CRE8_PRES_OCT_2014

Establishedintheautumnof2001,CRE8isastrategiccreativesolutionscompany. We
offerourclientsauniqueservice-branddevelopment,design,photographyandevent
management, which can be integrated to deliver a cohesive end product.
HeadedupbyManagingDirector,RichardShirazian,CRE8hasatalenteddesignteam
with a wealth of experience gained from working with many prestigious clients in
Europe and the Middle East. With photography, copywriting and Arabic artwork all
taken care of in-house, we provide a complete turnkey service from brief to delivery.
SincemovingtotheSheikhHamdanAwardsComplexin2010,wehaveexpandedour
photographic studio and also brought large format and digital printing in-house.
Our design philosophy is to constantly strive for innovation, creativity and unusual
solutions that fit our clients’brief. We are passionate about our design and our
objectiveoneachprojectistodeliveranendproductthatourclientswillbeproudof.
We thrive on the creative challenge of working on a variety of projects and are
committedtoprovidingallofourclients,whetherlargeorsmall,withadistinctiveand
memorable solution on time and within budget.
CORPORATE IDENTITY :: HOSPITALITY BRANDING, DESIGN & CONSULTANCY :: DESIGN FOR PRINT :: EVENT MANAGEMENT :: PUBLISHING :: PHOTOGRAPHY

© Copyright 2014. CRE8 LLC.All rights reserved. No part of this presentation, concepts or designs may be used without permission.
RICHARD SHIRAZIAN
MANAGING DIRECTOR
MARIE CHUNG
EXECUTIVE CREATIVE DIRECTOR
NIAMH FORAN
CREATIVE DIRECTOR
KEITH SELL
SENIOR DESIGNER
ALEXIS TITUS
SENIOR DESIGNER
KATE DAVEY
SENIOR DESIGNER
MO ALFAHEL
SENIOR ARABIC DESIGNER
ELSIE MOUSSET
ACCOUNT DIRECTOR
RYAN ROQUE
PROJECT MANAGER
KATHRYN SWAN
EVENTS / ACCOUNT
MANAGER
SONYA MATHAIS
ACCOUNT MANAGER
ANILA RATNAM
ACCOUNT DIRECTOR
JON FISHER
COPYWRITER
ANTONY CORTEZ
PRINTTECHNICIAN
RODA DE JOYA
ACCOUNTANT
:: MEET THE TEAM ::
DAVE SPOURS
DESIGNER
/ CREATIVE ARTWORKER
BILAL BANGUSH
ARABIC DESIGNER
/ PHOTO EDITOR

F&B Branding & Menu Suite
The Yas Hotel, Abu Dhabi
Client :: ALDAR
TheYas Hotel is a stunning contemporary building, bridging theYas
Marina F1 circuit. Our brief was to brand and produce collateral
for nine restaurants to be opened in time for the 2009 F1 Etihad
Airlines Abu Dhabi Grand Prix, the closing event of the season
and the first F1 race to be held in the UAE.We designed a suite of
menus, wine lists and bill folders for all the outlets, using a variety of
materials and finishes in keeping with the style of the interiors and
the overall contemporary feel of the hotel.The client was delighted
with the results, delivered on time and within budget.

F&B Branding & Menu Suite
The Address Dubai Marina
Client ::The Address Hotels + Resorts
For this luxury hotel brand based in Dubai Marina, we were asked
to develop names, identities and menus for six F&B outlets in
the hotel. Using a variety of materials, production techniques and
binding methods, we successfully delivered a premium solution for
this contemporary hotel.

F&B Menu Suite Ritz-Carlton,
Dubai International Financial Centre
Client :: Ritz-Carlton
This hotel epitomises understated luxury and elegance for the
business and leisure traveller. We were asked to design F&B menus,
collateral for front of house, guest rooms, spa and retail, as well
as invitations for the launch event.All items were produced and
delivered on time and within budget.

F&B Menu Suite, Raffles Praslin, Seychelles
Client :: Raffles
We were asked to design and produce a suite of F&B menus for
this luxury resort hotel, based in the Seychelles. Using materials
such as paua shell and imagery that alludes to the island location
of the resort, we produced a suite of menus that perfectly
complemented the surroundings.The client had a tight deadline and
was very impressed with the results and timely delivery.

