Question one: What are the growth strategies of Dry Docks WorldDubai?

No. Interviewers answer 1 Have we growth strategies in these circumstances? May be in production only. During economic boom, DDW has adapted a strategy of expansion, through mergers and acquisitions. As a result we acquired 5 yards in Southeast Asia( Singapore and Indonesia). After the financial crises things took a different turn. A closer look into the lo cal, Middle east and Gulf in specific, was the trend. Hence, many visits 2 were taken up by senior managers to some prominent petroleum companies in the region such as ADNOC (Abu Dhabi Nation Oil Company). Until the whole economic client of the world changes , DDW will take the shorter route and tackle surrounding markets as we continuing to accommodate its international profile of customers. I am of the opinion that the DDW-D should adopt the following approach. I am not sure if DDW-D has any strategy in the 1st place. 3 i. To expand vertically, either to go up stream or down stream ii. 4 To diversify the business to spread the risks

There are no growth strategies no. Having withstood the current downturn and financial mishaps our

present growth strategies are to carryon on the steady financial and growth path that we have taken to reach and remain at the market position we are today within the region.

Question two: How is Dry Docks World- Dubai different from its

competitors? No. Interviewers answer 1 The competitive advantage of DDWD embedded in, Location and Dynamic of Dubai. DDW throughout the years has built a reputation of quality and promptness. Hence, if you ask the industry about what really distinguishes the company It would probably the rigid timelines. In 2 addition to that, DDW has developed a culture of safety -first. These tow elements in addition to very well defined procedures and process give the company its competitive advantage. It has a competitive advantage because of the facility (biggest 3 graving dock in the world, location, natural protected sea, etc). DDW does not have any other advantage such as low cost, efficient manpower, etc. 4 The combination among manpower, capital and location - The shipyard is the largest facility in the Middle East - Competent trained staff with vast experience - The varied and expert facilities provided such as 5 o vessel conversions, o new building, o offshore construction, o ship repair and o specialized state-of-the-art technology has propelled it into a league of its own.

Question three : What is the future plan of the Dry Docks World- Dubai?

No. Interviewers answer 1 Let us be more accurate, the best strategic direction now is to be prospector, and try to invest the current conditions to our interest. Future plans are clear to us provided that we maintain the core competences and not diversify into other trades. Gl obally, VLCC's and ULCC's (Very large crude carrier and Ultra Large Crude Carriers) are our main segments. This category is mainly used in 2 the Oil and Gas industry. Hence. Well try to be always around this industry no matter where it is. Luckily, locally, this is the most significant industry in the Arabian Gulf region, which means that we still can peruse our global aspirations by starting with our local clients in the Gulf. 3 4 DDW-D should expand to South America and North Africa . What is the real future plan of DDW-D is not known. Regional expansion - Realizing the worldwide situation faced by many yards around the world we have geared up our Afloat Division to meet the challenges of carrying out more extensive repairs on board large 5 VLCC and other vessels that may require assistance due to the lack of operational yards in their proximity. - To invest into more conversions of VLCCs due to the new future regulations that would require extensive work to be put into them for them to be legally operational in the near future

Question four: What are the core competencies that you rely upon in reaching your goals?

No. Interviewers answer

y Stability of leadership line.

y Skilled technical workers. y Institutionalization.

No doubt that the skilled labour gives the company competitive advantages in the market. 2 Sufficient experience in the shipbuilding and repair field. Good reputation that the company gain during the last period. Facilities and operational efficiency 3 It should be skilled manpower.
y Cultural diversification.

y Skilled technical workers. y Experience in domain

As a company we believe in the satisfaction of both our external and internal customers. We prioritize the safety and well being of our staff to ensure quality service is provided our customers.

Continued training on safety and skill based knowledge and activities.

State-of-the-art facilities and equipment within our premises which enables us to keep a check on the quality of goods and services provided.

Question five: Who are your main competitors?

No. Interviewers answer 1 In near future you will face competition from Sharjah and Abu Dhabi Main players locally are: Bahrain (Asry ship yard), Oman upcoming yard, Qatar upcoming Yard. Globally: we have around 42 shipyards world wide whose capacities are above 300,000 dwt (dead weight tones) and 20 2 whose capacities are between 150,000 - 300,000 dwt (dead weight tones) Hence. our all in all completion is the sum of all these yards, given the fact that most of our clients are internationally diverse and the shipping business in most cases has no boundaries (its mainly bound by shipping routes) 3 Shipyards in Oman and Saudi Arabia and Bahrain
y Locally: Sharjah and Abu Dhabi

y Regionally: Asry Yard In Bahrain, and upcoming Yard in

Qatar and Oman The closest competitors are based in other Asian countries as in the 5 Middle East DWD is the largest and holds most of the Asian market share.

Question six: How do you evaluate business growth opportunities that you had you made in the past?

No. Interviewers answer This question is difficult to answer, especially if we take in account 1 the alternative opportunities; in general I think we need more effective marketing researches in this point. 2 I think it is early to evaluate that, because the past expansion did not take the enough time, but the indicators are positive. Based on Return on Equity (ROE) and Internal rate of return( IRR) and payback period 4 Regardless of global financial crisis ,our investment were successful and fruitful. Having withstood the current downturn and financial mishaps our present growth strategies are to carryon on the steady financial and growth path that we have taken to reach and remain at the market position we are today within the region. 5 A steady growth path with careful financial analysis has assured us the position that we are in today. Our commitment to quality and adherence to safety has helped us put together the building blocks of our customer base and ensured our success and maintai ned our ability to withstand mishaps.