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Towards a better society… Share your suggestions with us… Dubai Customs invites you to submit your ideas and suggestions that enhance our efforts to protect legitimate trade, and contribute to the development of our society, and enhancement of our services.Your small ideas might make a difference, and boost Dubai’s global economic stature.

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1MESSAGE FROM THE DQG PATRON 1

QUALITY BUSINESS REVIEW | SEPTEMBER 2012

Dear Readers,

DQG has come a long way in its endeavour of providing the best in Quality Excellence services and offers knowledge-sharing platform for Quality and Business Excellence through its fruitful cooperation with global organizations such as EFQM, ASQ, CIMA, GBN, and many others!

It is a very timely initiative by DQG to cover the most important topics in its current issue of this magazine including Oil & Gas, Healthcare, Travel, Media, Finance, Banking, Laws & Regulations, and Public Sector, etc., which have never been given due attention in the past. But, the DQG, knowing the importance of these sectors that are the main drivers of any country’s economy, became the first organisation, committed to help its members and other business houses including small and medium businesses further enhance their Quality, Business Excellence, Innovation, Management of Ideas, Global Best Practices, Benchmarking Practices, CSR, Corporate Governance, and Environmental Management, in true sense.

Dubai Quality Group knows how to broaden the perspective the business community uses when it looks at competitiveness, and the Newsletter is a live example of the fact that offers innovative solutions to the challenges that confront the business community.

I am sure the Group will continue to strive to make a positive difference in the industry we work in and the communities we live in.

I wish this magazine and DQG the best.

His Highness Sheikh Ahmed Bin Saeed Al-MaktoumPresident - Dubai Civil Aviation Authority, Chairman - Dubai Airports, Chairman and Chief Executive - Emirates Airline & Group

Message from the DQG PatronDQG’s Quality Business Review


2

Dear Reader,

Welcome back to the newsletter of Dubai Quality Group.

It is a matter of great pleasure and satisfaction for the Group to relaunch its

biannual “Quality Business Review”.

This relaunch issue focuses on a wide range of topics that are being

implemented in the region, as well as globally, including Quality, Business

Excellence, Innovation, Management of Ideas, Global Best Practices,

Benchmarking Practices, CSR, Corporate Governance, Small and Medium

Businesses, Environmental Management, Women Empowerment, among

others. The Newsletter is also meant to cover various important industrial

sectors such as Oil & Gas, Healthcare, Travel, Media, Finance, Banking, Laws &

Regulations, and Public Sector, etc.

We are confident that our newsletter will prove to be a strong platform

for global and international authors, practitioners and subject-matter experts

to share their professional experiences, expertise and guidance notes through

articles, white papers, business memoirs and success stories, written especially

on large international organizations like EFQM, ISO, ASQ, etc., that will greatly

help and guide DQG’s members UAE’s business community.

The issue prominently features relevant events, activities, achievements

and highlights of DQG’s major events in the first half-year of 2012 with a

special emphasis on case studies of Ideas.Arabia’s ‘Idea of the Year’ winners,

case studies presented during the Global Convention on Social Responsibility,

case studies of the International Benchmarking Conference, and the Emirates

Women Award (EWA).

I would like to thank all those who made this publication possible, hoping

that it will achieve its goals and live up to the expectations of our readers,

members and business circles through the vision of Dubai and the spirit of the

UAE.

The task is vast and time is limited. Thank you for supporting us.

Sincerely,

Saleh Ahmed Janeeh

Chairman, DQG

MESSAGE FROM THE CHAIRMANDQG’s Quality Business Review

MESSAGE FROM THE CHAIRMAN


3CONTENTS 3

COVER STORY

4 Ideas Arabia - 7th International

Conference

.......................................................................

ACHIVEMENTS

6 DQG News

.......................................................................

BIZ EXCELLENCE

10 Handy tips on HR management

12 Building the business case for CSR

15 Developing leadership in women

17 Conquering the world

......................................................................

CASE STUDY

18 Social responsibility is all embracing at

DUBAL

20 MRHE won 2011 ‘Idea Of The Year’

Award

......................................................................

FEATURE

22 In pursuit of Excellence

23 “My Package” an idea by RTA keeps

them at prime spot

......................................................................

MASTERSTROKE

24 Dubai Customs Executive Director for

Community Affairs and Government

Partnership elected as new Ideas.

Arabia Chair

Vol 1 | SEPTEMBER 2012

CONTENTS

Email: [email protected]

Tel: +971 4 343 1950

Fax: +971 4 343 1970

P.O. Box: 9278, Dubai, UAE

Address: Office # 30,Ground Floor

Emarat Atrium Building

Sheikh Zayed Road

Dubai, UAE

Email: [email protected]

Tel: +971 4 343 1950

Fax: +971 4 343 1970

P.O. Box: 9278, Dubai, UAE

Address: Office # 30,Ground Floor

Emarat Atrium Building

Sheikh Zayed Road

Dubai, UAE www.dqg.org

CHAIRMAN Saleh Ahmed Janeeh

VICE CHAIRMAN Dr. Yousef Al Akraf

DIRECTOR OF FINANCE - Sunil K Bahri

SECRETARY OF BOARD - Maryam Ali Al Thani

BOARD MEMBER - Hani Hossni

BOARD MEMBER - Laila Faridoon.

BOARD MEMBER - Prashant Nasery

EDITORIAL BOARD Sunil Bahri

- Hessa Tahlak

- Pujha Patankar

http://facebook.com/DubaiQualityGroup

http://twitter.com/DQGonline

http://www.linkedin.com/groups/Dubai-Quality-Group

COVER STORY4


Dubai Quality Group (DQG) hosts the Ideas Arabia 7th International

Conference 2012 with its central theme being Organizational Innovation

Ideas Arabia - 7th International Conference

BEGINNING OF AN ERAStarted 70 years ago in the USA by a group of suggestion administrators, the NASS (National Association of Suggestion Systems) was aimed at improving employer-employee relations, stimulate constructive thinking and create empathy to make the workspace and the world in general a beer place.

Ideas Arabia, now in its 7th year, was formed as a subgroup of the Dubai Quality Group. Its primary role is to initiate and assist members in establishing a Suggestion Scheme within their organization. The main objective of the group is to create an awareness of the scheme, implementation, evaluation process, award structure, audit system, and benchmarking statistics that would effectively improve the business profits and quality of services.

RECALLING PAST YEARSLast year, at the 6th Ideas Arabia Idea of the Year competition, Dubai Aluminium Company (DUBAL)’s employees yet again proved their creativity and ability to innovate by walking away with two category awards: the Health & Safety Award and the Productivity Award. DUBAL has had the Suggestion Scheme in opera-on for over 31 years now and the total number of schemes implemented and recognized are a staggering 137,543 since its inception.

According to Abdulla Kalban (President & CEO - DUBAL), “the audited savings potential of the ideas implemented in 2011 amounted to Dhs16.1m, which raised the total savings achieved by the Suggestion Scheme over the last 31 years to more than Dhs133m. Also, the overall employee participation rate reached the 100% mark for the sixth consecutive year, which means that at least one suggestion was implemented and awarded per eligible employee during 2011. These figures are extremely gratifying, especially as they again highlight the continued success of our Suggestion Scheme and the fact that it currently numbers among very few such schemes to have endured for as many years.”

