Injaz - Job Shadow Activity

INJAZ Kuwait

Empower young people to own

their economic success

Who are we?

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:

Inspire and prepare young

people to succeed in a global
economy
Worlds largest fastest growing nonprofit 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

10 Years of Achievement in Kuwait

38,000 students trained

2,400 professional volunteers

80+ schools & universities

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.

A STORY TO BE TOLD

20 Years Of Success
In 1994, we realized the
societys need for middleincome 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.

20
1994




...
.

Our Story
Limited Liability Contracting Company

1994

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

Establishing Argana Resorts and Hotels.

2006

ALARGAN was listed on the Kuwait Stock Exchange.

2007

Bond Issue by KD 26.5 million

2012

26.5

LEED Certificate for green buildings

2014

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.

Our Values

Motivate Our People

Innovate Our Projects
Differentiate Our Companies

Our Family

Our Strategic Objectives

Our Strategic Objectives

 2020

Towards 2020
Our slogan

! LIFE as you LOVE IT

... !

STRATEGIC PROGRAMES

LIFE as you LOVE IT !

AND LIFE CONTINUES

The way you LOVE IT

BUSINESS DEVELOPMENT

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

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.

Typical Deal flow

Preliminary assessment
through Deal Screening
Report
Research Input

Feasibility
communicated to
Planning &
Development team

Planning team to vet

and refine
development
components

Investment
Committee
approval and
Deal Closure

Research
The Knowledge Backbone of ALARGAN
Key Focus Areas
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.

Investors Relations
Towards Greater Transparency
Key Focus Areas

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.

INVESTMENT

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

I-

Distressed Projects

II-

Return

Land Development
Development

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.

Income Generating

Due Diligence
Market

III-

Execution
Due Diligence
Market

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

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

Exit
Speculation
Execution
Due Diligence
Market

Exit
Deal Closing
Structuring
Speculation
Execution
Due Diligence
Market

Risk

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

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.

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

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

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

Investment & Asset

Management Team

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
-

Operational
Involvement

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

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

Acquisition

Holding Period

- Sourcing as per stated investment

guidelines
- Due Diligence
- Investment Structuring and
Financing

- Development of Asset Management

Strategy

Disposition
- Development of Disposition plan
- Property Evaluation

- Building Value Enhancement: rental

- Marketing

growth, vacancy rate improvement,

- Documentation

renovation, strategic alliance etc.

- Negotiation with the Purchaser

- Valuation/ Feasibility Studies

- Periodical Investment Reporting

- Documentation

- Portfolio Management

- Deal Closing

- Negotiation with the seller

Investment

Income
Returns and benefits to investors

Capital

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:

Long Term Gain

Exit Timing

Value Creation In Income Generating Real Estate Portfolios

Value Creation

Exit Timing

Long Term gain

Financial
Management

Financial Management

Asset
Optimization

Optimization

Rental yield

Acquisition

Acquisition & Rental

Income

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

Land

Capital

Knowledge

Tenants

Existing
Site

The Go Decision
Financial
Constraints

Market
Information

Context
Constraints

Regulatory
Constraints

Driving Factors

Symbiosis
Architectural
Design

Financial
Analysis

PRELIMINARY
SCHEME

Revision

Construction
Financing

Last Check

Construction
Cost

Permanent
Financing

Documentation
Line Up Financing
Equity
Financing

GO
DECISION

Commitment
Working
Drawings

Strategy

Timeline for Development of an Apartment Building or Small Office Building

Pre-development

Construction

Construction Funding

Months

12

Leasing

Certificate of Occupancy

24

Operations
Stabilized Occupancy
90-95 Percent Leased

Sale

36

120

Development Period

Operating Period

FINANCE

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.

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.

