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	(301691,28817,'PostTitle','Procurement in the Education Sector in the Middle East'),
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	(301694,28817,'PostDate','2018-09-04 07:40:35'),
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	(301698,28817,'MetaValueNew','<p dir=\"LTR\" align=\"LEFT\">The education sector in the Middle East has often been widely perceived as a lucrative investment opportunity for developers looking to expand their portfolio of investments. By way of example, the UAE has one of the most buoyant private school markets in the world, with consistently high levels of occupancy coupled with year-on-year growth in demand, in large part as a result of the UAE’s growing expatriate population. It has been estimated that Dubai will need 134 new schools to be constructed over the course of the next 10 years in order to accommodate the estimated 200,000 pupils that will need seats by the 2027/2028 school year. It is a similar story in other parts of the Middle East. This will therefore require a concerted effort by developers, contractors, funders and the relevant regulatory bodies in order to facilitate the construction of such developments, in a manner that meets the every-increasing demand within the region.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The costs associated with investing in school infrastructure are significant. There are various reasons for this, one of which is the potential complexity of issues faced when embarking on such projects, such as the need to integrate the programme of works around the day-to-day activities of the school system (applicable for example where refurbishment works are being undertaken on an existing school).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The procurement route adopted on any construction and engineering project is one of the key considerations for developers, which will allow them to assess whether the relevant works and moreover the project as a whole can complete on time, be of the required quality and be within budget. Another important consideration is ensuring that the tender process allows for a close examination of contractors’ experience within the sector. Given the specialist nature of school construction projects, developers should not only examine pricing but also consider whether the bidding contractor has sufficient knowledge and experience of working on such specialist projects in the region.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">A number of procurement options are available to developers operating within the education sector when procuring works and services from third parties. Each of these has its own advantages and disadvantages. In this article we discuss the following key procurement routes and explain the main advantages and disadvantages associated with each:</p>\r\n\r\n<ol>\r\n 	<li dir=\"LTR\">Traditional contracting;</li>\r\n 	<li dir=\"LTR\">Design and build contracting; and</li>\r\n 	<li dir=\"LTR\">Public-private partnerships.</li>\r\n</ol>\r\n<p dir=\"LTR\" align=\"LEFT\">Finally, we will briefly examine the important role that a well drafted operation and maintenance agreement has in addressing the ongoing operational demands of a school, following completion of a project.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">It should be noted that in addition to procuring works directly, an alternative option for developers is to enter into a ‘build to suit’ arrangement with educational facility operators. This essentially involves land owners, ground lease owners or developers undertaking the construction of an educational facility provided that they have a long term tenant (whether a school, educational institution or an operator) who wishes to enter into a long term lease of the facility. Although beyond the scope of this article, build to suit education projects are an important consideration and examined in greater detail in the article entitled \"<a href=\"http://localhost:8888/tamimi/law-update-articles/build-to-suit-education-projects/\">Build to Suit Education Projects</a>\" authored by Partner and Head of Real Estate, Jeremy Scott, in this month’s edition of Law Update.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Traditional Contracting</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">This is probably one of the most often encountered forms of procurement adopted by developers in the education sector. Essentially the developer (also known as the \"employer\") will engage a professional team of consultants (usually an architect, mechanical and electrical engineer, civil and structural engineer and perhaps other specialist consultants) to prepare designs and specifications for the works that are to then be constructed by a building contractor. Such designers typically have a proven track record and experience in operating in the education sector and this provides comfort that the designs will be well suited for an education facility and will be readily accepted by the relevant authorities.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The contractor will be engaged separately by the developer under a construction contract and will be responsible for engaging sub-contractors to the extent required in order to allow them to complete the required works in accordance with the approved designs.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The building contract will only be responsible for the construction of the works (as design responsibility remains vested in the design team). Given that school projects may concern the expansion of existing facilities (as opposed to ‘green field’ projects), it is likely that the construction works will need to be carried out in accordance with a detailed programme to ensure that interference and disruption during school time is minimised. Additionally, the construction contract needs to contain a specific procedure for the rectification of defects, again to ensure that construction works do not encroach on the day-to-day running of the school.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Some of the advantages of traditional contracting include that the employer retains control over the design of the project and therefore can monitor quality and ensure their requirements in this regard are met. This is a potentially telling advantage on account of the planning and design nuances that are applicable to school designs. There is, however, a greater risk of the building contractor being delayed and of them incurring cost overruns due to the additional oversight and involvement that the employer will have in the project. Delays can be particularly harmful as they may result in the school not being completed in time for an academic year and this could result in significant losses being incurred. In addition, there will be multiple points of responsibility, which can make the employer pursuing a claim in respect of defects that arise, more complex, costly and time consuming.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Design and Build Contracting</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The design and build procurement route generally involves the design of the works being undertaken entirely by the building contractor/its professional team of design consultants. Alternatively the initial design will be developed by the employer/its professional team of design consultants, subsequent to which responsibility for these designs will transfer to the contractor by way of novation of the design consultant appointments.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Here the building contractor takes single point responsibility and thus is liable to the employer for both the design and construction of the works.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The advantages associated with design and build contracting include that it offers greater certainty in terms of time for completion and cost, as such projects are usually for a defined duration and priced on a fixed, lump sum basis (this is of course provided that the employer does not make any changes to the required scope of works). As noted above, delays can be very damaging in the context of a school project so developers (and their funders) typically address this issue in detail in the construction contract. For example, the building contractor may be entitled to an early completion bonus while the employer will often insist on the ability to instruct the building contractor to accelerate the works if they fall behind schedule. Although delay damages are a ‘last resort’, thought should be given to the quantum of delay damages so that they correspond (as far as possible) to the loss that the employer will suffer arising out of a delay (i.e. if the facility is not ready for the start of the school term).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The presence of single point responsibility makes it more straightforward for the employer and other parties with recourse to the building contractor, to seek redress should any design defects or workmanship issues arise, as opposed to having to pursue the relevant design consultants individually.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Disadvantages of this procurement route include that there may be added scope for delays to the project due to the changes that might be requested by the employer during the construction of the project or otherwise as a consequence of a delay in novating the design consultants to the building contractor. Such changes can also impact on costs. The employer also loses a degree of control over the project and therefore is less able to maintain oversight over quality, when compared to the traditional procurement route. This can have a significant impact in the context of an educational establishment on account of the typically prescriptive Employer’s Requirements. It is therefore important that the design and build contractor is closely supervised.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Public- Private Partnerships</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Public Private Partnerships (or \"PPPs\") structures have been used to procure schools, including in the United Kingdom and Australia but are less common in the region. In the traditional sense, the public authority would engage a private entity (usually in the form of a Special Purpose Vehicle) to design, construct, operate and maintain a school for a term of usually between 15 to 25 years, in exchange for which usage payments will be made to the private entity.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The introduction of the recent PPP Law in Dubai in addition to the proposed enactment of the draft Private Sector Participation Law (which will follow the previously introduced Privatization Projects Manual) in Saudi Arabia, underlines the growing emphasis being placed on PPPs by governments in the region and it may help facilitate the gradual adoption of this approach within the region. For the time being however, ‘quasi’ PPP structures are more likely to be adopted, whereby a private entity may grant a long term concession to a specialist school to design, construct, operate and maintain an educational facility.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">An important advantage of PPPs is that it allows the procuring entity to leverage efficiencies and expertise in the private sector in order to enable it to attain its development objectives. For the private sector, PPPs can assist in helping to secure the third party funding necessary to enable the project to proceed, due primarily to the involvement of a public authority.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Disadvantages of this method of procurement include that the procurement and tendering process can be lengthy and expensive, when compared to the traditional procurement process.</p>\r\n&nbsp;\r\n<h2></h2>\r\n<h2 dir=\"LTR\" align=\"LEFT\">\"The education sector in the Middle East has often been widely perceived as a lucrative investment opportunity for developers looking to expand their portfolio of investments…\"</h2>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Operation and Maintenance Agreement</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Once a school has been constructed, in order for it to remain in good working order and attractive to the market, it must be properly operated and maintained. This is usually undertaken by the developer appointing an operation and maintenance contractor (\"O&amp;M Contractor\") under an operation and maintenance agreement (\"O&amp;M Agreement\", otherwise also known as a \"facilities management contract\"). Some of the more important provisions of an O&amp;M agreement, that the parties should ensure are adequately addressed, include the following:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">Having a clear and detailed scope of works specifying exactly what is required of the O&amp;M Contractor in addition to the key performance indicators (or \"KPIs\" against which their performance will be measured). These KPIs should be SMART (Specific, Measurable, Achievable, Relevant and Time Based);</li>\r\n 	<li dir=\"LTR\">A warranty that the O&amp;M Contractor has carried out all reasonable investigations and inspections of the school facility and that the asset is capable of being managed to the standards prescribed by the O&amp;M Agreement. This will reduce the risk of the O&amp;M Contractor seeking to blame the building contractor for any deficiencies in the services they perform;</li>\r\n 	<li dir=\"LTR\">From a practical perspective, where the school is being newly constructed, it may be a good idea to have the O&amp;M Contractor inspect the asset prior to Take Over and to attend any tests on completion under the construction contract. The contractor may also be required to provide the O&amp;M Contractor with training for the operation and maintenance of the school. This will need to be addressed at the earliest stages of a project so that it is possible for the construction contract to include clauses to address issues of this nature;</li>\r\n 	<li dir=\"LTR\">Penalties where the O&amp;M Contractor does not achieve the KPIs or for example, where there is an interruption to the operations of the school during school and non-school hours; and</li>\r\n 	<li dir=\"LTR\">Termination rights which may be linked to a breach of the KPI regime.</li>\r\n</ul>\r\n<p dir=\"LTR\" align=\"LEFT\">There is of course a suite of other important considerations that the parties should be mindful of when negotiating an O&amp;M Agreement, such as insurance, force majeure, performance security and payment. In any event the contract should be closely examined to ensure it is tailored to the specific commercial arrangement between the parties, in addition to the laws of the jurisdiction or Emirate which will govern the contractual relationship.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/practice/construction-infrastructure/\">Construction and Infrastructure</a> team regularly advises on all elements of the construction procurement process. For further information please contact <a href=\"http://localhost:8888/tamimi/lawyer/euan-lloyd/\">Euan Lloyd</a> (<a href=\"mailto:E.Lloyd@tamimi.com\">E.Lloyd@tamimi.com</a>).</em>'),
	(301699,28817,'MetaValueOld','<p dir=\"LTR\" align=\"LEFT\">The education sector in the Middle East has often been widely perceived as a lucrative investment opportunity for developers looking to expand their portfolio of investments. By way of example, the UAE has one of the most buoyant private school markets in the world, with consistently high levels of occupancy coupled with year-on-year growth in demand, in large part as a result of the UAE’s growing expatriate population. It has been estimated that Dubai will need 134 new schools to be constructed over the course of the next 10 years in order to accommodate the estimated 200,000 pupils that will need seats by the 2027/2028 school year. It is a similar story in other parts of the Middle East. This will therefore require a concerted effort by developers, contractors, funders and the relevant regulatory bodies in order to facilitate the construction of such developments, in a manner that meets the every-increasing demand within the region.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The costs associated with investing in school infrastructure are significant. There are various reasons for this, one of which is the potential complexity of issues faced when embarking on such projects, such as the need to integrate the programme of works around the day-to-day activities of the school system (applicable for example where refurbishment works are being undertaken on an existing school).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The procurement route adopted on any construction and engineering project is one of the key considerations for developers, which will allow them to assess whether the relevant works and moreover the project as a whole can complete on time, be of the required quality and be within budget. Another important consideration is ensuring that the tender process allows for a close examination of contractors’ experience within the sector. Given the specialist nature of school construction projects, developers should not only examine pricing but also consider whether the bidding contractor has sufficient knowledge and experience of working on such specialist projects in the region.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">A number of procurement options are available to developers operating within the education sector when procuring works and services from third parties. Each of these has its own advantages and disadvantages. In this article we discuss the following key procurement routes and explain the main advantages and disadvantages associated with each:</p>\r\n\r\n<ol>\r\n 	<li dir=\"LTR\">Traditional contracting;</li>\r\n 	<li dir=\"LTR\">Design and build contracting; and</li>\r\n 	<li dir=\"LTR\">Public-private partnerships.</li>\r\n</ol>\r\n<p dir=\"LTR\" align=\"LEFT\">Finally, we will briefly examine the important role that a well drafted operation and maintenance agreement has in addressing the ongoing operational demands of a school, following completion of a project.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">It should be noted that in addition to procuring works directly, an alternative option for developers is to enter into a ‘build to suit’ arrangement with educational facility operators. This essentially involves land owners, ground lease owners or developers undertaking the construction of an educational facility provided that they have a long term tenant (whether a school, educational institution or an operator) who wishes to enter into a long term lease of the facility. Although beyond the scope of this article, build to suit education projects are an important consideration and examined in greater detail in the article entitled \"Build to Suit Education Projects\" authored by Partner and Head of Real Estate, Jeremy Scott, in this month’s edition of Law Update.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Traditional Contracting</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">This is probably one of the most often encountered forms of procurement adopted by developers in the education sector. Essentially the developer (also known as the \"employer\") will engage a professional team of consultants (usually an architect, mechanical and electrical engineer, civil and structural engineer and perhaps other specialist consultants) to prepare designs and specifications for the works that are to then be constructed by a building contractor. Such designers typically have a proven track record and experience in operating in the education sector and this provides comfort that the designs will be well suited for an education facility and will be readily accepted by the relevant authorities.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The contractor will be engaged separately by the developer under a construction contract and will be responsible for engaging sub-contractors to the extent required in order to allow them to complete the required works in accordance with the approved designs.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The building contract will only be responsible for the construction of the works (as design responsibility remains vested in the design team). Given that school projects may concern the expansion of existing facilities (as opposed to ‘green field’ projects), it is likely that the construction works will need to be carried out in accordance with a detailed programme to ensure that interference and disruption during school time is minimised. Additionally, the construction contract needs to contain a specific procedure for the rectification of defects, again to ensure that construction works do not encroach on the day-to-day running of the school.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Some of the advantages of traditional contracting include that the employer retains control over the design of the project and therefore can monitor quality and ensure their requirements in this regard are met. This is a potentially telling advantage on account of the planning and design nuances that are applicable to school designs. There is, however, a greater risk of the building contractor being delayed and of them incurring cost overruns due to the additional oversight and involvement that the employer will have in the project. Delays can be particularly harmful as they may result in the school not being completed in time for an academic year and this could result in significant losses being incurred. In addition, there will be multiple points of responsibility, which can make the employer pursuing a claim in respect of defects that arise, more complex, costly and time consuming.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Design and Build Contracting</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The design and build procurement route generally involves the design of the works being undertaken entirely by the building contractor/its professional team of design consultants. Alternatively the initial design will be developed by the employer/its professional team of design consultants, subsequent to which responsibility for these designs will transfer to the contractor by way of novation of the design consultant appointments.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Here the building contractor takes single point responsibility and thus is liable to the employer for both the design and construction of the works.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The advantages associated with design and build contracting include that it offers greater certainty in terms of time for completion and cost, as such projects are usually for a defined duration and priced on a fixed, lump sum basis (this is of course provided that the employer does not make any changes to the required scope of works). As noted above, delays can be very damaging in the context of a school project so developers (and their funders) typically address this issue in detail in the construction contract. For example, the building contractor may be entitled to an early completion bonus while the employer will often insist on the ability to instruct the building contractor to accelerate the works if they fall behind schedule. Although delay damages are a ‘last resort’, thought should be given to the quantum of delay damages so that they correspond (as far as possible) to the loss that the employer will suffer arising out of a delay (i.e. if the facility is not ready for the start of the school term).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The presence of single point responsibility makes it more straightforward for the employer and other parties with recourse to the building contractor, to seek redress should any design defects or workmanship issues arise, as opposed to having to pursue the relevant design consultants individually.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Disadvantages of this procurement route include that there may be added scope for delays to the project due to the changes that might be requested by the employer during the construction of the project or otherwise as a consequence of a delay in novating the design consultants to the building contractor. Such changes can also impact on costs. The employer also loses a degree of control over the project and therefore is less able to maintain oversight over quality, when compared to the traditional procurement route. This can have a significant impact in the context of an educational establishment on account of the typically prescriptive Employer’s Requirements. It is therefore important that the design and build contractor is closely supervised.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Public- Private Partnerships</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Public Private Partnerships (or \"PPPs\") structures have been used to procure schools, including in the United Kingdom and Australia but are less common in the region. In the traditional sense, the public authority would engage a private entity (usually in the form of a Special Purpose Vehicle) to design, construct, operate and maintain a school for a term of usually between 15 to 25 years, in exchange for which usage payments will be made to the private entity.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The introduction of the recent PPP Law in Dubai in addition to the proposed enactment of the draft Private Sector Participation Law (which will follow the previously introduced Privatization Projects Manual) in Saudi Arabia, underlines the growing emphasis being placed on PPPs by governments in the region and it may help facilitate the gradual adoption of this approach within the region. For the time being however, ‘quasi’ PPP structures are more likely to be adopted, whereby a private entity may grant a long term concession to a specialist school to design, construct, operate and maintain an educational facility.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">An important advantage of PPPs is that it allows the procuring entity to leverage efficiencies and expertise in the private sector in order to enable it to attain its development objectives. For the private sector, PPPs can assist in helping to secure the third party funding necessary to enable the project to proceed, due primarily to the involvement of a public authority.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Disadvantages of this method of procurement include that the procurement and tendering process can be lengthy and expensive, when compared to the traditional procurement process.</p>\r\n&nbsp;\r\n<h2></h2>\r\n<h2 dir=\"LTR\" align=\"LEFT\">\"The education sector in the Middle East has often been widely perceived as a lucrative investment opportunity for developers looking to expand their portfolio of investments…\"</h2>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Operation and Maintenance Agreement</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Once a school has been constructed, in order for it to remain in good working order and attractive to the market, it must be properly operated and maintained. This is usually undertaken by the developer appointing an operation and maintenance contractor (\"O&amp;M Contractor\") under an operation and maintenance agreement (\"O&amp;M Agreement\", otherwise also known as a \"facilities management contract\"). Some of the more important provisions of an O&amp;M agreement, that the parties should ensure are adequately addressed, include the following:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">Having a clear and detailed scope of works specifying exactly what is required of the O&amp;M Contractor in addition to the key performance indicators (or \"KPIs\" against which their performance will be measured). These KPIs should be SMART (Specific, Measurable, Achievable, Relevant and Time Based);</li>\r\n 	<li dir=\"LTR\">A warranty that the O&amp;M Contractor has carried out all reasonable investigations and inspections of the school facility and that the asset is capable of being managed to the standards prescribed by the O&amp;M Agreement. This will reduce the risk of the O&amp;M Contractor seeking to blame the building contractor for any deficiencies in the services they perform;</li>\r\n 	<li dir=\"LTR\">From a practical perspective, where the school is being newly constructed, it may be a good idea to have the O&amp;M Contractor inspect the asset prior to Take Over and to attend any tests on completion under the construction contract. The contractor may also be required to provide the O&amp;M Contractor with training for the operation and maintenance of the school. This will need to be addressed at the earliest stages of a project so that it is possible for the construction contract to include clauses to address issues of this nature;</li>\r\n 	<li dir=\"LTR\">Penalties where the O&amp;M Contractor does not achieve the KPIs or for example, where there is an interruption to the operations of the school during school and non-school hours; and</li>\r\n 	<li dir=\"LTR\">Termination rights which may be linked to a breach of the KPI regime.</li>\r\n</ul>\r\n<p dir=\"LTR\" align=\"LEFT\">There is of course a suite of other important considerations that the parties should be mindful of when negotiating an O&amp;M Agreement, such as insurance, force majeure, performance security and payment. In any event the contract should be closely examined to ensure it is tailored to the specific commercial arrangement between the parties, in addition to the laws of the jurisdiction or Emirate which will govern the contractual relationship.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/practice/construction-infrastructure/\">Construction and Infrastructure</a> team regularly advises on all elements of the construction procurement process. For further information please contact <a href=\"http://localhost:8888/tamimi/lawyer/euan-lloyd/\">Euan Lloyd</a> (<a href=\"mailto:E.Lloyd@tamimi.com\">E.Lloyd@tamimi.com</a>).</em>'),
