< Previous10CEO MIDDLE EAST MARCH 2023 ne of the most seasoned figures in the global ceramics industry, Abdallah Mas- saad has been leading RAK Ceram- ics and its various subsidiaries on a remarkable growth journey, thanks to his exceptional strategic vision and thorough understanding of regional and international markets gained from over 25 years of experience in industrial manufacturing and ceramics. In conversation withAbdallah Massaad, Group CEO of RAK Ceramics DRIVING GROWTH, DELIVERING VALUE Leadership. Digital transformation and sustainability remain at the heart of RAK Ceramics’ expansionary efforts, Massaad says SPOTLIGHT Today, RAK Ceramics is one of the largest ceramic brands in the world, with 23 state-of-the-art production plants across the UAE, India, Bangla- desh, and Europe, a solid client base spanning more than 150 countries, and an annual turnover of approximately $1bn. The company has demonstrated consistently high levels of growth over the years, with its FY 2022 results showing an all-time high full-year performance, including a total revenue increase of 22.9 percent and a reported net profit increase of 19.8 percent. In this exclusive interview, the award- winning CEO talks to CEO Middle East about his company’s impressive performance, consistent growth, and future directions. How did the company deal with the high inflation, rising input costs, and energy challenges last year? What strategic moves were responsible for the outstanding results of FY 2022? RAK Ceramics’ remarkable performance last year was powered by our ability to remain committed despite adverse macroeconomic conditions that affected operations and We remained commit- ted despite adverse macroeconomic conditions that put increasing strain on operations and performance, as well as constrained top-line growth across several markets. Our production and sales approach and brand equity, along with our efforts to maintain a strong market position in major priority markets while investing in regions that outperformed the market, enabled us to weather market instability and grow. Our considerable operating pres- ence in emerging regions, particularly in markets like the UAE with strong fundamentals, helped us stay resilient and grow despite mounting challenges. We continue to closely monitor the economic environment while focusing on executing our growth strategy and delivering value to our stakeholders. As RAK Ceramics embarks on an ambitious growth plan, will market expansion and acquisi- tions be two key components of the journey ahead? RAK Ceramics’ significant organic growth across all our core markets in 2022 was primarily due to our strength- ened brand positioning and the post- pandemic economic recovery. BY SHAJ HAMEED O MARCH 2023 CEO MIDDLE EAST 11 SPOTLIGHT Quality. RAK Ceramics is committed to fulfilling the ever- increasing demand for unique and sustainable ceramic products Although macroeconomic challenges weighed on growth in markets like Eu- rope, we were able to position ourselves as a reliable ceramic solution provider and retain our market share. Moreo- ver, we progressed notably on various expansionary and acquisition fronts – especially in the UAE, Bangladesh, and KSA – and are on track to achieving our expansion targets this year. In terms of inorganic growth, we successfully completed 100 percent acquisition of KLUDI (including 49 percent of KLUDI-RAK) and achieved 92 percent ownership of RAK Por- celain. While consolidation was the theme for 2022, our present focus is on proper integration and synergies across all businesses. Our post-acquisition plan with KLUDI is progressing, and an expansionary plan for RAK Porcelain has already been launched. What are the expansionary plans and strategic milestones achieved by the company across its core market? We have advanced quite well across all our UAE projects and are working on obtaining the relevant clearances and approvals for greenfield projects in Saudi Arabia and Bangladesh. We have launched a value creation plan for KLUDI, focusing on the brand’s turna- round and leveraging cross-company synergies. What are the biggest challenges for the global ceramics industry in general and RAK ceramics in particular? High inflation, increasing interest rates, energy crisis, economic slowdown, and trade challenges are the major chal- lenges for ceramics manufacturers globally, resulting in substantial losses in some instances and halting of opera- tions in others. The macroeconomic environment remains volatile, putting additional burden on operations and performance while also constraining top-line growth in several markets. $1BN RAK Ceramics’ annual turnover. The company ranks among the largest ceramic brands in the world How important is innovation? In what ways is the company pioneering technology adoption and best practices? RAK Ceramics constantly strives to emphasise and encourage innovation, creativity, and design excellence, hav- ing integrated these with the company’s core ideology. Our commitment to innovation and our pioneering role in the adoption of cutting-edge technolo- gies have enabled us to set new industry standards, strengthening our position as a global leader in manufacturing ceramic and