs in Bangladesh’s apparel sector face is that they lack access to specialised services such as technology advisory services, R&D providers, skilled training providers, industrial service providers, specialist consultants and so on. Even if skilled workers and new technology are available, SMEs often lack organisational practices essential for using these inputs effectively.

Another question that we need to ask is whether our workers are ready for the technology revolution we are set to see. Automation is coming, whether we like it or not, but are our 4 million garment workers ready for it? Do they have expertise in coding? Of course, they don’t—not yet. Therefore, government-led training and upskilling initiatives are an absolute must moving forward. The RMG industry needs to upskill, from the shop floor through to management and board level. On the training and development front, the industry faces a huge undertaking.

More and more of our businesses need to explore production opportunities with added value. This is vital in order for our products to remain relevant in a world where people can wear a jacket that will check their temperature or take their heartbeat.

All of the above requires investment by apparel factories. Can they afford to do this? Many will mention the issue of pricing, suggesting that customers—brands—want digitisation but aren’t yet paying for it in terms of price.

One would go along with that, albeit with the caveat that prices paid by the brands are something which we, as manufacturers, have very little control over. For now, we need to focus on the things we can change—upskilling our workforce, investing in new technology. If we do that collectively, as an industry, pricing issues will look after themselves. The future is in our own hands.

Source:https://www.thedailystar.net/opinion/economics/news/bangladeshs-apparel-sector-ready-industry-40-1742011

The rise and fall of Dubai’s Abraaj Group

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It will be small comfort for the founder of The Abraaj Group that HM Prison Wandsworth now serves a choice of cereals with milk for breakfast rather than plain porridge.

Arif Naqvi, the man behind the world’s largest private equity insolvency case, was arrested at Heathrow Airport on April 10 on charges of defrauding US investors, including the Bill & Melinda Gates Foundation.

Inside a 10ft by 6ft cell with pale yellow walls, the once respected Dubai tycoon awaits possible extradition to the United States.

The bleak surroundings of the UK’s largest jail – famous for housing Britain’s “most violent prisoner” Charles Bronson and organised crime leader Ronnie Kray – are a far cry from the swanky environs of Naqvi’s sprawling luxury properties dotted across London’s Knightsbridge, Oxfordshire, Bedfordshire and Dubai’s Jumeirah.

Hard to believe that just 12 months earlier, this was the same prized leader of the firm that at one point managed $14bn in assets and was often pictured shaking hands and sharing stages with the likes of Bill Clinton, Richard Branson and Bill Gates.

Known for his silver tongue and fearless attitude, Naqvi came into the private equity industry “by accident” when he quit what he called a “prestigious” Saudi business. The reason?

“One day I just went to my boss and said, ‘I want to leave.’ And he said, ‘I think you’re being a bit presumptuous. You’re very young. You can have any job in this group that you want. Which one would you like?’ And I said, ‘Well chief, you can’t offer me what I really want… I want your job,’” he told Yale School o

He then used $50,000 in savings to start an investment firm, Cupola in Dubai, before purchasing another business-services company, Inchcape Middle East in 1999, selling it off for a total of $173m, and founding Abraaj in 2002.

From then on, the only way was up for Abraaj. Its limited partners were reporting an impressive 17 percent annual return. In the years of 2014 and 2015 alone, it saw as many as 13 full exits realise a whopping $450 million.

Naqvi had his 300-plus staff working in local offices in 25 countries from Kenya to Kazakhstan. Agriculture, electricity, aviation, technology, education and even ice cream – you name it, Naqvi had a hand in it.

Harvard Business School professor Josh Lerner called him “a decade-plus ahead” of others in understanding investment potential in developing markets, he told Forbes in 2015.

The magazine itself said Abraaj had a track record that developed-world money managers “would kill for”.

Aramex founder Fadi Ghandour, once a close friend of Naqvi’s, said Abraaj “not only improved the ecosystem, it created the private equity industry in the Middle East.”

But according to US charges, Naqvi was not the only star player in the rise – and fall – of Abraaj. Around 5,566km away in the Metropolitan Correctional Center in New York City, sits his long-time friend and Abraaj managing partner Mustafa Abdel-Wadood.

The financier and co-founder of the Young Arab Leaders non-profit organisation joined Abraaj in 2006, after hugely successful spells with the Orascom Construction, Sigma Capital and EFG Hermes. He quit Abraaj a year ago to start “a new life” with his own London-based private equity operation, his close friends tell Arabian Business.

Instead, Abdel-Wadood was arrested at a hotel in the city while on a trip to shop for elite schools for his son. Officers used mobile geotagging to secretly record phone calls, meetings and “millions” of documents and computer files before locating and detaining him, the Assistant US Attorney told Bloomberg.

Like Naqvi, Abdel-Wadood is now facing US charges for allegedly defrauding investors. He pleaded not guilty and was due back in court at the time this article went to press.

The Egyptian known for being “friendly and down-to-earth” has found his new incarcerated surroundings a world away from his previous lifestyle.

A source close to Abdel-Wadood, 49, says he often threw parties on a “massive, three-story, 90ft yacht called Caramel” which he “always parked in front of the Royal Mirage” swanky hotel in Dubai.

When he was not partying on board the vessel, he was hosting gatherings at his Emirates Hills villa.

“Abdel-Wadood once threw a party for his 40th birthday at his house and invited around 300 people, and everyone was just in awe of it. Chandeliers, top-of-the-range everything… It was just beautiful,” the source said.

The managing partner was also known for his love of cars, and owned a Lamborghini and BMW i8, according to the source.

He had “so many contacts”, the source said, that he “probably made an airline hold a plane for 20 minutes at Heathrow in London so that he can board.”

