< Previous10 C EO M I D D L E E A S T FEBRUA RY 202 1 BUSINESS | TWITTER 021 HA S ALREAD Y PRO VED to be a defining year. While we may be doing well, the unfortu- nate truth is that most businesses have struggled. The rest have some big deci- sions ahead. In a world full of unknowns, connecting to what’s happening will be the only option. Brands that stay con- nected to the heartbeat and movements in culture will be the ones that emerge as winners. And it starts with being on digital platforms that are consistently adapting to the new norm. The world is changing fast. This year will be more im- portant than ever for brands to take on the challenge by demonstrating five key factors; agility, interactivity, relevance, efficiency and safety. Agility 2020 put businesses’ agility to the test and 2021 will be no different. As the world continues to change, brands must be agile and be able to quickly respond to rapidly evolving consumers in real time. We encourage brands to leverage Twitter’s strength as the world’s largest focus group by identifying trends as they take shape. Harnessing the power of data for in-the-moment insights around crises such as COVID-19 allows brands to shift their strategies and responses in real time. This enables businesses to report risks during the very early stages. Audience insights are also key to better understand when and how to communicate with stakehold- ers. Bespoke audience dashboards, for example, arm brands with insights rather than intuition. Data and audi- ence insights therefore give marketers 2 GETTING DOWN TO BUSINESS THE CONVERSATION AT ONE OF THE WORLD’S BIGGEST SOCIAL MEDIA IS ABOUT SOCIAL RESPONSIBILITY AND LEADERSHIP FROM THE TOP-DOWN. TWITTER IN 2021 IS ABOUT GIVING ITS USERS THE TOOLS TO DEMONSTRATE AGILITY AND BE RELEVANT. HARNESSING ITS POWERFUL POTENTIAL IS JUST ONE WAY MARKETERS CAN TAKE ON 2021, WRITES BENJAMIN AMPEN, MANAGING DIRECTOR, MENA, TWITTERFEBRUA RY 202 1 CEO MIDDLE E A ST 11 more confidence in the crucial decisions they make for their business. Interactivity People want more control over how they socialise digitally. They want a connec- tion to everything they’re excited about. Businesses therefore need to add a more human, and more connected touch to the way they communicate. They should seek moments that add a little sparkle and delight when people engage with their content. According to a recent Twitter study, a 10% increase in brand conversation could grow brand sales rev- enue by up to 3%. In order to maintain momentum in today’s market, market- ers need to focus on the right solutions to advertise new products or services, ensuring a reach of target audiences, while providing the necessary insights for optimization of ads. For example, Ford was aware that its Mustang fans love a good engine roar. @FordMiddleEast jumped on the new ‘voice Tweets’ feature to record the engine sound of the Mustang and share it with their fans on the platform. This Tweet demonstrated how a brand man- aged to add its own flair and personality to create a more human experience with its audiences. Relevance A year of lockdowns, curfews and other restrictions altered the way we connect, decreasing the number of touchpoints for human connection and turning up the volume of noise across digi- tal. Brands should build partnerships that adapt to what’s happening in the world. Whether it’s the Olympics or Expo 2020, content partnerships with premium publishers bring brands closer to their audiences. Last year, Mobily partnered with Millenium Arabia’s Saudi Gamer (@ SaudiGamer) to produce a series of episodes around Mobily Fight Club - a unique concept that provides fans with content centered around the fighting game Tekken 7. The four-week fight club consists of a weekly tournament featur- ing a match between two well-known amateur and professional gaming influ- encers residing in Saudi Arabia. Filmed in a virtual studio, the episodes include short lighthearted interviews with the players. The show allowed Mobily and Mindshare to connect with the brand’s audiences by leveraging Twitter’s grow- ing gaming conversation, which was over 1 billion Tweets in the first half of 2020. The first episode alone generated more than 928K views on Twitter. Efficiency Efficiency is as important as ever and advertisers are continuously seeking easier ways to meet their goals. When launching something new, marketers seek massive reach to generate the most valuable video impressions for their campaign. Whether brands have an objective to drive traffic to their website, or download a mobile app, direct response advertising gives brands more access to advertis- ing demand that may be more resilient through a downturn. Earlier last year, Twitter acquired CrossInstall to up our game on Performance Ads. This helps us identify opportunities across Twitter’s Ad Stack and create new systems and features to accelerate Mobile App Pro- motion. CrossInstall’s creative expertise also lets us provide optimized, rich crea- tive in programmatic buying. Safety Brands should advertise on platforms that commit to ensuring a safe en- vironment. First, the involvement of third-party brand safety measurement solutions is imperative. At Twitter, we’ve recently selected DoubleVerify (DV) and Integral Ad Science (IAS) to be our pre- ferred partners for providing independ- ent reporting on the context in which ads appear on the platform. Advertis- ers need solutions that will give them a better understanding of the content appearing adjacent to their ads, and this should help them make informed deci- sions to reach their goals. Second, it’s critical that digital platforms receive accreditation from the Media Ratings Council (MRC) in dem- onstrating transparency. At Twitter, we are undergoing the accreditation process across all four of MRC’s offered accredi- tation services: Viewability, Sophisticat- ed Invalid Traffic Filtration, Audience Measurement, and Brand Safety. Third, partnership with industry leaders is key. Twitter is a founding member of the Global Alliance for Responsible Media (GARM) and we’re working across our organisation with our advertising and agency partners and industry leadership. Continuing to part- ner with industry leaders to define and refine the work that is needed to keep platforms safe for advertisers is essen- tial. The conversation is far bigger than brand safety, it’s about social responsibil- ity and leadership from the top-down. “PEOPLE WANT MORE CONTROL OVER HOW THEY SOCIALISE DIGITALLY. BUSINESSES NEED TO ADD A MORE HUMAN, AND MORE CONNECTED TOUCH TO THE WAY THEY COMMUNICATE”12 C EO M I D D L E E A S T FEBRUA RY 202 1 BUSINESS | TIKTOK OW CAN A LEADER HARNESS TIKTOK FOR BUSINESS? TikTok for Business was cre- ated with aspiring business leaders in mind, knowing that they need access to an easy to use platform to create and manage their campaigns so they can quickly benefit from the wide reach of TikTok users to grow their businesses. In the current market landscape, we also understand that businesses are being faced with limited resources and advertising options, therefore brand building and marketing at scale can be challenging and costly; often with no real measurement of success. Our recently launched self-serve advertising platform should alleviate some of that pressure and give businesses the ability to efficiently engage new audiences through an extensive suite of creative tools, intelligent targeting and world class support. At TikTok, we’re all about inspir- ing creativity, bringing joy and building brands, and our product suite is a key part of this commitment. With six crea- tive formats to choose from – whether you want to raise awareness, launch a new product, increase engagement with your target audience or convert, there’s a solution regardless of your business objectives or budget. Businesses can take advantage of a range of tools that enable them to em- brace their creativity, get discovered by new audiences with intelligent perfor- mance targeting and adjust their spend at any time thanks to flexible budget options. That’s why we invite businesses to ‘make TikToks, not ads’. Is it better for SMEs or large corporations? TikTok For Business is the brand and platform that is home to all of our cur- rent and future marketing solutions for businesses and brands. We are commit- ted to supporting businesses of all sizes H TIKTOK FOR BUSINESS: WHAT YOU NEED TO KNOW SHANT OKNAYAN, TIKTOK’S GENERAL MANAGER OF GLOBAL BUSINESS (MENAT) TELLS CEO MIDDLE EAST HOW THE VIRAL VIDEO PLATFORM HOLDS HUGE POTENTIAL, POWER AND INFLUENCE FOR SOCIALLY SAVVY BUSINESSESFEBRUA RY 202 1 CEO MIDDLE E A ST 13 and giving businesses and brands the solutions to be creative storytellers and meaningfully engage with the TikTok community and grow their business. Who is the audience on TikTok? Our strong community of Gen Z and Millennials are incredibly engaged on the TikTok platform thanks to our full screen, sound on experience and authentic content which speaks volumes for them. What’s the regional audience breakdown or demographic? Is it very different to the global one? We have a thriving Arab community and it keeps getting stronger. Over the past few months we’ve witnessed a growing appetite for Arabic-first content, which is driven by TikTok’s Arab speaking community. Today, over 60,000 regis- tered businesses in MENAT are now taking advantage of the diverse offering the TikTok platform provides them with, unlocking new creative ways to engage with their audience. In addition, 80 percent of TikTok’s campaigns run in the region are in Arabic – this is due to the region being Arabic-first and most businesses in KSA, UAE and Egypt operating and communicating with their target audience in Arabic. How is ROI measured on TikTok? When it comes to measurement, TikTok for Business is built for performance and provides tangible results measurement to businesses. Regardless of the scale of the campaign our analytics and report- ing is robust and transparent, giving businesses full confidence on the impact of their campaigns; as well as providing them with the flexibility to optimise campaigns based on their business goals. Campaigns driven by short videos have continuously and consistently proven to be incredibly successful for businesses in reaching their objectives. For example, we saw many content creators unite to share their apprecia- tion for the country’s frontline heroes in response to the #ThankYouHeroes challenge, launched by the Dubai Health Authority (DHA). How can businesses see if they have the