from winners of 2008 · this document summarizes the efforts and hard work of winning organizations...
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Copyright DQA 2009 oC
Good Practices
from Winners ofDubai Quality Award
Dubai Human Development Award &
Dubai Service Excellence Scheme
2008
This document summarizes the efforts and hard work of winning organizations of the Dubai Quality
Award, Dubai Human Development Award and Dubai Service Excellence Scheme 2008. Before
closing this cycle, winners are required to share their good practices with the wider community.
During the course of last year and after consultation with a number of senior assessors, the following
qualities were suggested for the evaluation of the merits of a good practice:
- clear rationale on the approach
- high level of objectivity and clear impact on results
- favorable degree of benefits obtained in relation to the efforts expended
- effective reviews applied
- ability to adapt by other organizations
- high degree of originality, innovation and creativity applied.
The company profiles and good practices presented in this document reflect the views of respective
organizations and not those of the Business Excellence Center. Therefore, while we are delighted with
the degree of participation, we cannot accept responsibility for the contents.
We believe that what has been presented in this document amounts to a valuable benchmark for good
practices in Dubai during 2008.
As we observe the success and development of many such participating organizations, we wish to
encourage many other organizations to follow the footsteps of those that featured in this document.
Thus, taking advantage from the many benefits offered by this process. We would also like to invite
prospective applicants to read what winners had to say about the benefits of participating in the
various Awards and their advice to future applicants.
Success is always the result of hard work and a determination to do better. Therefore, our advice to
prospective applicants is to register now and never to wait for perfect conditions to prevail.
We wish your organizations every success.
F o r e w o r d
Business Excellence CenterJune 2009
DUBAI SERVICE EXCELLENCE SCHEME (DSES) BEST SERVICE PERFORMANCE OUTLET
DUBAI HUMAN DEVELOPMENT APPRECIATION PROGRAMME (DHDAP)
DUBAI HUMAN DEVELOPMENT AWARD (DHDA)
SPECIAL CERTIFICATE OF APPRECIATION FOR ACHIEVING EXCELLENCE IN THE LEADERSHIP CRITERIA
DUBAI QUALITY APPRECIATION PROGRAM CATEGORY (DQAP) PAGE
DUBAI QUALITY AWARD CATEGORY (DQA) PAGE
Good Practices
from Winners ofDubai Quality Award
Dubai Human Development Award &
Dubai Service Excellence Scheme
2008
1- Dubai Properties LLC 04
2- Dubai Healthcare City 10
3- Sharjah Islamic Bank 16
4- Abu Dhabi Gas Liquefaction Company Ltd (ADGAS) 22
1- Joyalukkas Jewellery LLC 28
2- Amana Steel Buildings Contracting Co. LLC,Sharjah 34
3- Al Rostamani International Exchange 44
4- India Club 48
5- The Kanoo Group-Power & Industrial Projects Division 53
6- Associated Constructions & Investments Co LLC (ASCON) 60
7- DAMAS LLC 64
8- National Fire Fighting Manufacturing FZCO (NAFFCO) 70
1- FedEx Express International Inc. (Dubai Branch) 77
1- DP World - UAE Region 86
2- Dubai Electricity & Water Authority (DEWA) 94
1- UAE Exchange 99
1- MARINA Exotic Home Interiors 103
2- Dune from the Apparel Group 111
4
Profile
5
2009
Dubai Properties is a leading UAE master
developer of self contained communities and a key
regional player, with a firm and uncompromising
commitment to excellence, a guiding principle that
is deeply embedded in our business philosophy
and operations. We have an investment portfolio
totalling over US$16.4 billion and our product
portfolio includes residential, retail, commercial
and leisure properties, as well as facilities of a self
sustained community such as schools, healthcare
and cultural centres.
Starting with the Jumeirah Beach Residences
project, one of the most imposing structures
dominating the Dubai skyline, we have rapidly
developed our portfolio to include major
developments at Business Bay, Culture Village, The
Villa, Al Waha Villas, Bay Square, Executive
Towers, Mirdiff Villas among others.
Dubai Properties LLC traces its ancestry back to a
small asset development company established in
2002 with just five employees. Right from the start,
our leaders recognised the opportunity to develop
a world-class real estate development and asset
management company with the potential to play a
leading role, not just in Dubai, but throughout the
region.
Dubai Properties introduced a value chain
approach to expand and diversify its interests so
that sustainable growth would be encouraged by
operating in all phases of the real estate lifecycle,
and in 2006 it expanded into facility management
and property management. Recognising the
further growth potential in providing our
customers with a complete, integrated real estate
service, a holding company structure, Dubai
Properties Group (DPG), was created in 2008, to
support a growing cluster of business subsidiaries
that focused on project management, sales and
customer service, retail, facilities management and
property management. Dubai Properties LLC is the
sales, marketing and customer relationship
management business established as under this
umbrella.
The vision of DP LLC is to be “To be the leader in
providing end-to-end real estate management
solutions through commitment to service
excellence and sustained relationships to ensure
customers achieve superior value”, in support of
the DPG vision of being “The best partner in
providing a unique lifestyle”. To achieve this vision
we have a team of over 150 employees and we
have defined a set of six guiding principles to
provide a common focus, and to make our culture
visible. The six guiding principles that permeate all
our operations are Excellence, Innovation,
Integrity, People, Loyalty and Speed.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd::
l Provided an opportunity to objectively
reiterate our strengths and carry on the
journey of improving our operations while
raising industry benchmarks.
l The application process allowed us to analyze
key operational functions and effectively
eliminate process variations and non-value
added activities by aligning organizational
resources with corporate goals, strategy and
vision.
l The whole submission process contributed to
a renewed spirit of team work.
l Enhanced awareness of the business
excellence model and concepts that boast a
strong focus on the implementation of best
practices for continuous improvement.
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss::
l The DQA/DHDA preparation and assessment
process should be taken as a journey towards
improving functions, rather than as an end in
itself.
l Adopt a strong commitment towards
excellence that can only be accomplished
through cascading the culture across all tiers
of the organization.
l The improvement process mandates a
concerted organizational participation, whilst
starting the cultural movement utilizing the
top-down and bottom-up approaches. This
will in turn facilitate the organization to
champion continuous improvement for
driving its strategies forward and achieving
ambitious goals.
l Apply the model criteria with full conviction
and develop a clear strategy to follow up on
the responsibilities assigned.
Dubai Properties LLC
7
2009
6
Nominated Good Practice Dubai Properties LLC
LLeeaaddeerrss IInnvvoollvveemmeenntt √√ AA CCooffffeeee wwiitthh tthheeCCEEOO aatt DDuubbaaii PPrrooppeerrttiieess
IInnttrroodduuccttiioonnºº
In line with the growth of Dubai and the emirate’s
real estate industry, Dubai Properties (DP) has
experienced a significant expansion since its
inception in 2004. In the early stages of the growth
phase, our leaders realised that open, transparent
communication across the organisation would play
a significant role in uniting DP employees as a
team to move together towards achieving common
goals and objectives.
EEaarrllyy cchhaalllleennggeessºº
In 2005, the main focus of our attention was on the
management and execution of our extensive
project portfolio that included some of the major
real estate developments in Dubai. As a
consequence of this increased business activity,
relatively less attention was paid to internal
communications.
Employees were wholly focused on their
immediate work areas and limited communication
was initiated by higher management on the
direction of the company and performance
objectives.
Additionally, DP underwent a number of
organisational changes and expanded into
multiple offices across Dubai, further highlighting
the need for better communications to align the
different operations scattered in the various offices.
By 2006, the gaps were apparent. Our first
Employee Satisfaction survey results showed
communications as the lowest ranked criteria. The
survey feedback revealed the sense of detachment
between employees and organisational strategy.
OOuurr FFiirrsstt SStteeppssºº
Following the 2006 survey result analysis, in an
effort to improve communication between top
management and employees, we initiated a
dialogue between the CEO and employees by
piloting quarterly “Majlis” meetings within one of
our key business units. At that time, the CEO and
his team of Directors met with all 500 employees
and the CEO primarily communicated the
company’s overall performance and upcoming
projects. Following this, the Directors presented
details of their department’s performance.
Employees were also encouraged to raise any
issues or questions on this platform.
This pilot approach had a positive impact on
communications across the company. However, we
still faced the challenge of encouraging a dialogue
between leaders and employees since we were still
operating from offices scattered in multiple
locations across Dubai.
During 2006, we also initiated an employee
helpline to capture internal complaints, issue and
areas of concerns. The issues raised through the
helpline highlighted the need for leader’s closer
involvement with the frontline employees. As a
result, the Group CEO initiated the formalisation
of a program that would allow him to meet with
the operational staff and encourage them to voice
their concerns, issues and also raise suggestions.
OOuurr NNeeww AApppprrooaacchhºº
Our internal communications framework was
developed in 2007 with the involvement of both
employees and leadership team. It was
benchmarked against similar frameworks of
Excellence award winners.
The emphasis on face to face meetings of
employees and the Group CEO was one of the core
factors highlighted in our communications
framework. As part of the framework, our Group
CEO conducted a monthly breakfast session with a
cross section of 40 employees. This ensured that the
Group CEO offered a more personalised attention
to effectively address the issues raised by almost
800 employees.
In 2009, with 1100 employees, the need for internal
communications within the company demanded
critical attention. Today, our Group CEO has
dedicated Tuesday mornings every week to meet
with 15 – 20 employees to have an informal
discussion with them over a cup of morning coffee.
This weekly meeting is an opportunity for
employees to highlight suggestions, seek
clarification and learn more about the intent,
necessity and direction of company initiatives. An
annual schedule ensures that every department
has the opportunity to participate and provide
their feedback directly to top management.
At the Coffee meetings, the CEO listens to the
queries and employee concerns, typically in the
following areas:
l Company’s direction and future plansl Performance resultsl Company policiesl Ideas for improvement
It also provides the CEO with the opportunity to
personally re-emphasise the organisation’s vision,
values and direction and familiarise employees
with the ways in which various departments
contribute towards achieving organisational goals.
Moreover, the meetings also become a platform for
the CEO to reward meaningful contribution from
employees that embodies the core values of the
company.
Additionally, a representative from the Human
Resources department is present at each meeting to
capture and appropriately channel the issues andFigure 1.0 DP Communication Framework
innovative suggestions raised by employees. A
critical success factor of the program is the climate
of openness and lack of restriction that inspire
employees to voice their concerns and actively seek
solutions to workplace dilemmas. In order to
encourage employees to come forward, we
guarantee anonymity whenever the situation
requires it. We have developed a clear policy on
efficiently handling employee grievances and this
has been extensively and clearly communicated to
employees.
Figure 2.0 Target audience of the program
Following each week’s meeting, the minutes and
key highlights of the Coffee sessions are published
on the company intranet within 24 hours to ensure
that employees across the organisation are
equipped with the most up to date information.
Figure 3.0 Communication about the program
9
2009
8
Nominated Good Practice Dubai Properties LLC
IImmpplleemmeennttiinngg aa ssuucccceessssffuull ttoooollºº
Since the program’s inception in 2007, we have
held monthly meetings till 2008, covering all
departments within the company. By achieving
this, all employees had the opportunity to
personally interact with the Group CEO.
Figure 4.0 Employee at a session with the Group CEO
Figure 5.0 No. of sessions conducted in 08 and 09
The program played a significant role in managing
the changes brought about during our re-structure
to Dubai Properties Group in 2008 (thereby
establishing Dubai Properties LLC as an entity
under its umbrella). Employees were informed
well ahead on how the functions were being
segregated within the company, how this would
impact their work areas and assuring them of their
job’s security.
Figure 6.0 The process
Due to an increased need for communications, as a
result of the economic downturn, we increased the
frequency of these meetings from monthly to
weekly in 2009.
There have been a number of valuable suggestions
raised by employees through these sessions. For
example, as per our HR policy, employees in
managerial positions and above were entitled to
receive a Child Education allowance. Based on the
feedback our Group CEO received from employees
in these sessions, he has now extended this
allowance for employees in supervisory positions
as well.
MMeeaassuurriinngg tthhee pprrooggrraamm»»ss eeffffeeccttiivveenneessssºº
The program’s effectiveness is measured regularly
via results of the bi-annual employee satisfaction
surveys that include measures regarding overall
internal communications, leadership and
organization culture, among others.
TThhee rreessuullttssºº
The implementation of this approach, parallel to
other initiatives to enhance communications, has
significantly impacted employee’s engagement
and involvement within the organization.
Enhanced understanding of the company’s
priorities and challenges has increased levels of
employee involvement and contribution in its
various dimensions. This has been reflected in our
Figure 7.0 Overall Employee Satisfaction results
Figure 8.0 Employees satisfaction with Communication
Figure 10.0 Corporate policies and guidelines are well explained andcommunicated in a timely manner in DP (%)
Figure 11.0 Overall Customer Satisfaction for DP
Figure 12.0 Sales efficiency (% of available units sold)
Figure 9.0 DP’s top management ensures that employees are kept updatesabout new developments (%)
customer’s satisfaction with our products and
services, sales efficiency and overall financial
performance.
and foster the professional development of
healthcare professionals in the Gulf Regionl Dubai Harvard Foundation for Medical
Research (DHFMR): a Harvard foundation
that has a research endowment fund of over
USD 100 million. Its main objectives are to
issue research grants to locally based
laboratories that focus on diseases prevalent in
the region and to develop young Arab
researchers with high potential to become
leaders in their respective specialty. l Maktoum Harvard Medical Library: a
medical library that will house more than
20,000 journals, books and other resources. l Boston University Institute for Dental
Research and Education Dubai (BUIDR): an
organization that provides specialized dental
services, postgraduate dental education and
dental research.
11
2009
10
Profile Dubai Healthcare City
Dubai Healthcare City (DHCC), a member of
Tatweer, was proudly launched on November 5th,
2002 as the world’s first healthcare free zone by a
decree issued by His Highness Sheikh Mohammad
Bin Rashid Al Maktoum to address the need for
creating a healthcare hub in the region. DHCC’s
vision of becoming an internationally recognized
location of choice for quality healthcare and an
integrated centre of innovation and excellence for
clinical and wellness services, medical education
and research, has strengthened Dubai and the
U.A.E.’s position in the global economy and
strongly impacted the culture of quality-driven
healthcare in the region. Today it includes two
hospitals, over 85 clinics and over 1,400 medical
professionals.
Our strategy has been informed by extensive
market research that indicated a USD 137.3 billion
potential of healthcare expenditure in the region by
2008, significant expenditure on overseas
treatments of U.A.E patients, outflow of healthcare
professionals seeking medical education and
research opportunities, and a fragmented
healthcare system that considerably impacted
patient outcomes.
In our ambition to create an environment for high
quality healthcare services, education and
research, we have forged a 15-year strategic
relationship with Partners Harvard Medical
International, who are bringing extensive
experience in developing an integrated Academic
Medical Center (AMC).
OOuurr OObbjjeeccttiivveess
In line with His Highness Sheikh Mohammed’s
vision of creating a world-class healthcare
infrastructure, our strategic aims:l Creating a robust regulatory
framework: To ensure the
delivery of quality healthcare
services to patientsl Providing specialized healthcare
and partnering with world-class
providers: To meet existing gas and future
needs of patients and to strengthen our
position as a leading destination for
quality healthcarel Developing medical education programs: To
train, attract and retain healthcare
practitionersl Investing in medical research: To create a
regional community of leaders and advance
new scientific knowledgel Engaging society: To foster an informed
climate through socially responsible activities
that improve public understanding of health
and wellbeingl Developing our organization: To ensure our
people and processes best support the delivery
of our aims
OOuurr OOrrggaanniizzaattiioonn
DHCC comprises of two complementary
communities know as the Medical and Wellness
communities. The Medical Community, which
Current Products andServices
Future Products andServices
Specialized healthcareservices
Tertiary and quaternaryhealthcare services
Continuous MedicalEducation Programs
Integrative medicine andwellness services
Current Products andServices
Future Products andServices
Graduate dentalEducation Programs
Rehabilitation services
Healthcare regulatoryand licensing services
Graduate medicaleducation programs
Lease and saleopportunities
Simulation training forhealthcare professional
Healthcare consulting Medical library services
Research Grants Hotel and furnishedapartments accommodationsl
focuses on acute care and ambulatory services,
occupies an area of 4.1 million square feet. The
Wellness Community covers 19 million square feet
and completes DHCC’s healthcare continuum by
housing different facilities that mainly focus on
prevention, wellness and, complementary and
alternative medicine. DHCC is governed by the
Centre for Healthcare Planning and Quality (CPQ)
which is responsible for maintaining the highest
international standards of healthcare delivery
through its facility and professional licensing,
clinical planning and reporting, and quality
improvement and oversight programs. Our
organization comprises the following functional
entities:
The centrepiece of our organization is theMohammad Bin Rashid Al Maktoum AMC thatestablishes an integrated academic and clinicalenvironment for excellent health care, research,education. It comprises:
l The University Hospital (UH): a 400 bed
adult teaching hospital that will provide
tertiary and quaternary services through
centres of excellence such Women’s Health,
Orthopaedics and Musculoskeletal Diseases,
Cardiology, Endocrinology, Diabetes and
Metabolic diseases, Oncology, and Neurology.l Harvard Medical School Dubai Centre
(HMSDC) Institute for Postgraduate
Education & Research: HMSDC is the
educational arm of DHCC which governs all
educational and research activities in DHCC
OOuurr PPrroodduuccttss aanndd SSeerrvviicceessBBeenneeffiittss ooff aappppllyyiinngg ttoo tthhee DDQQAA
l The achievement of the Dubai Quality Award
in 2008 is a validation of DHCC’s position as
an industry leader in ‘quality’ healthcare
provision.
13
2009
12
Nominated Good Practice Dubai Healthcare City
l The DQA provides us with an independent
assessment of our progress against our
strategic goals
l The assessment process is an opportunity to
subject the organization’s management
framework to thorough evaluation by a group
of external and independent assessors. The
feedback is valuable in terms of identifying
areas for improvement.
l The process of application to the Dubai
Quality Award, and post-award events,
facilitate excellent networking opportunities
with organizations that are open to
benchmarking and knowledge sharing.
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l Ensure that a Business Excellence team is in
place - is sponsored by members of the
organisation’s leadership team – to support a
business excellence culture and to facilitate
regular well-structured self-assessments,
identify gaps and implement action plans.
l It is highly recommended that key co-
ordinators from the applicant organization
fully understand the EFQM model and
preferably be trained as EFQM assessors.
l Obtain memberships with local organizations
such as the Dubai Quality Group for access to
experienced applicants and professionals.
l Benchmark your organization’s performance
(staff turnover, cash flow, revenues etc) as well
as processes to understand why the
organization has achieved a higher level of
performance in the benchmarked areas.
DDuubbaaii HHeeaalltthhccaarree CCiittyy»»ss BBeesstt PPrraaccttiiccee::LLiicceennssiinngg PPrroocceessss
The value proposition of Dubai Healthcare City to
our stakeholders is the quality of healthcare that
we deliver through our world-class governance
structures and the establishment of an integrated
continuum of care supported by education and
research.
DHCC is governed by the Center for Healthcare
Planning and Quality (CPQ) - DHCC’s regulatory
arm, which is responsible for maintaining the
highest international standards of healthcare
delivery in DHCC through its facility and
professional licensing, clinical planning and
reporting, and quality improvement and oversight
programs.
In addition, the Center for Healthcare Planning
and Quality develops clinical and non-clinical
regulations, conducts reviews of designs of
facilities and collects and analyzes statistical data
from healthcare providers through an integrated
Health Information Reporting and Analysis
System (HIRAS).
AApppprrooaacchh
Driven by the necessity to address the licensure
gap in the market, CPQ developed an innovative
framework for licensing of the facilities that set up
in DHCC as well as healthcare professionals
practicing in DHCC. Through its robust and
stringent processes, DHCC has succeeded in
facilitating the establishment of state-of-the-art
facilities with world-renowned healthcare
professionals in various specialties.
As mentioned above, the CPQ Licensing Process is
applicable to both healthcare professionals
wanting to practice in DHCC and
‘Facilities’/organizations wanting to establish a
base in DHCC. Our Licensing Process can be
customized for adaption by all industries as
required.
DHCC’s Licensing Process has four key stages that
include:
1. Initial Screening
2. Primary Source Verification
3. External Licensing
4. Re-licensure
Initial Screening
l Licensing guidelines with minimum licensure
requirements have been developed and are
available online http://www.cpq.dhcc.ae/
l In addition to the guidelines, the complete
Application package is available online which
invites applications from all over the worldl Prior to formal applications, one-one
interviews are conducted with all applicants
by the Licensing Team to assess eligibility
prior to official applicationl Overseas applications are addressed through
teleconference calls and emailsl Once the candidate is advised of eligibility,
he/she is required to submit all necessary
documents/credentials during this screening
stagel The Application Processing fee is chargeable
only after the candidate passes the initial
screening and has submitted all required
documents and credentials – this has
positively encouraged interest from a larger
number of professionals and enhanced the
credibility of our systeml In addition, professionals that are not
currently seeking employment in DHCC but
wish to be licensed for future opportunities
and be affiliated with DHCC’s standards,
would be applying for a ‘Letter of Acceptance’.
This allows us to develop our database of
operating professionals in Dubai and the
region.
Primary Source Verification (PSV) Key credentials
of the applicant individual/organization are
identified for verification.In the case of
professionals, key credentials such as educational
certifications including degree and post-
graduation credentials, previous licensure
obtained, certificate of good standing, board
certification (if applicable), experience are all
validated through sending Verification Request
Forms to validating agencies such as universities
and boards.
If the applicant is an organization, past
experience of the operator, previous licensure
to operate, business plans, clearance from
insurance companies, financial/banking
statements etc are verified through sending
Verification Request Forms to validating
agencies such as boards, banks and insurance
companies.l In order to ensure an effective network of
communication with the validating
authorities, the Verification Request Forms are
translated in seven different languages
(English, Arabic, French, Chinese, Spanish,
German, and Italian). This has assisted in
reducing the response time to validation
requests hence positively impacting the entire
licensing process.l In uncommon instances where a response
from the Verification body is not received
within 3 weeks, the individual
applicant/applicant organization is invited to
contribute in the follow-up processl PSV for all applications is concluded within 5
weeks of application.l After successful PSV, the credentials are once
again reviewed internally by the Licensing
Team to assess completeness and readiness for
the next stage in the application process. If the
applicant is a facility, DHCC conducts a “Pre-
Operating Assessment” survey prior to
approval for the next stage in the licensing
process.
EExxtteerrnnaall LLiicceennssiinngg
Through this unique stage of our licensing process,
the final decision for licensure is undertaken by an
independent Licensing Board that is supported by
a number of Councils in respective areas of
licensure as demonstrated in the diagram.
CCPPQQ EExxtteerrnnaall LLiicceennssiinngg AAuutthhoorriittyySSttrruuccttuurree
This Licensing Board is an independent body and
is comprised of a number of international, world-
renowned technical experts in the fields of
healthcare, law and quality. The Licensing Board
15
2009
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Nominated Good Practice Dubai Healthcare City
has the ultimate power for granting licenses to
professionals and facilities in DHCC. Furthermore,
all policy decisions regarding the licensing process
and criteria are approved by the Licensing Board.
DHCC’s Licensing Board is a member of the
International Association of Regulatory
Authorities and is in full collaboration with the
Federation of State Medical Boards (US), National
Board of Medical Examiners, Federation of
Medical Regulatory Authorities in Canada,
Educational Commission for Foreign medical
Graduates, Royal College of Physicians and
Surgeons in UK and the Medical Council of
Canada, among others. This board is appointed by
the DHCC Board of Directors and has been active
since 2005.
The Councils are stand-alone expert assessors
appointed by the DHCC leadership team with a
mandate to make recommendations to the
Licensing Board in matters pertaining to licensure.
In case an application is denied, the applicant
reserves the right to appeal the decision of the
Licensing Board and the application would be re-
examined in view of any new information
submitted.
The advisory nature of the board has contributed
tremendously in enhancing the licensing standards
in DHCC, facilitation of exposure to international
best practices in the area of licensure and by
providing a platform to exchange information,
ideas and knowledge in an ever-evolving industry.
RRee--LLiicceennssuurree
The re-licensure process entails renewal of the
license of the professional/facility for continued
operation in DHCC. This process is repeated once
every two years of operation.
For healthcare professionals, the re-licensure
criteria include:
l Achievement of the required minimum
Continuing Medical Education (CME) credits
per category, l An active and current medical malpractice
insurance, l Continuation of employment in DHCC, l Valid and current Basic Life Support Training
In addition, all surgical procedures/interventions
practiced by a professional during his employment
in DHCC are verified against his/her clinical
privileges and his/her verified credentials.
DHCC’s Health Information Reporting and
Analysis System (HIRAS) – allows us to collect
data on all procedures performed by all healthcare
professionals to control practice of unauthorized
procedures or treatments.
For facilities seeking re-licensure after two years of
operation, a comprehensive ’18th-month-
comprehensive-assessment-survey’ needs to be
passed to ensure appropriate clinical standards of
practice are adhered to throughout the operation of
the facility.
AAsssseessssmmeenntt aanndd RReevviieeww ooff tthhee LLiicceennssiinnggPPrroocceessss
The licensing process is assessed and reviewed
periodically for effectiveness and scope for
improvements through the following mechanisms:
1. Conducting Benchmarking exercised – so
far, we have participated in benchmarking
exercises with public and private sector
licensing organizations in the UAEand the
United States.
2. Partnering and collaborating with Local
and International bodies - We have formed
alliances and collaboration agreements
with various local public and private
sector organizations in order to assist them
with their licensing-related services.
Through this, we have further refined our
Licensing Process and expanded on our
degree of expertise.
3. The Licensing Team assesses adherence to
the process through conducting inter-
departmental audits, Lean Value Mapping
with international brands such as General
Electric (GE) for process improvement
RReessuullttss
1. Perhaps the biggest indicator of the
effectiveness of our Licensing Process is
the satisfaction level of our patients with
the quality of care they receive in DHCC-
based clinics and hospitals. This is
corroborated by a patient satisfaction score
of 89% that is at par with international
WHO benchmarks.
2. The average Licensing Timelines have
reduced by 25% since 2006 due to
implementation of effective assessment
and review strategies for the process.
3. In addition, the satisfaction of our
professionals and facilities with the
Licensing Process has been continually
increasing steadily since 2006 from 71% to
80% in 2008.
16
Profile
17
2009
Sharjah Islamic Bank [previously known as
National Bank of Sharjah] was incorporated in 1975
as a public joint stock company by an Emiri Decree
issued by His Highness, the Ruler of Sharjah, to
provide commercial banking services to the public.
However, the bank has transformed itself from
conventional banking to Islamic banking to be in
full compliance with Islamic Shari’a rules and
principles. The transformation was successfully
completed on June 01st 2002 which is considered to
Sharjah Islamic Bank
be the first of its kind in the world. SIB’s products,
processes and systems went through complete
change as it evolved within record time into an
Islamic bank, offering interest free services and
delivering its commitments to both the business
world and to the community. The concept of
“Financial services with a conscience” got a new
epitome - Sharjah Islamic bank. While the bank
enjoyed services from consultants the change was
brought about by SIB’s committed associates who
worked together towards the fulfillment of this
goal. This very team is also responsible for the
growth SIB has enjoyed ever since, establishing its
position as Sharjah’s largest bank and one of the
most promising institutions in the world.
Since its inception, the Bank has enjoyed an
accelerated rate of growth and now operates
through a network of 22 branches and 84 ATM’s
covering the Emirates of Sharjah, Dubai, Abu
Dhabi and Fujairah supported by a 24/7 contact
Center. SIB currently employs over 750
empowered associates who ensure that the best of
services are available to our customers.
SIB’s commitment towards Customers, associates,
society and its stakeholders are evident from the
numerous awards and recognitions it has won and
internal milestones that it has conquered. At a time
when financial institutions worldwide are facing
challenging times SIB is continuing its march
towards excellence, by the solidness of its
processes, the commitment of its associates, the
transparency in its objectives and above all by the
grace of god.