But last week, instead of catching flights, Abdel-Wadood was shacked up in the same prison that housed notorious Mexican drug lord Joaquin “El Chapo” Guzman, Gambino crime family boss John Gotti and Russian weapons trafficker Viktor Bout.

The 12-storey building, which is situated near New York’s City Hall, is connected to the nearby federal court by a tunnel located 12-metres below street level.

And while friends contacted by Arabian Business describe Naqvi and Abdel-Wadood as “completely different characters”, they now both have one thing in common: a federal indictment.

Assistant US Attorney Andrea Griswold said last week at a hearing in a federal court in Manhattan that from about 2014 until the collapse of Abraaj, Naqvi and Abdel-Wadood “together with others, devised and carried out a scheme to defraud investors by (a) depriving them of accurate information about material aspects of Abraaj’s financial health, including information critical to investment decisions, and (b) misappropriating investor funds for illicit purposes,” the Grand Jury charges state.

In total, Abraaj inflated the valuations of investments in private equity funds “by more than half a billion dollars,” the charges state, causing “at least hundreds of millions” of investor funds to be misappropriated, either to “disguise liquidity shortfalls or for their personal benefit or that of their associates”.

Abraaj had represented itself as a pioneer of impact investing that promoted social progress, for example, by investing in hospitals in developing countries.

Naqvi was personally known as the face of Middle East private equity, with his family having established the non-profit Aman Foundation trust to focus on health, nutrition and education in Pakistan.

He famously criticised “the West” for referring to Middle East and Asian markets as “emerging,” claiming that it is “patronising” and that the markets have “already emerged”. He called them “growth markets” instead.

Naqvi was also known for encouraging local investors to invest in their local communities. In an on-stage interview alongside Virgin Group founder Richard Branson at the Skoll World Forum 2014, he said “you can’t be driving a Range Rover through Soweto [in South Africa] without doing something about Soweto as well.”

The founder was even the recipient of numerous awards including the Oslo Business for Peace Award and Sitara-i-Imtiaz, a civilian honor awarded to him by the government of Pakistan.

But behind Naqvi’s seemingly inspiring world, “in truth, Abraaj was engaged in a massive fraud,” Griswold told the court (Reuters).

Abraaj began to unravel last February when four investors in its $1bn healthcare fund alleged mismanagement of funds and hired consultants to investigate the matter.

Things were about to get worse. Abraaj had planned to sell a stake in Pakistani utility K-Electric to Shanghai Electric in March 2017, which would have raised several hundred million dollars, but the transaction was delayed due to regulatory hurdles.

By this point, the firm’s foundation was shaky. Fees earned from managing investments between 2014 and 2017 at some points barely covered half of costs, according to figures from the liquidator’s report.

The company is currently in provisional liquidation, working to pay down an estimated $1bn of debt. Investigators are trying to locate investors’ money, with allegations of Abraaj swapping capital between funds to plug cash flow gaps.

The Dubai Financial Services Authority (DFSA) is also leading an investigation into Abraaj’s activities in the UAE and beyond.

Bryan Stirewalt, chief executive of DFSA, told The National he is hopeful it will conclude “within a reasonable time frame”, and that a report of the findings will be made public afterwards.

The DFSA also confirmed “it is communicating with the US Securities and Exchange Commission with whom it has a long-standing mutual assistance relationship,” the Dubai regulator said in a statement.

Both Naqvi and Abdel-Wadood deny any wrongdoing, with the latter having hired “star lawyer” Benjamin Brafman to defend him. The American criminal defense attorney and founder of Manhattan-based firm Brafman & Associates is known for representing high-profile defendants including celebrities, Mafia members, political figures and most recently, former film producer Harvey Weinstein.

Naqvi, a few days before his arrest, claimed those who knew him “don’t have a bad word to say about me,” he told The National.

With the case likely to take months – if not years – to come to court, both men will have plenty of time to reflect on their meteoric rise to the top, and sudden fall from grace.

As the world’s biggest private equity insolvency case continues to unravel, it remains to be seen whether the directors will be remembered as pioneers – or prisoners.

Source:https://www.arabianbusiness.com/banking-finance/418113-the-rise-fall

Marriott says to add 3,000 new hotel rooms in MidEast, Africa in 2019

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Marriott International has announced it expects to add 19 new properties and more than 3,000 rooms to its Middle East and Africa portfolio in 2019.

The new additions are in line with the company’s expansion plans to add more than 100 new properties and nearly 26,000 rooms across the region by the end of 2023.

Marriott estimates its development pipeline through 2023 represents up to $8 billion of investment from property owners and is expected to generate over 20,000 new jobs across the region.

“Our growth across the Middle East and Africa is fuelled by a strong demand for our diverse range of well-established brands, each offering different attributes that cater to this region’s ever changing and evolving marketplace,” said Jerome Briet, chief development officer, Middle East & Africa, Marriott International.

“This region continues to present us with opportunities to further grow and enhance our portfolio across new and established markets. While the majority of our growth will be through new-builds, we are seeing an increasing number of conversion opportunities, especially in the luxury space.”

Year-to-date, the company said it has opened five new properties in the region and is expected to add 14 more – bringing its portfolio across the Middle East and Africa to nearly 270 properties and over 60,000 rooms – by the end of the year.

The company said it is poised to expand its luxury footprint in the region by more than 70 percent by the end of 2023, with more than 25 luxury properties under development.

The growth of Marriott’s premium brands remains steady across the region with more than 30 hotels expected to be added to the portfolio by the end of 2023.

The company added that select-serve brands will continue their rapid growth trajectory across the Middle East and Africa with seven new properties opening by the end of this year.

Source:https://www.arabianbusiness.com/travel-hospitality/417326-marriott-says-to-add-3000-new-hotel-rooms-in-mideast-africa-in-2019