porcelain tiles for resi- dential, retail, and industrial use. The wide-ranging technologies employed at our state-of-the-art manufactur- ing facilities include big slabs pressing technology, advanced digital printing technology for industrial decoration and effects, translucent, double and triple charged feeding systems, digital soluble salts, thermal resistant glaze, slim, anti-microbial, glow in the dark, etc. ORBIT 3Rs and Absolute Matt are the latest innovations by RAK Ceram- ics’ R&D laboratories. What are the company’s sustainability initiatives? RAK Ceramics is committed to fulfilling the ever-increasing demand for unique and sustainable ceramic products. We recently invested in several new technologies as part of our sustainability commitment, including efficient online mosaic production, environmentally- friendly processes for recovering and re- cycling tiles, and an advanced scanning solution. We are also working on launch- ing a fully-digitalised plant that will provide us with timely and reliable data on deviations without affecting pro- ductivity or quality. This facility would significantly enhance employee safety, community safety, and product quality. Our sustainable long-term investments, especially in waste utilisation and energy consumption, help us to contribute positively to our local environments. What is RAK Ceramics’ outlook for the current year? Do you have any specific focus areas or growth strategies to overcome the various global challenges including the anticipated slow growth rates worldwide? We have a cautiously optimistic outlook for 2023 as we build on our recent accomplishments and cement the company’s foundation, particularly following our 2022 consolidation exer- cise. While we recognise the significant potential for organic growth, we also understand the dynamics of the current operating environment. Our commer- cial priorities are defined by protecting our market share, maintaining healthy competition, and capitalising on cross- company synergies while embracing diversification. Digital transformation and sustainability remain at the heart of our expansionary efforts.12 CEO MIDDLE EAST MARCH 2023 s we mark 2023 as the Year of Sustainability, the UAE is de- termined to maximise its efforts to support the transition to clean energy and achieve global net zero targets. When the UAE hosts COP28, the Emirates Climate Conference, we have the opportunity to leverage ambitious mo- mentum with practical solutions that will advance sustainable development and global climate action. To ensure trans- formational progress, we will need every voice represented at the table, as climate change is truly everyone’s business. This applies to all businesses, regardless of their size or industry. If we are going to drive progress in reach- ing net zero emissions, we need all businesses to work together to drive sustainable solutions and reach shared climate goals. Strategic business partnerships with the private sector Under the directives of UAE leadership, the nation is cultivating a vast array of efforts which are instilling a collaborative culture of sustainability. The private sector plays a crucial role in worldwide endeavours to at- tain net-zero goals by 2050 and attain sustainability by 2030. The UAE, being the second-largest economy in the Arab world, has the potential to collaborate with both the private and public sectors in terms of policy and finance to achieve its goals. The UAE is poised to tackle the challenge head-on and find practical, feasible solutions that can make a signifi- cant impact. The country has allocated AED600bn ($163.5bn) towards clean and renewable energy projects over the next 30 years to achieve its target of zero emis- sions by 2050. The Al Dhafra region of Abu Dhabi is home to the world’s largest solar plant with a capacity of 2 gigawatts, while the 5-gigawatt Mohammed bin Rashid Al Maktoum Solar Park in Dubai is also built. Additionally, organisations like Masdar are now encouraging the private sector to adopt sustainability and circularity as the foundation of their operations. They are providing incen- tives to drive this shift, promoting the importance of prioritising these prin- ciples within the business community, with the objective of building partner- ships between the private sector and the UAE’s climate change action. With the UAE hosting COP28 this year, the sustainability opportunity for the country – and the region – is huge HOW THE UAE IS ACTING FAST ON CLIMATE CHANGE Partners for change. Businesses will play a vital role to achieve the world’s net zero ambitions, Bin Sulayem believes SUSTAINABILITY BY KAWTHAR BIN SULAYEM, CEO, KBS STRATEGIES 2050 The year in which the UAE aims to achieve net-zero emissions with its strategic initiative A MARCH 2023 CEO MIDDLE EAST 13 SUSTAINABILITY Climate action. The UAE is harnessing the power of partnerships to mitigate climate risks, leverage sustainable economic growth and safeguard future generations Building partnerships remain at the forefront of the work we do at KBS Strategies. We are committed to mitigating the impacts of climate change with strategic communications plans that are equipped with transparent, compelling and tailor-made