SIB’s Goals
SIB is guided by its Vision, Mission and its values.
These are reviewed collectively every year and
objectives are set in a very systematic manner by
the top management. These objectives are
communicated across the organization and
cascaded down into Divisional goals, individual
objectives and action plans. Structured review
programs ensure follow up, measurement of
progress, learning and improvement.
SIB’s People
SIB has expanded at a very fast rate thanks to the
commitment of a creative talented and diverse
workforce. The satisfaction of associates is
measured regularly. They are given learning and
development opportunities in line with the best
practices in the industry. They are coached and
empowered as part of the Performance
Management system and involved in
improvement projects. The suggestion schemes
provide them to be actively involved in making
our processes better and better. The plethora of
communication channels ensures that they
understand the pulse of the organization at all
times. The numerous rewards and recognitions
ensure that SIB’s associates feel valued and
important.
UAE Nationals are an important element of SIB’s
workforce and their development is a high priority
focus area; implemented through planned
initiatives & career advancement programs.
National Development Programs
SIB has built and implemented several unique
programs towards realizing its commitment to the
community. There are multiple programs to ensure
that the best local talent is acquired groomed and
retained to take up challenging roles in the
organization.
SIB’s Products and Services
A well trained and empowered workforce delivers
these services to the customers. Customer
perception and internal indicators are studied and
corrective actions are taken regularly to enhance
customer experience.
l Retail Products & Services Y Current Account Y Saving Account Y Hassalati Account Y Watani Account Y Fixed Deposit Account Y Islamic Credit Cards Y Car Finance Y Home Finance Y Personal Finance
l Major Real Estate Products Y Murabaha on Plots of Land / Buildings Y Istisna Y Ijarah Financial Lease
Y Musharaka / Forward Ijarahl Corporate Solutions
Y Ijarah (Assets Rental) Y Istisna’a (Contracting) Y Musharkah (Partnership) Y Murabaha (Pre-agreed profit) Y Cash ManagementY Trade Services l Letter of Credit l Letter of Guarantee
l Investment BankingY Asset Management Y Portfolio Management Y Fund Management Y Wealth Management Y Investments Y Structured Finance Y Equity Investments Y Financial Advisory Services
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd::
l Understanding of the practical application of
the EFQM Modell Understanding of Strengths and AFI’s within
SIB in all the 9 criterial Implementation of several projects to cover
the gapsl Mentoring and valuable tips from the DQA
team
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss ::
l Start Nowl Enrol a huge team as assessorsl Speak to previous winners, they would be
very willing to helpl Create a huge team to manage the project
19
2009
18
Nominated Good Practice Sharjah Islamic Bank
Jan Feb March April May June July August Sept Oct Nov Dec
Cycle 1
Assessment
SQ shall measureCustomer Perceptionand InternalPerformance Indicatorsfor 3 months
T&D will test productand process knowledgeof associates throughonline testing
Training and Coaching
T&D will Train and
Coach associates based
on results of previous
cycle
Top Branchand ServiceStar wouldbe rewarded
Cycle 2
Assessment
Training and Coaching
Top Branch andService Starwould berewarded
Cycle 2
Assessment
Training and Coaching
Top Branchand ServiceStar wouldbe rewarded
Assessment and Rewarding Criteria was decided as belowl To decide the Service Star (Role Model associate in Customer Service)
S. No Assessment Method Criteria Weight age Scoring
1
2
3
4
5
T&D will conduct onlinetests on product andprocess in each cycle
20% In or OutMust score 100% inthe test
SQ will monitor dailyattendance
Should have record of 0late coming in the cycle
20% In or Out
SQ will conduct Customersurvey in branches wherecustomers would be askedto identify the name of theassociate who served themto satisfaction
Must be in the top 5who scores maximumreferences in thefeedback form
20% 1 to 5
T&D monitors attendancein Training and Coachingsessions
Must have attended alltrainings and coachingassigned
In or Out20%
T&D conducts online examabout general bankingconcepts in each cycle
Must be in the list of top5 scorers
1 to 520%
S. No Assessment Method Criteria and Target Weight age Scoring
1
2
3
4
5
6
7
8
Customer feedback formsat the branches wherein allaspects of service are ratedon a 1 to 5 scale
15 1 to 5Must score 5
Customer complaints arerecorded by the call centre
Must have 0 complaints 15% 1 to 5
Each and every transactionmade by the tellers aredouble checked by theData control departmentby comparing the voucherswith the system entries
Must have less than 1%errors
15% 1 to 5
Each and every applicationfilled by the CSR’s andCSO’s are checked by theRetail Credit Department
Must have less than 5%errors
1 to 55%
SQ and Audit divisionaudits the branches andrecords observations
Must have 100%compliance
1 to 510%
T&D monitors theattendance of branch staffin all assigned trainings
Must have 100%attendance
1 to 510%
T&D conducts onlineproduct process tests ineach cycle
Must have 100%participation
1 to 510%
Branch Financial Targets Must achieve 100%targets
1 to 520%
The short listed list of role models is presented to the respective Branch Managers and Head of RBG who
makes the final selection.l To decide the Service Star (Role Model associate in Customer Service)
TThhee CCuussttoommeerr CChhaammppiioonnss PPrroojjeecctt
The Customer Champions Project is a joint
initiative of three departments which are Retail
Banking Group (RBG), Service Quality (SQ) and
Training and Development (T&D). The objective of
the project during conception was boosting the
level of Customer Service in the branches. This is
line with the CEO’s Balanced Score card which sets
a target of 80% customer satisfaction. Moreover the
RBG strategy is in line with the CEO’s Balanced
Score Card.
As the first step, T&D designed and conducted a
Course on Customer Service to associates serving
in the front end in all the branches. The course
facilitated a brainstorming session from which the
following information was derived.
RReeaassoonnss ffoorr ppoooorr CCuussttoommeerr sseerrvviiccee aatt tthheebbrraanncchheess
l No regular measurement of Customer
Perception
l No regular measurement of Internal
Performance Indicators other than Branch
Financial Targetsl No initiatives to motivate well performing
associates or branchesl No regular training and coaching for
associatesl Poor Product Process Knowledgel No empowerment to branch associates to
drive customer service initiatives in the
branches
These findings were presented to the RBG
stakeholders and a project was conceived with the
following areas of responsibilities
l RBG- Project Sponsorship and Rewardingl T&D- Training and Coachingl SQ- Measurement of Customer Perception and
Internal Performance Indicators
Stakeholders were identified from each area and
the following deliverables were agreed upon
The short listed list of role models branches is presented to the Head of RBG who makes the final selection.
21
2009
20
Nominated Good Practice Sharjah Islamic Bank
RReewwaarrddiinngg
Rolling Trophies were chosen for the Top Branch
and Service Star. Certificates were designed. It was
decided to give away the rewards in the Branch
managers meeting that happen during the
rewarding period. The event is covered by the
Media and the news is communicated to all
associates through the SIB portal and email
messages. After each awarding the dashboard of
each branch is sent to the respective branch
Managers
TTrraaiinniinngg aanndd CCooaacchhiinngg
After each cycle a dashboard would be created for
each branch. Areas where targets are not reached
are identified and trainings and coaching are
designed with support from Subject Matter
Experts. The in house trainers visit each branch
and deliver the trainings. Feedback is taken after
each training.
Though the project was initially conceived to
improve Customer Satisfaction, it evolved into an
all encompassive process that was in sync with the
following strategic goals of the bank outlined in the
CEO’s balanced Score Card.l Increase customer satisfactionl Improve Process Excellence
l Develop people through Training and
Developmentl Achieve Financial Targets
PPrroojjeecctt IImmpplleemmeennttaattiioonn
l The Launch of the Project
The Project was launched by an email sent to all
associates from the CEO in March 2008. This was
followed by a formal launch at the Emirates
Institute of Finance and Banking studies. All
associates were invited and trained on the
following
l Objectives of the projectl Project Teaml Assessments and Criterial How to win the awards
This was also communicated to the branches
through multiple channels to ensure complete
understanding of the objectives and the process.
Before the launch of each cycle, the project team
sits together and plans out the details and the
schedules. Problems are discussed and solutions
worked out. All communication is carried out as
per an agreed communication plan. Problems were
usually faced in the following areas.
S. No Problem Solution
1
2
3
4
Resistance due to lack ofawareness
Training and Development explains theobjectives and criteria in each cycle of thetraining
Mal practises in collecting feedback forms SQ does surprise audits to ensure compliance.Branch Managers are clearly instructed toensure compliance
Allegations made by shorlisted branches/service starswho fail to win the award
One to one communication, explaining thedashboard after each cycle
Allegations made by shorlisted branches/service starswho fail to win the award
One to one communication, explaining thedashboard after each cycle
Based on the findings corrective and preventive
actions are taken. Some of the initiatives are given
below.l Better and clearer communicationl Surprise auditsl Appointment of a project stakeholder in each
branch who would coordinate with RBG, SQ
and T&D
Test 1
l Redesigning of Trainingsl One to one communication with Branch
Managers who are not achieving targetsl Adding of new criteria and refining of existing
onesl Launch of e Learning projects to increase
awareness of products and services
April 14th and 15th 2008 45 14 3
Test 2 October 7th and 8th 2008 48 29 7
Test 3 March 04th and 05th 2009 86 50 23
Test Number Dates Participants candidateswho passed
candidatesscoring 100%
RReessuullttss
Increase in Product and Process Knowledge
Observations
In the last test, there has been an increase of 80% in
attendance, 72.4% increase in passing and 230%
increase in 100 % scorers. The team owes this to the
launch of e Learning module, better communication
and more involvement of the branch Managers.
The team expects 100% passing based on thecurrent trend of 72.4% increase
Increase in Training Attendance
After Training attendance was chosen as one of the
criteria, the branch managers are ensuring
maximum attendance. However people could be
absent due to sickness and other unavoidable
reasons. The team is expecting a standard result of
90% attendance.
Increase in Training satisfaction
The formal and informal feedback received during
the trainings was used to constantly refine the
training contents and methodology. The team is
targeting 100% satisfaction in the next cycle
Increase in number of feedback forms received
1 65%
Cycle Number TotalSatisfaction
Increase
2 74% 9%3 86% 12%
AAsssseessssmmeenntt aanndd RReevviieeww
During and after each cycle the following are
reviewed
l Number of customer feedback forms receivedl Training attendance
l Training feedback formsl Number of branches achieving the targetsl Relevance of each of the criteria (based on ease
of getting data, feedback of RBG stakeholders
and consensus of team members)l Pass rate in online tests
1-2 28%Cycle Number Total Satisfaction
2-3 45%
Since there is no method currently to measure total
number of customers walking into the branch,
realistic targets cannot be set. The team is satisfied
with the number of forms received and would like
to maintain the same
Increase in number of branches achieving all the
targets set
1 2
Cycle Number Number of branches (out of 22 branches)
2 33 5
1 96%
Cycle Number TotalSatisfaction
Increase
2 98% 2%
3 99% 1%
The Team is expecting 8 branches to meet all
targets in the next cycle and to achieve 100% by the
10th cycle.
23
2009
22
Profile
ADGAS, a pioneer LNG producer in the gulf
region was set up in 1972, to implement the
directives of His Highness late Sheikh Zayed Bin
Sultan Al Nahyan, founder of the UAE, and His
Highness Sheikh Khalifa Bin Zayed Al Nahyan,
President of the United Arab Emirates and Ruler of
the Emirate of Abu Dhabi, to put an end to the
flares that wastefully burnt the gas extracted with
crude oil and to efficiently utilize this natural
resource and produce clean energy to be sold in the
international market. From inception, ADGAS has
been closely associated with Tokyo Electric Power
Company (TEPCO) of Japan. This unique and
successful relationship was strengthened with the
signing of a new agreement in terms of which
ADGAS would double its LNG production from
1994, and this would be purchased by TEPCO
throughout the agreement’s 25-year period to 2019.
Over the years, ADGAS has diversified into selling
its products in the global energy marketplace
(USA, Europe and Asia) through term contracts as
well as spot deals. ADGAS’ plant is located on Das
Island and comprises of 3 production trains and
associated utilities and other facilities, to produce
Liquefied Natural Gas (LNG), Liquefied Petroleum
Gas (LPG), Paraffinic Naphtha and Sulphur.
ADGAS currently produces around 8.4 million
metric tons of these products.
SSttrraatteeggiicc TTrraannssiittiioonn
To lay the foundation for a major strategic
transition from predominantly a producer and
marketer of LNG to assuming a broader role in the
country’s energy strategy, ADGAS redefined its
vision and purpose in 2007. The newly formulated
vision and mission sought to leverage ADGAS
solid reputation for safety and reliability in the
LNG & LPG business, whilst playing a broader role
in the energy strategy of UAE through the
transportation of off-shore gases to onshore areas
for meeting domestic energy demands. The vision
also reinforces ADGAS’ role as a responsible
corporate citizen in terms of minimizing its
environmental footprint and adoption of an
aggressive strategy for UAE Nationals’
recruitment, training and development. Some of
ADGAS’ major projects of bringing associated low
pressure gases (OAG project) and high pressure
gases (Integrated Gas Development – IGD project)
to onshore areas, are a reflection of the new vision
of closely aligning with the UAE’s energy strategy.
ADGAS Vision
“We will play a key role in the LNG and natural
gas industry, creating wealth and value,
implementing the National Energy Strategy and
serving our valued customers and community in a
socially responsible manner.”
HHeeaalltthh SSaaffeettyy aanndd EEnnvviirroonnmmeenntt
From its beginning ADGAS has not only been a
pioneer in LNG production in the Middle East, but
it had an emphatic goal of environmental
responsibility long before it became the concern of
so many companies today. ADGAS manages the
environmental impacts arising from the
Company’s operations through the deployment of
an ISO 14001 certified environmental management
system. ADGAS has put in place a comprehensive
strategy to implement an accelerated realization of
the goals of reduction in flaring and emission to a
level of near zero by 2012 and has made significant
investments to achieve this objective by upgrading
its sulphur recovery units, installation of a 3rd boil
off gas (BOG) compressor and designing and
implementing innovative solution to minimize
flaring through a number of flare handling and
emission reduction schemes.
AA DDrriivvee ttoo EEmmiirraattiissee
Achieving ADNOC’s target of having 75% Emiratis
in its workforce is one of ADGAS’ key business
priorities and ADGAS places great emphasis on
increasing the UAE national intake and in building
their capabilities deploying competency based
development systems.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr DDQQAA
l The rigorous process involved in preparing
the submission enabled a fresh end-to-end
view of our organizationl Helped reinforce commitment to “excellence”
and “continuous improvement” as a key
element of our culturel The feedback by the independent assessors
provided a diagnostic to help us focus on areas
for improvement l Provided ADGAS with an opportunity to
learn from “others”
Abu Dhabi Gas Liquefaction Company Ltd (ADGAS)
AAddvviiccee ttoo FFuuttuurree AApppplliiccaattiioonn
l Ensure Leadership is firmly committed to
excellence initiativesl Cross-functional excellence team should be
established to promote awareness, gain
organization-wide buy-in and act as quality
facilitatorsl Excellence team should be trained to carry out
self-assessments and address areas for
improvement in a timely mannerl Regularly benchmark approaches and
outcomes and implement actions to close out
gaps.
25
2009
24
Nominated Good Practice
information from undesired events into the
knowledge base for the benefit of its employees to
avoid any such incidents in the future. All such
bulletins, related “Flashes” and “Alerts” are
archived and available through the Intranet system
to provide the appropriate knowledge database for
all employees throughout the company.
AAsssseessssmmeenntt aanndd rreevviieeww
ADGAS management team maintains a solid
understanding of both internal and external
drivers for change including technological
advances in core process technology. Management
responds by examining the impact of such changes
and putting in place schemes and programs as part
of the strategic planning process. The RCA reports
and analyses with respect to ADGAS’ key
Elements provide the basis for focused corrective
action at the corporate level. Improvement actions
are tracked through a database of RCA
recommendations with quarterly updates
provided to management and shareholders. The
process has undergone several improvements over
the years and is now related to AIRMS
p r o c e s s e s a n d discussed as part of the
AIRMS review meetings with the process owners
and element champions. The RCA Report is one of
the ADGAS Management team mechanisms for the
review of change initiatives, assignment of
priorities and progress tracking through
management forums of Monthly Management
Team Meetings.
The lessons learned through the RCA Process and
the subsequent Reports and Flashes are
disseminated through electronic and bulletin
board postings. Based on the criticality of the RCA
outcomes, often the event is recreated as an
animated film or graphic presentations and
communicated to the wider oil industry and group
companies in Abu Dhabi and even internationally
through the foreign shareholder organizations, so
that learnings from ADGAS experiences are
effectively translated as a knowledege base for the
industry as a whole.
ADGAS was able to effectively use the RCA
Reports to identify critical areas of concern beyond
the simple direct cause of an incident. The ability to
address latent causes continues to be used to
generate corporate-wide improvements from the
analysis of individual area deficiencies. Improving
performance results are reflected in the overall
performance measures.
Management and review mechanism to ensure
process efficiencies are deployed through KPIs to
measure and manage each of the objectives that the
process seeks to deliver.
advantage of each new development.
DEPLOYMENT: Development of the Root Cause
Analysis Process
In order to embed reliability and integrity as part ofthe culture, ADGAS began development of aformal Asset Integrity and Reliability ManagementSystem (AIRMS) in 2005. ADGAS completed itsimplementation in 2007 and is now engaged inusing it to improve overall business performanceat a technical level. This system provides a holistictool for managing the AIRMS Policy through aframework of 8 elements with element championsdrawn from the Management Team. The linkage ofthe top management personnel to the key elementsmade it a natural progression to identify failures inthe system with deficiencies in the deployment ofthe Elements. This creates a feedback mechanismon the system effectiveness that transcends theindividual failures that occur in specific areas. Thisapproach permits corrective action to impact areasthat have not yet had a failure incident, from thelessons learned.
ADGAS has established organization-widereporting mechanisms to track progress in all of itskey processes. In addition to the PerformanceContract, KPI’s specific to individual departmentsare tracked and reported. Action tracking registersare used to follow critical tasks to completion. RCAis one of the processes utilizing such formalmechanisms and public reporting of results (viathe corporate intranet).
RCA is a well-structured process within ADGAS to
study the latent causes of equipment failures,
leading to corrective actions, and learning from
factual experiences to prevent recurrences. Over 50
personnel from the plant, engineering and
Integrity & Quality Departments are formally
trained to conduct RCAs.
Corporate knowledge of safe and efficient
operations is retained and transferred through the
extensive competency based development
programs. RCAs, integrity or safety incidents –
internal or external, in a “Lessons Learned”
bulletin format or through flashes (RCA flashes,
Production flashes, safety flashes) is built into the
development programs to effectively translate
UUssee ooff RRoooott CCaauussee AAnnaallyyssiiss ((RRCCAA)) ttooddrriivvee ccoonnttiinnuuoouuss iimmpprroovveemmeenntt..
Objective: Institutionalize continuous
improvement through the accurate identification
of primary causal factors and the integration of
tracking to insure effectiveness.
APPROACH: Build on previous systems to
improve the effectiveness.
ADGAS’ current leadership has inherited the
legacy of adopting best practices, passed on by its
shareholder organizations, and has constantly
strived to foster and build upon this culture of
excellence. Continuous quality improvement has
been a value system and a core belief underlying
all ADGAS’ endeavors for a long time. A key factor
inherent to achieving business excellence is a
performance based culture which is firmly
entrenched within ADGAS since 2003 and guides
every aspect of our operations. Outcomes of RCAs
are one of the inputs that ADGAS Management
Team employs to set challenging targets and finds
expression in the constant improvement to the
KPIs included in the performance contract.
Examples relevant to the Root Cause Analysis
include:l Production effectiveness (reduction of
opportunity losses)l Operating cost & net profits l Plant reliability & effectiveness
The Strategic planning process establishes the
mechanisms for developing ADGAS’ strategy and
deriving objectives for the company and its
Divisions/Departments. The Asset Integrity &
Reliability Management System (AIRMS)
formalizes Processes required to achieve excellence
in asset integrity and longevity. The RCA process
is one of the components of ADGAS’ AIRMS
system development and builds on a long history
of attention to process integrity and safety. As the
understanding of failure management progressed
from equipment life-cycles to human behaviour
and training to the current organizational enablers,
ADGAS has improved its systems to take
Figure 1: The effectiveness of the RCA method is reflected inthe decrease in incidents requiring an RCA.
Figure 2: The RCA’s are linked to the ADGAS Strategy Element they impact. This focuses initial efforts on the most criticalsystems to maximize improvement impacts.
Abu Dhabi Gas Liquefaction Company Ltd (ADGAS)
Figure 3
27
2009
26
Nominated Good Practice
RRssuullttss aacchhiieevveedd
The primary results expected from this practice are
the improved operations and reliability of the plant
operations. By focusing on the underlying causes
of failures ADGAS is able to implement corrections
that impact the entire organization instead of the
immediately affected department. Trends of key
indicators and benchmarks show that ADGAS has
been successful in applying this practice in several
areas.
Plant availability: The availability of ADGAS
plant is measured by the total capacity less planned
downtime (for shutdown and planned
maintenance). Comparison with world-wide LNG
industry benchmarks as part of an industry
benchmarking exercise suggested that ADGAS
was best-in-class as reflected in mostly higher than
the benchmark availability of 92%.
Plant Reliability is defined in terms of
unscheduled down time compared to total
available period in average percentage for all three
trains. The unscheduled down time, in hours, is
calculated by considering the duration of Trips
(TRP) and Forced Shutdowns (FSD), while the total
available period is calculated by converting the
total number of days per year into total number of
hours.
Plant Effectiveness is defined in terms of LNG
controllable losses, in 1000’s tons, compared to the
LNG Production plan. This KPI measures the
production effectiveness of the plant which is
impacted by train trips, forced shut-downs to the
plant (unplanned), the impact of aging and de-
graded plant conditions and shipping delays (if
any) resulting in slowing down of plant production
capability. The improving trend in recent years is
the result of concerted efforts to improve the
effectiveness of ADGAS’ production capabilities.
Opportunity losses: ADGAS has over the last
several years controlled its opportunity losses
through vigorous pursuit of improvement
opportunities and as a combined outcome of
investment in technical schemes, asset integrity
and reliability management systems & RCA.
Attached is a graphic presentation of the
continuously improving trend in opportunity
losses (figure 7), which is a large contributor to
delivery of production above planned levels
(figure 6) on a consistent basis. ADGAS investment
program addresses measures to counter the
incidence of opportunity losses through detailed
analysis of the contributors and focused
improvement schemes to remedy root causes.
Trends of Leaks, small fires and recordable
injuries: These are key indicators of the
effectiveness of corrective actions taken as a result
of the Root Cause Analyses done after previous
incidents.
Abu Dhabi Gas Liquefaction Company Ltd (ADGAS)
Figure 4 - Plant Reliability
Figure 5 – Plant Effectiveness
Figure 6 – LNG Production
Figure 7 – LNG Opportunity Losses
Figure 8 – Loss of containment
28
Profile
Joyalukkas Jewellery (JAJ) is a leading retail
jeweller, with a strong presence in the field of Gold,
Diamond, Precious and Pearl Jewellery. Formed in
the year 1956 in India, JAJ started its UAE
operations in 1987. Today, it has spread its reach to
over eight countries in the world, and employs
over 3000 people worldwide, providing quality
products and services to its customers. It is also the
first jeweller in the Middle East to be certified with
both ISO 9001 and ISO 14001 Certificates.
The vision of the company is to “To become a
global brand by ornamenting the world”.
The mission statement of the company is” To
improve and enrich lives everywhere by offering
extraordinary lifestyle solutions backed by
incomparable value additions, adhering to
globally approved processes and norms and
creating a successful value- chain for our
associates”
29
2009
The Chairman, Mr. Joy Alukkas, strongly believes
that “Customers come first”, and ensures that a
constant effort is made to introduce innovative
ways to satisfy their needs. JAJ offers its Customers
over 40 brands and more than 100,000 designs. In
2007, JAJ opened largest jewellery showroom –
“Big Joy” - in Dubai. It also has to its credit the
“World’s Largest Jewellery Showroom “in India.
Joyalukkas Jewellery tries to set a comfortable
ambience to its Customers, to enhance their
shopping experience. Joyalukkas Jewellery has
taken one step further in the quality standards, by
being the first and only jeweler in the Middle East
to be accredited with the new ISO 9001:2008
certificate. The company had added different facet
to its image by bringing innovative ideas like B2B,
Loyalty cards, new website etc. Through B2B
solutions a separate business line was set up to
cater to needs of the corporate clients. Customized
solutions in gold and other products are offered to
satisfy the needs of the clients. Apart from the
business front, JAJ also works proactively for the
benefit of the Society. The company has formed a
separate division called “Corporate Social
Responsibility” (CSR) Division to fulfill its
commitment to Society.
The company dreams of globalizing the brand “Joy
Alukkas” around the world. The company expects
to realize this dream by its expansion plan of
having 100 showrooms across the world by the
year 2011-2012. The company also plans to achieve
a turnover of 1 billion US dollars by the year 2011-
2012. The company has already taken steps to
realize this. The efforts of all the departments are
directed towards the achievement of these plans.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd
l The excellence model imparts an
understanding of global policies in Business
Excellence and Standards and thus helps us
to raise our bar consistently.
l The applicant organisation is assessed by
independent external assessors and give us a
feedback report as to where we stand and
what are the Areas for improvement.
l The need for more data, evidences,
Comparisons will come to light during the
document preperation stage. It helps an
organisation to improve the documentation
and filing process.
l It helps the organisations to share and know
some good practices that are being followed in
different industries and adapt some of these to
their organisation as well.
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l EFQM model is good for each organisation to
improve its quality and excellence.
l The award process is really challenging and
helps an organisation to improve its
standards by realsising as to where it stands
and how much we have to travel.
l EFQM model is comprehensive and it covers
different criteria’s and it measures different
aspects of an organization and shows us what
are our strengths and Areas For improvement.
Joyalukkas Jewellery LLC
30
Nominated Good Practice
31
2009Joyalukkas Jewellery LLC
≈≈MMyy 00..5500∆∆ √√ MMyy HHuummbbllee GGrraattiittuuddeettoowwaarrddss mmyy SSoocciieettyy
IInnttrroodduuccttiioonn
“He, who has secured the good of others, has
already secured his own.” – Confucius
Joyalukkas – “World’s favorite jeweller” – also for
reasons other than jewellery. Our corporate goals
are based on quality and standards, and we have
set clear policies to ensure that we meet our goals.
While we have stringent measures in place to
ensure total in-store customer satisfaction, we have
laid an equally important stress on improving the
condition of the society the world over. For a while,
it seemed alright to simply follow everyone and do
what others around were seen to be doing, and to
be participating in social activities as pioneered by
someone else. Not for long though. Soon,
Joyalukkas felt that its CSR activities needed to be
pushed further with a proper strategy. This is how
the CSR department came into being at Joyalukkas.
CSR at Joyalukkas is a three-pronged activity
arising from the Joyalukkas Foundation, the Blood
Donors Forum and “My 0.50”.
We recognize that a key business challenge for the
future lies in addressing the social issues prevailing
in the world and to build them into our corporate
strategy. Some corporate brainstorming sessions
later, the idea of “My 0.50” was born.
What is “My 50” and how does it work? The
Approach and its Rationale:
We believe that God and man are equal partners in
life. God always does his bit, and we need to do
ours. The box of God’s 0.50 is always full.
Therefore, at Joyalukkas, we decided to do our bit
towards filling the box of our 0.50. That is how we
began the drive for “My 0.50”.
“My 0.50” is a voluntary micro project undertaken
by all the employees of Joyalukkas Jewellery as a
part of its CSR activities. This project was first
initiated in March 2007, and as a part of the strong
belief that, together, we ought to give back to
society what we can. The unique feature of this
project is that it involves each and every member of
the Joyalukkas family.
