Injaz - Job Shadow Activity

INJAZ Kuwait

INJAZ Kuwait is a non-profit organization nongovernment organization. Established in Kuwait in 2005, it is a member of JA Worldwide, the oldest and fastest-growing education NGO in the world.. Our various programs help prepare students for future success in Kuwaits private sector based on 3 core pillars:

Empower young people to own their economic success

Worlds largest fastest growing non-profit business education organization. Reaching 10.1 million students annually

Connecting corporate volunteers to youth to train them in work readiness, entrepreneurship and financial literacy

Local & multi-national companies, corporate volunteers

& educators

11-24 year-old students for MENA

Inspire and prepare young people to succeed in a global economy

Who are we?

10 Years of Achievement in Kuwait

80+ schools & universities 38,000 students trained 2,400 professional volunteers

Job Shadow

JA Job Shadow prepares students to be career oriented. Students will acquire and apply the skills needed in demanding and ever-changing workplaces. The goal of the program is to enable students to recognize career clusters and potential job opportunities and understand the importance of researching the requirements needed to earn a position. Develop job-hunting tools: networking, resume-writing, interviewing skills. Identify the next steps needed in personal career preparation.

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20 Years Of Success 20 In 1994, we realized the societys need for middle-income homes, hence we founded a contracting company with modest resources, yet with great efforts we were able to meet the communitys need through innovation, quality, affordability and reliability and thats how ALARGAN name was built.

1994

...

.

Our Story

Developed the first residential project (Byout ALARGAN) ) ( 1997

Became a Closed Kuwaiti Shareholding company. 2002

Established our strategic partnership in The Sultanate of Oman. 2003

Established our strategic partnership in The Kingdom of Bahrain. 2005

Established our strategic partnership in The Kingdom of Saudi Arabia 2006

ALARGAN was listed on the Kuwait Stock Exchange. 2007

Bond Issue by KD 26.5 million 26.5 2012

LEED Certificate for green buildings 2014

Limited Liability Contracting Company 1994

Establishing Argana Resorts and Hotels. 2006

Our Vision To become the real-estate lifestyle innovator, by offering sustainable products that anticipate the needs of the community.

Our Mission Be the Real-Estate Brand Of Choice, by providing life enhancing solutions while generating superior value to our stakeholders.

Motivate Our People

Innovate Our Projects

Differentiate Our Companies

Our Values

Our Family

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SEMARGORP CIGETARTS

LIFE as you LOVE IT !

AND LIFE CONTINUES The way you LOVE IT

BUSINESS DEVELOPMENT

Identify new market opportunities, strategic initiatives and potential partnerships that are in accordance with the Companys strategy.

Preliminary assessment and approval on opportunities with a view towards long-term profitability. Annual review of Strategy and Business Plan. Identify areas of expansion, filter out new potential markets to establish in. Prepare, oversee and implement ALARGAN Model.

Preliminary assessment through Deal Screening Report

Feasibility communicated to Planning & Development team

Planning team to vet and refine development components

Investment Committee approval and Deal Closure

Typical Deal flow

Research Input

Business Development Creating a Project Pipeline for the Future Key Focus Areas

Research The Knowledge Backbone of ALARGAN

Deal Support

Conduct industry research and develop proprietary data. Conduct buy side research for new & existing markets, opportunities and investments.

Third party research

Customer and Market research commissioning and implementation. Liaise with secondary data providers and develop market intelligence.

Internal Research Database

Establish research infrastructure to stimulate leading-edge, commercially focused research, that will improve the competitiveness of ALARGAN products.

Streamline and coordinate internal research to ensure effective knowledge transfer.

Key Focus Areas

Investors Relations Towards Greater Transparency

Convey the Companys plans and direction to the markets Investment Community. Establish a clear communication framework to ensure the transparency of the Companys operations. Communicate the companys financial strength and stability in a clear and efficient manner. Build strong relations with shareholders and analysts within the financial community. Create a reputable real estate name within the investment community enhancing transparency and

share value.

Key Focus Areas

INVESTMENT

Income Generating

Development

Land Development

Distressed Projects Core: Unleveraged, low-risk/potential return; strategy with

predictable cash flows. Invest in stable, fully leased, multi-tenant properties within strong, diversified metropolitan areas.

Core-Plus: Moderate-risk/return strategy. Invest in core properties; however, many of these properties will require some form of enhancement or value-added activities.

Value-Added: Medium-to-high-risk/return strategy. Invest in properties that require enhancements/improvements and capitalize by disposing the asset at an opportune time for gain. Properties are considered value added when they exhibit management or operational problems, require physical improvement, and/or suffer from capital constraints.