messaging, strengthening organisational value and business resiliency. This will be particularly important in delivering sustainable outputs ahead of COP28, where 140 heads of state and over 80,000 delegates are set to convene in the UAE. The right messaging can strategical- ly position businesses as forward-thinking leaders on sustainable and inclusive growth, which in turn brings people to- gether to mobilise climate action. Inclusivity The economic empowerment of women and youth in the climate process is of utmost importance to the UAE and must be incorporated into communication strategies. To ensure the varying young leaders and champions of sustainability are part of the climate process, a youth circle called Empowering Youth for a Sustainable Energy Transition Towards Net Zero by 2050 was launched. The group was organised by TAQA and the Federal Youth Authority. Ambition and inclusivity will be the hallmarks of COP28. This was further re- inforced at ADSW by Dr. Sultan Al Jaber, COP28 President Designate, who said the UAE is determined to make COP28 a COP for all, and a COP for everyone. These principles will be driven forward by two of our top officials, who have joined the COP28 team. Shamma Al Mazrui, will act as youth climate champion, and Razan Al Mubarak, as UN climate change high-level cham- pion, leading efforts to bring businesses to the summit with commitments to cut their emissions. Integral to inclusivity are campaigns to raise public awareness, increase cli- mate collaboration and stimulate action. When public interest is at the core of a business messaging strategy, campaigns messages quickly and efficiently. As a home-grown company, KBS Strategies is part of a bigger goal that supports entities and personalities in effectively communicating the climate agenda to support a new era of sustain- able economic prosperity. Our work has helped give new impetus to external engagement with stakeholders. With a strategic focus, KBS is helping to deliver climate ambi- tions by unlocking the economic value of businesses. When it comes to reaching our net zero ambitions, businesses will play a vital role. Managing their approach to climate resilience and adaptation is part of the climate solution. Identifying climate risks and acting on them with new strategies will help provide a better chance for businesses to thrive in a new net zero world. There are no easy wins for businesses to adapt, but those that embrace the change are more likely to see greater opportunities to develop through the impacts of climate, than those that ignore the risks. Building further awareness of climate change with effective communications strategies and campaigns, not only sup- ports our net zero goals but can spur untapped economic opportunities across sectors. This contributes to a shared climate ambition ahead of COP28, as we continue to call for solidarity during this “THE ECONOMIC EMPOWERMENT OF WOMEN AND YOUTH IN THE CLIMATE PROCESS IS OF IMPORTANCE TO THE UAE” are much more likely to be successful. Key messages with associated proof points that are clear and unambiguous are equally essential to a successful cam- paign. They should radiate authenticity and expertise when delivered to target audiences. Engaging with others to forge new collaborations and drive sustain- able development will be a focal point for COP28 and businesses alike. Risks and resiliency The UAE has exampled its expertise in crisis communication management to identify climate risks and viable oppor- tunities for growth. This is an element of communication that I practice through KBS Strategies’ robust communication strategies, where we provide the system- atic management of anticipated crises with solutions, by projecting the right 14 CEO MIDDLE EAST MARCH 2023 hen I sit down with other business leaders to dis- cuss what topics we expect to continue to develop in 2023, my answer is always the same, sustain- ability. If it wasn’t already before, I believe sustainability should be at the heart of everything we do in the sec- tor this year, another year of forward progression toward safeguarding our planet for the future. For businesses, an expectation to comply, rather than a trend will go away in time. At Gates Hospitality, it’s our pledge to continue to get better. Building on what we’ve already im- plemented throughout our business, 2023 is a year to sustain both ours and the planets future. A commitment to continue to invest both resources and hours in finding solutions to sustain- ability challenges. Although you might not have heard us shout about them before and in many ways because it’s something we fundamentally believe in, we believe we perhaps shouldn’t, sustainability has been a focus of ours from the very beginning. And let’s be honest, with Six Senses Zighy Bay, a brand that continues to pioneer sustainability in the sector as part of our portfolio, we are blessed to be learning and inspired by the best. We took the decision to remove all single-use plastics in 2019 and con- tinue to ensure that both our kitchen and operational teams adopt this way of thinking. We educate new team members on our philosophy, and we promote an environment of everyone being responsible to make changes for the