The company’s staff voluntarily supports the “My
0.50” project by a daily contribution of only 0.50
Fils of their salary to the fund. This operation is
deployed by an automatic deduction of the total
monthly amount from the salary of the employees.
A provision is in place to allow for adjustments,
should any staff member wish to top his monthly
contribution by an additional amount. In addition
to this, the Top Management adds an equal amount
from their personal funds into the “My 0.50” Fund.
The total monthly collection of the “My 0.50” fund
is estimated and projections for Annual Collection
are in place. Thereafter, Fund Allocation is done in
advance so as to ensure a strategic utilization of the
same.
It is fairly easy to succumb to the habit of doing a
good deed once and then forgetting about
sustaining it. Therefore, to walk the talk in a
sustained manner, such thoughts need to be
actioned and put onto a conveyor belt for self-
propelled action. This self-propelled mechanism
has been developed by simply depositing the
salary of the staff into a separate bank account and
entering the details of the same into the software.
Thereafter, the usage of the fund is done in a
transparent manner through the application form
with appropriate scrutiny from various levels. The
fund management can be tracked from the
software, to the very last 0.50 Fils.
DDeeppllooyymmeenntt
The challenge was faced in understanding and
deciding how to channelise these funds. This
paved the way for us to develop an
implementation strategy. The funds raised this way
have been used for various social causes across the
world such as: Medical Treatment assistance to
patients such as those suffering from AIDS, cancer,
renal failure or any other such major ailment, Jail
Rehabilitation, Family Help, Air Ticket, Special
Need, Education, Home Building, Old Age Home
Care, Amnesty Help, Disaster Help, Marriage
Help, Beyond Orphanage, Cloth Distribution
Scheme, Sanitation Scheme in Rural Areas, Self
Employment Machineries, Health Awareness
Campaign, Monthly Caring Scheme, Child Caring
Scheme, etc.
All these programmes are looked after with great
passion by the CSR department at Joyalukkas
Jewellery. They identify those people whom they
feel must be helped and mobilize their resources to
do the needful. All the help extended through the
“My 0.50” project is without any discrimination
whatsoever, irrespective of caste, creed, age,
gender, nationality, religion, etc.
The Fund utilization from “My 0.50” project is
shown below. Each of the above has been
consolidated on the basis of the general nature of
expenses, and the company ensures that this
assistance is provided directly to each of the
beneficiaries by directly traveling to remote places
and disbursements the assistance directly.
Reach (Segmentation & Scope of Deployment)
1. “My 0.50” has helped
to look after 5
orphanages.
2. “My 0.50” has benefited
600 children for
their total education
funding.
3. “My 0.50” has built 8 homes for the
homeless.
4. “My 0.50” has provided a vehicle for remote
station in Africa, where people had no
means of transport for any kind of
emergency.
32
Nominated Good Practice
33
2009Joyalukkas Jewellery LLC
5. “My 0.50” has helped to
build a home that houses
nearly 120 mentally
retarded people.
6. “My 0.50” has provided
for an ambulance in a
rural area in India.
7. “My 0.50” has
rehabilitated 34 people
from jails in the UAE.
8. “My 0.50” has provided
from the establishment of
a tailoring school in an
orphanage in a remote area, with over 10
sewing machines and a full-time teacher. This
way, it aims to not only offer training in a
new skill, but also enables orphans to earn for
their own living in future.
9. “My 0.50” has helped over 92people with
medical treatment.
10. “My 0.50” has helped
over 200 amnesty
seekers by providing
them with airfare.
11. “My 0.50” has offered a
monthly financial
help of about AED
150.00 for nearly 25
families who are in
extreme poverty, with a
physical handicap
which has rendered
them helpless for work,
thus providing them with at least minimum
money to be able to survive.
12. “My 0.50” alsoallocates funds towards
disaster help.
13. “My 0.50” provided warm clothing to nearly
100 children and infants suffering from
extreme cold.
1 Amnesty Help AH 401
2 Air Ticket AT 785
3 Beyond Orphanage BO 28
4 Cloth Distribution Scheme CD 66
5 Disaster Help DH 298
6 Education Help EH 650
7 Family Help FH 102
8 Home Making HM 767
9 Jail Rehabilitation JR 547
10 Monthly Caring Scheme MCS 1,324
11 Marriage Help MH 290
12 Medical Treatment MT 1,066
13 Old Age Home OR 75
14 Self Employment Machinery SE 77
15 House Making Projects HP 267
16 Assistance To Handicapped JH 58
17 Medical Awareness MA 135
No. Type of Assistance Code I n d e x e dAmount
1 Amnesty Help AH 249
2 Air Ticket AT 63
3 Beyond Orphanage BO 47
4 Cloth Distribution Scheme CD 1,542
5 Disaster Help DH 146
6 Education Help EH 1,128
7 Family Help FH 11
8 Home Making HM 16
9 Jail Rehabilitation JR 34
10 Monthly Caring Scheme MCS 552
11 Marriage Help MH 11
12 Medical Treatment MT 92
13 Old Age Home OR 41
14 Self Employment Machinery SE 3
15 House Making Projects HP 8
16 Assistance To Handicapped JH 6
17 Medical Awareness MA 10
No. Type of Assistance Code Number
Future Plans (Review and Action Planned)
Target - Project 11.11.11
Joyalukkas aims that by the date 11.11.11, the “My
0.50” Project shall -
Reach 11 Countries, Involve 110 Companies, &
Benefit 110,000 people.
Our Action Plan to achieve this target is described
briefly as under: The Company has devised several
methods to strategically achieve the above target.
Some of these methods are listed below:
1. A software has been developed to manage the
funds in such a way that all the financial processes,
personal information of beneficiaries, and all
required reports are generated. In future, this will
also be made freely available for other
organizations aiming to independently emulate
“My 0.50” in their own organizations, without any
financial obligation/commitment to Joyalukkas
Jewellery.
2. The company has made a list of Nursing
Associations in Europe and USA. These
Associations are being contacted so as to share this
idea with them and thereby enable them as well to
join the “My 0.50” drive.
3. Joyalukkas Jewellery is also endeavoring to rope
in its large and varied Suppliers and get them also
to join the “My 0.50” drive.
4. Joyalukkas aims to conduct a roadshow for its
loyalty card customers, who are often in a position
to either implement this project into their own
businesses, or influence their organization to do
the same.
5. Joyalukkas also encourages its loyalty customers
to donate their loyalty points towards the “My
0.50” project, thereby enabling its customers from
all walks of society to participate in this noble
cause.
6. Joyalukkas will contact several schools to be able
to involve the school children. This way, they will
not only get this project started in the school itself,
but also influence the young minds of children at
an early stage and teach them to be altruistic.
SSeettttiinngg aa ggoooodd eexxaammppllee::
Research conducted by the Dubai Chamber of
Commerce and Industry revealed that consumers
expect business in the country to engage with their
community. The survey showed that a majority of
consumers consider a company’s CSR activities as
‘very influential’ in their investment in a company.
Therefore, we believe that it also makes good
business sense to promote CSR activities within an
organization. Further, His Highness Sheikh
Mohammed Bin Rashid Al Maktoum Vice
President and Prime Minister of the UAE, Ruler of
Dubai also advocates this message strongly
through the exemplary “Dubai Cares” initiative.
Dubai Catholic Church & PRESKA UAE have
already given shape
to a contribution
scheme in line with
“My 0.50”. JAJ also
has dedica ted
software for this, with a tracking system for all the
funds spent. Should you also wish to embark upon
this project and get “JOY”, and need any more
information to implement this in your
organization, please feel free to contact us anytime.
Email id: If you are interested in MY50 please write
Results & Analysis
Assistance Provided (Value of Assistance and Number of Beneficiaries)
34
Profile
Amana Steel Building Contracting Company,
believes that the pursuit of excellence is only
attainable through persistent and regular revision
of Standards against international best practices.
We at Amana put the experience of 9 years to
continuous scrutiny with an eye on the future.
Keeping a “hand on the pulse” approach, we
managed to gauge the changes in markets and the
ensuing needs of our Clients, realizing that the
completion of a project is only the beginning of a
new undertaking in sustaining our Clients as well
as wining new ones. With our reputation as a
beacon before us, we have managed to instill a
sense of pride amongst our employees, inspired by
reward and the value of accomplishment. In a time
of international markets volatility, we submit our
entry with the conviction of stability and
continuity, and armed with the will of growth and
expansion.
Amana Steel Buildings Contracting aims to
35
2009
become a regional leader in turnkey solution for
commercial and industrial projects. Amana’s
specialty is in providing comprehensive design-
build solutions to the industrial, commercial and
institutional market. Sixteen branches up to date
(Nine in UAE) located in seven countries: UAE,
Qatar, Kuwait, Egypt, Saudi Arabia, Oman and Sri
Lanka). Amana achieved a noticeable growth in the
past few years and put its name among top ranking
Steel Construction Companies. Amana has grown
to over 1,500 professional staff and above 7,000
workers (skilled, semi-skilled and non-skilled).
Our Vision: is to become the regional leader in
designing, constructing and commissioning
commercial and industrial buildings in the Middle
East, Africa and South East Asia.
Our Mission is to provide our clients with the
highest service quality, on time and budget
delivery. We shall achieve this by creating a
partnership between our employees, managers,
and shareholders focused on executing our projects
on Time, under Budget, and within the Quality
requirements. We will perform this in most
efficient and productive manner such as to
generate a reasonable return for our shareholders
& ourselves
Our Values, basic and fundamental shall remain
the guiding light in our dealings internally &
externally. These will be the uncompromising
foundations upon which we build our Mission.
Integrity: the courage to maintain the right from
the wrong without compromise.
Reliability: the ability to deliver on what we
promise without exception.
Accountability: the strength to be responsible for
our own actions and decisions
OOuurr sseerrvviicceess iinncclluuddee::
l Design-Build Turnkey Solutions
Based on the clients’ requirements and
specifications, the company leverages its internal
competencies and experiences to streamline the
project costs and provides the client with value
engineered design.
It also obtains approvals from authorities, and
proceeds to complete the turnkey construction of
the project. The company undertakes a project
based on the requirements of the client as per pre-
approved designs completed by a third-party
engineering / design office. The company designs
steel buildings solutions and undertakes the task of
supplying and erecting the steel structures. This is
typically done for large steel projects such as
power plants and oilfield applications.
IInndduussttrriieess wwee sseerrvvee::
l Agriculture: Equestrian facilities, farms.l Automotive: Showrooms, distribution centers
and Workshops. l Food Processing: factories, cold stores.l Institution: schools, college buildings, social
centers, offices.l Logistics: distribution centers, warehousing
facilities.l Manufacturing: plastics, papers, carpets,
paints, cables, steel mills factories.l Medical: pharmaceutical plants, consumables
plan.l Oilfields/Power/Water: workshops, staging
facilities, pump houses.l Retail: shopping centers, hypermarkets
AAmmaannaa SShhaarrjjaahh
Amana Sharjah was established in 1999 and shares
the Vision, Mission and Values of Amana group in
general. Manned by a staff of over 150 people & a
labor force of over 1750, Amana Sharjah has
completed 120 Projects since its establishment in
1999. These projects include 18 automotive
facilities & 14 Retail amenities, factories,
hypermarket…etc. In Sharjah & the Northern
Emirates, Amana Sharjah continues to retain
clients such as:
l Sharjah Airport International Free Zone
Authorityl Hempel Paintsl Directorate of Military Worksl National Cables Industryl Airbus Industries.l Hamriyah Free Zone
GGeeooggrraapphhiicc SSpprreeaadd
Amana Sharjah is operating in all of the Northern
Emirates i.e. Sharjah, Umm Al Quwain, Ajman and
Fujairah. At present, Amana is constructing Steel
factory Mills in Hamriyah Free zone, Steel Mill in
Fujairah and Operating in Dubai Studio City and
Dubai Investment Park.
MMaajjoorr SSuucccceesssseess
Amana Sharjah has successfully completed 120
projects in the past 9 years and kept a good record
of repetitive clients with certifies satisfaction
reports. Amana always dealt with its clients in the
most professional manner and with integrity.
In spite of many challenges, Amana could
complete projects on time with quality exceeding
clients’ expectations. Amana has recruited and
retained highly professional team of Engineers that
contributed to the success of Amana Sharjah. We
managed to build our own custom-made software
that provides the knowledge to cope with the
business growth and guides the organization to
deal with constant changes.
Furthermore Amana Sharjah has recently (2008)
been awarded by the Vice President & Prime
Minister of U.A.E. and Ruler of Dubai, H.H.Sheikh
Mohammed Bin Rashid Al Maktoum, for the most
Prestigious award for Business Excellence - DQA
(2008). Amana Sharjah is also Certified for ISO
9001:2008, OHSAS 18001:2007 & ISO 14001:2004.
Some of the projects that we have successfully
completed are: Labour Accommodation in DIP,
Airbus Spare Parts Centre, Lulu Hypermarket at
Ajman.
Amana Steel BuildingsContracting Co. LLC, Sharjah
36
Nominated Good Practice
BBeenneeffiittss ffrroomm aappppllyyiinngg ffoorr DDuubbaaii QQuuaalliittyyAAwwaarrdd
l The Dubai Quality Award process allowed us
to scrutinize our current systems and produce
concrete steps to address shortfalls and
increase benefits from processes that we excel
at.l Involving all levels of employees in the DQA
process provided everyone with a greater
understanding of how their individual
contributions help push the entire company
towards achieving the highest quality levels.l With the DQA process we as a company have
a greater understanding of what we need to
do in the next couple of years to improve the
entire Amana experience for both our clients,
suppliers, our employees and shareholders.l With DQA process, we got the opportunity to
benchmark and compare ourselves against the
best industries in construction field.
AAddvviiccee ttoo ffuuttuurree aapppplliiccaannttss
l The Quality Award process is a path towards
excellence and not a destination. Consider the
Award Ceremony to be a check point on your
path towards quality – the work does not stop
here.l It is also important to plan early and have
work groups active as soon as possible. Time
is extremely important as the work required is
quite significant.
≈≈KKnnooww tthhee SSaaffeettyy RRuulleess -- ddoo nnoott lleeaarrnntthheemm bbyy iinncciiddeenntt∆∆
We strongly believe in “Safety first at Construction
site”. Amana’s Management is totally committed
to ensure a Safe and Healthy working
Environment, Also believes that Health, Safety and
Environmental aspects are integral part of each job.
We give prime importance to Health and Safety of
our people as they are exposed to a number of
hazards & associated risks that endanger their
Health and lives. For us Safety is a continuing
process of improvement to which every personnel
can contribute.
37
2009Amana Steel BuildingsContracting Co. LLC, Sharjah
Being awarded by the most prestigious award for
business excellence - DQA, Amana is also certified
for OHSAS 18001:2007 and ISO 14001:2004.
Amana continuously monitors its Integrated
Management System & IMS Policy which
comprises of Quality, Health, Safety and
Environment for its effectiveness at work sites
through regular internal Audits and during
Management Review Meetings.
AAMMAANNAA»»ss IIMMSS PPOOLLIICCYY
This Statement has been developed by AMANA to
stress our belief that the effective implementation
of Integrated Management System (IMS) plays
significant role in doing business and affirms our
commitment to the continual improvement and to
the business excellence.
Amana is committed to:
l Providing quality service to our customers by
on-time completion of contracts, (delivery of
projects), cost effectiveness, service up to the
customers satisfaction in accordance with the
local regulations and following international
standards.l Reducing impacts to Environmental
contamination to acceptable levels by the strict
adoption of the relevant international
standards and local regulations.l Providing particular attention to reduce the
consumption of water and energy by
involving employees on individual basis to
follow Reduce-Reuse-Recycle methodology
and by participating in conservation /
protection of the Environment.l Ensuring a safe and healthy work
environment for employees by increasing
awareness of safety measures.l The effective implementation of the
Integrated Management System in
compliance with ISO
9001:2008, OHSAS 18001:2007 and ISO
14001:2004, and to monitor its continual
improvement through regular training &
developments, value added internal audits,
Customer feedback and through achieving set
objectives and targets of each department.
AMANA Integrated Management System
(IMS) policy is authorized by the General Manager.
The Policy and the associated procedures will be
reviewed regularly and if necessary revised by the
Management and communicated to all the
employees. The Policy will be prominently
displayed at all AMANA workplaces and also
made available in public.
l Strengthening Health and Safety Culture
Safety culture starts at the management level and is
vital in achieving a better and safer environment
for the workers. This is achieved through regular
Internal HSE Audits, Identifying the root causes of
risks and hazards, measuring the effectiveness of
corrective and preventive actions, good and clear
communication to recognize major issues and
prioritizing them and by strictly adhering to IMS
Policy and Objectives.
l Competence
Amana has a team of qualified and competent
Safety Engineers who are providing safety
Induction training, Mock drills, Tool box talks,
providing special training on incidents and near-
misses, carry out incident investigation and Root
Cause Analysis, Summer Programmes and
Emergency Evacuation Programmes to Safety
officers and assistants and finally assess them on
their performance after completing such training.
They are also responsible for maintaining and
monitoring the effective implementation of Safety
at site regularly.
Amana upgrades HSE staff by giving them
opportunity to attend external training in addition
to internal courses.
It is the sole responsibility of the Safety Engineers,
in coordination with the Projects Control Manager,
to implement Safety measures and rules and
provide proper training to all the workers,
including sub contractors’ workers on sites.
Recently the number of HSE staff has been
increased compared to previous years (as shown in
Fig.1), which clearly indicates Amana’s growing
awareness of HSE issues ;
Following (Fig.2, Fig.3 & Fig.4) are some examples
of Safety Induction, Tool box and Special training:
Fig.1 : Increase in number of HSE staff compared to previousyears.
Fig.2 : Number of Induction Training conducted
Fig.3 : Number of Toolbox Training conducted
38
Nominated Good Practice
39
2009Amana Steel BuildingsContracting Co. LLC, Sharjah
The effectiveness of the training is measured by
conducting internal audits by means of a
professionally prepared Safety Audit Check List
(shown in Fig.23, 24 & 25). Injuries resulting from
incidents or other work related conditions, in
addition to the “near misses” are fully investigated
by the Safety Engineer/Officer.
The injuries are usually classified according to the
“severity” into:
1) First Aid,
2) Medical Treatment,
3) Lost Time Injury,
4) Permanent Partial Disability,
5) Permanent Total Disability,
6) Fatality
In case of an incident, routine investigation is
conducted by the Safety Engineer / Officer. Cause
of injury is investigated and recorded in an
Incident Report. The Report is used to ensure that
similar incidents are avoided in the future. Results
from the Incident Reports are circulated to all
related Departmental Managers in order to
implement the corrective action effectively. Safety
Engineer / Officer and the concerned
Departmental Managers are responsible for the
implementation and follow up of corrective
actions. Projects Control Manager reviews the
Safety Plan and recommends improvement if
required. Internal Audits are carried out monthly
by the Senior Safety Engineer, to measure the
Fig.4: Number of Special Training conducted which includes
Mock drills, training on Incidents, Near Misses & Summer
programmes.
effective implementation of Safety regulations at
all sites.
The following Criteria are audited to measure the
effectiveness of the site Health and Safety
standards;
l Safety Management System,l Lifting and Vertical Transportation equipment,l Scaffolding and Formwork support system,l Staff Commitment and attainment,l Welfare facilities and provisions,l Availability, usage and condition of personal
protective equipment (PPE),l Plant / Vehicle and Equipment,l Temporary site electricity and power tools,l Hot work (gas cutting and electric welding),l Fire Extinguishers,l Hand tools,l Site Conditions,l Control of hazardous material,
Below (Fig.5) is a graph showing HSE Performance
in Internal audit conducted in 2008.
EExxtteerrnnaall TTrraaiinniinngg PPrrooggrraammmmee
Amana’s employees attend External training
courses to upgrade their knowledge and
awareness (example of external training are shown
in Fig.6).
Fig.5 : Summary of HSE Performance in Internal audit
conducted in 2008
Fig.6: List of External Training courses attended
Fig. 7 & 8 below shows increase in External safety
training for staff & workers.
Fig. 7: External Safety Training graph for the Staff
Fig. 8 : External Safety Training graph for the workers
l Communication
Amana, believes that HSE sound practice can be
best implemented by clear communication, using
face to face contact with the concerned trainees,
oral team briefings, Tool box talks, clear written
safety instruction, illustrations, ….etc. (see Fig.10).
Fig. 9 : an example of Amana’s Employee Safety Advisor
Registration Card
Examples of certifications and recognition of such
training follows: l Certificate of training course on Green
Building and Green Futurel Certificate of H&S advisor coursel Certificate of Basic Scaffolding and Safety
awarenessl Certificate of First Aid and Saving carried out
by Civil Defence
Fig.10: HSE training given to the workers at site
41
2009
40
Nominated Good Practice Amana Steel BuildingsContracting Co. LLC, Sharjah
FFiirree EEvvaaccuuaattiioonn DDrriillll ccaarrrriieedd oouutt ffoorrAAmmaannaa OOffffiiccee aanndd SSiittee
Amana’s HSE Department arranged a Fire
Evacuation Mock Drill Training for the Main office
and site workers in the presence of the Local
Authorities - Civil Defense and Police to enhance
staff awareness of the Evacuation process and
Evacuation routes.
l Consultation with workers – Welfare
activitiesl Workers Welfare Committee
Amana management consults with the workers as
an effective tool to strengthen the HSE practices at
site. Amana has created a Workers Welfare
Committee ( Fig.13) to identify and resolve their
personal and work related disputes. The workers
complaints and suggestions are studied carefully
before proactive measures are taken for necessary
required improvement.
Fig.11 : Fire Evacuation Drill at Amana site
Fig. 12: Fire Evacuation Drill at Amana office
Fig.13: Workers Welfare Committee meeting
l Amana Clinic Facility
Amana clinic is managed by a competent Doctor
and a male nurse who take care of all the Health
related issues of workers and to deal with mild
injuries.
Fig.14: Amana Clinic Facility
l Use of Personal Protection Equipment.
Amana’s site Safety Engineers/Officers are
regularly monitoring the following :
l The availability of PPE’s at site. l The correct usage of PPE’s. l The proper storage of PPE’s before and after
use.l Instructions/Trainings are provided on how to
use it safely.
To avail good quality PPE (as per the International
standard requirement) Amana deals with only
selective suppliers with best quality safety
equipment.
l Safety Implementation at site – Internal HSE
Audits
Amana management effectively implements its
HSE system requirements at the job sites through
regular monitoring, training and conducting
Internal HSE audits in a schedule regular manner
with the aim to disclose areas of risk. HSE Audit is
conducted by a team of qualified, independent and
competent auditors. These audits are carried out as
per the HSE audit checklist (Fig.16, 17 & 18) that
covers each component of the IMS such as HSE
procedures, IMS policy, Integrated procedures,
Training provided, Competence of personnel etc…
Fig.15: Samples of Personnel Safety Equipment used by
Amana workers at site
Fig.16: HSE Audit Checklist
Fig. 17: HSE Audit Checklist
43
2009
42
Nominated Good Practice Amana Steel BuildingsContracting Co. LLC
Fig. 18: HSE Audit Checklist
l Internal Safety Award
Program
Internal Safety awards are given to projects with
highest Safety measures. The award is given by the
management as an acknowledgement for the site
managements’ strict adherence to Safety standards.
All the job sites are evaluated every month and
based on the audit results a Trophyis given to the
site of the highest score. If any of the job site wins
the award for three consecutive months then a cash
award is distributed on that particular site.
l Examples of few Good Safety Practices
followed at site
HSE Department regularly monitors the HSE
issues at site and uses Safety Record Boards to
record daily safety issues at site. The data on the
board is monitored and usually approved by
project consultant.
For quick and easy access on site, Amana has
provided all its Safety staff with Motorbikes.
Fig.19 : Safety Record Board to monitor daily safety issues
Fig.20 : Edge / Opening protections
l Amana’s Safe Scaffolding system
Amana has adopted a Scaffolding system in
compliance with BS 5973:1993. The scaffolders are
trained internally and are then sent for additional
“External” training and are assessed regularly at
site by the Safety Engineers to maintain best
practice.
Fig.21 : HSE Notice Board displayed at all the sites
l Handling the Work and Workers during
Summer
HSE Department takes special care for those
working on sites during summer to avoid strokes
resulting from extreme weather conditions. The
workers are granted the mid-day ban as per the
local regulations during July and August. Workers
are provided with energy drinks, Pocari-Sweat
throughout the summer.
Fig.25 : Internal Summer programme instruction
l Measuring improvement :-l Health and Safety:
Amana’s HSE Department studies and analyses
information from sites on the frequency rate of
incidents and near-miss (as shown in Fig.26, 27 &
28).
Fig.22 : Scaffolding training at site
Fig.23 : Assembling Scaffolding at site
Fig.24 : Assembling Scaffolding at site
Fig.28 : Analysis of Near Misses.
Fig.26 : Analysis of Total Man-hours.
Fig.27 : Analysis of Frequency rate of Losttime Incident in every “One MillionHours”.
AMANA GREEN
l Contribution towards Building Green
Being Certified for ISO 14001:2004, Amana adopts
the Reduce, Reuse & Recycle methodology to
protect the Environment and this message is
spreaded among all Amana employees..
Amana has adopted double phase - printing and
afterwards those draft papers are sent for
recycling. The computer ink and photocopiers
cartridges and toners are also sent for recycling.
l Participation in National Cleaning Activities
Amana participated in the Cleaning activities on
National Cleaning Day held in Khor-Kalba in 2008
conducted by Sharjah Municipality (shown in
Fig.29).
l Measuring improvement :-
l Environment :
Amana had no certified LEED AP in 2007 and three
of the engineers obtained successfully the LEED
AP certification. In 2009 many more currently
preparing for the exams.Fig.29 : Amana Green Group – Participation in Cleaningactivity conducted in Khor-Kalba by Sharjah Municipality
45
2009
44
Profile
Al Rostamani International exchange is one of
the market leaders in the remittance & currency
exchange business in the country. It is run by
highly qualified and trained professional team of
over 350 collective individuals with the help of the
state of the art technology and systems. The
company has marched from 10 branches in 2003 to
23 branches in 2009. The only institution in the
industry to have a special team to focus on
identification & mitigation of risk in operations.
Our vision is “To be one of the leading money
exchange firms in the country following ethical
business practices while earning the respect of all
our stake holders”
We will be a customer oriented and value creating
company. Being a financial services company, we
will achieve our vision with commitment and
passion, through innovation and technology, and
in an environment of fairness, honesty and
courtesy towards stakeholders is our mission to
work.
OOuurr mmiillee ssttoonnee aacchhiieevveemmeennttss aanndd qquuaalliittyyjjoouurrnneeyy
The First financial institution in the Middle East to
get the coveted ISO 9002:1994 covering all our
branches & operations.
The First Exchange company to be selected as the
Winner of the Government of Dubai’s prestigious
Dubai Quality Appreciation Program Award in the
category – Best company of the year- Financial
(1998)
First Exchange Company which has won the
Recognition as member of the Dubai’s Service
Excellence Scheme. The First Exchange company to
be selected, Winner of the Government of Dubai’s
prestigious Dubai Quality Award in the category –
Best Company of the Year – Financial (2003)
followed by a second time recognition of DQAP
this year for our continued Excellence journey.
Products and Services: The Company offers a wide
range of foreign exchange products and services
including demand drafts in 40 currencies. Multi
currency funds transfers to over 100 countries,
encashment of traveler’s cheque exchange of all
major currencies of the world. The company is also
an agent for leading instant money transfer
services. The company services the leading
corporates’ in the region by its commercial foreign
exchange division, which gives customized
products and a competitive price edge to the
customer.
AARRIIEE AAccttiivviittiieess::
People Care: We always present a challenging
environment to our employees which allow them
to grow personally and professionally.
Customer Care: In order to understand the needs
and expectations and to provide personalized care,
our customers are segmented both at macro level
and micro level. The number of customers which
we serve indicates that we have been successful in
customer retention and acquisition. “The Trusted
Remittance Partner for 3 decades” is our tag line to
conduct business. We fulfill this promise to our
valued customers every day by offering highest
value at lowest price followed by a stream of value
additions.