As the Employee Suggestion Scheme gathers traction the UAE, several of Dubai’s corporates have embraced it whole heartedly and success stories of employee recognition nationally and internationally abound. Dubai Water and Electricity Authority (DEWA) have a number of initiatives in place to promote job loyalty and strengthen relations among its employees and management. The top management is strong supporters of engaging employees at all levels to come up with ideas that will help improve productivity; the CEO in a recent speech urged “all employees’ participation to achieve our aspirations and implement their constructive suggestions and ideas to be part and parcel of DEWA’s strategy”. DEWA holds regular galas where employees who submit their viable suggestions through Tawasol Suggestion Scheme are honoured and recognised. Last year, The Sustainable Transmission Team won a national award as well as an international award from the 25th UK Ideas conference.

Appreciating Ministry of Social AffairsWinner - Customer Services Category - Idea of the Year competition

Ideas Arabia, now in its 7th year, was formed as a subgroup of the Dubai Quality Group. Its primary role is to initiate and assist members in establishing a Suggestion Scheme within

their organization. The main objective of the group is to create an awareness of the scheme, implementation, evaluation process, award structure, audit system, and benchmarking

statistics that would effectively improve the business profits and quality of services.

Jury Members of Ideas Arabia Conference 2012Ms Nareeman Hakim, Mr Khalifah Al Jazeeri, Mr Eisa Al Shaheen

5COVER STORY 5


WORTH SHARING IDEASThe 7th Ideas Arabia conference has provided a forum where experts in Suggestion & Rewarding Scheme from all over the world will attend and speak. The aim of the conference was to bring to the Middle East the latest developments in the Suggestion & Rewarding Scheme and how implementing this will benefit an organization, and thus create a platform for people in this region to share their best practices. In this the major contribution is of the sponsors like DUBAL, DEWA, Dubai Customs, Esnaad, Dubai Municipality and Ajman Free Zone Authority, and DQG acknowledges their tremendous support. On the theme of the up-coming conference – Organizational Innovation, Saleh Janeeh, Chairman of the Dubai Quality Group said: “everybody talks about innovation. There are two schools of thought:Innovations come from individuals.Innovation is created by the organization.

How then do organizations create an innovative culture? Are talented employees mandatory to make this happen? If so, then do companies just fire their existing work force and recruit “talented” teams? No, certainly not. It is how organizations are going to create and empower talent within their own workforce. This is the core of this year’s conference. “The two-day conference has featured presentations in Arabic and English (with live translations) conducted by experts in the field from around the world. There was also an award ceremony for the “Idea of the Year” Competition, which recognized the most significant ideas generated by employees and implemented by organizations throughout the calendar year. “The best ideas that made it to the finals of the Competition were presented by people who own these ideas. Ten minutes was given to each presenter so that the audience got to know how the secretive ideas emerged, and how companies benefited by actually implementing these ideas during 2011”, continues Janeeh. The conference also engaged in extensive debates on creativity being essential for innovation. Should ideas be new all the time or can old ideas be given a new lease of life by putting a creative spin to it?

GREAT EVENT, MEMORABLE CONCLUSIONUnder the patronage of H. H. Sheikh Ahmed bin Saeed Al Maktoum, President of the Dubai Civil Aviation Authority, Chairman of the Dubai Airports, Chairman and Chief Executive of the Emirates Airline ‘&’ Group and Honorary Patron of the Dubai Quality Group (DQG), the activities of the Ideas Arabia 7th International Conference 2012 concluded on April 23, 2012.

On the closing day, awards were distributed to participants and contributors for creating the best idea that contributed towards upgrading work mechanisms, provided creative solutions in suggestion schemes, innovation and organizational innovation. The award ceremony was part of the ‘Idea of the Year’ Competition.

Mohammed bin Rashid Housing Establishment (MRHE) won the 2012 ‘Idea of the Year’ award by putting forward the idea of a service for discount on early loan repayments. Dubai Municipality won the award in the Innovation Category for the idea of the development of the technical field and the rationalization of expenses of the department by replacing the kind of insulation

used in pumping stations. The award in the Productivity Category was won by DUBAL for its idea of optimizing swarf collection on horizontal direct casting machines (HDC). In the Customer Service Category, the Ministry of Social Affairs won the award for introducing the ‘Sanad’ initiative. Dubai Municipality also won the Environment Category award for its idea that contributed to the improvement of the environment, public health and safety through fish recycling. The Health ‘&’ Safety Category was also won by DUBAL for the proposal of loading/unloading jig for anodes and bus. The last category was Financial, and it was also won by MRHE for establishing the service of the discount for early loan repayments.

The idea behind Ideas Arabia International Conference, in its seventh cycle, was to create a globally competitive environment with the application of Suggestion Schemes, provide quality solutions to improve work mechanisms and develop an innovative work environment that allows its owners to fulfil long-term goals and aspirations, based on ideas governed by quality, excellence and innovation.

In his closing address, Saleh Janeeh, the Chairman of DQG said: “We are confident that the output of this international meeting which was filled with loads of expertise, rich experience and immense possibilities, will not take any other road than the course we seek from it, namely, to promote ideas for more creativity and innovation, activate Suggestion Schemes and create an internationally competitive environment in the application of best Suggestion Schemes.” Janeeh announced the collaboration between DQG and Hamdan Bin Mohammed e-University for offering, for the first time ever, the Certified Suggestion Scheme Administrator and Certified Innovation Administrator in both Arabic and English languages.

Appreciating Dubai Municipality - Winner Innovation Category - Idea of the Year Cmpetition

Dr. Mansoor Al Awar being appreciated by DQG chairman Saleh Janeeh


ACHIEVEMENTS6

DQG, ASQ sign MoU to support quality communityThe Dubai Quality Group (DQG) and the American Society of Quality (ASQ) have signed an agreement designed to further the cause of quality worldwide and share information to benefit the quality community. The Memorandum of Understanding (MoU) marks the coming together of the DQG with the ASQ, the world’s leading quality community of experts and resources.

DQG and ASQ will exchange information that will be published in both English and Arabic to benefit the members of the independent organizations, according to the agreement. The groups will also seek opportunities to host joint events, including workshops, seminars, conferences and award related activities.

Chairman of DQG, Saleh Janeeh, underscored that the agreement will help in increasing awareness of the quality movement in the UAE, besides benefiting the group’s members. “Quality

is everyone’s responsibility, and this agreement will help further develop the UAE as a centre of excellence,” Janeeh said, adding, “Addionally, this understanding will provide our members with tools and resources that will help them improve quality in their personal and professional lives.”

Sunil Thawani, ASQ Fellow and Country Counsellor for the UAE, said, “The members of ASQ and DQG are the real beneficiaries of this partnership. It is a win-win situation for both ASQ and DQG. ASQ brings their 65 years of knowledge and express in the field of quality to the region and industry through DQG, whereas DQG will help ASQ realize its global aspirations and strategy for the MENA region

We’re excited about the opportunity to further reach quality professionals in the Middle East, providing them with the tools and resources they need to be successful.”

