Ohan Balian 2016 Reference Guide for Public Private Partnerships in Abu Dhabi. Policy Brief, Issue...

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Policy Brief

Reference Guide for PublicPrivate Partnerships in Abu Dhabi

January 2016Issue 03-18122015


2/16

Reference Guide for Public Private Partnerships in Abu Dhabi

January 20162

Policy Brief

ContentsContext and importance of the problem 3

Critique of policy options 5

Policy recommendations 6 Appendix “Value for money” as a conceptto assess P3 feasibility 7

Case studies 7

Cover image: IHS/Shutterstock/Mezzotint


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Ralf Wiegert

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Matthias Herles


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+49 (0)174 1946560

Abu Dhabi Chamber of Commerce & Industry,

P.O. Box 662, Abu Dhabi, U.A.E.

Ohan S Balian, Ph.D.

Chief Economist – Abu Dhabi Chamber

of Commerce & Industry

[email protected]


+971 2 617 7470


3/16© 2016 Abu Dhabi Chamber of Commerce & Industry 3

Executive summary At rst glance, public-private partnerships (P3s) are

a smart way for governments to hit several birds

with one stone: support innovative technologies and

increase efciency, foster the private-sector role

and overcome market entry barriers, and nally—

and by no means least of all—help governments to

overcome scal constraints. Having been conceived

in its modern form several decades ago, P3s have

therefore attracted attention from Middle Eastern

governments in recent years. The recent past

signals that they are not as straightforward to

implement as many had hoped. In fact, P3s are

not particularly good at saving scal expenses, but

can potentially play a role in promoting the private

sector. This can be especially true in the context of

the resource-rich Middle Eastern economies with a

dominant public sector that has latent antagonism

toward the private sector over level playing elds

and market entry barriers. A set of key rules,

which are explained in the policy brief, is critically

important for successful P3s, though. These

include a strong legal framework, pragmatism,

and exibility on both sides and the critical and

honest assessment of the economic and nancial

feasibility of a P3 format relative to other formats

and ownership structures.

Context and importance of theproblemP3s have attracted particular attention as a policy

tool in Abu Dhabi recently. They are regarded

as potent instruments to nurture private-sector

participation and overcome potential nancing

shortages. However, to forestall potential policyfailure, it is important to take key rules about the

implementation and execution of P3s into account.

This policy brief explains the historical and regional

context and the key rules to follow for a successful

P3 project.

P3s as vehicles for large-scale projects tend to have

their own business cycles. There have been recent

“boom” times, but also times of “stagnation” or even

“recession.” Likewise, proponents of the idea have

sometimes been overoptimistic, while skeptics

dismissed the idea as too complex or even as a

waste of public resources for private gain.

The concept has been particularly attractive for

governments that have sought additional resourcesto develop large-scale projects with long lead times

or long amortization periods. Often, the concept has

also been thought of as a tool to nurture private-

sector activities in areas public-sector players

usually dominated.

At least three factors have contributed to the rise of

P3s for public infrastructure and facilities, especially

since the 1980s, as alternatives for project delivery

and nance:

• Liberalization and privatization of public services

with the ostensible goal of increasing efciency

Partnerships or joint ventures between governmentsin the Abu Dhabi and private sector companies havea long history


4/16


January 20164

Policy Brief

in asset management and service delivery by

applying market mechanisms;

• The lack of up-front public funding for capital

construction and renovation; and

• Demand by pension funds and other nancial

management companies for long-term, income-

generating investments.

For the Middle East region and Abu Dhabi,

the concept of P3s is relatively new. However,

partnerships or joint ventures between governments

in the Middle East and private-sector companies have

a long history with regard to oil and gas production; in

fact, the emergence of the industry in the countries of

the Gulf Cooperation Council (GCC) was founded on

a partnership between governments and the private

sector. Outside oil and gas, though, the complex

legal framework, which is needed for P3s, combined

with prevailing budget surpluses did not entice

policymakers to more openly embrace P3s.