Preferred Partner of the suppliers: Our strong
brand value and approach of building mutual
relationship have resulted in forging long lasting
partnership with an increasing number of
customer focused suppliers and correspondent
banks.
Community Care: We are a committed corporate
citizen which supports community care projects
such as blood donation campaigns and charitable
initiatives apart from participating in many
government organized community care program.
Shareholder’s Pride: We have been growing
consistently year on year and our net profit has
grown more than 140% since 2004. We have grown
in other aspects such as greater visibility, more
market share and satisfied customer.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd
l The award process has not only demonstrated
our ability to the external evaluation of our
organization’s processes and performance by
a team of trained DQA assessors but also has
given us a tool to self asses our internal
effectiveness.
l The contribution of all the departments to
successful completion of this project had
helped us reinforce and strengthen our values
of Teamwork.l The award application process has helped us
spread awareness of our strive for excellence
throughout the organization and has
successfully boosted employee morale.l The feedback report has given us valuable
inputs on areas to be improved within the
organization and has helped us to develop a
great organization.
AAddvviiccee ttoo ffuuttuurree aapppplliiccaannttss::
l Ensure participation from all necessary levels
of the organization. Brief all participants on
the objectives & advantages of applying for
the award.l Prepare a schedule and timeline along with a
clear description of each team member’s
responsibility.l The overall coordinator is to conduct periodic
review of progress and take corrective actions
wherever necessary until the final document
submission is ready.l The Feedback report could prove to be of great
value. Management should seriously discuss
all findings and shortcomings in the feedback
report.
Al Rostamani International Exchange
47
2009
46
Nominated Good Practice
CCuussttoommeerr RReellaattiioonnsshhiipp MMaannaaggeemmeenntt
During the 3rd Quarter of 2006, we started a study
to identify the performance of various products of
the organization and measure the satisfaction of
our customers.
The study brought to light that the companywide
failure rate stood at a very high level of 2.19% (i. e
2.19 transfers done to various countries by our
customers either didn’t reach the beneficiary or not
reach on time.)
A detailed analysis of the possible causes using the
QC tools such as l Flow chartsl Histogramsl Cause and effect diagraml Pareto charts
was carried out based on the facts. This reveled
some astounding facts which otherwise were
unnoticed. The study also threw up the actual cost
of operation to rectify the errors.
RReessuullttss ooff tthhee ssttuuddyy
The study brought to limelight that
l The company wide failure rate is 2.19%l A decentralized approach was deployed to
handle customer queries and grievances.l This process involved different people and
many departments, third party involvement at
various stages of the queries which delayed
the overall process of settling the customer
queries.l The average time to settle the customer
queries stood at a very high level of 9 days.
AARRIIEE VViissiioonn
To be one of the leading money exchange firms in
the country following ethical business practices
while earning the respect of all our stake holders”
If we wish to be in the forefront and be a preferred
company of our customers, we have to meet the
expectations of our customers and in many
instances exceed their expectations.
AApppprrooaacchheess && AAccttiioonnss
The primary focus of us was to revisit our service
standards and align them and our processes to
meet the expectations of valued customers.
TThhee SSeerrvviiccee ssttaannddaarrddss ooff AARRIIEE
l Customers will be served from the time the
branch opens (as published).l Waiting time will be as short as possible.l Staff will be polite, patient and efficient.l Staff will be highly knowledgeable about the
company’s products and services.l General appearance inside the branch will
always be excellent.l Telephone calls will be answered within 5
rings.l Genuineness of all foreign currencies that
customers buy from us will be guaranteed.l Demand drafts will be honored on
presentation and the proceeds will be
promptly paid to the beneficiary, based on the
clearing system in the destination country and
the drawee banks internal banking system.l Funds Transfer (TT) will be promptly paid to
the beneficiary. This will range from within 24
hours to 7 working days, depending on the
destination country. For justifiable delays, we
will refund the TT charges and pay interest for
the delayed period.l Our exchange rates will be better than that of
published prevailing rates of any bank in the
UAE. If otherwise, the difference will be
reimbursed.
BBiirrtthh ooff aa NNeeww ddeeppaarrttmmeenntt √√ CCuussttoommeerrRReellaattiioonnss
A committee was formed headed by the Quality
Manager to meet our commitments to our
customers and to eliminate the findings of the
study.
The committee set itself a detailed objectives and
clear-cut time frame to address the issues of the
study.
The main objective of the committee was to form a
new centralized team to handle all customers’
related queries & grievances.
The objectives set for the new department are:
l To resolve customer complaints quickly & to
eliminate the root causes. l To communicate with the existing customers
about the new products & services l To maintain a relationship with the existing
customers & manage telemarketing
The department used the state of the art
technology to track and trends on various issues.
The technology was powered by the international
CRM solutions provider, Sage CRM. The
international model was customized to meet our
requirements with the help of external consultants.
All the customer grievances’ were logged in the
CRM module and systematically solved only to get
the appreciation of our customers.
The module is designed in a workflow which
ensures that all the cases logged get due attention
by the concerned agent and escalated to the seniors
based on priorities and escalation rules set to solve
the customer queries.
RReessuullttss
The results of the approach were clearly seen by
the mid of 2008.
l The average time taken to the resolve the
customer queries came down for 9 days in
2006 to 5 days in end 2008.l The failure rate which stood at 2.19% at the
end of 2006 came down to 1.31% by the end of
2008.l Customer satisfaction stood at a very high
level of 4.15 in a scale of 5
All these could be achieved by
l A systematic approach to handle customer
queries and trending of failure rates. l Identifying the core mistakes and eliminating
them by
a. Aligning our internal processes to
meet the end customer needs
b. Educating our staff on the types of
errors committed at the frontend
and ways to avoid them.
c. Strengthening our internal
controls and processes.
d. Increasing the monitoring &
measuring of the processes and
performance analysis on a
periodic basis.l Educating our customers on the changing
regulations across the world.l Maintaining a single point of contact for the
customer.l Maintaining a healthy relationship with our
customers by after sales services
Al Rostamani International Exchange
49
2009
48
Profile
India Club was established in 1964 on a plot of
land gifted by the then ruler of Dubai, H. H. Sheikh
Rashid Bin Sayed Al Maktoum. The Club has a
membership of over 2100 families.
India Club is a non profit sharing organization
comprising of 20 Permanent Trustees and 18
Trustee nominated Board of Directors. The Club
also has an Executive Committee which looks after
the operational decision making of the Club. The
Executive Committee comprises of Chairman,
Vice-Chairman, Ex-Officio Chairman and the
General Manager.
India Club provides its members top class facilities
in the field of Sports, Social Amenities,
Entertainment, recreation and a business center.
IInnddiiaa CClluubb VViissiioonn
India Club strives to be a reputed Indian entity in
Dubai of International Standards and to be an
industry leader in all our activities.
IInnddiiaa CClluubb MMiissssiioonn
India Club will provide its members top quality
leisure facilities in the fields of Social,
Entertainment, Sports, Food and Beverages,
Banquets and Business Networking at competitive
prices giving value for money.
IInnddiiaa CClluubb CCuullttuurree
A Member is the most important guest on our
premises. He is not dependent on us. We are
dependent on him. He is not an interruption to our
work. He is the purpose of it. He is not an outsider
to our business. He is a part of it. We are not doing
him a favour by serving him. He is doing us a
favour by giving us an opportunity to do so.
-M.K. Gandhi
IInnddiiaa CClluubb GGuuiiddiinngg VVaalluueess aanndd EEtthhiiccss((IINNDDIIAANN))
IInnssppiirriinngg We shall provide a benchmark
of excellent standards
portraying traditional Indian
hospitality in a safe and secure
environment.
NNuurrttuurriinngg We shall provide an
environment where our
colleagues and business can
prosper and grow.
Dignity We shall treat our
members, colleagues and
business partners with respect
and value their thoughts,
beliefs and ideas and be open
minded.
IInntteeggrriittyy We will work with honesty and
sincerity in everything we do.
AAlllliiaannccee We will work together towards
a common goal through open
and honest communication
and a positive attitude; We
shall respect our differences
and build on our strengths.
NNeewwnneessss We shall challenge
conventional thinking, think
outside the box and be
innovative. We will constantly
strive to improve our processes
and implement new ideas and
concepts.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd
Applying and winning the Dubai Quality Award is
not just a matter of prestige for the organization.
The award is all about striving to achieve
excellence in an organization.
The award provides a platform for an organization
to improve holistically, to constantly challenge
itself to achieve higher standards and be
innovative in thought and its operations.
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
Every company should strive to achieve this award
as it not takes the organization to a different level
but also broadens the horizons of the people
working in it.
Applying for a DQA ensures that quality and
operational excellence become a way of life in the
functioning of an organization.
India Club
51
2009
50
Nominated Good Practice India Club
RReessuullttss
All the above types of Partnerships have resulted
in achievement of our various objectives at various
levels of our operations. The following are just a
few of them:l Increased visibility of Club events & exposure
to Sponsorsl Brand visibility to Advertisers & Revenue
generation for the Clubl Club can offer its members free events /
subsidized eventsl Get experts from various fields to impart skills
to our valued membersl Brand visibility to Advertisers & Revenue
generation for the Clubl Club can offer food at subsidized rates and
helps reduce general food & beverage costl Co-hosting eventsl Subsidized rentsl VIP / CIP / PIP Visitsl Improvement of standards at the Club
Due to all the above benefits, the Club has
experienced a growing trend in the number of
Members over the years. The bookings for our
Sports Facilities have risen steadily over the years.
The number of Events/Programmes organized by
India Club over the years has swollen to a large
degree. Thus, all the aforementioned directly
support the realization of Organizational KPIs as is
explained in the following Analysis.
AAnnaallyyssiiss
Total Income: Total Income of the Club shows the
overall contribution from all sources of the Club
including Entrance Fees, Subscriptions Fees, Food
and Beverages, Sponsorships, Hire charges, Games
& Events. The last 4 years have seen a consistent
rise in the Club’s overall income. The growth in
income from 2005 - 2006 to 2006 - 2007 grew by
5.5%. With a change in strategy in the year 2007 –
2008 of better cost controls, the total income grew
by over 13% compared to the previous year and by
another 17% in the 2008 - 2009.
EExxtteerrnnaall PPaarrttnneerrss √√ RReellaattiioonnsshhiippMMaannaaggeemmeenntt
Introduction
The Mission of India Club has been to provide its
members top quality leisure facilities in the fields
of social entertainment, sports, food and
beverages, banquets and business networking at
competitive prices giving value for money.
In keeping with our Mission, India Club’s Guiding
Values and Ethics also propagate the same thought
in that India Club shall challenge conventional
thinking, think outside the box and be innovative.
We will constantly strive to improve our processes
and implement new ideas and concepts.
We strongly believe that to be able to realize our
Mission and live up to our Guiding Values and
Ethics, we have to develop a strong Partnership
Management Strategy. A considerable amount of
Brainstorming followed. Various ideas and
suggestions came in by the Management Staff. And
finally, a Partnership Strategy was conceived by
the team, which was in alignment with the overall
objectives of the Club, which is to identify and
understand new products, develop mutually
beneficial business strategies and promotions and
discuss market trends – thereby leading to an
improvement in overall business excellence.
AA SSttrraatteeggiicc AApppprrooaacchh ttoowwaarrddss EExxtteerrnnaallPPaarrttnneerrsshhiipp MMaannaaggeemmeenntt
The partnerships at India Club are broadly broken
into four categories – Vendor & Service Provider
Partnerships, Marketing & Revenue-generating
Partnerships, Strategic Business Partnerships, and
Social/Image Building Partnerships.
DDeeppllooyymmeenntt
This Strategy has been deployed at various levels
across the Organization, with different
departments taking the onus for different types of
Partnerships Management. The scope of the
implementation of the Strategy covers the length
and breadth of our activities – be it providing the
best of Food and Beverages to our valued Members
and guests, be it Entertainment, Banqueting,
Business Networking, Sports, Leisure, Value for
Money, Social prestige, etc. The various
Partnerships can be explained as under:
Vendor and Service Provider Partnerships:
Vendor and Service provider Partnerships are
taken care of by the Finance & Logistics
department (Stores/Purchasing) in co-ordination
with the individual Department Supervisors.
Regular meetings with the suppliers help add
value to each other, resulting in a mutually
beneficial relationship leading to lower costs, thus
helping the Club to offer subsidized rates.
Marketing & Revenue-generating Partnerships:
Marketing & Revenue Generating Partnerships are
taken care of by the Marketing department. These
partners help us in the areas of Media, Club
magazine, On-premises advertising, Social and
Cultural events. All our major revenue generating
partners are invited to all main events held at the
Club as an effort to recognize them for their
contribution to the Club.
Strategic Business Partnerships: These
Partnerships are entered into for driving our
Events & Promotions, for co-hosting our events at
subsidized rates and are specialized firms in
various fields.
Social/Image Building Partnerships: These
Partnerships are entered into for enhancing the
overall image of the Organization, quality
enhancement partners as well as to develop
affiliations with other Clubs internationally.
Subscriptions & Fees: These figures also depict a
rise over the years, reflecting a growth in the
number of members over the years.
Year 2005-06 2006-07 2007-08 2008 -09
IndexedIncome
9.77units
10.27units
11.51units
13.46units
Food & Beverages: Owing to our excellent relations
with our external Partners for F&B, India Club was
able to sustain a non–increment in the sale prices of
food and beverages. Despite this, the year
2007–2008 saw a huge increase of over 30% in the
F&B revenue over the previous year and the year
2008 – 2009 saw another increase of 21%. This is in
alignment with the overall objectives of the Club.
Rise in the Amount of Sponsorship for Events:
Rise in Number of Partners:
53
Profile
52
Nominated Good Practice
FFuuttuurree PPllaannss
Given the current economic scenario and the
challenges faced there-in, our strategy with
relation to external partnership has worked
exceedingly well as can be seen in the results
shown above. Our newer challenges lie in
identifying key partnerships with organizations
based in India to tap the vast potential of
companies there with the 7,000 members of India
Club. Action plans are being worked out to form
tactical tie-ups with companies to ensure that the
Club’s goals are in alignment with these
organizations which add value to our business.
Kanoo Power & Industrial Projects (P&IP)
Division was formed in the year 2000 within The
Kanoo Group’s commercial arm with the following
vision:
“To be a Natural Choice of Customers by evolving
as Leading Company in the Region offering
Technical Solutions through Innovations &
Collaborations”
The core philosophy of Kanoo P&IP is to increase
efficiency, optimize unit output and reduce costs to
the utility and general industry with a pro-active
and a pro-customer attitude. With a dedicated
team and an ideology that “Possibilities are
Endless”. Kanoo P&IP aims to deliver the best
services to the customers, at all times.
Kanoo P&IP’s Mission is “Growth & Development
through Customer Delight and Excellence”.
CCaappaabbiilliittiieess
Kanoo P&IP has offices throughout the Gulf to
cater to the diverse industrial, engineering and
utility sector needs. Kanoo P&IP covers all plant
engineering services including conduct of
independent surveys, identifying problem areas,
evaluating machines, system and process related
problems and finding solutions to them. We have
an extensive experience in Assembly, Testing,
Erection and Commissioning. With a visionary
leadership, combined with professional, skilled
and competent technical staff, Kanoo P&IP is all set
to capture a large market throughout the Gulf.
Kanoo P&IP has an ever increasing pool of
qualified, trained and experienced engineers who
have wide and varied exposure to a variety of
industries such as Power, Paper, Cement, Plastic,
Construction, Fabrication, Precision machining,
Aviation etc. Our engineers have always
demonstrated excellent professional and technical
skills, consistently lauded by our clients and this
has served to increase our stakeholders’ faith in us.
A dynamic team of analysts, consultants and
project engineers, with in-depth technical know-
how of products and processes, give the Kanoo
P&IP flexibility and ability to rapidly implement
projects, with maximum reliability and at low cost.
Extensive training ensures that our people
constantly upgrade their skills. Employment of
new technologies and increased efficiency, along
with customer satisfaction are the key forces
behind every project undertaken.
BBuussiinneessss EExxcceelllleennccee
Kanoo P&IP operates under a deeply entrenched
and effective Quality Management System
certified to ISO 9001:2000. A very responsible
organization, Kanoo P&IP has committed itself to
the care and preservation of the natural
environment and its most important resource – its
employees. The Group’s quest for excellence is
relentless. It has won Dubai Quality Appreciation
Programme 2005 & 2008 and Sheikh Khalifa
55
2009
54
The Kanoo Group-Power & Industrial Projects Division
Excellence Appreciation 2006-2007 and is planning
to participate in other quality awards the region
has to offer.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd
l Streamlined strategic management process
l Sharp focus on vision by clearly defining Key
Processes
l Clear linkages of all activities with the vision
l Clearly defined change process
l Improved Key Performance Results including
Financial & non-financial results
l Improved Customer Satisfaction
l Improved Employee Satisfaction
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l Thoroughly understand the business
excellence model
l Use excellence model for strategic purpose, i.e.
use it to formulate and implement business
strategy and manage change rather than for
the sake of award
l Link all activities to the vision, mission and
values
l Frequent measurement, analysis, review of the
performance on all fronts and learn
TTuurrnniinngg CCuussttoommeerrss»» EEnnggiinneeeerriinnggPPrroobblleemmss iinnttoo BBuussiinneessss OOppppoorrttuunniittiieessUUssiinngg TTRRIIZZ
In 2002, when Kanoo P&IP carried out its own
strategic planning, its leaders realized that the
margins in trading were reducing due to increased
competition. Moreover, UAE’s membership of
WTO would mean that the protection provided to
the agents would be weakened. P&IP’s leadership
carried out soul searching and upon applying the
principles of business excellence realized that P&IP
was not doing much towards its social
responsibility due to its focus only on trading.
The leaders defined a long term vision “To be a
Natural Choice of Customers by evolving as
Leading Company in the Region offering Technical
Solutions through Innovations & Collaborations”.
Based on the review of the current state, Kanoo
P&IP defined a change vision “to change Kanoo
P&IP from a product trading organization to an
organization that provides solutions for
engineering problems to its customers” to move
towards its long term overall vision. Kanoo P&IP
managers and engineers then put their heads
together and defined a key process according to it.
This Key Process is shown in the attached flow
chart on page number 7:
The process incorporates the following salient
features:l The problem database is maintained by each
SBU head and it is consolidated by the
Business Analyst periodically during
prioritization meetings. l Prioritisation of problems is carried out using
criteria that have defined weightages.
Problems are prioritized based on a weighted
preference score. The criteria include; business
potential (20%), competitive advantage (20%),
complementing to current products & services
portfolio (20%), investment (10%), timeframe
for implementation (10%), significance for
customer (20%). l P&IP team is using TRIZ (Theory of Inventive
Problem Solving) to identify potential solutions.
TRIZ was introduced to P&IP during 2008
beginning. TRIZ is a methodology of systematic
innovation developed in erstwhile USSR by
Genrich Saulovich Altshuller (1926 – 1998) during
the period 1946 to 1985. Altshuller, while working
as a clerk in the patent office of the USSR navy,
wondered how people came up with inventive
ideas. He developed TRIZ methodology on the
basis of analysis of over 200,000 patent applications
and identified 40 principles which he found were
repeatedly used by the inventors to find innovative
solutions to technical problems. Later on he and his
followers added more principles, tools and
techniques to TRIZ.
40 Principles of TRIZ
1 Segmentation
2 Taking out
3 Local quality
4 Asymmetry
5 Merging
6 Universality
7 Russian dolls
8 Anti-weight
9 Preliminary anti-action
10 Preliminary action
11 Beforehand cushioning
12 Equipotentiality
13 "The other way round"
14 Spheroidality - Curvature
15 Dynamics
16 Partial or excessive actions
17 Another dimension
18 Mechanical vibration
19 Periodic action
20 Continuity of useful action
21 Skipping
22 Blessing in disguise
23 Feedback
24 Intermediary
25 Self-service
26 Copying
27 Cheap short-lived objects
28 Mechanics substitution
29 Pneumatics and hydraulics
30 Flexible shells and thin films
31 Porous materials
32 Colour changes
33 Homogeneity
34 Discarding and recovering
35 Parameter changes
36 Phase transitions
37 Thermal expansion
38 Strong oxidants
39 Inert atmosphere
40 Composite materials
Nominated Good Practice
56
Nominated Good Practice
57
2009
Since Kanoo P&IP had a clear vision to become the
Natural Choice of customers for offering
innovative technical solutions to them, P&IP team
needed a robust methodology to realize the Vision.
After an initial introductory presentation on TRIZ,
P&IP found that it perfectly matched with their
strategic need.
More sessions were carried out to understand the
principles of TRIZ and their application. Some of
the problems, for which P&IP had already
developed solutions, were discussed during the
sessions to understand how TRIZ principles were
applicable to them. This developed a high degree
of confidence of the team in the TRIZ methodology.
P&IP is regularly now using TRIZ as a part of its
overall key process of turning customers’
engineering problems into win-win business
opportunity by providing technical solutions
through innovation and collaboration. The
following are a few examples of using TRIZ
principles to solve customers’ problems.
SShhiinniinngg EExxaammppllee--11:: EEnnvviirroonnmmeennttaallllyy ssaaffeetteecchhnniiqquuee ooff hhyyddrroo tteessttiinngg ooff ssttoorraaggeettaannkkss
The local refinery was setting up a multiple
product storage facility during 2007 at Mussafah.
This included setting up of 11 nos. of storage tanks
with capacity of 1 million barrels each. On
completion of the tanks fabrication and erection,
the client required the tanks to be hydro tested. The
original specifications demanded use of drinking
water with toxic biocides and oxygen scavengers
mixed for carrying out the hydro testing activity.
During the last few years the sea at Mussafah has
faced extensive issues with preserving its marine
life. During 2006 large amounts of dead fish were
discovered at the shoreline in Mussafah. This was a
direct consequence of toxic chemical discharges by
the Industry. KIP was aware and understood the
impact that discharging some 11 million barrels of
water mixed with toxic chemicals would have on
the already delicate marine life in Mussafah seas.
KIP carried out a series of presentations to the
customer, contractors involved and the local
government environment body EAD on the
environment friendly option that Cortec products
offered.
P&IP team identified the solution by studying a
similar situation, i.e. ballast tanks of ships where a
solution provided by Cortec was already being
used. In this application Cortec’s proprietary
environmentally friendly corrosion preventing
chemical is introduced in ballast tank, when it is
full. The chemical floats on the surfaced and as the
water level comes during discharge, the chemical
gets applied to the tank surface from top to bottom.
The team used 40 Principles of TRIZ (Theory of
Problem Solving) to brain storm and came up with
an idea upon using the Principle no. 13 “The
Other Way Round”. This idea was to apply the
same chemical when the tanks in Takreer were
being filled, thus applying the chemical from
bottom to top, i.e. in the reverse direction.
The drawback here was that the solution conceived
by KIP had never been used by Cortec anywhere in
the world before for hydro testing application of
large tanks. But, KIP carried out lab trials of the
conceived solution at Cortec USA and used the
successful results to push the approval process of
the products on the project. Finally the project was
carried out using the Cortec products offered by
P&IP. The project was completed using sea water
instead of the earlier planned drinking water and
the toxic chemicals were replaced with
biodegradable environmentally friendly chemicals
which met the standards set by ADNOC/EAD for
sea discharge.
On P&IP’s advice GASCO has retro-fitted over
1,500 IR windows on all their switchgear panels
and transformers.
BBeenneeffiittss
The new IR transparent inspection windows
increased the productivity of inspectors and
equipment, as inspection could be carried out
without disturbing the equipment.
The Kanoo Group-Power & Industrial Projects Division
P&IP has identified another application of the
same solution in oil rig platform legs. The huge
legs on which an oil rigs rests on the seabed are
approx. 42” diameter and 27m deep pipes made of
carbon steel. These are filled with sea water. Toxic
biocides and Oxygen Scavengers are used to kill
the bacteria that grow in the sea water filled in
these legs and cause corrosion of the inner surfaces
of the legs. With the new process, the inner surfaces
of the legs can be coated and protected from
corrosion using environment friendly products.
SShhiinniinngg EExxaammppllee 22 √√ IInnffrraarreedd ((IIRR)) SSiigghhttGGllaasssseess Thermal Imaging is one of the most advanced tools
used for Predictive & Preventive Maintenance and
Kanoo P&IP has been providing thermal imaging
cameras and related services to Power and
industrial sector for more than 15 years in the
sector.
TThheerrmmaall IImmaaggiinngg
This is a technique of producing heat pictures,
called thermograms, from the invisible Infra Red
thermal radiation emitted by objects.
Electrical equipment has thousands of connections.
Over time they loosen and/or corrode. Chemical
reactions from salt spray near the ocean or other
environmental effects also deteriorate electrical
connections. Some others are sliding connections
that eventually develop contact resistance or don’t
close properly. All of these circumstances lead to
heating. Infra Red cameras are handy in observing
such abnormal heating from a distance and
reporting them pictorially.
Problem: Limitation of Thermographic
Inspection
While IR cameras are good for observing insulators
and contacts in the open air, on line inspection of
closed cabinets is not always possible, as the heat
trace is lost in closed cabinets. Glass or Perspex are
opaque to IR and though one can see inside the
cabinet through glass windows, the IR camera can
not “see” through.
SSoolluuttiioonn
P&IP team carried out brainstorming and using
TRIZ Principle number 32 (Colour Changes)
thought of window which could allow observation
by IR camera. P&IP carried out a research to
overcome this problem and came across a
company called Hawk IR in UK, which had
developed IR sight glasses made of special crystals.
These crystals allowed IR radiation to pass through
them. Windows made of these crystals were retro-
fitted by Hawk IR on switchgear panels to enable
inspection using IR cameras without opening the
cabinets.
59
2009
58
Nominated Good Practice
The windows also enable inspection of certain
spots which were unreachable and hence were not
inspected at all. This has consequently reduced the
maintenance cost by 55% (as per a survey by
Electric Power Research Institute). It also has
reduced risk of catastrophic failures. With better
inspection technique and better monitoring,
maintenance downtime can be planned and
executed without overtime. Stock of spare parts
can be controlled better and purchasing can be
managed in a better way.
This is yet another example of translating the
strategy of P&IP to create value for the customers
and opportunities for P&IP and Principals by
solving customers’ problems.
RReessuullttss AAcchhiieevvee ffrroomm tthhee AApppprrooaacchh
Income from Solutions: The guiding star of P&IP’s
strategy is to become a solution provider. Therefore
P&IP monitors its % of income generated from
solutions vs. the % generated from product sales.
P&IP management have started monitoring this
key ratio since 2007. The graph below (Graph-1)
shows the improvements made by the two arms of
P&IP viz. Kanoo Industrial Products (KIP) and
Power & Desalination (P&D) on this KPI. P&IP
leaders want to gradually increase it to a level of
35% for KIP in 2009 and to 60 - 70% over the next
five years to ensure a good balance.
Graph -1
LLeeaarrnniinngg && IImmpprroovveemmeenntt::
Kanoo P&IP engineers and managers have taken a
liking for using TRIZ. The managers have now
started applying TRIZ principles to find solutions
to internal management problems. For example,
11%
42%
22%
63%
35%
70%
0 %
2 0 %
4 0 %
6 0 %
8 0 %
% Income
2 0 0 7 2 0 0 8 2 0 0 9 (Ta rge t)
Percentage Income from Providing
Solutions
K IP P & D
one issue in P&IP was that the SBUs were not
working in tandem to exploit all opportunities
generated by various industrial projects in the
UAE. The P&IP management team thought in
terms of TRIZ and found an obvious solution using
the Principle 2 “Take Out”. One engineer was taken
out from a SBU and was put full time on marketing
activities relating to projects. His role is to obtain
information about the upcoming projects and
identify opportunities for the various SBUs in
P&IP. This approach again has bee very successful
and has improved P&IP’s effectiveness as a whole.