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	(301702,28817,'ReportText','<p dir=\"LTR\" align=\"LEFT\">The education sector in the Middle East has often been widely perceived as a lucrative investment opportunity for developers looking to expand their portfolio of investments. By way of example, the UAE has one of the most buoyant private school markets in the world, with consistently high levels of occupancy coupled with year-on-year growth in demand, in large part as a result of the UAE’s growing expatriate population. It has been estimated that Dubai will need 134 new schools to be constructed over the course of the next 10 years in order to accommodate the estimated 200,000 pupils that will need seats by the 2027/2028 school year. It is a similar story in other parts of the Middle East. This will therefore require a concerted effort by developers, contractors, funders and the relevant regulatory bodies in order to facilitate the construction of such developments, in a manner that meets the every-increasing demand within the region.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The costs associated with investing in school infrastructure are significant. There are various reasons for this, one of which is the potential complexity of issues faced when embarking on such projects, such as the need to integrate the programme of works around the day-to-day activities of the school system (applicable for example where refurbishment works are being undertaken on an existing school).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The procurement route adopted on any construction and engineering project is one of the key considerations for developers, which will allow them to assess whether the relevant works and moreover the project as a whole can complete on time, be of the required quality and be within budget. Another important consideration is ensuring that the tender process allows for a close examination of contractors’ experience within the sector. Given the specialist nature of school construction projects, developers should not only examine pricing but also consider whether the bidding contractor has sufficient knowledge and experience of working on such specialist projects in the region.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">A number of procurement options are available to developers operating within the education sector when procuring works and services from third parties. Each of these has its own advantages and disadvantages. In this article we discuss the following key procurement routes and explain the main advantages and disadvantages associated with each:</p>\r\n\r\n<ol>\r\n 	<li dir=\"LTR\">Traditional contracting;</li>\r\n 	<li dir=\"LTR\">Design and build contracting; and</li>\r\n 	<li dir=\"LTR\">Public-private partnerships.</li>\r\n</ol>\r\n<p dir=\"LTR\" align=\"LEFT\">Finally, we will briefly examine the important role that a well drafted operation and maintenance agreement has in addressing the ongoing operational demands of a school, following completion of a project.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">It should be noted that in addition to procuring works directly, an alternative option for developers is to enter into a ‘build to suit’ arrangement with educational facility operators. This essentially involves land owners, ground lease owners or developers undertaking the construction of an educational facility provided that they have a long term tenant (whether a school, educational institution or an operator) who wishes to enter into a long term lease of the facility. Although beyond the scope of this article, build to suit education projects are an important consideration and examined in greater detail in the article entitled \"Build to Suit Education Projects\" authored by Partner and Head of Real Estate, Jeremy Scott, in this month’s edition of Law Update.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Traditional Contracting</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">This is probably one of the most often encountered forms of procurement adopted by developers in the education sector. Essentially the developer (also known as the \"employer\") will engage a professional team of consultants (usually an architect, mechanical and electrical engineer, civil and structural engineer and perhaps other specialist consultants) to prepare designs and specifications for the works that are to then be constructed by a building contractor. Such designers typically have a proven track record and experience in operating in the education sector and this provides comfort that the designs will be well suited for an education facility and will be readily accepted by the relevant authorities.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The contractor will be engaged separately by the developer under a construction contract and will be responsible for engaging sub-contractors to the extent required in order to allow them to complete the required works in accordance with the approved designs.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The building contract will only be responsible for the construction of the works (as design responsibility remains vested in the design team). Given that school projects may concern the expansion of existing facilities (as opposed to ‘green field’ projects), it is likely that the construction works will need to be carried out in accordance with a detailed programme to ensure that interference and disruption during school time is minimised. Additionally, the construction contract needs to contain a specific procedure for the rectification of defects, again to ensure that construction works do not encroach on the day-to-day running of the school.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Some of the advantages of traditional contracting include that the employer retains control over the design of the project and therefore can monitor quality and ensure their requirements in this regard are met. This is a potentially telling advantage on account of the planning and design nuances that are applicable to school designs. There is, however, a greater risk of the building contractor being delayed and of them incurring cost overruns due to the additional oversight and involvement that the employer will have in the project. Delays can be particularly harmful as they may result in the school not being completed in time for an academic year and this could result in significant losses being incurred. In addition, there will be multiple points of responsibility, which can make the employer pursuing a claim in respect of defects that arise, more complex, costly and time consuming.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Design and Build Contracting</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The design and build procurement route generally involves the design of the works being undertaken entirely by the building contractor/its professional team of design consultants. Alternatively the initial design will be developed by the employer/its professional team of design consultants, subsequent to which responsibility for these designs will transfer to the contractor by way of novation of the design consultant appointments.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Here the building contractor takes single point responsibility and thus is liable to the employer for both the design and construction of the works.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The advantages associated with design and build contracting include that it offers greater certainty in terms of time for completion and cost, as such projects are usually for a defined duration and priced on a fixed, lump sum basis (this is of course provided that the employer does not make any changes to the required scope of works). As noted above, delays can be very damaging in the context of a school project so developers (and their funders) typically address this issue in detail in the construction contract. For example, the building contractor may be entitled to an early completion bonus while the employer will often insist on the ability to instruct the building contractor to accelerate the works if they fall behind schedule. Although delay damages are a ‘last resort’, thought should be given to the quantum of delay damages so that they correspond (as far as possible) to the loss that the employer will suffer arising out of a delay (i.e. if the facility is not ready for the start of the school term).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The presence of single point responsibility makes it more straightforward for the employer and other parties with recourse to the building contractor, to seek redress should any design defects or workmanship issues arise, as opposed to having to pursue the relevant design consultants individually.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Disadvantages of this procurement route include that there may be added scope for delays to the project due to the changes that might be requested by the employer during the construction of the project or otherwise as a consequence of a delay in novating the design consultants to the building contractor. Such changes can also impact on costs. The employer also loses a degree of control over the project and therefore is less able to maintain oversight over quality, when compared to the traditional procurement route. This can have a significant impact in the context of an educational establishment on account of the typically prescriptive Employer’s Requirements. It is therefore important that the design and build contractor is closely supervised.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Public- Private Partnerships</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Public Private Partnerships (or \"PPPs\") structures have been used to procure schools, including in the United Kingdom and Australia but are less common in the region. In the traditional sense, the public authority would engage a private entity (usually in the form of a Special Purpose Vehicle) to design, construct, operate and maintain a school for a term of usually between 15 to 25 years, in exchange for which usage payments will be made to the private entity.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The introduction of the recent PPP Law in Dubai in addition to the proposed enactment of the draft Private Sector Participation Law (which will follow the previously introduced Privatization Projects Manual) in Saudi Arabia, underlines the growing emphasis being placed on PPPs by governments in the region and it may help facilitate the gradual adoption of this approach within the region. For the time being however, ‘quasi’ PPP structures are more likely to be adopted, whereby a private entity may grant a long term concession to a specialist school to design, construct, operate and maintain an educational facility.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">An important advantage of PPPs is that it allows the procuring entity to leverage efficiencies and expertise in the private sector in order to enable it to attain its development objectives. For the private sector, PPPs can assist in helping to secure the third party funding necessary to enable the project to proceed, due primarily to the involvement of a public authority.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Disadvantages of this method of procurement include that the procurement and tendering process can be lengthy and expensive, when compared to the traditional procurement process.</p>\r\n&nbsp;\r\n<h2></h2>\r\n<h2 dir=\"LTR\" align=\"LEFT\">\"The education sector in the Middle East has often been widely perceived as a lucrative investment opportunity for developers looking to expand their portfolio of investments…\"</h2>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Operation and Maintenance Agreement</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Once a school has been constructed, in order for it to remain in good working order and attractive to the market, it must be properly operated and maintained. This is usually undertaken by the developer appointing an operation and maintenance contractor (\"O&amp;M Contractor\") under an operation and maintenance agreement (\"O&amp;M Agreement\", otherwise also known as a \"facilities management contract\"). Some of the more important provisions of an O&amp;M agreement, that the parties should ensure are adequately addressed, include the following:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">Having a clear and detailed scope of works specifying exactly what is required of the O&amp;M Contractor in addition to the key performance indicators (or \"KPIs\" against which their performance will be measured). These KPIs should be SMART (Specific, Measurable, Achievable, Relevant and Time Based);</li>\r\n 	<li dir=\"LTR\">A warranty that the O&amp;M Contractor has carried out all reasonable investigations and inspections of the school facility and that the asset is capable of being managed to the standards prescribed by the O&amp;M Agreement. This will reduce the risk of the O&amp;M Contractor seeking to blame the building contractor for any deficiencies in the services they perform;</li>\r\n 	<li dir=\"LTR\">From a practical perspective, where the school is being newly constructed, it may be a good idea to have the O&amp;M Contractor inspect the asset prior to Take Over and to attend any tests on completion under the construction contract. The contractor may also be required to provide the O&amp;M Contractor with training for the operation and maintenance of the school. This will need to be addressed at the earliest stages of a project so that it is possible for the construction contract to include clauses to address issues of this nature;</li>\r\n 	<li dir=\"LTR\">Penalties where the O&amp;M Contractor does not achieve the KPIs or for example, where there is an interruption to the operations of the school during school and non-school hours; and</li>\r\n 	<li dir=\"LTR\">Termination rights which may be linked to a breach of the KPI regime.</li>\r\n</ul>\r\n<p dir=\"LTR\" align=\"LEFT\">There is of course a suite of other important considerations that the parties should be mindful of when negotiating an O&amp;M Agreement, such as insurance, force majeure, performance security and payment. In any event the contract should be closely examined to ensure it is tailored to the specific commercial arrangement between the parties, in addition to the laws of the jurisdiction or Emirate which will govern the contractual relationship.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/practice/construction-infrastructure/\">Construction and Infrastructure</a> team regularly advises on all elements of the construction procurement process. For further information please contact <a href=\"http://localhost:8888/tamimi/lawyer/euan-lloyd/\">Euan Lloyd</a> (<a href=\"mailto:E.Lloyd@tamimi.com\">E.Lloyd@tamimi.com</a>).</em>|<p dir=\"LTR\" align=\"LEFT\">The education sector in the Middle East has often been widely perceived as a lucrative investment opportunity for developers looking to expand their portfolio of investments. By way of example, the UAE has one of the most buoyant private school markets in the world, with consistently high levels of occupancy coupled with year-on-year growth in demand, in large part as a result of the UAE’s growing expatriate population. It has been estimated that Dubai will need 134 new schools to be constructed over the course of the next 10 years in order to accommodate the estimated 200,000 pupils that will need seats by the 2027/2028 school year. It is a similar story in other parts of the Middle East. This will therefore require a concerted effort by developers, contractors, funders and the relevant regulatory bodies in order to facilitate the construction of such developments, in a manner that meets the every-increasing demand within the region.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The costs associated with investing in school infrastructure are significant. There are various reasons for this, one of which is the potential complexity of issues faced when embarking on such projects, such as the need to integrate the programme of works around the day-to-day activities of the school system (applicable for example where refurbishment works are being undertaken on an existing school).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The procurement route adopted on any construction and engineering project is one of the key considerations for developers, which will allow them to assess whether the relevant works and moreover the project as a whole can complete on time, be of the required quality and be within budget. Another important consideration is ensuring that the tender process allows for a close examination of contractors’ experience within the sector. Given the specialist nature of school construction projects, developers should not only examine pricing but also consider whether the bidding contractor has sufficient knowledge and experience of working on such specialist projects in the region.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">A number of procurement options are available to developers operating within the education sector when procuring works and services from third parties. Each of these has its own advantages and disadvantages. In this article we discuss the following key procurement routes and explain the main advantages and disadvantages associated with each:</p>\r\n\r\n<ol>\r\n 	<li dir=\"LTR\">Traditional contracting;</li>\r\n 	<li dir=\"LTR\">Design and build contracting; and</li>\r\n 	<li dir=\"LTR\">Public-private partnerships.</li>\r\n</ol>\r\n<p dir=\"LTR\" align=\"LEFT\">Finally, we will briefly examine the important role that a well drafted operation and maintenance agreement has in addressing the ongoing operational demands of a school, following completion of a project.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">It should be noted that in addition to procuring works directly, an alternative option for developers is to enter into a ‘build to suit’ arrangement with educational facility operators. This essentially involves land owners, ground lease owners or developers undertaking the construction of an educational facility provided that they have a long term tenant (whether a school, educational institution or an operator) who wishes to enter into a long term lease of the facility. Although beyond the scope of this article, build to suit education projects are an important consideration and examined in greater detail in the article entitled \"<a href=\"http://localhost:8888/tamimi/law-update-articles/build-to-suit-education-projects/\">Build to Suit Education Projects</a>\" authored by Partner and Head of Real Estate, Jeremy Scott, in this month’s edition of Law Update.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Traditional Contracting</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">This is probably one of the most often encountered forms of procurement adopted by developers in the education sector. Essentially the developer (also known as the \"employer\") will engage a professional team of consultants (usually an architect, mechanical and electrical engineer, civil and structural engineer and perhaps other specialist consultants) to prepare designs and specifications for the works that are to then be constructed by a building contractor. Such designers typically have a proven track record and experience in operating in the education sector and this provides comfort that the designs will be well suited for an education facility and will be readily accepted by the relevant authorities.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The contractor will be engaged separately by the developer under a construction contract and will be responsible for engaging sub-contractors to the extent required in order to allow them to complete the required works in accordance with the approved designs.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The building contract will only be responsible for the construction of the works (as design responsibility remains vested in the design team). Given that school projects may concern the expansion of existing facilities (as opposed to ‘green field’ projects), it is likely that the construction works will need to be carried out in accordance with a detailed programme to ensure that interference and disruption during school time is minimised. Additionally, the construction contract needs to contain a specific procedure for the rectification of defects, again to ensure that construction works do not encroach on the day-to-day running of the school.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Some of the advantages of traditional contracting include that the employer retains control over the design of the project and therefore can monitor quality and ensure their requirements in this regard are met. This is a potentially telling advantage on account of the planning and design nuances that are applicable to school designs. There is, however, a greater risk of the building contractor being delayed and of them incurring cost overruns due to the additional oversight and involvement that the employer will have in the project. Delays can be particularly harmful as they may result in the school not being completed in time for an academic year and this could result in significant losses being incurred. In addition, there will be multiple points of responsibility, which can make the employer pursuing a claim in respect of defects that arise, more complex, costly and time consuming.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Design and Build Contracting</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The design and build procurement route generally involves the design of the works being undertaken entirely by the building contractor/its professional team of design consultants. Alternatively the initial design will be developed by the employer/its professional team of design consultants, subsequent to which responsibility for these designs will transfer to the contractor by way of novation of the design consultant appointments.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Here the building contractor takes single point responsibility and thus is liable to the employer for both the design and construction of the works.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The advantages associated with design and build contracting include that it offers greater certainty in terms of time for completion and cost, as such projects are usually for a defined duration and priced on a fixed, lump sum basis (this is of course provided that the employer does not make any changes to the required scope of works). As noted above, delays can be very damaging in the context of a school project so developers (and their funders) typically address this issue in detail in the construction contract. For example, the building contractor may be entitled to an early completion bonus while the employer will often insist on the ability to instruct the building contractor to accelerate the works if they fall behind schedule. Although delay damages are a ‘last resort’, thought should be given to the quantum of delay damages so that they correspond (as far as possible) to the loss that the employer will suffer arising out of a delay (i.e. if the facility is not ready for the start of the school term).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The presence of single point responsibility makes it more straightforward for the employer and other parties with recourse to the building contractor, to seek redress should any design defects or workmanship issues arise, as opposed to having to pursue the relevant design consultants individually.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Disadvantages of this procurement route include that there may be added scope for delays to the project due to the changes that might be requested by the employer during the construction of the project or otherwise as a consequence of a delay in novating the design consultants to the building contractor. Such changes can also impact on costs. The employer also loses a degree of control over the project and therefore is less able to maintain oversight over quality, when compared to the traditional procurement route. This can have a significant impact in the context of an educational establishment on account of the typically prescriptive Employer’s Requirements. It is therefore important that the design and build contractor is closely supervised.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Public- Private Partnerships</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Public Private Partnerships (or \"PPPs\") structures have been used to procure schools, including in the United Kingdom and Australia but are less common in the region. In the traditional sense, the public authority would engage a private entity (usually in the form of a Special Purpose Vehicle) to design, construct, operate and maintain a school for a term of usually between 15 to 25 years, in exchange for which usage payments will be made to the private entity.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The introduction of the recent PPP Law in Dubai in addition to the proposed enactment of the draft Private Sector Participation Law (which will follow the previously introduced Privatization Projects Manual) in Saudi Arabia, underlines the growing emphasis being placed on PPPs by governments in the region and it may help facilitate the gradual adoption of this approach within the region. For the time being however, ‘quasi’ PPP structures are more likely to be adopted, whereby a private entity may grant a long term concession to a specialist school to design, construct, operate and maintain an educational facility.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">An important advantage of PPPs is that it allows the procuring entity to leverage efficiencies and expertise in the private sector in order to enable it to attain its development objectives. For the private sector, PPPs can assist in helping to secure the third party funding necessary to enable the project to proceed, due primarily to the involvement of a public authority.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Disadvantages of this method of procurement include that the procurement and tendering process can be lengthy and expensive, when compared to the traditional procurement process.</p>\r\n&nbsp;\r\n<h2></h2>\r\n<h2 dir=\"LTR\" align=\"LEFT\">\"The education sector in the Middle East has often been widely perceived as a lucrative investment opportunity for developers looking to expand their portfolio of investments…\"</h2>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Operation and Maintenance Agreement</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Once a school has been constructed, in order for it to remain in good working order and attractive to the market, it must be properly operated and maintained. This is usually undertaken by the developer appointing an operation and maintenance contractor (\"O&amp;M Contractor\") under an operation and maintenance agreement (\"O&amp;M Agreement\", otherwise also known as a \"facilities management contract\"). Some of the more important provisions of an O&amp;M agreement, that the parties should ensure are adequately addressed, include the following:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">Having a clear and detailed scope of works specifying exactly what is required of the O&amp;M Contractor in addition to the key performance indicators (or \"KPIs\" against which their performance will be measured). These KPIs should be SMART (Specific, Measurable, Achievable, Relevant and Time Based);</li>\r\n 	<li dir=\"LTR\">A warranty that the O&amp;M Contractor has carried out all reasonable investigations and inspections of the school facility and that the asset is capable of being managed to the standards prescribed by the O&amp;M Agreement. This will reduce the risk of the O&amp;M Contractor seeking to blame the building contractor for any deficiencies in the services they perform;</li>\r\n 	<li dir=\"LTR\">From a practical perspective, where the school is being newly constructed, it may be a good idea to have the O&amp;M Contractor inspect the asset prior to Take Over and to attend any tests on completion under the construction contract. The contractor may also be required to provide the O&amp;M Contractor with training for the operation and maintenance of the school. This will need to be addressed at the earliest stages of a project so that it is possible for the construction contract to include clauses to address issues of this nature;</li>\r\n 	<li dir=\"LTR\">Penalties where the O&amp;M Contractor does not achieve the KPIs or for example, where there is an interruption to the operations of the school during school and non-school hours; and</li>\r\n 	<li dir=\"LTR\">Termination rights which may be linked to a breach of the KPI regime.</li>\r\n</ul>\r\n<p dir=\"LTR\" align=\"LEFT\">There is of course a suite of other important considerations that the parties should be mindful of when negotiating an O&amp;M Agreement, such as insurance, force majeure, performance security and payment. In any event the contract should be closely examined to ensure it is tailored to the specific commercial arrangement between the parties, in addition to the laws of the jurisdiction or Emirate which will govern the contractual relationship.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/practice/construction-infrastructure/\">Construction and Infrastructure</a> team regularly advises on all elements of the construction procurement process. For further information please contact <a href=\"http://localhost:8888/tamimi/lawyer/euan-lloyd/\">Euan Lloyd</a> (<a href=\"mailto:E.Lloyd@tamimi.com\">E.Lloyd@tamimi.com</a>).</em>'),
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	(301722,28819,'PostTitle','Educational Institutions in UAE: Approvals Required for Public Benefit Activities and Fundraising'),
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	(301733,28820,'PostTitle','Educational Institutions in UAE: Approvals Required for Public Benefit Activities and Fundraising'),
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	(301736,28820,'PostDate','2018-09-04 07:39:48'),
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	(301740,28820,'MetaValueNew','<p dir=\"LTR\" align=\"LEFT\">Education providers are no longer exempt from the requirement to obtain government approval for a whole range of activities, from holding fetes, to pure fundraising. In this article we analyse how these restrictions impact upon educational providers and their students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">The nature of the activity</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The nature of the activity will determine what type of regulatory approval is required. Clearly, not all activities carried out by education providers and their students are purely focused on fundraising. However, in recent times due to the introduction of new laws addressing the subject of fundraising, there has been a tendency to assume that all activities would require this type of approval. This is not always necessary. Many activities carried out by education providers, students, and parent groups are not predominantly concerned with raising funds (but which sometimes have that incidental benefit), but may still require other approvals.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In order to determine which pathway for obtaining approvals should be followed, It is necessary to examine whether an activity is:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">for the benefit of the education provider;</li>\r\n 	<li dir=\"LTR\">for the benefit of the public (in whole or in part); and</li>\r\n 	<li dir=\"LTR\">whether there is an element of fundraising, and the intended class of recipient of the funds generated.</li>\r\n</ul>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Activities for the benefit of the education provider</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">In circumstances where an educational establishment is gathering support from other corporate bodies and from the public to improve the facilities offered by that provider, for example, investment in new sports equipment, or to create a bursary to allow the students additional educational opportunities, such as a trip overseas to undertake a research project; this kind of activity, although there is an element of fundraising, does not fall into the category of requiring a fundraising approval. The activity is purely for the benefit for the education provider and its students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Activities for the benefit of the public</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Many education providers carry out activities which are intended to be of benefit of the public. For example, where a school has a Corporate Social Responsibility (CSR) programme, and participates in activities whereby either the general public or members of the general public will benefit. CSR activities creates opportunities for students to learn how to get involved in ‘volunteering’ and helping others who are less fortunate.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In the past, these kinds of activity would not have triggered any requirement on the education provider to obtain any kind of regulatory approval. Nowadays, the position is less clear. If the CSR activity is classified as being of public benefit, this can impose an obligation on the education provider to either register formally with a social community regulator or at least notify that regulator of its intended activities.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">At Federal level, the Federal Law No. (2) of 2008 Regarding Non-Governmental Public Welfare Associations and Organisations, requires organisations carrying out philanthropic activities to register as ‘public welfare associations’ but does not apply to:</p>\r\n<p dir=\"LTR\" align=\"LEFT\">‘schools and institutes, federations, associations, clubs, and youth and sport centers interested in youth cultural, social and sport affairs in the state regulated by Law no.25 of 1999 on the General Authority of Youth and Sports Welfare.’</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In Dubai, Law No. (12) of 2017 regulating Civil Society Organisations in Dubai, requires any organisation which engages in any kind of activity as a ‘civil association’ to first obtain a licence from the Community Development Authority (\"CDA\") but does not apply to:</p>\r\n\r\n<ol>\r\n 	<li dir=\"LTR\">The associations and institutions covered by the provisions of the Federal Law No. (2) of 2008; or</li>\r\n 	<li dir=\"LTR\">The bodies working in the field of youth and sport care covered by the provisions of the Federal Law No. (7) of 2008.</li>\r\n</ol>\r\n<p dir=\"LTR\" align=\"LEFT\">There may be some education providers which do not conform to those which are described and exempted from the above-mentioned laws. The most obvious example being a university, which is not specifically mentioned, but could instead fall into the category of ‘school’ or ‘institute’. In some cases, the education provider may need to prove that they should have the benefit of the exemption.