Marketing & Corporate Communications

Marketing & Corp Comms

Maintaining the brand image, communicating with stakeholders, driving engagement
Key Responsibilities

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

CORPORATE
COMMUNICATIONS

DESIGN/PRODUCTION
ACTIVATION

Internal
Communications
Events
Informative Emails
Newsletter
Intranet
Awards

MEDIA

Design
External
Communications

Guidance
Oversight (CIM)

News announcements

Quality Control

Special Features

Quality
Improvement

Conferences /Summits
Media Engagements
Social Media

Sponsorship
Customer Engagement
Employee Engagement

Channel mix
Outdoor
Digital

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

Objectives Defined

Strategy Mapped

Materials
Prepared

Rollout

ROI Analysis

Example: Launch of a new restaurants complex

Objectives

Strategy

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

Example: Launch of a new restaurants complex

Materials

Rollout

ROI

Logo/branding
Advertising Templates
Social Media Library

PR Calendar
Social Media Calendar
Production Samples
Press Release Library
Event Company Setup

Marketing Calendar
Image Library

Installation of materials Invitation of Media

Social Media Posting
Influencer Sponsoring
Execution of Public Event

Press Coverage Monitoring

Media buying of advertising

Monitoring of Coverage Tenant feedback

Social Media CRM
Analysis and response

Footfall surveys

ROI Analysis

Objectives Defined

Strategy
Mapped

Youth
Development

Sustainable
Buildings
Knowledge
Activities
Sharing
Calendar
Employee
buy-in

Sustainability

Materials
Prepared

LEED
certifiable
design
INJAZ
Partnership
Employee
Education

Rollout

Newsletter
Employee
Competitions
LEED
Certification
Car pool
parking

Social/
Environmental
Impact

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.

Strategic Human Resources

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.

HR Planning

Compensat
e & Reward
or
discipline

Manage
Performanc
e

Recruiting
& Retaining

Educate &
Train

HR MISSION & VISION

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.

Our HR Technical Competencies

Analytical skills

Persuasive skills

Commercial Acumen

Project management skills

Change Champions

Interviewing skills

Communication Skills

Relationship-building skills

HR systems and process re-engineering

Strategic thinking skills

Capability Builders

Credible activists

HR Functions

Human
Resources
strategic
Services

Compensation

Workforce
Planning &
Recruitment

Talent
Management

Performance
Management

Training &
Development

Employee
Relations

Retention &
Recognition

THE HR IS LIKE A BIG UMBRELLA..

Ties everyone together and protects them from
internal and external threats.

Information Technology

IT Department Main Functions

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 for Real Estate

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).

PROJECT MANAGEMENT

GREEN BUILDINGS
Is there a real need ?

CRI SI S

Huge Water consumption during

Kuwait National day celebrations
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.

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

Sustainability

How is ALARGAN trying to be a good corporate

citizen?
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

Where to begin?
Buildings

What are Green Buildings?

Buildings that use resources efficiently:

1.
2.
3.

Energy
Water
Materials

Health of occupants
Environmental impact
Economic benefits

BENEFITS OF GREEN BUILDINGS

ENERGY
USE
25 50%

CO2

EMISSIONS

WATER
USE

SOLID
WASTE

33 - 40 %
40 %
70 %

Ref: US & Canadian Green Building Councils

BENEFITS OF GREEN BUILDINGS

STUDENT
TEST
SCORES
5 14%

PATIENT

RECOVERY

8.5%

Ref: US & Canadian Green Building Councils

WORKER

SICK DAYS

18- 25%

80%

PRODUCTIVITY

Why is Green Building

Certification important?
CERTIFICATION

Green Building Rating Systems

Similar to a graduation degree

ALARGAN International Head Quarters

Argan Business Park, Kuwait

Telal Al Qurum
Townhouses, Oman
LEED Homes
candidate project

Kuwait
Internation
al Airport
Terminal, II

New Equate
Headquarters,
Kuwait

New NBK
Headquarters,
Kuwait

TOP 5 GREENEST COUNTRIES OF THE WORLD

Switzerland

Luxembourg

Australia

Singapore

Czech republic

ALARGANS Journey to LEED Certification

A video will be shown here

THANK YOU

Questions?