DQG elects Chairs for its Subgroups

Dubai Quality Group (DQG) organized the election of the Executive Committee of seven of its twelve subgroups in order to elect chairs for each subgroup. Subgroups, elections of which were held, included Professional Women

Subgroup, Health Safety, Environment Subgroup, HR Subgroup, Ideas. Arabia Subgroup, Quality in Education Subgroup, Quality in Health Subgroup and Customer Care Subgroup. Following the election process, the newly-elected Chairs will elect the member of Subgroups.

The election process took place in a unique way, as all Subgroups were colour coded and election were conducted only for the position of Subgroup Chairs. All nominees were invited to deliver a two-minute introductory speech and brief about themselves, their roles and their vision for their respective Subgroup. Later, only respective Subgroup nominees were given a chance to vote for their preferred candidate. Members of DQG’s Board of Directors also cast their votes for the Subgroup Executive committee nominations.

After counting of votes, names of winners were announced. Successful candidates included:

Badria Al-Shamsi, Chair of Professional Women Subgroup; Zayed Abdulla, Chair of Health. Safety. Environment Subgroup; Dr. Heena Sunil Bulchandani, Chair of HR Subgroup; Feryal Tawakul, Chair of Ideas. Arabia Subgroup; Hussain Abdullah Al-Fardan,

Chair of Quality in Education Subgroup; Dr. Azzam Mahmood Al-Wathaifi, Chair of Quality in Health Subgroup; and Jassim-Farid Ahmed, Chair of Customer Care Subgroup.

Dr. Al-Akraf said: “DQG subgroups are formed by members who have common interest in particular subject or knowledge area, and are willing to voluntarily commit to promote and share Quality and Business Excellence in their area of experse.” He added, “Subgroups are

promoted by DQG to facilitate focused learning and knowledge sharing in various fields and are vital to DQG’s growth and its drive towards Quality & Business Excellence. “The event was held at Emarat Atrium in Dubai, the event was attended by more than 50 members of Dubai Quality Group. The Vice-Chairman of DQG Dr. Yousef Al-Akraf was also present on the occasion. He delivered a welcome address and congratulated all the winners.


7ACHIEVEMENTS 7

6th IBC discussesBenchmarking Standards to achieve Corporate ExcellenceThe 6th International Benchmarking Conference was launched at Al Bustan Rotana Hotel, Dubai, under the patronage of H.H. Sheikh Ahmed bin Saeed Al-Maktoum, President of the Dubai Civil Aviation Authority, Chairman of the Emirates Group and Honorary Patron of the Dubai Quality Group.

The event was held in cooperation between the Dubai Quality Group (DQG) and the Global Benchmarking Network (GBN) and sponsored by Ajman Free Zone Authority and Emirates Identity Authority, the conference lasted two days and brought together regional and international experts and specialists, who discussed ways and methods to utilize benchmarking standards to achieve corporate excellence.

The conference targeted in its first day, a wide range of audience at all organizational levels, including DQG members, senior managers and professionals, consultants, experts, researchers, business leaders and practitioners who seek result oriented ideas and solutions for improving the performance of their organizations. It provided a great opportunity to network with benchmarking gurus from allover the world.

Saleh Janeeh, Chairman, DQG, thanked the sponsors who facilitated the DQG’s mission to make the event a big success. He said, “We are proud at the Dubai Quality Group to have an opportunity to organize this conference in collaboration with the Global Benchmarking Network at Dubai, United Arab Emirates.” He noted that the conference was in line with the vision and leadership of H.H. Sheikh Mohammed bin Rashid Al-Maktoum, Vice-President and Prime Minister of the UAE andRuler of Dubai, with the mission of developing the UAE as centre of excellence.

Janeeh pointed out that due to technological developments and globalization, progress of the society is measured in multi-fold ways and therefore effecve bench marking has emerged as an important factor in organizations and business innovation. “Benchmarking helps sustain long term success through continual comparison and learning. It is a strategic strength if practised well and a fatal weakness if not pursued,” he added.

We, at the Dubai Quality Group look forward to providing the business community with the latest and best ways to remain in the forefront in the field of quality and excellence.”


ACHIEVEMENTS8

Sheikh Ahmed bin Saeed at7th International CSR meetIn the presence of H.H. Sheikh Ahmed bin Saeed Al Maktoum, President of the Dubai Civil Aviation Authority, Chairman of the Dubai Airports, Chairman and Chief Executive of the Emirates Airline & Group and Honorary Patron of the Dubai Quality Group (DQG), the proceedings of the Dubai Global Convention 2012, including the 7th international Conference on Social Responsibility, began on April 25, 2012 at the Inter Continental hotel, Dubai Festival City with the theme ‘Making CSR an Actionable Business Agenda.’ The event was organized by the Institute of Directors - India (IOD) in association with the Dubai Quality Group (DQG).

H.H. Sheikh Ahmed bin Saeed commended the efforts of experts and investors from major companies who participated in the meet. In a discussion with guests, visitors, investors and experts, he welcomed them to Dubai and called on them to pay attention to investment opportunities and stressed the importance of the CSR that has a huge positive impact on local companies and their ability to compete and innovate globally.

The 7th International Conference on CSR featured a galaxy of international and local senior officials, VIPs and high level dignitaries, including Hon. Dr. M. Veerappa Moily, Union Cabinet Minister of Corporate Affairs, Government of India, J. S. Ahluwalia, PVSM, President of the Institute of Directors, Justice M. N. Venkatachaliah, Chairman of the IOD - India and former Chief Justice of India, The Rt. Hon. Baroness Sandip Verma, Lords Minister for Business, Innovation and Skills (Higher Education) and Equalities and Women and the Whip for the Cabinet Office, the British Government, Dr. Ola Ullsten, former Prime Minister of Sweden, Mr. Saleh Janeeh, Chairman of the DQG, H.E. Khaled Al Kamda, Director General of Community Development Authority in Dubai and H.E. Lokesh M. Kapanaiah, Ambassador of India to the UAE.

Mr. Saleh Janeeh said, “We, at the DQG , through our cooperation and positive partnership with the IOD - India, aim to expand the benefits, increase cooperation and further exchange of experiences, ideas, projects and various capabilities, that inspire the ambition of organizations and individuals to accelerate the development of their social, trade and economic responsibilities and upgrade their value.”

Janeeh explained that the quality of the attendees and experts participating in it was a positive outcome, that made it a commercial, economic and professionally fruitful destination for business leaders, politicians, legislators, policy makers, economists, philanthropists, NGOs and CSR professionals from all over the world.

The delegates discussed a set of vital and important topics in the keynote sessions, such as, ‘Corporate Citizenship & Social Responsibility’ and ‘Generating Business value through CSR: Myth or Reality?’, among others. This was is in addition to panel discussions focusing on topics of major importance, namely, ‘Transparency & Accountability for Effective CSR’, ‘CSR - Unlocking the Value’, ‘Social Innovation - The Driver of Economic Growth’, etc.