F&B Branding, Dubai Marina Yacht Club
Client :: Emaar Hospitality Group
With two F&B outlets in the club, we were asked to name and
create corporate identities, menus and signage, as well as a line of
take-out food packaging and environmental graphics for the 25°
55° café and provisions store.The use of a composite metallic
material for both menus kept production costs in line and proved
to be a sleek and hard-wearing solution.

Corporate Identity
Clockwise from top left:
Rebrand of events division, JW Marriott Dubai
Identity & business stationery for freelance journalist, Elspeth Hoare
Identity & business stationery, Project Property

Collateral for TheAddress Hotels + Resor ts
Client :: Emaar Hospitality Group
CRE8 has designed brochures, sales kits, advertising collateral and
fact sheets for all the Address Hotels to date.We also produced a
comprehensive procurement kit for the brand.

Event Collateral,
Châine de Rôtisseurs Gala Dinner
Client ::The Address Dubai Marina
This prestigious event was held at Rive Gauche,The Address
Dubai Marina’s signature restaurant. CRE8 was asked to design an
invitation and menu for the event, showcasing the contemporary
feel of the cuisine and interior of the restaurant.The collateral
featured black and white images showing the meticulous
preparation and behind the scenes activity as well as full colour
images of the dishes on the menu.

On-line Campaigns
Client :: The Address Hotels + Resorts/Emaar Hospitality Group
Travel industry rates campaign, The Address Hotels + Resorts
Festive greetings, Ramadan campaign for EHG
Pre-Christmas, Christmas and New Year campaigns for EHG

Promotional Collateral, The Yas Hotel
Client :: ALDAR
Showcasing the first festive season at this new landmark hotel
in Abu Dhabi, this range of collateral used emotional keywords
to highlight each phase of the festive build-up while the graphic
elements reflected the energy of the hotel. Metallic inks,
shimmering art papers and subtle photography were all used to
enhance the festive spirit.
Our brief was to design a small calendar to be given as a corporate
gift at the end of the year.The budget and timeline was tight, but
using the stunning imagery of the hotel and a CD slipcase style
holder, the finished item was well received by the client.
DL brochures and door hangers were developed using brand
guidelines to promote events being held atTheYas Hotel.The
guidelines and templates for these were then provided to the
client for easy updating internally. Online banner advertising and
e-signatures supported the collateral.

Picture Yourself in Austria, Mall Promotion
Client :: Austrian NationalTourist Offce
This annual event to promote Austria tours several GCC countries.
CRE8 designs and fabricates the stand and arranges logistics to
move the event from mall to mall. Our photgraphers and production
staff man the stands and provide the public with a memorable
photo postcard of themselves in Austria to take home.This popular
promotion engages the public, allowing them imagine themselves in
Austria and gives them a chance to win a dream holiday.