Kanoo P&IP leaders are further planning to
enhance capabilities in TRIZ by training engineers
in more advanced and latest techniques of TRIZ
methodology.
The Kanoo Group-Power & Industrial Projects Division
61
2009
60
Profile
residential and commercial developments to five-
star hotels, industrial, petrochemical and water
treatment plants, flour and sugar mills, airport
assignments, sub-stations and educational and
sports facilities.
Ascon has a multicultural workforce comprising
more than 12,000 people who come from different
parts of the region, besides countries like South
Africa, England, India, the Philippines and Sri
Lanka.
AAffffiilliiaatteess ooff AAssccoonn::
Manufacturingl ETA Mechanical Engineering (steel
fabrication)l ETA Profiles (fabrication, supply and erection
of aluminium and steel profiles for roof and
wall claddings)l Ascon Marble and Granite Division (supply,
cutting, grinding, polishing and finishing)
Maintenance and Servicesl ETA Star Interiors (interiors and fit-outs)l Ascon Leisure (manufacture of static &
interactive equipment, floating
jetties,moorings and marinas, spas and
sporting tracks)l Emco (facilities management)l ETA Star Dewatering (dewatering and
excavation works)
Roads and Infrastructurel Ascon Road Construction (roads and
infrastructure works)l ETA Star Infrastructure India (hydro-electric
power and road works)
Ascon has striven to meet the highest standards of
customer satisfaction which has earned it immense
credibility. Its clients include:l RTAl Dubai Civil Aviationl Dubai Municipalityl Dubai Police Force
l TECOMl Dubai Free Trade Zone Authorityl Emirates Groupl DMCCl Isthithmarl Emaarl Nakheell Dubai Properties
Signature Projects:l Bank of Oman (now Mashreq) buildingsl Dubai Business Park at Business Bay l Dubai World Central passenger terminal
buildingl Taj Exotica Beach Resort and Granduer
Residencesl Al Turath Souql Rugby Stadium –Dubai Sevensl Atlantis management and staff
accommodationl Dubai Metro Car Park at Rashidiyal Techno Parkl Abu Dhabi International Airport Air Traffic
Control Towerl Al Aweer Central Prison for Dubai Police
Forcel National Flour Mill, Bur Dubail Satwa Printing Pressl 132/33 KV sub-stations at Jebel Alil East Coast Sub-stations at Fujairahl Cement plant at Jebel Alil Maize plant at Jebel Ali, Sugar & Silo for Urea
in Jebel Alil Al Futtaim Automobile Distribution Centre
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrddl Dubai Quality award process is the key driver
in achieving and sustaining our performance
excellence results.l DQA evaluation process is one of the best
most cost-effective and comprehensive
performance assessments.l The organization will be comparing with its
competitors and be able to upgrade its
standards in many areas.
Associated Constructions & Investments Co LLC (ASCON)
AASSCCOONN:: ≈≈BBUUIILLDDIINNGG EEXXCCEELLLLEENNCCEE∆∆
Associated Construction & Investments Company
LLC (ASCON ) is the civil arm of the Dubai-based,
$5.69 billion ETA Ascon Star Group. Set up in 1973,
it has diverse interests in engineering and
construction, manufacturing and assembling,
maintenance and services, real estate development
and road and bridge works.
The sustained effort at Ascon to maintain
excellence in construction has earned the company
the Mohammed Bin Rashid Al Maktoum Business
Award for Business Excellence in 2007, followed by
the more recent Dubai Quality Appreciation
Programme Award for Construction 2008.
The company, which has been awarded ISO 9001
by Lloyd’s Register Quality Assurance Ltd, UK, for
international quality project management, has
registered phenomenal growth over the past few
years. It undertakes a wide range of projects from
l The organization will be bringing all its
employees together on one platform thereby
creating a big team effort not only for DQA but
for its future also.l Applicant receives a thorough written
assessment of its strengths and opportunities
for improvement from the feedback report.
AAddvviiccee ffoorr FFuuttuurree aapppplliiccaannttss..
l Commitment should come from the top
management of the organizations.
l Applying for DQA increases team motivation
and energizes improvement efforts.
l The organization will stand a chance to know
the best practices followed by the winners and
follow the same.
l The internal assessment team must be fully
aware of the award requirements and the
benefits, the company will gain as an outcome
of this process.
l The organization shall form a committee of
members from top management who are with
the organization for long tenure and know the
inside out and shall be responsible for the
write ups of the criteria.
l The write ups shall be started as early as
possible to avoid any missing links at a later
stage.
l An awareness campaign among the
employees regarding the organizations
attempt to DQA is a must.
l The developments at each stage shall be
reported to the top management.
62
Nominated Good Practice
63
2009
LLeeaaddeerrsshhiipp aanndd BBeesstt PPrraaccttiicceess iinn AASSCCOONN
ASCON believes in effective leadership and people
management. As the head of the organisation,
Abid A Junaid, Executive Director of ASCON, is a
role model and a source of inspiration for the entire
team of the company.
ASCON practices openness in embracing different
kinds of leadership styles and optimises diversity
in each of them. Leadership is encouraged at all
levels with team-building being emphasized. The
company believes in synergy and professionalism
across all executive functions. Employees are
encouraged to assume ownership of assignments
and this, together with teamwork, enables the
organization to work in unison as a family.
ASCONs leadership team has a good rationale for
developing partnership and joint ventures with
international players from different countries.
These partnerships have resulted in new learning
and adoption of new practices for ASCON.
The top management believes in transforming
fresh graduate engineers into future leaders by
making them go through the crucible of
challenging assignments.The senior management
actively take part in the meetings conducted by
trainees and inspires them with their experience.
The belief is strengthened by the fact that the some
of the leaders in ASCON have joined as trainees
and have grown up the ladder.
To impart leadership Qualities and sharing of
experience a Mentor/Mentee Program is devised
where in a one to one Personnel/Professional
Share and care approach is followed.
ASCON has its own in-house magazine called
ASCON Pulse which has emerged as an effective
tool for communication for the staff and workers
who share their views and experiences within the
organization. The senior management members
too share their views through the magazine.
General Managers are interviewed by other staff
members, with insights on the best practices being
followed and the challenges being faced.
360 Degree appraisal for Senior Managers is
conducted and results are informed to individuals
to improve in the identified grey areas. Regular
Employee Satisfaction Surveys, Exit Interviews,
HR services Satisfaction Surveys and Training
Evaluation feedback has helped ASCON to further
enhance the employee’s potential.
The senior management keeps in constant touch
with local bodies and organizations like the Dubai
Municipality, TECOM, Nakheel and Emaar, and
enjoys a good rapport with them. It deputes staff to
attend meetings conducted by them, thus enabling
ASCON to meet quality requirements in
construction.
The Executive Director and the senior management
are committed to the welfare of the employees at
all levels. Their willingness to provide welfare
measures is exemplified by the facilities provided
to their employees, especially workers. All welfare
measures are discussed and reviewed on a weekly
basis with the HR/Personnel Department which
demonstrates the management’s commitment to
employee well-being.
Top Management recognizes employee’s good
effort in work and rewards them. They also
encourage employees to participate in CSR
activities such as
Blood Donations
Helping Old Age Homes
Heritage village Activities
Clean up the world Campaigns
Contributions to Civil Defense Establishments
To retain the valuable Manpower Resources and to
improve the employee Morale, Welfare officers
conduct counseling Sessions regularly to the needy.
ASCON is committed to provide well-audited
systems and processes at work and away from
work.
The management is also alert to market dynamics.
With attrition of employees becoming a reality
today, ASCON has put in place a policy of strong
organic growth for its people. A dedicated ASCON
Employee Development Centre has been set up to
provide training to both entry-level and existing
employees. A well-coordinated appraisal-linked-
training programme takes care of lacunae in skill-
sets of people and this has resulted in better
productivity of the company. Internal and external
faculties provide training to employees, covering
an extensive range of subject matters.
In ASCON Project Completion Ceremonies are a
good platform for sharing best practices, where the
project manager gives a presentation on topics
covering running of the project, what went
right/wrong, how improvements were made,
preventative measures, best practices,
subcontractor performances and customer
satisfaction levels. Best practices noted on site are
communicated to all.
The leadership at ASCON takes complete
responsibility for the continuous improvement of
the organization. The company is committed to
quality audits and trains outstanding employees as
Internal Auditors.. The Auditor’s findings are
studied by the senior management along with the
surveillance reports of Lloyd’s Quality Register
and steps for continuous improvement are
initiated.
As part of ISO 9001: 2008 requirements quality
audits are conducted once every two months and
the results are reviewed by the senior management
once in six months and actions are taken to ensure
continuous improvement. Corrective and
preventive actions are reviewed in the
management review meeting and the same is
circulated to all projects for implementation.
Regular safety audits are conducted once in three
months and results are reviewed by the senior
management; rolling trophy is awarded to the best
practicing project and the staff are rewarded and
recognized
ASCON encourages entrepreneurial skills thus,
enabling and empowering employees to take
appropriate risks. Employee participation is
encouraged by inviting suggestions & opinions.
This is coupled with competitive compensation &
rewards and training through Core Development
& Behavior Development Programs, to enable
them to unleash their full potential.
ASCONs Corporate Culture emphasizes on long
term employment and interpersonal relationship
which helps the employee having emotional
ownership with the organization. It also strives to
maintain a work environment that fosters high
ethical standards, mutual respect, honesty, and
encourages its employees to strive for
professionalism & creativity.
ASCON uses special ERP software called
ALGORITHM to monitor the workers productivity
online. The introduction of this measure has
enabled ASCON to identify "low and non-
productive" workers who are then targeted for
extra training and improvement. ASCON also
identifies the productivity of each In house
activity and communicates to all projects. Overall
Productivity details are also displayed to create
competition among workers and increase their
productivity.
Associated Constructions & Investments Co LLC (ASCON)
65
2009
64
Profile
The journey of Damas began in 1907, growing
over the years from a single Jewellery shop to an
international fashion Jewellery giant. The key to its
success has been a visionary and inspirational
leadership, creativity, a dedicated workforce and
lots of sincere hard work. Damas has also grown to
become a premium Jewellery and watch house
with over 500 outlets spread over 18 countries and
4 continents. Today it is the first public company in
retail sector to get listed in the Dubai international
financial exchange centre.
When hard work is linked to genuine creativity the
result is perfection. Damas is known throughout
the region for its fine craftsmanship and
exceptional quality. For Damas, Jewellery is not
just about pretty accessories; it’s about people,
their culture and lifestyles.
Damas pays equal importance to traditional
designs and contemporary styles thereby attracting
customers of all ages. With an array of high-end
international brands and its own exclusive in
house labels, Damas is strongly associated with
luxury and has the value proposition of ‘Luxury
Wrapped in Trust”. Damas has always been the
leader in introducing out of box ideas in to
business. This has resulted in Damas showing the
way to others in the industry. Some of the key
features exclusive to DAMAS are featured below.
l Unique product and Brand Mixl Vertical integrationl Performance Improvement Systeml Unique Retail Business Model
OOuurr VViissiioonn
l We at Damas aim to become multinational
jewelers of repute and a home to International
brands. We hope to bring a new spirit of
innovation to the industry. We offer our
customers luxury wrapped in trust. Our
employees are an integral part of the
enterprise, and we will do whatever is
required for them to feel part of Damas. We
will serve the community in which we operate
by participating in activities that built society.
l We at Damas strive to be a leading
multinational in Jewellery and fashion
industry and to be a house of international
brands.l Our aim is to delight customers by offering
luxury wrapped in trust with the help of
dedicated professionals.l We are committed to the society we serve.
OOuurr VVaalluueess
l We recognize the importance of our peoplel We are customer driven.l We believe Innovation is our forte.l We are responsible for our communities
Damas has created a unique business model by
identifying category of the customers and thus
identifying the product mix accordingly. Damas
supports this business model by showcasing the
appropriate product mix supported by
infrastructural setup and resources. People in the
organization are well trained and developed to
manage this complexity in terms of products and
demography of the customer. Damas has
categorized it’s outlets as;
l Damas Les Exclusivel Damas Semi Boutiquesl Damas 18 K Storesl Damas 22l Damas Kidsl Mono Brand Storesl Multi Brand Storesl Damas Watches
In a world which is now slowly and surely being
taken over by the approach of a Branded product,
Damas has been a pioneer and trendsetter in
establishing and retailing brands which have been
created by us in house and also renowned branded
Jewellery. Aggressive marketing strategies have
helped DAMAS communicate effectively with its
consumers through its various promotions and
valuable offers. Damas is linked with all the
leading banks in this part of the world with ‘value
for money’ offers which allows a customer to get
the best return on his spend.
Damas also has a dedicated e- commerce Website,
“www.mydamas.com” for the customers who wish
to visit our stores but in the comforts of their
homes. This highly interactive service dedicates a
section to after sales service, seasonal promotions,
and offers from various banks and the exchange
policy for all the products they buy from DAMAS.
As part of an initiative to empower the UAE
national youth, Damas has entered into a unique
partnership with Dubai Women's College (DWC)
and the Mohammed bin Rashid Establishment for
Young Business Leaders to offer 'Advanced
Diploma in Jewellery Business Management' at
DWC. The aim is to prepare young nationals for a
career in Jewellery and to nurture the
entrepreneurial spirit of UAE nationals and
provide them with a specialized educational
foundation to enable them to establish and manage
their own Jewellery business or franchise. Damas
Jewellery Academy at National Institute for
vocational education is state of the art that reflects
the status of Dubai as a city of Gold. The
Programmes at Damas Jewellery academy is
targeted at UAE entrepreneurs, Unemployed
nationals, Employees of the Jewellery industry,
Regional and international students
Quality consciousness, inspirational leadership
and international reputation have led DAMAS to
win prestigious awards including the exclusive de
beers award for Jewellery design, Dubai Service
Excellence Scheme, Mohammed Bin Rashid Al
Maktoum Awards 2007, Dubai Quality
Appreciation Programme 2008 and RetailME
awards for Business Excellence 2008 to name a
few…
Dubai quality award being presented by His
highness Sheik Mohammed bin rashid Al
maktoum to Mr.Tawfique abdullah, Chairman
Damas L.L.C
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd
l Enhancement in the reputation of Damas as
the most trusted Brandl Awareness of Business Excellence concept
throughout the organizationl Availability of an external benchmarking to
compare ourselves withl Demonstration of our commitment to
maintain quality through the entire business
cyclel Identified areas for improvements for better
performance l Increased sense of teamwork among
employees to achieve our business objectives
DAMAS LLC
66
Nominated Good Practice
67
2009
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l Form a cross functional team and a clear
project plan to compile submission document
l Have a core committee [comprising top
management] to report to on regular basis on
the progress of compiling the submission
document.
l Planning for the award should start 18- 24
months prior to the submission of the
document.
l Internal Assessment team should be fully
aware of the award requirement and the
benefits the company will gain as an outcome
of the whole activity.
l Communication between cross-functional
team is a must for producing a quality
document for award submission.
l Constitute a multi functional and dynamic
internal team for preparation of the
submission document and coordination.
SSuupprreemmee CCuussttoommeerr SSeerrvviiccee ≈≈AA kkeeyy ttoossuucccceessss iinn bbuussiinneessss∆∆
The Customer Relationship Management is the key
to our growing success in the field of Jewellery. As
strategy to provide value added service to our
esteemed customers we have established a
dedicated Customer Service Department which
caters to queries from the existing and potential
customers. The main function of the CRM
department is to:
l Provide information on all the queries raised
by a customer in terms of the availability of a
product with its price and location.
l Redress and quickly resolve a customer
complaint to its final logical end where the
customer satisfaction to the resolution is 100%.
l Train and educate the sales teams on
developing good, strong CRM skills at the
retail shop level helping them reduce the
chances of customer dissatisfaction.
l Conduct regular in store surveys on the
general nature of the Customer’s outlook of
Damas, Which allows the CRM team to
formulate policy and action plan which can
negate any possible negatives and generate
positive results.
Damas customer service department is divided
into three teams. One is the inbound team for
handling the customer’s inquiry and providing
information being asked by the customers. Second
is the Complaint Management team, responsible
for handling complaints by the customers, which
may be either product related complaint, service
related complaint or after sales complaint. And the
third team – the Outbound, responsible for making
calls to inform the customer and at the same time
to advertise our new promotional activities and
new product launches.
Damas is among the few companies in the retail
sector in UAE which has chosen to implement
CRM tools and technologies in the fashion and
jewelry industry for effective customer
relationship management. The CRM tools not only
allow us to manage customer relationship
effectively but also allow us to perform various
other functionalities such as:
l 360 degree view of a Customer with all the
information (Contact details, transaction
information) available simultaneously
l All the customer interactions linked and
located in single database, which helps to
resolve customer query / complaint efficiently
and effectively
l Control over the time spent by agents on
customers queries
l Control over the cycle time for customers
query
l Ability to run marketing campaigns based on
various criteria (Age, Sex, Nationality,
Transaction type, product purchased, amount
spent etc.)
l Ability to track response of customers and link
them to Campaign
l Ability to find various states in Campaign:
Mails bouncing back, Mails opened by
customers, Mails replied to, URL (in mailer)
clicked by customers
IInnbboouunndd PPrroocceessss
Analysis (reports) on various features: Agent
productivity, ageing analysis, Turn around Time
(TAT), Campaign productivity, product wise
complaint analysis.
We use and deploy the most refined call processing
and telecom. Our call routing feature allows the
system to instantly scrutinize available agents and
route calls to the most suitably skilled agents.
The Inbound team effectively handles customer
inquiries with in a stipulated time frame and
provides the customer with required information.
All the information about the products,
promotions etc are available in the form of softcopy
accessible to all Customer service executive which
enable agent to rap up the customers call faster and
the waiting time is reduced drastically, by doing
this more customers can reach Damas Customer
service at any givenpoint of time.
OOuuttbboouunndd CCaammppaaiiggnn
Damas uses outbound campaigns to keep in touch
with its customers and to promote, advertise and
endorse product or even promotional activities.
The CTI system allows the simultaneously dialing
of the called parties' numbers from a unified list,
and also to distribute calls among agents
automatically.
Outbound Campaign Manager Application uses
several dialing modes.
l Progressive dialing;
The system automatically dials customer
numbers and transfers a call to an agent only if
the connection was successfully established.
l Preview dialing;
The system displays contact-related data to an
agent, suggests confirming the outbound call
and only then starts dialing the contact
number.
l Predictive dialing;
The system estimates the number of free
agents on the basis of current statistics, and
may start dialing beforehand, even when no
agents are free.
A campaign may be automatically started or
stopped at a specified date, time of day or day of
the week. A few campaigns may be simultaneously
handled by the same or different groups of agents.
HHaannddlliinngg ooff ccoommppllaaiinnttss aatt DDMMAASS
“Successful business work hard to keep their
customers satisfied. Although prevention is better
DAMAS LLC
69
2009
68
Nominated Good Practice
than cure, it is almost inevitable that at some stage
you will receive a customer complaint. Don’t
presume a customer complaint is a negative
experience because, if handled well, it can be a
valuable learning tool.”
Complaints are received through multiple
channels such as Phone, Fax, and Email etc…
At Damas Customer complaints are given high
priority and we believe in providing an effective
and timely complaint resolution to our customers.
To have a controlled & methodical approach
towards complaint resolution, Complaints are
categorized such as product, policy, service related
and after sales service. Once the complaint gets
escalated to CSD it’s registered in the CRM
package and an auto token id is generated by the
CRM which in turn is forwarded to the customer.
Customer uses the token id while following up for
complaints registered with us. For a timely
complaint resolution each type of complaints are
specified with TAT (Turn around Time). Any
complaint not getting resolved with in the
specified TAT it gets escalated to a level 1
escalation and an immediate action is taken for an
effective resolution.
At the shop level the complaints are registered in a
form called Product/Service Complaint and
corrective action form(PCAF) and the same is
faxed to the customer service department (CSD)
for resolution, once the complaint is resolved the
PCAF is signed by the customer by specifying
there satisfaction level on the resolution taken. This
in turn is forwarded to Customer Service
Department. Analysis is done on the customer
satisfactory level and forwarded to the
management for further action.
RCA (Root Cause Analysis) are done on recurring
complaints and forwarded to the respective
department for corrective actions. To eliminate the
reoccurrence of complaints corrective measures are
taken.
DAMAS LLC
Complaint analysis is done on a monthly basis
which is as follows:
l Total complaints received Vs Total complaints
resolved
l Thread wise complaint analysis for Service,
Policy and after sales type complaints
l Product complaint analysis
l Complaint ageing analysis
CCuussttoommeerr FFeeeeddbbaacckkss
Customer feedback offers one of the best ways to
spot untapped materials, common problems, and
opportunities for new product and service.
However, feedback tends to arrive through many
channels, and in many forms. Complements and
suggestions at Damas are collected through Guest
Books which are available at all our outlets.
Customer records their valuable feedback /
suggestion in these guest books. The Guest Book
Leaflets are forwarded to customer service
department (CSD) on a monthly basis. Customer
service team converts the data from the hard copy
to softcopy for further analysis. The analysis is
done on Customer suggestion, Appreciation and
complaints, and the same is forwarded to the
management for corrective action/ incorporating
and implementation.
Customer feedback helps us in the following
ways:
l Assess the level of customer satisfaction
l Identify training needs for staff
l Identity and development excellence in staff
performance and reward best practice
l Improve the customer profiling for market
research
l Potentially increase business through meeting
currently unidentified needs of customers
CCuussttoommeerr ssaattiissffaaccttiioonn ssuurrvveeyy rreessuullttss
There has been significant increase in the overall
satisfaction level of the customer about the services
offered by Damas. The satisfaction level is not only
above our bench mark but there is also a consistent
rise in the satisfaction level as noted in figure
below. This can be attributed to quality of the
training imparted to our staff and the investments
Damas has made in enrichment of human
resources to enable understanding customer
requirement and delivering services according to
expectations of customers. Since the Customer base
of Damas consists of patrons from all over the
world it is indeed an achievement to consistently
maintain a healthy growth in the number of
satisfied customers.
PPeerrffoorrmmaannccee LLiinnkkeedd PPaarrttnneerrsshhiippss ≈≈AA UUnniiqquuee rreewwaarrddiinngg sscchheemmee ffoorreemmppllooyyeeeess∆∆
Damas has launched a scheme called performance
linked partnerships to motivate its employees for
initiatives at unit level. The scheme ensures
employees of monetary benefits for their
performance which in turn serves as motivating
factor and has an increased sense of importance of
teamwork at all levels. PLP scheme is implemented
at each unit level which has helped organization in
achieving sustained growth over the years. Under
the performance linked partnership scheme a
certain pre-determined percentage of profit is paid
to the employees on a quarterly basis. The ever
rising growth in the revenue is a testimony of the
scheme that how employees are motivated to
achieve enhanced sales while balancing the
requirement of our customers in terms of
Improved customer service. We have been
consistently recording higher growth in sales .The
total sales excluding Bullion grew by an impressive
48.5% from 2005 to 2007 as reflected in figure
below.
70
Profile
National Fire Fighting Manufacturing FZCO
(NAFFCO) was established in 1991 and has grown
to become the largest fire fighting equipment
manufacturer in the Middle East and one of the top
manufacturers worldwide with its Global Head
Quarters in Jebel Ali, Dubai with its branches
across the UAE and Qatar.
NAFFCO has grown as the largest fire fighting
system and equipment manufacturing company in
the Middle East and recently, we have diversified
our product range to - CPVC, HDPE pipes & i-Park
Automatic Car Parking System with technical
collaboration with SIMMATEC, South Korea.
NAFFCO Scope of business includes - Design,
Manufacturing, Supply, Installation, Maintenance
services of products and imparting training to our
customers as per their need.
NAFFCO has a group of 3000 talented
professionals to identify and achieve the possible
71
2009
product innovations and value addition for
meeting the challenging needs of customers and
thereby ensuring upper hand in the market.
NAFFCO’s system engineering division is one
among the best in the world for its immaculate
designing, supplying and supervising installations
of superior fire fighting systems and equipment.
The company’s ability to back up with
comprehensive training, efficient maintenance and
thorough system know-how has greatly reduced
fire risks at national and international level.
For the past five years NAFFCO has a consistent
annual growth of 40%. Now the company’s
geographical spread in marketing its products
reached more than 78 countries worldwide and has
offices / distributors or agents in these countries.
Two thirds of NAFFCO’s products are exported
and more than half of these exports are supplied to
Middle East, Europe and Asia.
In addition to this, we have membership with,
NFPA (National Fire Protection Association),
British Standard Institution, National Safety
Council, Fire Sprinkler Association, Fire Protection
Association.
The advantage of NAFFCO on its competitors in
current and potential markets is as listed:
l Quest for acquiring high technologyl Increasing the production lines and having
shop floor area increased every yearl Products offered at economic prices compared
to the imported products.l Quality assurance and product approvals at
par with European and US approvals and
certified ISO – 9001 – 2000 company.l Increasing supply chain efficiency by effective
communication and cordial relationship with
our suppliers, distributors and customers
Integrating new knowledge and improving
work force skills
l Anticipating new markets and societal needs
for the safety sector in the world
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd OORR DDuubbaaii HHuummaannDDeevveellooppmmeenntt AAwwaarrdd
l Applying for Dubai Quality Award has helped
us in aligning different initiatives in desired
direction, by comparing with and adhering to
Dubai Quality Award Bussiness Excellence
Model.
l It has given us a focus to correct exsisting Gaps
to achieve further Excellence in Bussiness.
l It has given us a clear approach and
Importance of weightages to be given to each
and every stake holder in sustaining our
Bussiness Excellence
l Applying for Dubai Quality Award has helped
us in detailed process of self Assessment of our
Bussiness and has identified different Areas
For Improvement to sustain Excellence.
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l Self assessment and identification of AFI’s be
done with extreme sincererity and
commitment for Improvement by top
management.
l DQA project leader in an organisation to
deeply involve in the process right from
beginning till end of process for a successful
application.
l Start the application process early and
continuos to have enough facts and figures
compiled, drafted, verified, reviewed and
enable us to prepare a good final submission,
this process itself is a great benefit to achieve
excellence.
l Support each statements in Application with
factual approaches and deployment to
achieve the desired results.
National Fire Fighting Manufacturing FZCO (NAFFCO)
72
Nominated Good Practice
CCuussttoommeerr FFooccuusseedd PPrroocceesssseess
In the changing world we have to be ahead
of others to be successful in business to meet
customer needs.
RReessuullttss PPllaannnneedd
In the fierce state of Globalization, it is mandatory
to have customer focused processes; NAFFCO has
planned to enhance product innovations,
reliability, International Certifications and
continuous improvement to satisfy regional and
Global market demands, together with latest IT
solutions to support Customer Relationship
Management.
Process and design requires a clear understanding
of our business aims and what we must deliver to
our customers and other stakeholders.
To achieve these objectives, the Top Management
Team has identified the value factors that we
provide to our customers and the basic value chain
needed to deliver them competitively. A concept
of UL approval needed for majority of our
customers to fulfill their requirements was
identified in the year 2005 and as an initial step,
our Quality Management System was re-
structured to get it approved by ISO 9001:2000 UL
and as a secondary step, our fast moving main
products like, NAFFCO Foam, Pumps, Pump
Control panels, Diesel Engines etc., were put
through product certification cycles and has
achieved certifications in Panels, Pumps, Fire
Doors, NAFFCO Foam, Hose Rack and Fire
Extinguishers.
For the first time, the process and functional
ownership were agreed. Owning in charges
became fully accountable to Factory Manager for
the process performance.
Individual policies were set for all key processes,
whilst performance indicators, Measures and
targets are in place to ensure control and reliability.
The central policy is the business and factory
policy, which provides the focus of our leadership
73
2009
processes. Other policies cascade out to ensure a
structured and integrated approach to total
operations and support to the customer.
AApppprrooaacchh AAddoopptteedd
l Make the best use of all leading certifying
agencies to achieve International
Certifications.l Make tie ups with all leading Fire and Safety
companies to fulfill customer needs.l Adopt Hi Tech IT solutions to serve customer
in a better way.l Enhance Production Facilities to meet growing
demand in the market.