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In those rare cases where the exemption does not apply, the organizer of the activity could argue that in carrying out occasional CSR activities, this does not place it squarely within the definition of either a public welfare organization or a civil association. However, the regulators themselves take a very broad interpretation of what activities fall within their particular legal scope, and have even required hospitals created on a ‘not for profit’ basis to obtain licenses to participate in activities which are connected with having a public benefit. One way of avoiding having to obtain approval is to conduct the CSR activity in conjunction with a social services provider or registered charity which has already obtained approval, in in effect ‘piggy-back’ on the principal’s licence.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Fundraising</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The laws applicable to fundraising activities have been explained in detail in our <a href=\"http://localhost:8888/tamimi/law-update-articles/an-update-on-the-regulatory-framework-for-crowdfunding-platforms-in-the-uae/\">previous articles</a>, and thus are mentioned only in brief here in the context of their application to fundraising projects organised by education providers, parent groups, and students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">The federal position</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Federal Fundraising Law (Federal Resolution No. 8 of 1974) expressly prohibits any UAE-based association from raising money inside or outside the UAE without first obtaining a licence. Prior to obtaining a licence, an association must be registered with and the General Authority for Islamic Affairs and Endowments, and requires the submission of certain information about the applicant along with details of the activities it plans to undertake.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Dubai position</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Emirate of Dubai issued Decree No. 9 of 2015 (\"Dubai Fundraising Decree\"), which is applicable to fundraising activities which take place in the Emirate, and are regulated by Islamic Affairs and Charitable Activities Department (\"IACAD\"). The Dubai Fundraising Decree prohibits anyone (a person or a legal entity) from collecting funds, raising donations, or permitting third parties to collect donations in the Emirate of Dubai, without obtaining prior approval from IACAD. Prior to the implementation of the Dubai Fundraising Decree education providers in Dubai were not required to obtain governmental approvals for fundraising.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Since the issuance of the Dubai Fundraising Decree, some education providers have been concerned about carrying out fundraising activities due to the burden of obtaining approval and confusion as to when approvals are actually required.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em>Non-compliance</em></p>\r\n<p dir=\"LTR\" align=\"LEFT\">Strict penalties are applied to those who will fall foul of the applicable laws and conduct fundraising activities without prior approval, up to and including:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">a fine not less than AED 5,000 and not exceeding AED 100,000; and/or</li>\r\n 	<li dir=\"LTR\">imprisonment of one month to one year.</li>\r\n</ul>\r\n<p dir=\"LTR\" align=\"LEFT\">IACAD can seize the funds collected and shall redirect them for another purpose. Any bank account opened for the collection of donations will be suspended or closed and funds transferred to IACAD.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">IACAD at its sole discretion may offer an amicable settlement in lieu of imposing penalties, by:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">Issuing a written warning to the violator, and obtaining an undertaking not to repeat the same violation;</li>\r\n 	<li dir=\"LTR\">Obligating the violator to repay double the amount of the donated funds;</li>\r\n 	<li dir=\"LTR\">Closing the venue where the funds were raised for a period of up to one year.</li>\r\n</ul>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Abu Dhabi and other Emirates</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Federal law applies in the other emirates, as has been explained above, but no additional laws have been implemented. However, the government departments responsible for social welfare in other emirates are reaching-out and creating opportunities for government and the private sector to work together on CSR initiatives. Thus for practical purposes, education providers in other Emirates would be encouraged to strike up a dialogue with their local regulator with regard to any CRS, or public benefit or fundraising activities even where is no need to formally register or seek particular approval.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Social Media</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The <a href=\"http://localhost:8888/tamimi/law-update-articles/developments-in-the-uae-cyber-crimes-law/\">Cyber Crimes Law 2012</a> (Federal Decree by Law No. 5 of 2012) stipulates that, any person who establishes, operates, or supervises, an \"Electronic Site\" (such as a website), or publishes information on an information network, or any other information technology tool, which calls for or promotes the collection of donations without approval, shall be punished by imprisonment and a fine not less than AED 250,000 and not exceeding AED 500,000 or both. At present, the responsible regulator under the Cyber Crimes Law, the Ministry of Economy, does not have a process for granting approval. In the Emirate of Dubai, the fact of having IACAD approval is sufficient.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Notably, the Dubai Fundraising Decree also contains provisions prohibiting the advertising of fundraising activities on social media sites in the absence of the requisite approval.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Therefore, education providers should refrain from advertising fundraising events on social media networks unless such activity is carried out with the relevant approvals.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers, parents groups and students are advised to carefully plan the activities to be undertaken and to obtain governmental approvals, where these are required, and to avail of the exemptions available wherever possible.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/lawyer/andrea-tithecott/\">Andrea Tithecott</a> regularly advises on <a href=\"http://localhost:8888/tamimi/practice/regulatory/\">regulatory matters</a> which impact education providers. For further information please contact Andrea Tithecott at (<a href=\"mailto:a.tithecott@tamimi.com\">a.tithecott@tamimi.com</a>).</em>'),
	(301741,28820,'MetaValueOld','<p dir=\"LTR\" align=\"LEFT\">Education providers are no longer exempt from the requirement to obtain government approval for a whole range of activities, from holding fetes, to pure fundraising. In this article we analyse how these restrictions impact upon educational providers and their students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">The nature of the activity</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The nature of the activity will determine what type of regulatory approval is required. Clearly, not all activities carried out by education providers and their students are purely focused on fundraising. However, in recent times due to the introduction of new laws addressing the subject of fundraising, there has been a tendency to assume that all activities would require this type of approval. This is not always necessary. Many activities carried out by education providers, students, and parent groups are not predominantly concerned with raising funds (but which sometimes have that incidental benefit), but may still require other approvals.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In order to determine which pathway for obtaining approvals should be followed, It is necessary to examine whether an activity is:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">for the benefit of the education provider;</li>\r\n 	<li dir=\"LTR\">for the benefit of the public (in whole or in part); and</li>\r\n 	<li dir=\"LTR\">whether there is an element of fundraising, and the intended class of recipient of the funds generated.</li>\r\n</ul>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Activities for the benefit of the education provider</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">In circumstances where an educational establishment is gathering support from other corporate bodies and from the public to improve the facilities offered by that provider, for example, investment in new sports equipment, or to create a bursary to allow the students additional educational opportunities, such as a trip overseas to undertake a research project; this kind of activity, although there is an element of fundraising, does not fall into the category of requiring a fundraising approval. The activity is purely for the benefit for the education provider and its students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Activities for the benefit of the public</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Many education providers carry out activities which are intended to be of benefit of the public. For example, where a school has a Corporate Social Responsibility (CSR) programme, and participates in activities whereby either the general public or members of the general public will benefit. CSR activities creates opportunities for students to learn how to get involved in ‘volunteering’ and helping others who are less fortunate.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In the past, these kinds of activity would not have triggered any requirement on the education provider to obtain any kind of regulatory approval. Nowadays, the position is less clear. If the CSR activity is classified as being of public benefit, this can impose an obligation on the education provider to either register formally with a social community regulator or at least notify that regulator of its intended activities.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">At Federal level, the Federal Law No. (2) of 2008 Regarding Non-Governmental Public Welfare Associations and Organisations, requires organisations carrying out philanthropic activities to register as ‘public welfare associations’ but does not apply to:</p>\r\n<p dir=\"LTR\" align=\"LEFT\">‘schools and institutes, federations, associations, clubs, and youth and sport centers interested in youth cultural, social and sport affairs in the state regulated by Law no.25 of 1999 on the General Authority of Youth and Sports Welfare.’</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In Dubai, Law No. (12) of 2017 regulating Civil Society Organisations in Dubai, requires any organisation which engages in any kind of activity as a ‘civil association’ to first obtain a licence from the Community Development Authority (\"CDA\") but does not apply to:</p>\r\n\r\n<ol>\r\n 	<li dir=\"LTR\">The associations and institutions covered by the provisions of the Federal Law No. (2) of 2008; or</li>\r\n 	<li dir=\"LTR\">The bodies working in the field of youth and sport care covered by the provisions of the Federal Law No. (7) of 2008.</li>\r\n</ol>\r\n<p dir=\"LTR\" align=\"LEFT\">There may be some education providers which do not conform to those which are described and exempted from the above-mentioned laws. The most obvious example being a university, which is not specifically mentioned, but could instead fall into the category of ‘school’ or ‘institute’. In some cases, the education provider may need to prove that they should have the benefit of the exemption.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In those rare cases where the exemption does not apply, the organizer of the activity could argue that in carrying out occasional CSR activities, this does not place it squarely within the definition of either a public welfare organization or a civil association. However, the regulators themselves take a very broad interpretation of what activities fall within their particular legal scope, and have even required hospitals created on a ‘not for profit’ basis to obtain licenses to participate in activities which are connected with having a public benefit. One way of avoiding having to obtain approval is to conduct the CSR activity in conjunction with a social services provider or registered charity which has already obtained approval, in in effect ‘piggy-back’ on the principal’s licence.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Fundraising</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The laws applicable to fundraising activities have been explained in detail in our previous articles, and thus are mentioned only in brief here in the context of their application to fundraising projects organised by education providers, parent groups, and students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">The federal position</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Federal Fundraising Law (Federal Resolution No. 8 of 1974) expressly prohibits any UAE-based association from raising money inside or outside the UAE without first obtaining a licence. Prior to obtaining a licence, an association must be registered with and the General Authority for Islamic Affairs and Endowments, and requires the submission of certain information about the applicant along with details of the activities it plans to undertake.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Dubai position</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Emirate of Dubai issued Decree No. 9 of 2015 (\"Dubai Fundraising Decree\"), which is applicable to fundraising activities which take place in the Emirate, and are regulated by Islamic Affairs and Charitable Activities Department (\"IACAD\"). The Dubai Fundraising Decree prohibits anyone (a person or a legal entity) from collecting funds, raising donations, or permitting third parties to collect donations in the Emirate of Dubai, without obtaining prior approval from IACAD. Prior to the implementation of the Dubai Fundraising Decree education providers in Dubai were not required to obtain governmental approvals for fundraising.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Since the issuance of the Dubai Fundraising Decree, some education providers have been concerned about carrying out fundraising activities due to the burden of obtaining approval and confusion as to when approvals are actually required.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em>Non-compliance</em></p>\r\n<p dir=\"LTR\" align=\"LEFT\">Strict penalties are applied to those who will fall foul of the applicable laws and conduct fundraising activities without prior approval, up to and including:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">a fine not less than AED 5,000 and not exceeding AED 100,000; and/or</li>\r\n 	<li dir=\"LTR\">imprisonment of one month to one year.</li>\r\n</ul>\r\n<p dir=\"LTR\" align=\"LEFT\">IACAD can seize the funds collected and shall redirect them for another purpose. Any bank account opened for the collection of donations will be suspended or closed and funds transferred to IACAD.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">IACAD at its sole discretion may offer an amicable settlement in lieu of imposing penalties, by:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">Issuing a written warning to the violator, and obtaining an undertaking not to repeat the same violation;</li>\r\n 	<li dir=\"LTR\">Obligating the violator to repay double the amount of the donated funds;</li>\r\n 	<li dir=\"LTR\">Closing the venue where the funds were raised for a period of up to one year.</li>\r\n</ul>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Abu Dhabi and other Emirates</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Federal law applies in the other emirates, as has been explained above, but no additional laws have been implemented. However, the government departments responsible for social welfare in other emirates are reaching-out and creating opportunities for government and the private sector to work together on CSR initiatives. Thus for practical purposes, education providers in other Emirates would be encouraged to strike up a dialogue with their local regulator with regard to any CRS, or public benefit or fundraising activities even where is no need to formally register or seek particular approval.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Social Media</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Cyber Crimes Law 2012 (Federal Decree by Law No. 5 of 2012) stipulates that, any person who establishes, operates, or supervises, an \"Electronic Site\" (such as a website), or publishes information on an information network, or any other information technology tool, which calls for or promotes the collection of donations without approval, shall be punished by imprisonment and a fine not less than AED 250,000 and not exceeding AED 500,000 or both. At present, the responsible regulator under the Cyber Crimes Law, the Ministry of Economy, does not have a process for granting approval. In the Emirate of Dubai, the fact of having IACAD approval is sufficient.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Notably, the Dubai Fundraising Decree also contains provisions prohibiting the advertising of fundraising activities on social media sites in the absence of the requisite approval.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Therefore, education providers should refrain from advertising fundraising events on social media networks unless such activity is carried out with the relevant approvals.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers, parents groups and students are advised to carefully plan the activities to be undertaken and to obtain governmental approvals, where these are required, and to avail of the exemptions available wherever possible.</p>\r\n\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/lawyer/andrea-tithecott/\">Andrea Tithecott</a> regularly advises on <a href=\"http://localhost:8888/tamimi/practice/regulatory/\">regulatory matters</a> which impact education providers. For further information please contact Andrea Tithecott at (<a href=\"mailto:a.tithecott@tamimi.com\">a.tithecott@tamimi.com</a>).</em>'),
	(301742,28820,'MetaLink','content'),
	(301743,28820,'EditorLinkPost','http://localhost:8888/tamimi/wp-admin/post.php?post=8197&amp;action=edit'),
	(301744,28820,'ReportText','<p dir=\"LTR\" align=\"LEFT\">Education providers are no longer exempt from the requirement to obtain government approval for a whole range of activities, from holding fetes, to pure fundraising. In this article we analyse how these restrictions impact upon educational providers and their students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">The nature of the activity</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The nature of the activity will determine what type of regulatory approval is required. Clearly, not all activities carried out by education providers and their students are purely focused on fundraising. However, in recent times due to the introduction of new laws addressing the subject of fundraising, there has been a tendency to assume that all activities would require this type of approval. This is not always necessary. Many activities carried out by education providers, students, and parent groups are not predominantly concerned with raising funds (but which sometimes have that incidental benefit), but may still require other approvals.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In order to determine which pathway for obtaining approvals should be followed, It is necessary to examine whether an activity is:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">for the benefit of the education provider;</li>\r\n 	<li dir=\"LTR\">for the benefit of the public (in whole or in part); and</li>\r\n 	<li dir=\"LTR\">whether there is an element of fundraising, and the intended class of recipient of the funds generated.</li>\r\n</ul>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Activities for the benefit of the education provider</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">In circumstances where an educational establishment is gathering support from other corporate bodies and from the public to improve the facilities offered by that provider, for example, investment in new sports equipment, or to create a bursary to allow the students additional educational opportunities, such as a trip overseas to undertake a research project; this kind of activity, although there is an element of fundraising, does not fall into the category of requiring a fundraising approval. The activity is purely for the benefit for the education provider and its students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Activities for the benefit of the public</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Many education providers carry out activities which are intended to be of benefit of the public. For example, where a school has a Corporate Social Responsibility (CSR) programme, and participates in activities whereby either the general public or members of the general public will benefit. CSR activities creates opportunities for students to learn how to get involved in ‘volunteering’ and helping others who are less fortunate.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In the past, these kinds of activity would not have triggered any requirement on the education provider to obtain any kind of regulatory approval. Nowadays, the position is less clear. If the CSR activity is classified as being of public benefit, this can impose an obligation on the education provider to either register formally with a social community regulator or at least notify that regulator of its intended activities.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">At Federal level, the Federal Law No. (2) of 2008 Regarding Non-Governmental Public Welfare Associations and Organisations, requires organisations carrying out philanthropic activities to register as ‘public welfare associations’ but does not apply to:</p>\r\n<p dir=\"LTR\" align=\"LEFT\">‘schools and institutes, federations, associations, clubs, and youth and sport centers interested in youth cultural, social and sport affairs in the state regulated by Law no.25 of 1999 on the General Authority of Youth and Sports Welfare.’</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In Dubai, Law No. (12) of 2017 regulating Civil Society Organisations in Dubai, requires any organisation which engages in any kind of activity as a ‘civil association’ to first obtain a licence from the Community Development Authority (\"CDA\") but does not apply to:</p>\r\n\r\n<ol>\r\n 	<li dir=\"LTR\">The associations and institutions covered by the provisions of the Federal Law No. (2) of 2008; or</li>\r\n 	<li dir=\"LTR\">The bodies working in the field of youth and sport care covered by the provisions of the Federal Law No. (7) of 2008.</li>\r\n</ol>\r\n<p dir=\"LTR\" align=\"LEFT\">There may be some education providers which do not conform to those which are described and exempted from the above-mentioned laws. The most obvious example being a university, which is not specifically mentioned, but could instead fall into the category of ‘school’ or ‘institute’. In some cases, the education provider may need to prove that they should have the benefit of the exemption.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In those rare cases where the exemption does not apply, the organizer of the activity could argue that in carrying out occasional CSR activities, this does not place it squarely within the definition of either a public welfare organization or a civil association. However, the regulators themselves take a very broad interpretation of what activities fall within their particular legal scope, and have even required hospitals created on a ‘not for profit’ basis to obtain licenses to participate in activities which are connected with having a public benefit. One way of avoiding having to obtain approval is to conduct the CSR activity in conjunction with a social services provider or registered charity which has already obtained approval, in in effect ‘piggy-back’ on the principal’s licence.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Fundraising</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The laws applicable to fundraising activities have been explained in detail in our previous articles, and thus are mentioned only in brief here in the context of their application to fundraising projects organised by education providers, parent groups, and students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">The federal position</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Federal Fundraising Law (Federal Resolution No. 8 of 1974) expressly prohibits any UAE-based association from raising money inside or outside the UAE without first obtaining a licence. Prior to obtaining a licence, an association must be registered with and the General Authority for Islamic Affairs and Endowments, and requires the submission of certain information about the applicant along with details of the activities it plans to undertake.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Dubai position</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Emirate of Dubai issued Decree No. 9 of 2015 (\"Dubai Fundraising Decree\"), which is applicable to fundraising activities which take place in the Emirate, and are regulated by Islamic Affairs and Charitable Activities Department (\"IACAD\"). The Dubai Fundraising Decree prohibits anyone (a person or a legal entity) from collecting funds, raising donations, or permitting third parties to collect donations in the Emirate of Dubai, without obtaining prior approval from IACAD. Prior to the implementation of the Dubai Fundraising Decree education providers in Dubai were not required to obtain governmental approvals for fundraising.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Since the issuance of the Dubai Fundraising Decree, some education providers have been concerned about carrying out fundraising activities due to the burden of obtaining approval and confusion as to when approvals are actually required.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em>Non-compliance</em></p>\r\n<p dir=\"LTR\" align=\"LEFT\">Strict penalties are applied to those who will fall foul of the applicable laws and conduct fundraising activities without prior approval, up to and including:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">a fine not less than AED 5,000 and not exceeding AED 100,000; and/or</li>\r\n 	<li dir=\"LTR\">imprisonment of one month to one year.</li>\r\n</ul>\r\n<p dir=\"LTR\" align=\"LEFT\">IACAD can seize the funds collected and shall redirect them for another purpose. Any bank account opened for the collection of donations will be suspended or closed and funds transferred to IACAD.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">IACAD at its sole discretion may offer an amicable settlement in lieu of imposing penalties, by:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">Issuing a written warning to the violator, and obtaining an undertaking not to repeat the same violation;</li>\r\n 	<li dir=\"LTR\">Obligating the violator to repay double the amount of the donated funds;</li>\r\n 	<li dir=\"LTR\">Closing the venue where the funds were raised for a period of up to one year.</li>\r\n</ul>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Abu Dhabi and other Emirates</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Federal law applies in the other emirates, as has been explained above, but no additional laws have been implemented. However, the government departments responsible for social welfare in other emirates are reaching-out and creating opportunities for government and the private sector to work together on CSR initiatives. Thus for practical purposes, education providers in other Emirates would be encouraged to strike up a dialogue with their local regulator with regard to any CRS, or public benefit or fundraising activities even where is no need to formally register or seek particular approval.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Social Media</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Cyber Crimes Law 2012 (Federal Decree by Law No. 5 of 2012) stipulates that, any person who establishes, operates, or supervises, an \"Electronic Site\" (such as a website), or publishes information on an information network, or any other information technology tool, which calls for or promotes the collection of donations without approval, shall be punished by imprisonment and a fine not less than AED 250,000 and not exceeding AED 500,000 or both. At present, the responsible regulator under the Cyber Crimes Law, the Ministry of Economy, does not have a process for granting approval. In the Emirate of Dubai, the fact of having IACAD approval is sufficient.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Notably, the Dubai Fundraising Decree also contains provisions prohibiting the advertising of fundraising activities on social media sites in the absence of the requisite approval.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Therefore, education providers should refrain from advertising fundraising events on social media networks unless such activity is carried out with the relevant approvals.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers, parents groups and students are advised to carefully plan the activities to be undertaken and to obtain governmental approvals, where these are required, and to avail of the exemptions available wherever possible.</p>\r\n\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/lawyer/andrea-tithecott/\">Andrea Tithecott</a> regularly advises on <a href=\"http://localhost:8888/tamimi/practice/regulatory/\">regulatory matters</a> which impact education providers. For further information please contact Andrea Tithecott at (<a href=\"mailto:a.tithecott@tamimi.com\">a.tithecott@tamimi.com</a>).</em>|<p dir=\"LTR\" align=\"LEFT\">Education providers are no longer exempt from the requirement to obtain government approval for a whole range of activities, from holding fetes, to pure fundraising. In this article we analyse how these restrictions impact upon educational providers and their students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">The nature of the activity</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The nature of the activity will determine what type of regulatory approval is required. Clearly, not all activities carried out by education providers and their students are purely focused on fundraising. However, in recent times due to the introduction of new laws addressing the subject of fundraising, there has been a tendency to assume that all activities would require this type of approval. This is not always necessary. Many activities carried out by education providers, students, and parent groups are not predominantly concerned with raising funds (but which sometimes have that incidental benefit), but may still require other approvals.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In order to determine which pathway for obtaining approvals should be followed, It is necessary to examine whether an activity is:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">for the benefit of the education provider;</li>\r\n 	<li dir=\"LTR\">for the benefit of the public (in whole or in part); and</li>\r\n 	<li dir=\"LTR\">whether there is an element of fundraising, and the intended class of recipient of the funds generated.</li>\r\n</ul>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Activities for the benefit of the education provider</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">In circumstances where an educational establishment is gathering support from other corporate bodies and from the public to improve the facilities offered by that provider, for example, investment in new sports equipment, or to create a bursary to allow the students additional educational opportunities, such as a trip overseas to undertake a research project; this kind of activity, although there is an element of fundraising, does not fall into the category of requiring a fundraising approval. The activity is purely for the benefit for the education provider and its students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Activities for the benefit of the public</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Many education providers carry out activities which are intended to be of benefit of the public. For example, where a school has a Corporate Social Responsibility (CSR) programme, and participates in activities whereby either the general public or members of the general public will benefit. CSR activities creates opportunities for students to learn how to get involved in ‘volunteering’ and helping others who are less fortunate.