Dubai Festival of Lights Branding & Collateral
Client :: EMAAR Properties

Box Set of 11 Project Books

Downtown Dubai Coffee Table Book

Downtown Dubai Ramadan Branding & Collateral

Fountain Views Launch Campaign

The Address The BLVD Sky Collection Launch Campaign

The Address The BLVD
Launch Campaign

Panorama Launch Campaign

Dubai Mall Coffee Table Book

Burj Khalifa Coffee Table Book

Annual Report 2011
Client :: EMAAR Hospitality
26 EHG Financial Report 2011 EHG Financial Report 2011 27
4. CRITICAL ACCOUNTING JUDGEMENTS AND KEY SOURCES OF ESTIMATION
UNCERTAINTY (CONTINUED)
CRITICAL JUDGEMENTS IN APPLYING ACCOUNTING POLICIES (CONTINUED)
INVESTMENT PROPERTIES
The Group has elected to adopt the cost model for investment properties.Accordingly, investment properties are carried at cost less
accumulated depreciation and any accumulated impairment losses.
CLASSIFICATION OF INVESTMENT PROPERTIES
The Group determines whether a property qualifies as investment property in accordance with IAS 40 Investment Property. In making
its judgment, the Group considers whether the property generates cash flows largely independently of the other assets held by the
Group. The Group has determined that hotels and serviced apartment buildings owned by the Group are to be classified as part of
property, plant and equipment rather than investment properties since the Group also operates these assets.
KEY SOURCES OF ESTIMATION UNCERTAINTY
The following are the key assumptions concerning the future, and other key sources of estimation uncertainty at the end of the
reporting period, that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within
the next financial year.
ALLOWANCE FOR DOUBTFUL DEBTS
The Group maintains an allowance for doubtful debts at a level considered adequate to provide for potential uncollectible receivables.
The level of this allowance is evaluated by management on the basis of factors that affect the collectibility of the accounts. These
factors include, but are not limited to, the length of the Group’s relationship with the customers, customer’s payment history and
known market factors. The Group reviews the age and status of receivables, and identifies accounts that are to be provided with
allowances on a regular basis. The amount and timing of recorded expenses for any period would differ if the Group made different
judgments or utilized different estimates.
ALLOWANCE FOR SLOW-MOVING INVENTORIES
The Group reviews its inventory to assess loss on account of obsolescence on a regular basis. In determining whether allowance
for obsolescence should be recognized in the profit or loss, the Group makes judgments as to whether there is any observable data
indicating that there is any future recoverability of an item and the net realizable value for such item.
Estimates of net realizable value are based on the most reliable evidence available at the time the estimates are made of the amount
the inventories are expected to be realized. These estimates take into consideration fluctuations of price or cost directly relating to
events occurring after the reporting date to the extent that such events confirm conditions existing as at the reporting date. The
allowance account is reviewed periodically to reflect the accurate valuation in the consolidated financial statements.
IMPAIRMENT OF CAPITAL WORK IN PROGRESS
Properties classified under capital work in progress are assessed for impairment based on the assessment of cash flows on individual
cash generating units when there is an indication that those assets have suffered an impairment loss. Cash flows are determined with
reference to recent market conditions, prices existing at the end of the reporting period, contractual agreements and estimations
over the useful lives of the assets and discounted using a range of discounting rates that reflects current market assessments of the
time value of money and the risks specific to the asset. The net present values are compared to the carrying amounts to assess any
probable impairment.
4. CRITICAL ACCOUNTING JUDGEMENTS AND KEY SOURCES OF ESTIMATION
UNCERTAINTY (CONTINUED)
KEY SOURCES OF ESTIMATION UNCERTAINTY (CONTINUED)
VALUATION OF BIOLOGICAL ASSETS
Horses are stated at their fair value less estimated point-of-sale costs (if any) at reporting dates. Fair value is determined based
on prevailing market prices and where market prices are not available, by reference to sector benchmarks. The management has
considered certain assumptions in line with industry standards in respect of mortality rates, point of sales cost, etc.Any changes to a
few or all the parameters owing to operational changes may result either in an increase or decrease in the cost of sales for the future