capabilities in-house to adopt TikTok? Making the most out of TikTok For Business has never been easier thanks to our easy-to-use self-serve advertising solutions platform and our team of local account managers and brand strategists who will help you navigate the platform and campaigns with ease to ensure it is a success. In addition, we also host bespoke virtual events and open days on our TikTok at Hive virtual platform – here we arm businesses with everything needed to tap into the creativity of the TikTok community, reach new audiences and optimise their marketing cam- paigns, taking them to new heights. What’s the best kind of content to be producing for this medium? TikTok’s immersive, short-form videos give businesses a platform to participate and engage with a community known for its creativity, ingenuity, and joy. For brands and businesses, this opens an entirely new window of opportunity to create content that speaks to people as it allows them the opportunity to flip traditional marketing on its head, and place their brand at the forefront of innovative storytelling and creative content to connect with today’s generation. The ‘sound on’ experience is particularly important, because unlike other platforms where sound is optional, sound is intrinsic to the TikTok experi- ence and it means users are less likely to ‘second screen’. To increase effectiveness and make their content work even harder and reach even more people, we encour- age brands and businesses to leverage our network of TikTok influencers. By including a personality who is popular on TikTok and one that resonates with your audience, businesses can create a sense of closeness and familiarity with their audience like never before. How does it differ from other platforms in terms of how my brand message should be presented? Your branded content on TikTok should tell your story/messaging in emotionally appealing ways – keeping it real and re- latable to your target audience. Making your content engaging and with a clear call to action ensures you get the best return from your audience. Too salesy and with no real depth to your content, and you risk not getting the outcome you desire. How can CEOs and leaders assimilate this new-ish platform into established and existing businesses? TikTok can easily be incorporated as part of your next 360 marketing campaign or as a standalone activity depending on your goals and business objectives. With TikTok, everyone has a chance to get their content to thousands of people around the world, opening more doors to businesses eager to tap into an infinite world of immense creativity and an audience that can’t be found on other platforms. “OUR STRONG COMMUNITY OF GEN Z AND MILLENNIALS ARE INCREDIBLY ENGAGED ON THE TIKTOK PLATFORM”14 C EO M I D D L E E A S T FEBRUA RY 202 1 BUSINESS | GENERATION Z HERE ARE VARIOUS WAYS IN WHICH Generation Z differs from Mil- lennials and the generations who have come before them, not least with regards to their attitudes in the workplace. Understanding Generation Z will give companies an edge. Genera- tion Z will be required to respond to new problems, opportunities and unknowns presented by the digital economy. Read on to discover six key ways Generation Z differs from other generations in the workplace and what to consider when recruiting them into an organization. 1. Challenged attention spans Owing to their high level of engagement on a vast array of digital platforms, research suggests Generation Z is grow- ing up with shorter attention spans. A study by Stanford University showed that heavy use of social media may have interfered with our brains’ ability to suc- cessfully multitask. The research found that higher media users were “more sus- ceptible to interference from irrelevant environmental stimuli.” Other schools of thought suggest that Generation Z is simply much more savvy with filtering content. With this in mind, employ- ers must consider what organizational measures to put in place to optimize workflow. Generation Z’s experience in filtering through high volumes of content means they are positioned to help their T THE FUTURE OF THE WORKFORCE IS HEADING TO YOUR OFFICE GENERATION Z IS THE DEMOGRAPHIC COHORT FOLLOWING THE MILLENNIALS, BORN BETWEEN 1996 AND 2015, AND THEY ARE PRESENT AND AMONG US. AADITYA TANGRI, CO-FOUNDER AND CEO OF KALEBR AMERICAS, SETS OUT WHAT WILL MAKE THIS GENERATION UNIQUE IN THE WORKPLACEFEBRUA RY 202 1 CEO MIDDLE E A ST 15 organisations evolve their approach to more effective marketing strategies to both internal and external stakeholders because they are easily distracted. 