Our process management measures are reviewed
and targeted for improvement annually as a part of
the problem and countermeasure review and
incorporated into the annual policy plan.
Designing, Manufacturing, Supplier and Customer
related measures are set annually by Management
Representative using an in-company formula
based on challenging a minimum 20%
improvement on the previous year’s performance
to drive improvement. In sense, operational
targets are driven by individual and team
performance. Indirect process targets are set
through consensus by the management team
during the policy setting process after discussion
with the process owner.
The interface issues inside the organization and
with external partners are resolved with necessary
remedial actions with fruitful communications and
amicable solutions mutually resolved to meet the
right end result.
Employees from all levels are encouraged to
improve and support their own and other
performances. One of the mediums through which
this is possible is the opportunities for
improvement system. Some opportunities for
improvement result in formation of a process
group to assess and recommend / implement a
solution. Usually, a process group is made up of
staff from different departments as appropriate.
It always has a designated group leader and roles
within the group are allocated as necessary
depending on the needs of the group. Few
examples of process improvement groups are:
l Quality Improvement Groupl Dispatch coordination improvement groupl Sales coordination improvement groupl Project improvement groupl IT Solutions Improvement groupl Export improvement group etc.,
The results, which we agreed in the process group,
are measured, were possible, using targets against
budgets and monthly key process indicators. The
opportunity for improvement system is a powerful
way in which all staff can suggest changes to the
way the business is run and to improve their
working environment in constructive way.
Through performance management and monthly
monitoring of actual results against targets, the
Central Management Team, Department Managers
or Staff via Line Supervisors, can propose that
training on specific area is required.
One example is that the requirement of additional
Internal Quality Auditor personnel for Quality
Departments for Internal Quality Audits and was
conducted in the year 2006 as a result of people /
customer surveys.
The Factory Manager and the Department
Manager nominated the attendees to suit the
necessary requirements for the workshop. They
were from the relevant department to give a wide
range of exposure as possible to draw on different
expertise. As a result, for the workshop an action
plan was implemented and necessary improved
results for Internal Quality Audits achieved.
DDeeppllooyymmeenntt ooff AApppprrooaacchh
We have a formal Product Development and
review process linked in our Annual Planning
process based on extensive customer research.
There is continuous review of customer views and
opinions by means of formal, informal, direct and
indirect fact findings. This evidence, together with
other information on business, environment,
political, economic and environmental
developments, is used by Product Development
Teams to design new products, modify and assess
existing products performance to suit the current
market requirements.
People are encouraged to recognise the benefit
treating colleagues and other departments as their
customers in applying same process to delivery
satisfaction that is applied to external customers.
Thus creating Team work within the company. The
approach is about basing business decisions upon
customers needs to achieve the targeted objectives.
We use in-house market research programs,
customer visit and focus groups to identify
customer needs and encourage suggestion for
future developments and tracking, service
standards and competitor monitoring, these
research findings have also contributed to the
formulation of policy including a move to
undertake only high value projects in place of low
value projects, renewed certification approaches,
launching new products like – Zone Check valves,
CPVC pipes, NAFFCO CAFS, Falcon series Fire
Trucks etc., to meet the current Government
Regulations and revised customer needs and
updating of our product catalogues and web sites
to have full access on our products by customers.
New research studies include – reviews on
customers pending sales orders for more than one
year, adequacy of maintenance services, pricing
status with the change in global economy,
archiving of database to reduce paper prints to
make it eco-friendly and more environment
friendly NAFFCO Foams with necessary
approvals.
National Fire Fighting Manufacturing FZCO (NAFFCO)
75
2009
74
Nominated Good Practice
AAsssseessssmmeenntt aanndd RReevviieeww
There is a constant push from NAFFCO
Management to combine short development times,
low development and production costs with the
best possible performance. To meet these high
requirements, we need to combine good real time
behavior with a cost-effective, flexible business
model, while at the same time, brings us up to
speed with what we do best: develop the high
performance and high speed measurements that
are up to our customers expectations.
Our Assessment & review focused on the
following:
l Governance & stability ( Corporate
Governance& Environmental Management)l Assetsl Productionl Customer Servicel People ( Jobs, Skills & trainings)l Financial flows
Each department has its different measurements
tools that measure its performance against the
objectives referring to their KPIS.
All measurements and learning are analysed for
upcoming improvements related to Customer
Perception measures:
The physical way in which we communicate our
products and services to our customers is at the
forefront of technology. Our website is designed
with the latest HTML and Flash based program
with animation facility to have better
understanding of products for viewers, all of
which has made us more efficient and build a
professional image.
Following review of our operating process with
design department to speed up our ability to
approve (or reject) design by facilitating the
additional qualified design and costing engineers
and advance CAD software’s to improve the
process. Revamping the existing ERP system with
We are looking for improvements in all areas and
target specific areas of concern, for e.g., in the year
2005 we had few product certifications and in 2006
more product certification projects were deployed
and in 2007 and 2008 thus achieved a quantum
increase in product certifications to meet customer
needs.
advanced ORACLE. E-Business Suite for efficient
integrated management system and Customer
Relationship Management. Added to manufacturing
module in the year 2006 to have control on costing
and issue of work orders with respect to sales
orders with effective utilization of manpower,
machinery and spares to improve the working
status.
Local Purchase Orders received from customers
are converted to sales orders and in turn converted
to work orders and finally delivery notes
generated to customer on completion of work for
proper product delivery. This even ensures
product traceability and evaluation of work flow
through system, which helps in forecasting
procurement as well as production to meet
customer needs as appropriate with the increase in
volume of business.
All received products are given with warranty,
testing and commissioning or with our service
contracts as required basis as per contract. And
these contracts are verified for adequacy by our
legal department as necessary for proper
compliance and accountability as stipulated in
company regulations.
RReessuullttss AAcchhiieevveedd
NAFFCO’s commitment and dedication to
customer is not only reflected in our objectives but
in results of customer satisfaction received through
their feedback, appreciation letters received,
customer retention records and the volume of
business added year after year through our valued
customers.
Additional care is taken to provide specific items
which they need to satisfy their client. For this we
even change our tie-ups with our suppliers to meet
our customer requirements and undertake design
changes for some products to meet international
standards. Introduce new quality products to meet
customer / market requirements. Implement new
systems and machineries for in process product
development as well to meet our customer
requirement.
This has improved the perception of our customer
to a great extent.
We have nominated a dedicated customer care
officer to handle all customer related affairs,
namely – feedback, customer complaints etc.,
satisfying them to the best possible way and
perceptions of customer in various area are
appended below:
Our Sales and After-Sales team take keen interest
on customer requirements received in the form of
enquiries, Letter of Intents and Local Purchase
Orders to advise and support our customers as per
their need.
Our After Sales department provides necessary
technical support and warranty coverage as per the
sales contract.
We even undertake Annual Maintenance Contract
as per our terms and conditions with our valued
customers. Majority of our major customers are
continuing business with increased volume and
even recommend our organization for doing
similar business with and is evident from the
volume of enquiries received from fresh customers
and increase in number of customer year after year.
National Fire Fighting Manufacturing FZCO (NAFFCO)
77
Profile
76
Nominated Good Practice
We have a range of measures we use to predict the
level of satisfaction of our customers as follows:
SSaalleess:
Clearly the sales figures are an indicator of our
customer satisfaction, our sales figures show a
quantum improvement year on year performance
beyond the targets set.
The sales volume attained for various line of
products for the past four years are appended
below:
CCoommppllaaiinnttss aanndd CCoommpplliimmeennttss::
When we analyze the number of complaints
received compared with the volume of sales the
crucial figure of complaints are coming down and
the specific complaints received has given us an
opportunity of learning and necessary corrective
actions were possible for avoiding recurrence.
Customer compliments in terms of appreciation
letters and willingness to continue business with
us has added strength in our business to further
refine our approach of business.
MMaarrkkeett SShhaarree
Progress of our market share in fire and safety
business is widely acclaimed and a wide
acceptance of our product and services in the
Middle East and around the world.
CCuussttoommeerr LLooyyaallttyy
Retention of customer and duration of relation
with our prominent customer is a clear evidence of
customer satisfaction.
PPrroodduucctt CCeerrttiiffiiccaattiioonn
Rapid increase in our product certifications to meet
the customer requirement is the clear internal
indicator to evidence our customer relations.SSppeecciiaall CCeerrttiiffiiccaattee ooff AApppprreecciiaattiioonn ffoorr
aacchhiieevviinngg EExxcceelllleennccee iinn tthhee LLeeaaddeerrsshhiipp CCrriitteerriiaa
Since FedEx Express set up direct operations in
UAE with Dubai as the regional headquarters in
1988 that played a crucial role in connecting UAE
to the world as the business epicenter of the region.
Today, FedEx Express is the only express carrier
with 16 direct weekly flights in and out of Dubai
servicing 122 countries worldwide. In addition,
FedEx connects Dubai overnight with Europe and
South Asia, via flights to Paris, Delhi and Mumbai.
These legs opened the burgeoning UAE market to
European and Asian businesses, seamlessly linking
the world of business like never before.
In 2005, FedEx expanded its ground network from
Dubai to connect the GCC countries with a
dedicated fleet of trucks; this expansion has greatly
enhanced FedEx’s service offerings to customers in
this region and has once again demonstrated our
commitment to our investments in Dubai and the
United Arab Emirates.
Additionally, our customers will find convenient
business support services available at FedEx
Kinko’s in Kuwait, Lebanon, and the United Arab
Emirates.
MMiissssiioonn
FedEx will produce superior financial returns for
shareowners by providing high value-added
supply chain, transportation, business and related
information services through focused operating
companies. Customer requirements will be met in
the highest quality manner appropriate to each
market segment served. FedEx will strive to
develop mutually rewarding relationships with its
employees, partners and suppliers. Safety will be
the first consideration in all operations. Corporate
activities will be conducted to the highest ethical
and professional standards.
SSttrraatteeggyy
The unique FedEx operating strategy works
seamlessly - and simultaneously - on three levels.
l Compete collectively by standing as one brand
worldwide and speaking with one voice.
l Operate independently by focusing on our
independent networks to meet distinct
customer needs.
l Manage collaboratively by working together
to sustain loyal relationships with our
workforce, customers and investors.
VVaalluueess
People: We value our people and promote
diversity in our workplace and in our thinking.
Service: Our absolutely, positively spirit puts our
customers at the heart of everything we do.
Innovation: We invent and inspire the services and
technologies that improve the way we work and
live.
Integrity: We manage our operations, finances and
78
Nominated Good Practice
79
2009
services with honesty, efficiency and reliability.
Responsibility: We champion safe and healthy
environments for the communities in which we
live and work.
Loyalty: We earn the respect and confidence of our
FedEx people, customers and investors every day,
in everything we do.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd
l Recognition for the company and employees
l Demonstrating company’s commitment to
quality
l Identifying areas of opportunity as part of the
assesment process
l Quest for continous improvement towards
improving quality and standards
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l Organizations must fully understand the
application process and the submission
criteria
l A cross functional team that is focused and
dedicated to the application process must be
formed
l Commitment and support from the upper
management is crucial
l Strongly recommended that an assessor from
your organization works with DQA prior to
your applcation submission
AACCCCEESSSS:: CChhaannggiinngg wwhhaatt»»ss PPoossssiibbllee
As a company that fosters and accelerates
worldwide Access, FedEx is committed to being an
ongoing source of thinking and learning about
Access, to help others realize the opportunities and
benefits associated with it. FedEx commissioned
the independent research firm SRI International to
undertake the first comprehensive study on the
subject, and in 2005, SRI released its original report,
“How Greater Access Is Changing the World.”
A breakthrough in scope and importance, it was
the first study to define and quantify the impact of
Access on people, businesses and nations. It
featured the first Access Index®, ranking 75
nations based on nearly two dozen indicators of
physical and information Access. With detailed
insight on which nations have gained the most
from improved Access to ideas, talent and
resources, the original report has continued to
serve as a diagnostic tool for those working to
further improve Access. SRI recently completed an
updated study, presented in this Executive
Summary, which expands the Access Index® from
75 to a total of 109 nations.
HHooww GGrreeaatteerr AAcccceessss IIss CChhaannggiinngg tthheeWWoorrlldd
Every day, a stream of information, goods, capital
and ideas flows around the world because of a
single dynamic force: Access.
Access is the ability to connect. And when people
connect with what they need, they can realize new
opportunities. People need all kinds of Access —
Access to other people, to places, markets,
businesses, goods, ideas and more. Access is what
enables all forms of exchange and interaction,
empowering people and businesses with more
choices and greater confidence.
It’s about making new opportunities possible by
simplifying the ability to reach new markets and
accelerating global connections — physically,
economically and in the realm of information.
SSRRII RReeppoorrtt
FedEx is in the business making goods, products
and information from around the world accessible
to almost anyone, anywhere, anytime. This ability
to give people what they want, when they want it
has some significant economic and social
implications on the world’s developed and
developing nations. Greater access to all these
things is literally changing what’s possible. FedEx
recently commissioned a study by SRI
International to look at this unprecedented
expansion of access—what it is, how to measure it
and how it impacts people, businesses and nations.
MMeetthhooddoollooggyy
Developing the Access Index®
The research team selected 23 variables of physical
and information Access, grouped under four
headings: Trade, Transport, Telecommunications
and News /Media/ Information Services. All of
the data for the 23 variables come from high-
quality, reliable sources that use a uniform
methodology across countries. From this data, the
researchers calculated the current Access Index®,
providing a quantitative ranking of the 109
countries based on their level of Access to goods,
services and information. Of the 23 variables used
in the original Access Index®, the updated index
includes 11 new or changed indicators. This
suggests that the emerging and rapidly evolving
phenomenon of Access may be influencing the
type of information being collected — as well as
the changing types of information relevant in
measuring Access.
OOppppoorrttuunniittiieess ffoorr PPeeooppllee,, BBuussiinneesssseess aannddNNaattiioonnss
The study includes three complementary Access
Opportunities Indices®, also for 109 countries,
which measure specifically how People, Businesses
and Nations leverage Access to improve their
current conditions and future prospects
CCoollllaappssiinngg ooff ttiimmee aanndd ssppaaccee,, aanndd tthheeeexxppaannssiioonn ooff iinnffoorrmmaattiioonn
According to the study, three components define
access: time, space and information. Today, time
and space are collapsing and the availability of
information is exploding for anyone with basic
electronic communication tools.
AAcccceessss HHaass RRiisseenn DDrraammaattiiccaallllyy
FedEx Express InternationalInc. (Dubai Branch)
The point is that the global supply chain has
become so agile that it’s common for the
production of a single product to be spread over
several countries and continents.
81
2009
80
Nominated Good Practice FedEx Express InternationalInc. (Dubai Branch)
This chart illustrates how technology
developments are accelerating Access. When
FedEx launched its first flights in 1973, the Internet
was a Defense Department research project. One
sage thinker in the 1980’s, George Shultz, U.S.
Secretary of State in the Reagan administration,
predicted that the free flow of information made
possible by the revolution in communication
technologies would force closed societies like
China, India and the Soviet Union to open up.
The SRI report ranked countries based on
numerous factors that impact their ability to access
information, resources, and world markets. Why is
access important?
IImmppaacctt ooff AAcccceessss oonn NNaattiioonnaall EEccoonnoommiieess
Because it enables nations to enter broader
markets, gain global connections, attain national
and international cohesion, and achieve growth
and prosperity.
For the first time in history, all nations – including
underdeveloped regions – have the prospect and
the ability to engage in global commerce. Nations
benefit from the free flow of goods, people and
capital. Trade liberalization, customs reforms and
“open skies” agreements have spurred remarkable
global growth.
Access is the catalyst for the integration of the
global economy. Access to technology decreases
time to market and production costs, creating a
broader international market for a nation’s goods,
while speeding that nation’s integration into the
world economy. Access plays a major role in
facilitating international trade and financial flows,
which in turn bring new skills and technologies
that spill over into the wider economy.
There is a clear correlation between increases in
access and decreases in poverty: In China, poverty
declined from 28% in 1978, when it began opening
up, to 9% in 1998; in India, it decreased from 51%
to 27% in the 20 years since opening its markets.
Political climates and regulatory policies have a
major impact on how much nations benefit from
access. Economists estimate that cutting trade
barriers in agriculture, manufacturing and services
by one third would boost the world economy by
$613 billion — the equivalent of adding the GDP of
Canada to the world economy.
The evidence is clear. Governments must reduce
trade barriers and encourage, not stymie, global
trade and foreign investments. India, Vietnam and
Uganda are good examples of what can happen
when governments open-up their economies.
According to the International Monetary Fund,
these countries are reducing poverty and enjoying
a faster rate of growth than countries with similar
economies and restrictive trade policies.
IImmppaacctt ooff AAcccceessss oonn BBuussiinneessss
Access increases the market reach of businesses,
strengthens their supply chains, facilitates and
supports innovation, and creates opportunities for
growth. Businesses around the world now have
access to more markets, resources and growth
opportunities than ever before. Access has
broadened the customer base of every business
across regional, national and international
boundaries: companies now consider the world
their market.
Access has changed the rules of competition and is
a driver of growth. Increased market opportunities
and competition spur innovation: Access increases
capital, human resources, and suppliers, while
improving the production mix and business
processes.
Access has transformed supply chain management
and fuelled innovation. Access to real-time
information and reliable and express
transportation has created new logistical models
and leveled the competitive playing field.
FFaasstt--ccyyccllee llooggiissttiiccss
Savings of nearly $500 billion in 2003
This trend of fast-cycle logistics – what you might
call “inventory in motion” –means that businesses
can now virtually eliminate the need for
warehousing inventory because they can track
sales and restocking needs on a real-time basis.
Look at one of the outcomes. Carrying costs for
U.S. businesses have plummeted from 7.2 percent
of GDP to 2.7 percent. That’s a savings of nearly
half a trillion dollars in 2003 alone.
Access doesn’t benefit only the industry giant. It
also enables the one-person office. Through the
Internet, we have a low-cost, visual, ubiquitous
information exchange available to anyone with a
computer, Couple it with access to technology,
speed of shipping, and a reliable global supply
chain, and even the smallest business can
specialize, create product niches and achieve
economies of scale.
IImmppaacctt ooff AAcccceessss oonn PPeeooppllee
Access empowers people, connects them, enhances
their well-being and constantly expands their
choices and expectations.
83
2009
82
Nominated Good Practice
Access improves people’s quality of life. Access to
health services, clean water, and sanitation impacts
life expectancy and infant mortality.
Access connects people. The desire, need and
expectation to stay connected have become a
universal phenomenon. Access to an exploding
base of online information and
telecommunications is transforming most human
activities everywhere.
Access increases education options for many and
expands employment opportunities – we can now
live and work almost anywhere.
Access shifts power from producers to consumers.
With choice and information, consumers are more
savvy and discerning, giving them greater market
power.
Access to credit has helped people fulfill dreams
and potential. Take homeownership, now at a
record high of almost 70 percent in the U.S., not to
mention the power of small business loans around
the world, including developing companies, where
micro-loans have created a new wave of
entrepreneurs.
PPeerrppeettuuaall CCyyccllee ooff AAcccceessss
Generation and Expansion
The expansion of access is dynamic, ongoing, and
permanent. Increased access leads directly to
greater personal satisfaction. This stimulates
demand among existing consumers, which, in
turn, leads to business expansion and other
productive activities. The result? Improved living
standards and even higher expectations. These
expectations spur innovation and investment to
provide yet greater access, and the cycle repeats.
Because of access, most of the world’s people are
becoming an integrated community, dependent on
each other through supply chain. We’re linked by
instantaneous communications. Investments are
crossing national boundaries to make businesses
flourish.
CChhaalllleennggeess ttoo BBuussiinneessss
Access generates opportunities for participation,
choice and improvement. It helps us better our
current conditions and future prospects. The
challenge for us as business leaders and
policymakers is to:
l Nurture the current environment, l Eliminate artificial trade barriers and
impediments that inhibit economic growth, l Secure “open skies” agreements that give
countries, particularly developing ones, access
to capital, products and services, and l Help developing countries obtain life
essentials such as healthcare, and education,
which lead to prosperity.
IImmppaacctt ooff AAcccceessss oonn NNaattiioonnss
Access enables nations to enter broader markets,
attain connection and cohesion, and achieve
growth and prosperity. Today, countries are
increasingly seeking strategies to position
themselves to benefit from expanding Access.
Some nations are promoting themselves as
regional Access hubs — with Dubai (in the United
Arab Emirates) as a clear example — offering a
desirable location from which companies might
serve neighboring markets. Likewise, as a way to
strengthen global Access, most developing
countries are pursuing admission to the World
Trade Organization. And trade itself — the
movement of goods and services between nations
— continues to grow. Based on the World Bank’s
FedEx Express InternationalInc. (Dubai Branch)
World Development Indicators 2008, exports as a
share of global GDP rose to almost 29 percent in
2005, more than three times larger than in 1960.
With the global expansion of Access come greater
mobility, connection and interaction across
borders, not only for goods and services but for
people. One measure of the movement of people —
tourism — has increased dramatically, growing 40
percent in the decade between 1995 and 2005. This
travel boom is noticeable in the arrivals data for
regions of the world including the Middle East and
North Africa, Europe and Central Asia, East Asia
and the Pacific. Notably, tourists from China have
multiplied dramatically. While 4.5 million tourists
from China took a trip to another country in 1995,
the number grew to more than 31 million by 2005.
KKeeyy FFiinnddiinnggss ffrroomm tthhee UUppddaatteedd AAcccceessss IInnddeexx®®
AAcccceessss--eennaabblleeddccoollllaabboorraattiioonn iissaacccceelleerraattiinngg iinnnnoovvaattiioonn
With first-place rankings on
both the physical and
information components of
Access, Hong Kong illustrates
that openness to the world
economy provides tremendous
opportunities, especially for
small, natural-resource-poor
locations. Singapore, another
geographically tiny but
intensively outward oriented
economy, retains its second-
place ranking. Six of the top 10
scorers on the index have
populations of less than nine
million and are characterized
by modestly sized domestic
markets.
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SSttrroonngg ddeebbuutt bbyy tthhee UUnniitteedd AArraabbEEmmiirraatteess
The United Arab Emirates’ (UAE) entrance in the
Access Index® at 12th place not only reinforces the
power of Access for small countries but also
suggests that Access multiplies opportunities even
for resource-rich nations. Notably, the UAE is the
only Middle Eastern nation in the top quartile of
the updated Access Index®. The UAE underscores
a finding revealed via the first Access Index® —
namely, that physical and information Access do
not always proceed in tandem. UAE is ranked 3rd
on physical Access but only 29th on information
Access — a significant gap that may have
implications for how people, businesses and the
country as a whole use and benefit from Access.
l Access continues to be closely correlated with
positive benefits for peoplel Countries that provide more higher education
opportunities endow their citizens with
greater capacity to use Access — and therefore
derive greater benefitsl People obtain the benefits of Access through
an evolving, uneven process that is greatly
affected by individual country circumstancesl People pursue the types of Access that benefit
them most greatly and directly
KKeeyy FFiinnddiinnggss √√ BBuussiinneesssseess
l Access is the driving force for business
performance globallyl Access powers business innovation and
stronger supply chains
l Access contributes
strongly to business
growth and
competitivenessl Businesses utilize Access
to achieve competitive
advantage in different
strategic areas
KKeeyy FFiinnddiinnggss √√ NNaattiioonnss
l Access is the driving force
of economic growth
for countries at all income
levelsl Top-scoring countries see
notable shifts in
rankingsl Access enables nations to
expand trade and
extend markets
TThhee RRoollee ooff FFeeddEExxHHooww FFeeddEExx iiss cchhaannggiinngg wwhhaatt»»ss PPoossssiibbllee??
Though Access is a force bigger than any single
entity, specific innovations and technologies have
made a marked contribution to increased Access in
the world.
A companion study, “Powering Global Access”,
conducted by SRI International, examines the role
and impact of FedEx in creating Access. The report
finds that, from the founding of FedEx in 1973, its
operations have revolved around the three
variables that define Access — time, space and
information. A central objective of the company
has been to collapse time and space and increase
the amount of available information, thereby
expanding Access.
Through continuous innovation and efforts to
establish both the hidden and visible structures
that support Access, FedEx has accelerated
worldwide Access, driving global growth:
continuously extending the reach of its
infrastructure • — both physical and digital — to
provide customers worldwide with Access;
l Consistently championing and expanding
global Access through “open skies” and
deregulation;l working to move goods faster across national
borders, thereby decreasing business costs and
promoting economic growth;l providing businesses with broader market
reach, the ability to improve supply chains
and reduce inventory, innovate and increase
profitability;
KKeeyy FFiinnddiinnggss √√ PPeeooppllee
FedEx Express InternationalInc. (Dubai Branch)
l enabling new business models such as
globally distributed manufacturing, just-in-
time inventory and mass customization; andl pioneering models that have been replicated
by others to further extend Access.
Just as Access has expanded and become
increasingly essential to individuals, businesses
and nations, the role of FedEx in the “Access
space” has increased consistently. All companies in
the FedEx family generate physical and digital
Access under the conditions of certainty,
transparency, rising options and accelerating
speed. This report is, however, only the beginning
of our analysis. We believe access is an evolving
concept. We are committed to exploring it further
and sharing the learning’s as they are available.
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Profile
DP World, UAE Region is the flagship of DPWorld, the global port & terminal operator, whichmanages 49 terminal and 12 new developmentsacross 31 countries. The UAE Region manages theJebel Ali Terminals, Port Rashid, Port Hamriya,Abu Dhabi Terminals and Fujairah Terminal in thisregion. DP World’s UAE Region employs a workforce of 6,700 skilled employees, wherein UAEnationals occupy key positions with decisionmaking responsibilities. UAE nationals are offered
opportunities in various departments such as
Operations, Finance, Customer Service, Technical,
Marine, HR & Administration, IT, Commercial and
Marketing.
Port Rashid started its operations in 1972 and Jebel
Ali port started operations in 1979. For the past 15
consecutive years DP World’s UAE Region has
been awarded the title of Best Seaport in the
Middle East. The UAE Region is ranked as 6th top
container port worldwide, while DP World,
formally established in September 2005, is ranked
as the 4th largest global port operator.
DP World is a part of “Dubai World” as a holding
company, which is a large, global and diversified
business consisting of Ports, Customs, Free Zones,
Nakheel, Istithmar etc. DP World is however an
independent Business Unit (BU) which issued its
own IPO in the UAE market.
DP World-Jebel Ali is certified to ISO 9001:2000,
ISO27001, ISO 10002 and ISO 28000:2007
standards. It has also been recognized for
excellence as EFQM – R4E (5 Star) by European
Foundation for Quality Management (EFQM).
Emiratization is a part of DPW’s journey towards
business excellence and commitment to the
satisfaction of all the stakeholders including the
society. Further DP World – Dubai Ports has been a
winner of Dubai Human Development Award
2008.
Accordingly, DP World’s Vision, Mission & Values
(below) has been drawn to facilitate it becoming a
global and world class organization. The
organization aims to satisfy all its stakeholders, e.g.
Customers, Suppliers, Partners, Employees,
Government, Bankers and Society at large.
VViissiioonn
Sustainable value through global growth, service &
excellence.
MMiissssiioonn
A global approach to a local business environment
where excellence, innovation and profitability
drive our core business philosophy of exceptional
customer service.
VVaalluueess
l Commitment to our people and our customersl Profitable global growthl Responsible corporate and personal behaviorl Excellence and Innovation
In line with the commitment to people and
responsible corporate behavior, the organization
has a fully equipped Human Resources
Department with functions such as Recruitment,
Training & Development, Emiratization,
Compensation and Administration.
