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Lighthouse - March, 2019.

Chairman’s Message

Companies are made-up of management and staff that are invariably a unique combination of brains and personalities. Being able to bring all their talents together, in order to achieve success, is a paramount challenge.

Consequently, it has always been a debatable issue as to which is more important, personal or company growth. However, I feel it is a topic that needs serious analysis. Nimble companies adapt to new situations and marketing conditions, whereas rigid companies eventually crack under the strain.

Growth is a word which motivates ambitious people, especially those who have already experienced the phenomena of company fortunes growing and falling. It’s unfortunate that self-centered persons never really take time to study the reasons for such ebbing and flowing events.

Correspondingly a company needs to find the time to recognise staff’s talents and promote their aspirations for personal growth. Such considerations lead to teams being assigned a manager or leader. Every holder of such positions must develop an ability to study team members’ aspirations and respond to them, both individually and collectively. In order for a company to grow successfully change is very important. Realistically meaningful changes are only possible when employees acclaim growth. This motivates them to take on new challenges, expand their capabilities, cultivate new behaviours and entertain innovation.

With these thoughts uppermost, my message for this edition of Lighthouse is specifically directed to the managers and leaders within the CSS Group. You have a responsibility to your company whilst, at the same time, ensuring that this responsibility cascades down to each of your team members. A healthy body relies on all its organs functioning properly. This makes everyone, regardless of their role, an important part of CSS. Our greatest asset is our staff and, as a responsible company focused on developing advancement; we must never forget that appreciating individual aspirations are a solid basis on which to build growth.

Strengthening Relationships


CSS Group recently received Ms. Lilia Garcia, Foreign Sales Manager of IFS Spain at the Regional Headquarters of CSS Group in Dubai. Her visit was as part of a strategic sales campaign initiative to CSS Offices in the Middle East. Along with the subjects of mutual interests and business development, the current market scenario -too- was brought in to the discussion table by both companies. It was mutually agreed to work more closely to enhance business in 2019 through the trade lanes which are already open.

“It was our pleasure to host Ms. Lilia in our Dubai office and show our facilities to her. We would be extremely delighted to work closely to further develop our customer-focused business initiatives and personal relationships with IFS Spain” commented Chandrakala (CK) COO, NVOCC, CSS Group, during the occasion.

During her Middle East tour, Ms. Lilia visited the CSS Group Offices in Sharjah and Bahrain as well. CSS team members from the respective regions conducted joint sales visits with IFS representative, so that the Middle East customers could directly interact with the Spanish agent. CSS sales staff had an interactive session with Ms. Lilia and discussed many matters which needed close attention.

“In IFS, we believe that the close and continued contact with our partners is the way to improve our common service to the freight forwarders and to understand their needs” mentioned Lilia to Lighthouse.

IFS Spain started in 1985 in Valencia as NVOCC with a firm commitment to provide quality services to industry professionals on the principle of strict neutrality. Since then they expanded in Spain (Barcelona, Madrid, Zaragoza, Bilbao, Sevilla and Alicante) and then opened borders to Portugal, the USA, Mexico, Morocco, Algeria, Tunisia and France.

Consolidated Shipping Group, established in the year 1995 in Dubai, UAE is one of the fastest growing NVOCCs. Being a prominent name in the field of freight forwarding in the Middle East and the Indian Subcontinent, CSS Group has to its credit an enviable list of Global Network Partners.

There is Something More in NVOCC Business


Being a renowned and reliable name in the NVOCC business Caro Trans over the years has earned a respectable position both in business and in the minds of their clients. Lighthouse team had a brief chat with Mr. Chris Wilson, the President of Caro Trans, wherein he spoke about the current trends, the future and prospects of NVOCC business.

Chris was optimistic about the current trends and what it leads to the future growth when he shared his views on the business outlay and forecast of the NVOCC business.

“The NVOCC business is increasingly competitive and we must continue to deploy technology in the most innovative and efficient means possible. Our clients demand accurate and timely information delivered instantly across the supply chain. However, it is dedicated and passionate Team members delivering exceptional service to our clients that will become our greatest differentiator.”

CSS Group enjoys an in-depth relationship with Caro Trans. They both have been working together for many years and has remained trusted partners supporting each other in their respective regions. Chris continued, “Caro Trans is with CSS Group for 7 years now and we are quite keen to continue developing our services throughout the Middle East. Our goal is to become the number one NVOCC between USA and Middle East.”