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In the past, these kinds of activity would not have triggered any requirement on the education provider to obtain any kind of regulatory approval. Nowadays, the position is less clear. If the CSR activity is classified as being of public benefit, this can impose an obligation on the education provider to either register formally with a social community regulator or at least notify that regulator of its intended activities.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">At Federal level, the Federal Law No. (2) of 2008 Regarding Non-Governmental Public Welfare Associations and Organisations, requires organisations carrying out philanthropic activities to register as ‘public welfare associations’ but does not apply to:</p>\r\n<p dir=\"LTR\" align=\"LEFT\">‘schools and institutes, federations, associations, clubs, and youth and sport centers interested in youth cultural, social and sport affairs in the state regulated by Law no.25 of 1999 on the General Authority of Youth and Sports Welfare.’</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In Dubai, Law No. (12) of 2017 regulating Civil Society Organisations in Dubai, requires any organisation which engages in any kind of activity as a ‘civil association’ to first obtain a licence from the Community Development Authority (\"CDA\") but does not apply to:</p>\r\n\r\n<ol>\r\n 	<li dir=\"LTR\">The associations and institutions covered by the provisions of the Federal Law No. (2) of 2008; or</li>\r\n 	<li dir=\"LTR\">The bodies working in the field of youth and sport care covered by the provisions of the Federal Law No. (7) of 2008.</li>\r\n</ol>\r\n<p dir=\"LTR\" align=\"LEFT\">There may be some education providers which do not conform to those which are described and exempted from the above-mentioned laws. The most obvious example being a university, which is not specifically mentioned, but could instead fall into the category of ‘school’ or ‘institute’. In some cases, the education provider may need to prove that they should have the benefit of the exemption.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In those rare cases where the exemption does not apply, the organizer of the activity could argue that in carrying out occasional CSR activities, this does not place it squarely within the definition of either a public welfare organization or a civil association. However, the regulators themselves take a very broad interpretation of what activities fall within their particular legal scope, and have even required hospitals created on a ‘not for profit’ basis to obtain licenses to participate in activities which are connected with having a public benefit. One way of avoiding having to obtain approval is to conduct the CSR activity in conjunction with a social services provider or registered charity which has already obtained approval, in in effect ‘piggy-back’ on the principal’s licence.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Fundraising</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The laws applicable to fundraising activities have been explained in detail in our <a href=\"http://localhost:8888/tamimi/law-update-articles/an-update-on-the-regulatory-framework-for-crowdfunding-platforms-in-the-uae/\">previous articles</a>, and thus are mentioned only in brief here in the context of their application to fundraising projects organised by education providers, parent groups, and students.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">The federal position</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Federal Fundraising Law (Federal Resolution No. 8 of 1974) expressly prohibits any UAE-based association from raising money inside or outside the UAE without first obtaining a licence. Prior to obtaining a licence, an association must be registered with and the General Authority for Islamic Affairs and Endowments, and requires the submission of certain information about the applicant along with details of the activities it plans to undertake.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Dubai position</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Emirate of Dubai issued Decree No. 9 of 2015 (\"Dubai Fundraising Decree\"), which is applicable to fundraising activities which take place in the Emirate, and are regulated by Islamic Affairs and Charitable Activities Department (\"IACAD\"). The Dubai Fundraising Decree prohibits anyone (a person or a legal entity) from collecting funds, raising donations, or permitting third parties to collect donations in the Emirate of Dubai, without obtaining prior approval from IACAD. Prior to the implementation of the Dubai Fundraising Decree education providers in Dubai were not required to obtain governmental approvals for fundraising.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Since the issuance of the Dubai Fundraising Decree, some education providers have been concerned about carrying out fundraising activities due to the burden of obtaining approval and confusion as to when approvals are actually required.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em>Non-compliance</em></p>\r\n<p dir=\"LTR\" align=\"LEFT\">Strict penalties are applied to those who will fall foul of the applicable laws and conduct fundraising activities without prior approval, up to and including:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">a fine not less than AED 5,000 and not exceeding AED 100,000; and/or</li>\r\n 	<li dir=\"LTR\">imprisonment of one month to one year.</li>\r\n</ul>\r\n<p dir=\"LTR\" align=\"LEFT\">IACAD can seize the funds collected and shall redirect them for another purpose. Any bank account opened for the collection of donations will be suspended or closed and funds transferred to IACAD.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">IACAD at its sole discretion may offer an amicable settlement in lieu of imposing penalties, by:</p>\r\n\r\n<ul>\r\n 	<li dir=\"LTR\">Issuing a written warning to the violator, and obtaining an undertaking not to repeat the same violation;</li>\r\n 	<li dir=\"LTR\">Obligating the violator to repay double the amount of the donated funds;</li>\r\n 	<li dir=\"LTR\">Closing the venue where the funds were raised for a period of up to one year.</li>\r\n</ul>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Abu Dhabi and other Emirates</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Federal law applies in the other emirates, as has been explained above, but no additional laws have been implemented. However, the government departments responsible for social welfare in other emirates are reaching-out and creating opportunities for government and the private sector to work together on CSR initiatives. Thus for practical purposes, education providers in other Emirates would be encouraged to strike up a dialogue with their local regulator with regard to any CRS, or public benefit or fundraising activities even where is no need to formally register or seek particular approval.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Social Media</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The <a href=\"http://localhost:8888/tamimi/law-update-articles/developments-in-the-uae-cyber-crimes-law/\">Cyber Crimes Law 2012</a> (Federal Decree by Law No. 5 of 2012) stipulates that, any person who establishes, operates, or supervises, an \"Electronic Site\" (such as a website), or publishes information on an information network, or any other information technology tool, which calls for or promotes the collection of donations without approval, shall be punished by imprisonment and a fine not less than AED 250,000 and not exceeding AED 500,000 or both. At present, the responsible regulator under the Cyber Crimes Law, the Ministry of Economy, does not have a process for granting approval. In the Emirate of Dubai, the fact of having IACAD approval is sufficient.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Notably, the Dubai Fundraising Decree also contains provisions prohibiting the advertising of fundraising activities on social media sites in the absence of the requisite approval.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Therefore, education providers should refrain from advertising fundraising events on social media networks unless such activity is carried out with the relevant approvals.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers, parents groups and students are advised to carefully plan the activities to be undertaken and to obtain governmental approvals, where these are required, and to avail of the exemptions available wherever possible.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/lawyer/andrea-tithecott/\">Andrea Tithecott</a> regularly advises on <a href=\"http://localhost:8888/tamimi/practice/regulatory/\">regulatory matters</a> which impact education providers. For further information please contact Andrea Tithecott at (<a href=\"mailto:a.tithecott@tamimi.com\">a.tithecott@tamimi.com</a>).</em>'),
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	(301794,28824,'MetaValueNew','<p class=\"p1\">In the June-July 2016 edition of Al Tamimi’s Law Update Article, we have previously provided an overview on the <a href=\"http://localhost:8888/tamimi/law-update-articles/crowdfunding-platforms-in-the-uae/\">Crowdfunding Platforms in the UAE</a> and highlighted some of the key regulatory issues commonly encountered. In an effort to facilitate the growth of the SME sector and FinTech innovations in the region while managing investors risks, there have been a number of welcomed developments and regulatory updates in the alternate funding space.</p>\r\n<p class=\"p1\">In this article, we set out the latest regulatory updates governing the operation of crowdfunding platforms in the Dubai International Financial Centre (“DIFC”), Abu Dhabi Global Market (“ADGM”) and onshore UAE respectively.</p>\r\n<p class=\"p1\"><b>DFSA Regulatory Framework</b></p>\r\n<p class=\"p1\">In August 2017, the Dubai Financial Services Authority (“DFSA”) launched its regulatory framework (“DFSA Framework”) for loan and investment-based crowdfunding platforms, the first such regulatory framework in the GCC countries. The DFSA Framework aims to license, organise and protect the rights and obligations of all parties involved in specific crowdfunding activities which provide finance solutions for SMEs in the region.</p>\r\n<p class=\"p1\">Some of the key requirements under the DFSA Framework include:</p>\r\n<p class=\"p1\"><i>Introduction of a new Financial Services Activity </i></p>\r\n<p class=\"p1\">A new financial service activity of “Operating a Crowdfunding Platform” has been established, which covers both operating a “Loan Crowdfunding Platform” and an “Investmen Crowdfunding Platform”.</p>\r\n<p class=\"p1\">Note that the DFSA will not be regulating crowdfunding operators who run a reward or donation based platform.</p>\r\n<p class=\"p1\"><i>Restrictions on Provision of Advice / Assets Management / Managing a Collective Investment Fund </i></p>\r\n<p class=\"p1\">An operator of a crowdfunding platform is not permitted to provide advice or have the discretion to manage assets or manage a collective investment fund; and must not operate a platform that facilitates a person investing in specified investments (i.e. warrants, certificates, units, structured products or derivatives through the platform.</p>\r\n<p class=\"p1\"><i>New Category of Exempt Offers </i></p>\r\n<p class=\"p1\">A new category of exempt offers has been introduced and is available exclusively to issuers of securities made through an Investment Crowdfunding Platform.</p>\r\n<p class=\"p1\"><i>Prudential Requirements</i></p>\r\n<p class=\"p1\">The Prudential Requirements as set out in Prudential, Investment, Insurance and Banking Module (PIB) is applicable to an operator of a crowdfunding platform whereby it is required to comply with the prescribed base capital requirement and expenditure based capital minimum requirements depending on its business model.</p>\r\n<p class=\"p1\"><i>Legal Form </i></p>\r\n<p class=\"p1\">All crowdfunding operators must establish as a body corporate in the DIFC (i.e. they cannot be a branch) and must hold capital according to the PIB requirements.</p>\r\n<p class=\"p1\"><b>FSRA Proposed Framework </b></p>\r\n<p class=\"p1\">In March 2018, the Financial Services Regulatory Authority (“FSRA”) has published a discussion paper setting out its proposed regulatory framework (the “PFP Framework”) for operators of financing platforms for non-public companies (“Private Financing Platforms” or “PFPs”).</p>\r\n<p class=\"p1\">The PFP Framework aims to facilitate access by start-ups and SMEs to new alternate sources of funding, albeit primarily from Professional Clients (as defined in the relevant FSRA regulations), as an alternative to more traditional channels for financing, while applying the necessary regulatory safeguards to ensure they operate in a safe and sound manner for those clients.</p>\r\n<p class=\"p1\">Currently, the FSRA is seeking comments on its proposal to create a new regulated activity specifically for PFPs operators. This would be called “Operating a Private Financing Platform” that would capture two types of PFP Transactions to be offered in or from the ADGM. These would be loan-based or investment-based crowdfunding, where activity may be undertaken on a single or distinct PFP. For loan-based PFPs, the operator would connect several clients to a single borrower, but for investment-based PFPs, the operator would seek to connect several clients to a single issuer - with clients investing money in expectation of dividend payments and a positive return on investment over time. In this regard, the FSRA is considering the introduction of a new regulated Activity of “Operating a Private Financing Platform” that would solely capture loan-based and investment-based PFPs and fall within Category 4 for the purposes of prudential supervision.</p>\r\n<p class=\"p1\">In view of the potentially high lending risks associated with PFP transactions, the FSRA proposes to restrict accessibility to PFPs under the PFP Framework to Professional Clients. In this regard, the FSRA also believes that Professional Clients are better placed to assist start-ups and SMEs by contributing their expertise, experience and contact networks. Nevertheless, the FSRA proposes to allow PFP operators to serve Retail Clients (as defined in the relevant FSRA regulations), on an exceptional basis, subject to the PFP operator putting in place proper policies and procedures to perform pre-qualification of Retail Clients by way of a client suitability test.</p>\r\n<p class=\"p1\">Depending on its business model, a PFP operator would be subject to the specific capital requirements as prescribed under the Prudential Rulebook. As with other Category 4 firms, the PFP operator would be required to maintain professional indemnity insurance cover appropriate to the nature, size, and risk profile of its business. PFP operators will also be subject to risk disclosure requirements.</p>\r\n<p class=\"p1\">As the FSRA Framework is still in the discussion paper phase, it remains to be seen whether or not additional requirements will be put in place.</p>\r\n<p class=\"p1\"><b>SCA Initiative</b></p>\r\n<p class=\"p1\"><span class=\"s1\">On the sidelines of the 14th Annual One on One Conference held in March 2018, the Securities and Commodities Authority (“SCA”) revealed that it is about to introduce a quality initiative for crowdfunding SMEs, in collaboration with the Organization for Economic Co-operation and Development. Such initiative is intended to offer a platform similar to crowdfunding for companies operating in free zones to facilitate their access to funding.</span></p>\r\n<p class=\"p1\"><b>Central Bank Initiative </b></p>\r\n<p class=\"p1\">During the fifth Middle East Banking Forum hosted by the UAE Banks Federation held in November 2017, the Central Bank governor had indicated the Central Bank’s intention to regulate crowdfunding platforms in the emirates as part of measures to boost financing for small and medium enterprises.</p>\r\n<p class=\"p1\"><b>Conclusion</b></p>\r\n<p class=\"p1\">The implementation of robust governance frameworks and legislative initiatives is a healthy sign evidencing that regulators are proactive in adapting to market needs and developments in the financial services sector. Notwithstanding so, it should be borne in mind that the regulatory ambit of financial free zones only extend to such activities performed in or from the relevant financial free zones. Therefore, any regulated activities that are performed out of the financial free zones but within UAE would still be subject to the regulation of either the Central Bank in respect of banking and debt financing activities or the SCA in respect of securities, fund formation and operation or other financial services related activities.</p>\r\n<p class=\"p1\"><i>Al Tamimi &amp; Company’s Financial Regulatory team regularly advises on licensing issues relating to the provisions of regulated activities in the UAE, DIFC and ADGM. For further information please contact Divya Abrol Gambhir (D.Abrol@tamimi.com) </i></p>'),
	(301795,28824,'MetaValueOld','<p class=\"p1\">In the June-July 2016 edition of Al Tamimi’s Law Update Article (http://localhost:8888/tamimi/law-update-articles/crowdfunding-platforms-in-the-uae/), we have previously provided an overview on the Crowdfunding Platforms in the UAE and highlighted some of the key regulatory issues commonly encountered. In an effort to facilitate the growth of the SME sector and FinTech innovations in the region while managing investors risks, there have been a number of welcomed developments and regulatory updates in the alternate funding space.</p>\r\n<p class=\"p1\">In this article, we set out the latest regulatory updates governing the operation of crowdfunding platforms in the Dubai International Financial Centre (“DIFC”), Abu Dhabi Global Market (“ADGM”) and onshore UAE respectively.</p>\r\n<p class=\"p1\"><b>DFSA Regulatory Framework</b></p>\r\n<p class=\"p1\">In August 2017, the Dubai Financial Services Authority (“DFSA”) launched its regulatory framework (“DFSA Framework”) for loan and investment-based crowdfunding platforms, the first such regulatory framework in the GCC countries. The DFSA Framework aims to license, organise and protect the rights and obligations of all parties involved in specific crowdfunding activities which provide finance solutions for SMEs in the region.</p>\r\n<p class=\"p1\">Some of the key requirements under the DFSA Framework include:</p>\r\n<p class=\"p1\"><i>Introduction of a new Financial Services Activity </i></p>\r\n<p class=\"p1\">A new financial service activity of “Operating a Crowdfunding Platform” has been established, which covers both operating a “Loan Crowdfunding Platform” and an “Investmen Crowdfunding Platform”.</p>\r\n<p class=\"p1\">Note that the DFSA will not be regulating crowdfunding operators who run a reward or donation based platform.</p>\r\n<p class=\"p1\"><i>Restrictions on Provision of Advice / Assets Management / Managing a Collective Investment Fund </i></p>\r\n<p class=\"p1\">An operator of a crowdfunding platform is not permitted to provide advice or have the discretion to manage assets or manage a collective investment fund; and must not operate a platform that facilitates a person investing in specified investments (i.e. warrants, certificates, units, structured products or derivatives through the platform.</p>\r\n<p class=\"p1\"><i>New Category of Exempt Offers </i></p>\r\n<p class=\"p1\">A new category of exempt offers has been introduced and is available exclusively to issuers of securities made through an Investment Crowdfunding Platform.</p>\r\n<p class=\"p1\"><i>Prudential Requirements</i></p>\r\n<p class=\"p1\">The Prudential Requirements as set out in Prudential, Investment, Insurance and Banking Module (PIB) is applicable to an operator of a crowdfunding platform whereby it is required to comply with the prescribed base capital requirement and expenditure based capital minimum requirements depending on its business model.</p>\r\n<p class=\"p1\"><i>Legal Form </i></p>\r\n<p class=\"p1\">All crowdfunding operators must establish as a body corporate in the DIFC (i.e. they cannot be a branch) and must hold capital according to the PIB requirements.</p>\r\n<p class=\"p1\"><b>FSRA Proposed Framework </b></p>\r\n<p class=\"p1\">In March 2018, the Financial Services Regulatory Authority (“FSRA”) has published a discussion paper setting out its proposed regulatory framework (the “PFP Framework”) for operators of financing platforms for non-public companies (“Private Financing Platforms” or “PFPs”).</p>\r\n<p class=\"p1\">The PFP Framework aims to facilitate access by start-ups and SMEs to new alternate sources of funding, albeit primarily from Professional Clients (as defined in the relevant FSRA regulations), as an alternative to more traditional channels for financing, while applying the necessary regulatory safeguards to ensure they operate in a safe and sound manner for those clients.</p>\r\n<p class=\"p1\">Currently, the FSRA is seeking comments on its proposal to create a new regulated activity specifically for PFPs operators. This would be called “Operating a Private Financing Platform” that would capture two types of PFP Transactions to be offered in or from the ADGM. These would be loan-based or investment-based crowdfunding, where activity may be undertaken on a single or distinct PFP. For loan-based PFPs, the operator would connect several clients to a single borrower, but for investment-based PFPs, the operator would seek to connect several clients to a single issuer - with clients investing money in expectation of dividend payments and a positive return on investment over time. In this regard, the FSRA is considering the introduction of a new regulated Activity of “Operating a Private Financing Platform” that would solely capture loan-based and investment-based PFPs and fall within Category 4 for the purposes of prudential supervision.</p>\r\n<p class=\"p1\">In view of the potentially high lending risks associated with PFP transactions, the FSRA proposes to restrict accessibility to PFPs under the PFP Framework to Professional Clients. In this regard, the FSRA also believes that Professional Clients are better placed to assist start-ups and SMEs by contributing their expertise, experience and contact networks. Nevertheless, the FSRA proposes to allow PFP operators to serve Retail Clients (as defined in the relevant FSRA regulations), on an exceptional basis, subject to the PFP operator putting in place proper policies and procedures to perform pre-qualification of Retail Clients by way of a client suitability test.</p>\r\n<p class=\"p1\">Depending on its business model, a PFP operator would be subject to the specific capital requirements as prescribed under the Prudential Rulebook. As with other Category 4 firms, the PFP operator would be required to maintain professional indemnity insurance cover appropriate to the nature, size, and risk profile of its business. PFP operators will also be subject to risk disclosure requirements.</p>\r\n<p class=\"p1\">As the FSRA Framework is still in the discussion paper phase, it remains to be seen whether or not additional requirements will be put in place.</p>\r\n<p class=\"p1\"><b>SCA Initiative</b></p>\r\n<p class=\"p1\"><span class=\"s1\">On the sidelines of the 14th Annual One on One Conference held in March 2018, the Securities and Commodities Authority (“SCA”) revealed that it is about to introduce a quality initiative for crowdfunding SMEs, in collaboration with the Organization for Economic Co-operation and Development. Such initiative is intended to offer a platform similar to crowdfunding for companies operating in free zones to facilitate their access to funding.</span></p>\r\n<p class=\"p1\"><b>Central Bank Initiative </b></p>\r\n<p class=\"p1\">During the fifth Middle East Banking Forum hosted by the UAE Banks Federation held in November 2017, the Central Bank governor had indicated the Central Bank’s intention to regulate crowdfunding platforms in the emirates as part of measures to boost financing for small and medium enterprises.</p>\r\n<p class=\"p1\"><b>Conclusion</b></p>\r\n<p class=\"p1\">The implementation of robust governance frameworks and legislative initiatives is a healthy sign evidencing that regulators are proactive in adapting to market needs and developments in the financial services sector. Notwithstanding so, it should be borne in mind that the regulatory ambit of financial free zones only extend to such activities performed in or from the relevant financial free zones. Therefore, any regulated activities that are performed out of the financial free zones but within UAE would still be subject to the regulation of either the Central Bank in respect of banking and debt financing activities or the SCA in respect of securities, fund formation and operation or other financial services related activities.</p>\r\n<p class=\"p1\"><i>Al Tamimi &amp; Company’s Financial Regulatory team regularly advises on licensing issues relating to the provisions of regulated activities in the UAE, DIFC and ADGM. For further information please contact Divya Abrol Gambhir (D.Abrol@tamimi.com) </i></p>'),
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	(301798,28824,'ReportText','<p class=\"p1\">In the June-July 2016 edition of Al Tamimi’s Law Update Article (http://localhost:8888/tamimi/law-update-articles/crowdfunding-platforms-in-the-uae/), we have previously provided an overview on the Crowdfunding Platforms in the UAE and highlighted some of the key regulatory issues commonly encountered. In an effort to facilitate the growth of the SME sector and FinTech innovations in the region while managing investors risks, there have been a number of welcomed developments and regulatory updates in the alternate funding space.</p>\r\n<p class=\"p1\">In this article, we set out the latest regulatory updates governing the operation of crowdfunding platforms in the Dubai International Financial Centre (“DIFC”), Abu Dhabi Global Market (“ADGM”) and onshore UAE respectively.</p>\r\n<p class=\"p1\"><b>DFSA Regulatory Framework</b></p>\r\n<p class=\"p1\">In August 2017, the Dubai Financial Services Authority (“DFSA”) launched its regulatory framework (“DFSA Framework”) for loan and investment-based crowdfunding platforms, the first such regulatory framework in the GCC countries. The DFSA Framework aims to license, organise and protect the rights and obligations of all parties involved in specific crowdfunding activities which provide finance solutions for SMEs in the region.</p>\r\n<p class=\"p1\">Some of the key requirements under the DFSA Framework include:</p>\r\n<p class=\"p1\"><i>Introduction of a new Financial Services Activity </i></p>\r\n<p class=\"p1\">A new financial service activity of “Operating a Crowdfunding Platform” has been established, which covers both operating a “Loan Crowdfunding Platform” and an “Investmen Crowdfunding Platform”.</p>\r\n<p class=\"p1\">Note that the DFSA will not be regulating crowdfunding operators who run a reward or donation based platform.</p>\r\n<p class=\"p1\"><i>Restrictions on Provision of Advice / Assets Management / Managing a Collective Investment Fund </i></p>\r\n<p class=\"p1\">An operator of a crowdfunding platform is not permitted to provide advice or have the discretion to manage assets or manage a collective investment fund; and must not operate a platform that facilitates a person investing in specified investments (i.e. warrants, certificates, units, structured products or derivatives through the platform.</p>\r\n<p class=\"p1\"><i>New Category of Exempt Offers </i></p>\r\n<p class=\"p1\">A new category of exempt offers has been introduced and is available exclusively to issuers of securities made through an Investment Crowdfunding Platform.</p>\r\n<p class=\"p1\"><i>Prudential Requirements</i></p>\r\n<p class=\"p1\">The Prudential Requirements as set out in Prudential, Investment, Insurance and Banking Module (PIB) is applicable to an operator of a crowdfunding platform whereby it is required to comply with the prescribed base capital requirement and expenditure based capital minimum requirements depending on its business model.</p>\r\n<p class=\"p1\"><i>Legal Form </i></p>\r\n<p class=\"p1\">All crowdfunding operators must establish as a body corporate in the DIFC (i.e. they cannot be a branch) and must hold capital according to the PIB requirements.</p>\r\n<p class=\"p1\"><b>FSRA Proposed Framework </b></p>\r\n<p class=\"p1\">In March 2018, the Financial Services Regulatory Authority (“FSRA”) has published a discussion paper setting out its proposed regulatory framework (the “PFP Framework”) for operators of financing platforms for non-public companies (“Private Financing Platforms” or “PFPs”).</p>\r\n<p class=\"p1\">The PFP Framework aims to facilitate access by start-ups and SMEs to new alternate sources of funding, albeit primarily from Professional Clients (as defined in the relevant FSRA regulations), as an alternative to more traditional channels for financing, while applying the necessary regulatory safeguards to ensure they operate in a safe and sound manner for those clients.</p>\r\n<p class=\"p1\">Currently, the FSRA is seeking comments on its proposal to create a new regulated activity specifically for PFPs operators. This would be called “Operating a Private Financing Platform” that would capture two types of PFP Transactions to be offered in or from the ADGM. These would be loan-based or investment-based crowdfunding, where activity may be undertaken on a single or distinct PFP. For loan-based PFPs, the operator would connect several clients to a single borrower, but for investment-based PFPs, the operator would seek to connect several clients to a single issuer - with clients investing money in expectation of dividend payments and a positive return on investment over time. In this regard, the FSRA is considering the introduction of a new regulated Activity of “Operating a Private Financing Platform” that would solely capture loan-based and investment-based PFPs and fall within Category 4 for the purposes of prudential supervision.</p>\r\n<p class=\"p1\">In view of the potentially high lending risks associated with PFP transactions, the FSRA proposes to restrict accessibility to PFPs under the PFP Framework to Professional Clients. In this regard, the FSRA also believes that Professional Clients are better placed to assist start-ups and SMEs by contributing their expertise, experience and contact networks. Nevertheless, the FSRA proposes to allow PFP operators to serve Retail Clients (as defined in the relevant FSRA regulations), on an exceptional basis, subject to the PFP operator putting in place proper policies and procedures to perform pre-qualification of Retail Clients by way of a client suitability test.</p>\r\n<p class=\"p1\">Depending on its business model, a PFP operator would be subject to the specific capital requirements as prescribed under the Prudential Rulebook. As with other Category 4 firms, the PFP operator would be required to maintain professional indemnity insurance cover appropriate to the nature, size, and risk profile of its business. PFP operators will also be subject to risk disclosure requirements.</p>\r\n<p class=\"p1\">As the FSRA Framework is still in the discussion paper phase, it remains to be seen whether or not additional requirements will be put in place.</p>\r\n<p class=\"p1\"><b>SCA Initiative</b></p>\r\n<p class=\"p1\"><span class=\"s1\">On the sidelines of the 14th Annual One on One Conference held in March 2018, the Securities and Commodities Authority (“SCA”) revealed that it is about to introduce a quality initiative for crowdfunding SMEs, in collaboration with the Organization for Economic Co-operation and Development. Such initiative is intended to offer a platform similar to crowdfunding for companies operating in free zones to facilitate their access to funding.</span></p>\r\n<p class=\"p1\"><b>Central Bank Initiative </b></p>\r\n<p class=\"p1\">During the fifth Middle East Banking Forum hosted by the UAE Banks Federation held in November 2017, the Central Bank governor had indicated the Central Bank’s intention to regulate crowdfunding platforms in the emirates as part of measures to boost financing for small and medium enterprises.