Family Company Management - Talal Abu-Ghazaleh-The Institution

8th AnnualFamily CompanyManagementConferenceDistinguished speaker faculty includes:• Talal Abu-Ghazaleh, Chairman and CEOThe Talal Abu-Ghazaleh Organisation, Jordan• John Sandwick, Managing DirectorEncore Management SA, Switzerland• Zaher Munajjed, FounderConsultants for Business Management, KSA• Mohammed A.J. Al Fahim, Honorary ChairmanAl Fahim Group, UAE• Joseph Paul, PartnerAspen Family Business Group& Director EmeritusThe Family Firm Institute, USA• Khalid Rashid Al Zayani, ChairmanAl Zayani Investments, Bahrain• Ethem Sancak, ChairmanHedef Alliance Holding, Turkey• Paul Bennett, General ManagerInspiring Performance, UAE• Ghassan Nuqul, Vice ChairmanNuqul Group, Jordan• Imad Kamal Sultan, DirectorWJ Towell Co Ltd, Oman• Amin Nasser, PartnerPricewaterhouseCoopers, UAE• Stuart Makings, Lead ConsultantPricewaterhouseCoopers, UK• Faisal bin Juma Belhoul, President & CEOBelhoul Corporate Office L.L.C., UAE• Mohammed I Shams, Assistant General ManagerAlkamal Import Office Company Ltd, KSA• Justin Craig, Assistant Professor in EntrepreneurshipOregon State University, USA• Marwan Al-Tassan, Investment & ResearchArabian Support & Services Company Ltd, KSA• Haluk Alacaklioglu-Obst, ChairmanGlobal Family Business Consulting Inc, Turkey• Professor Ken MooresBond University, Australia• Abdul Salam A Al-Awadi, ChairmanAl-Ahlia Investment Co, KuwaitStrategies for the Survival and Successof the Family Business!24 - 27 April 2004Metropolitan Palace Hotel, DubaiPlusTWO separately bookable one day workshops• Family Business Governance• Leading The Family CompanyThrough ChangeWhy Attend?• Learn tips and techniques for dealing with unique family company challenges from leadingfamily companies and their advisors• Hear about the latest issues, both globally and regionally, confronting family companies• Meet and network with members of successful family companies from around the world• Ease the transition from one generation of family company management to another• Ensure the structure, policies and processes of your family company are suitable for sustainedgrowth• Discover how to create a family dynasty and a powerful family company brandStrategic Business Information Partnerhttp://my.ameinfo.comwww.iirme.com/fcm971-4-3352437 971-4-3352438 register@iirme.com

Welcome to IIR’s 8th Annual Family Company Management Conference!Throughout the world, families control a significant proportion of all businesses. In the Middle East, it has been estimated more than90% of businesses are family owned. What makes family companies unique?Family companies face the same challenges and opportunities as other corporations but also have a unique situation and set ofqualities to consider. Essentially, family companies combine two worlds that have different values, ideas and priorities. Work and family roles areintertwined and can complicate relationships.In the right circumstances, the family company can use the fusion of these two worlds to its advantage. Successful family companiesuse the strengths of family bonds to build formidable empires with inspirational leaders and committed family members who are passionateabout their work.This respected event provides valuable information to help your family company maximise its inherent strengths and address theunique challenges presented.The premier event of its kind, the 8th Family Company Management Conference, brings together leading international experts andsenior members of the most respected family companies in the Middle East. You will hear about the global challenges set to impact on regionalfamily companies and learn how to overcome them.Complex family companies issues such as:• Corporate Governance • Succession Planning • Executive Development • Conflict Resolution • Wealth Management • Restructuring• Leadership • will be explored in detail and you will have the opportunity to ask questions pertinent to your interests.Don’t miss this exciting event! The high quality of information, the valuable insights and the chance to network with successful familycompanies will ensure you find this conference beneficial.I look forward to meeting you at this prestigious event.Kind regards,P.S. Register 3 members of your family company and the 4thattends FREE!Michelle Boyd.Conference DirectorP.P.S. Gain maximum benefit by attending both highlyinteractive and engaging workshops!971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/fcm