Focused approach and time bound strategies will define the future prospects of the NVOCC business. Customer centric approaches and personalization has great role to play in developing a meaningful business model. “We need larger customers and we need to explain to the largest LCL clients how an NVOCC – a true LCL consolidator can add significant value to their supply chain,” said Chris.

Various new IT solutions are being implemented by NVOCC companies to increase efficiency, reliability, and security of operations by reducing operational costs. But one must understand that, the NVOCC industry is still slow to develop and deploy interesting technology. As a result, our industry is ripe for a thoughtful and passionate disrupter, Chris added.

While saying goodbye, Lighthouse requested a message from Chris for the CSS family:
“Thank you for always supporting our efforts to grow our business. It has been a very strong partnership and we look forward to expanding our business and growing our services throughout the Middle East.Thank you and Wish you a much prospective 2019!” Commented Chris.

Networking Opportunity During Breakbulk


Breakbulk Middle East provided opportunities to interact on several platforms, for the participants. The event was well attended by CSS delegates and participated at the networking dinners. One such was organized by Höegh. Head of Country (UAE), Finn Roden from Höegh invited for a presentation of their Breakbulk cargo handling initiatives, followed by a Customer Appreciation Dinner at the -“Bliss 6” Restaurant-The Conrad Hotel Dubai on the 11th of February.

The Global Head of Breakbulk Sales – Stian Omli from Head office in Oslo started off with the opening speech. CSS Group was represented by Midhun George, General Manager, Abu Dhabi and Angeli Sudheer, Manager Pricing & Customer Service, CSS Dubai.

“It was a well-organized gathering by Team Hoeg opening up the opportunity to interact with the industry partners and meet some old friends from the Industry. Such gatherings help to personalize and strengthen your relationship with your partners.” Commented Angeli.

Leif Höegh & Co is an international shipping company, founded in 1927 by Norwegian Leif Höegh (1896-1974). Since 2006 the company has been structured as two separate entities, Höegh Autoliners and Höegh LNG, with Leif Höegh & Co acting as a common holding company.

An Informal Get Together


CSS Group represented by their COO, NVOCC Chandrakala and Deputy General manager, Sales & Marketing Rosh Manoli, attended an informal dinner hosted jointly by the Maersk and Safmarine. The dinner was organized during the Breakbulk Middle East 2019 conference at the Mint leaf of London, Emirates Financial Tower on the 11th February.

CSS Group enjoys a great working relationship with both Maersk and Safmarine over the years. “It gives a positive vibe when you share your time with long term friends from within the professional community. Thanks to Maersk and Safmarine for a delightful dinner networking opportunity” mentioned Chandrakala about the event.

Christopher Cook, Managing Director UAE, Oman & Qatar, Manoj Panicker Special Cargo Manager, Revenue Management A.P. Moller- Maersk India from Maersk and Pankaj Kumar Regional Manager ME & Africa from Safmarine posed for a photo with CSS Group representatives. “Such get togethers provide invaluable opportunity to share ideas and discuss many industry related topics. Great evening and thanks to the hosts” commented Rosh. Breakbulk Middle East 2019 was held on 11th & 12th February at the Dubai trade Centre.

Taste of India

In this series, I would like to bring out the real taste of India like Vedic maths, Hemachandra numbers etc which are fascinating concepts and also explain many complex realities of the universe in simple terms. Today we start with Vedic maths.

Vedic Maths

Any number multiplied by 11:

32 times 11 :

Split 3 and 2

3 2

Add 3 and 2 = 5 and put it in between

Answer is 352.


45 times 11 = 495

75 times 11 = 7125 —> 1 gets carried over and it becomes 825

Base method ( can be used for any numbers close to bases of 10,100,1000 etc )

99 times 97

100 is the base

99 is less than 100 by how much = 01

97 is less than 100 by how much = 03

Now cross subtract : 99 less 3 = 96


97 less 1 = 96

Each way the answer is same so 96 is the first part.

And now multiply the difference 01 times 03 = 03.

So 9603 is the answer.

Do it with 98 times 97 , answer is 9506.

996 times 997

Now take 1000 as the base

996 is less than 1000 by how much = 004

997 is less than 1000 by how much = 003

Now cross subtract : 996 less 003 = 993


997 less 004 = 993

Each way the answer is same so 993 is the first part.

and now multiple the difference 004 times 003 = 012.

So 993012 is the answer.

14 times 12

Base is 10

14 is 4 more than 10

12 is 2 more than 10

So cross Add

First part is 16.

Multiply difference 4 times 2 = 8

So 168 is the answer.

Mental squaring

101 square = 101 times 101

By the same method above, answer is 10201.