period. High mortality would result in a charge to the profit or loss owing to write down of biological assets.
USEFUL LIVES OF PROPERTY, PLANT AND EQUIPMENT AND INVESTMENT PROPERTIES
The Group estimates the useful lives of the individual components of its property, plant and equipment to be approximately the
same across all significant components.The Group reviews annually the estimated useful lives of property and equipment based on
factors that include asset utilization, internal technical evaluation, technological changes, environmental and anticipated use of the
assets. It is possible that future results of operations could be materially affected by changes in these estimates brought about by
changes in the factors mentioned. A reduction in the estimated useful lives would increase the recorded depreciation expense and
decrease the carrying value of the related assets.
LEASEHOLD IMPROVEMENTS
The Group’s management determines the estimated useful lives and related depreciation charges for its leasehold improvements.This
estimate is based on an assumption that the Group will renew its annual lease over the estimated useful life.The depreciation charge
could change should the annual lease not be renewed or renewed for a lesser period. Management will increase the depreciation
charge where useful lives are less than previously estimated lives.
VALUATION OF INVESTMENT PROPERTIES
The Group hires the services of third party valuers to obtain estimates of the market value of investment properties
using recognized valuation techniques for the purposes of their impairment review and disclosures in the consolidated
financial statements.
2011 2010
AED AED
At 1 January 283,257 512,063
Disposal - (61,906)
Gain/(loss) arising from changes in fair value less
estimated point of sale costs 447,443 (166,900)
--------------- ---------------
At 31 December 730,700 283,257
========= =========
5. BIOLOGICAL ASSETS
Emaar Hospitality Group (L.L.C.) and its Subsidiaries
Notes to the Consolidated Financial Statements (continued)
for the year ended 31 December 2011
Emaar Hospitality Group (L.L.C.) and its Subsidiaries
Notes to the Consolidated Financial Statements (continued)
for the year ended 31 December 2011
Emaar Annual Report Financial Review.indd 26-27 29/07/2012 09:55
4 EHG Annual Report 2011
Tourism is one of the central pillars of Dubai’s
economy. Between 2005 and 2010, tourist arrivals
to Dubai increased by 14 per cent to 8.7 million,
which was supported by an increase in the number
of hotel rooms to nearly 73,000. The Dubai
International Airport recorded approximately
51 million passenger arrivals in 2011, in turn
highlighting the strong opportunities in the city’s
hospitality sector.
The founding of Emaar Hospitality Group in 2007, as
a wholly owned subsidiary of Emaar Properties, was a
perfect fit to our aspiration to support Dubai’s economy,
particularly its fast-growing tourism and hospitality
sectors. Our hospitality & leisure business further
reflect our commitment to develop fully integrated
lifestyle communities.
Emaar Hospitality Group not only draws on the city’s
tourism growth but also contributes to the overall
economy through a highly-evolved and phenomenal
diversified portfolio of hotels, serviced residences and
leisure assets. The company’s world-class hospitality
developments, located in key locations, create new jobs
and support related industries.
Dubai has always taken pride in its culture of warm
hospitality. Emaar Hospitality Group is building on
this rich legacy through its unwavering commitment
to service excellence, which has been the driving force
of its success.Today, our hospitality & leisure business
has emerged as a major contributor to Dubai’s tourism
sector.This has been led by the significant performance
of Emaar Hospitality Group in the hotel industry
through its flagship Address Hotels + Resorts portfolio,
underlining the dramatic evolution of a Dubai-based
entity as a truly global brand, now expanding to fast-
growing markets internationally.
Chairman’s Message
Emaar Hospitality Group has also underscored its
industry leadership with the series of awards won by its
assets and also acquired new competencies in Lifestyle
Dining, defined by At.mosphere, the world’s highest
restaurant in Burj Khalifa.
Our hospitality & leisure business will continue to
play a vital role in Emaar’s growth strategy to add
long-term value to our stakeholders.
Thank you for your continued support.
Mohamed Alabbar
Chairman, Emaar Properties PJSC
EHG Annual Report 2011 5
Dubai has always taken pride in its
culture of warm hospitality. Emaar
Hospitality Group is building on this
rich legacy through its unwavering
commitment to service excellence
Emaar Annual Report Hotels & Leisure.indd 4-5 29/07/2012 12:20
Emaar Annual Report Financial Review.indd 1
29/07/2012 09:55