DAY ONE – 24 April 20048.30 Registration And Coffee9.00 Welcome From The ChairmanJohn Sandwick, Managing Director,Encore Management SA, SwitzerlandJohn A. Sandwick directs multiple family business assignments fornumerous private clients in the Arab world. He was previously aprivate banker in the Credit Suisse Group and before that at DeutscheBank. Sandwick frequently writes for professional publications andappears regularly as a conference speaker on financial riskmanagement, structured investments, family business managementand real estate investments. His involvement in the GCC region datesback to 1975. Sandwick has been advising family businesses ondiversification, capital valuations and management since 1989. Overthe past nine years he has participated in and supported the ongoingdialogue on family businesses through the Family CompanyManagement conference programmes organised by IIR.9.15 Global Issues Confronting Family Companies: The CriticalFactors And How Local Family Businesses Can AddressThem• Global trends and issues confronting family companiesworldwide• The implications for family businesses in the Middle East• How to address the issues to ensure your business is protectedfrom threats yet well positioned to take advantage ofopportunitiesJohn Sandwick, Managing Director, Encore Management,SwitzerlandandTalal Abu-Ghazleh, Chairman, Talal Abu-GhazalehOrganisation, Jordan; Chairman Of The Arab Regional NetworkOf The United Nations Information And CommunicationTechnologies Task Force And The Working Group On HumanResources And Capacity BuildingTalal Abu-Ghazaleh Organisation is the largest Arab group ofprofessional service firms in the fields of accounting, managementconsulting, training, intellectual property, legal services, informationtechnology, capacity building, credit information and legal translation.Employing over 600 multi-disciplined professionals and operating outof 38 offices in the Middle East and North Africa, with representativeoffices in Europe and North America, TAGO's member firms wereestablished to serve the Arab countries and foreign firms interested inconducting business in the region. With over 32 years of experience,TAGO has developed an outstanding record of success among clients,which include major agencies, international and Pan-Arabgovernment funding organisations as well as leading family ownedcompanies.10.00 Inspirational And Effective Leadership Within The FamilyCompany• Personal attributes and actions that denote an effective leaderof a family business• The additional responsibilities of leading a family companythrough change• Developing a positive organisational culture that contributes toleadership goals and company directionEthem Sancak, ChairmanHedef Alliance Holding, Turkey8th AnnualFamily Company Management ConferenceMr. Sancak founded ES ECZA, a pharmaceutical warehouse anddistribution company, and ESKO, a cosmetics warehouse anddistribution company, in 1987. In 2000, Hedef Holding established astrategic partnership with Alliance Unichem Plc, the second largestpharmaceutical warehouse and distribution company in Europe andfourth worldwide. Hedef Alliance Holding now consists of fivecompanies: Hedef, Es, Esko, Sancak and Uniport including 2 coldchain, 21 pharmaceutical, 5 toiletry, 2 food product warehouses, 22satellite warehouses, and more than 4000 employees with themission of creating value in human health and beauty. Mr. Sancakwas awarded "Business Executive of the Year" in 2001 from IstanbulUniversity Business Administration Faculty. He has been GeneralSecretary of Pharmaceuticals Warehouses Association since 1985.10.45 Networking Break11.15 Corporate Governance – Why Is It Important For FamilyCompanies?• The essential principles of good corporate governance• How corporate governance can ensure sound management andoperational processes as well as enhance family harmony• Putting in place decision making and monitoring processes thatare fair and open to all stakeholdersFaisal bin Juma Belhoul, President & CEOBelhoul Corporate Office L.L.C., UAEMr. Faisal Belhoul joined the Belhoul Group in 1997. Since then, hehas been the key person behind the restructuring that has takenplace in converting this first generation family business into aCorporate Conglomerate. He led the creation of a Holding Group,Family Board, Corporate Management Team and a CorporateGovernance Structure. He has been involved in numerous high-levelnegotiations that have materialized into successful Joint Ventures,with both local and international partners. He spearheaded variousgreenfield projects, from the conceptual stage to implementation. Hecurrently overlooks a portfolio of Investments that cover multiplesectors such as healthcare, trading, distribution, retailing,manufacturing, education, travel, sports & fitness, engineering andcatering.12.00 Restructuring The Family Company To Meet ChangingNeeds And An Evolving Marketplace• Exploring the structural options for family businesses andidentifying the best plan for future success• Planning for structural change in the family business; what arethe key considerations?• Communicating the benefits of restructuring and gainingsupport for implementationGhassan Nuqul, Vice Chairman, Nuqul Group, Jordan;Member of the Economic Consultative Council to HM KingAbdullah II and Member of the Board of Trustees of the JordanianHashemite Fund for Human DevelopmentEstablished in 1952, Nuqul Group brings together 27 regional andglobal companies and over 5,000 employees, and is one of theMiddle East’s leading manufacturers of FMCG products andconstruction materials. Through vertical integration and an increasedfocus on its core business in manufacturing hygienic paper and paperproducts, and further expansion throughout the Middle East, NuqulGroup is committed to sustaining an ever-growing corporate equityand outstanding regional presence. Ghassan Nuqul also has roles asowner, managing director and board member for numerouscompanies under the umbrella of Nuqul Group.www.iirme.com/fcm971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/fcm