better. We offer filtered house water across all our outlets, all served in reusable glass bottles, our straws are made of biodegradable corn starch, and we’re always looking to do more. But for a business that relies on a supply chain, whether it be the ingredients that our chefs use in the kitchen or indeed the packaging which Sustainability should be the fundamental starting point of all business discussions, writes Naim Maadad, founder of Gates Hospitality WHY SUSTAINABILITY SHOULD BE THE MAIN TOPIC OF 2023 AND BEYOND Responsibility. This year is another year of forward progression toward safeguarding our planet for the future, Maadad says SUSTAINABILITY W MARCH 2023 CEO MIDDLE EAST 15 SUSTAINABILITY Eco-friendly. Six Senses Zighy Bay continues to pioneer sustainability in the hospitality sector takes them there, it’s also important to ensure that our suppliers are on the same path as we are and are aligned to our sustainability goals. We’re aware that if ingredients are being flown thousands of miles before they reach us in the kitchens, then all the initiatives (and, indeed freshness) can be undone. We might not be able to cultivate an organic garden and farm like Zighy Bay, but we strive to source locally, and because of this we have targeted a minimum of 25 percent of all ingre- dients to be sourced from within the UAE by the end of 2023. We’re proud to be working closely with team at Bustanica, the first vertical grow site in the UAE that produces over 1 million kilos of pesti- cide-free greens per year and pledge to continue to ensure that sustain- ability is a number one priority when it comes to procuring new suppliers, as well as changing our menus based on seasonality. And sometimes we are aware that this might come at an additional expense. Although great strides have been made over the past 12 months to ensure sustainable alternatives have become cheaper, they are still more expensive than their plastic alternatives. Individual collection and segregation of waste also come at an additional cost, but despite this, it’s something that we aim to increase from 40 percent to 60 percent by the end of the year. We’ll also continue to ensure that 100 percent of our cook- ing oils are recycled to biofuel within the UAE. As a business, it’s a cost that we choose to absorb, as for us, the alternative for not doing so is far more costly. We urge others to do the same. 25% The proportion of all ingredients Gates Hospitality aims to source from the UAE by the end of this year “IT’S IMPORTANT TO ENSURE OUR SUPPLIERS ARE ON THE SAME PATH AND ARE ALIGNED TO OUR SUSTAINABILITY GOALS”16 CEO MIDDLE EAST MARCH 2023 ur crew was the most produc- tive of the 18 teams in the department. Our plant was the most productive of the 20-odd other plants across the country and world. That remained true regardless of who happened to occupy the CEO seat. Top executives came and went, but our results stayed the same. But that wasn’t true when certain managers came and went. Take Steve, our supervisor. He didn’t waste time trying to control things he didn’t need to control. He didn’t need to drive our performance; fuelled by hating to lose even more than wanting to win, we were natu- rally competitive. He didn’t need to encourage innovation or creativity; we already constantly searched for ways to improve efficiency. He didn’t have to think about employee development; we excelled at training junior members of our crew, if only because they also served as our vacation relief. Instead, he focused on control- ling things we were not able to control. Work-in-progress availability. Job se- quencing. Supplies, parts, and consum- ables. Not to go all metaphorical, but he spent his time smoothing paths and eliminating roadblocks we could not. Then Steve moved on, Rudy became our supervisor, and our performance slowly fell apart. The same was true on a broader level. We saw a lot of Dennis, our department manager. We liked him, if only because, as a study published in the Journal of Experimental Social Psychology found, “mere exposure” has weak effects on familiarity but strong effects on attraction and similarity. A major factor in likability is frequent, consistent – and if not consistent, at least predictable – presence. All of which is a fancy way of saying, espe- cially where leaders are concerned, “The more often I see you, the more I will like you.” We didn’t know what Dennis did as our department manager, though, and Focusing on performance over control is key GREAT CEOS MATTER, BUT GREAT MANAGERS AND SUPERVISORS MATTER EVEN MORE Strategist. The farther removed you are from the person doing a particular job, the less impact your leadership has on that person, Haden says COMMENT BY JEFF HADEN, CONTRIBUTING EDITOR, LINKEDIN INFLUENCER, AND AUTHOR OF THE MOTIVATION MYTH O MARCH 2023 CEO MIDDLE EAST 17 COMMENT Finding talent. Organisations need to be thorough, thoughtful and deliberate as possible when making hiring decisions that didn’t matter - whatever he did (or didn’t do) seemed to work. But when he retired, we became all too aware of what the new manager did. Transfor- mational leadership programme. New training systems. New interdepartmen- tal process flows. He put his stamp on