Strategic Development

Total Page:16

File Type:pdf, Size:1020Kb

Strategic Development Strategic Development Annual Report 2019 His Highness His Highness His Highness His Majesty His Royal Highness His Royal Highness Sheikh Sabah Al-Ahmad Al-Jaber Al-Sabah Sheikh Nawaf Al-Ahmad Al-Jaber Al-Sabah Sheikh Sabah Al-Khalid Al-Hamad Al-Sabah King Hamad bin Isa Al Khalifa Prince Salman bin Hamad Al Khalifa Prince Khalifa bin Salman Al Khalifa Amir of the State of Kuwait Crown Prince of the State of Kuwait Prime Minister of the State of Kuwait King of the Kingdom of Bahrain The Crown Prince and Deputy Supreme The Prime Minister of the Kingdom of Bahrain Commander and First Deputy Prime Minister of the Kingdom of Bahrain Kuwait Office City Tower, 2nd Floor,Khaled Ibn Al Waleed St., Sharq. PO Box 64679, Shuwaikh (B) 70457, State of Kuwait T (+965) 22414902 F (+965) 22414903 E [email protected] www.firstbahrain.com www.majaal.com www.elmercadojanabiya.com www.elbalconmall.com FirstBahrain MajaalWarehouseCo www.elmercadovillage.com Bahrain Office Almoayyed Tower, Suite 501, Seef District, PO Box 75622, Manama, Kingdom of Bahrain ElBalconMall ElMercadoJ T (+973) 17567555 F (+973) 17567556 E [email protected] First-Bahrain-Real-Estate-Development-Co. MajaalWarehouse ElBalconMall Majaal-Warehouse-Co. ElMercadoJ ElBalconMall ElMercadoJ Contents 6 Company Profile 8 Vision and Mission 10 Report of the Board of Directors 12 Diversified and Growing Portfolio 18 Board of Directors 20 Executive Management 22 Corporate Governance 27 Report of the Sharia Advisory Board 30 Report of the Independent Auditors 32 Consolidated Financial Statements 4 | Strategic Development Annual Report 2019 | 5 Company Profile First Bahrain Real Estate Development Co. K.S.C. (First Bahrain) is an innovative real estate investment company, dedicated to achieving sustainable returns through collaborative relationships. First Bahrain creates enduring value for all stakeholders with a demand-driven investment approach. Operating out of offices in Kuwait and Bahrain, the Company is strategically positioned to execute projects across the GCC. Established in October 2004 in Kuwait City, near to both the new Khalifa bin the strongest home-grown brands from as Baraq Al Khaleej Holding Company, Salman Port and the Bahrain International Saudi Arabia, to build their first store in with a paid-up capital of KD 1 million, Airport. Comprised of seven buildings Bahrain on the adjacent plot. Designs the corporate name was later changed developed between 2009 and 2014, and planning permissions were secured to First Bahrain Real Estate Development the complex is now operating at full during the year and the construction Company, and the paid-up capital was occupancy, functioning as home to over commenced in early 2020. increased. In 2007, First Bahrain opened 30 businesses representing a range of an office in the Kingdom of Bahrain. activities from FMCG distributors to small With the addition of these commercial Since inception, the Company has been manufacturers. and residential developments to its guided by the principles of Islamic Sharia portfolio of industrial properties, the in all its daily operations and business The Company initiated a mixed-use Company has diversified its revenue interests. development in Janabiya in 2015, streams. Even as it now faces the completing the commercial phase in uncertain shocks of the COVID-19, health The principal shareholders of First early 2016. El Mercado Janabiya, a crisis and lower oil prices, the Company Bahrain are leading regional institutions neighbourhood market with an upscale is in a strong cash position which will and high-profile real estate investors, outdoor experience, has identified a enable it to weather the storms ahead. including KAMCO, Action Group niche market within its catchment area, Holdings Co., Wafra International providing food and beverage, services Marked by entrepreneurial leadership, Investments Co., and Esterad Investment and a high-end grocer as the anchor. The commitment and integrity, First Bahrain Co. first of the 42 stand-alone and semi- is actively putting its potential to work to detached homes were delivered to the benefit all its stakeholders. First Bahrain owns or holds rights to over off-plan buyers in 2018. El Mercado 1,000,000 square feet of strategically Village is now a thriving community with located lands in the Kingdom of Bahrain. two thirds of the units either occupied or transferred to homeowners by year-end. The Company’s first project, Majaal, is a flexible-use industrial facility El Balcón Mall, the Company’s latest designed to support Small-to-Medium- development in Seef was under sized Enterprises (SMEs). The facility construction and nearing completion at is located at the Bahrain Investment year-end. During the year, First Bahrain Wharf (BIW), within Salman Industrial also signed with Jarir Bookstore, one of 6 | Strategic Development Annual Report 2019 | 7 Our Vision Our Values Our vision is to realise value Our