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Job and personality Shadow at Alargan, Kuwait talking about real estate in general and green houses in particular
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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.
DLOT EB OT YROTS A
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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0202 0202 sdrawoT
nagols ruO
! TI EVOL uoy sa EFIL ! ...
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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