everything. And our performance, as a team and a department, steadily declined. I know what you might be thinking: an individual leader, especially a lower- to mid-level leader in a plant with more than 1,000 employees and a company with over 40,000 employees, can’t make that much of a difference. Except they can. A 14-year study of automobile man- ufacturing plants found that replacing a bottom-quartile (think “poor”) plant manager with a top quartile (think “great”) plant manager decreases the time required to build a car by ap- proximately 30 percent. (Interestingly, plant-specific tenure has a dramatic effect, further proof that promoting from within is almost always the way to go. A Joblist study showed that nearly 70 percent of respondents prefer to be managed by a seasoned company vet who “climbed the ranks” rather than an external hire, even if that person brings “proven talent” to the role.) But wait, there’s more: A paper published in Strategic Management Journal found that managers in the video game industry can account for more than 20 percent of the variation in game revenue, a greater degree of influence than any other role. A study published in Strategic Entrepreneurship Journal found startups that middle managers are one-third more likely to develop product innovations. And the kicker: A study published in The Leadership Quarterly found that replacing a manager at the bottom 10 percent with one in the top 10 percent lowers turnover and reduces overall cost by 5 percent. Employees often quit – especially the people you can least afford to lose, since the best employees be an extremely effective leader, but she has little impact on the average line crew’s productivity. The same, to a lesser extent, is true for that store’s regional manager or that line crew’s plant manager. The farther removed you are from the person doing a particular job – no matter how outstanding your leadership skills – the less impact your leadership has on that person, especially where their productivity is concerned. So be as thorough, thoughtful, and deliberate as possible when you make hiring decisions. But be even more de- liberate about how you mentor, coach, and develop the people you put into leadership positions. Step in quickly to provide guidance when a leader is struggling, and step in even more quickly when a leader is ineffective or worse, toxic. Those two things will make the biggest difference in how well your employees do their jobs and how they feel about coming to work every day. Because happy usually leads to productive. And vice versa. 86% The percentage of working professionals in the UAE who have a positive career outlook for 2023, according to a survey by Bayt.com and YouGov “STEP IN EVEN MORE QUICKLY WHEN A LEADER IS INEFFECTIVE OR WORSE, TOXIC” always have choices – because of their managers, no matter how wonderful the company’s C-Suite might be. Etisalat CEO Hatem Dowidar may be a visionary leader, but he has little impact on the level of service provided by employees at a particular store. General Motors CEO Mary Barra may 18 CEO MIDDLE EAST MARCH 2023 nline shopping is fast becom- ing the dominant form of retail in Dubai and the wider UAE. To put that into context, in 2021 the ecommerce market in the Emirates grew by an estimated 46 percent. In pursuit of providing the ultimate in convenient and hassle-free shop- ping experiences, retailers are con- fronted with an ever-growing package of consumer demands, from optimised and more convenient delivery options has skyrocketed. Next-day delivery is increasingly seen as the norm – even when con- sumers have to pay a premium for the privilege. Right now, faster-than-ever delivery services are entering the market in the form of quick commerce, which promises delivery times within the hour. Partly catalysed by the necessity of observing social distancing restrictions, one of the biggest growth segments for delivery services is food and beverage. While demand for the dining-out ex- perience continues to see a resurgence, consumers have also acquired a taste for quick commerce in terms of menu choices, order tracking, and precise delivery times. According to Statista, the UAE continues to lead the Middle East in this sector. There is still an appetite for fast and convenient food delivery. Legacy business models such as cloud kitchens are evolving increasingly so- phisticated strategies that continue to cater to the stay-at-home market, often leveraging partnerships with third- party delivery operators. Quick commerce for food and bever- age is big business in Dubai and the wid- er MENA region. Some experts believe it now accounts for 15 percent of the digital economy. However, behind every great quick commerce operation, there’s a fast and effective delivery service. In other words, success hangs on the ef- ficiency and timeliness of deliveries. Put simply, fast delivery times and reliable service are two of the things that matter most to consumers. This expectation for expedited delivery also extends beyond freshly-prepared meals to everyday groceries. In fact, for grow- ing numbers of consumers in the UAE, quick commerce – also known as rapid grocery delivery service – is the new corner shop. With