2. Second-nature digital literacy (and distraction) Another spin-off of Generation Z’s aptitude and experience with manag- ing multiple devices, digital platforms and information streams, is that this cohort has trained themselves to become professional digital multi-taskers. They can be listening to a podcast, reading an email, flicking through Instagram and rearranging their desktop in a separate window, all at the same time. While it may sound grand, multi-tasking doesn’t necessarily equate to focus, and a distracted workforce can have a nega- tive impact on a business. If employ- ees aren’t fully engaged, productivity and performance will suffer. There are many schools of thought regarding the attention span of younger generations. Significantly, findings from Prezi’s 2018 State of Attention report demonstrated that today’s workers are “definitely dis- tracted”, with “ninety-five percent of all business professionals surveyed say they multitask during meetings”. Catering to this more selective attention span is difficult, but not im- possible. Based on findings in the State of Attention report, success will hinge on developing content that features “a compelling narrative combined with stimulating visuals and dialogue”. The top two most important factors Generation Z expert Ryan Jenkins cites for Generation Z at work are “supportive leadership” and “positive relationships at work.” This also reflects the skills that must be taught to future proof the young for a world we don’t yet know. “For Generation Z, technology is a must, but it’s not enough. Serve up the technology they expect while delivering the human element they crave,” says Jenkins. 3. Made up of “early-starters” Studies have revealed that Generation Z values independence and efficiency, and the prediction is that more 16 to 18-year- olds will go straight into the workforce or educate themselves online, rather than seek out higher education if it isn’t necessary for their chosen career path or passion. While employers in mainstream industries have traditionally examined CVs and candidate applications for the citation of relevant university degrees, increasingly some of the most talented self-directed learners in creative fields of the digital economy, such as web devel- opers, hardware engineers and program- mers, will be entirely educated online. More early-starters in the workplace means a significant age gap within teams that will also comprise of baby boomers working beyond traditional retirement age. Generation Z will need to focus on developing skills so that they can work with older colleagues. Equally, older generations will need to adapt to ways of working, embrace new technologies and accept that they may be reporting to people from a younger generation. 4. More entrepreneurial Generation Z desires more independent work environments. Ac- cording to Generation Z marketing strat- egist Deep Patel, “the newly developing high tech and highly networked world has resulted in an entire generation thinking and acting more entrepreneurially.” In fact, global surveys have revealed that 72 percent of teens say they want to start a business someday. It is suggested that many of Generation Z’s identifying traits can be traced back to the recession in 2008, from their frugality, to their value of experiences, and increased likelihood to become entrepreneurs. 5. Prefer the gig economy Studies conducted by Deloitte in Aus- tralia suggested Generation Z were more agile and desired greater job movement than their predecessors. According to research, the “gig economy” (work that is contract-based or freelance) has become an attractive employment option for Generation Z, with 81 percent consider- ing working in a contract or freelance capacity, rather than going down the full-time job route. Smart businesses are looking strategically at all types of work arrangements in their plans for growth. 6. More impatient and with higher expectations This generation values information on-demand; and you can’t blame them. Generation Z was born into a world entwined with technology. Bank transac- tions and new friends can be made with the swipe of a screen, movies can be downloaded with the click of a button, and food ordered with the tap of a finger. For this reason, when things don’t hap- pen fast, members of Generation Z are likely to believe something is “wrong” and will grow impatient. How does this translate to the workplace? Generation Z is more likely to expect high functioning and seamless IT systems and fluid physi- cal work environments, in order to feel enabled, productive and satisfied. “THE TWO MOST IMPORTANT FACTORS FOR GENERATION Z AT WORK ARE “SUPPORTIVE LEADERSHIP” AND “POSITIVE RELATIONSHIPS”16 C EO M I D D L E E A S T FEBRUA RY 202 1 SPOTLIGHT | CAPGEMINI ow did the pandemic affect your clients’ requirements last year? It began with a lot of uncertainty for clients, vendors and governments. The priority was to ensure business resil- ience and continuity, so there was a high reliance on partners and vendors for uninterrupted service provision. At Capgemini, we not only provided clients a high level of service delivery flex- H LESSONS IN DIGITAL TRANSFORMATION BILEL GUEDHAMI, MANAGING DIRECTOR OF CAPGEMINI MIDDLE EAST, DISCUSSES TECH AND INNOVATION TRENDS TO WATCH IN 2021 FEBRUA RY 202 1 CEO MIDDLE E A ST 17 driving budgets to the front end to sus- tain business. This led to an acceleration in digital transformation, with a surge in cloud and data solutions. We also saw e- commerce increase significantly, driving more payments solutions in the region. What were some digital transforma- tion trends you noted? Data has been recognised as crucial for some time, but only recently with the development of cloud solutions – backed by improved computing power and AI – did it really begin to drive change at the business level. When sizeable amounts of data are uploaded and processed in the cloud, supported by AI algorithms, you