The 7th International Conference on Social Responsibility was held for the first time in Dubai city. It was marked by the attendance of more than 100 global delegates, including stakeholders interested in the sustainability of business and the well-being of society, creating profits and improving the quality of life for their organizations and communities.


9ACHIEVEMENTS 9

Emirates Women Award honors the winners at the ninth session 2012Each year the extraordinary women of the United Arab Emirates are recognised and awarded for their achievements in the fields of business, arts and philanthropy. In 2012, the ninth Emirates Woman of the Year Awards, presented by the Dubai Quality Group (DQG), was held on May 29, at the Grand Hyatt Hotel in Dubai. The nominees and winners are selected and voted for by readers of the Emirates Woman magazine.

Supported by telecom company Du and the Abu Dhabi Business Women Council, this year’s ceremony awarded several Emirati and Arab women for their exemplary work. Sheikh Ahmed bin Saeed Al Maktoum, President of the Dubai Civil Aviation Authority, chairman of the Emirates Group and Chief Executive of Emirates Airlines and honorary patron of the Dubai Quality Group, was present at the event, which also included Mariam bin Mohammed Khalfan Al Roumi, Minister for Social Affairs.

The ceremony began with an opening speech by Saleh Janeeh, Chairman of DQG, followed by an address by Mariam Al-Roumi. A video on the great achievements of the Emirates Woman Awards during its current and previous editions was also telecast during the ceremony. There was also a documentary on the outstanding social and cultural contributions of Sheikha Budoor bin Sultan Al Qasimi.

Sheikha Budoor, Deputy Chairperson of the Sharjah Ladies Club, Chairperson of Al Qasba Development Authority and Chairperson of the Sharjah Investment and Development Authority (Shurooq), was honoured for her contributions to social, economic and cultural development in the UAE.

Sheikha Budoor supervises the “Knowledge without Borders” project that aims to provide a library in each home in Sharjah. She has also established Kalimat, the first publishing house dedicated to publishing and distributing high-quality Arabic language books for children. Since she became Deputy Chairperson of Sharjah Ladies Club, Sheikha Bodoor has spared no effort to promote the club’s social and sports role in Sharjah and the UAE.

The awardees in the other major categories were from a variety of fields. Amal Sultan Moosa Al Halyan received recognition for her efforts in Innovation; Salha Obaid Ghobash was awarded in the Community criterion; Dr Salwa Abdullah Al Suwaidi for Strategic and Financial Planning and Dr Jeehan Abdul Ilah Abdul Qadir in the Leadership category. Dr Taif Sabah Al Sarraj, Chief of Clinical Support Services at Tawam Hospital, Al Ain, received the career achievement award. Shahla Ahmed Abdul Razak was the overall winner in the Professional category.The runners-up in that category were Dr Layla Mohammed Al-Marzouqi and Ahlam Mohammed Saleh Sheiban. Rafia Helal bin Drai and Lama Bazzari were the other two overall winners in the Business category, while Olimpia Tabbach was runner-up in the same category. Several appreciation awards were also presented on the occasion.

Saleh Janeeh, Chairman of DQG, succinctly pointed out the importance of the ceremony and its winners. “In its successive years, EWA has shown that in the world of business excellence, there are no limits to innovation by women, just as there are no limits to development and ambitions.”


BIZ EXCELLENCE10

ABSTRACTIn many companies talent management has focused on ‘high fliers’ rather than people in ‘front line’ roles. It involves ‘top down’ management rather than the provision of ‘bottom up’ support.

Talent management 2 develops and deploys talent at the point at which work is done to increase performance and reduce risk. In place of ‘investment’ in talent and ‘potential’ for an unknown future, the focus is upon boosting the performance of today’s key workgroups, quickly delivering multiple benefits and ensuring continuing relevance and vitality.

Performance support can ensure compliance and enable more to be achieved by fewer and less costly staff. People can be enabled to handle more complex cases and feel more confident and ‘in control’. By making it easier for staff to do difficult jobs performance support also speeds up responses and reduces stress.

INTRODUCTIONThe quality of an organisation’s human resources can be critical and talent management has become a topic for boardroom discussion. Will talent management endure or turn out to be yet another fad?

A five-year investigation of various approaches to transforming performance has found that general initiatives such as corporate restructuring are time consuming, expensive and disruptive. By the time they are implemented requirements and priorities may change and opportunities can be missed.

The investigation’s report Talent Management 2 sets out a more affordable approach to creating high performance organisations. It advocates a shift of emphasis from recruiting and developing high fliers for an unknown future to helping people excel at activities that are crucial today and handle challenges as, when, and wherever they arise.

EXPERIENCE OF TALENT MANAGEMENTMany applications of talent management involve a focus on ‘high fliers’ or ‘future leaders’ and investment today for future benefit. Attempting to build a ‘talent pool’ involves risks, such as whether an individual will ‘fit in’ and shine in a

Handy tips on HR managementProf Colin Coulson-Thomas explains how to nurture talent and leverage performance.

Talent wars to attract ‘the best people’ can push up salary costs, be distracting and

involve collateral damage. Talent Management 2 recognises people who excel at

particular activities and performance support enables them to push the envelope and

help others to emulate what they do differently.

particular context, or whether talented people will be retained long enough to yield a return on their recruitment, induction and ‘fast track’ development.

The evidence examined suggests the approaches of many organisations are costly and doomed to disappoint. More encouragingly, a practical and much more affordable way of quickly achieving multiple corporate objectives and measurable benefits for people and organisations is being overlooked.

RECRUITING OF BUILDING TALENTShould one recruit for a job, or select people perceived as having potential and build roles around them as circumstances change? The latter seems attractive, but is it affordable for sufficient people? Could building talent and supporting job roles as needs arise be more cost effective?

Finding better people can be problematic. Recruiting and inducting new members of staff can take time and be expensive in comparison with changes of support to enable more to be achieved from an existing team, especially those who are open to taking advice, prepared to learn from their peers and willing to adopt superior practices.

Talent wars to attract ‘the best people’ can push up salary costs, be distracting and involve collateral damage. It may be better to concentrate on understanding critical success factors and capturing and sharing what top performers do differently, especially if a quick response is required.

Talent Management 2 focuses on particular jobs and the requirements for success in them. It involves assessing the roles and tasks that will be required; identifying steps in work processes that have the greatest impacts; and ensuring that people in these jobs are enabled to excel by providing them with appropriate performance support.

MEETING CONTEMPORARY REQUIREMENTSIdentifying high potential and/or future leaders can require considerable commitment and effort. Talent Management 2 does not preclude initiatives to develop leadership potential, but it

can enable a wider range of people to build upon and complement natural strengths. It can also be liberating and adopted relatively quickly.

A view of what represents ‘top talent’ can become quickly out-of-date. Hence, a requirement for more flexible ways of enabling affordable people to confront and handle tricky and unfamiliar situations, as, when and wherever they arise. In essence, this is what Talent Management 2 and performance support are about. While the ‘ordinary’ person may hugely benefit, by capturing and sharing what high performers do differently, Talent Management 2 also greatly increases the beneficial impact that ‘superstars’ at key tasks can have on organisations.