values drive our behaviour. First Bahrain’s four core values potential. flow from who we are as people and shape who we are as a Company, enabling us to achieve our vision and mission. These values are also in rank order. If there is any conflict between two values, we choose conduct in line with the higher value. Our Mission Integrity Partnership With entrepreneurial We are passionate and We continue to build an vision and innovation, First committed to our principles. international network of Bahrain exists to initiate Driven by Islamic values, we strategic alliances. These and orchestrate real estate stand by our corporate social alliances share our vision developments which responsibilities. Our expertise of maximizing Return on bring enduring value and and dedication enables us to Investment in accordance with sustainable prosperity to transcend traditional ideas, the principles of Sharia. In both our communities and and offer clients inspired and working together with select to our shareholders, through meaningful solutions. partners, we develop a strong partnerships and investments and secure support-structure made in accordance with the and move forward with principles of Sharia. confidence and strength. Innovation Prosperity We embrace creativity Our understanding and in a constantly changing insight into the real estate environment and provide market is the driving force intelligent solutions to that enables us to ensure capitalise upon these continued prosperity for all developments. Through our shareholders. We have dynamic planning, we established an energetic enhance stakeholder value, culture that both demands and increase investor opportunity, rewards excellence throughout and spearhead regional real every business venture. estate growth to higher levels. 8 | Strategic Development Annual Report 2019 | 9 Report of the Board of Directors On behalf of the Board of Directors, we hereby deliver to you this Annual Report along with the enclosed Consolidated Financial Statements for the year ended 31 December 2019. I am pleased to report a return to for a future beyond the current difficulties. by 10.8%, while total liabilities decreased The Company will continue exploring Looking to our national leadership, I faithful and professional service, profitability in a year marked by Reviewing our financial performance for by 5.9% The combination resulted means to realize cash exits from existing extend my best wishes to H.H. Sheikh extending your loyalty to your new CEO activation of our signature asset in Seef 2019, the Company’s net profit was in a very healthy current ratio of 5.4 income generating properties to create Sabah Al-Ahmad Al-Jaber Al-Sabah, and demonstrating renewed diligence with the signing of a long-term lease and KD 414,511, supported by stable net (2018: 3.0), which is probably the most liquidity for further expansion and the Amir of the State of Kuwait, to H.H. to achieving your targets. Your ongoing build-to-suit contract with Jarir Bookstore, rental income of KD 1,276,953 in important metric to consider as we face dividends. Wherever the Company Sheikh Nawaf Al-Ahmad Al-Jaber faithfulness and shared commitment one of the strongest and enduring home- the midst of a market with downward these unexpected and ongoing economic invests, it will make sure we are adding Al-Sabah, the Crown Prince of the State will be required to overcome the unique grown brands from the Kingdom of Saudi pressures on rental rates due to increased shocks. value and contributing to the local of Kuwait, and to H.H. Sheikh Sabah challenges before us as the new year Arabia, and the construction of the supply. The sale of seven homes in community in keeping with its values. Al-Khalid Al-Hamad Al-Sabah, Prime unfolds and we collectively confront the El Balcón Mall on the adjacent plot, inventory provided gross revenue of Overall debt decreased by 5% to a total Minister of the State of Kuwait, for COVID-19 global health crisis. Together, which is due for opening during KD 973,491 generating KD 102,710 value of KD 6,587,116 even as the Transitions and Acknowledgments their wise guidance and dedication to we will steward the resources of the Q3 2020. These achievements come in net profit from sales, but more Company began to utilize the new This past year we successfully managed advancing the growth and development Company, weather the storm, and come alongside significant success in sales and importantly, but more importantly, cash KD 2.4 million facility to construct its a major transition as we welcomed our of the State of Kuwait. out stronger than ever. collections with the cumulative transfer collected amounted to KD 1,320829, two projects in Seef. At 31.6%, our debt new Chief Executive Officer, Omar Faisal of title deeds for 22 of the 42 homes at reducing related net receivables by to equity ratio is at a very healthy level Al Temiemy, a former board member, In like manner, I am grateful for the May Almighty Allah grant us all health, El Mercado Village.