</p>\r\n<p class=\"p1\"><b>Conclusion</b></p>\r\n<p class=\"p1\">The implementation of robust governance frameworks and legislative initiatives is a healthy sign evidencing that regulators are proactive in adapting to market needs and developments in the financial services sector. Notwithstanding so, it should be borne in mind that the regulatory ambit of financial free zones only extend to such activities performed in or from the relevant financial free zones. Therefore, any regulated activities that are performed out of the financial free zones but within UAE would still be subject to the regulation of either the Central Bank in respect of banking and debt financing activities or the SCA in respect of securities, fund formation and operation or other financial services related activities.</p>\r\n<p class=\"p1\"><i>Al Tamimi &amp; Company’s Financial Regulatory team regularly advises on licensing issues relating to the provisions of regulated activities in the UAE, DIFC and ADGM. For further information please contact Divya Abrol Gambhir (D.Abrol@tamimi.com) </i></p>|<p class=\"p1\">In the June-July 2016 edition of Al Tamimi’s Law Update Article, we have previously provided an overview on the <a href=\"http://localhost:8888/tamimi/law-update-articles/crowdfunding-platforms-in-the-uae/\">Crowdfunding Platforms in the UAE</a> and highlighted some of the key regulatory issues commonly encountered. In an effort to facilitate the growth of the SME sector and FinTech innovations in the region while managing investors risks, there have been a number of welcomed developments and regulatory updates in the alternate funding space.</p>\r\n<p class=\"p1\">In this article, we set out the latest regulatory updates governing the operation of crowdfunding platforms in the Dubai International Financial Centre (“DIFC”), Abu Dhabi Global Market (“ADGM”) and onshore UAE respectively.</p>\r\n<p class=\"p1\"><b>DFSA Regulatory Framework</b></p>\r\n<p class=\"p1\">In August 2017, the Dubai Financial Services Authority (“DFSA”) launched its regulatory framework (“DFSA Framework”) for loan and investment-based crowdfunding platforms, the first such regulatory framework in the GCC countries. The DFSA Framework aims to license, organise and protect the rights and obligations of all parties involved in specific crowdfunding activities which provide finance solutions for SMEs in the region.</p>\r\n<p class=\"p1\">Some of the key requirements under the DFSA Framework include:</p>\r\n<p class=\"p1\"><i>Introduction of a new Financial Services Activity </i></p>\r\n<p class=\"p1\">A new financial service activity of “Operating a Crowdfunding Platform” has been established, which covers both operating a “Loan Crowdfunding Platform” and an “Investmen Crowdfunding Platform”.</p>\r\n<p class=\"p1\">Note that the DFSA will not be regulating crowdfunding operators who run a reward or donation based platform.</p>\r\n<p class=\"p1\"><i>Restrictions on Provision of Advice / Assets Management / Managing a Collective Investment Fund </i></p>\r\n<p class=\"p1\">An operator of a crowdfunding platform is not permitted to provide advice or have the discretion to manage assets or manage a collective investment fund; and must not operate a platform that facilitates a person investing in specified investments (i.e. warrants, certificates, units, structured products or derivatives through the platform.</p>\r\n<p class=\"p1\"><i>New Category of Exempt Offers </i></p>\r\n<p class=\"p1\">A new category of exempt offers has been introduced and is available exclusively to issuers of securities made through an Investment Crowdfunding Platform.</p>\r\n<p class=\"p1\"><i>Prudential Requirements</i></p>\r\n<p class=\"p1\">The Prudential Requirements as set out in Prudential, Investment, Insurance and Banking Module (PIB) is applicable to an operator of a crowdfunding platform whereby it is required to comply with the prescribed base capital requirement and expenditure based capital minimum requirements depending on its business model.</p>\r\n<p class=\"p1\"><i>Legal Form </i></p>\r\n<p class=\"p1\">All crowdfunding operators must establish as a body corporate in the DIFC (i.e. they cannot be a branch) and must hold capital according to the PIB requirements.</p>\r\n<p class=\"p1\"><b>FSRA Proposed Framework </b></p>\r\n<p class=\"p1\">In March 2018, the Financial Services Regulatory Authority (“FSRA”) has published a discussion paper setting out its proposed regulatory framework (the “PFP Framework”) for operators of financing platforms for non-public companies (“Private Financing Platforms” or “PFPs”).</p>\r\n<p class=\"p1\">The PFP Framework aims to facilitate access by start-ups and SMEs to new alternate sources of funding, albeit primarily from Professional Clients (as defined in the relevant FSRA regulations), as an alternative to more traditional channels for financing, while applying the necessary regulatory safeguards to ensure they operate in a safe and sound manner for those clients.</p>\r\n<p class=\"p1\">Currently, the FSRA is seeking comments on its proposal to create a new regulated activity specifically for PFPs operators. This would be called “Operating a Private Financing Platform” that would capture two types of PFP Transactions to be offered in or from the ADGM. These would be loan-based or investment-based crowdfunding, where activity may be undertaken on a single or distinct PFP. For loan-based PFPs, the operator would connect several clients to a single borrower, but for investment-based PFPs, the operator would seek to connect several clients to a single issuer - with clients investing money in expectation of dividend payments and a positive return on investment over time. In this regard, the FSRA is considering the introduction of a new regulated Activity of “Operating a Private Financing Platform” that would solely capture loan-based and investment-based PFPs and fall within Category 4 for the purposes of prudential supervision.</p>\r\n<p class=\"p1\">In view of the potentially high lending risks associated with PFP transactions, the FSRA proposes to restrict accessibility to PFPs under the PFP Framework to Professional Clients. In this regard, the FSRA also believes that Professional Clients are better placed to assist start-ups and SMEs by contributing their expertise, experience and contact networks. Nevertheless, the FSRA proposes to allow PFP operators to serve Retail Clients (as defined in the relevant FSRA regulations), on an exceptional basis, subject to the PFP operator putting in place proper policies and procedures to perform pre-qualification of Retail Clients by way of a client suitability test.</p>\r\n<p class=\"p1\">Depending on its business model, a PFP operator would be subject to the specific capital requirements as prescribed under the Prudential Rulebook. As with other Category 4 firms, the PFP operator would be required to maintain professional indemnity insurance cover appropriate to the nature, size, and risk profile of its business. PFP operators will also be subject to risk disclosure requirements.</p>\r\n<p class=\"p1\">As the FSRA Framework is still in the discussion paper phase, it remains to be seen whether or not additional requirements will be put in place.</p>\r\n<p class=\"p1\"><b>SCA Initiative</b></p>\r\n<p class=\"p1\"><span class=\"s1\">On the sidelines of the 14th Annual One on One Conference held in March 2018, the Securities and Commodities Authority (“SCA”) revealed that it is about to introduce a quality initiative for crowdfunding SMEs, in collaboration with the Organization for Economic Co-operation and Development. Such initiative is intended to offer a platform similar to crowdfunding for companies operating in free zones to facilitate their access to funding.</span></p>\r\n<p class=\"p1\"><b>Central Bank Initiative </b></p>\r\n<p class=\"p1\">During the fifth Middle East Banking Forum hosted by the UAE Banks Federation held in November 2017, the Central Bank governor had indicated the Central Bank’s intention to regulate crowdfunding platforms in the emirates as part of measures to boost financing for small and medium enterprises.</p>\r\n<p class=\"p1\"><b>Conclusion</b></p>\r\n<p class=\"p1\">The implementation of robust governance frameworks and legislative initiatives is a healthy sign evidencing that regulators are proactive in adapting to market needs and developments in the financial services sector. Notwithstanding so, it should be borne in mind that the regulatory ambit of financial free zones only extend to such activities performed in or from the relevant financial free zones. Therefore, any regulated activities that are performed out of the financial free zones but within UAE would still be subject to the regulation of either the Central Bank in respect of banking and debt financing activities or the SCA in respect of securities, fund formation and operation or other financial services related activities.</p>\r\n<p class=\"p1\"><i>Al Tamimi &amp; Company’s Financial Regulatory team regularly advises on licensing issues relating to the provisions of regulated activities in the UAE, DIFC and ADGM. For further information please contact Divya Abrol Gambhir (D.Abrol@tamimi.com) </i></p>'),
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	(301848,28828,'MetaValueNew','<p dir=\"LTR\" align=\"LEFT\">The General Data Protection Regulations (\"GDPR\") came into effect on 25 May 2018. The <a href=\"http://localhost:8888/tamimi/law-update-articles/minding-your-own-business-the-extra-territorial-application-of-the-eus-data-protection-regulation/\">GDPR</a>, which replaced the EU’s Data Protection Directive of 1995, represents a significant expansion of personal privacy rights for EU residents.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The politically challenging task of escalating privacy protection from a directive to a binding regulation began in 2009 and involved protracted negotiations among the European Commission (the EU executive body) and its two legislative chambers, the Council of the European Union and the European Parliament. This was partially motivated by the desire for uniform protections for all EU residents and partially necessitated by the needs of regulated entities for consistent compliance requirements across the EU.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Why should Middle East institutions pay attention to GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><img class=\"wp-image-8219 alignright\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/8.jpg\" alt=\"\" width=\"482\" height=\"369\" /> It is widely known that the GDPR has more enforceable legal status in comparison to the previous Data Protection Directive, and it is also substantively more robust in a number of significant ways. The most notable of these for entities located in the Middle East is that, unlike the Data Protection Directive (which mandated compliance by entities with a physical EU presence, such as a processing center or even a server), the GDPR’s coverage extends to entities with no physical EU footprint if they process personal data of EU data subjects residing in the EU. This limited extraterritoriality, while a significant expansion of the reach of EU law to entities outside the EU, does not attach to EU citizens abroad. As such, a Middle East entity involved in a data transaction with an EU resident in the Middle East, for instance, would not be subject to the GDPR; the same entity engaging in significant and intentional cyber-transactions with EU residents would be.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Why education providers should pay attention to the GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Middle East-based Education institutions newly affected by the extraterritorial reach of GDPR are those that target distance education programmes to EU residents who are physically located in one of the member states. Such programmes were not initially subject to EU privacy law under the Data Protection Directive if they did not have infrastructure within the EU, but are now covered under the GDPR, even if they have no physical presence within the EU. However, Article 3 of the GDPR suggests that incidental transactions, such as the mere availability of goods or services via a website, are not automatic grounds for subjecting non-EU entities to the GDPR.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">On the face of it, it is tempting to believe that Education institutions that enrol EU residents in the Middle East are entirely exempt from compliance with the GDPR. This would certainly be true for EU residents who initiate their admission application process from outside the EU. In the case where EU applicants start the admissions process from their home countries and obtain visas to enter the Middle East after gaining admission to eligible programmes, the GDPR will apply and such institutions would need to demonstrate compliance. In essence, active student recruitment campaigns targeting EU residents could subject the data collected from such students, whether via automated or non-automated means, to compliance requirements under the GDPR. It may take a few years for a more precise understanding of how the GDPR will be further defined, interpreted, and enforced by the EU and national data protection authorities of its member states. At such early stage, it is probably unlikely that the most expansive interpretation of the regulation’s extraterritorial application would be immediately enforced against non-EU entities. It is clear however that institutions with significant engagement with the EU, either in the form of physical presence or of distance-delivered services, should take immediate steps to ensure compliance with the GDPR.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Whose data does GDPR protect?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Personal data of all living individuals physically within the EU (\"EU data subjects\") are covered by the GDPR. The regulation makes no distinctions based on individual’s permanent places of residence or nationality. The GDPR applies to all such individual’s personal data, defined as any information that can be used to, directly or indirectly, identify a person. These include not only such obvious information as educational, financial, employment-related, and health data, but also photographs, personal phone numbers, and IP addresses.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">How should the education sector prepare for GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers in the Middle East should consider a number of action points as part of their GDPR compliance preparations as follows:</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Data Review</strong>: A comprehensive review should be undertaken to determine (i) what personal data is currently held, (ii) how that data was acquired, and (iii) for what purpose it was acquired. Education providers should consider whether they have obtained and hold such personal data in accordance with the requirements of GDPR. If they have not, such data should be deleted, or consideration should be given as to how its continued storage / use may be rendered GDPR-compliant.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Privacy policies</strong>: privacy policies are a key element of the new regime. Education providers should review their existing privacy policies, and make all amendments necessary to bring them into line with the GDPR’s requirements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Consent</strong>: this is unlikely to be the most appropriate lawful basis for the processing of personal data by Education providers going forward. The GDPR requires that consent must be able to be withdrawn as easily as it is given and processing must immediately stop. Clearly, this is not practical given Education providers’ obligations to protect the safety and welfare of their students. Education establishments will need to look to other bases provided in the GDPR to ensure that their processing activities are lawful. This is a more complex legal question, and will be based on a case-by-case basis, the operation of the education provider in relation to the data.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Consent must be given for the processing or flow of personal data to third-parties, so in order to become GDPR compliant, education providers must be aware of where various pieces of data are going and why.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Data Security and Third-Party Agreements</strong>: a comprehensive, written information security programme should be developed and implemented to protect the security, confidentiality and integrity of personal data held. A review of arrangements with all third-parties engaged to handle, store or otherwise process personal data collected and/or stored by the institution should be undertaken. The GDPR requires all data controllers to have binding contracts with the parties that process data on their behalf. For education providers, it is important that all current service level agreements and other contracts with third-party suppliers are carefully reviewed and amended to ensure they are GDPR-compliant.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\"></h3>\r\n<h3 dir=\"LTR\" align=\"LEFT\">Supervisory authorities and penalties</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Under the GDPR, EU member states have to designate qualified supervisory authorities with specified oversight, investigatory, and enforcement powers to implement its requirements . These authorities will oversee compliance, provide consultation and prior approvals, and receive and administratively adjudicate complaints against controllers and processors. They can also impose fines of up to two percent of the global revenues for certain penalties, and up to four percent of such revenues for more serious ones.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Just as important as the supervisory authorities’ power to impose penalties is the consultative role they are assigned in reviewing mandatory data protection impact assessments that data controllers and processors must regularly perform in connection with high-risk processing activities prior to implementing them.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The GDPR took years to be adopted, and it may be safe to assume that it will take years before its real impact and practical compliance requirements become fully settled.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers in the Middle East with EU-based operations and those with significant numbers of EU residents as students — particularly those delivering distance education programmes to such students within the EU — should start to map out a strategy of implementing GDPR-compliant practices now.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><img class=\"aligncenter wp-image-8220\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/9.jpg\" alt=\"\" width=\"944\" height=\"160\" /></p>'),
	(301849,28828,'MetaValueOld','<p dir=\"LTR\" align=\"LEFT\">The General Data Protection Regulations (\"GDPR\") came into effect on 25 May 2018. The <a href=\"http://localhost:8888/tamimi/law-update-articles/gdpr-a-plain-english-guide-to-the-implications-for-middle-east-marketing-activities/\">GDPR</a>, which replaced the EU’s Data Protection Directive of 1995, represents a significant expansion of personal privacy rights for EU residents.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The politically challenging task of escalating privacy protection from a directive to a binding regulation began in 2009 and involved protracted negotiations among the European Commission (the EU executive body) and its two legislative chambers, the Council of the European Union and the European Parliament. This was partially motivated by the desire for uniform protections for all EU residents and partially necessitated by the needs of regulated entities for consistent compliance requirements across the EU.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Why should Middle East institutions pay attention to GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><img class=\"wp-image-8219 alignright\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/8.jpg\" alt=\"\" width=\"482\" height=\"369\" /> It is widely known that the GDPR has more enforceable legal status in comparison to the previous Data Protection Directive, and it is also substantively more robust in a number of significant ways. The most notable of these for entities located in the Middle East is that, unlike the Data Protection Directive (which mandated compliance by entities with a physical EU presence, such as a processing center or even a server), the GDPR’s coverage extends to entities with no physical EU footprint if they process personal data of EU data subjects residing in the EU. This limited extraterritoriality, while a significant expansion of the reach of EU law to entities outside the EU, does not attach to EU citizens abroad. As such, a Middle East entity involved in a data transaction with an EU resident in the Middle East, for instance, would not be subject to the GDPR; the same entity engaging in significant and intentional cyber-transactions with EU residents would be.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Why education providers should pay attention to the GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Middle East-based Education institutions newly affected by the extraterritorial reach of GDPR are those that target distance education programmes to EU residents who are physically located in one of the member states. Such programmes were not initially subject to EU privacy law under the Data Protection Directive if they did not have infrastructure within the EU, but are now covered under the GDPR, even if they have no physical presence within the EU. However, Article 3 of the GDPR suggests that incidental transactions, such as the mere availability of goods or services via a website, are not automatic grounds for subjecting non-EU entities to the GDPR.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">On the face of it, it is tempting to believe that Education institutions that enrol EU residents in the Middle East are entirely exempt from compliance with the GDPR. This would certainly be true for EU residents who initiate their admission application process from outside the EU. In the case where EU applicants start the admissions process from their home countries and obtain visas to enter the Middle East after gaining admission to eligible programmes, the GDPR will apply and such institutions would need to demonstrate compliance. In essence, active student recruitment campaigns targeting EU residents could subject the data collected from such students, whether via automated or non-automated means, to compliance requirements under the GDPR. It may take a few years for a more precise understanding of how the GDPR will be further defined, interpreted, and enforced by the EU and national data protection authorities of its member states. At such early stage, it is probably unlikely that the most expansive interpretation of the regulation’s extraterritorial application would be immediately enforced against non-EU entities. It is clear however that institutions with significant engagement with the EU, either in the form of physical presence or of distance-delivered services, should take immediate steps to ensure compliance with the GDPR.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Whose data does GDPR protect?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Personal data of all living individuals physically within the EU (\"EU data subjects\") are covered by the GDPR. The regulation makes no distinctions based on individual’s permanent places of residence or nationality. The GDPR applies to all such individual’s personal data, defined as any information that can be used to, directly or indirectly, identify a person. These include not only such obvious information as educational, financial, employment-related, and health data, but also photographs, personal phone numbers, and IP addresses.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">How should the education sector prepare for GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers in the Middle East should consider a number of action points as part of their GDPR compliance preparations as follows:</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Data Review</strong>: A comprehensive review should be undertaken to determine (i) what personal data is currently held, (ii) how that data was acquired, and (iii) for what purpose it was acquired. Education providers should consider whether they have obtained and hold such personal data in accordance with the requirements of GDPR. If they have not, such data should be deleted, or consideration should be given as to how its continued storage / use may be rendered GDPR-compliant.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Privacy policies</strong>: privacy policies are a key element of the new regime. Education providers should review their existing privacy policies, and make all amendments necessary to bring them into line with the GDPR’s requirements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Consent</strong>: this is unlikely to be the most appropriate lawful basis for the processing of personal data by Education providers going forward. The GDPR requires that consent must be able to be withdrawn as easily as it is given and processing must immediately stop. Clearly, this is not practical given Education providers’ obligations to protect the safety and welfare of their students. Education establishments will need to look to other bases provided in the GDPR to ensure that their processing activities are lawful. This is a more complex legal question, and will be based on a case-by-case basis, the operation of the education provider in relation to the data.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Consent must be given for the processing or flow of personal data to third-parties, so in order to become GDPR compliant, education providers must be aware of where various pieces of data are going and why.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Data Security and Third-Party Agreements</strong>: a comprehensive, written information security programme should be developed and implemented to protect the security, confidentiality and integrity of personal data held. A review of arrangements with all third-parties engaged to handle, store or otherwise process personal data collected and/or stored by the institution should be undertaken. The GDPR requires all data controllers to have binding contracts with the parties that process data on their behalf. For education providers, it is important that all current service level agreements and other contracts with third-party suppliers are carefully reviewed and amended to ensure they are GDPR-compliant.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\"></h3>\r\n<h3 dir=\"LTR\" align=\"LEFT\">Supervisory authorities and penalties</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Under the GDPR, EU member states have to designate qualified supervisory authorities with specified oversight, investigatory, and enforcement powers to implement its requirements . These authorities will oversee compliance, provide consultation and prior approvals, and receive and administratively adjudicate complaints against controllers and processors. They can also impose fines of up to two percent of the global revenues for certain penalties, and up to four percent of such revenues for more serious ones.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Just as important as the supervisory authorities’ power to impose penalties is the consultative role they are assigned in reviewing mandatory data protection impact assessments that data controllers and processors must regularly perform in connection with high-risk processing activities prior to implementing them.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The GDPR took years to be adopted, and it may be safe to assume that it will take years before its real impact and practical compliance requirements become fully settled.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers in the Middle East with EU-based operations and those with significant numbers of EU residents as students — particularly those delivering distance education programmes to such students within the EU — should start to map out a strategy of implementing GDPR-compliant practices now.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><img class=\"aligncenter wp-image-8220\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/9.jpg\" alt=\"\" width=\"944\" height=\"160\" /></p>'),