The organization has a strong commitment
towards Emiratization and follows RADAR
(Results, Approach, Deployment, and Assessment
& Review) as a part of business excellence
framework (EFQM/DQA) since 1999.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiQQuuaalliittyy AAwwaarrdd
l Self Assessment against DHDA Criteria
(identifying Strengths and Areas For
Improvements)l Implementation of DHDA Criteria (adopting
good human development practices)l Opportunity to know from an external team of
qualified & experienced DHDA Assessors our
strengths, areas for improvement and score l Recognizing the organization and
HR/Emiratization personnel in a grand
DHDA Ceremony.
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l Register early by obtaining top management
approval and decide the DHDA Project Team l Start Self Assessment against DHDA Criteria
and Implement good practices and monitor
the results from these practicesl Prepare first draft of the DHDA submission at
least 3 months before the submission date as it
may require 2 to 3 editing before the final
submission can be made
l Involve more employees in the DHDA
Assesors site visit. Listening to assessors
questiona and trying to answer them provides
learning for them for future.
DP World - UAE Region
(DHDA award presented by His Highness Sheikh Maktoum BinMohammed Bin Rashid Al Maktoum, Deputy Ruler of Dubai to Mr.Mohammed Al Muallem, Senior Vice President & Managing Directorfor UAE Region; and Mr. Mohammed Ali Ahmed, Director ofStrategic Planning & Business Support.)
Jebel Ali Terminal
88
Nominated Good Practice
89
2009
DDeevveellooppiinngg UUAAEE NNaattiioonnaall lleeaaddeerrss aatt DDPPWWoorrlldd,, UUAAEE RReeggiioonn
Introduction: DP World, UAE Region is committed
to recruitment, training and development of UAE
national leaders as a part of its contribution to UAE
nationals, the country and society at large. The
leadership development programme can be
described by application of RADAR as a part of
Dubai Human Development Award (DHDA)
criteria as follows:
Results ( R ): As an outcome of the leadership
development and Emiratisation process, DP World,
UAE Region has been able to increase its UAE
Nationals (as a % of total manpower) at Jebel Ali to
59 % at Top/ Senior Management and to 40% at
middle management. Strategic HR Planning KPIs
includes becoming amongst top 5 attractive
organizations in Dubai (by 2010) for Graduate
UAE nationals and increase Emiratization by 5%
every year.
Based on the past experience of recruiting and
developing UAE nationals for last 3 decades, DP
World, UAE Region has now in place the following
seven recruitment/leadership development
programmes at different levels/grades:
Note: Students sponsored during studies and on
their joining they are part of graduate trainee
programme (Grade 11 to 17 based on the institute
and specialization)
DP World, UAE Region has continuously
improved its compensation packages for UAE
nationals and following table shows that it
compares well with top 25% organizations in UAE.
Salary Benchmarking: DP World against market
range for UAE National Trainees
AApppprrooaacchh ((AA)) && DDeeppllooyymmeenntt ((DD))::
Number of recruitment & leadership
development initiatives have been designed and
implemented as follows:
Dubai Leaders Program for leaders from Dubai
World:
The program is carefully planned in 2006 to
enhance the strategic thinking and leadership
capabilities of the hand picked UAE National
participants. The program takes these leaders to
USA, Singapore, Hong Kong and China to give
them an appreciation for different business
environments and cultures to be a truly global
leader. So far a total of 70 members graduated and
46 are graduating in June 2009 across Dubai World.
(Including 16 DP World members already
graduated and 11 graduating in June 2009). The
above leadership program had a comprehensive
coverage of following leadership related topics
covered at Wharton School of the University of
Pennsylvania in the US during 2007/2008/2009:
l Total Leadership, Leadership & Strategic
Thinking and Developing Your Leadership. l Creating Strategies and Business Plans;
Finance & Strategy and Scenario Planning. l Strategic HR Management, Managing Talent
and Managerial Learningl Government & Firm Location Factors. l Managing Culture inside the firm and
Managing Relations across firms. l Negotiation & Influence Workshop and
Managerial Effectiveness.
Programme Intake (Level of
the candidates)
Programme
Duration
(full time)
Overseas
component
Approx. Programme
Cost /Participant
(AED Mln)
Dubai Leaders
Program (Grade
18 & above)
Senior Managers &
Above (all business
units of Dubai World
including DP World)
12 months (part
time)
Yes (about 6
weeks at USA
and Asia)
AED 0.7 mln
GOLD Programme
(Grade 17 &
above)
Managers &
above
18 months Yes (at DP World
terminals)
AED 1.1 mln
Graduate Trainee
Programme
(Bachelor/Higher
Diploma)-Grade 15
to 17
Graduate Trainees 18 to 24 months 8 to 24 months AED 0.4 mln
Diploma – Grade
13-14
Diploma Trainees 18 to 24 months AED 0.3 mln
High School
–Grade 11-12
High School Trainees 18 to 24 months AED 0.2 mln
High School
(Marine Dept)-
Grade 11-12
High School Trainee 48 months AED 0.5 mln Yes (at Marine
Academy)
TA’HEEL Students (while
studying) and later
based on the
qualification
18 to 24 months
(after graduation
AED 0.1 -0.2 mln
(based on study
duration)
l Business Strategy and Competitive Advantage
and Branding l Corporate Valuation/Mergers & Acquisitions. l Real Estate Operations. l Business Environment Assessment. l Market Segmentation and Marketing Metrics
and the Global Economic Landscape. l Environmental Management & Sustainability
and Globalization and the Role of
Government.
GGlloobbaall OOrrggaanniizzaattiioonnaall LLeeaaddeerrsshhiippDDeevveellooppmmeenntt [[GGOOLLDD]] pprrooggrraammmmee
In mid-2007, it became clear as part of DP World’s
succession planning strategy and goal setting
activities, that there was a gap between the likely
demand for middle to senior managers, given the
age profile of our existing management within
those levels and the organic and expansion growth
of the company. Senior management throughout
the company were surveyed and indicated that in
their estimation, within the next 2 years [from
2007] there would be a demand for approximately
50 middle to senior managers across the
organization. These were not ‘guessed’ figures but
quite firm predictions made on known facts.
DP World’s Board agreed that a special programme
was needed to provide those skilled leaders within
the timeframe and with their endorsement the
Global Organizational Leadership Development
[GOLD] programme was devised. GOLD is an
accelerated leadership development programme
designed to take participants from middle level
management skills and capabilities to general
manager level within the 18 months of the
programme. The programme is funded corporately
DP World - UAE Region
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and the participants are on the staff of our
corporate headquarters in Dubai. However it
should be noted that in making their assessments
of their business needs our Regional Directors had
to commit to ‘hosting’ participants at operational
terminals in their Regions. In most cases, there is
one participant at a host terminal although a
couple of the larger terminals are hosting 2
participants and in Jebel Ali, there are 7
participants.
The programme consists of three ‘structured’ off-
site training programmes. These are:
l NEBOSH International General Certificate in
Safety – 2 weeks; l Leading Terminal Workplaces/Leading
Terminal Operations – 4 weeks; and l Leading The Business/Managing Terminal
Operations – 5 weeks
The Leadership/Operations programmes are
based very largely on existing DP World training
programmes already provided by the DP World
Institute. They consist of 2 levels of leadership
development programmes and 2 levels of
operational management development
programmes. The lower level programmes were
conducted at the start of GOLD and the higher
level programmes will be conducted in October
2009. In between these programmes, the
participants undertake on the job training
assignments at their host locations. They will work
across all the elements of the terminal from
operations to finance to IT and commercial to be
exposed at all levels to all aspects of the business.
They are provided with coach/mentors at their
local sites and there are three Programme
Managers (PMs) who are their direct line
managers. The PMs manage participants in
allocated Regions.
The programme has been accredited through
Lloyds Maritime Academy. The programme
including the LTB/MTO components will receive a
Diploma in Terminal Management form the
National Sea Training Centre in the UK. Towards
the end of the programme, participants will be
offered the opportunity to complete a Diploma of
Project Management through New England
University in Australia and, by completing the
project and some additional study, obtain a
Masters Degree in Terminal Management through
the Middlesex University in the UK. The project
participants undertake must provide sufficient
payback to cover the Masters cost.
The participants were recruited from both within
the organization and outside. There was an
extensive advertising campaign and a four stage
selection process. This involved psychometric
testing and an assessment day process that was
both rigorous and comprehensive. At the end of
the process, there were 32 participants selected
from the over-1200 applications. A set of
competency base-levels were established during
the recruiting process and it was considered
important that they be maintained. The process
provided only 32 participants who met those high
standards. 18 were from within DP World and 14
from outside. They came from all career sectors –
Operations, Finance, Commercial, IT, Banking etc.
They are from all DP World Regions except Africa.
As mentioned, there are 7 participants in the
programme from the UAE Region. Five of these
were recruited from within DP World while 2
joined us from outside the organization. Five of
these participants are UAE Nationals while one is a
UAE born Indian National and the other is a
Omani. These participants will be needed to take
up senior roles in the UAE Region or in the
growing business in the Africa Region.
Based on progress to date, DP World is confident
that this was a correct approach. The participants
are highly motivated people who want to learn and
develop. Indications are that the programme is
highly likely to provide the resources that DP
World needs in the short-medium term for meet its
senior manager requirements. Leadership
Development Cost per leader (AED) is
approximately US$ 300,000 (or AED 1.1 mln).
Future positions planned to occupy after 18
months: Heads of Departments in all functional
areas with major emphasis on Operations, H.R.
Finance; Business Development & Project
Management.
HHiigghh SScchhooooll //MMaarriinnee PPiilloott TTrraaiinniinnggPPrrooggrraammmmee
l Currently we have 43 Trainees -: 13 in UK &
remaining in Alexandria. l High school students are recruited for this
study program and after their completion they
join us as Pilots. l The program is for 4 years. l The budget is AED 500,000/- for each trainee
for their entire study program.
Marine Pilots in Alexandria (Egypt)
TTAA»»HHEEEELL SSppoonnssoorrsshhiipp PPrrooggrraammmmee
Objective: To recruit UAE Nationals with
competent qualifications and skills in positions
which are in short supply. As a result, the number
of UAE National employees within the
organization will be on a rise, along with this
increase, the program will better assist in the
development of the society in UAE.
What is TA’HEEL Sponsorship Programme? :
TA’HEEL is an Arabic word that means
“Preparation”. This is designed to provide a
scholarship programme for enthusiastic and
talented UAE Nationals in order to gain the
competent qualifications and skills needed. DP
World will be responsible for all the financial
expenses, such as tuition fees, laptop, etc. The
student will be entitled to get monthly stipend
which is clearly indicated in the contract. Once the
student completes graduation, he will be obliged to
work with DP World UAE Region for a period of
same as the study period. This programme is open
both for male and female UAE Nationals.
Selection Criteria:
The students go through simplified yet rigorous
and robust selection program. It includes College
campus selection (English test, IT test, Math test)
and DP World selection (Simple IQ, Aptitude,
Logical and Reasoning tests, Assessment center,
Interview).
DP World - UAE Region
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Nominated Good Practice
CCoosstt ooff TTAA»»HHEEEELL::
Taking Higher Colleges of Technology –Dubai
Men’s College as an example, the average expenses
have been estimated. (Total of AED 375,000/- per
student for a 4 year period). The scholarship can be
provided from any college or university in or out of
the country. Sponsorship may not necessarily be
from the first year of study. We can also sponsor
them from the second, third, or fourth academic
Sponsorship Components (AED/Year)
Year Tuition Salary Laptop Ad hoc TOTAL
1 43,000 36,000 8,000 15,000 102,000
2 43,000 42,000 x 15,000 85,000
3 43,000 48,000 x 15,000 91,000
4 43,000 54,000 x 15,000 97,000
Grand total for 4 years at fixed component per student 375,000
year as per department’s needs.BBeenneeffiittss ooff TTAA»»HHEEEELL
l To meet the objectives of Emiratization Section
i.e. Increase the percentage of UAE National
Employees in the organization.l Have the best qualified and skilled UAE
Nationals for different posts.l Create awareness, interest and action among
the nationals to join DP World.l Help in development of the society within
UAE.
Below is an example of one of the projects
implemented by Dubai Men’s College TA’HEEL
programme students in year 2009. Each of these
students were awarded AED 10,000/- for their
contribution to developing this crane model.UUnniiqquuee FFeeaattuurreess ooff TTAA»»HHEEEELL pprrooggrraammmmee
l UAE national students are guaranteed of a
job/career once they graduate and DP World,
UAE Region is assured of competent nationals
joining after completing their education as per
the contract.l UAE National students get a stipend of AED
3000 to 4500 per month during the full study
period.l Students have full access for their training at
DP World, i.e. work placement, summer
training, any project during the studies
(including the final project – which is
compulsorily to be done at DP World)l Students have full familiarity with DP World’sCrane model designed by TA’HEEL/ Work placement
programme students
Management reviewing the crane model project
Work Placement Students in Container Terminal
Students being awarded for Crane Model
The TA’HEEL programme has been designed in 2007, implemented in 2008 & reviewed and improved in year 2009. The number ofstudents per specialization is given below.
Specialization 2008 2009 (estimated)
Business/Finance 2 2
IT 0 2
Engineering 6 4
Total Students 8 8
Deployment & Improvement Start Year - Signed with
HCT/Dubai Men’s College
(DMC)
Signed with other academic
institutions/universities
(University of Dubai (UD*) (4
students) and Institute of
Applied Technology (IAT**))
policies, procedures, products, services etc.
by virtue of their being training/project done
during the study period.l It helps to increase number of talented and
qualified nationals at DP World, UAE Region.l It helps DP World to promote their brand
amongst the educational institutes and in the
society.l DP World, UAE Region is able to save money
for the organization by being associated with
the students, who undertake real life projects.l Students will have the priority in future
promotions within the organization based on
their on-the-job performance.l UD: Contract signed in 2009. Selection process
will start in summer 2009 by making them join
as a summer trainee in order to measure their
performance and then decide on the
recruitment.
l IAT: recruitment at the end of the study period
MOU with Dubai Men’s
College
is subject to availability of the vacant position. AAsssseessssmmeenntt && RReevviieeww ((AA && RR))
Each of the above leadership development
programme has been assessed in terms of
measurement of its effectiveness for last 3 to 5
years (2005 to 2009) and number of improvements
have been made including improving the
leadership programme objectives, choice of
institute, student specialization, programme
content or syllabus, MOU with institute, contract
with student, programme duration, scholarship,
budget availability, leadership project objectives
and mentoring mechanism. This has led to
availability of leadership programmes at all
levels/specializations/function/locations within
DP World, UAE Region thereby meeting the needs
of the DP World, UAE Region in particular and DP
World (as a global organization) and UAE as
country in general.
MOU with IAT
MOU with Dubai
University
DP World - UAE Region
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Profile
SSttaaggee 11:: TThhee MMeerrggeerr ((11999922--11999944))
DEWA’s Board of Directors appointed H.E. Saeed
Mohammad Al Tayer as General Manager, and set
the following Strategic Objectives:
l Finalize the merger and dispose of the
redundant human resources as early as
possible without any adverse effect on
DEWA’s customers.
l Reduce the power supply interruption and
leakage in the network to the minimum.
l Reduce government subsidiary.
l The Dubai Government and DEWA were
proud of the success of the General Manager
and his work team in realizing the strategic
goals.
SSttaaggee 22:: SSeettttiinngg NNeeww FFoouunnddaattiioonn ((11999944--11999966))
The Management Team refined the Strategic
Objectives, as follows:
l Realize high reliability of power supply.
l Reduce water loss in the network to the
minimum in comparison with international
standards.
l Self-financing without resort to government
funding.
l Nationalization of posts, especially at
managerial levels.
l Enhancing efficiency of services to suit the
aspirations of Dubai Government to become
an international focal point for trade and
business.
l In this stage, the organization structure was
augmented with the creation of Training and
Research & Development departments and
supported them with international expertise.
This helped in the realization of the Strategic
Objectives.
SSttaaggee 33:: DDeevveellooppmmeenntt && IImmpprroovveemmeenntt((11999966--11999988))
This stage is a continuation of the previous one,
however with more ambitious strategic objectives:
l Realization of profitability by running on
commercial basis.
l Enhance operations efficiency.
l Adoption and implementation of quality
concepts, especially for customers & society
services.
l Compliance with the international standards
with regard to the quality of supply (electricity
& water).
l Enhancing employees’ efficiency, especially
UAE nationals to ensure technical self-
reliance.
l One of the important features of this stage is
the declaration of DEWA’s vision, mission,
and objectives with full transparency, the
reinforcement of teamwork and joining efforts
for the realization of the strategic objectives.
These strategic objectives were realized through
continuous development and improvement in all
work fields at DEWA such as modernization of the
organizational structure, forming the Human
Resources Department & Quality Section, adoption
of new technologies such as Geographical
Information Systems (GIS), Supervisory Control
and Data Acquisition Systems (SCADA),
qualifying to International Quality Certification,
and enhancing customer services.
SSttaaggee 44:: QQuuaalliittyy MMaannaaggeemmeenntt ((11999988--22000000))
This stage is distinguished with the application of
Total Quality Management concepts and alignment
of efforts at all levels to capitalize on creative
initiatives to realize the strategic objectives and
excellence. Among the prominent features of this
stage are:
l Winning of the Dubai Government Excellence
Program Award as the Distinguished
Department and Division in 1999.
l Divisional Certification to ISO 9000, starting
with Field Services Division in 1998.
l Winning of British Council National Safety
Award (1997), and Health & Safety.
l Management System Certification with 4 stars
grading (out of 5 stars) in 1998.
l Certification to ISO 14001 for Power
Production 1998 and Water Transmission
& Distribution 2000).
SSttaaggee 55:: TThhee FFiirrsstt SSttrraatteeggiicc PPhhaassee ((22000000√√ 22000044))
This stage is distinguished with the application of
international standards in accordance with
excellence models and self-evaluation in addition
to:
l Use of the Balanced Scorecard in the
application of the Strategic Plan. l Re-engineering of operations & automation of
the procedures for presenting e-services.
l Benchmarking with international utilities.
l Winning the Dubai Quality Award (2001),
Corporate ISO 9001 Certification (2001), Safety
Award from the British Safety Council in the 5
star grading (2002), Investors in People Award
(2004), and Dubai Award of Human Resources
Development (2003).
SSttaaggee 66:: TThhee SSeeccoonndd SSttrraatteeggiicc PPhhaassee((22000055--22000099))
At the outset of the stage, DEWA declared its new
mission and vision statements, and carried out the
following steps to pave the ground for
organizational excellence.
l Turning into a Strategy Focused Organization
and reviewing of Balanced Scorecard by re-
evaluating the corporate performance
indicators.
l Restructuring of DEWA to achieve harmony
between the activities and for maximum
utilization of resources.
l Issue of new human resources policies and
procedures.
l Human resources capacity building.
AAwwaarrdd rreecceeiivveedd
l The Distinguished Government Department
of the Dubai Government Excellence Program
in 1999 & the Golden Category (2007).
l The Sword of Honor from The British Safety
Council (2007 & 2008).
l Qualification to Hall of Fame in implementing
Balanced Scorecard in Strategy Execution
(2007) – 1st winner in Middle East & North
Africa.
l Winning the Dubai Quality Award (2001),
Corporate ISO 9001 Certification (2001).
l Investors In People (2003/2007)
l Dubai Award of Human Development (2003 /
2008). l GCC Award in Environmental Awareness
(2007 / 2008).
Dubai Electricity & Water Authority (DEWA)
97
2009
96
Nominated Good Practice
VViissiioonn::
A recognised World-Class Utility.
MMiissssiioonn::
Meeting customer satisfaction and promoting
Dubai’s vision through delivering water &
electricity services by a competent workforce at
world-class level of reliability, efficiency, safety and
environment, supporting resources sustainability.
VVaalluueess:
Integrity, fairness, transparency, teamwork,
industry leadership, professionalism, corporate
social responsibility, customer focus.
BBeenneeffiitt ffrroomm aappppllyyiinngg ffoorr tthhee aawwaarrdd
l To put into action the Emiratization Policy for
achieving higher levels of Emiratization.
l Engage highly qualified nationals in order to
maximize the organization’s growth.
l Understanding on how to further develop
UAE nationals of the organization.
l Improve the methods in attracting, retaining
and development of UAE Nationals.
l Identify areas for continuous improvement.
l To put more effort in serving the society in the
field of environment, safety and awareness for
conservation.
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l Use DHDA feedback reports to improve
process and reach the gold level.
l Benchmark with world class organizations
renowned for best practices to know the true
position of the organization.
l Consistently assess and review the approach
and process towards Emiratization.
l Communicate strategy, goals and objectives to
all employees.
BBeesstt PPrraaccttiicceess AAddoopptteedd bbyy DDEEWWAA::
TTrraaiinniinngg aanndd ddeevveellooppmmeenntt ooff ppeeooppllee
DEWA makes best efforts to train the employees
and enhance their performance to reach the highest
standards by setting a comprehensive training and
development plan and allocating the required
financial budgets for this purpose, in order to
enhance the overall productivity and operational
efficiency of the Organization. The annual training
plans include the Organization’s internal and
external training needs for the employees in
various fields such as technical, financial,
administrative, computer, human resources, etc.
l The organization identifies the training needs
through various channels such as training
needs analysis through the departmental
training and development plan performance
appraisal system. Annual Training Needs
Analysis (TNA) is undertaken by the HR
Division (Training Department) of the
organization. This process will identify the
following:
l Strategic priorities of the organization
(DEWA).
l Competencies and abilities required of all
employees at all levels to achieve these
priorities.
l Level of skills or knowledge required to enable
the employees to improve their current
performance;
l Any performance gaps or training needs
required to prepare employees to achieve the
organization’s strategic priorities and reach
the next level of career path.
The TNA shall be derived from data collected from
annual performance appraisals, exit interviews,
interviews with Senior Manager and Managers,
focus groups, surveys, observation and any other
sources deemed relevant.
The aim of this analysis is to produce an annual
plan of learning and development activities based
on the strategies and policies of DEWA. This plan
should incorporate the following:
l Target learning and development audience.l Prioritized learning and development needs.l Types of training required for each need.l Yearly schedule for Learning and
Development activities. l Learning and Development cost and overall
budget requirements.
LLeeaarrnniinngg aanndd DDeevveellooppmmeenntt bbuuddggeett
DEWA has allocated a budget of AED 28,960,300.00
in 2008 to train and develop employees, of which,
70% was spent on UAE Nationals and 30% on
expatriates. This budget is allocated based on the
requirements identified in the annual Learning and
Development plan, incorporating the following:
l Training fees for external programs outlined in
the annual Learning and Development plan.l Cost of developing internal training programs
including trainer fees, cost of preparing
training materials, cost of training facilities
(i.e. venue and equipment).l Cost allocation for ad-hoc conferences and
seminars that may arise throughout the year. l Associated travel and accommodation costs.
DDeeppllooyymmeenntt ooff AApppprrooaacchh
After the TNA and budget approval, the Training
Department prepares and circulates Training
Action Plan for implementation along with
Training Catalogue to all Divisions / Departments.
As a result of TNA, the following competencies
were identified for UAE Nationals:
Competencies Recommended Training Courses
Planning & Execution Controlling Your Time & Managing Stress / Assessing & EvaluatingOrganizational Performance/Modern Approach to Time Management
Leadership (Supervisory Skills)
Managerial Skills For Supervisor/ Leadership Management/ Professionals&Advanced Supervisory /Strategic Skills.
Decision Making & Problem Solving
Creative Problem Solving & Decision Making
Communication & Cooperation Communication/ Customer Services Skills & Leading Teams
Creativity Creativity & Strategic Thinking Skills/ Suggestions & Rewarding Scheme
Safety Knowledge and Commitment
First Aid/ Safety Fire Risk Assessment/ Safety Management OH&Safety/Safety Orientation/ General Health & Safety Managers
The other parts of needs analysis are identified by
allocation and approval of yearly training budget /
submission of training request forms. Examples of
some of the training courses attended/ done for
UAE nationals are given below:
l Leadership development Program (Frontiers
and H.H. Shaikh Mohammed Leadership
Program).l Diploma in HR Professional.l ICDL.l Beyond Customer Expectation.l CIPD.l Winning Strategies summit – Jack Welch.
l Balanced Scorecard summit – Robert Caplain.l 7th habit for highly effective people / 8th
Habits – Stephan Covey.
DEWA gives priority for training and development
of UAE Nationals. The percentage of UAE national
trainees is higher, compared to expatriate trainees
due to DEWA’s special training programs tailored
to develop competency and skills of UAE
nationals.
l Training and development expenditure per
UAE national:
Dubai Electricity & Water Authority (DEWA)
99
Profile
established for 3 categories: (1) Leadership (2)
Executive and Supervisory and (3) Others, such as:
l Average Training Hours.l Average Training Course.l Percentage of Actual Training Course.
The above KPIs represent the implementation of
the training action plan.
l The Training Department conducts Return-on-
Investment (ROI), which is initiated after
completion of the course. In order to calculate
the benefits in terms of financial investment, it
takes certain span of time (one to 2 years) to
complete the process. This is one of the best
methods being used in DEWA to measure the
training effectiveness. In 2005, DEWA won an
award for ROI, under the Dubai Government
Excellence Program 2004, for the category of
Best Administrative Experiment.
Level-1: Measures the reaction, satisfaction and
planned action.
Level-2: Measures learning and acquired skills &
knowledge of the participant before and
after the training.
Level-3: Measures implementation of
skill/knowledge acquired.
Level-4: Measures actual business impact on
the four business measures (output, time, cost &
quality) achieved as a consequence of applying the
skill or knowledge on the job.
Level-5: Measures the Return on Investment
98
Nominated Good Practice
As shown above, DEWA has invested substantially
in the field of training of UAE nationals, e.g. in
2008, the amount of budget spent per UAE national
is five times more than the amount spent on
expatriate.
The average number of training hours for UAE
nationals (25.9 hours) is 57% more than the hours
given to expatriates (16.5 hours).
Year # of in-house departmental training # of UAE nationals attended
2006 230 633
2007 209 652
2008 274 937
As DEWA gives emphasis to training (internal or
external), a table showing in-house departmental
training courses in DEWA attended by UAE
nationals is give below:
AAsssseessssmmeenntt aanndd RReevviieeww
All training programs are evaluated to determine if
they have met the training objectives within the
planned timeframe. This is done through certain
Key Performance Indicators (quarterly / yearly)
UAE Exchange Centre LLC, an ISO 9001:2000
Company, is positioned as one of the leading
exchange houses in the Middle East, primarily
focusing on money transfers and money exchange,
and is part of the NMC Group, one of the biggest
and the most prestigious business conglomerates
in the UAE. UAE Exchange is a pioneer with new
standards in fund transfer services since our
establishment in 1980.
The Company's portfolio of services include Draft
cheques, Swift transfers, Express transfers, Xpress
Money transfers, Western Union money transfers,
Travelex money transfers, Credit card settlement
services & cash advances, Inter-Emirates money
transfers, purchase and sale of foreign currency
bank notes, and Traveller's Cheques in retail and
wholesale.
UAE Exchange celebrates 29 progressively
successful years of commitment to quality,
customized products and an unblemished image,
which has empowered it to become an
acknowledged force in the world remittance
market.
In recognition of its quality and excellence, UAE
Exchange has been conferred with numerous
awards. UAE Exchange Centre LLC has been the
recipient of the Emirates National Development
Program (ENDP) Award, for the Best Partner of the
year. The Award is representative of the initiatives
that the organisation has taken to promote
emiratisation and develop UAE Nationals, thus
providing them with immense career
opportunities. The company has also been
recognized in various quality circles through
awards like the Dubai Quality Appreciation
Program, for its commitment to excellence and
implementation of Quality initiatives; Best Service
performance outlet under the Dubai Service
Excellence Scheme for 2007-2008, Award of
excellence from the International Association of
Money Transfer Networks, London. The 2006-2007
STP Award for exceptional quality of payment
messages and the MRM Award for Business
excellence. UAE Exchange has also been conferred
the prestigious Dubai Human Development Award
in Appreciation category.