get real business value and tangible intelligence from raw information. The 5G revolution goes beyond increased bandwidth and lower latency – large chunks of data can be collected from wide range of sources at any time and rapidly transported to the cloud for further processing. With confidential data moving outside traditional data centres, cybersecurity is more important than ever for clients to mitigate risk. What are the long-term benefits of Capgemini’s acquisition of Altran? Altran is a leading multinational in industry 4.0, digital, R&D, smart mobil- ity and 5G in the telco sectors. It’s a big complement to our portfolio. One of the key characteristics of Altran is the type of transformation it provides, which allows conversations with CXOs on the client side. While Capgemini has traditionally been more of an IT or CIO company, we can now deeper engage with our clients, leveraging our combined assets to drive transformation across the entire business cycle. How do you define innovation in the fourth industrial revolution? It’s about integrating various innova- tion streams and technologies to create value. The innovation in the telco sector with 5G is itself a big advantage, but its real value lies in using this tech to add value in other industries. The ability to transfer large amounts of data in real time and with high precision could be a game-changer in the healthcare, logis- tics and security sectors, for example. The convergence of 5G with real- time data capture and the possibilities of an intelligent AI layer built on top of that – that’s the biggest innovation. What human values are important to enable this process? Capgemini’s new purpose places the human factor at its centre. Humans not only generate positive change but are also recipients of it. As a company with over 50 years of tradition, our core values – honesty, boldness, freedom, trust, modesty, team spirit and fun – influence how we deal with our clients, society and colleagues. We’ve seen during the pandemic that those who were digitally excluded were the ones who suffered most. As technology providers we have an opportunity to help address this, plus it’s very important we ensure tech and innovation are helping solve bigger problems such as climate change. It all starts – and ends – with human beings. ibility but also helped them recognise the opportunities in this new normal. Our work provided options in resource mobilisation, as remote working became a standard for everyone. Highly impacted industries such as retail, hospitality and transporta- tion had to study and redefine business models. Our clients were adapting to this new normal while also maintaining resilient, cost-effective operations and “THOSE WHO WERE DIGITALLY EXCLUDED WERE THE ONES WHO SUFFERED THE MOST.”18 C EO M I D D L E E A S T FEBRUA RY 202 1 BUSINESS | SERCO HE FOCUS ON OUTSOURCING In a post Covid-19 era, service excellence in all sectors and putting end-users first to improve expe- riences will be front and centre for the UAE. More and more governments will turn to outsourcing in 2021 in the wake of the pandemic, to give more flexibility, T 2021: THE YEAR OF INNOVATION, DATA AND COLLABORATION PHIL MALEM, CEO OF SERCO MIDDLE EAST, SHARES HIS THOUGHTS AND PREDICTIONS FOR 2021 WHERE THE CUSTOMER EXPERIENCE WILL REMAIN AT THE HEART OF THE PUBLIC SERVICES INDUSTRY increase cost savings and to increase ef- ficiency, thus enabling governments and entities to focus on their main areas of specialism and the tasks at hand. This will be realised through frontline services, use of automation services (including robotics and AI) and behavioural insights which can enhance the customer experience. The outsourc- er will bring with them an outsider’s view and therefore a fresh perspective, along with years of experience and best practice. Whether it’s a passenger or a customer experience, specialists will look at this across a number of different industries. And for governments, choos- ing the right partner with the right fi- nancial, technical and operational track record is absolutely pivotal to success. Customer experience remains paramount After a year of turbulence, the cus- tomer experience has never been more important. A great customer experience breeds loyalty, as well as boosting hap- piness and a sense of positive wellbeing. And when it comes to public services, its effects cannot be underestimated. 2021 is the year of the much-anticipated Expo in Dubai, and therefore millions of visitors will be experiencing the UAE for the first time. There’s no margin for error, so everything within the customer journey, from the booking and plan- ning the trip, to the airports, to the transportation, local attractions and the event itself need to ensure the customer experience remains paramount. Whilst good customer experiences may not always be remembered, a bad one certainly will. So with such positive events happening next year, we will start to see an even greater focus on invest- ment in this area. Importance of understanding customer behaviour To create these excellent customer expe- riences, we need to understand customer behaviour first. What do people think of a service? Is it meeting their needs and surpassing expectation? Data plays a huge role here when it