Opportunistic: High-risk/return strategy. These properties require a high degree of enhancements/improvements. This strategy may also involve tactical investments in development, raw land, mortgage notes, and niche property sectors.

Real Estate investments can take many forms with various risk-return profiles (I), strategies (II) leading to increased diversification (III):

Due Diligence Market

Execution Due Diligence Market

Exit Speculation Execution Due Diligence Market

Exit Deal Closing Structuring Speculation Execution Due Diligence Market

Risk

Ret

urn

Diversification by: Sector; Residential, Retail, Office, Hospitality etc. Geography; GCC, Levant, Europe, North America etc.

Tenant; Diverse pool and diversified maturities Investment type and strategy; Core, Core plus, Value add and Opportunistic

II- I-

III-

Proper Asset Management would result in: - Diversification of income

and asset base

- Aligning interest with investors and generating additional returns

- Building a solid track record and strengthening the ALARGAN brand

A pre-requisite to any investment is to raise funds from investors, and have these flow through an optimized portfolio or fund structure; the ultimate aim being to execute transactions swiftly and with minimal cost implications:

Increased emphasis on soft skills

Increased emphasis on hard skills

Strategic Involvement

Operational Involvement

- Portfolio Strategy - Financing, bank lending - Buy -> hold -> sell => total return (capital gain + recurrent income)

- Market intelligence & research - Projections and appraisals - Planning strategic leasing and renewals - Value add initiatives & risk mitigation

- Lease administration - Rent & service charge management - Tenant relationship management - Accounting, marketing initiatives etc.

- Property operations and maintenance - Tenant service requests - On-site management staff - Procurement, health & safety, environmental

Investment & Asset Management Team

Investment & Asset Management functions have the major mission of bridging the gap between investors interests and assets operations handled by property/facility managers:

- Sourcing as per stated investment

guidelines

- Due Diligence

- Investment Structuring and

Financing

- Valuation/ Feasibility Studies

- Documentation

- Negotiation with the seller

- Development of Asset Management

Strategy

- Building Value Enhancement: rental

growth, vacancy rate improvement,

renovation, strategic alliance etc.

- Periodical Investment Reporting

- Portfolio Management

- Development of Disposition plan

- Property Evaluation

- Marketing

- Documentation

- Negotiation with the Purchaser

- Deal Closing

Acquisition Holding Period Disposition

Returns and benefits to investors

Investment Income Capital

The Investment & Asset Management function has the major responsibilities as listed below:

Acquisition & Rental Income

Asset Optimization

Financial Management Long Term Gain Exit Timing

Acquis

ition

Rental

yield Optim

ization

Financ

ial Ma

nagem

ent

Long Te

rm ga

in

Exit Ti

ming

Value

Creatio

n

Value Creation In Income Generating Real Estate Portfolios

The adopted investment strategy is to diversify existing investments while reducing risk exposure, generate recurrent cash inflow while creating value through a disciplined and dynamic management of assets and portfolios:

PLANNING

Role of the Planning Department

Assess new development opportunities under different scenarios

Follow up with consultants on development project execution

Review and control of project expenditures

Establish relationships with development clients

Review and approval of third party consultant agreements

Internal Strategy

Assessing market research data during project feasibility stage

Ensuring all parties submit reports on time for review and comments

Raising flags when project is not moving according to plan and assess solutions

Ensuring related parties proper use of the companys Information System (Oracle)

General Tips for a Real Estate Developer Avoid mistakes made at the front end such as team selection, due diligence, entitlement

process. It is important to select competent, experienced team members and effectively coordinate

them.

Skill is needed at the intricate details of the approval process to avoid resource-draining delays.

The first deal improves the chances of a successful real estate developer by: Establishing the developers track record Setting the tone for the quality of future developments Establishing an image in the marketplace Creating a network of consultants, brokerages, and other business relationships for future

deals Building relationships with bankers and investors

A successful developer must control one of these to get started

Capital

Tenants Knowledge

Land

The Go Decision Existing

Site

Financial Constraints

Market Information

Context Constraints

Regulatory Constraints

Financial Analysis

Architectural Design

PRELIMINARY SCHEME

Construction Financing

Permanent Financing

Equity Financing

GO DECISION

Working Drawings

Construction Cost

Driving Factors

Strategy

Documentation

Line Up Financing

Commitment

Revision

Last Check

Symbiosis

Timeline for Development of an Apartment Building or Small Office Building

Construction Pre-development Leasing Operations

Construction Funding Certificate of Occupancy Stabilized Occupancy 90-95 Percent Leased Sale

12

Operating Period

Months

Development Period

24 36 120

FINANCE

Accounting Finance

Definition Preparation of accounting records and financial statements.