major players such as Talabat and Deliveroo able to deliver groceries within just 20 minutes, it’s increasingly becoming the go-to option for con- The world of delivery is changing, and logistics will need to continue to innovate HOW DUBAI’S LOGISTICS SECTOR IS EVOLVING ALONGSIDE ONLINE RETAIL Online presence. The popularity of quick commerce presents business opportunities for other essential and non-essential items SUPPLY CHAIN BY ANISHA SAGAR, HEAD OF MARKETING & COMMUNICATIONS, MEYDAN FREE ZONE O search functionally to multiple payment options and quick checkouts. One vital piece of the consumer ecommerce experience is delivery – aka logistics. Delivery yesterday Until recently, many consumers ac- cepted that a package might take days, or even weeks, to arrive. Post- pandemic, consumer demand for faster MARCH 2023 CEO MIDDLE EAST 19 SUPPLY CHAIN Business factors. Fast delivery times and reliable service are two of the things that matter most to consumers, Sagar believes venient last-minute purchases such as forgotten ingredients or food and drink for impromptu social gatherings. Delivery tomorrow Convenience is where quick commerce meets the corner shop. So will the two co-exist in harmony, collaborate, or compete? There’s still a lot of going for the neighbourhood store. It may not have the biggest stock selection, but if you’re passing by or live a short walk away, it’s a convenience that’s hard to beat. Another legacy of the pandemic is that an increasing number of local stores offer delivery services. While they might not always have everything in stock, orders are minutes away on foot or by bicycle. Serving an immediate local community, these outlets also have the chance to create a more personal relationship with customers and offer a more bespoke service. One obvious direction for local con- venience stores is to pair their offering with digital technology to deliver relevant services to their customers. Looking at it from the viewpoint of quick com- merce, the fastest route to even quicker delivery times might be to partner with local stores. Quick commerce is already heavily dependent on third-party, last- mile delivery services. So partnering with corner shops makes sense. This business model would also offer a more sustainable solution by encouraging shorter, more environmen- tally friendly delivery services by bike or on foot. Of course, the popularity of quick commerce also presents business opportunities for other essential and non-essential items. Think of the pos- sibilities for medicine which could be at the door in minutes when someone needs it the most. Or even fashion, delivering the goods when an item is needed last minute. Whatever it is that’s being deliv- ered, it’s in seamless and streamlined last-mile delivery services where op- portunities for innovation lie – from click-and-collect and digital lockers to inventory management and route sched- uling can help to dramatically improve delivery efficiency. At the same time, there’s a need for tech that helps to streamline supply chains and optimise picking and packing operations. Cutting-edge tech can also play its part in making deliveries more sustain- able and cost-effective. From autono- mous driving vehicles and all-electric fleets to delivery by drone, there are plenty of entrepreneurial opportunities for the implementation of innovative delivery solutions. Future delivery What’s surprising about the rise of ecommerce is that physical retail has always been strong in the UAE. Not only does this point to a shift in regional con- sumer shopping habits, it also reflects a global trend for growth in the ecom- merce sector. In fact, the average annual growth rate for ecommerce is forecast to be around 10 percent over the next few years. And as one of the world’s premi- um retail destinations, that’s good news for entrepreneurs and business owners looking to tap into the delivery market in Dubai and the rest of the Gulf region. Especially when you consider that Internet penetration in the UAE stood at 99 percent in 2022. That’s a potential ecommerce market of nearly 10 million internet users. Which is not to say that UAE, and in particular, Dubai, cannot still capitalise on its established status as a premium physical retail destination. Ecommerce can enhance the physi- cal offering with digital services that improve the entire customer experience, including new and innovative delivery models in the last mile. From physical stores looking to complement their business with online services to online retailers seeking new models that improve their last-mile delivery experience, retail in all its forms presents opportunities for tech-savvy entrepreneurs with an eye on delivering exceptional delivery solutions. $11.78BN The projected revenue in the ecommerce market in the UAE in 2023, according to Statista “RETAIL IN ALL ITS FORMS PRESENTS OPPORTUNITIES FOR TECH-SAVVY ENTREPRENEURS” micro-distribution centres and delivery automation. For example, UAE tech startup Fodel offers an alternative to home delivery via an extensive network of pickup and dropoff locations. Delivery also offers multiple entre- preneurial opportunities for tech-savvy startups. Digital tools for things like Next >