Festive Marketing Collateral
Client :: Dubai Marina Mall

Brand Guidelines: Al Tayyar Travel Group
Client :: AlTayyar travel Group,
Kingdom of Saudi Arabia

Mafraq Hospital collateral
Client :: Mafraq Hospital

Marketing Collateral, Villamar
Client :: Gulf Finance House, Bahrain
Having created the corporate identity for this exclusive property
development we then designed the marketing collateral. The
projectwasinitsinitialstagesandhadonlyverybasicarchitectural
drawingscompleted.Therewasnovisualreferenceasthesitewas
still in its land reclamation stage. Picking up on the environment
that was to be developed and the materials used in the project,
oursolutioninvolvedatypographicroute,usingwordstodescribe
a walk through the development, evoking sensations of sight,
sound, touch and smell. For VIP clients we developed a striking
presentation case that held a brochure and DVD. Using silver art
paper,foilinganddie-cuts,weinnovativelyreflectedthematerials
usedinthebuildings.Theprojectwasturnedaroundintwoweeks,
including a press launch event managed by CRE8.

Design for Print
FashionVilleTunisia marketing brochure, GB Corp, Bahrain
Property leasing brochure pack, Dubai Industrial City
Corporate brochure for Nuran Serviced Apartments,
Emaar Hospitality Group

Design for Print
Proposal brochure for Emirates Automotive Park,
Laraki Automobiles, Morocco
Project development services brochure,
Kingdom Hotel Investments, UAE
Marketing collateral for relaunch of Dubai Polo & Equestrian Club,

Sales kit, the Yas Hotel, Abu Dhabi
Client :: ALDAR
This dynamic hotel, with it’s grid spectacular light show, required
an equally stunning sales kit.We showcased dramatic hotel
imagery in a unique grid using both special colours and UV
varnish detailing throughout. Monochrom background colours
allow the vibrant images jump out from the page and use of
minimum copy in both English and Arabic helped complete the
sales kit’s overall modern feel.

Corporate Brochure
Client :: Dubai Pearl, Dubai
We were appointed to design a suite of corporate brochures in
three languages, English,Arabic and Russian, for the Dubai Pearl
development.A style was developed keeping in mind the ‘bespoke
world class’ positioning of the brand.The brochures showcase all
aspects, details and site plans of the development using high-end
renderings supported by distinctive stock photography. Print
techniques used include a deboss on the cover and a specialised
pearl varnish throughout giving an additional touch of elegance.

Prestige Magazine
Client :: Property Finder
Life Beyond Sports
Client :: Life After Sports
Al Fardan Magazine
Client :: Al Fardan Group

Four Seasons Hotels and Resor ts
F&B and Collateral, Concepts and Production
Dubai | Bahrain
Client :: Four Seasons Hotels and Resorts

AHSANT Premium Hotel Supplies &
Specialized Gifts
Shop no. 1 Bldg. R-5, France Cluster,
Dubai, International City, UA
Client: Item: Client’s Approval:
Version No.: Date Last Modified: Date Approved:
PANTONE 229 C (90%)
GOLD
20 mm
1.5 mm
7 mm
Clear enamel (CONCAVED)
SCREW DETAILS
MALE
FEMALE
Chicago Screws
35 mm
PANTONE 229 C (80%)
PANTONE 229 C (70%)
#79133E
HENDRICKS LOGO
HENDRICKS CUFFLINKS
FRONT VIEW
TOP VIEW
5 mm - diameter
HENDRICKS CUFFLINKS
28 MAY 20141
Cufflink style badge for Hendricks Menu,
Four Seasons Resor t Dubai
Client :: Four Seasons Hotels and Resorts

Clients
ADGAS
African + Eastern
ALDAR
Al Ain Rotana Hotel
AltayyarTravel Group, KSA
Amway, Japan
Austrian NationalTourist Office
Barakat International
Burj Al Arab
Burj Khalifa
Confluence Group
Courtyard by Marriott
Danat Hotels
Diageo
Dubai Industrial City
Dubai MarinaYacht Club
Dubai Pearl
Dubai Polo & Equestrian Club
Dubai World Cup
EmiratesTowers Hotel
Food Point
Foster’s Group Limited
Four Seasons Hotels
GBCorp, Bahrain
Gulf Finance House, Bahrain
Gulf Holding Company, Bahrain
HARSCO
Hilton Dubai Jumeirah
Hilton Ras Al Khaimah
Hilton Salalah
Hotbrands International
IFA Hotels & Resorts
Imagine Homes
Jumeirah Group
JW Marriott Dubai
JW Marriott Salalah
Kingdom Hotel Investments
Laraki Automobiles, Morocco
Media Rotana Hotel
MeridianTechnologies
Mina A’salam
Mission to Seafarers
Monarch Hotel, Dubai
OrchidTrading
Peroni
Polypipe
Raffles Dubai
Raffles Seychelles
Ritz-Carlton DIFC Dubai
Rivington Grill
Senaat Group
Shangri-La Hotel
SharafTravel
Swiss Media Group
Swiss Belhotel Group
S&B Fencing
St Regis Hotel Abu Dhabi
TDIC
Temptrak
The Address Hotels + Resorts
The Angel Appeal
TheYas Hotel
Traders Hotel
Uptown Cairo, Emaar Misr
W Investments

C R E 8 . A E
Richard Shirazian
Managing Director
M :: +971 50 456 8341
richard@cre8.ae
CRE8 LLC
481, Block B
SheikhHamdanAwardsComplex
Jumeirah 1, Dubai, UAE
T :: +971 4 358 9523
F :: +971 4 358 7933

CRE8_PRES_OCT_2014

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