The desire to diversify economies away from

natural resources has changed the situation. Closer

cooperation between the public and the private

sector has been driven by two key motivating factors.

First, P3s can introduce products, processes,

technologies, and innovation through private-sector

participation, which the public sector alone wouldnot be capable of introducing and administering.

Second, P3s can be a smart approach to overcome

antagonism between potential competitors from the

public sector on the one hand and the private sector

on the other. With that, P3s can support not only

private-sector participation in the economy, but also

help to diversify the economy.

Moreover, with hydrocarbon revenues dwindling,

GCC governments have been incentivized to look for

alternative ways to nance projects and share risks.

Their interest has accelerated legislation processes

in several countries, such as Kuwait, Qatar, Oman,

and the emirate of Dubai, to either upgrade existing

rules or devise legal systems to govern P3s.

Agencies to administer P3s have been created.

The government usually identies and denes

requirements for infrastructure, while the private

sector’s role focuses on turning ideas and plans into

reality. This has been the case for centuries. In that

broadest sense, nearly all government infrastructure

and facilities construction projects could be labelled

as P3s. P3s in a modern sense, though, expand theprivate sector’s role beyond the mere execution of

a project. P3s tilt the balance in terms of ownership,

risk-taking, and nancing toward the private sector.

A narrower and more practicable denition of P3s

(according to the World Bank) is the following:

“A long term contractual arrangement between a

public entity or authority and a private entity for

providing a public asset or service in which the

private party bears signicant risk and management

responsibility.”

P3s can be controversial in that they may involve

private-sector provision of services considered by

some to be public goods. In other words, citizens

are often outraged that goods or services, whose

provision is regarded as (nearly) universally

available, are provided by private-sector players,

with prices based on prot maximization rather than

the ability to pay or the needs of the consumersusing those goods or services.

Many of these issues can be overcome, however,

by developing P3s that align the objectives of

the public sector, private owners and operators,

stakeholders, and nanciers. This alignment

involves implementing the right P3 procurement,

contract, project delivery, funding, and nance

strategies to t the requirements of a given project.

Desire to diversify economies away from naturalresources



Critique of policy optionsSimply, P3s facilitate a more efcient way to plan,

nance, and execute projects in some areas,

especially in the infrastructure segment, where the

government lacks the ability to pick the most efcient

technology and to carry out the project at least cost,

as well as the ability or willingness to take all risk on

its shoulders. P3s thus offer an important tool for

Abu Dhabi’s public agencies and authorities charged

with delivering public assets and services.

A 2008 US Government Accountability Ofce

study outlined in detail the various advantages

and detractors or trade-offs of employing P3s for

infrastructure investment. From the private sector’s

perspective, P3s can generate long-term, stable,

and potentially high returns on investment.

From the public sector’s perspective, key advantages

and trade-offs are highlighted in Table 1.

A good P3 program will align the private entity’s

market-driven goals and objectives to maximize

the advantages and minimize trade-offs towards

the public goals and objectives. The public goals

and objectives of a given project or service will

vary. Fortunately, there is a wide range of P3

types that varies based on the amount of rights,

risks, and responsibilities transferred to the private

partner. Table 2 illustrates this range of methods in

approximate increasing order of scope transferred

to the private entity.

Several key elements must be considered in

structuring the optimal P3 for a given project:

•Integration: Generally speaking, integratingmore tasks in a P3 provides the private entity with

nancial incentives for life-cycle-cost minimization.

The public-sector yields greater control over the

asset or service to achieve these savings.

• Finance and funding sources: More private

participation in nance and the securing of

funding more directly from users (e.g., tolls

and user fees) inject greater market discipline

in investment decision-making and operating

efciencies.

• Risk: There are numerous risks in the

development and operation of a public asset

or service*4. Many are more easily controlled

by either the public or private party. For some

risks, such as various types of risk related to

commercial performance, control will be less

clear or fragmented and should be factored into

the optimal P3 structure.