comes to provid- ing real-time information to analyse patterns about the customers’ wants and needs. This insight will play a huge role FEBRUA RY 202 1 CEO MIDDLE E A ST 19 when thinking about the UAE’s focus on tourism in 2021, as economies look to accelerate out of COVID. By analysing such data; customer-facing touch points - whether that’s an experience of shop- ping in a mall or using public transport to get to a destination - can be enhanced and transformed thus leaving a positive perception of that interaction, and them likely wanting to repeat the experience. Its effects in terms of creating a best in class destination for those who live, visit and work in the country should not be underestimated, and data is very much the enabler to understanding the customer experience. This is why we have been excited to see the success of our integrated, research, design and delivery offering, ExperienceLab, which in alignment with our business focus on managing people, data and assets, helps harness behav- ioural insights to transform a customer’s experience when they interact with a service or product. Indeed, the data we gathered is already helping clients understand what customers want through analysis of their behaviour. For example a survey via ExperienceLab showed that 80% of re- spondents ranked physical distancing as the first or second measure that makes them feel safe the most. When thinking of public services, ensuring health and safety is front of mind is of therefore of the utmost importance. The research also showed that access to information around safety measures and communi- cation about changes being made play a major role in restoring customers’ trust in using public transport services. Decision-makers representing public services can use this information to adapt and make changes to respond to these asks from the customer. As such, with so much flux in 2020, there will be a renewed emphasis on the power of data to really bring about a level of customer experience we have simply not seen before, and the UAE has the opportunity to be the authors of this. Technology: the driving force behind healthcare in 2021 Extending from data, technology, of course, will continue to play a vital role in driving innovation in 2021. There’s no doubt that the healthcare industry has been the lifeblood of economies in 2020, and therefore investing in and creat- ing a sustainable infrastructure will run through to 2021. Technology continues to play a key role here not only in terms of innovations in medical care when it comes to diagnosis and treatment, but also in terms of managing people, ensur- ing that the most critical patients are seen to first. This again extends to the whole patient journey, so technology can play a role in ensuring the patient is given the best possible experience, from the moment of entering to the moment of being discharged. The impact this patient centric approach has is phenom- enal, even helping aid recovery through this positive journey. What we’ve seen in 2020 also when connected to healthcare is the need to ensure critical speed of response. Having teams that are mobile, adept, and quick to respond will continue to be important as we move to 2021; there is no margin for delay or error here. Indeed, our work on the frontline this year supporting governments in the UAE and across the globe to stem the spread of the pandemic has seen us act decisively to ensure the continuation of the vital public services we are privileged to deliver. On a Dubai level we were honoured to work with the government to establish a 3,000-bed field hospital at the Dubai World Trade Centre, as well as develop numerous other health solutions for our customers in the battle against Coronavirus. Ultimately, in 2021 innovation in the healthcare sector underpinned by technology will be vital. A localised workforce, with international expertise Investing in the leaders of tomorrow will be a big priority as well, with Nationali- sation continuing to be a priority across UAE and KSA. What will be important in our role as leaders in the private sector, is how we can support this, by creating a localised workforce, but with international expertise. By investing in training that has an international flavour, we are not only enhancing the skill-sets of our workforce, but helping to create global citizens, that have the skills we need from leaders of tomorrow. Given it will be the UAE’s 50th National Day in 2021, we are excited to support the country on its journey, and our ambition into 2021 remains resolute: we are committed to creating a nation- alised workforce, and we look forward to building our Graduate Programme even further in 2021 and taking on new cohorts within our other national ap- prenticeship and intern programmes such as Al Fursati and Qudrati. As well as this, another focus for us is the importance of diversity and inclusion within the workforce. As we move into 2021, ensuring we have a talented, well-rounded workforce that provides the opportunity to grow and succeed for those who share our values and have the passion and determination to make a difference every day will be something we will always celebrate. “TECHNOLOGY, OF COURSE, WILL CONTINUE TO PLAY A VITAL ROLE IN DRIVING INNOVATION IN 2021”Next >