ADDRESSING `KNOWN UNKNOWNS’Cadres of ‘high fliers’ can be expensive when the cost of ‘fast tracking’ is taken into account. Going to the market as needs arise may be a cheaper option. Setting out to buy high performance can also be costly if a star in one context may not perform so highly in another. It may be cheaper to work with the people one has and put the right support environment in place.

While some of the qualities that people have might be transferable, an exceptional talent in one area may be found to be average in another. Achieving objectives often depends on the skills that are employed in particular jobs, especially ‘front line’ jobs that have a disproportionate impact on priority areas for improvement and customers.

The cost of developing a talent pool can be daunting for smaller enterprises. In comparison, the entry ‘price’ to Talent Management 2 — and providing a solution for a scattered workgroup that addresses a critical problem for an organisation — can be around the cost of recruiting and paying the first year’s salary of one new hire.

MANAGING EXCEPTIONAL PEOPLEClever people represent a challenge and an opportunity for organisations. They can be difficult to manage and retain. Giving special treatment to them can alienate others. Large amounts can be spent on expensive people who are not engaged, effectively used, or appropriately supported. Talent Management 2 recognises people who


11BIZ EXCELLENCE 11

Prof. Colin Coulson-Thomas, chairman of Adaptation and author of Talent Management 2, has received international recognition for his work as a change agent and transformation leader. He has helped over 100 boards to improve corporate performance and is an experienced vision holder of successful transformation programmes, NED and founder of award winning companies. Formerly the world’s first professor of corporate transformation, he is a part-time academic at the University of Greenwich and an adjunct visiting professor at Manipal University. He can be contacted at [email protected] or via www.coulson-thomas.comTalent Management 2 by Colin Coulson-Thomas is published by Policy Publications and can be obtained from www.policypublications.com

excel at particular activities and performance support enables them to push the envelope and help others to emulate what they do differently.

Staff turnover and costly talent wars are problems for many organisations. The focus of Talent Management 2 upon helping and developing existing workgroups can aid retention. People may be reluctant to move and leave support which makes it easier for them to learn, develop and do a difficult job.

The author’s investigations of key corporate activities have identified critical success factors for key corporate activities. Even superstars can have areas of deficiency. Talent Management 2 focuses on particular tasks, which makes it easier to identify high performers. Support provided can incorporate critical success factors and the superior ways of high achieving peers.

The performance of workgroups sometimes suffers when experienced members of staff are replaced by those who are less capable. Capturing and sharing superior approaches can address this problem.

Talent needs to be applied to what an organisation is setting out to do. Talent management 2 looks beyond ‘high fliers’ and is especially relevant to ‘front line’ support. It also integrates learning and working. While tactical and local applications can quickly generate significant returns, a more strategic approach is required to reap its full potential.

A MORE COST EFFECTIVE ALTERNATIVEMany organisations fail to reap the benefits of learning from people who excel in certain areas. Talent Management 2 and performance support offer a way of achieving a high performance organisation and multiple objectives with the people one has - average people who do not cost an arm and a leg to recruit and retain - and an existing corporate culture.

Organisations require an affordable approach which can achieve improved results by taking people as they are, rather than as we would like them to be. Early evidence from pioneer adopters

of performance support suggests it represents a more focused, relatively quick and cost effective way of securing large returns on investment.

The approach brings together various elements, from helping people to understand complex areas and making it easier for them to do difficult jobs, to a cost-effective mechanism for providing support on a 24/7 basis to people wherever they may be. It has been shown to be relevant to different sectors and can contribute to creating flexible, adaptable and high performance organisations.

CSR GOES FURTHER TOWARDS

CREATING COMPANY VALUE, THROUGH

TRAVERSING RISK MANAGEMENT AND

THE UNDERSTANDING OF CORPORATE

VULNERABILITY.


BIZ EXCELLENCE12

ABSTRACTAs expressed frequently by CEOs and CFOs, creating new revenue streams, cost efficiency, corporate value and the mitigation of risk are seen as main priorities for business. Building the business case for corporate social responsibility (CSR) illuminates the pathway to how CEOs and CFOs’ main priorities are addressed through the embedding of CSR and the wider sustainability programme.

Climate change, poverty, social disenfranchisement and inequality must be addressed in a meaningful manner that is both qualitative and quantitative. With economic uncertainty and weakness, governments, just at this time, are seemingly reluctant to leverage greater burdens on business, as economic growth is essential, if we are to create a fairer, more idealised world. And, as expressed frequently by CEOs and CFOs, creating new revenue streams, cost efficiency, corporate value and the mitigation of risk are seen as main priorities for business. And yet, here lies the business case for CSR.

Firstly, businesses who do not manage their impact on the environment and the impact on the societies within which they operate will begin to hand their business over to competitors who are taking a lead in understanding what CSR can bring to their business (C Gleadle-2011). This view being supported by the Carbon Disclosure Project (Supply Chain Report 2012), where they state: “suppliers that do not measure, quantify, and manage their greenhouse-gas emissions will soon see their business move to competitors that can provide better information and clearer evidence of change”. Indeed, the evidence supporting this statement, from the CDP 2012 report states of respondents to their survey “39% will soon begin deselecting suppliers that do not adopt such measures (compared to 17% in 2009 and 23% in 2010).

Understanding, that fundamentally, CSR and the wider workings of sustainability deliver competitive advantage. Yet, to reap the rewards, there has to be a change in attitudes and behaviour. And, while being simply the application of common sense, it needs leadership. Essentially, business leadership sets the tone for

Building the business case for CSRChristopher Gleadle explains how corporate social responsibilities can help power growth for business houses

Responsible leadership ensures CSR issues are factored into the core business

model like people, planet and the empowering of future leaders.

the company, being based on what the CEO stands for, what their ethics and values are; to inspire, engage and motivate every employee, and all stakeholders - to create balance, and bridge the duality of making money whilst addressing environmental and social concerns.

However, leadership takes many forms. The CEO sets the tone, but leadership can also include individual employees who, for example, represent the company’s values and build the advocacy for the company to exist, as well as inspire other employees, while assisting the company towards its overall leadership ambitions.

Responsible leadership ensures CSR issues are factored into the core business model, taking action on key issues such as: people, planet and the empowering of future leaders, as well as leading the public discussion on responsible business issues.

BUILDING COST EFFICIENCYAdditionally, responsible leadership imbued in the precepts of CSR protects the business against the vulnerability of employee instability. For example: unequal and disengaged employees are more vulnerable to concerns related to job loss, so fostering discontent among those who are excluded from the benefits of the social and economic progress enjoyed by some (C Gleadle 2011). Thus, gauging the impact of income inequality in the business could be expanded to measuring how excessive inequality could be expected to have a negative affect on productivity. Therefore, CSR bridges the gaps, creating cohesion, and supports sustainable competitiveness and productivity because it requires focus on economic performance, employee development and cohesion – creating the cycle of continuous improvement.

This underpins the case for embedded sustainability, ensuring that goods, services, labor and financial capital are allocated in the most productive manner, which delivers technological readiness, business sophistication, and innovation, to represent both short and long-term drivers for competitiveness (C Gleadle – 2012). Furthermore, with evidence suggesting CSR attracts best talent, there is a natural

progression toward evolving products and services reducing customer impact since well-educated and engaged workers are able to adapt rapidly to their changing environment and the evolving needs of the production system.