Table 1

Advantages Trade-offs and related chal lenge for policymakers

A source of up-front nance for new construction or monetizat ion of

existing assets to nance improvements

Potentially higher costs and price charges to government, users, and

the public depending on market conditions and contract design—

Transfer of various types of risks whose costs can be better managed

by the private sector

Loss of public control over an asset or service for a period of time—

establish legal system that governs

Injecting a more entrepreneurial spirit, such as openness for new

technologies and innovation, in project and life-cycle management

Transfers of risks whose nature is unclear at the point of decision-

making—nding the right balance for sharing risks and rewards from

changing circumstances, market conditions, and technologies.

Improving asset efciency and investment decision-making by

introducing market mechanisms (e.g., introducing pricing)

Potential abuse of market power, equity, and coordination of public and

private objectives—establish rules to ensure quality of service

Sources: IHS and US Government Accountability Ofce (GAO), 2008; the latter’s report on highway P3s offers a detailed assessment of the benets and trade-offs:http://www.gao.gov/asset s/280/272041.pdf © 2016 IHS

Controversies on P3s need to be addressed head-

on and in a smart way


6/16


January 20166

Policy Brief

Policy recommendationsThe following ve general policy recommendations

can be distilled:

• P3 should be part of Abu Dhabi’s development

toolbox.

•P3s serve project success as to better execute,save costs, and share risks with private-sector

players, but not under all circumstances.

• P3s should not be used with the (sole) purpose of

nding alternative funding for projects initiated by

the government.

• P3s should also not be used for the (sole)

purpose of nurturing private-sector activities and

entrepreneurship.

• Successful P3s require a careful and politically

smart selection of suitable projects, “buy-in,” and

“ownership” of the project on behalf of key public-

and private-sector stakeholders.

The rst steps toward a successful P3

framework include creating the authority for P3s

and developing internal expertise to identify

opportunities and tender, negotiate, and manage

the projects. From a more practical perspective,

the Brookings Institution has analyzed nine factors

leading to successful P3 programs*5:

• Create a strong legal framework at the state (or

appropriate national or metropolitan) level

• Prioritize projects based on quantiable public goals

• Pick politically smart projects

• Understand what the private sector needs

• Find the right revenue stream

• Create a clear and transparent process

• Build an empowered team (i.e., with the skills

and expertise to competently procure and

administer P3s)

Table 2P3 method Financing Funding Features and variants

Operations & Maintenance (O&M) Government Fixed fee • Can have performance payments and

bonuses

Design-Build (DB) Government Fixed fee • Shifts design & construction risk

• Design-build with warranty shifts risks into

operations phase

• Construction Manager at Risk is a variant

between DB and traditional procurement

Design-Build-Operate-Maintain

(DBOM)

Government Typically, availability and/or

performance payments

• Shifts operating risks to support life-cycle

cost management

• Other variants: Build-Operate-Transfer

(BOT) and Build-Transfer-Operate (BTO)

• Can shift some commercial risk by tying

funding to user fees

Design-Build-Finance-Operate-

Maintain (DBFOM)

Public, Private, or Mixed User fees (direct or subsidized),

availability, and/ or performance

payments

• User-fee and demand-based subsidies (e.g.,

“shadow tolls”) shift some or all commercial

risk

• Design-Build-Finance (DBF) is a variant

shifting nance risk but not long-term O&M

Concession/ Long-Term Lease Private User fees (typically direct) • Private partner essentially assumes

temporary ownership of the asset

• User-fee remuneration shifts signicantcommercial risks to the private sector

Sources: US Department of Transportation*1, US Transportation Research Board*2, Barchan Foundation*3 © 2016 IHS

What happens if…? is an important question to ask



• Actively engage with stakeholders

• Monitor and learn from the partnership

Not all policy recommendations that apply to

modern Western economies apply in the same

way to resource-rich Middle Eastern economies.

Circumstances, the role of the public sector, and

the relationship between the public and the private

sector are certainly different in several aspects.