102 square = 102 times 102

By the same method, answer is 10404

105 square : 11025

106 square : 11236

Vertically and crosswise sutra:

31 times 12




a) :: —> multiply last digit of each row for last number

b) :: —> cross multiply 1st digit of 1st line with 2nd digit of second line

cross multiply 2nd digit of 1st line with 1st digit of second line

Add the two for middle number

c) :: —> multiply first digit of each row for 1st number

a. 1 times 2 = 2 – last number

b. 3 times 2 = 6 + 1 times 1 = 1 add the two = 7 – middle number

c. 3 times 1 = 3 – first number

Answer is 372

Now 12 times 34


X 34

a. 2 times 4 = 8 – last number

b. 1 times 4 = 4 and 2 times 3 = 6.
4+ 6 = 10 so carry over 1 – middle number is 0.

c. 1 times 3 is 3 + carry over 1 = 4 – first number
Answer is 408.

So the few methods with a few examples of Vedic maths should help you become smarter and not depend always on your smart phone.

Keep massaging your brain and relish the taste of India

Coming up soon with Hemachandra numbers in the next series !

About Creativity At Work

The ability to produce through imaginative skill, to make or bring into existence something new.”
Creativity at Work is a rich resource for developing personal creativity and organizational innovation in the workplace.


To create a new solution you need to define a new problem.
The ability of an individual or team to understand a problem in a new way is one of the most important first steps in the successful creation of a new solution.

Understanding how an individual creates or comes up with something new.

Intelligence and creativity have a complex relationship.

Intelligence is correlated with Creativity.

It depends on the measure of creativity used.

Highly intelligent people can still be uncreative.


Creativity begins with a:
Foundation of knowledge
Learning a discipline
Mastering a way of thinking
You can learn to be creative by experimenting, exploring, questioning assumptions.

Five key behaviours that optimize your brain for discovery:

Associating: Drawing connections between questions, problems, or ideas from unrelated fields.


Observing: Scrutinizing the behavior of customers, suppliers, and competitors to identify new ways of doing things.

Networking: Meeting people with different ideas and perspectives.

Experimenting: Constructing interactive experiences and provoking unorthodox responses to see what insights emerge.


Beliefs that only special, talented people are creative diminish our confidence in our creative abilities.

Researchers examined outstanding performances in the arts, mathematics, and sports, to find out if “the widespread belief that to reach high levels of ability a person must possess an innate potential called talent.”


1. Keep asking new Questions
2. Working on you most productive hours
3. Taking risks
4. Try to create something everyday
5. Ask the right questions
6. Bulid a network
7. Practice Openness : It reflects how much you are motivated to consider new ideas, concepts, and experiences. The most creative people are typically very open people.


Let Employees Lead ; Encourage your team to volunteer in leadership roles outside the organization. Encourage employees to look for people who demonstrate strengths in skills that your team needs and reward people internally for identifying and attracting new talent.

Become A Kind Organization :
Kindness always works. Kindness works in customer service and it works in relation to attracting and retaining talent. Benefits can be matched, but kindness is unique.

Develop A Mentor-First Mindset :
Ask your leaders to adopt a mentor-first mindset and not just serve as “managers.” Managers tend to focus on compliance and conformity; established processes tend to be prioritized over people. Mentors, on the other hand, care deeply about the mission and the humans they hire to accomplish that mission.

Ask For Employee Referrals :
Employee referral programs have always been one of the least utilized but best resources .Provide an incentive to your staff to refer potential employees.

Reach Out To Previous Employees Who Left On Good Terms :
Don’t be afraid to contact employees who left on good terms. Figure out why they left (Was it a better opportunity or more money?) and see what it would take for them to rejoin your organization.

DIFC – Common Law in Civil Law Jurisdiction

The United Arab Emirates is essentially a civil law jurisdiction heavily influenced by French, Roman, Egyptian and Islamic law. Common law principles, such as adopting previous court judgments as legal precedents, are generally not recognized. In 2004, Dubai’s ruler at that time established The Dubai International Financial Center (The DIFC) Courts, providing an independent administration of justice in DIFC, attempting to ensure that Dubai would offer to its players the highest international standards of justice administration, and efficiency, flexibility and certainty that is usually provided by the Common Law.

The DIFC is an independent jurisdiction under the UAE Constitution, with its own civil and commercial laws distinct from those of the UAE. DIFC laws and regulations are written in English and default to English law in the event of an ambiguity. The DIFC also has its own courts, with judges taken from leading common law jurisdictions including England, Singapore and Hong Kong.