A POSITIVE HALO FOR THE BRANDTherefore, CSR creates a positive halo for the brand amongst staff, developing the right experience, chemistry and attitudes for the staff to be proud of, while creating the right spirit with which customers are engaged and attracting the new customers for both the new range of eco-efficient products and services, as well as attracting new customers away from competitors who still run on the corrosive out-of-date operations of yesterday.

In addition, the interdependencies of innovation, engagement and learning being considered a major aspect to retaining employees (saving money) and improving their productivity (generating money), the increase in contribution and satisfaction elicits improvement to both the bottom line as well as the top line. Indeed, this outcome being shown to have occurred during the ‘Great Recession’ suggests companies are becoming more sophisticated in their approach to being a responsible business, with more value realized for, and also from, employees.

CREATE NEW INCOME STREAMSFor example, innovation is driven by highly motivated and engaged organizations in the search for the creation of new revenue streams and the attraction of new customers for the shifting markets towards more sustainability orientated products and services. This has been borne out by GE, who first launched its Ecomagination drive back in 2005. Ecomagination very quickly generated 6.5% of company sales, and by 2010 was generating approximately 10% of GE revenue – representing $18 Billion.

But CSR goes further towards creating company value, through traversing risk management and the understanding of corporate vulnerability. For example: goodwill and enhanced reputations can reduce risk of boycotts and minimize negative press. And, as the Internet


13BIZ EXCELLENCE 13

has improved access to information, it has also created many more corporate touch points with negative ‘events’ being communicated to millions of people in a matter of hours. (C Gleade 2011) This has consequently facilitated public pressure on organizations, such as exposure to previous unknown supply chain vulnerabilities, as diverse as, for example: corruption, child labour or conflict minerals. So, by identifying risk better, and by then reducing exposure to risk, helps protect against financial shock and creates awareness of cost savings. Basically, positive community relations help to decrease exposure to risk and conflict and protect a company’s social contract, i.e. its license to operate.

MEASURING THE RISKUltimately, CSR traversing Risk Management, is an opportunity to understand the vulnerabilities in the company’s value chain better, protect its brand and organization in a wide ranging, over-arching long-term manner, forcing the organization to understand and deal with the multiple environmental and social stressors such as: climate change, deforestation, pollution, ocean health, bio-diversity protection and the rise of climate change refugees and urbanization. The addressing of these challenges being driven by the market - the rising stakeholder expectation that businesses have a role in addressing these issues – that they have a duty of care to be a good corporate citizen.

CSR AS AGENT OF CHANGE DRIVING VALUEThe combination of these agents of change has a positive financial impact that is felt throughout the organization and its value chain. As such, not only does the company create the attraction of new revenue streams, but also, for example, attracts the investor community, who are becoming more sensitive to the ethical nature of their investment portfolios. As such, Socially Responsible Investment (SRI) is benefiting organizations through improving access to capital. Indeed, as of April 2012, over 1000 investment institutions have become signatories of the United Nations Principles for Responsible Investment (UNPRI), with assets under management in excess of $30 Trillion. Moreover, as discussed by the International Integrated Reporting Committee: “ The need for a broader information set is clearly demonstrated by the small percentage market value now explained by physical and financial assets – down to only 19% in 2009 from 85% in 1975. The remainder represents intangible factors, some of which are explained within financial statements, but many of which are not” IIRC (2011).

The information investors are seeking is in line with a strategic sustainability policy and its reported schedule of actions and achievements. This is particularly pertinent for listed companies, who are more used to including sustainability in their annual report and accounts. Reporting is a commitment, and a company’s statement to stakeholders throughout the value chain.

Notwithstanding non-listed, smaller companies, in the supply chain, are just as affected, as investors need to understand the vulnerabilities that lie in that supply chain.

Thus, sustainability reporting is pivotal to the health of any company across the globe. Indeed, if there is a poor level of reporting it could be deemed the business must have climate or social related risks. Silence presumes guilt (C Gleadle 2011). Because, such reporting is becoming commonplace: any due diligence is going to demand reporting as part of the process.

Common sense will ultimately prevail, and reporting will become regulated and obligatory. It is better to get used to it now, and make the preparations for the behavioural change to start saving money whilst creating new opportunities. After all, financial reporting laws already require companies to disclose any information that may have a material effect on a company’s health, now, or in the foreseeable future. With the adoption of SRI there have had to be an increase in the tools available to make this more inclusive.

For these reasons, disclosure is becoming contractual, and insistent; as the mitigation of climate change and social inequalities are being pursued through the market and inter- governmental drivers.

CSR and the wider sustainability agenda assist in creating new revenue streams, cost efficiency; corporate value and the mitigation of risk, which are seen as main priorities for business.

About the author: Christopher Gleadle has had an extensive senior multi-sector commercial career. He develops sustainability tools and imparts corporate training. He is an advisory group member to the Greenhouse Gas Protocol accounting and reporting standards and widely published on the development, deployment and articulation of sustainability strategies, being cited by leading organizations, NGOs and academia.


15BIZ EXCELLENCE 15

Developing leadership in womenAndrew Harding, Managing Director, Chartered Institute of Management Accountants (CIMA), gives handy tips on how women can reach the top in the male-dominated finance industry?

It is also a constant struggle for women to ensure that they are devoting enough time to both their family and their job. Another crucial factor is hav-ing a supportive environment, which not everyone is lucky enough to have.

It is a topical question, and we may be facing a new era as statistics show that having women in senior leadership roles is linked to stronger financial performance in an organization.

Research by McKinsey regarding the function of women in the business model found that having a ‘critical mass’ of women, 30% or more at board level or in senior management, produces the most robust financial results. Having female representatives helps businesses understand their customers better and sales revenues were more than 10 times higher for companies with a good mix of men and women on their board.

GENDER BIASFemale accountants are still hugely underrepresented at senior management level, despite increasing numbers of women entering the profession. CIMA has one of the highest growth rates in female members of all the accounting institutes, but our female members are 10 times less likely to be in senior roles such as CFO and CEO, compared to our male members. While this can be partially explained by the demographic of a greater number of women entering the profession in recent years, and thus being at an earlier phase in their careers, it is still a concern. This is not an issue exclusive to CIMA, but is representative of the industry as a whole.

For any business, an increase in profits is always desirable. But few businesses realize that the question is how businesses can harness the qualities that women – intrinsically — bring to the trade.

CIMA’s recent report, Breaking Glass – strategies for tomorrow’s leaders, looked to address the balance by bringing together the success stories and strategies of some of CIMA’s most senior female members worldwide, and is available at www.cimaglobal.com/women

To better understand the impact of women in the workforce, we researched leadership styles featuring dynamic women who are dedicated to their careers, and who represent a variety of

backgrounds, age groups and who spoke different languages.

Studies show that women tend to have a more collaborative team building approach to leadership than men – and this way of working is invaluable in today’s business climate. In challenging economic times, a better gender balance and the associated mix of skill sets demonstrated are critical to ensuring companies make the best executive decisions.