Efficient and productive management of assets and liabilities based on existing information.

Purpose Measuring, preparing and analyzing financial statements. To collect and present financial information.

Decision making regarding working capital issues such as level of inventory, cash holding, credit levels, financial strategy, managing and controlling cash flow.

Goal To see how the company is performing, to monitor day to day accounting operations.

To forecast the future performance of the business.

Tools Balance sheets, profit and loss ledgers, positional declarations, and cash flow statements.

Performance reports, ratio analysis, risk analysis, estimating break evens, returns on investment, etc.

Recognition Revenue is acknowledged at the point of sale and not when it was collected. Expenses are acknowledged when they are incurred than when they are paid.

Revenues are acknowledged during the actual receipt in cash as in cash flow and the expenses are acknowledged when the actual payment is made as in cash outflow.

What Is Accounting And What Is Finance? Accounting and finance are both forms of managing the money of the business, but they are used for two different purposes.

Marketing & Corporate Communications

Taking ownership of the companys face and image, and ensuring this is put forth strongly in line with the companys strategy, whether internally or externally, through: Key messages Corporate Brand Manuals

Communicating or providing means of communication with all stakeholders: Shareholders Employees Customers Media Public

Driving engagement, or:

Marketing & Corp Comms Maintaining the brand image, communicating with stakeholders, driving engagement Key Responsibilities

MARKETING

CORPORATE COMMUNICATIONS

Internal Communications

Events Informative Emails

Newsletter Intranet Awards

External Communications

News announcements Special Features

Conferences /Summits Media Engagements

Social Media

DESIGN/PRODUCTION

Design Guidance

Oversight (CIM) Quality Control

Quality Improvement

ACTIVATION

Sponsorship Customer Engagement Employee Engagement

MEDIA

Channel mix Outdoor Digital

Objectives Defined Strategy Mapped Materials Prepared Rollout ROI Analysis

From overall company strategies, to small project based items, all marketing activities generally follow the below structure:

Objectives

Strategy

Example: Launch of a new restaurants complex

Position complex Build Public Awareness Build Prospective Tenant Interest Create Launch Buzz Drive Footfall Build/Maintain Loyalty

Announce property : Press Release Build Tenant Interest: Interviews, Feature Articles, Hoardings, Advertisements Build Public Awareness: Media Events, Target Customer Engagement, Pre-launch, social media Create Launch Buzz: Public Event, Social Media Influencers, Advertisements, Media Tours Drive Footfall: Calendar of engagements/activities Build/Maintain Loyalty: Social Media Engagement, Activities/Exhibitions/PR Outreach

Materials

Rollout

ROI

Example: Launch of a new restaurants complex

Logo/branding PR Calendar Social Media Calendar Marketing Calendar Advertising Templates Production Samples Press Release Library Image Library Social Media Library Event Company Setup

Installation of materials Invitation of Media Press Coverage Monitoring Social Media Posting Influencer Sponsoring Media buying of advertising Execution of Public Event

Monitoring of Coverage Tenant feedback Footfall surveys Social Media CRM Analysis and response

Objectives Defined

Strategy Mapped

Materials Prepared Rollout

ROI Analysis

Youth Development

Sustainability

Social/ Environmental

Impact Activities Calendar

Sustainable Buildings

Knowledge Sharing

Employee buy-in

LEED certifiable design

INJAZ Partnership

Employee Education

Newsletter Employee

Competitions LEED

Certification Car pool

parking

HUMAN RESOURCES

OVERVIEW HUMAN RESOURCES DEPARTMENT - AN OVERVIEW Human Resources department is a centralized function that operates within a complex and dynamic

framework where a range of external challenges intersect with the company culture. Its role is to provide advice and support to Executive and line management on human resources issues. The Human Resources Department at ALARGAN incorporates a full suite of HR functions.

Within this framework effective human resources management processes are required that facilitates Recruiting and retaining, staff performance, continual staff learning and development, improve leadership capacity, and encourage consultation and collaboration with members of the company Such processes are central to the achievement of our intended outcomes -- cultural change that enhances institutional equity and diversity, high morale, commitment, trust and a willingness to embrace change, and high productivity.

The Human Resources Department supports the company mission through a set of key strategies which: Provide support to the strategic leadership of the company, Deliver organizational development and other support services to staff Ensure quality assurance and compliance.

