Firemen tackle a raging fire at a warehouse in Al Quoz in April, 2008.
Firemen tackle a raging fire at a warehouse in Al Quoz in April, 2008.

Police training for large-scale emergencies



DUBAI // A spate of devastating fires and road accidents this year has prompted Dubai Police to seek more tactical training to improve the force's response to large-scale emergencies. The Dubai Police Rescue team is undergoing training on dealing with major accidents such as the recent fire in Al Quoz which ripped through 80 warehouses, killing two people and causing Dh1 billion (US$272,000 million) of damage, and the road accident which involved hundreds of cars on the Abu Dhabi-Dubai motorway in March.

The police have admitted that the Al Quoz rescue operation was hampered, in part, by confusion resulting from a lack of communication between the agencies involved. The new training is focusing on how to establish a clear chain of command and dealing with hazards involving high-rise buildings, as well as incidents involving many people and multiple casualties. Sean Johnson, a US rescue instructor and fireman, has been training firemen to avoid communication breakdowns by implementing a clearly defined leadership structure at the scene of an emergency. He also warned the team about the perils they would face in the event of a fire at one of the many skyscrapers under construction in Dubai.

A Dubai police spokesman admitted that a lack of communication between agencies had led to confusion during rescue attempts at the Al Quoz warehouse fire. "There is always one leader for every accident, big and small, who is easily identifiable because he wears a different coloured helmet," he said. "But in the case of larger-scale accidents like the fire at Al Quoz there was some confusion among the different agencies with communication, but we all worked together and solved the problem.

"We are always looking for training and outside expertise to help us as Dubai grows, so there are plans in place for every scenario." The training exercises, which began last month, were helping the squad to recognise hidden dangers and take appropriate action, he said. "It helped the team to realise the dangers associated with entering a burning building when they are looking for people alongside the Civil Defence.

"They are already well trained in these procedures but they are always undergoing training in all areas including fires." Mr Johnson told the team its priority should always be to remove people from the scene of an accident before looking for trapped bodies. "Fires in high-rise towers are exceptionally dangerous for search-and-rescue teams because of the way they are constructed," he said. Dubai Police Rescue is called out to all large-scale emergencies in the emirate, particularly fires, where they work alongside Dubai Civil Defence, helping to locate people who may be trapped or injured in a burning building.

The fire at Al Quoz, which killed two, destroyed more than 80 warehouses and covered the city in a thick haze of acrid smoke, was triggered by an explosion in an illegal fireworks warehouse. The blast caused what police described as the emirate's biggest fire and left dozens of workers injured. Businesses surrounding the warehouse on the Al Quoz industrial estate sustained damage estimated at Dh1 billion (US$272 million).

In April a fierce blaze destroyed one of Dubai's oldest and most popular markets, devastating shopkeepers, ruining livelihoods and injuring firemen on a day branded "Black Wednesday". The entire Naif Souq was reduced to ashes in the early morning fire. Dubai Police Rescue worked alongside their colleagues in the Abu Dhabi division on March 11 when a 200-car pileup on the motorway between Abu Dhabi and Dubai killed four motorists and left dozens more injured.

These and similar accidents are part of the reason the police force is re-examining the tactical approach to its rescue operations. The fact the emirate is in the midst of a construction boom, with tens of thousands of labourers working on half-built skyscrapers, makes it even more important that rescue teams are fully prepared. Mr Johnson said the Dubai Police Rescue team was generally well equipped to handle such emergencies: "They have all the best toys and equipment and it is really impressive. They have more than we have in California."

Mr Johnson used the 1995 Oklahoma bombing and the September 11 attacks in New York as examples to illustrate how a multi-agency search-and-rescue operation could be hampered by the absence of a clear plan and leadership structure. He told the team it was vital to have in place a system under which everyone involved in an operation answered to just one leader as this would eliminate the confusion which could easily set in when trying to rescue survivors from burning skyscrapers.

"The problem arises when there is a large amount of people all helping but there is complete confusion," said Mr Johnson. "There needs to be one man in charge of the operation and then box off four different geographical zones with a chief in each one. They only answer to the chief in charge." @Email:eharnan@thenational.ae

Company profile

Company: Verity

Date started: May 2021

Founders: Kamal Al-Samarrai, Dina Shoman and Omar Al Sharif

Based: Dubai

Sector: FinTech

Size: four team members

Stage: Intially bootstrapped but recently closed its first pre-seed round of $800,000

Investors: Wamda, VentureSouq, Beyond Capital and regional angel investors

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Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

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