Yet even with this incentive for companies to hire and promote female employees, women are faced with several barriers when choosing to pursue their careers.

The women we spoke to had faced two main challenges throughout their careers: the problem of achieving a satisfying work-life balance, and the difficulty of being taken seriously in male-dominated businesses.

Suad Al Hawachi, a CIMA member who works in the financial industry in the United Arab Emirates, explains that she faced challenges when it came to earning respect and succeeding in a male dominated industry, and that this was often due to entrenched attitudes and stereotypes.

It is also a constant struggle for women to ensure that they are devoting enough time to both their family and their job. Another crucial factor is having a supportive environment, which not everyone is lucky enough to have.

Here are three key tips to help women evaluate and plan their career advancement. It brings together advice from the senior CIMA members who were interviewed.

Mentoring: Benefit from a mentor and seek career advice from someone within your organization or externally. It is crucial to choose a mentor carefully and to find someone who is honest and trustworthy with insight into your strengths and weaknesses. Another female mentor could help foster a strong understanding and relate to personal dilemmas. Female mentors are more able to empathize with certain situations,

for example they will understand how to build work-life balance as a working mother. As well as listening and understanding, female mentors can provide real-life examples of how to succeed in a male dominated environment.

Network: A second key factor is to network. Internal and external networking groups are incredibly valuable and they can offer support as well as role models. It provides a peek into how other women and companies operate which puts one in a better position to move jobs in the future. This could be easily applied in the United Arab Emirates where employment is often influenced by word of mouth.

Raise your profile: Finally, raising your profile at the workplace is extremely important. Keeping a log of successes helps track the work contributed and is useful when asking for a promotion. When networking, play on your own strengths and work on your communication and presentation skills. 67% of women surveyed frequently used interpersonal skills in their jobs such as influencing, team working, and conflict management which are immensely valuable in prospective leadership roles. Get support through training and mentorship, to develop confidence and assertiveness techniques. We found that 78% of women attended training courses on leadership skills and by seizing new responsibilities and opportunities; they developed their credibility and significance within a company.

The characteristics of a good leader are not gender exclusive and women are just as likely as men to be successful and effective leaders.

All the women we spoke to displayed enormous commitment and dedication to their careers, but women need supportive employers, as well as individual effort, in order to succeed. For details of how employers can help women reach their full potential, together with more advice and inspiration from CIMA‘s senior women, visit www.cimaglobal.com/women

About the author: Andrew is Managing Director of CIMA, and is responsible for the operational performance of the organization. Andrew leads CIMA’s corporate centre, which is based in the UK, along with all international markets, including Europe, North Asia, South East Asia and Australasia, Africa, Middle East, South Asia and North Africa. Andrew was previously executive director of CIMA Markets and in 2010 oversaw the Institute’s largest ever growth in new students. Prior to joining CIMA, Andrew was managing director of the Association of Chartered Certified Accountants (ACCA) where he drove success on a global scale.

BIZ EXCELLENCE 17

QUALITY BUSINESS REVIEW | SEPTEMBER 2012QUALITY BUSINESS REVIEW | SEPTEMBER 2012

With its 146,000 employees, FedEx Express makes connections happen around the world in as many as 220 countries and territories. As a global corporation with an impressive network, we recognize our business leadership comes with responsibility to the communities where we live and work. We equally embrace a firm commitment to our remarkable people around the globe, who enable 3.5 million shipments happen daily, and as company to use resources responsibly, to expand our capabilities wisely, and to help people, businesses, and communities thrive.

Our commitment to corporate social responsibility is unwavering and robust; from nurturing a respectful and innovative work environment, which empowers and engages our team members; to supporting key social issues where FedEx is able to offer the greatest impact. FedEx understands that its leadership role in business must be matched by stewardship in the environmental and social realms. The company focuses on five key areas - environment, disaster relief, human and health services, road safety and education, which enable it to deliver maximum benefit to the communities around the world and locally as well.

Responsible social and environmental leadership drives the company forward in the Middle East and further motivates our team members deliver exceptional service to our customers and communities.

FedEx Express established its regional headquarters and gateway facility in Dubai in 1989. With over 580 employees, we currently are responsible for connecting more than 69 countries in the Middle East, Indian Subcontinent and Africa (MEIA) region to the world. In addition to offering global transportation services, we also play an active role in community development across this region.

Over the last two decades, we have successfully integrated many of our global community commitments into local activities. Most recently, FedEx launched its Eco-drive

FedEx Express paves way for environment-friendly business initiatives in the UAE

Conquering the World

campaign on 5 June 2012. The Eco-drive program kicked off in the UAE before expanding to Switzerland and other countries across the region. This environmental initiative aims to empower FedEx couriers with driving tips that improve fuel efficiency of our vehicles and also reduce our carbon emissions. We recognize the valuable role our people can play in improving our environmental performance in UAE and in the region as a whole.

Certainly, our environmental sustainability commitments don’t stop there. The eco-drive campaign builds upon earlier achievements made in the sustainability field such as the introduction of carbon neutral shipping of FedEx envelopes which come at no cost to our customers, or the introduction of new Boeing 777F aircraft, which provides businesses with the best US – Middle East connectivity and offers 18 percent lesser emissions and 18 percent reduction in fuel consumption, in comparison to our MD-11F aircraft.

And the list of accomplishment in this field continues: more than 50 facilities in the Europe, Middle East and Africa (EMEA) region are ISO 14001 certified, we operate electric and hybrid vehicles in a number of key urban centers around the world and we continue to collaborate with NGOs, like EMBARQ, to support sustainable transport solutions, in India, Mexico and Brazil.

We also recognize that as the world’s largest express transportation company, we are uniquely positioned to offer critical help to disaster relief situations. That is why each year we donate 5.2 million pounds of charitable shipping globally. This past autumn for instance, we collaborated with UNICEF to deliver approximately 91 metric tons of high nutrient aid to the Horn of Africa in response to the devastating famine hitting the region. To complete this large-scale humanitarian mission, we used two Boeing 777F aircraft, which delivered fortified food for over 6,000 severely malnourished children and 4,000 families over a two-week period.

At the heart of all CSR commitments stand

our employees whose expertise and generosity are indispensable assets to our CSR leadership. “FedEx Cares Week”, an annual employee volunteer event held every fall, provides our team members the opportunity to donate their time and energy to help local communities. Last year, across the EMEA region, 20 local charitable events were organized with more than 800 FedEx Express employees donating approximately 2,000 hours of community service. In the UAE, 100 FedEx employees dedicated their time to support 3 different nonprofit organizations. Team members spent time at the Al Noor Training Centre for Special Needs Children, participating with the children in their daily activities and also volunteering to paint classrooms at the school. Employees also participated in a blood donation drive organized in association with the Dubai Health Authority and Dubai Blood Donation Center, benefiting 53 patients who were in need of blood transfusion. Employee volunteerism at FedEx demonstrates the passion in our teams to serve our local community.