12.45 Lunch13.45 Restructuring The Family Company –Facing The Challenges And Finding The SolutionsMohammed I Shams, Assistant Director General,Alkamal Import Office Company Ltd, KSA andCoordinator, Abbott Laboratotries, KSAMohammed Shams joined Alkamal in 1988 as Assistant GeneralManager and was instrumental in developing the company'sinitiatives in areas such as distribution (warehouse), logistics and MIS.He also represents the company in its business negotiations withforeign partners and government entities.Alkamal Import Office Co. Ltd, started in 1957, is engaged inimportation and distribution of medical, health care and otherspecialty products from major US and European manufacturers.Mohammed Shams is part of the second generation of ownersactively involved in the day-to-day running of the company.Stuart has significant experience of working with families, large andsmall, on areas such as continuity planning, succession planning andconflict management. He has worked with numerous families toestablish their family councils and shareholder assemblies and has alsoassisted in developing and agreeing their vision for the future as wellas their family and shareholder protocols. In doing so, he hasdeveloped and worked with family offices for his clients.16.45 Panel Discussion:Ask questions of the expert speaker faculty on the issues of mostconcern or interest to you and your family business17.30 Chairman’s Closing Remarks And Close Of Day OneDAY TWO – 25 April 20049.00 Chairman’s Opening RemarksAlkamal is one of Saudi Arabia's oldest and major medical tradingcompanies and has a mission to provide quality products from majorand respected medical manufacturers, introduce new, breakthroughproducts and services beneficial for the health care of the Saudipopulation.14.30 The Case For Restructuring Family Companies• Status quo ante – a description of the situation before theconsultant's involvement• Triggers for change - the value of red ink• Prerequisites for a successful restructuring and keyconsiderations within the family• Implementation difficulties• ConclusionZaher Munajjed, Founder and PrincipalConsultants for Business Management, KSA andInternational Associates of Aspen Family PartnersZaher established CBM - the Consultants for Business andManagement - in Jeddah and spent over 20 years working for oradvising family business groups chief among them OK Al Esayi andAbdul Latif Jameel in Jeddah and Al Munajem in Riyadh. In 2002Zaher became an international associate with Aspen Family Partnersand is presently leading the work to establish an effective governancesystem for a leading Jeddah merchant family with three generationsin the business. The key success factors of his career have alwaysbeen expert knowledge, consensus building and hands onimplementation.15.15 Networking Break15.45 Using Family Councils And Advisory Boards To AddressIssues And Make Decisions Within The Family Business• The issues that are unique to family companies and how theseimpact the day to day business• How issues can be addressed using family councils, shareholderassemblies and advisory boards• Setting up a suitable council and drafting appropriateguidelines for decision makingAmin Nasser, PartnerPricewaterhouse Coopers, UAE andStuart Makings, Lead ConsultantPricewaterhouse Coopers, UKAmin has been with the firm in Dubai and London for over 20 years.Amin leads the Pricewaterhouse Coopers Family Business Forum inthe UAE and is responsible for developing the firm's activities infamily business advisory services in the Middle East. Amin'sexperience with families in the Middle East is significant. He hasworked with a number of families and advised them on businessstrategy and key family issues such as continuity, succession planningand conflict management.John Sandwick, Managing Director,Encore Management SA, Switzerland9.15 Achieving Family Succession Planning• Achieving succession planning• How we succeeded in maintaining family peace• Building family businesses for the futureMohammed A.J. Al Fahim, Honorary ChairmanAl Fahim Group,UAEMr Mohammed Al Fahim joined the family business after completinghis studies in England, at the beginning of 1968. With the aid of hislate father, Mr. Abdul Jalil Al Fahim, he managed to diversify andgrow the company into one of the largest family-owned business inthe Middle East.As an advocate of converting family businesses to public companies,Mr. Al Fahim set a precedent in the UAE by successfully obtaining thefirst permission for a family business to go public. He also won the“Gulf Chief Executive Award” for 1995.10.15 The Five Challenges Of SuccessionManaging the process of succession is one of the greatestchallenges that family business leaders face. This presentation willprovide insights into the management of this transition. Specialattention will be paid to the succession of:• Ownership• Management• Authority• Relationships• KnowledgeJoseph