Recommended publications
  • Food Delivery Brands Head-To-Head the Ordering Operation
    FOOD DELIVERY BRANDS HEAD-TO-HEAD THE ORDERING OPERATION Market context: The UAE has a well-established tradition of getting everything delivered to your doorstep or to your car at the curb. So in some ways, the explosion of food delivery brands seems almost natural. But with Foodora’s recent exit from the UAE, the acquisition of Talabat by Rocket Internet, and the acquisition of Foodonclick and 24h by FoodPanda, it seemed the time was ripe to put the food delivery brands to the test. Our challenge: We compared six food delivery brands in Dubai to find the most rewarding, hassle-free ordering experience. Our approach: To evaluate the complete customer experience, we created a thorough checklist covering every facet of the service – from signing up, creating accounts, and setting up delivery addresses to testing the mobile functionality. As a control sample, we first ordered from the same restaurant (Maple Leaf, an office favorite) using all six services to get a taste for how each brand handled the same order. Then we repeated the exercise, this time ordering from different restaurants to assess the ease of discovering new places and customizing orders. To control for other variables, we placed all our orders on weekdays at 1pm. THE JUDGING PANEL 2 THE COMPETITIVE SET UAE LAUNCH OTHER MARKETS SERVED 2011 Middle East, Europe 2015 12 countries, including Hong Kong, the UK, Germany 2011 UAE only 2010 Turkey, Lebanon, Qatar 2012 GCC, including Bahrain, Kuwait, Qatar, Saudi Arabia 2015 17 countries, including India, the USA, the UK THE REVIEW CRITERIA: • Attraction: Looks at the overall design, tone of voice, community engagement, and branding.
    [Show full text]
  • Uila Supported Apps
    Uila Supported Applications and Protocols updated Oct 2020 Application/Protocol Name Full Description 01net.com 01net website, a French high-tech news site. 050 plus is a Japanese embedded smartphone application dedicated to 050 plus audio-conferencing. 0zz0.com 0zz0 is an online solution to store, send and share files 10050.net China Railcom group web portal. This protocol plug-in classifies the http traffic to the host 10086.cn. It also 10086.cn classifies the ssl traffic to the Common Name 10086.cn. 104.com Web site dedicated to job research. 1111.com.tw Website dedicated to job research in Taiwan. 114la.com Chinese web portal operated by YLMF Computer Technology Co. Chinese cloud storing system of the 115 website. It is operated by YLMF 115.com Computer Technology Co. 118114.cn Chinese booking and reservation portal. 11st.co.kr Korean shopping website 11st. It is operated by SK Planet Co. 1337x.org Bittorrent tracker search engine 139mail 139mail is a chinese webmail powered by China Mobile. 15min.lt Lithuanian news portal Chinese web portal 163. It is operated by NetEase, a company which 163.com pioneered the development of Internet in China. 17173.com Website distributing Chinese games. 17u.com Chinese online travel booking website. 20 minutes is a free, daily newspaper available in France, Spain and 20minutes Switzerland. This plugin classifies websites. 24h.com.vn Vietnamese news portal 24ora.com Aruban news portal 24sata.hr Croatian news portal 24SevenOffice 24SevenOffice is a web-based Enterprise resource planning (ERP) systems. 24ur.com Slovenian news portal 2ch.net Japanese adult videos web site 2Shared 2shared is an online space for sharing and storage.