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	(301852,28828,'ReportText','<p dir=\"LTR\" align=\"LEFT\">The General Data Protection Regulations (\"GDPR\") came into effect on 25 May 2018. The <a href=\"http://localhost:8888/tamimi/law-update-articles/gdpr-a-plain-english-guide-to-the-implications-for-middle-east-marketing-activities/\">GDPR</a>, which replaced the EU’s Data Protection Directive of 1995, represents a significant expansion of personal privacy rights for EU residents.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The politically challenging task of escalating privacy protection from a directive to a binding regulation began in 2009 and involved protracted negotiations among the European Commission (the EU executive body) and its two legislative chambers, the Council of the European Union and the European Parliament. This was partially motivated by the desire for uniform protections for all EU residents and partially necessitated by the needs of regulated entities for consistent compliance requirements across the EU.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Why should Middle East institutions pay attention to GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><img class=\"wp-image-8219 alignright\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/8.jpg\" alt=\"\" width=\"482\" height=\"369\" /> It is widely known that the GDPR has more enforceable legal status in comparison to the previous Data Protection Directive, and it is also substantively more robust in a number of significant ways. The most notable of these for entities located in the Middle East is that, unlike the Data Protection Directive (which mandated compliance by entities with a physical EU presence, such as a processing center or even a server), the GDPR’s coverage extends to entities with no physical EU footprint if they process personal data of EU data subjects residing in the EU. This limited extraterritoriality, while a significant expansion of the reach of EU law to entities outside the EU, does not attach to EU citizens abroad. As such, a Middle East entity involved in a data transaction with an EU resident in the Middle East, for instance, would not be subject to the GDPR; the same entity engaging in significant and intentional cyber-transactions with EU residents would be.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Why education providers should pay attention to the GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Middle East-based Education institutions newly affected by the extraterritorial reach of GDPR are those that target distance education programmes to EU residents who are physically located in one of the member states. Such programmes were not initially subject to EU privacy law under the Data Protection Directive if they did not have infrastructure within the EU, but are now covered under the GDPR, even if they have no physical presence within the EU. However, Article 3 of the GDPR suggests that incidental transactions, such as the mere availability of goods or services via a website, are not automatic grounds for subjecting non-EU entities to the GDPR.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">On the face of it, it is tempting to believe that Education institutions that enrol EU residents in the Middle East are entirely exempt from compliance with the GDPR. This would certainly be true for EU residents who initiate their admission application process from outside the EU. In the case where EU applicants start the admissions process from their home countries and obtain visas to enter the Middle East after gaining admission to eligible programmes, the GDPR will apply and such institutions would need to demonstrate compliance. In essence, active student recruitment campaigns targeting EU residents could subject the data collected from such students, whether via automated or non-automated means, to compliance requirements under the GDPR. It may take a few years for a more precise understanding of how the GDPR will be further defined, interpreted, and enforced by the EU and national data protection authorities of its member states. At such early stage, it is probably unlikely that the most expansive interpretation of the regulation’s extraterritorial application would be immediately enforced against non-EU entities. It is clear however that institutions with significant engagement with the EU, either in the form of physical presence or of distance-delivered services, should take immediate steps to ensure compliance with the GDPR.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Whose data does GDPR protect?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Personal data of all living individuals physically within the EU (\"EU data subjects\") are covered by the GDPR. The regulation makes no distinctions based on individual’s permanent places of residence or nationality. The GDPR applies to all such individual’s personal data, defined as any information that can be used to, directly or indirectly, identify a person. These include not only such obvious information as educational, financial, employment-related, and health data, but also photographs, personal phone numbers, and IP addresses.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">How should the education sector prepare for GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers in the Middle East should consider a number of action points as part of their GDPR compliance preparations as follows:</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Data Review</strong>: A comprehensive review should be undertaken to determine (i) what personal data is currently held, (ii) how that data was acquired, and (iii) for what purpose it was acquired. Education providers should consider whether they have obtained and hold such personal data in accordance with the requirements of GDPR. If they have not, such data should be deleted, or consideration should be given as to how its continued storage / use may be rendered GDPR-compliant.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Privacy policies</strong>: privacy policies are a key element of the new regime. Education providers should review their existing privacy policies, and make all amendments necessary to bring them into line with the GDPR’s requirements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Consent</strong>: this is unlikely to be the most appropriate lawful basis for the processing of personal data by Education providers going forward. The GDPR requires that consent must be able to be withdrawn as easily as it is given and processing must immediately stop. Clearly, this is not practical given Education providers’ obligations to protect the safety and welfare of their students. Education establishments will need to look to other bases provided in the GDPR to ensure that their processing activities are lawful. This is a more complex legal question, and will be based on a case-by-case basis, the operation of the education provider in relation to the data.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Consent must be given for the processing or flow of personal data to third-parties, so in order to become GDPR compliant, education providers must be aware of where various pieces of data are going and why.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Data Security and Third-Party Agreements</strong>: a comprehensive, written information security programme should be developed and implemented to protect the security, confidentiality and integrity of personal data held. A review of arrangements with all third-parties engaged to handle, store or otherwise process personal data collected and/or stored by the institution should be undertaken. The GDPR requires all data controllers to have binding contracts with the parties that process data on their behalf. For education providers, it is important that all current service level agreements and other contracts with third-party suppliers are carefully reviewed and amended to ensure they are GDPR-compliant.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\"></h3>\r\n<h3 dir=\"LTR\" align=\"LEFT\">Supervisory authorities and penalties</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Under the GDPR, EU member states have to designate qualified supervisory authorities with specified oversight, investigatory, and enforcement powers to implement its requirements . These authorities will oversee compliance, provide consultation and prior approvals, and receive and administratively adjudicate complaints against controllers and processors. They can also impose fines of up to two percent of the global revenues for certain penalties, and up to four percent of such revenues for more serious ones.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Just as important as the supervisory authorities’ power to impose penalties is the consultative role they are assigned in reviewing mandatory data protection impact assessments that data controllers and processors must regularly perform in connection with high-risk processing activities prior to implementing them.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The GDPR took years to be adopted, and it may be safe to assume that it will take years before its real impact and practical compliance requirements become fully settled.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers in the Middle East with EU-based operations and those with significant numbers of EU residents as students — particularly those delivering distance education programmes to such students within the EU — should start to map out a strategy of implementing GDPR-compliant practices now.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><img class=\"aligncenter wp-image-8220\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/9.jpg\" alt=\"\" width=\"944\" height=\"160\" /></p>|<p dir=\"LTR\" align=\"LEFT\">The General Data Protection Regulations (\"GDPR\") came into effect on 25 May 2018. The <a href=\"http://localhost:8888/tamimi/law-update-articles/minding-your-own-business-the-extra-territorial-application-of-the-eus-data-protection-regulation/\">GDPR</a>, which replaced the EU’s Data Protection Directive of 1995, represents a significant expansion of personal privacy rights for EU residents.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The politically challenging task of escalating privacy protection from a directive to a binding regulation began in 2009 and involved protracted negotiations among the European Commission (the EU executive body) and its two legislative chambers, the Council of the European Union and the European Parliament. This was partially motivated by the desire for uniform protections for all EU residents and partially necessitated by the needs of regulated entities for consistent compliance requirements across the EU.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Why should Middle East institutions pay attention to GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><img class=\"wp-image-8219 alignright\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/8.jpg\" alt=\"\" width=\"482\" height=\"369\" /> It is widely known that the GDPR has more enforceable legal status in comparison to the previous Data Protection Directive, and it is also substantively more robust in a number of significant ways. The most notable of these for entities located in the Middle East is that, unlike the Data Protection Directive (which mandated compliance by entities with a physical EU presence, such as a processing center or even a server), the GDPR’s coverage extends to entities with no physical EU footprint if they process personal data of EU data subjects residing in the EU. This limited extraterritoriality, while a significant expansion of the reach of EU law to entities outside the EU, does not attach to EU citizens abroad. As such, a Middle East entity involved in a data transaction with an EU resident in the Middle East, for instance, would not be subject to the GDPR; the same entity engaging in significant and intentional cyber-transactions with EU residents would be.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Why education providers should pay attention to the GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Middle East-based Education institutions newly affected by the extraterritorial reach of GDPR are those that target distance education programmes to EU residents who are physically located in one of the member states. Such programmes were not initially subject to EU privacy law under the Data Protection Directive if they did not have infrastructure within the EU, but are now covered under the GDPR, even if they have no physical presence within the EU. However, Article 3 of the GDPR suggests that incidental transactions, such as the mere availability of goods or services via a website, are not automatic grounds for subjecting non-EU entities to the GDPR.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">On the face of it, it is tempting to believe that Education institutions that enrol EU residents in the Middle East are entirely exempt from compliance with the GDPR. This would certainly be true for EU residents who initiate their admission application process from outside the EU. In the case where EU applicants start the admissions process from their home countries and obtain visas to enter the Middle East after gaining admission to eligible programmes, the GDPR will apply and such institutions would need to demonstrate compliance. In essence, active student recruitment campaigns targeting EU residents could subject the data collected from such students, whether via automated or non-automated means, to compliance requirements under the GDPR. It may take a few years for a more precise understanding of how the GDPR will be further defined, interpreted, and enforced by the EU and national data protection authorities of its member states. At such early stage, it is probably unlikely that the most expansive interpretation of the regulation’s extraterritorial application would be immediately enforced against non-EU entities. It is clear however that institutions with significant engagement with the EU, either in the form of physical presence or of distance-delivered services, should take immediate steps to ensure compliance with the GDPR.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Whose data does GDPR protect?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Personal data of all living individuals physically within the EU (\"EU data subjects\") are covered by the GDPR. The regulation makes no distinctions based on individual’s permanent places of residence or nationality. The GDPR applies to all such individual’s personal data, defined as any information that can be used to, directly or indirectly, identify a person. These include not only such obvious information as educational, financial, employment-related, and health data, but also photographs, personal phone numbers, and IP addresses.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">How should the education sector prepare for GDPR?</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers in the Middle East should consider a number of action points as part of their GDPR compliance preparations as follows:</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Data Review</strong>: A comprehensive review should be undertaken to determine (i) what personal data is currently held, (ii) how that data was acquired, and (iii) for what purpose it was acquired. Education providers should consider whether they have obtained and hold such personal data in accordance with the requirements of GDPR. If they have not, such data should be deleted, or consideration should be given as to how its continued storage / use may be rendered GDPR-compliant.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Privacy policies</strong>: privacy policies are a key element of the new regime. Education providers should review their existing privacy policies, and make all amendments necessary to bring them into line with the GDPR’s requirements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Consent</strong>: this is unlikely to be the most appropriate lawful basis for the processing of personal data by Education providers going forward. The GDPR requires that consent must be able to be withdrawn as easily as it is given and processing must immediately stop. Clearly, this is not practical given Education providers’ obligations to protect the safety and welfare of their students. Education establishments will need to look to other bases provided in the GDPR to ensure that their processing activities are lawful. This is a more complex legal question, and will be based on a case-by-case basis, the operation of the education provider in relation to the data.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Consent must be given for the processing or flow of personal data to third-parties, so in order to become GDPR compliant, education providers must be aware of where various pieces of data are going and why.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><strong>Data Security and Third-Party Agreements</strong>: a comprehensive, written information security programme should be developed and implemented to protect the security, confidentiality and integrity of personal data held. A review of arrangements with all third-parties engaged to handle, store or otherwise process personal data collected and/or stored by the institution should be undertaken. The GDPR requires all data controllers to have binding contracts with the parties that process data on their behalf. For education providers, it is important that all current service level agreements and other contracts with third-party suppliers are carefully reviewed and amended to ensure they are GDPR-compliant.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\"></h3>\r\n<h3 dir=\"LTR\" align=\"LEFT\">Supervisory authorities and penalties</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Under the GDPR, EU member states have to designate qualified supervisory authorities with specified oversight, investigatory, and enforcement powers to implement its requirements . These authorities will oversee compliance, provide consultation and prior approvals, and receive and administratively adjudicate complaints against controllers and processors. They can also impose fines of up to two percent of the global revenues for certain penalties, and up to four percent of such revenues for more serious ones.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Just as important as the supervisory authorities’ power to impose penalties is the consultative role they are assigned in reviewing mandatory data protection impact assessments that data controllers and processors must regularly perform in connection with high-risk processing activities prior to implementing them.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The GDPR took years to be adopted, and it may be safe to assume that it will take years before its real impact and practical compliance requirements become fully settled.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Education providers in the Middle East with EU-based operations and those with significant numbers of EU residents as students — particularly those delivering distance education programmes to such students within the EU — should start to map out a strategy of implementing GDPR-compliant practices now.</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><img class=\"aligncenter wp-image-8220\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/9.jpg\" alt=\"\" width=\"944\" height=\"160\" /></p>'),
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	(301968,28837,'MetaValueNew','<p dir=\"LTR\" align=\"LEFT\">The Saudi National Center for Privatization and PPP (\"NCP\") was established last year with a remit to act as the gatekeeper for the government’s ambitious privatization programme foreshadowed in its Vision 2030 and National Transformation Programmes.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Since its establishment, the NCP and the sectoral supervisory committees that are the key decision-making bodies for projects have been through a process of recruitment and institution building.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The NCP has recently published a Privatization Projects Manual (the \"Manual\") which will serve as the \"enabling\" roadmap for privatization and PPP projects in the Kingdom. The Manual is the first tangible product of the newly established NCP and is a key indicator of its strategy and approach.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">A letter from the NCP’s Chairman of Board of Directors (Mr. Mohammad Mazyad Al-Tuwajiri) is included as a preface to the document and makes explicit the intention of the NCP to keep the Manual under continuous review; updates will be made as needed to ensure that the privatization and PPP programmes are consistent with international practice.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Hard on the heels of the Manual a draft Private Sector Participation Law has also been published – giving further authority and depth to the contents of the Manual. That draft law was open for public consultation until 29 July 2018. The combination of the Manual and the draft law will be powerful enablers of private sector participation in the economy.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Of particular interest to foreign investors will be draft articles 56 and 57, which permit participation in healthcare and education PPP schemes. This is consistent with the developing approach of the Saudi Arabian General Investment Authority (\"SAGIA\") which facilitates <a href=\"http://localhost:8888/tamimi/law-update-articles/vision-2030-and-the-transformation-of-education-in-saudi-arabia-one-year-on/\">foreign ownership of schools</a> subject to Ministry of Education approval.</p>\r\n<img class=\" wp-image-8221 alignleft\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/10.jpg\" alt=\"\" width=\"449\" height=\"214\" />\r\n<p dir=\"LTR\" align=\"LEFT\">A frequent refrain of the contracting and advisory communities in the Kingdom has been that the Government Tenders and Procurement Law (\"GTPL\") regime is not suitable for complex privatizations and public/private partnerships – for example, the GTPL did not permit a multi-phase bidding process. The risk with the new Manual was that the GTPL would continue to apply in the gaps thereby causing some uncertainty. Moreover, the GTPL is itself in the process of reform with a new draft law in circulation.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">These concerns have very recently been addressed. Royal Decree No. (101) dated 20/10/1439 AH (04/07/2018) and published on 18 July 2018 specifically disapplies the GTPL from privatization contracts. It provides as follows:</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><em>\"All contracts, necessary for execution of the privatization operations shall not be governed by the Government Tenders and Procurement Law.\"</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">An analogous provision directed at PPP schemes is included in the new draft law, which contains (at Chapter 15) a comprehensive list of other laws which are proposed to be adjusted in order to facilitate private sector participation. However, Royal Decree No.101 is now in force and provides a very important first step – even if this is limited only to addressing the GTPL.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The Manual is a decisive and welcome step to break away from the GTPL \"straightjacket\" which will obviate the need for enabling decrees for these projects.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">So what does the Manual say?</h3>\r\n<p dir=\"LTR\" align=\"LEFT\">First, the Manual is crystal clear that it must be applied and there is no escape or workaround the Manual. Deviations from the Manual’s provisions require explicit NCP approval (more on which below). The well-understood procedural steps in the GTPL for managing receipt of bids are largely replicated and amplified/adjusted as necessary. The Manual also provides for an appeal process for disgruntled parties with the establishment of a new appellate body – \"the Privatization Procurement Appeals Board\". Further detail on this new body will be available later in the year (its procedures are already elaborated under the draft law).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Second, the Manual provides clarity and transparency around the gateway processes for approval of projects. The four \"file\" approval framework (Pre-Feasibility Study; Partial Business Case; Full Business Case and post competition Final Business Case) is consistent with best practice elsewhere. This process is likely to give confidence to the market that a project will stand a good chance of closing. The process is designed to identify key challenges as early as possible in the process, for example, issues relating to offtakes and government guarantees (if any) on termination must be exposed at the Partial Business Case stage. The process envisaged is similar in many respects to the old \"negotiated procedure\" under EU procurement rules.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Third, there are some interesting innovations. For example, the notion that the private sector actors can approach the NCP with projects (and potentially be rewarded for their origination efforts) is clearly intended to encourage investors and contractors to have a fresh look at the National Transformation Program with a view to engaging with the NCP pro-actively.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The Manual requires a draft privatization contract to be in play at the time of File Three (Full Business Case) submission to the NCP as part of the overall Procurement Plan. However, the Manual also signposts not only a Privatization Standard Contract – deviations from which must be approved – but also a standard Heads of Terms. The Manual provides a process for securing deviations from the NCP but neither the standard contract nor the standard heads of terms are yet in circulation.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Comment</h3>\r\n<p dir=\"LTR\" align=\"LEFT\">Despite all the good elements of the Manual, there remain some issues which will have to be clarified under the draft law (which have not been addressed by Royal Decree 101). So, for example, the draft law will allow arbitration in government contracts (Article 54) with prior approval. Currently, government contracts may not provide for an arbitration-based dispute resolution process unless this has been approved by the Royal Court. Foreign investors will likely monitor this aspect very closely.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">There are also areas where additional clarity would be useful, for example, whether it is acceptable for bidders (whether in consortium or not) to be able to contract with public authorities through a special purpose vehicle without exposing their parent entities to joint and several liability. The Manual certainly seems to anticipate the use of SPVs but bidders may consider it desirable to obtain the explicit approval of the NCP at the RFQ stage for the structure of their bid and the scope of any underpinning parent company guarantee. Likewise, on the government side of the equation a number of new companies are being established to act as the counterparties under PPP style arrangements; the level of budgetary commitment and/or sovereign guarantee in these structures will have to be assessed on a case-by-case basis.</p>\r\nIn the last year or so there have been a number of changes in KSA corporate, foreign investment and banking laws which combine to bolster the realization of Vision 2030. The Manual is an important step in that journey. In combination with the new draft law (and Royal Decree 101) it is a welcome and much needed embellishment of the Vision 2030 and the NCP enabling process. The draft law, once enacted, will fire the starting pistol for foreign investment in education PPP schemes.'),
	(301969,28837,'MetaValueOld','<p dir=\"LTR\" align=\"LEFT\">The Saudi National Center for Privatization and PPP (\"NCP\") was established last year with a remit to act as the gatekeeper for the government’s ambitious privatization programme foreshadowed in its Vision 2030 and National Transformation Programmes.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Since its establishment, the NCP and the sectoral supervisory committees that are the key decision-making bodies for projects have been through a process of recruitment and institution building.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The NCP has recently published a Privatization Projects Manual (the \"Manual\") which will serve as the \"enabling\" roadmap for privatization and PPP projects in the Kingdom. The Manual is the first tangible product of the newly established NCP and is a key indicator of its strategy and approach.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">A letter from the NCP’s Chairman of Board of Directors (Mr. Mohammad Mazyad Al-Tuwajiri) is included as a preface to the document and makes explicit the intention of the NCP to keep the Manual under continuous review; updates will be made as needed to ensure that the privatization and PPP programmes are consistent with international practice.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Hard on the heels of the Manual a draft Private Sector Participation Law has also been published – giving further authority and depth to the contents of the Manual. That draft law was open for public consultation until 29 July 2018. The combination of the Manual and the draft law will be powerful enablers of private sector participation in the economy.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Of particular interest to foreign investors will be draft articles 56 and 57, which permit participation in healthcare and education PPP schemes. This is consistent with the developing approach of the Saudi Arabian General Investment Authority (\"SAGIA\") which facilitates foreign ownership of schools subject to Ministry of Education approval.</p>\r\n<img class=\" wp-image-8221 alignleft\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/10.jpg\" alt=\"\" width=\"449\" height=\"214\" />\r\n<p dir=\"LTR\" align=\"LEFT\">A frequent refrain of the contracting and advisory communities in the Kingdom has been that the Government Tenders and Procurement Law (\"GTPL\") regime is not suitable for complex privatizations and public/private partnerships – for example, the GTPL did not permit a multi-phase bidding process. The risk with the new Manual was that the GTPL would continue to apply in the gaps thereby causing some uncertainty. Moreover, the GTPL is itself in the process of reform with a new draft law in circulation.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">These concerns have very recently been addressed. Royal Decree No. (101) dated 20/10/1439 AH (04/07/2018) and published on 18 July 2018 specifically disapplies the GTPL from privatization contracts. It provides as follows:</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><em>\"All contracts, necessary for execution of the privatization operations shall not be governed by the Government Tenders and Procurement Law.\"</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">An analogous provision directed at PPP schemes is included in the new draft law, which contains (at Chapter 15) a comprehensive list of other laws which are proposed to be adjusted in order to facilitate private sector participation. However, Royal Decree No.101 is now in force and provides a very important first step – even if this is limited only to addressing the GTPL.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The Manual is a decisive and welcome step to break away from the GTPL \"straightjacket\" which will obviate the need for enabling decrees for these projects.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">So what does the Manual say?</h3>\r\n<p dir=\"LTR\" align=\"LEFT\">First, the Manual is crystal clear that it must be applied and there is no escape or workaround the Manual. Deviations from the Manual’s provisions require explicit NCP approval (more on which below). The well-understood procedural steps in the GTPL for managing receipt of bids are largely replicated and amplified/adjusted as necessary. The Manual also provides for an appeal process for disgruntled parties with the establishment of a new appellate body – \"the Privatization Procurement Appeals Board\". Further detail on this new body will be available later in the year (its procedures are already elaborated under the draft law).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Second, the Manual provides clarity and transparency around the gateway processes for approval of projects. The four \"file\" approval framework (Pre-Feasibility Study; Partial Business Case; Full Business Case and post competition Final Business Case) is consistent with best practice elsewhere. This process is likely to give confidence to the market that a project will stand a good chance of closing. The process is designed to identify key challenges as early as possible in the process, for example, issues relating to offtakes and government guarantees (if any) on termination must be exposed at the Partial Business Case stage. The process envisaged is similar in many respects to the old \"negotiated procedure\" under EU procurement rules.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Third, there are some interesting innovations. For example, the notion that the private sector actors can approach the NCP with projects (and potentially be rewarded for their origination efforts) is clearly intended to encourage investors and contractors to have a fresh look at the National Transformation Program with a view to engaging with the NCP pro-actively.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The Manual requires a draft privatization contract to be in play at the time of File Three (Full Business Case) submission to the NCP as part of the overall Procurement Plan. However, the Manual also signposts not only a Privatization Standard Contract – deviations from which must be approved – but also a standard Heads of Terms. The Manual provides a process for securing deviations from the NCP but neither the standard contract nor the standard heads of terms are yet in circulation.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Comment</h3>\r\n<p dir=\"LTR\" align=\"LEFT\">Despite all the good elements of the Manual, there remain some issues which will have to be clarified under the draft law (which have not been addressed by Royal Decree 101). So, for example, the draft law will allow arbitration in government contracts (Article 54) with prior approval. Currently, government contracts may not provide for an arbitration-based dispute resolution process unless this has been approved by the Royal Court. Foreign investors will likely monitor this aspect very closely.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">There are also areas where additional clarity would be useful, for example, whether it is acceptable for bidders (whether in consortium or not) to be able to contract with public authorities through a special purpose vehicle without exposing their parent entities to joint and several liability. The Manual certainly seems to anticipate the use of SPVs but bidders may consider it desirable to obtain the explicit approval of the NCP at the RFQ stage for the structure of their bid and the scope of any underpinning parent company guarantee. Likewise, on the government side of the equation a number of new companies are being established to act as the counterparties under PPP style arrangements; the level of budgetary commitment and/or sovereign guarantee in these structures will have to be assessed on a case-by-case basis.</p>\r\nIn the last year or so there have been a number of changes in KSA corporate, foreign investment and banking laws which combine to bolster the realization of Vision 2030. The Manual is an important step in that journey. In combination with the new draft law (and Royal Decree 101) it is a welcome and much needed embellishment of the Vision 2030 and the NCP enabling process. The draft law, once enacted, will fire the starting pistol for foreign investment in education PPP schemes.'),