Therefore, and since governments in GCC countries,

and Abu Dhabi in particular, are looking for ways topromote private-sector activity, P3s offer a viable

way to accomplish that in the special circumstances

of the region. Still, promoting private-sector activity

cannot be the sole purpose; P3s should also be

nancially and economically more attractive than

other options. A critical and honest assessment

of the P3 option relative to other options should

therefore be part of the decision-making process.

Appendix

“Value for money” as a conceptto assess P3 feasibility At the P3 project level, Value for Money (VfM) is a

key concept and analytical framework. Her Majesty’s

Treasury (HMT) has rigorously employed this concept

and analytical tool as part of the United Kingdom’s

extensive Private Finance Initiative (PFI). HMT

denes VfM as “the optimum combination of whole-

of-life costs and quality (or tness for purpose) of the

good or service to meet the user’s requirement.” VfMis generally calculated by the sponsoring agency (or

specialized P3 unit) by estimating the whole-life costs

of a project under a P3 method and comparing these

with estimates for the public sector (referred to as

the “Public Sector Comparator,” or PSC). A project

estimated to offer savings over the PSC suggests a

potentially viable P3*6.

Case studiesSuccessful large-scale P3 projects in the GCC

and the broader Middle East region are relatively

rare. One landmark project has been the Prince

Mohammad bin Abdulaziz International Airport in

Medina, Saudi Arabia. A Turkish-Saudi consortium

carried out the project on time (by June 2015) and

within budget constraints.

Other projects, such as the Mafraq Ghuweifat

Highway in Abu Dhabi or the Abu Dhabi AirportMideld Terminal Complex, were originally conceived

on a P3 basis, but were turned later into a more

traditional form related to engineering, procurement,

and construction (EPC) contracts, which usually

focus on the construction phase of the project and

do not include long-term services and operational

costs covering the entire life cycle of a project.

There are numerous examples of P3s throughout

the world that have efciently delivered high-

quality projects, with numerous public benets and

reasonable returns to private investors.

Virginia Interstate 495 expresslanesOne example, which worked particularly well, was

the building of express lanes in the US state of

Virginia on the Washington, DC, beltway’s 14-mile

stretch between the I-95 interchange and the Dulles

access/toll road.

Alleviating trafc along this corridor in the traditional

manner by building new lanes would have been

expensive, politically toxic, and require the state to

relocate at least 350 private residences. After nearly

20 years of intermittent planning work, the Virginia

Department of Transportation (VDOT) received an

unsolicited proposal to create special dynamically

tolled lanes along the highway from Fluor Daniel, a

large private-sector construction rm.

The proposed high-occupancy/toll (HOT)

lanes would incorporate both new monitoring

technologies and advanced price-setting algorithms

‘Value for money’ as a concept to decide on whether

to use P3 or not


8/16


January 20168

Policy Brief

that maximize trafc ow and revenue, while

reducing congestion. Tolls would vary depending

on real-time congestion conditions (i.e., drivers pay

higher tolls when the road is heavily congested, and

vice versa). Furthermore, they would not require

the expansion of the existing highway as the lanes

would be added to the center median.

VDOT maintains a dedicated internal P3 unit, the

Ofce of Transportation Public-Private Partnerships

(OTP3). Under the guidance of OTP3, Virginiawas able to develop a P3 with Fluor to launch the

managed-lane project in November 2012.

In this case, VDOT used its robust P3 process to

shift the planning and design risk of developing a

complex and creative trafc project to the private

sector, while gaining the ability to use a trafc

management model that was beyond its internal

expertise and technical capacity. Early on, revenue

from the HOT lanes has not met projections, but

because of the P3 structure, the state gained a

technologically advanced system that delivered a

50% increase in capacity along the corridor without

bearing the demand risk for revenue shortfalls.

(Content adapted from The Brookings Institution

publication “Private Capital, Public Good” edited by

Patrick Sabol and Robert Puentes, December 2014.