    [Show full text]
  • Press Release Munich, June 18, 2015 GLNS Advises Delivery Hero In
    Press Release Munich, June 18, 2015 GLNS advises Delivery Hero in connection with USD 589 million acquisition of Turkish market-leaderYemeksepeti * * * * Delivery Hero, the Berlin-based global leader of online and mobile food ordering – known in Germany under the brands Lieferheld and pizza.de – acquired the Turkish food delivery giant Yemeksepeti in a transaction valued USD 589 million. This is the largest acquisition ever made in the online food ordering sector. The acquisition of Yemeksepeti is funded through cash and shares with the former shareholders of Yemeksepeti of the company, including General Atlantic, becoming shareholders in Delivery Hero. Yemeksepeti was launched 15 years ago and is today an extremely popular brand in Turkey, processing over 3 million orders each month across its markets. In addition, Yemeksepeti is active in Greece and the Middle East where its platforms provide food ordering services in the United Arab Emirates, Saudi Arabia, Lebanon, Oman, Qatar and Jordan. The Middle Eastern business of Yemeksepeti supplements the market leading position of Delivery Hero which acquired Talabat.com in March 2015 also with the help of GLNS. GLNS acted as the lead-counsel to Delivery Hero on the transaction. The GLNS team included Georg Lindner (Corporate/M&A/Tax), Reinhard Ege (Corporate/M&A/Tax), Matthias Mittermeier (Corporate/M&A), Andreas Scheidle (Tax) and Ferdinand von Spreti (Corporate/M&A). In addition, Hergüner Bilgen Özeke with Ümit Hergüner, Deniz Tuncel, Süleyman Cengiz, Zeynep Tor, and Kerem Bener advised as local counsel on Turkish law. Markus Bauman, Ilan Kotkis und Elisabeth Baltay (King & Spalding, London) advised on US-Capital Markets and local law aspects.
    [Show full text]
  • Gig Economy and Processes of Information, Consultation, Participation and Collective Bargaining"
    Paper on the European Union co-funded project VS/2019/0040 "Gig economy and processes of information, consultation, participation and collective bargaining". By Davide Dazzi (translation from Italian to English by Federico Tani) Updated the 20th of July 2020 Sommario Introduction ....................................................................................................................................................... 2 Gig Economy : a defining framework ................................................................................................................. 2 Platforms and Covid-19 ..................................................................................................................................... 6 GIG workers: a quantitative dimension ........................................................................................................... 10 On line outsourcing ..................................................................................................................................... 11 Crowdworkers and Covid-19 ....................................................................................................................... 14 Working conditions of GIG workers ................................................................................................................ 17 Covid 19 laying bare the asymmetry of social protections ............................................................................. 21 Towards a protection system for platform workers ..................................................................................
    [Show full text]
  • Impact of COVID-19 on Food Behavior and Consumption in Qatar
    sustainability Article Impact of COVID-19 on Food Behavior and Consumption in Qatar Tarek Ben Hassen 1,* , Hamid El Bilali 2 and Mohammad S. Allahyari 3,4 1 Department of International Affairs, College of Arts and Sciences, Qatar University, Doha 2713, Qatar 2 International Centre for Advanced Mediterranean Agronomic Studies (CIHEAM-Bari), Via Ceglie 9, 70010 Valenzano (Bari), Italy; [email protected] 3 Department of Agricultural Management, Rasht Branch, Islamic Azad University, Rasht, 41476-54919, Iran; [email protected] 4 Faculty of Economic and Management Sciences, North-West University, Private Bag X2046, Internal Box 575, Mmabatho 2735, South Africa * Correspondence: [email protected] Received: 27 July 2020; Accepted: 23 August 2020; Published: 27 August 2020 Abstract: The government of Qatar took strong containment measures to prevent the spread of COVID-19 with restrictions on daily living such as social distancing and the closing of businesses and schools. While these measures are essential to stop the virus spreading, several voices came to warn of their potential disruptive impact on the agri-food system. Therefore, this paper investigates the immediate impacts of COVID-19 on Qatari consumer awareness, attitudes, and behaviors related to food consumption. The study is based on an online survey in Qatar using a structured questionnaire that was administered in the Arabic language through the Survey Monkey platform from 24 May until 14 June 2020. The results reveal clear changes in the way consumers are eating, shopping, and interacting with food. Indeed, the survey results suggested (i) a shift toward healthier diets; (ii) an increase in the consumption of domestic products due to food safety concerns; (iii) a change in the modality of acquiring food (with a surge in online grocery shopping); (iv) an increase in culinary capabilities; and (v) the absence of panic buying and food stockpiling in Qatar.