Paul, PartnerAspen Family Business Group &Director EmeritusThe Family Firm Institute, USAJoe works only with families in business, families of wealth and familyfoundations and has developed a special interest in the challengesfacing family businesses in the Middle East. Since 1978 he has helpedfamilies to communicate well, plan for their future, and grow theirtangible and intangible assets. He specializes in three of thechallenges facing families in businesses: development, application andtransfer of family business leadership; resolution of family issues thatinterfere with decision making and the development of assets;management and succession of the knowledge and wisdom thatgives a company its competitive advantages.11.15 Networking Break971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/fcm

11.45 Drawing On The Strengths Of Different Generations InThe Family Company• Drawing on the strengths of several generations to benefit thefamily business• Building cohesive teams and co-management opportunities• Creating consensus from constructive differencesKhalid Rashid Al Zayani, ChairmanAl Zayani Investments, BahrainMr Khalid Al Zayani, is a businessman and chairman of Al ZayaniInvestments group of companies. The group has interests in banking,industry, property, hotels, joint ventures, services and trading. He ischairman of Zayani Motors, Euro Motors, Intersteel, Midal Cables Ltd,Metalform, Aluwheel, Gulf Closures, Zayani Properties, Zayani HotelsCorporation and Zayani Leasing. He was also a founding member ofBahrain Islamic Bank, Bahrain Kuwait Insurance Company andInvestcorp.The history of Al Zayani family has been linked to Bahrain for over200 years. A policy of investment in profitable national andinternational businesses and willingness to engage in rewarding jointventures have established Al Zayani Investments as a truly successfulregional and international enterprise.12.00 Panel Discussion: Exploring The Challenges Relating ToSuccession Planning• Techniques to guard against business stagnation and promotedynamism• Planting the seeds for sustainable business growth of the familycompany• Creating a company brand that embodies family values andvisionPanellists will include:Imad Kamal Sultan, DirectorWJ Towell Co Ltd, Oman;WJ Towell Group of Companies was established in Oman in 1866 andis now one of the leading private sector organisations in Oman. It is adiversified group of companies with interests in property, trade,industry and services. While family owned, WJ Towell enjoys acorporate form of management that delegates authority.Encouraging autonomy is a key aspect of WJ Towell’s growth strategyand many WJ Towell companies began as divisions, acquiredexperience in-house and evolved into independent concerns.Marwan Al-Tassan, Investment & ResearchArabian Support & Services Company Ltd, KSA13.00 Lunch Break15.00 Encouraging High Level Performance In FamilyCompanies• Managing for performance: The factors unique to the familycompany• How to attract, retain and motivate non-family employees• Executive growth and development for family members• Appraising the key executives' and board of directors'performance and developing compensation systems accordinglyHaluk Alacaklioglu-Obst, ChairmanGlobal Family Business Consulting Inc, TurkeyHaluk established Family Business Consulting, Inc, in 2002 andbecame an international associate of the Aspen Partners focusing hiswork on family firms. Previously, he was Managing Partner for EgonZehnder International, the world’s leading privately owned executivesearch and management assessment firm. Haluk’s expertise from theyears with executive search and assessment is helping both topmulti-national corporations and family firms in a variety of cultures.15.45 Networking Break16.15 Conflict Resolution Or How To Keep The Peace In TheFamily Company• Recognising the triggers for potential tension, disagreement orconflict• Setting boundaries for family and work relationships• Developing the necessary balance of trust, communication andnegotiation between generations• Exploring personal performance and aiming for emotionalintelligence• Emotional Intelligence 360 degree questionnairePaul Bennett, General ManagerInspiring Performance,UAEPaul brings his extensive knowledge and first hand experience ofleading successful teams and organisations to Inspiring Performance.A founding member of the company, he specialises in the delivery ofresearch based performance programmes. Working globally, Paul hasdelivered tailored development solutions to individuals, managers,leaders and teams across a number of key business sectors. Paul wasa Royal Naval Engineer for twenty years. Upon leaving the service,Paul was Managing Director of a very successful commercial maritimeleisure business. Prior to joining Inspiring Performance Paul wasManaging Director of Format, a Leadership and Team DevelopmentConsultancy.17.00 Chairman’s Closing Remarks And Close Of Conference14.15 Family Company Wealth Management• Family companies prefer profits to growth – myth or reality?