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	(301972,28837,'ReportText','<p dir=\"LTR\" align=\"LEFT\">The Saudi National Center for Privatization and PPP (\"NCP\") was established last year with a remit to act as the gatekeeper for the government’s ambitious privatization programme foreshadowed in its Vision 2030 and National Transformation Programmes.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Since its establishment, the NCP and the sectoral supervisory committees that are the key decision-making bodies for projects have been through a process of recruitment and institution building.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The NCP has recently published a Privatization Projects Manual (the \"Manual\") which will serve as the \"enabling\" roadmap for privatization and PPP projects in the Kingdom. The Manual is the first tangible product of the newly established NCP and is a key indicator of its strategy and approach.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">A letter from the NCP’s Chairman of Board of Directors (Mr. Mohammad Mazyad Al-Tuwajiri) is included as a preface to the document and makes explicit the intention of the NCP to keep the Manual under continuous review; updates will be made as needed to ensure that the privatization and PPP programmes are consistent with international practice.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Hard on the heels of the Manual a draft Private Sector Participation Law has also been published – giving further authority and depth to the contents of the Manual. That draft law was open for public consultation until 29 July 2018. The combination of the Manual and the draft law will be powerful enablers of private sector participation in the economy.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Of particular interest to foreign investors will be draft articles 56 and 57, which permit participation in healthcare and education PPP schemes. This is consistent with the developing approach of the Saudi Arabian General Investment Authority (\"SAGIA\") which facilitates foreign ownership of schools subject to Ministry of Education approval.</p>\r\n<img class=\" wp-image-8221 alignleft\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/10.jpg\" alt=\"\" width=\"449\" height=\"214\" />\r\n<p dir=\"LTR\" align=\"LEFT\">A frequent refrain of the contracting and advisory communities in the Kingdom has been that the Government Tenders and Procurement Law (\"GTPL\") regime is not suitable for complex privatizations and public/private partnerships – for example, the GTPL did not permit a multi-phase bidding process. The risk with the new Manual was that the GTPL would continue to apply in the gaps thereby causing some uncertainty. Moreover, the GTPL is itself in the process of reform with a new draft law in circulation.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">These concerns have very recently been addressed. Royal Decree No. (101) dated 20/10/1439 AH (04/07/2018) and published on 18 July 2018 specifically disapplies the GTPL from privatization contracts. It provides as follows:</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><em>\"All contracts, necessary for execution of the privatization operations shall not be governed by the Government Tenders and Procurement Law.\"</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">An analogous provision directed at PPP schemes is included in the new draft law, which contains (at Chapter 15) a comprehensive list of other laws which are proposed to be adjusted in order to facilitate private sector participation. However, Royal Decree No.101 is now in force and provides a very important first step – even if this is limited only to addressing the GTPL.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The Manual is a decisive and welcome step to break away from the GTPL \"straightjacket\" which will obviate the need for enabling decrees for these projects.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">So what does the Manual say?</h3>\r\n<p dir=\"LTR\" align=\"LEFT\">First, the Manual is crystal clear that it must be applied and there is no escape or workaround the Manual. Deviations from the Manual’s provisions require explicit NCP approval (more on which below). The well-understood procedural steps in the GTPL for managing receipt of bids are largely replicated and amplified/adjusted as necessary. The Manual also provides for an appeal process for disgruntled parties with the establishment of a new appellate body – \"the Privatization Procurement Appeals Board\". Further detail on this new body will be available later in the year (its procedures are already elaborated under the draft law).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Second, the Manual provides clarity and transparency around the gateway processes for approval of projects. The four \"file\" approval framework (Pre-Feasibility Study; Partial Business Case; Full Business Case and post competition Final Business Case) is consistent with best practice elsewhere. This process is likely to give confidence to the market that a project will stand a good chance of closing. The process is designed to identify key challenges as early as possible in the process, for example, issues relating to offtakes and government guarantees (if any) on termination must be exposed at the Partial Business Case stage. The process envisaged is similar in many respects to the old \"negotiated procedure\" under EU procurement rules.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Third, there are some interesting innovations. For example, the notion that the private sector actors can approach the NCP with projects (and potentially be rewarded for their origination efforts) is clearly intended to encourage investors and contractors to have a fresh look at the National Transformation Program with a view to engaging with the NCP pro-actively.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The Manual requires a draft privatization contract to be in play at the time of File Three (Full Business Case) submission to the NCP as part of the overall Procurement Plan. However, the Manual also signposts not only a Privatization Standard Contract – deviations from which must be approved – but also a standard Heads of Terms. The Manual provides a process for securing deviations from the NCP but neither the standard contract nor the standard heads of terms are yet in circulation.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Comment</h3>\r\n<p dir=\"LTR\" align=\"LEFT\">Despite all the good elements of the Manual, there remain some issues which will have to be clarified under the draft law (which have not been addressed by Royal Decree 101). So, for example, the draft law will allow arbitration in government contracts (Article 54) with prior approval. Currently, government contracts may not provide for an arbitration-based dispute resolution process unless this has been approved by the Royal Court. Foreign investors will likely monitor this aspect very closely.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">There are also areas where additional clarity would be useful, for example, whether it is acceptable for bidders (whether in consortium or not) to be able to contract with public authorities through a special purpose vehicle without exposing their parent entities to joint and several liability. The Manual certainly seems to anticipate the use of SPVs but bidders may consider it desirable to obtain the explicit approval of the NCP at the RFQ stage for the structure of their bid and the scope of any underpinning parent company guarantee. Likewise, on the government side of the equation a number of new companies are being established to act as the counterparties under PPP style arrangements; the level of budgetary commitment and/or sovereign guarantee in these structures will have to be assessed on a case-by-case basis.</p>\r\nIn the last year or so there have been a number of changes in KSA corporate, foreign investment and banking laws which combine to bolster the realization of Vision 2030. The Manual is an important step in that journey. In combination with the new draft law (and Royal Decree 101) it is a welcome and much needed embellishment of the Vision 2030 and the NCP enabling process. The draft law, once enacted, will fire the starting pistol for foreign investment in education PPP schemes.|<p dir=\"LTR\" align=\"LEFT\">The Saudi National Center for Privatization and PPP (\"NCP\") was established last year with a remit to act as the gatekeeper for the government’s ambitious privatization programme foreshadowed in its Vision 2030 and National Transformation Programmes.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Since its establishment, the NCP and the sectoral supervisory committees that are the key decision-making bodies for projects have been through a process of recruitment and institution building.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The NCP has recently published a Privatization Projects Manual (the \"Manual\") which will serve as the \"enabling\" roadmap for privatization and PPP projects in the Kingdom. The Manual is the first tangible product of the newly established NCP and is a key indicator of its strategy and approach.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">A letter from the NCP’s Chairman of Board of Directors (Mr. Mohammad Mazyad Al-Tuwajiri) is included as a preface to the document and makes explicit the intention of the NCP to keep the Manual under continuous review; updates will be made as needed to ensure that the privatization and PPP programmes are consistent with international practice.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Hard on the heels of the Manual a draft Private Sector Participation Law has also been published – giving further authority and depth to the contents of the Manual. That draft law was open for public consultation until 29 July 2018. The combination of the Manual and the draft law will be powerful enablers of private sector participation in the economy.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Of particular interest to foreign investors will be draft articles 56 and 57, which permit participation in healthcare and education PPP schemes. This is consistent with the developing approach of the Saudi Arabian General Investment Authority (\"SAGIA\") which facilitates <a href=\"http://localhost:8888/tamimi/law-update-articles/vision-2030-and-the-transformation-of-education-in-saudi-arabia-one-year-on/\">foreign ownership of schools</a> subject to Ministry of Education approval.</p>\r\n<img class=\" wp-image-8221 alignleft\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/10.jpg\" alt=\"\" width=\"449\" height=\"214\" />\r\n<p dir=\"LTR\" align=\"LEFT\">A frequent refrain of the contracting and advisory communities in the Kingdom has been that the Government Tenders and Procurement Law (\"GTPL\") regime is not suitable for complex privatizations and public/private partnerships – for example, the GTPL did not permit a multi-phase bidding process. The risk with the new Manual was that the GTPL would continue to apply in the gaps thereby causing some uncertainty. Moreover, the GTPL is itself in the process of reform with a new draft law in circulation.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">These concerns have very recently been addressed. Royal Decree No. (101) dated 20/10/1439 AH (04/07/2018) and published on 18 July 2018 specifically disapplies the GTPL from privatization contracts. It provides as follows:</p>\r\n<p dir=\"LTR\" align=\"LEFT\"><em>\"All contracts, necessary for execution of the privatization operations shall not be governed by the Government Tenders and Procurement Law.\"</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">An analogous provision directed at PPP schemes is included in the new draft law, which contains (at Chapter 15) a comprehensive list of other laws which are proposed to be adjusted in order to facilitate private sector participation. However, Royal Decree No.101 is now in force and provides a very important first step – even if this is limited only to addressing the GTPL.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The Manual is a decisive and welcome step to break away from the GTPL \"straightjacket\" which will obviate the need for enabling decrees for these projects.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">So what does the Manual say?</h3>\r\n<p dir=\"LTR\" align=\"LEFT\">First, the Manual is crystal clear that it must be applied and there is no escape or workaround the Manual. Deviations from the Manual’s provisions require explicit NCP approval (more on which below). The well-understood procedural steps in the GTPL for managing receipt of bids are largely replicated and amplified/adjusted as necessary. The Manual also provides for an appeal process for disgruntled parties with the establishment of a new appellate body – \"the Privatization Procurement Appeals Board\". Further detail on this new body will be available later in the year (its procedures are already elaborated under the draft law).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Second, the Manual provides clarity and transparency around the gateway processes for approval of projects. The four \"file\" approval framework (Pre-Feasibility Study; Partial Business Case; Full Business Case and post competition Final Business Case) is consistent with best practice elsewhere. This process is likely to give confidence to the market that a project will stand a good chance of closing. The process is designed to identify key challenges as early as possible in the process, for example, issues relating to offtakes and government guarantees (if any) on termination must be exposed at the Partial Business Case stage. The process envisaged is similar in many respects to the old \"negotiated procedure\" under EU procurement rules.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Third, there are some interesting innovations. For example, the notion that the private sector actors can approach the NCP with projects (and potentially be rewarded for their origination efforts) is clearly intended to encourage investors and contractors to have a fresh look at the National Transformation Program with a view to engaging with the NCP pro-actively.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The Manual requires a draft privatization contract to be in play at the time of File Three (Full Business Case) submission to the NCP as part of the overall Procurement Plan. However, the Manual also signposts not only a Privatization Standard Contract – deviations from which must be approved – but also a standard Heads of Terms. The Manual provides a process for securing deviations from the NCP but neither the standard contract nor the standard heads of terms are yet in circulation.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Comment</h3>\r\n<p dir=\"LTR\" align=\"LEFT\">Despite all the good elements of the Manual, there remain some issues which will have to be clarified under the draft law (which have not been addressed by Royal Decree 101). So, for example, the draft law will allow arbitration in government contracts (Article 54) with prior approval. Currently, government contracts may not provide for an arbitration-based dispute resolution process unless this has been approved by the Royal Court. Foreign investors will likely monitor this aspect very closely.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">There are also areas where additional clarity would be useful, for example, whether it is acceptable for bidders (whether in consortium or not) to be able to contract with public authorities through a special purpose vehicle without exposing their parent entities to joint and several liability. The Manual certainly seems to anticipate the use of SPVs but bidders may consider it desirable to obtain the explicit approval of the NCP at the RFQ stage for the structure of their bid and the scope of any underpinning parent company guarantee. Likewise, on the government side of the equation a number of new companies are being established to act as the counterparties under PPP style arrangements; the level of budgetary commitment and/or sovereign guarantee in these structures will have to be assessed on a case-by-case basis.</p>\r\nIn the last year or so there have been a number of changes in KSA corporate, foreign investment and banking laws which combine to bolster the realization of Vision 2030. The Manual is an important step in that journey. In combination with the new draft law (and Royal Decree 101) it is a welcome and much needed embellishment of the Vision 2030 and the NCP enabling process. The draft law, once enacted, will fire the starting pistol for foreign investment in education PPP schemes.'),
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	(302016,28841,'PostTitle','Technology outsourcing in the Saudi financial services sector: The SAMA Outsourcing Rules'),
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	(302027,28842,'PostTitle','Technology outsourcing in the Saudi financial services sector: The SAMA Outsourcing Rules'),
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	(302030,28842,'PostDate','2018-09-04 07:32:55'),
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	(302034,28842,'MetaValueNew','<p dir=\"LTR\" align=\"LEFT\">There have been significant changes in technology and regulation since 2008, when the Saudi Arabian Monetary Authority (SAMA) issued Circular No. 424 B.C.S / 34720 – the SAMA Rules of Outsourcing Processes. In this article, we summarise key aspects of the \"Outsourcing Rules\" with a focus on the outsourcing of information technology services.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing is a business practice in which a business engages external service providers to perform certain business functions, instead of having those functions performed by its own personnel. The increasing complexity of the outsourcing arrangements adopted by banks, and the potential harm to consumers from offshoring arrangements out of reach of regulators, led to a 2005 report by the Basel Committee on Banking Supervision. The report contained recommendations about tightening the way in which banks outsourced their activities. SAMA subsequently issued the Outsourcing Rules in 2008.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The stated objective of the Outsourcing Rules is to provide guidance to banks on how to arrange outsourcing, while remaining compliant with the obligations under their banking licences. The Outsourcing Rules apply to branches of foreign banks in the Kingdom, as well as to domestic banks licensed under the Banking Control Law issued under Royal Decree No. M/5 dated 22/2/1386H (12 June 1966).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Engaging third party service providers can enable banks to reduce costs and obtain other efficiencies, but it may also expose banks to a variety of risks. These can include operational and reputational risks, such as when service providers fail in their performance, when security or confidentiality breaches result, or where the service providers’ actions otherwise result in banks failing to comply with statutory or regulatory obligations. Additionally, the whole banking sector could be at risk if a common service provider to a number of banks fails in its performance of the services entrusted to it.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Outsourcing basic work and non-basic work</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules split those functions and tasks that can be outsourced into two main categories – ‘basic works’ and ‘non-basic works’. There are different considerations for outsourcing each of these categories of works, and there is a general prohibition (with some exceptions) on the outsourcing of works relating to customer data processing.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em>Basic Works</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Basic works refer broadly to the core tasks and responsibilities that banks have towards their customers. The operation of a bank’s information technology system is a prime example of basic works. Other examples include all customer-facing tasks (e.g. account opening, funds management, bank statements and transfers and payments), as well as human resources and marketing.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Banks are required to apply more rigour and diligence when outsourcing basic works, given the more serious consequences if the arrangement results in non-delivery of services. For that reason, the outsourcing of basic works is generally not permitted, unless the bank first obtains permission from SAMA. The Outsourcing Rules contain detailed requirements about what must be addressed in outsourcing contracts for basic works, and these are primarily aimed at reducing the potential harm that could result from outsourcing these core tasks and responsibilities.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em><img class=\"alignright wp-image-8222\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/11.jpg\" alt=\"\" width=\"443\" height=\"309\" />Non-basic Works</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">In contrast, non-basic works include services that are common to many businesses, and where outsourcing does not pose serious risk to customers. Examples include cleaning, printing and postal functions. Non-basic works may be assigned to third party service providers without first obtaining confirmation of no objection from SAMA.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Traditionally, banks would assign many non-basic works to third party service providers as a matter of course, and this may not have been considered ‘outsourcing’. Despite this, there may be implications for the outsourcing of such works in the Outsourcing Rules, so agreements relating to such works still need to be reviewed for compliance.</p>\r\n&nbsp;\r\n<h2 dir=\"LTR\" align=\"LEFT\">\"The objective of the Outsourcing Rules is to provide guidance to banks on how to arrange outsourcing, while remaining compliant with the obligations under their banking licences.\"</h2>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Risk evaluation and management</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules require senior management within banks to ensure that risks for existing and potential outsourcing agreements are considered and addressed. For the assignment of basic works, a thorough risk evaluation needs to be undertaken for all new contracts and contract renewals. For non-basic works, a thorough review is only required where there are substantive changes to the deliverables under an outsourcing arrangement.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Banks must properly investigate a service provider’s ability to undertake the contemplated services. Once a service provider is appointed, there is an obligation on the bank to monitor the service provider’s performance to ensure that the work is being done in accordance with the bank’s requirements.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Outsourcing contracts</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules require banks to put in place comprehensive outsourcing contracts with service providers. These contracts need to address a variety of requirements, including scope of work, service levels and performance requirements, control and audit procedures, business continuity, pricing, confidentiality and privacy, information security, effects of breach and dispute resolution. The Outsourcing Rules indicate that it is preferable for governing law and jurisdiction of outsourcing contracts be that of Saudi Arabia.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">There is a requirement for outsourcing contracts to restrict service providers from sub-contracting any of the subject services without the prior consent of the banks, and subject to obtaining prior confirmation of no objection from SAMA.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Where customer data or financial statements are to be made available to a service provider in performance of outsourced services, it is necessary to ensure that the contractual arrangement reflects the confidentiality obligations set out in the Banking Control Law, and in other regulations and instructions that SAMA may have issued. It is also necessary to ensure that suitable measures are implemented to protect customer data and financial information in the course of performance of the outsourced services. These measures can include, for example, obligations requiring the adoption of isolation procedures restricting access to such information on a need-to-know basis, and obligations to have individuals involved in delivery of such services enter non-disclosure agreements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Contracts for basic works need to make clear that SAMA has the right to obtain accounting documents and records relating to the assignment. Additionally, service providers located outside the Kingdom need to confirm that there are no statutory and control restrictions in their own jurisdictions that might impact on the unrestricted right of access to information that SAMA has under the Outsourcing Rules and the Banking Control Law.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing contracts need to provide for the possibility of renewal, renegotiation, and termination of the contract, and early exit so that the bank can retain control over the subject services if it is necessary in the circumstances.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Business continuity</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing has the potential to cause interruptions or outages to banking services. Business continuity is very important for banks, particularly in terms of continuity of information technology services. The Outsourcing Rules require banks to have a plan in place to ensure business continuity if the outsourced service is disrupted. This can either be a plan for the bank to perform the function itself, or to have an alternate service provider ready to undertake the services on short notice. The Outsourcing Rules place an obligation on banks to inform SAMA of problems or disruptions that arise due to outsourcing arrangements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In line with SAMA’s Business Continuity Management Framework (issued in 2017), banks need to have a business continuity strategy, and a business line responsible for implementing, monitoring and evaluating the strategy. An information technology disaster recovery plan is required as a key component of business continuity; it applies whether or not information technology services are outsourced. The Business Continuity Management Framework outlines how to develop and implement a business continuity strategy in more detail.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Cyber security considerations</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The SAMA Cyber Security Framework (issued in 2017, and discussed in a <a href=\"http://localhost:8888/tamimi/law-update-articles/cyber-security-in-the-saudi-financial-services-sector-the-sama-cyber-security-framework/\">separate Law Update article</a>) acknowledges that banks will need to engage with third party service providers (including information technology services providers, cloud computing service providers, technology vendors and governmental agencies) in order to deliver their services. If such engagements do not respect the types of cyber security mechanisms that the banks have implemented, then they could result in cyber security risks. With this in mind, the Cyber Security Framework introduces expectations with regard to cyber security and the engagement of third parties. These can be broadly categorised as contract and vendor management considerations, outsourcing considerations and cloud computing considerations. It is essential that the cyber security obligations applying to banks pursuant to their implementation of SAMA’s Cyber Security Framework are addressed when considering outsourcing arrangements, and when preparing associated outsourcing contracts.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Banks operating in Saudi Arabia need to be aware of the Outsourcing Rules. This is to ensure that they remain compliant from a regulatory perspective, but also to ensure that the outsourcing of certain business operations does not result in damage to their customers, or to their own operation, reputations and profitability.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The risks are greater when banks outsource their core functions, and SAMA’s Outsourcing Rules imposes greater obligations and restrictions on that type of outsourcing as a result.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/practice/technology-media-telecommunications/\">Technology, Media &amp; Telecommunications</a> team regularly advises on issues relating to technology contracting in the financial services sector. For further information please contact <a href=\"http://localhost:8888/tamimi/lawyer/nick-oconnell/\">Nick O’Connell</a>, Partner (<a href=\"mailto:n.oconnell@tamimi.com\">n.oconnell@tamimi.com</a>) or <a href=\"http://localhost:8888/tamimi/lawyer/amy-land-pejoska/\">Amy Land-Pejoska</a>, Associate (<a href=\"mailto:a.pejoska@tamimi.com\">a.pejoska@tamimi.com</a>).</em>'),