    [Show full text]
  • Data Challenges in an Acquisition Based World
    07 June 2018 Data Challenges in an acquisition based world (or how to click a Data Lake together with AWS) Daniel Manzke CTO Restaurant Vertical @ Delivery Hero © 2018, Amazon Web Services, Inc. or its affiliates. All rights reserved. How do you tackle the challenges of reporting and data quality in a company with a model of local and centralized entities? We will talk about the evolution of Data in Delivery Hero from Data Warehouse to a Data Lake oriented Architecture and will show you how you can click your own Data Lake together with the help of AWS. © 2018, Amazon Web Services, Inc. or its affiliates. All rights reserved. We are an Online Food Ordering and Delivery Marketplace History 2008 Niklas started OnlinePizza in Sweden 2010 Lieferheld launched 2011 HungryHouse joins 2012 OnlinePizza Norden joins 2014 PedidosYa, pizza.de and Baedaltong joins 2015 Talabat, Yemeksepti and Foodora joins 2016 foodpanda joins IPO, M&A, ... Hyper-Local 2016 Customer Experience - Data USER ● The RightRESTAURANT Food 3 Receive Cook Order ○ Search, Recommendations, 4 2 Vouchers, Premium Placements Customer Order 1 Search ● OrderReceived Placement (TBU) ○ Time to Order ○ Estimated Delivery Time ○ Payment Method Deliver 5 ● After Order 6 ○ Reviews, Ratings, Complaints Customer Order Eat ○ Where is myReceived food? (TBU) ○ Reorder Rate “Understand the whole cycle” Order delivery - Data USER RESTAURANT Receive Cook ● Availability Order 3 4 ○ Online, Open, Busy,2 ... Search Customer Order ● 1Cooking Received (TBU) ○ Preparation Time ○ Items Unavailable ● Delivery Deliver 5 ○ Driving Time ○ Driver Shifts6 ○ Delivered?!Eat Customer Order Received (TBU) RESTAURANT “Tons of Data to collect” DRIVER We are an Online Food Ordering and Delivery Marketplace USER RESTAURANT Receive Cook Order 3 4 2 Search Customer Order 1 Received (TBU) Deliver 5 6 Eat Customer Order Received (TBU) RESTAURANT DRIVER KPIs, Reporting, ..
    [Show full text]
  • Download Download
    Murtaza M. Farooque et al. / International Journal of Advanced Computer Systems and Software Engineering Vol. 2, Issue 3 (2021) 01-05 IJACSSEJournal- International Journal of Advanced Computer Systems and Software Engineering Copyright © Publisher Scientific Academia Network (Scientiaca) E-ISSN: 2716-5256 online AN IMPACT OF COVID-19 ON FOOD SUPPLY ENTREPRENEUR Mohammed Aref a, Naif Fadhel a, Rakan Saad Samhan a, Abdullah Mabkhut Zabanout a a College of Commerce and Business Administration, Dhofar University, Salalah, Sultanate of Oman * Corresponding author: [email protected] ARTICLE HISTORY ABSTRACT Received: 7 June 2021 Accepted: 5 July 2021 The main aim of this research is to evaluate the effect of Covid-19 on the food supply chain of Published Online: 31 July 2021 entrepreneurs. The study taken Talabat as entrepreneur in food supply in Dhofar region of Oman. Researchers utilized a quantitative research method. The primary data were collected in this study. The KEYWORDS statistical techniques have been used to analyzed the collected data. It has been observed and found that COVID-19, the online ordering system for foods via client application ensured business continuity for the restaurants Food Supply, and partner businesses. The online ordering system could support in reducing the economic and health Entrepreneur, effects of the Covid-19 pandemic. Pandemic 1.0 INTRODUCTION With the beginning of the year 2020, with the widespread of the Corona virus in the world and in the Gulf countries, most ith the development of mobile phone systems and governments have adopted the closure of all commercial with the widespread use of applications in the activities where the most important of which are restaurants W form of Android and iOS, most of companies [6].