• The needs of the family versus the needs of the business• Managing different perceptions and expectations aroundwealthAbdul Salam A. Al-Awadi, ChairmanAl-Ahlia Investment Co, KuwaitAl-Ahlia Investment Company was established in 1974 by a group ofyoung Kuwaiti investors with the vision to participate actively in thedevelopment of the industrial sector in Kuwait. Al-Ahlia has sincedeveloped into one of the leading investment companies in Kuwait. Itis listed on the Kuwait Stock Exchange with a paid-up capital of KD30 million. The company is involved in a full range of investmentactivities and provides its clients with comprehensive investmentproducts and services including Direct Investments, AssetManagement Services, Project Financing, Investment Banking andAdvisory Services. It also invests its proprietary capital in both localand international investment opportunities. Al Ahlia has developed aspecial relationship with its clients based upon trust, privacy andconfidentiality and considers these aspects paramount to its success.Comments from last year’sconference delegates:“An impressive collection of speakers”Azmat Nawaz, Assistant General Manager, Al-Ahlia Investment Co“Interactive – very stimulating”Viren Khanna, Financial Advisor, Al Saud Co Ltd“Excellent! It is practical stuff”Khalid Hashim, Managing Director, AHG“Once again, a good solid conference that enablesfamily members to understand their problems andallows them to find their own solutions”Imad Kamal Sultan, Director, WJ Towell & Co971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/fcm

DAY THREE - 26 April 2004 Post-Conference Workshop 1Family Business GovernanceWorkshop Leaders: Joseph Paul and Haluk Alacaklioglu-ObstWorkshop Timings: Registration and coffee will be at 08.00. The workshop will commence promptly at 08.30 and conclude at 14.30, with lunch.There will be two refreshment breaks at approximately10.30 and 12.30.It is not a question or whether of not your family business will be governed.It is a question of what it will be governed by. Far too many familybusinesses fail during succession because they are governed by emotionsand family politics, instead of sound business principles and inspirationalideas.The transition from an entrepreneurial culture to a professionally managedculture is one of the most demanding challenges for family businesses. Oneof the ways to manage this transition is the institution of more effectivegovernance. In family business, development of governance systems freesthe business and family from an excessive dependence on the genius of thefounder. This dependence is replaced by leadership based on the skillfuldeliberations of advisors and family members chosen to lead because oftheir insight, experience and wisdom. Effective governance will create anorganisation that will outlast the founder and become an inter-generationallegacy for the family.In this workshop you will benefit from the partnership of an internationalfamily business consultant and an international expert in executive andcorporate governance.You will leave with tools and insights about:• The purpose of governing bodies• The traits of effective governing bodies• Measuring of board performance in aggregate and as individual members• Models of governance structures for both family and business• Articulating the principles that will guide the governing bodies• Selection and retention of both family and non-family board members• Grooming family members for governance responsibilities• Developing support from the shareholders and extended family forgovernance processes• How to get the process started and how to sustain the developmentAbout Your Workshop LeadersJoe Paul, M.S. works only with families in business, families of wealth and family foundations and has developed a special interest in thechallenges facing family businesses in the Middle East. Since 1978 he has helped families to communicate well, plan for their future and growtheir tangible and intangible assets. He specialises in three of the challenges facing families in businesses: development, application and transferof family business leadership; resolution of family issues that interfere with decision making and the development of assets; management andsuccession of the knowledge and wisdom that gives a company its competitive advantages.Joe's work has been featured in both national and international media and he consults, trains and lectures around the world on family business issues to tradegroups and professional associations. Besides working directly with families in business he also trains other professional advisors to serve their family businessclients more effectively. This includes economic development missions with foreign aid organisations.Joe is a Director Emeritus of the Family Firm Institute (FFI), an international professional association for family business consultants and advisors. He was honoredby FFI with the status of Fellow because of his contributions to the field. He is the co-author and author of several family business assessment devices includingThe Aspen Family Business Inventory and The Family Wealth Management Inventory.Haluk Alacaklioglu-Obst is a graduate of the Harvard Business School (MBA) with Honors (1983). After