The DIFC’s independent jurisdiction extends to a range of areas including corporate, commercial, civil, employment, trusts, and securities law matters. Other laws of the UAE or the Emirate of Dubai, such as criminal law and immigration regulations, continue to apply within the DIFC. The DIFC-LCIA Arbitration Centre is an independent Centre of international arbitration that uses rules modeled on the London Court of International Arbitration. The principal governing body of the DIFC is the DIFC Authority. The financial services regulator is the Dubai Financial Services Authority (DFSA), which regulates the conduct of financial services in and from the DIFC. The DFSA is distinct from the UAE’s federal Securities and Commodities Authority, whose jurisdiction covers the wider UAE outside the boundaries of the DIFC. Since DIFC is one of Dubai’s independent free zones, it offers companies 100% ownership without the need for a local partner and since it is governed by a common-law framework distinct from the UAE legal system, with laws and regulations issued in English. DIFC offers clients a 50-year guarantee of zero taxes on corporate income and profits, complemented by the UAE’s network of double taxation avoidance treaties. Thus, the importance of DIFC courts has been growing in Dubai as a sound alternative. On the one hand, they are the exclusive jurisdiction for companies whether individual or multinationals established in DIFC or for transactions finalized within its territories, further, parties to a contract may come to a written agreement to approach the DIFC courts in the case of dispute.

Nowadays majority of the contracts will establish two mandatory clauses that will decide the future of the contracts in case of the dispute, i.e. the governing law and the jurisdiction clause and while the governing law will be of essence to decide the legal framework that will apply to and govern the contract, the jurisdiction clause will determine the place where the case will be heard, giving the parties with an option to choose between arbitration and courts with exclusive and non-exclusive jurisdiction. Being an independent jurisdiction within the UAE, DIFC is empowered to create its own legal and regulatory framework for all civil and commercial matters, which gives it a unique identity and is favored by the outside entities and individuals who are accustomed to and familiar with common law jurisdiction. Hence it would not be unusual to say that DIFC is indeed a landmark initiative exercising Common Law principals in Civil Law Jurisdiction.

Contributed by : Adv. Joy Thattil


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Release of The Cargo without The Presentation of Original Bill of Lading

Risk Factors Involved in Non-Presentation of OBL
It is quite evident by now that there is risk associated with delivery of cargo with the Letter of Indemnity and not the original Bill of Lading. The below listed are some of the basic risks that are involved in the same:

1. Mis-delivery of Cargo:
It is well understood a bill of lading, amongst other functions, acts as a “key” to the warehouse which, when available at the discharge port, is presented to the Master in order to release the cargo to the “bearer” of the bill of lading. Where such a “key” is not available at the discharge port, it must be remembered that an LOI will not absolve the carrier from liability if the cargo is delivered to the wrong party.

2. Insurance Cover:
It is well understood that liabilities arising as a consequence of mis-delivery are not covered under all P&I Club rules unless the Directors of the club in question otherwise agree. The LOI is designed to try to alleviate such risk, so far as it can, but it must be understood that an LOI effectively substitutes an Owner’s P&I cover for mis-delivery claims and there are certain insurance policies that do not cover the claims arising out of non- presentation on BL.

3. Creditworthiness of the Party:
This is one of the most important factors while delivering cargo with letter of indemnity. In some cases, the party that presents the letter of indemnity may not be related or connected to the cargo or the shipment in actual. In other cases, the parties may represent themselves as the agent of the cargo interest, but they could be deceitful and later the carrier may be held liable by the actual cargo interest. In some cases, the consignee may have failed to pay the shipper the value for the cargo which could also lead to non- receipt of the Bill of lading. So, the carrier/ shipping line must always ensure to check the creditworthiness of the party claiming the cargo with the letter of indemnity.

Reasons for non-presentation of BL:

  • Consignee has not received the Bills of Lading from the shipper in spite of cargo on board.
  • Consignee has only received an electronic copy or the telex message.
  • Consignee has not paid the buyer yet for the cargo bought and has existing dues.
  • Consignee or agents have misplaced the documents or the Bill of Lading.
  • The party representing the consignee or the cargo interest may be fraudulent and not acting in good faith.

The practice of delivery of cargo without presentation of original bills of lading is very familiar, and is here to stay as long as shipping exists. Delivery of cargo without presentation of an original bill of lading, although not recommended, is a reality of international trade and if the parties act cautiously then no one would suffer a loss in the business. It is therefore important to remember the risks involved in such operations and to act cautiously in order to minimise risks to shipowning interests.

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