    [Show full text]
  • Generic Business Process Model for Smes in M-Commerce Based on Talabat’S Case Study Fadi Safieddine, Imad Nakhoul
    Generic Business Process Model for SMEs in M-Commerce Based on Talabat’s Case Study Fadi Safieddine, Imad Nakhoul To cite this version: Fadi Safieddine, Imad Nakhoul. Generic Business Process Model for SMEs in M-Commerce Based on Talabat’s Case Study. 17th Conference on e-Business, e-Services and e-Society (I3E), Oct 2018, Kuwait City, Kuwait. pp.264-278, 10.1007/978-3-030-02131-3_24. hal-02274190 HAL Id: hal-02274190 https://hal.inria.fr/hal-02274190 Submitted on 29 Aug 2019 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Distributed under a Creative Commons Attribution| 4.0 International License Generic Business Process Model for SMEs in M- commerce based on Talabat’s Case Study Fadi Safieddine1, Imad Nakhoul2 1 Queen Mary, University of London School of Business and Management, Mile End Campus , Mile End Road London, E1 4NS, United Kingdom. [email protected] 2 Nakhoul Corporation sarl Zouk Mikael, Boustany Center 182 Zouk, Lebanon. [email protected] Abstract. SMEs face a variety of challenges in their attempts to keep up with the cyber revolution, even though SMEs are a major part of the world economy.
    [Show full text]
  • MEJB October2018.Pdf
    2 23 25Is Neoliberal Globalization Grief for Labour? An Experience of Bangladeshi Garment Industry 59 With a focus on Ethical and Sustainable Business October 2018 Volume 13, Issue 4 ISSN 1834-8777 International Editor and Publisher: Editorial Ms Lesley Pocock Publisher 3 Editorial : What a Waste medi+WORLD International Email: Lesley Pocock [email protected] DOI: 10.5742/MEJB.2018.93499 Editor: Abdulrazak Abyad Business and Society MD, MPH, AGSF, AFCHSE Email: [email protected] 4 Consumption of online food app services: An exploratory study among college students in Dubai Advertising enquiries: [email protected] Karishma Sharma, Kareem Abdul Waheed DOI: 10.5742/MEJB.2018.93500 While all efforts have been made to ensure the accuracy of the infor- Business Theory mation in this journal, opinions expressed are those of the authors 12 Groups, Teams, and Leadership and do not necessarily reflect the views of The Publishers, Editor or Abdulrazak Abyad the Editorial Board. The publishers, DOI: 10.5742/MEJB.2018.93501 Editor and Editorial Board cannot be held responsible for errors or any consequences arising from the use of 18 Project Management, Motivation Theories and Process Management information contained in this journal; Abdulrazak Abyad or the views and opinions expressed. DOI: 10.5742/MEJB.2018.93502 Publication of any advertisements does not constitute any endorse- ment by the Publishers and Editors Ethical Business of the product advertised. 23 Unethical Business The contents of this journal are copyright. Apart from any fair deal- Lesley Pocock ing for purposes of private study, re- DOI: 10.5742/MEJB.2018.93503 search, criticism or review, as permit- ted under the Australian Copyright Act, no part of this program may be reproduced without the permission of the publisher.