working at the DeutscheBank, First National Bank of Chicago, Procter & Gamble and Philip Morris, he worked in Germany, the US, Switzerland, Saudi Arabia, Bahrain andTurkey. He then joined Egon Zehnder International, the world’s leading privately owned top executive search and management assessment firm.He became a Partner and a Managing Partner, responsible for Turkey and the Middle East. He opened Istanbul (1990) and Jeddah offices, andhelped hundreds of leading multinational and private companies in the region.In 2002 Haluk established Family Business Consulting, Inc (FBC) and became an international associate of the Aspen Partners focusing his work on family firms.In the past four years, he has done pioneering work in the region in the field of ‘good governance’. He set up and became the founding president of the‘Corporate Governance Association of Turkey’, recognised by the OECD and the World Bank. He led the process of drafting the first ‘Corporate Governance Code ofBest Practices’ in Turkey in 2000-2002. He has given seminars in Europe, Turkey and the Middle East.During these efforts, Haluk has worked with the Boards of numerous family companies of various sizes to help them draft the “governance principles” in order toinstitutionalise and pass from generation to generation.971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/fcm

DAY FOUR - 27 April 2004 Post-Conference Workshop 2Leading The Family CompanyThrough ChangeWorkshop Leaders: Professor Ken Moores, Bond University, Australia andJustin Craig, Assistant Professor in Entrepreneurship, Oregon State University, USAWorkshop Timings: Registration and coffee will be at 08.00. The workshop will commence promptly at 08.30 and conclude at 14.30, with lunch.There will be two refreshment breaks at approximately10.30 and 12.30.All firms face uncertainties that originate from both internal and externalsources. In the case of family firms achieving the necessary balance betweenexternal business demands and internal family pressures is a leadershipchallenge that not all family business leaders master.Uncertainties arising from these factors lead to differences in how managerstry to lead their firms, that is, how they set goals for their firms and monitorprogress towards these goals.In this workshop we will:• Share what we have learned from our research into how owners ofsuccessful family businesses learn to manage various transition phases intheir businesses and in their own lives. In the case of family ownedbusiness the two are closely entwined.• Explore some of the pathways successful family owned businesses havefound through the challenges presented by the business environment.• Use case examples to discuss the issues involved in learning andmanaging family owned businesses. These cases also bring somesystematic insights into the view often expressed by owners of familybusiness that ‘it’s just like any other business, except...’This workshop is participative. That is, participants will be required to applythe concepts that are introduced to their own family business. As it isuniversally accepted that family business people learn from other familybusiness people in forums such as this, participants in the workshop will alsobe encouraged to share their experiences and interpretation of the learningconcepts with other delegates.• Investigate how owners of family owned businesses learn business, learnto run their business, learn how to lead their business and finally, howthey learn to let go of that business.About Your Workshop LeadersProfessor Ken Moores, recently retired as Bond University’s longest serving Vice Chancellor and President (1997-2003). A formerDean of Business and a highly regarded Professor of Accounting, Dr Moores has served both the academic and professional communities of hisdiscipline in various capacities. He has served as Australian President of the Accounting Association of Australian and New Zealand and oncommittees of both CPA Australia and ICAA.In 2002 he was a joint runner-up in the ICAA/ Zurich Business Leader of the Year Award and in 2003 was honoured by Gold Coast City as its“unsung hero” in the field of education.He pioneered research and recognition of family business in Australia and, as Foundation Director of Bond University’s Australian Centre for Family Business, heachieved international recognition for his work. Professor Moores continues to serve this community as a regular speaker at family business conferences, an adviserto family firms, a judge of the annual Family Business Awards and as a member of the board of Family Business Australia (FBA) Ltd.In 2003, his book based on involvement with Australia’s family business community (co-authored with Mary Barrett), Learning Family Business: Paradoxes andPathways, was launched. Degrees and Fellowships: BBus (Queensland University of Technology), BEcon (University of Queensland), MSocSc PhD (University ofBirmingham), Fellow of the Australian Society of Certified Practising Accountants, Fellow of the Institute of Chartered Accountants in Australia.Justin Craig, recently completed his PhD in Behavioural Science at Bond University in Australia