The pdf le can be found here: http://www.brookings.

edu/research/reports2/2014/12/17-infrastructure-

public-private-partnerships-sabol-puentes)

Sources consulted orrecommended•

*1 The US Department of Transportation’s Ofce

of Innovative Program Delivery has outlined the

various task combinations, which are generally

applicable to all types of P3 projects

(https://www.fhwa.dot.gov/ipd/p3/dened/)

•*2 The Transportation Research Board (TRB) of the

US National Academies has published detailed

analysis on the various types of P3s, and the rights,

responsibilities, and risks therein: http://onlinepubs.

trb.org/onlinepubs/nchrp/nchrp_syn_391.pdf

•*3 Researchers at MIT developed a two-

dimensional tool for conceptualizing the relative

degrees of public versus private responsibilities

integration and sources of nance and funding,

respectively. Summaries of this research and

international case studies can be found here:

http://www.barchanfoundation.com/

•*4 Infrastructure Australia provides a detailed guide

on the types of risk in infrastructure P3s http: //

infrastructureaustralia.gov.au/policy-publications/

public-private-partnerships/national-ppp-policy-guidelines.aspx

•*5 The Brookings Institution publication “Private

Capital, Public Good” outlines best practices,

and can be found here: http://www.brookings.

edu/research/reports2/2014/12/17-infrastructure-

public-private-partnerships-sabol-puentes

•*6 Her Majesty’s Treasury publishes guidance

for evaluating P3s and calculating VfM, such

as: (https://www.gov.uk/government/uploads/

system/uploads/attachment_data/le/252858/

vfm_assessmentguidance061006opt.pdf)


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ارا سأ لا ت ك روت أرى

اوت

-ارق

طرق

و

واص

ام

اطن

ن

ر أن ك اروت أ ظ أو اطر ادد

دا دو ق د إ د تو

دا زر ا (EPC) واءات وارت

ادى

دة

ادت

ل

و

اروع

اء

ر

واف ا ا ط دورة ة اروع ل.

ك ار ن ا ارا ن اطن ام

ك ارا ا ت ءة واص أء ام

ا

ن

ار

ق

دة

روت

م

ن

ا وادات او ارن ن اطع اص.

express 495" شروع احرات اسرة

جرف يف "lanes

ر

و

را

ارات

ء

ن

ا

ا

أد

د يراد قرط وو ا نطاو را

ورط ن روع I-95 interchangeوطرق 14

داس أو طرق اور روم داس.

ن

دا

رط

اطرق

ذا

ارور

زأ

ن

اخف

ا ر ط ا

ب

ود

را أ

ن

ددة

ات ر

ء

خل

350 ن ل ل نأ وا ن بطو

ت

طا

اخطط

أل

ن

ر

20 ود

.خ

ات ر

شء

طب

ق

دون

ر

ر

ال

ارة دإ

ارض

ذا

م و

اطرق

طول

روم

روض

خ

اخص. عط تا ء شإ رش و "ور دال" رش ن

(HOT)ارب

ددة

ارات

رات

د

ووف

دا

واورت

دا

ارا

ت

ن

را

دد ار ا زد ن ادق اروري وادات

"ا ل ال" ر و دد ادام ارات

ادا مد وأ صاو ما نطا ن


11/16

في بوظبي

و خاص

بن قطاعن ام

شر كات

رجي

دل

2016 ين ي

مخص لسي سة

6

وت اسسة

:ا ا ا ا تو زرا ن

ب أن ون ارا ن اطن ام واص زءا•

.طور

ا

ظوأ

أدوات

و

ن

اخص ح• و ما نطا ن تارشا ب

رشو

اف

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ال

اذ

خل

ن

اشروع

ك ذ

أن

غر

اخص

اطع

ن

ا

ار

اخطر

.روف ظا

دث

ب أ م ادام ارات ن اطن ام واص•

ا تور د دراو دإ (دوأ) رض

.وا د

اخص• و ما نطا ن تا رشا مدخ أ أ ب

اخص وق ردة ال. عطا طشأ مد (دوأ ) رض

اخص أن م• و ما نطا ن ا تا رشا بط

ا ن ذ رطو ادا تورشا رخا

اشروع ن أب ""و "ءا رش" إ ب ا

اخص. و ما نطا ن نئرا ا

اطوات او و و إطر ل رات ن

اطن ام واص ل دد ا ا ك

ورض

ارص

دد

ادا

ارات

وطور

ارات

أر

ظور

ون

.رادإو

واوض

اروت

و إ يدؤ لاو زور ؤ ت

را رات ن اطن ام واص*5:

•وا ىو مر و ل رطإ و

(دا ىو وأ طوا ىوا وأ)

•

ا

ا

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دد

•ا ا ن ذا تورا دد

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إد ادر ا رادا•

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• ا تاراو تار يأ) ء رق د

وإدار ءة) ن ء رات اطن ام واص

•ا بأ ا را

• ةداو ارا ار

اجدول 2واص

ام

اطن

ن

ارا

رطواا

وارااوارد

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(O&M) او تاوا مور•اد زاوو ت ك نو نأ ن

(DB) ل طر ام وا•روم اوام-اء

•ا ر إ رطا ل ن ءاو ما

•رط

ن

ر

و

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ض را

اءات

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د

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دورة

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إدارة

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ض

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اطع اص اطع ام

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(دُ وأ (رة روم ادم

غ ن اور و/أو ن اداء

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ال

طول

ار

/اازل

اطع

(ر

ل

د

)ادم

روم

• ؤا أ لش صخا عطا ن كرشا ضر

•خا عطا إ ر رطخ ل مدخا مور ضو

IHS ر

ظو

2016 م

وار

طا

وق

©3*

رن

ؤ

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وث

س

1*

را

ال

وزارة

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رط ب م لاؤ ؟...اذإ ثد اذ


12/16ظبي

وصنا بي

تجارة

فرغل

ظوح

©5حوق لطبع و لنشر لام 2016

اسسة

خرات

م

ل ارات ن اطن ام واص ط ن

وو ادام طر أر ءة طط اروت

ا ا عط و وذ ض ات

ءة

ار

ا

ار

ادرة

وا

د

ث

د ادرة أو ار ل ل عورا ذو

ن ارات ن اطن

م اطر . ون

ظوأ ا تاو توا رو صاو ما

.ا

وادت

اول

ور

ن

وؤا

را وا ء ب ن ةرد ارد ت

م 2008زات واوب اددة

أو اوئ ا ن وظف ارات ن اطن ام

اطع

ظور

ن

.ا

ا

ل

ر

واص

ن رات ن اطن ام واص أن اص

ل أن ون ذه ادات ُ و ورة دات طو ال

ر ار.

را

واوب

ازات

ون

ام

اطع

ظور

ن

.1

دول

وا وا

اوق لو دا صخا و ما نطا ن تا رشا جر

زدة اخص عط ا ن ارغأ و قوا فا د أ ن

.ارغأ و ما عطا فا د ا بوا لو ات زا

دخ وأ عورش ةددا ا ضارغا و فا د ا فخ فو

ات رشا عاوأ ن ةر و ك اظ نو .

اوق ء فخ ا صخا و ما نطا ن

اخص. عطا ن كرشا إ وا وؤاو اخطر و

اخد ر رب قرطا و و 2 دول

اخص. عط ا نا إ لوا قطا لو دا ز ر

ار

ء

ان

و

ب

ر

ر

دة

ك

:ن

روع

ال

ل

واص

ام

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ن

•ارا ما ن را د ل اكل: ل م

طع

ا

ان

زود

واص

ام

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ن

ل ف دورة اة. ورض زاو صا

ا ن اطرة ال أو اد ق ز ما عطا

ذه ادرات.