    [Show full text]
  • AGC-Restaurant-Tech-Nov-2019
    Type & Color November, 2019 INSIGHTS The Future of Restaurant Technology How Technology is Transforming the Restaurant Industry Greg Roth, Partner Ben Howe, CEO Jon Guido, Partner & COO Sean Tucker, PartnerAGC Partners ExecutiveType & Color Summary Massive $900B market experiencing rapid digital adoption and software growth . An extended economic recovery, low unemployment rate, and continued rise of millennials as the largest demographic in the workplace are factors driving strong restaurant spending . Third party delivery market is exploding; eating in is the new dining out US Digital Restaurant Sales . Cloud based POS systems are replacing incumbent providers at an accelerating pace and ($ Billions) achieving higher ACV with additional features and functionality $328 . Front of house applications including Online Ordering, CRM and Loyalty programs are other areas of accelerating spend in order to capture more valuable repeat diners 27% CAGR . Razor thin profit margins and unique challenges restaurants face require purpose built solutions to cut costs, gain efficiencies, and increase visibility . Hiring, training and retaining workers in a complex and changing regulatory environment is one $117 of the largest challenges restaurants face $48 . Unlocking of data silos enabling business analytics across the value chain . Automation and AI beginning to impact restaurant operations and economics, freeing up scarce employee resources to focus on customers 2017 2020 2025 . Ghost Kitchens and Online Catering are two emerging growth areas taking advantage of online Note: based on estimated percentage of sales derived from digital channels and total industry sales forecasts delivery trends and attractive unit economics . Restaurant Management Software spend tilted towards front of house (~60%) technologies vs.
    [Show full text]
  • Eating Habits and Lifestyle During Covid-19 Lockdown in the United Arab Emirates: a Cross-Sectional Study
    Zayed University ZU Scholars All Works 11-1-2020 Eating habits and lifestyle during covid-19 lockdown in the united arab emirates: A cross-sectional study Leila Cheikh Ismail University of Sharjah Tareq M. Osaili University of Sharjah Maysm N. Mohamad College of Medicine and Health Sciences United Arab Emirates University Amina Al Marzouqi University of Sharjah Amjad H. Jarrar College of Medicine and Health Sciences United Arab Emirates University See next page for additional authors Follow this and additional works at: https://zuscholars.zu.ac.ae/works Part of the Life Sciences Commons Recommended Citation Ismail, Leila Cheikh; Osaili, Tareq M.; Mohamad, Maysm N.; Marzouqi, Amina Al; Jarrar, Amjad H.; Jamous, Dima O.Abu; Magriplis, Emmanuella; Ali, Habiba I.; Al Sabbah, Haleama; Hasan, Hayder; Almarzooqi, Latifa M.R.; Stojanovska, Lily; Hashim, Mona; Obaid, Reyad R.Shaker; Saleh, Sheima T.; and Dhaheri, Ayesha S.Al, "Eating habits and lifestyle during covid-19 lockdown in the united arab emirates: A cross-sectional study" (2020). All Works. 1363. https://zuscholars.zu.ac.ae/works/1363 This Article is brought to you for free and open access by ZU Scholars. It has been accepted for inclusion in All Works by an authorized administrator of ZU Scholars. For more information, please contact [email protected], [email protected]. Author First name, Last name, Institution Leila Cheikh Ismail, Tareq M. Osaili, Maysm N. Mohamad, Amina Al Marzouqi, Amjad H. Jarrar, Dima O.Abu Jamous, Emmanuella Magriplis, Habiba I. Ali, Haleama Al Sabbah, Hayder Hasan, Latifa M.R. Almarzooqi, Lily Stojanovska, Mona Hashim, Reyad R.Shaker Obaid, Sheima T.
    [Show full text]
  • The Gig Economy and Covid-19: Fairwork Report on Platform Policies
    The Gig Economy and Covid-19: Fairwork Report on Platform Policies April 2020 The Fairwork Project www.fair.work [email protected] @TowardsFairWork Table of Contents EXECUTIVE SUMMARY .............................................................................................. 2 INTRODUCTION ........................................................................................................ 5 FINDINGS ................................................................................................................. 6 THE IMPACTS OF COVID-19 ....................................................................................................... 6 PLATFORM RESPONSES TO COVID-19 .......................................................................................... 8 Fair Pay .............................................................................................................................. 8 Fair Conditions ................................................................................................................... 9 Preventive Measures ...................................................................................................... 9 Illness-related Measures ............................................................................................. 11 Fair Contracts .................................................................................................................. 12 Fair Management ............................................................................................................ 13 Fair
    [Show full text]