P.G.: What are Dubai's plans for regional and international business expansion?

M.A.G.: While Dubai entities are actively investing across the globe, I should point out that some investments are passive; others are active. We strive to transfer the appropriate elements of our successful business and administrative models into those areas where we are active investors. For example, in terms of our regional expansion, we hope that wherever Dubai establishes a presence, it will serve as a catalyst for local businesses to see what can be done if there is drive, determination, and good business sense. We believe that helping to build a strong regional economy is our best opportunity for lasting social stability.

P.G.: What does that mean? What business or administrative models developed in Dubai are being exported to the region?

M.A.G.: We have a very rigorous approach to business planning and implementation. If you want, you could think of Dubai as Dubai Inc. Where we are different is in the speed at which we do this. Most corporations have five-year plans-we have three-year plans, and we normally achieve our targets within this time frame. There are some challenges with this approach. Strategies that are seen to be failing have to be reviewed or discarded on an ongoing basis, and then new strategies have to be reintegrated into the overall approach.

P.G.: And you see such an approach as benefiting the region?

M.A.G.: Absolutely. You just have to look around and see how many other business centers in the region are becoming energized. Nearly all of the cities we have invested in in the region have seen a marked increase in development and commercial activity. The catalyst model is yielding visible results.

P.G.: But you've also encountered some resistance to your venture. What are you doing to manage difficulties in the markets you are entering?

M.A.G.: We have had some object lessons. Dubai Ports in the United States was one example. We have shared our collective experiences, and we now approach our international investments in a much more holistic manner. We take the time to analyze the social, political, and economic landscape; identify the stakeholders; and then carefully prepare the way by ensuring that the concerns of all parties are properly addressed. When issues occur, we generally find a way to work through them.

P.G.: What causes you concern about the future?

M.A.G.: We have internal and external challenges. Our internal challenges are largely a consequence of legacy systems and our fast pace of growth. We are dealing with all of these aggressively and cooperating with all the appropriate international stakeholders. [The U.A.E. consists of Abu Dhabi (the largest emirate), Dubai (the second largest), Ajman, Fujairah, Ras al-Khaimah, Sharjah, and Umm al-Qaywayn. It has some 750,000 immigrant construction workers, many of them from India. Expatriates make up more than 80 percent of the U.A.E.'s total population of 4 million.]

P.G.: Dubai has come under considerable criticism for its allegedly poor treatment of immigrant labor. What are you doing about that?

M.A.G.: Let me cite some examples. We are currently redrafting the labor law to take into account the changes we feel need to take place, and we are openly consulting with all stakeholders in this respect. We have appointed 2,000 labor inspectors and carried out a full survey of labor accommodations. More than 100 labor accommodation facilities have already been condemned, and a large number have been put on the watch list. There are many more other initiatives currently under way, most of which are aimed at ensuring prompt payment of salaries and improvements in working conditions.

P.G.: And your external challenges?

M.A.G.: Our external challenges are both commercial and political. We have already addressed some of the challenges we face when investing in foreign countries. However, our location here in the Middle East puts us in an interesting situation. We live in a very tough neighborhood, and we have to act in an appropriate manner to ensure that we survive.

P.G.: Some observers say that Dubai is only all about infrastructure and buildings. What are you doing to nurture the heart and soul of Dubai?

M.A.G.: His Highness Sheik Mohammed recently launched Dubai Cares, a foundation that specifically involves the direct participation of Dubai's citizens in programs to benefit people around the world. This year, we collected sufficient funds to pay for basic education for over a million schoolchildren in the developing world. Next year, we anticipate that our goals will be more ambitious.

P.G.: But the well-being of everyday laborers should also contribute to your nation building, shouldn't it?

M.A.G.: Of course. In our own communities, proper treatment of labor and domestic servants, and taking care of trafficked persons, is one thing that I can cite. We have just established a shelter for battered women and children, and for victims of human trafficking. We even provided a permanent home and funding for one of Dubai's volunteer-operated animal shelters. We are an emirate of great diversity.We have more than 200 nationalities here, and I like to think that they live harmoniously. We are busy building a large number of sports and cultural facilities. But the government cannot do everything. People have a responsibility to take advantage of what is offered, and there is a lot!

P.G.: How does a young C.E.O. like yourself relax?

M.A.G.: I love horses. I'm blessed with three children, with whom I spend as much time as I can. I'm almost as old as our country, which was founded in 1971--which means, like the U.A.E. and Dubai, I'm actually quite young. That's a great blessing to have, because there's so much more work ahead of us.

P.G.: Not the indoor ski resort in Dubai?

M.A.G.: You should try it sometime.