اول واوارد اة: ر اطع اص ل•

ن

ر

ل

ا

اوارد

ون

اول

أر

( ل ال: اف وروم ادم) ادن

را تارارا ذ ق قوا طا مد

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واءات

اجدول 1

اوب وادت ذات ا ا وا اازات

دل

ة ر

أول

إ

ا

اول

ول

أو

اددة

ءات

م

ُ

ا

ول

در

دف ول ات

اوق

ظروف

او

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ورض

أ

ف

وود

ا

— وم اد

— و ظم ون م اول أواع ن اطر ا ن إدارة ل أل ن ل اطع اص ز ةر تدا وأ لوا دأ ا ةرطا ناد

اح

:ال

ل

اة

دورة

وإدارة

اروت

إدارة

اردة

روح

زز

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ام

اوازن

إد

— ارار

اذ

ط

د

ر

ط

ون

ا

اطر

ول

واووت. وظروف اوق ر اطر وازات ر اظروف

و تآ رو ل ن را تارارا ذاو ن ءة اول

( ل ال: ور آ دد ار)

واق ن أداف اطن ام واص — ا قوو ا إءة ال وة اوق

و واد ن ودة ادت

:واوب

ازات

ن

اطرق

ل

واص

ام

اطن

ن

ارات

ن

را

وا

ء

ب

ن

ادر

ارر

ودم

2008 را

وا

ء

وب

IHS ر

اص

ءا

ب

:ادر

IHS ر ظو 2016 م راو طا قو © http://www.gao.gov/assets/280/272041.pdf

ب أو ادل ادار ن ارات ن اطن ام

ذ رط صاو


13/16

في بوظبي

و خاص


شر كات

رجي

دل

2016 ين ي

مخص لسي سة

4

ون رأس ال• م ا ا ا دراوا ص

و

إو

ة ر ن ب• ر ا لا وط تارا بطا

.ا ةرادا تر ن رو تا قد

ةدد صاو ما نطا ن تارا ةر د

ذك

ن

ورم

.ظوأو

اوط

ارق

ط

را

اروت

أو

ارات

ن

وط

ر

ك

ن

صا عطا ترو طوا قرا توا ن

ا روظ ن ل إج اط واز. وا ار

ارا

أس

أ

ا

اون

س

دول

ن اوت واطع اص. ورج طق ل اط

ا و ا و ل م واز

وذك ظرا ق رات ن اطن ام واص

ارات

ك

اطوب

اد

وا

ال

طر

.ازا بوطا ضا ن

طا درا وا ن ا دت ا و غرا ت

زا ءا ر و نئ ر ن ك .فوا ر

ان نذ لو اخص. أ و ما نطا ن قوا نوا

ن اخص أ و ما نطا ن تا ر ش ا ن أ ل

رش ل ارات ن خ و وت وت ور ت

ن ه أ د و ما عطا رود نو ن ا خص ا عطا

ن تا ر ش ا نأ ل ر خ ا لا .رد و د

ب ذ ل نأ اخص ن و ما نطا

ن

ام

اطع

ن

ان

ان

ن

ئا

و خ ا

ات ر ش ا ن كذ و .رخ ن ب آ خص ا عطا ن و ب

رش ط س م د ن اخص أ و ما نطا ن

د. ا و أ نو د ا صخ ا عطا

و اض دات ادروروت إ إ ذك

ن

ث

ا

اون

س

دول

وت

زت

ول اروت ور اطر. ون د قرط

ر ن ارت ادد ن ادان ما اذ

ل

ن

واء

د

وإرة

ون

وطر

اوت

ل

ارات

م

و

ظم

و

أو

ا

اواد

دث

در

ا

اوت

إء

م

.واص

ام

اطن

ن

ارات ن اطن ام واص.

ا

طت

ارف

وؤ

وا

و

د

ول

اص

اطع

دور

رز

ددو

ا

ار واطط إ وا .ون ذا و او اد رون.

ق روت ُط ن أن وذا ا ال

رات

أ

- ر

-واراق

وا

ا

ا

إء

ارات

ن

ذك

إ

إ

.واص

ام

اطن

ن

ن اطن ام واص ادث و ادور

اوط طع اص إ أر ن رد ذ اروع.