The purpose of this presentation is to propose a draft action plan for various human resources programs for ALARGAN International Real Estate Company, including, Recruitment, Selection, Compensation, Organizational design, Performance Management, Training & Development and Recognition. This presentation also discusses in a summary fashion actions needed to strengthen, implement, maintain, evaluate and refine the companys HR programs.The first principle of successful human resources programs is strategic alignment. Human resources programs has to be aligned with the organizations mission and vision, its strategic objectives and the strategies to implement those objectives. Strategic Human Resources Alignment

Vision & Mission

Strategic Objectives

Human Resources Strategy Action Plan

Human Resources Programs

Employees

Strategic Human Resources

The second principle of successful human resources programs is that all human resources programs are elements of the human resources system as a whole. The foundation of human resources program is organizing the work to be done into tasks, organizing tasks into jobs, organizing jobs into career ladders and paths and then using this work structure to recruit and retain a well qualified staff, then train and educate to maintain and enhance the staff capabilities and competencies. Their work performance must be assessed, and they must be compensated and rewarded for that work performance.

Strategic Human Resources

HR Planning

Recruiting & Retaining

Educate & Train

Manage Performanc

e

Compensate & Reward

or discipline

Our Mission Human Resources will take a strategic role and provide service aligning with ALARGAN s Vision by supporting all programs and departments. We strive to support, guide and maintain requirements to create a healthy and positive work environment. The Human Resources Department will act as catalysts enabling all ALARGAN employees to contribute at optimum levels towards the success of the company.

Our Vision Striving to be the trusted partner in building organizational and people capabilities to accompany our business units in delivering their strategic goals.

HR MISSION & VISION

Analytical skills

Commercial Acumen

Change Champions

Communication Skills

HR systems and process re-engineering

Capability Builders

Persuasive skills

Project management skills

Interviewing skills

Relationship-building skills

Strategic thinking skills

Credible activists

Our HR Technical Competencies

Human Resources strategic Services

Compensation Workforce Planning &

Recruitment

Talent Management

Performance Management

Training & Development

Employee Relations

Retention & Recognition

HR Functions

THE HR IS LIKE A BIG UMBRELLA.. Ties everyone together and protects them from

internal and external threats.

Information Technology

End-user support Response to IT support requests coming from employees. Confirm that employees are able to utilize IT resources. Perform Preventive maintenance to IT devices.

Internal systems and network administration, Maintain company Servers and confirm its operability Maintain Backup system Integration between business applications and network directory Connectivity with remote offices Email & internet connection DR & test environments.

IT Department Main Functions

IT physical & logical security administration Maintain access control system Maintain CCTV system Administrate UTM Administrate network directory

Company websites Main company website administration Projects websites.

IT Department Main Functions

Network infrastructure (passive & active) ICT Services provided to tenants (voice, data, and internet) Data Center Hosting. Physical Security (CCTV & Access Control) Facility Management System (FMS) & Building Management System (BMS).

IT for Real Estate

PROJECT MANAGEMENT

GREEN BUILDINGS Is there a real need ?

CRISIS

The Ministry of Electricity and Water (MEW) urged both citizens and expatriates to rationalize their water consumption rates. The MEW stated that water consumption rates during February 25 and 26 were reportedly equal to consumption of 14,000 houses, with 10 people each, during a whole month. The main reason sited is the usage of water guns during the celebrations.

Huge Water consumption during Kuwait National day celebrations

The tire dump is so vast that it can even be seen from space !

Sustainability

Included in Strategy 2020 which has been adopted by Shareholders

Sustainability embedded in our design of homes, offices, etc. (LEED)

Adequate resources to ensure delivery of goals e.g. people/staff

Monitor, Report and Communicate - develop Criterion and Standardize

How is ALARGAN trying to be a good corporate citizen?

Buildings Where to begin?

Buildings that use resources efficiently: 1. Energy 2. Water 3. Materials

Health of occupants Environmental impact Economic benefits

What are Green Buildings?

ENERGY USE

25 50%

CO2 EMISSIONS

33 - 40 %

WATER USE

40 %

SOLID WASTE

70 %

Ref: US & Canadian Green Building Councils

BENEFITS OF GREEN BUILDINGS

SICK DAYS

80%

STUDENT TEST

SCORES 5 14%

WORKER PRODUCTIVITY

18- 25%

PATIENT RECOVERY

8.5%

BENEFITS OF GREEN BUILDINGS

Ref: US & Canadian Green Building Councils

Certification important? CERTIFICATION

Why is Green Building

Similar to a graduation degree Green Building Rating Systems

ALARGAN International Head Quarters Argan Business Park, Kuwait

Telal Al Qurum Townhouses, Oman LEED Homes candidate project

Kuwait International Airport Terminal, II

New Equate Headquarters, Kuwait

New NBK Headquarters, Kuwait

Switzerland Luxembourg Czech republic Singapore Australia

TOP 5 GREENEST COUNTRIES OF THE WORLD

A video will be shown here

ALARGANS Journey to LEED Certification

THANK YOU

Questions?

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