and is currently an Assistant Professor inEntrepreneurship at Oregon State University in the United States. He has a degree in business, an honours degree in psychology and a master’sdegree in counselling. He lectures at the undergraduate and MBA level in entrepreneurship related subjects including Growth Strategies forEntrepreneurial Ventures, Managing Innovation, and Professionalising the Family Business.He has published and presented family business and entrepreneurship research in journals and at forums in Australia, Europe and the UnitedStates. He has presented workshops at the World Family Business Network Conferences in London in 2000 and Helsinki in 2002 and hisco-authored stewardship theory paper was nominated for the best research paper at the 2003 Family Business Network Conference in Lausanne.Prior to pursuing an academic career, Justin was involved in businesses with his own family and worked for ten years in senior management positions with anAustralian entrepreneurial family business.971-4-3352437 971-4-3352438 register@iirme.com www.iirme.com/fcm

8th Annual Family Company Management Conference24 - 27 April 2004 • Metropolitan Palace Hotel, DubaiRemember to quote your VIP Code when registering to be enteredinto a draw to WIN US$ 250 Dubai Duty Free Vouchers.FIVE EASY WAYS TO REGISTER971-4-3352437 971-4-3352438 register@iirme.comIIR Holdings Ltd.PO Box 21743, Dubai, UAEwww.iirme.com/fcmGCS/IIR Holdings Ltd.PO Box 13977, Muharraq, Kingdom of BahrainFor further information on this event, please contact our Account Director,Angela Gibbings Tel: 971-4-3352475, Email: angela.gibbings@iirme.comYES, I want to register for:WEB D0758Event Date Price 2 Day Conference 24 - 25 April 2004 US$ 1,495 / Dhs 5,490 Post-Conference Workshop 1 26 April 2004 US$ 995 / Dhs 3,654 Post-Conference Workshop 2 27 April 2004 US$ 995 / Dhs 3,654Fees include documentation, luncheon, refreshments and a certificate of attendance.Please let us know if you have any special dietary or other requirements.DISCOUNTSSave US $100 when you book 3 days:US$ 2,390 / Dhs 8,777Save US $500 when you book the entire event:US$ 2,985 / Dhs 10,962PERSONAL DETAILS:1st Delegate2nd Delegate3rd Delegate4th DelegateMr/Mrs/Ms 1st Name Surname Job Title Department EmailTo assist us with future correspondence, please supply the following details:Head of DepartmentTraining ManagerBooking ContactCompany:.......................................................................................................................................................................................................................................................................Address (if different from label above) ................................................................................................................................................................................................................................................................................................................................................................................ Postcode:.......................................... Country:................................................... Yes!, I would like to receive information about future events & services via email.My e-mail address is:.....................................................................................................................Tel:........................................................Fax:......................................................No. of employees on your site: 0-49 50-249 250-499 500-999 1000+Nature of your company’s business:.................................................................................................................................................................................................................................Payments Please tick if you would like to pay by Visa, Mastercard or American Express.A confirmation letter and invoice will be sent upon receipt of your registration. Please note thatfull payment must be received prior to the event. Only those delegates whose fees have beenpaid in full will be admitted to the event. You can pay by company cheques or bankers draft inDirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New Yorkbank and an extra amount of US$ 6 per payment should be added to cover bank clearingcharges. All payments should be in favour of IIR Holdings Ltd.ANPG M100BUSINESS© Copyright I.I.R. HOLDINGS B.V.Due to unforeseen circumstances, the programmemay change and IIR reserves the right to alter thevenue and/or speakers.Hotel & Accommodation DetailsMetropolitan Palace Hotel, DubaiTel: 971-4-227 0000 Fax: 971-4-227 9993CancellationIf you are unable to attend, a substitutedelegate will be very welcome in your place. Ifthis is not suitable, a $200 service charge willbe payable. Registrations cancelled less than7 days before the event must be paid in full.Book your hotel accommodation for this event NOW!Avoid Visa Delays –Book NowDelegates requiring visas should contact thehotel they wish to stay at directly, as soon aspossible. Visas for non-GCC nationals maytake several weeks to process.