	(302035,28842,'MetaValueOld','<p dir=\"LTR\" align=\"LEFT\">There have been significant changes in technology and regulation since 2008, when the Saudi Arabian Monetary Authority (SAMA) issued Circular No. 424 B.C.S / 34720 – the SAMA Rules of Outsourcing Processes. In this article, we summarise key aspects of the \"Outsourcing Rules\" with a focus on the outsourcing of information technology services.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing is a business practice in which a business engages external service providers to perform certain business functions, instead of having those functions performed by its own personnel. The increasing complexity of the outsourcing arrangements adopted by banks, and the potential harm to consumers from offshoring arrangements out of reach of regulators, led to a 2005 report by the Basel Committee on Banking Supervision. The report contained recommendations about tightening the way in which banks outsourced their activities. SAMA subsequently issued the Outsourcing Rules in 2008.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The stated objective of the Outsourcing Rules is to provide guidance to banks on how to arrange outsourcing, while remaining compliant with the obligations under their banking licences. The Outsourcing Rules apply to branches of foreign banks in the Kingdom, as well as to domestic banks licensed under the Banking Control Law issued under Royal Decree No. M/5 dated 22/2/1386H (12 June 1966).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Engaging third party service providers can enable banks to reduce costs and obtain other efficiencies, but it may also expose banks to a variety of risks. These can include operational and reputational risks, such as when service providers fail in their performance, when security or confidentiality breaches result, or where the service providers’ actions otherwise result in banks failing to comply with statutory or regulatory obligations. Additionally, the whole banking sector could be at risk if a common service provider to a number of banks fails in its performance of the services entrusted to it.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Outsourcing basic work and non-basic work</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules split those functions and tasks that can be outsourced into two main categories – ‘basic works’ and ‘non-basic works’. There are different considerations for outsourcing each of these categories of works, and there is a general prohibition (with some exceptions) on the outsourcing of works relating to customer data processing.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em>Basic Works</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Basic works refer broadly to the core tasks and responsibilities that banks have towards their customers. The operation of a bank’s information technology system is a prime example of basic works. Other examples include all customer-facing tasks (e.g. account opening, funds management, bank statements and transfers and payments), as well as human resources and marketing.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Banks are required to apply more rigour and diligence when outsourcing basic works, given the more serious consequences if the arrangement results in non-delivery of services. For that reason, the outsourcing of basic works is generally not permitted, unless the bank first obtains permission from SAMA. The Outsourcing Rules contain detailed requirements about what must be addressed in outsourcing contracts for basic works, and these are primarily aimed at reducing the potential harm that could result from outsourcing these core tasks and responsibilities.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em><img class=\"alignright wp-image-8222\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/11.jpg\" alt=\"\" width=\"443\" height=\"309\" />Non-basic Works</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">In contrast, non-basic works include services that are common to many businesses, and where outsourcing does not pose serious risk to customers. Examples include cleaning, printing and postal functions. Non-basic works may be assigned to third party service providers without first obtaining confirmation of no objection from SAMA.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Traditionally, banks would assign many non-basic works to third party service providers as a matter of course, and this may not have been considered ‘outsourcing’. Despite this, there may be implications for the outsourcing of such works in the Outsourcing Rules, so agreements relating to such works still need to be reviewed for compliance.</p>\r\n&nbsp;\r\n<h2 dir=\"LTR\" align=\"LEFT\">\"The objective of the Outsourcing Rules is to provide guidance to banks on how to arrange outsourcing, while remaining compliant with the obligations under their banking licences.\"</h2>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Risk evaluation and management</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules require senior management within banks to ensure that risks for existing and potential outsourcing agreements are considered and addressed. For the assignment of basic works, a thorough risk evaluation needs to be undertaken for all new contracts and contract renewals. For non-basic works, a thorough review is only required where there are substantive changes to the deliverables under an outsourcing arrangement.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Banks must properly investigate a service provider’s ability to undertake the contemplated services. Once a service provider is appointed, there is an obligation on the bank to monitor the service provider’s performance to ensure that the work is being done in accordance with the bank’s requirements.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Outsourcing contracts</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules require banks to put in place comprehensive outsourcing contracts with service providers. These contracts need to address a variety of requirements, including scope of work, service levels and performance requirements, control and audit procedures, business continuity, pricing, confidentiality and privacy, information security, effects of breach and dispute resolution. The Outsourcing Rules indicate that it is preferable for governing law and jurisdiction of outsourcing contracts be that of Saudi Arabia.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">There is a requirement for outsourcing contracts to restrict service providers from sub-contracting any of the subject services without the prior consent of the banks, and subject to obtaining prior confirmation of no objection from SAMA.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Where customer data or financial statements are to be made available to a service provider in performance of outsourced services, it is necessary to ensure that the contractual arrangement reflects the confidentiality obligations set out in the Banking Control Law, and in other regulations and instructions that SAMA may have issued. It is also necessary to ensure that suitable measures are implemented to protect customer data and financial information in the course of performance of the outsourced services. These measures can include, for example, obligations requiring the adoption of isolation procedures restricting access to such information on a need-to-know basis, and obligations to have individuals involved in delivery of such services enter non-disclosure agreements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Contracts for basic works need to make clear that SAMA has the right to obtain accounting documents and records relating to the assignment. Additionally, service providers located outside the Kingdom need to confirm that there are no statutory and control restrictions in their own jurisdictions that might impact on the unrestricted right of access to information that SAMA has under the Outsourcing Rules and the Banking Control Law.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing contracts need to provide for the possibility of renewal, renegotiation, and termination of the contract, and early exit so that the bank can retain control over the subject services if it is necessary in the circumstances.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Business continuity</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing has the potential to cause interruptions or outages to banking services. Business continuity is very important for banks, particularly in terms of continuity of information technology services. The Outsourcing Rules require banks to have a plan in place to ensure business continuity if the outsourced service is disrupted. This can either be a plan for the bank to perform the function itself, or to have an alternate service provider ready to undertake the services on short notice. The Outsourcing Rules place an obligation on banks to inform SAMA of problems or disruptions that arise due to outsourcing arrangements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In line with SAMA’s Business Continuity Management Framework (issued in 2017), banks need to have a business continuity strategy, and a business line responsible for implementing, monitoring and evaluating the strategy. An information technology disaster recovery plan is required as a key component of business continuity; it applies whether or not information technology services are outsourced. The Business Continuity Management Framework outlines how to develop and implement a business continuity strategy in more detail.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Cyber security considerations</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The SAMA Cyber Security Framework (issued in 2017, and discussed in a separate Law Update article) acknowledges that banks will need to engage with third party service providers (including information technology services providers, cloud computing service providers, technology vendors and governmental agencies) in order to deliver their services. If such engagements do not respect the types of cyber security mechanisms that the banks have implemented, then they could result in cyber security risks. With this in mind, the Cyber Security Framework introduces expectations with regard to cyber security and the engagement of third parties. These can be broadly categorised as contract and vendor management considerations, outsourcing considerations and cloud computing considerations. It is essential that the cyber security obligations applying to banks pursuant to their implementation of SAMA’s Cyber Security Framework are addressed when considering outsourcing arrangements, and when preparing associated outsourcing contracts.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Banks operating in Saudi Arabia need to be aware of the Outsourcing Rules. This is to ensure that they remain compliant from a regulatory perspective, but also to ensure that the outsourcing of certain business operations does not result in damage to their customers, or to their own operation, reputations and profitability.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The risks are greater when banks outsource their core functions, and SAMA’s Outsourcing Rules imposes greater obligations and restrictions on that type of outsourcing as a result.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/practice/technology-media-telecommunications/\">Technology, Media &amp; Telecommunications</a> team regularly advises on issues relating to technology contracting in the financial services sector. For further information please contact <a href=\"http://localhost:8888/tamimi/lawyer/nick-oconnell/\">Nick O’Connell</a>, Partner (<a href=\"mailto:n.oconnell@tamimi.com\">n.oconnell@tamimi.com</a>) or <a href=\"http://localhost:8888/tamimi/lawyer/amy-land-pejoska/\">Amy Land-Pejoska</a>, Associate (<a href=\"mailto:a.pejoska@tamimi.com\">a.pejoska@tamimi.com</a>).</em>'),
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	(302037,28842,'EditorLinkPost','http://localhost:8888/tamimi/wp-admin/post.php?post=8206&amp;action=edit'),
	(302038,28842,'ReportText','<p dir=\"LTR\" align=\"LEFT\">There have been significant changes in technology and regulation since 2008, when the Saudi Arabian Monetary Authority (SAMA) issued Circular No. 424 B.C.S / 34720 – the SAMA Rules of Outsourcing Processes. In this article, we summarise key aspects of the \"Outsourcing Rules\" with a focus on the outsourcing of information technology services.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing is a business practice in which a business engages external service providers to perform certain business functions, instead of having those functions performed by its own personnel. The increasing complexity of the outsourcing arrangements adopted by banks, and the potential harm to consumers from offshoring arrangements out of reach of regulators, led to a 2005 report by the Basel Committee on Banking Supervision. The report contained recommendations about tightening the way in which banks outsourced their activities. SAMA subsequently issued the Outsourcing Rules in 2008.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The stated objective of the Outsourcing Rules is to provide guidance to banks on how to arrange outsourcing, while remaining compliant with the obligations under their banking licences. The Outsourcing Rules apply to branches of foreign banks in the Kingdom, as well as to domestic banks licensed under the Banking Control Law issued under Royal Decree No. M/5 dated 22/2/1386H (12 June 1966).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Engaging third party service providers can enable banks to reduce costs and obtain other efficiencies, but it may also expose banks to a variety of risks. These can include operational and reputational risks, such as when service providers fail in their performance, when security or confidentiality breaches result, or where the service providers’ actions otherwise result in banks failing to comply with statutory or regulatory obligations. Additionally, the whole banking sector could be at risk if a common service provider to a number of banks fails in its performance of the services entrusted to it.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Outsourcing basic work and non-basic work</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules split those functions and tasks that can be outsourced into two main categories – ‘basic works’ and ‘non-basic works’. There are different considerations for outsourcing each of these categories of works, and there is a general prohibition (with some exceptions) on the outsourcing of works relating to customer data processing.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em>Basic Works</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Basic works refer broadly to the core tasks and responsibilities that banks have towards their customers. The operation of a bank’s information technology system is a prime example of basic works. Other examples include all customer-facing tasks (e.g. account opening, funds management, bank statements and transfers and payments), as well as human resources and marketing.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Banks are required to apply more rigour and diligence when outsourcing basic works, given the more serious consequences if the arrangement results in non-delivery of services. For that reason, the outsourcing of basic works is generally not permitted, unless the bank first obtains permission from SAMA. The Outsourcing Rules contain detailed requirements about what must be addressed in outsourcing contracts for basic works, and these are primarily aimed at reducing the potential harm that could result from outsourcing these core tasks and responsibilities.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em><img class=\"alignright wp-image-8222\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/11.jpg\" alt=\"\" width=\"443\" height=\"309\" />Non-basic Works</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">In contrast, non-basic works include services that are common to many businesses, and where outsourcing does not pose serious risk to customers. Examples include cleaning, printing and postal functions. Non-basic works may be assigned to third party service providers without first obtaining confirmation of no objection from SAMA.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Traditionally, banks would assign many non-basic works to third party service providers as a matter of course, and this may not have been considered ‘outsourcing’. Despite this, there may be implications for the outsourcing of such works in the Outsourcing Rules, so agreements relating to such works still need to be reviewed for compliance.</p>\r\n&nbsp;\r\n<h2 dir=\"LTR\" align=\"LEFT\">\"The objective of the Outsourcing Rules is to provide guidance to banks on how to arrange outsourcing, while remaining compliant with the obligations under their banking licences.\"</h2>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Risk evaluation and management</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules require senior management within banks to ensure that risks for existing and potential outsourcing agreements are considered and addressed. For the assignment of basic works, a thorough risk evaluation needs to be undertaken for all new contracts and contract renewals. For non-basic works, a thorough review is only required where there are substantive changes to the deliverables under an outsourcing arrangement.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Banks must properly investigate a service provider’s ability to undertake the contemplated services. Once a service provider is appointed, there is an obligation on the bank to monitor the service provider’s performance to ensure that the work is being done in accordance with the bank’s requirements.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Outsourcing contracts</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules require banks to put in place comprehensive outsourcing contracts with service providers. These contracts need to address a variety of requirements, including scope of work, service levels and performance requirements, control and audit procedures, business continuity, pricing, confidentiality and privacy, information security, effects of breach and dispute resolution. The Outsourcing Rules indicate that it is preferable for governing law and jurisdiction of outsourcing contracts be that of Saudi Arabia.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">There is a requirement for outsourcing contracts to restrict service providers from sub-contracting any of the subject services without the prior consent of the banks, and subject to obtaining prior confirmation of no objection from SAMA.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Where customer data or financial statements are to be made available to a service provider in performance of outsourced services, it is necessary to ensure that the contractual arrangement reflects the confidentiality obligations set out in the Banking Control Law, and in other regulations and instructions that SAMA may have issued. It is also necessary to ensure that suitable measures are implemented to protect customer data and financial information in the course of performance of the outsourced services. These measures can include, for example, obligations requiring the adoption of isolation procedures restricting access to such information on a need-to-know basis, and obligations to have individuals involved in delivery of such services enter non-disclosure agreements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Contracts for basic works need to make clear that SAMA has the right to obtain accounting documents and records relating to the assignment. Additionally, service providers located outside the Kingdom need to confirm that there are no statutory and control restrictions in their own jurisdictions that might impact on the unrestricted right of access to information that SAMA has under the Outsourcing Rules and the Banking Control Law.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing contracts need to provide for the possibility of renewal, renegotiation, and termination of the contract, and early exit so that the bank can retain control over the subject services if it is necessary in the circumstances.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Business continuity</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing has the potential to cause interruptions or outages to banking services. Business continuity is very important for banks, particularly in terms of continuity of information technology services. The Outsourcing Rules require banks to have a plan in place to ensure business continuity if the outsourced service is disrupted. This can either be a plan for the bank to perform the function itself, or to have an alternate service provider ready to undertake the services on short notice. The Outsourcing Rules place an obligation on banks to inform SAMA of problems or disruptions that arise due to outsourcing arrangements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In line with SAMA’s Business Continuity Management Framework (issued in 2017), banks need to have a business continuity strategy, and a business line responsible for implementing, monitoring and evaluating the strategy. An information technology disaster recovery plan is required as a key component of business continuity; it applies whether or not information technology services are outsourced. The Business Continuity Management Framework outlines how to develop and implement a business continuity strategy in more detail.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Cyber security considerations</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The SAMA Cyber Security Framework (issued in 2017, and discussed in a separate Law Update article) acknowledges that banks will need to engage with third party service providers (including information technology services providers, cloud computing service providers, technology vendors and governmental agencies) in order to deliver their services. If such engagements do not respect the types of cyber security mechanisms that the banks have implemented, then they could result in cyber security risks. With this in mind, the Cyber Security Framework introduces expectations with regard to cyber security and the engagement of third parties. These can be broadly categorised as contract and vendor management considerations, outsourcing considerations and cloud computing considerations. It is essential that the cyber security obligations applying to banks pursuant to their implementation of SAMA’s Cyber Security Framework are addressed when considering outsourcing arrangements, and when preparing associated outsourcing contracts.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Banks operating in Saudi Arabia need to be aware of the Outsourcing Rules. This is to ensure that they remain compliant from a regulatory perspective, but also to ensure that the outsourcing of certain business operations does not result in damage to their customers, or to their own operation, reputations and profitability.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The risks are greater when banks outsource their core functions, and SAMA’s Outsourcing Rules imposes greater obligations and restrictions on that type of outsourcing as a result.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/practice/technology-media-telecommunications/\">Technology, Media &amp; Telecommunications</a> team regularly advises on issues relating to technology contracting in the financial services sector. For further information please contact <a href=\"http://localhost:8888/tamimi/lawyer/nick-oconnell/\">Nick O’Connell</a>, Partner (<a href=\"mailto:n.oconnell@tamimi.com\">n.oconnell@tamimi.com</a>) or <a href=\"http://localhost:8888/tamimi/lawyer/amy-land-pejoska/\">Amy Land-Pejoska</a>, Associate (<a href=\"mailto:a.pejoska@tamimi.com\">a.pejoska@tamimi.com</a>).</em>|<p dir=\"LTR\" align=\"LEFT\">There have been significant changes in technology and regulation since 2008, when the Saudi Arabian Monetary Authority (SAMA) issued Circular No. 424 B.C.S / 34720 – the SAMA Rules of Outsourcing Processes. In this article, we summarise key aspects of the \"Outsourcing Rules\" with a focus on the outsourcing of information technology services.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing is a business practice in which a business engages external service providers to perform certain business functions, instead of having those functions performed by its own personnel. The increasing complexity of the outsourcing arrangements adopted by banks, and the potential harm to consumers from offshoring arrangements out of reach of regulators, led to a 2005 report by the Basel Committee on Banking Supervision. The report contained recommendations about tightening the way in which banks outsourced their activities. SAMA subsequently issued the Outsourcing Rules in 2008.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The stated objective of the Outsourcing Rules is to provide guidance to banks on how to arrange outsourcing, while remaining compliant with the obligations under their banking licences. The Outsourcing Rules apply to branches of foreign banks in the Kingdom, as well as to domestic banks licensed under the Banking Control Law issued under Royal Decree No. M/5 dated 22/2/1386H (12 June 1966).</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Engaging third party service providers can enable banks to reduce costs and obtain other efficiencies, but it may also expose banks to a variety of risks. These can include operational and reputational risks, such as when service providers fail in their performance, when security or confidentiality breaches result, or where the service providers’ actions otherwise result in banks failing to comply with statutory or regulatory obligations. Additionally, the whole banking sector could be at risk if a common service provider to a number of banks fails in its performance of the services entrusted to it.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Outsourcing basic work and non-basic work</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules split those functions and tasks that can be outsourced into two main categories – ‘basic works’ and ‘non-basic works’. There are different considerations for outsourcing each of these categories of works, and there is a general prohibition (with some exceptions) on the outsourcing of works relating to customer data processing.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em>Basic Works</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Basic works refer broadly to the core tasks and responsibilities that banks have towards their customers. The operation of a bank’s information technology system is a prime example of basic works. Other examples include all customer-facing tasks (e.g. account opening, funds management, bank statements and transfers and payments), as well as human resources and marketing.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Banks are required to apply more rigour and diligence when outsourcing basic works, given the more serious consequences if the arrangement results in non-delivery of services. For that reason, the outsourcing of basic works is generally not permitted, unless the bank first obtains permission from SAMA. The Outsourcing Rules contain detailed requirements about what must be addressed in outsourcing contracts for basic works, and these are primarily aimed at reducing the potential harm that could result from outsourcing these core tasks and responsibilities.</p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\"><em><img class=\"alignright wp-image-8222\" src=\"http://localhost:8888/tamimi/wp-content/uploads/2018/09/11.jpg\" alt=\"\" width=\"443\" height=\"309\" />Non-basic Works</em></p>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">In contrast, non-basic works include services that are common to many businesses, and where outsourcing does not pose serious risk to customers. Examples include cleaning, printing and postal functions. Non-basic works may be assigned to third party service providers without first obtaining confirmation of no objection from SAMA.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Traditionally, banks would assign many non-basic works to third party service providers as a matter of course, and this may not have been considered ‘outsourcing’. Despite this, there may be implications for the outsourcing of such works in the Outsourcing Rules, so agreements relating to such works still need to be reviewed for compliance.</p>\r\n&nbsp;\r\n<h2 dir=\"LTR\" align=\"LEFT\">\"The objective of the Outsourcing Rules is to provide guidance to banks on how to arrange outsourcing, while remaining compliant with the obligations under their banking licences.\"</h2>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Risk evaluation and management</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules require senior management within banks to ensure that risks for existing and potential outsourcing agreements are considered and addressed. For the assignment of basic works, a thorough risk evaluation needs to be undertaken for all new contracts and contract renewals. For non-basic works, a thorough review is only required where there are substantive changes to the deliverables under an outsourcing arrangement.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Banks must properly investigate a service provider’s ability to undertake the contemplated services. Once a service provider is appointed, there is an obligation on the bank to monitor the service provider’s performance to ensure that the work is being done in accordance with the bank’s requirements.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Outsourcing contracts</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The Outsourcing Rules require banks to put in place comprehensive outsourcing contracts with service providers. These contracts need to address a variety of requirements, including scope of work, service levels and performance requirements, control and audit procedures, business continuity, pricing, confidentiality and privacy, information security, effects of breach and dispute resolution. The Outsourcing Rules indicate that it is preferable for governing law and jurisdiction of outsourcing contracts be that of Saudi Arabia.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">There is a requirement for outsourcing contracts to restrict service providers from sub-contracting any of the subject services without the prior consent of the banks, and subject to obtaining prior confirmation of no objection from SAMA.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Where customer data or financial statements are to be made available to a service provider in performance of outsourced services, it is necessary to ensure that the contractual arrangement reflects the confidentiality obligations set out in the Banking Control Law, and in other regulations and instructions that SAMA may have issued. It is also necessary to ensure that suitable measures are implemented to protect customer data and financial information in the course of performance of the outsourced services. These measures can include, for example, obligations requiring the adoption of isolation procedures restricting access to such information on a need-to-know basis, and obligations to have individuals involved in delivery of such services enter non-disclosure agreements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Contracts for basic works need to make clear that SAMA has the right to obtain accounting documents and records relating to the assignment. Additionally, service providers located outside the Kingdom need to confirm that there are no statutory and control restrictions in their own jurisdictions that might impact on the unrestricted right of access to information that SAMA has under the Outsourcing Rules and the Banking Control Law.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing contracts need to provide for the possibility of renewal, renegotiation, and termination of the contract, and early exit so that the bank can retain control over the subject services if it is necessary in the circumstances.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Business continuity</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Outsourcing has the potential to cause interruptions or outages to banking services. Business continuity is very important for banks, particularly in terms of continuity of information technology services. The Outsourcing Rules require banks to have a plan in place to ensure business continuity if the outsourced service is disrupted. This can either be a plan for the bank to perform the function itself, or to have an alternate service provider ready to undertake the services on short notice. The Outsourcing Rules place an obligation on banks to inform SAMA of problems or disruptions that arise due to outsourcing arrangements.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">In line with SAMA’s Business Continuity Management Framework (issued in 2017), banks need to have a business continuity strategy, and a business line responsible for implementing, monitoring and evaluating the strategy. An information technology disaster recovery plan is required as a key component of business continuity; it applies whether or not information technology services are outsourced. The Business Continuity Management Framework outlines how to develop and implement a business continuity strategy in more detail.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Cyber security considerations</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">The SAMA Cyber Security Framework (issued in 2017, and discussed in a <a href=\"http://localhost:8888/tamimi/law-update-articles/cyber-security-in-the-saudi-financial-services-sector-the-sama-cyber-security-framework/\">separate Law Update article</a>) acknowledges that banks will need to engage with third party service providers (including information technology services providers, cloud computing service providers, technology vendors and governmental agencies) in order to deliver their services. If such engagements do not respect the types of cyber security mechanisms that the banks have implemented, then they could result in cyber security risks. With this in mind, the Cyber Security Framework introduces expectations with regard to cyber security and the engagement of third parties. These can be broadly categorised as contract and vendor management considerations, outsourcing considerations and cloud computing considerations. It is essential that the cyber security obligations applying to banks pursuant to their implementation of SAMA’s Cyber Security Framework are addressed when considering outsourcing arrangements, and when preparing associated outsourcing contracts.</p>\r\n&nbsp;\r\n<h3 dir=\"LTR\" align=\"LEFT\">Conclusion</h3>\r\n&nbsp;\r\n<p dir=\"LTR\" align=\"LEFT\">Banks operating in Saudi Arabia need to be aware of the Outsourcing Rules. This is to ensure that they remain compliant from a regulatory perspective, but also to ensure that the outsourcing of certain business operations does not result in damage to their customers, or to their own operation, reputations and profitability.</p>\r\n<p dir=\"LTR\" align=\"LEFT\">The risks are greater when banks outsource their core functions, and SAMA’s Outsourcing Rules imposes greater obligations and restrictions on that type of outsourcing as a result.</p>\r\n<em>Al Tamimi &amp; Company’s <a href=\"http://localhost:8888/tamimi/practice/technology-media-telecommunications/\">Technology, Media &amp; Telecommunications</a> team regularly advises on issues relating to technology contracting in the financial services sector. For further information please contact <a href=\"http://localhost:8888/tamimi/lawyer/nick-oconnell/\">Nick O’Connell</a>, Partner (<a href=\"mailto:n.oconnell@tamimi.com\">n.oconnell@tamimi.com</a>) or <a href=\"http://localhost:8888/tamimi/lawyer/amy-land-pejoska/\">Amy Land-Pejoska</a>, Associate (<a href=\"mailto:a.pejoska@tamimi.com\">a.pejoska@tamimi.com</a>).</em>'),
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