ر صاو ما نطا ن تارا ل

.واول

اطر

ول

ق

اص

اطع

و رف دد وأر رات ن اطن

:(ودا ك و) ام واص

ون

أو

ن

ن

ال

طول

دي

رب

و

"

ور أل أو د ل اطع اص ص

ؤو رة ن اطر وادارة."

واص

ام

اطن

ن

ارات

ون

أن

ن

اطن

ن

ار

دت

دم

ن

د

أ

ام واص رى اض أ . آر

او تدا مد ن با نطاوا ب

ر ؤت ( ر) تدو ور ا

رأ

ون

ث

واص

ام

اطن

ن

أس زدرة ارح د ن ادرة اد أو ات

ان اذن دون ك ا أو ادت.

ات

ك

ن

ار

اب

ن

ذك

و

واص

ام

اطن

ن

ارات

طور

ل

ن

ك ُ او ا ل اوق ن أداف اطع ام

ا بأو ن ان طع اص ُ او

ا تارا ذ قوا اذ نو .نواو

واول

ا

واوارد

اروع

وم

واد

راء

ا م طت اروع ادد.

طا دراوا ن ا تدا و را


14/16


15/16

في بوظبي

و خاص


شر كات

رجي

دل

2016 ين ي

مخص لسي سة

2

حوات

3 أو ا ق

5 ا تار م

6 ا

وت

"ا ل ال" ره و م ق7 دوى ارات ن اطن ام واص

7 تارد

IHS ؤ

:اف

ورة


www.linkedin.com/company/abu-dhabi-chamber

ContactsIHS Global GmbH,

Bleichstrasse 1, 60313 Frankfurt, Germany

Ralf Wiegert


[email protected]

+49 (0)69 20973 320

+49 (0)151 42628 143

Matthias Herles


[email protected]+49 (0)69 20973 218

+49 (0)174 1946560

Abu Dhabi Chamber of Commerce & Industry,

P.O. Box 662, Abu Dhabi, U.A.E.

Ohan S Balian, Ph.D.

Chief Economist – Abu Dhabi Chamber

of Commerce & Industry

[email protected]


+971 2 617 7470

www.ihs.com :IHS سس م نع ةذ

(ور وورك: (IHSاؤ ارادة ور اوت IHS

را لا ل ا ةرؤا تا تاو وارؤى

اوت ا .د اؤت ار واوت أر ن 165

ا

ا

وات

ال

اوى

ام

ول

ود

دم اذ رارات IHS ؤ رو ا را مدا قرطو

ؤ

أن

ذر

ُ

.او

را

ارات

وو

ؤرة

وأت إدى ارت IHSرت ال اري ذ م 1959

.2005 م

وورك

رو

اداول

ر ر راو مادا وا ق IHS ؤ لاوو

را

ادة

وت

وورادو

و

إود

د

را

وظف ار رب ن 9000ص 31 دو ول ام. و

اسؤوة خإو رشا بطا قوح رطخإ

ظ أ و ةر ر 2016 © وق ار

و

ي

أو

ل

أي

رإ

أو

زو

أو

اور

ذا

ن

زء

خ

وز

ظو

اوق

دون

ا

أو

ورا

اول

ن

ذك

ر

أو

ال

أو

وا

ا

أو

اخ

ذك

دا ات ارة اُدر ن ادات ق ن ار

ط نذإ لوا

ر ار اوح وب ون وق اط وار.

:إ

رل

ر

ر

اب

ر

اول

طت

دم

ا زو ر ق

ظ أ و ةر ر را ا

ص.ب: 662 رع اورش

ف: 6214000 2 971+

+971 2 6215867 :س

[email protected] :ورا درا

(اد- اس) - 3:00م 8:00ص

ادة

را

ارات

ط


16/16

مخص لسي سة

دل رج شر كات

بظوب ف

و خاص

بن قطان ام

www.ihs.com بااون ع

2016

ار


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