The company boasts of a multi cultural work
environment of 35 different nationalities. This
cultural diversity is represented at various levels of
Management. This cultural environment is
represented at various levels of Management. To
begin with the visionary leaders, His Excellency
Abdullah Humaid Al Mazroei is the Chairman of
the company. His esteemed self has been the
former Minister for Labour and Justice in the UAE
cabinet, which is proof of his individual
capabilities and profile. Dr. B R Shetty,
100
Nominated Good Practice
101
2009
the Managing Director and CEO, is a dynamic
entrepreneur and philanthropist. His achievements
have been known far and wide and he has been
awarded the First Order of Abu Dhabi for his
contribution to society. UAE Exchange has reached
great heights with the able leadership of these
visionary leaders who have envisioned investing
in its employees, through various initiatives.
BBeenneeffiittss ffrroomm aappppllyyiinngg ffoorr tthhee DDuubbaaiiHHuummaann DDeevveellooppmmeenntt AAwwaarrdd
l Result orientation and better role clarity are
two significant outcomes of the submission
process and preparatory work
l Consolidates the process improvements and
set out HR agendas for the organisation across
functions with management buy in.
l DHDA has brought recognition to the HR
Department for the commitment and efforts in
bringing quality process improvements.
AAddvviiccee ttoo FFuuttuurree AApppplliiccaannttss
l Successful teamwork leads to achieving the
DHDA. Make a team to write the document
well ahead and have constant interactions
with the management.
l Convert practices to rigorous processes and
bring result / orientation to all sections within
HR.
l Be open to constructive criticism from the
Assessors
TTAAAALLEEEEMM √√ wwhheerree ««lleeaarrnniinngg»» iiss aann««eexxppeerriieennccee»»!!
Al Rehla – the corporate emiratization program at
UAE Exchange has specifically designed stages.
One of the stages is Taaleem – a public engagement
program for relationship and partnership with
educational institutes, vocational training centre,
local and federal bodies to provide the UAE
Nationals exposure to workplace environment,
culture and ethics.
Taaleem, an Arabic term for ‘Learning’ aims at
providing opportunities to UAE Nationals to ‘earn
while they learn'. Taaleem, is an exclusive
apprenticeship model for UAE Nationals. The
objectives for Taaleem are multi pronged:
l To encourage UAE Nationals to get an
opportunity of basic exposure to the corporate
environment and learn.l To have an integrated approach to the
recruitment strategy for a continuous channel
for UAE Nationals.l Place UAE Exchange as a preferred employer,
in the industry l As a Corporate Social Responsibility
UAE Exchange has identified various forums for
liaising and meeting the young UAE National
force, to achieve the above stated objectives of
Taaleem. Some of the identified forums are:
l Visits to colleges and Universitiesl Participation in Career Fairs
l Liaising with Government authorized
organisations like ENDP, TANMIA, EIBFSl Referralsl Walk ins
Visits to educational institutions, both at
participating events as well as at their campuses,
by the Recruitment team, invites UAE Nationals to
be part of Taaleem, where expertise is invested to
strengthen the theoretical knowledge with
practical application at UAE Exchange.
In order to maintain the quality of the UAE
Nationals who join the organisation as part of the
Taaleem process, UAE Exchange focuses on few
eligibility criteria while creating a competitive
environment in the various forums listed above.
They are:
l Candidates should be a minimum of 10th
standard passedl If the applicants are students from a
University or college, their candidature and
request for internship is supported by a letter
of recommendation from the respective
college or university.
When a UAE National joins as part of Taaleem,
he/she is taken onboard with joining formalities
like any other staff of the organization. The
students are exposed to work in a corporate
environment wherein they gain experience in
interacting with office colleagues, office discipline
and basic corporate etiquette.
As part of Taaleem, the UAE Nationals are allowed
to choose a branch of their convenience, out of the
77 branches, across the 7 Emirates. This has been
the one of the major driving forces of Taaleem. The
convenience of location is given to the UAE
Nationals, keeping in mind the result of achieving
their full potential through training and
development. On completion of the
apprenticeship, the UAE Nationals are paid a
stipend, based on factors like attendance,
initiatives and learning. Continuous improvement
of the process also involves an over view of factors
determining the stipend to match it to the best
industry standards.
The table below illustrates the detailed and defined
flow of Taaleem, as an internal process at UAE
Exchange.
UAE Xchange
103
Profile
102
Nominated Good Practice
The importance of maintaining the quality
procedures and process for Taaleem is because of
the conscious focus on the needs of the
stakeholders. The key stakeholders identified are :
l Student themselvesl The college – Supporting letter taken from the
institute to keep them in the loop and build
commitment)l The Parents – generally kept informed. At
times they too accompany their wards for the
interviewsl Branches / Units where deployed
In retrospection of the humble start of the Taaleem
Process in 2007, a lot of learning through
continuous assessment of the process has been
implemented into streamlining the process. The
early steps were focused on creating awareness on
creating a talent pool of UAE Nationals. In 2008,
with streamlined efforts to create the talent pool of
UAE Nationals, various methods were identified
to improvise Taaleem. A dedicated resource was
recruited in the Training & Development
department to liaise with UAE Nationals and focus
on building Taaleem. The results of one such
implementation of learning saw a rise in the
Taaleem numbers (to 3 times) in 2009.
The results in the rise in Taaleem numbers are
depicted in the graph below:
In keeping with the quality of the Taaleem process
as stated earlier, the graph below depicts various
reasons for UAE Nationals not being part of
Taaleem: Established since 1998, Marina Home Interiors
retail network now is an established name
throughout the Gulf countries and features an
eclectic display of furniture and accessories based
on a fusion of styles and a prudent tailoring of
trends that sell. Individuality, quality and
uniqueness complemented by the rustic and exotic
nature of products are Marina’s forte. MARINA
boasts to showcase everything handmade, durable
& environmentally friendly products. Marina
represents the environment from which it has
evolved. By designing in-house and sourcing over
twenty countries representing four continents
together in one platform without compromising
the distinct style of
each region, Marina caters to modern tastes and
the lifestyles of today’s ‘global’ generation.
Adventurous innovations bestow a unique status
upon Marina Exotic Home Interiors. It offers an
exciting world of stunning possibilities waiting to
be unlocked by anyone who seeks to explore
beyond the ordinary. Fusion is sought in food,
music and fashion. Marina brings fusion to home
décor.
Marina currently has showrooms in premium
malls across GCC region i.e. Mall of Emirates, Souk
Madinat Jumeriah, Dubai Festival City, Abu Dhabi
Mall, Sahara Center, Souk Al Bahar The Walk JBR
in UAE, In Bahrain, Seef Mall and City Center and
in King of Saudi Arabia atRashid Mall Al Khobar to
name a few along with its’ premium standalone
unit at Al Barsha, Dubai UAE. Future expansion of
the Brand is planned through both Franchise &
Corporate stores globally.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiSSeerrvviiccee EExxcceelllleennccee SScchheemmee
Business owner’s vision initiated the process to
achieve business excellence and as such DED was
chosen as a preferred platform /partner towards
this quest. DSES, DQA, Excellence model and
related terms are now synonymous in Marina.
Initiatives like upgrading ISO 9001:2000 to ISO
9001:2008, ERP solutions are being keenly worked
upon. An internal program under the name “Just A
Better Approach” is already in place to achieve the
objective of VALUE ADDITION & KNOWLEDGE
BASED CULTURE. Now data at all levels is
gathered and closely scrutinized particularly
where occurrence of failure to meet a set standard
is observed, causes are analyzed and corrective /
preventive action is put in place at priority to avoid
recurrence.
Marina’s participation in the DSES and DQA has
added a lot of value to our business. One of the
major benefits that we have observed since
becoming a member is increased customer loyalty
for repeat business. This has become possible only
by following the DSES code of ethics resulting in
the extension of quality service through
knowledgeable and presentable front line
associates (this has resulted in redefining our
105
2009
104
Profile
recruitment criteria), a pleasing store ambience for
a comfortable shopping experience, fixed price
policy, clear details on customers’ rights through
our customer protection policy which has evolved
over the years & gets regularly reviewed along
with provision of warranties and after sales
service. Being a member of DSES certainly builds
up customers’ confidence on the brand that they
are spending their money at the right place where
they can have complete peace of mind during and
after the purchase.
C u sto m e r
F r o n t L in e A sso c ia tes
G u id in g P rin c ip les & V a lu es
L e ad ersh ip
Marina’s management firmly believes and
operates under the philosophy of customer being
the reason for its existence. Company’s vision,
mission, strategy, policy, process, system and
equipment is always kept in line with the prime
focus to provide its customers with a memorable
shopping experience by exceeding their
expectations each time they visit Marina stores.
AAddvviiccee TToo FFuuttuurree PPaarrttiicciippaannttss..
Our advise to future participants is to firstly &
foremost be clear about the objectives that why do
they want to follow Buisness Excellence Model by
becoming members of DED initiatives, if it is just
for another award, better not go on the route but if
you are serious about taking your brand to the next
level we firmly recommend that you should have
become DSES and DQA members yesterday. For
any retail business, the one & only single most
important aspect of the business is your customer.
Before taking any decision or implementing a
change whether it is in the store layout, product
mix, price change or exchange and refund policies,
always keep your customer first & always
remember that your business interests lies in your
customers’ interest. Through DED, you will have
the right platform to set your brand apart from the
competition by exceeding today’s demanding
customers’ needs and expectations.
OOuurr AApppprrooaacchheess
Having identified our store specific customer
profile in late 2006, we redefined our recruitment
criteria under the customer first mindset, For
recruitment of front line sales associates we now
seek minimum graduates with some or little
background in the retail industry, have the right
attitude to serve the customer, good numeric
ability and computer knowledge and a strong
desire to establish a career in retail. Extensive
interviews are conducted and a minimum of two
senior managers have to meet the applicant. Each
and every incumbent goes through an extensive
orientation and training program spread over not
less than 45 days where the scope covers meet with
each department head in person and briefing
about the role it plays within the organization,
performance expectation setting by HR
department, assignment of a dedicated mentor
who has been with the organization with at-least
two years and is not less than of supervisory grade.
Training activities are broken down by day and
topic with feedback intervals at every 10 days
coming both from the mentor and trainee. During
the training period, incumbent is only allowed to
observe on the shop floor and does not interact
with customers. At the end of training program, a
review is scheduled with the Retail and HR
Manager collectively with the new hire covering
extensively all key areas of job description.
MARINA Exotic Home Interiors
107
2009
106
Nominated Good Practice
Based upon the satisfaction level of Retail & HR
manager, the new hire is declared as being
competent for the selling process or has to go
through the identified AFIs with the mentor again.
SSttoorree PPrrooffiilliinngg..
Each of our stores is studied in detail to align in
synergy within the micro market it operates in, for
example, six of our stores are within 5 kilometres
radius. The store size, product profile, prices,
layouts, associates and
presentation aspects are carefully tailored to meet
the specific requirements of the location. A detailed
study comprising of more than 60 attributes was
conducted towards the end of 2006 to formulate
our mid term strategy.
IInnffoorrmmaattiioonn SShhaarriinngg..
Daily morning meetings are a must at each store
covering defined topics related to store operations;
reverse flow of information from store to
management is executed through
daily/weekly/monthly store reports, customer
feedback forms, and customer appreciation notes.
(Price Lists, Policies, Memos etc.)
MARINA Exotic Home Interiors
We take a minimum of five days for the delivery of
furniture products just to ensure that the product
goes through Pre Delivery Inspection process and
in order to optimize our vehicle usage for
protecting the environment and to also keep the
delivery costs to customers at the minimum. Our
free delivery policy has not changed over the past
five years despite fuel prices being at the peak in
2008. Each delivery vehicle has now been equipped
with GPS monitoring system to ensure time
deliveries to our customers.
For our overseas customers & tourists, we offer
port to port export and complete export packing
facilities.
IInntteerrnnaall aanndd TThhiirrdd PPaarrttyy EEvvaalluuaattiioonn OOffCCuussttoommeerr SSaattiissffaaccttiioonn LLeevveellss..
To ensure strict compliance to our defined
standards we execute the implementation through
the following.
l Store Inspection Reports conducted by senior
management.l Cross auditing of stores by store managers.l Recruited agency for mystery shopping
(Ascent).l Recruited customers for mystery shopping
(Random Checks).l Independent third party mystery shopping
(DSES).l ISO compliance audits.l Internal Customer Service Report.l Customer Feedback Forms.
A detailed objective format is in practice to assess
stores on factors directly related to customer
satisfaction. This format is used by the senior
management and store managers while assessing
each store location and cover the topics in detail i.e.
store ambiance, temperature, quality of Health &
Safety measure in place, music being played in
stores, presentation of associates and merchandize,
equipment efficiency, pest control etc.
Internal mystery shopping surveys cover detailed
& finer aspects of associates’ interaction with
customers in addition to the above topics. Areas
such as product knowledge, ability to assess
customers’ requirements correctly and proposing
the right products, command over pre and post
sale policies are rated.
External mystery shopping is based upon the
feedback that we get through DSES mystery
shopping reports, these cover more or less the
same areas but at a broader level.
The information shared through these resources
give valuable insight into customer purchase
behaviour in terms of effectiveness of marketing
activities, product liking, price points, purchase
versus non purchase ratios, average invoice and
product value etc.
CCuussttoommeerr FFrriieennddllyy PPoolliicciieess..
In line with customer first mind set, each activity
on the shop floor and in the after sales service area
is clearly defined and communicated to our
customers. Preventive measures
such as service assurance checklists are in place
prior to making a sale which ensure avoiding
unpleasant situations at the time of delivery of
products where the same could go through the
desired location at the customers’ home. Our
Customer Protection Policy is printed behind each
invoice and is also displayed behind cash desk at
each store location. In store policies related to
photography and video, smoking, consuming
edibles etc. are clearly visible which builds our
customers’ confidence on the Brand.
The quarterly results are discussed in detail during
the Retail Managers’ meet identifying the AFIs and
streamlining the locations through corrective
action plans.
109
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Nominated Good Practice MARINA Exotic Home Interiors
Mystery shopping results are a key component of
associates’ individual and store related KPIs with
any store / associate scoring less than 85% being
disqualified from the profit share scheme as
defined in Company’s’ internal standards.
ISO compliance audits are done each quarter
internally and once in nine months through the
certifying organization (Intertek). These cover a
different aspect of the store operations in terms of
compliance to the defined processes. ISO internal
and external audits again have a direct link to the
associates profit share mechanism. For any non
compliance to the process, the resulting profit
share ratio gets affected under as per Company’s
defined standards.
Customer service department has been allocated a
toll free number which is advertised widely to our
customers. The role of customer service
department is to address customer issues and to
provide them with effective and timely solutions.
Customer service report is circulated throughout
the organization on monthly basis and is a key
document to refer to for learning and improvement
activities. Issues are carefully reviewed by the CSD
and are allocated to a specific department based
upon their nature. The gravity of the issues is
linked again to any particular Areas covered in
these are courtesy & helpfulness of the associates,
satisfaction with the product range, overall
shopping experience, future visit plan etc.
The results gathered from all these areas form the
basis of training needs identification and designing
of tailor made training modules for a group of
associates having any AFIs.
MMoonntthhllyy AApppprraaiissaall && PPrrooffiitt SShhaarreeSScchheemmee..
We practice monthly appraisal system at all levels
which are a direct reflection of any associates’
performance in the last month. The appraisal
rating cover the key quantitative and qualitative
aspects of a particular job function. These appraisal
ratings are than linked into associates’ monthly
profit share scheme which undoubtedly is the best
in the industry. Associates’ meeting the set target
get a minimum of 30% of their gross salary with no
cap on set on the maximum. These two approaches
are a key towards keeping our associates
motivated and to build a competitive environment
for the whole team. Needless to mention, all KPIs
for front line and support associates again revolve
around the customer.
MMaannaaggeemmeenntt AApppprreecciiaattiioonn AAwwaarrddss..
Associates demonstrating extraordinary efforts to
serve our customers’ are awarded with
management appreciation notes which are
circulated throughout the organization. This is
done on as and when expectations and standards
are exceeded.
Associates demonstrating sustainable extra
ordinary performance throughout the course of the
year are awarded handsomely during the annual
associate meet. In 2008 a car was given to the
“Associate of The Year” for the year followed by
cash prize of AED 10K for the runner up.
RReegguullaarr AAsssseessssmmeenntt && RReevviieeww..
Through defined processes at each departments’
level, performance and results generated are
reviewed upon regularly. Senior management
reviews occur through monthly meeting
conducted by the GM where policies, processes,
results and targets are reviewed and documented.
Through learning and improvement activities, any
changes in the plans, policies and processes etc. are
conveyed through the management
representative’s office which than form part of the
updated manuals / SOPs.
111
Profile
110
Nominated Good Practice
A Bird’s eye view over the Group’s Vision,
Mission, Values and Daily Purpose are highlighted
by the below Pyramid which is a proud ownership
of all the Apparel Group Stores across the globe.
Apparel Group- “Where Dreams comealive………”
With over fifty premier lifestyle labels retailing
through more than five hundred premium stores
and a growing global presence, the Apparel Group
is redefining access to lifestyle. From inception in
1996 with a single brand and three stores, the
company has since evolved into a multi brand
retailer boasting names such as Dune, Nine West,
Aldo, Kenneth Cole, Bally, Skechers, MBT, Inglot,
and Aerpostale and further on
Apparel Group owes its success to a simple
mantra. “Smiling customers, means flourishing
sales and sustainable growth”. Its business is built
on solid foundations, having mastered the science
of supply chain and logistics, operations, IT and
financial management systems, employee training
and integration, customer service betterment and
comprehensive real time management. A result-
oriented customer feedback system is followed to
gauge customer satisfaction at all levels.
The company keeps abreast of the rapidly growing
retail industry with S.P.E.E.D. – Service,
Productivity, Efficiency, Effectiveness and
Dedication / Commitment. With the vision of
being # 1 Retailer Globally and the mission to
operate 1,000 stores by the year 2012, management
firmly believes in the values of S.P.E.E.D.
considering it an indispensable tool to sustain
growth and increase market share. The company
relies on its dynamic resources and distinctive
capabilities of its people – its teams of industry
experts, professional sales staff, consultants and
experienced managers and believes firmly that
continuing success is dependent on its people.
Apparel Group is committed to retaining and
developing the most suitable skills and
establishing an environment in which people are
encouraged to chase dreams. Today, over 4,000+
people employed within the Group are lending to
its phenomenal growth. The team is regularly
upgraded with in-house training – by senior staff
members as well as professional consultants. Multi
faceted training programs (including class-room
guidance & preparation, mystery shopping, on
floor training, product knowledge training) are
continuously run with a view to implement a Best
Customer Service platform.
A socially responsible organization, the Apparel
Group fosters corporate social responsibility and
has initiated and successfully implemented a
number of social drives including Autism
awareness campaigns, blood donation camps,
cleanliness drives, breast cancer awareness and
aiding children with special needs.
With a firm footing throughout the Middle East,
the Apparel Group has worked continuously to
RReessuullttss..
Under managements’ vision of being recognized as
a benchmarking organization, results achieved in
various areas are not a matter of chance or luck but
are an outcome of well defined approaches which
are continuously reviewed upon for improvement.
In the customer satisfaction area, we have won
two awards of best service performance outlet
during the past three years.
Our internal after sales service customer
satisfaction index depicts that the new approaches
put in place during mid 2008 have started to yield
positive results for the business.
Marina enjoys a very high degree of brand loyal
customers’. These results are gathered through
customer feedback forms and comprise of both retail
and corporate customers.
On an average 99% of our customers’ state that
they would like to visit our stores again for a
purchase and approximately 90% and above are
very interested to be contacted for the arrival of
new products and happenings within the brand.
Our customer feedback surveys also reflect that
they love to talk about the brand experience,
therefore, Marina despite spending a huge amount
of the marketing and advertisement initiatives
does as a matter of fact enjoys a high degree
(around 50%) through word of mouth positive
publicity.
Our premium retail customers spend goes into
aggregate seven figures spend on annual basis, for
confidentiality reasons, we apologize for not
submitting the details, however, our association
with them spreads over more than five years.
On the corporate front, leading developers and
interior designers form our loyal customer base,
Emmar, Nakheel, Dutco, Aldar, Jumeriah Group,
Dubai Ports Authority, Engineers Office of HH
Sheikh Mohammed Bin Rashid Al Maktoum are to
name a few.
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2009
112
Profile
develop a global footprint. The company now
operates stores in the UAE, Kuwait, Qatar, Bahrain,
Oman, India, Poland, Singapore, Saudi Arabia,
Russia, Indonesia, Thailand and Malaysia, and is
evaluating strategies to enter markets in the Czech
Republic, Hungary and Pakistan
Dune London
Dune happened in 1992, London. Since, it has
developed a reputation for exciting and distinctive
footwear and accessories, for women and men.
Dune’s emphasis on design is phenomenal.
Creating shoes that are special is a passion.
Dune has been recognised with the UK's coveted
Footwear Retailer of the Year Award for 2007. In
2002, 2006 and again in 2007 Dune was awarded
Multiple Retailer of the Year in the prestigious
Footwear Awards sponsored by Drapers magazine
and; within the Middle East
in 2007 and 2008 with the
prestigious Rising Star
Retail Award and the
Award for Dubai Service
Excellence Scheme -
Medium Business. This
year Dune bagged the DSES
award as the Best Service Performance Outlet
Footwear Category.
BBeenneeffiittss ffrroomm AAppppllyyiinngg ffoorr tthhee DDuubbaaiiSSeerrvviiccee EExxcceelllleennccee SScchheemmee
Apparel Group was one of the founding members
of the Dubai Service Excellence Scheme and over
time, we believe that following have been the
benefits for applying for the DSES:
In 2007/2008 Dune was bestowed withthe Best Service Performance Brandaward (Medium Business Category)
Dune recognised at the DSES Ceremonyheld on May 26, 2009 at InterContinental DFC, Dubai for being theBest Service Performance Outlet
Dune from the Apparel Group
l It is always best to measure yourself against
standards set. l DSES being a government body gives us
higher confidence & a competitive edge to get
ourselves measured against set service
standards.l It motivates us and facilitates to attain our
Daily Purpose of “ delivering 100% customer
satisfaction”
AAddvviiccee ttoo FFuuttuurree MMeemmbbeerrss
We have encouraged not only our associate
companies but also our key stakeholders to be a
part of the Dubai Service Excellence Scheme and
we propogate the following advice to all the future
prospects or members of the DSES:
l DSES has an amazing team and provides an
extensive report on mystery shopping surveys
donel Working under the Dubai Quality is equipped
with quality tools which covers the adhering
of most of the Standard Quality compliancesl We would also recommend to go across GCC
to do survey of all GCC-wide stores
CCuussttoommeerr SSeerrvviiccee 336600 DDeeggrreeeeTTrraannssffoorrmmaattiioonn
TAG and Dune’s Best Practice: Apparel Groupfocuses on its Daily Purpose of providing 100%Customer Service and one of the key and proudpractice followed by all its stores has been sharedin the following note:
CCuussttoommeerr CCaarree
l Listening – We value feedback and “We learn
as we go”. Apparel’s foundation is based on its
knowledge management and learning culture,
which includes learning from its own
experiences(Theories in Use) as well as
competitors.l Observing – Watching competitor moves,
market/paradigm shifts, substitute entries
into the market, trend analysis, sales &
promotion activities of competitors, footfall &
patterns.l Creating Value – Customised product for
regional tastes (Wedges for GCC markets),
Uniform pricing policy across the GCC region
(lower than international market), balancing
category blends according to market
requirements and customer segmentationl Branding – Huge focus on branding initiatives
which has successfully positioned the brand as
trendy, sophisticated and fashionable for the
21st Century Generation X and Generation Yl Differentiating – Dune as a brand
l Communicating – Senior retail operations
teams spending time on the sales floor
interacting with customers, taking their
feedback, understanding needs of the
customers and making improvements on
specialised service. Communication
through corporate website and customer care
centre are few of the channels that the Group
has deployed for communicating with its key
stakeholder.l Influencing - Our dynamic resources and
distinctive capabilities which is our people
and people skills, help influencing customer
behaviour by providing them with valuable
information through media, introducing them
to the latest trends and what’s in vogue.
GGrroowwiinngg ttooggeetthheerr
l Customer Intimacy – Prelook is arranged for
loyal customers giving priviliged service to
preview product before official sale and
promotions. Similar previews are also
organized prior to each season launch and
personalised invitations are sent for all fashion
shows.l Service-Profit Chain – “Customer first- rite
here-rite now” is the Group and the brand’s
slogan where customer service is treated as
Company’s Strategic Objective ahead of
anything.l Value Innovation (Eliminate Reduce, Enhance,
Create) – Offering Customer Loyalty program
based on Near Field Communications
technology as well as E-Commerce from the
traditional brick and mortar retailing to
modern clicks and mortar retailing thereby
creating niche for the brand.MMaarrkkeettiinngg
differentiates itself on the basis of its
unique product range, imagery, quality
of service, state of the art store fitouts,
excellent visual merchandising based
on international guidelines, presence in A++
shopping malls.
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2009
114
Nominated Good Practice Dune from the Apparel Group
l Customer Value Proposition – “We sell fashion
and style and we just don’t sell shoes”, we
convert our customer dreams into reality.l Brand Building & Positioning - Creating a
metaphor (Originality of Design in a Stunning
Environment) for the brand through excellent
customer service with value for product,
marketing initiatives, stores at key
strategic locations in prominent shopping
malls and numerous media and PR initiativesl 7 Golden Rules – The key 8 Golden Rules
which are the specifics to Customer service
culture focus on the following:
1. Greet a Guest not a Customer
2. Energetic and cheerful body language
3. three pairs of shoes at all times
4. Always request the customer to fill up the
feedback form
5. Thank the customer even if they do not make
a purchase
6. Give the customer exchange an refund with a
smile
7. Whenever a customer makes a payment by
credit card, address him/her by name of the
card
RReetteennttiioonn
l Customer Service – Personalised shopping
experience, home deliveries on requests,
special orders, Novel CRM package to
enhance and surpass customers expectations
par excellence.l Customer Relationships – Customer feedback,
Specialised Customer service, token of
appreciation on customers memorable days
through gift vouchers and sending greetings
on special occasions reflecting long term
association.
Customer Satisfaction – Periodic Online customer
polls, DSES mystery shopping surveys, Internal
weekend store visit feedback by Senior managers,
Call Centre – Toll Free Number (800-Apparel) for
customer feedback are the various channels
deployed for gathering valuable customer
feedback. e.g: of Customer Feedback “As I entered
the store the male assistant had just finished
assisting a customer and they were leaving the
store. There was a male and a female assistant and
both of them acknowledged and greeted me. I
looked around for a moment and was approached
by Bumeish. He smiled and asked how he could
assist me. I said that I was looking for a pair of
comfortable shoes that were covered. I picked up
two pairs and asked for my size. He was very
prompt in bringing them to me. I tried them on but
unfortunately they were too small. He explained
that I should choose some other styles as the sizes
do vary and there may be a pair that is more
suitable. At that stage the other assistant, Kathleen
suggested that I try on some sandals and they
would be a better fit. She showed me some styles
and made some suggestions. I said that I only
wanted shoes that were covered. She suggested
that I keep visiting the store as they are receiving
new stock regularly. Then Bumeish said, "How
about a bag Madame," theses are from our new
collection. I took a look at them and said that I did
not really need a bag today. I would definitely keep
visiting the store to check on the new stock. They
both thanked me and said they would see me
again”
SSeelllliinngg
l Personalized Shopping Service – Sharing
fashion tips, arranging style consultants,
trained footwear specialists to make every
visit and shopping experience of customers
delightful and very personalised.l Facilitating Decision Making – Educating,
coaching customers on product specific
features and guiding them on styling their
wardrobe giving due regard to their
preferences, tastes and past buying patterns.l Customer Delight –Emails and direct mailers
on pre launch collection, trend forecasts
brochures, surprise gifts, contests, gift
vouchers on purchase of specific amounts,
lucky draws to make every moment of
customer filled with delight while shopping at
Dune and Apparel Group stores.
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