From all these initiatives you will notice that FedEx is serious about our business and CSR commitments, whether it is sorting packages or using less energy, we strive for efficiencies that will help our business and our planet. Our company was founded to help commerce move faster and more efficiently, however, over the last few decades we have also brought new levels of opportunity and hope to millions around the world. This goes beyond normal industry practices to demonstrate clear and tangible benefits, not only to our business, but also to the environment, customers, team members and the communities in which we operate. In the coming months, as we continue to connect global businesses with new territories, customers can expect the same great levels of service that go hand-in-hand with good corporate citizenship, thanks to the efforts of 146,000 employees who work diligently to make a difference.

Headquartered in Memphis, Tennessee, FedEx is one of the top global companies who actively support the

communities it serves through strategic investments in people, resources and network. In the UAE, in addition to

connecting businesses, FedEx Express, has championed various community-related initiatives and has been the

recipient of numerous awards, including the 2011 Dubai Award for Sustainable Transport (DAST) and the Great

Place to Work for 2010 and 2011. In this issue, David J. Ross, Senior Vice President of Operations for FedEx Express

Middle East, Indian Subcontinent and Africa (MEIA), gives us further insight on the company’s service excellence

and recent community-related initiatives undertaken in the UAE, across the region, and around the world.


CASE STUDY18

For Dubai Aluminium (“DUBAL”), owning and operating the world’s largest primary aluminium smelter using pre-bake node technology is more than a source of pride in the remarkably rapid growth of the company since its inception in 1979. To the contrary, it’s a source of great accountability and responsibility, which the wholly state-owned enterprise acknowledges and whole-heartedly embraces by striving continually to be a role model in all aspects of its business.

This is reflected in a strong commitment to sustainability, where DUBAL endeavors to remain economically robust while protecting the environment, safe-guarding the health and safety of employees, and contributing to society. These aspirations are not only interwoven into DUBAL’s vision, strategic goals and day-today operations, but also enable continual improvement in its performance across all categories, despite any challenges that may arise. Accordingly, DUBAL’s sustainability objectives are defined as follows:• Causing no harm to people, the environment and the local community;• Effective governance and risk management processes;• Recognising the need to be socially responsible by contributing to sustainable community development; and• Ensuring that the broader economic contributions of DUBAL’s operations are injected

effectively into the local economy.From an environmental perspective, DUBAL

recognizes that there is an inherently large footprint associated with the production of primary aluminium, since it is an energy intensive process that also yields certain air emissions, solid waste and liquid waste. To minimize the environmental impact of its operations, DUBAL strives to make its production processes as efficient as possible, so as to minimize the use of resources (a ‘reduce, reuse, recycle’ mentality has been adopted) and control the release of pollutants into the environment (especially the atmosphere and water bodies). Reflecting the success of these efforts, DUBAL met or outperformed virtually all measures relating to the environment in 2011, specifically with regard to overall perfluorocarbon (PFC) emissions, which have dropped by 88 per cent compared to 1990 levels. DUBAL’s total fluoride emissions continued to decrease throughout 2011, resulting in an overall decline of 38 per cent since 2000.

With regard to people, the management of DUBAL puts the safety and security of people and the land at the forefront of all decision making, without exception. As a result of this commitment, DUBAL’s performance is on a continual improvement trend in terms of employee safety. The company’s total recordable injury frequency rate (TRIFR, comprising lost time

Social responsibility is all embracing at DUBALOperating ethically is a fundamental tenet in aluminium gaint’s corporate commitment

injuries, restricted work and medical treatments per million hours) decreased from 4.21 in 2010 to 3.55 by the end of 2011— an improvement of 15.7 per cent over the last three years. Overall, a 95.5 per cent drop in lost time injuries (LTIs) has been achieved since 2004. In terms of occupational health, DUBAL in 2011 achieved zero lost work days due to heat stress for the sixth year in a row and none due to heat rash for the fifth consecutive year.

From the specific perspective of Corporate Social Responsibility (CSR), DUBAL is acutely aware that its actions influence different parts of the community in different ways; and that the corporate relationship with the community needs to be long-term, sustainable and mutually beneficial if DUBAL is to successfully cohabit with the community and continue to make a positive contribution to the lives of the people with whom it interacts. With this in mind, DUBAL strives continually to be a good and pro-active corporate citizen; and a role model for care and responsibility within the community by actively supporting initiatives and projects that promote the social and economic growth of Dubai, to the benefit of everyone living in the emirate. Preference is given to activities that endorse the broader goals of the Dubai government and to causes that will benefit most through DUBAL’s involvement.


19CASE STUDY 19

DUBAL’s first formal CSR policy and strategy, formulated and released in 2009, provide a key reference framework for all of the company’s community involvement. Reflecting DUBAL’s positioning as a responsible business entity that is committed to sustainable development to the benefit of all our stakeholders, the DUBAL CSR Policy embodies its CSR vision, which is to build partnerships and develop opportunities to address community needs, always adhering to world-class standards. It also gives substance to the CSR mission, which is to consolidate DUBAL’s corporate social investment through a strong focus on capacity-building, social innovation, long-term partnerships, and employee engagement in community development initiatives. Preference is given to supporting initiatives that strengthen DUBAL’s relationships with its stakeholder communities while also making a positive contribution to the business.

The CSR support offered by DUBAL comprises financial and in-kind assistance as well as contributing time, expertise and patronage to events in the community in four main areas of activity:• Economic: Supporting the economy through direct and indirect financial contributions, with associated benefits for the community.

• Social: Aiming to improve living conditions and create opportunities for underprivileged and disadvantaged members of society.

• Environment: Striving to preserve precious natural resources and act responsibly so as to protect the environment.

•Workplace: Encouraging individual development and diversity amongst employees, along with socially responsible behaviour – through the

DUBAL CSR Club, employees are able to volunteer their time, expertise and energy in worthy causes within the UAE.

Often, DUBAL maximises its reach and impact by working with well-established and reputable partners – such as educational institutes, non-governmental and community organizations, and other ethically responsible businesses. For example, DUBAL is a member of ENGAGE Dubai — an initiative of the Dubai

Chamber of Commerce’s Centre for Responsible Business that is dedicated to creating awareness and raising funds for worthy causes in Dubai through the involvement of corporations, specifically through volunteer support by the

member companies’ employees. ENGAGE Dubai also facilitates in-depth research into and understanding of the community’s needs, enabling member companies to create awareness of the real social issues and develop goal-focused programmes with positive outcomes. In addition, DUBAL is a member of Emirates Environmental Group (“EEG”), and participates actively in EEG’s annual campaigns, such as the EEG Can Collection Drive; and Clean-Up UAE.

An annual CSR planner is developed in advance, along with a committed budget to finance the same. The planner incorporates many local, regional and international CSR activities that recur every year (e.g. World Environment Day, Earth Hour, Breast Cancer Month, World No Tobacco Day, International

Day of the Child, and so on.), thus embracing a longer-term, future-focused view of our CSR activities.

In terms of social impact, the company consciously selects projects that, among other things, enhance socio-economic development and thereby improve the quality of life for disempowered people (orphanages, special needs, elderly, and so forth) and those who are economically disadvantaged. Support is provided to worthy and charitable activities in the community, particularly education and career development initiatives, cultural events, and children; and DUBAL employees are encouraged to participate in all outreach activities in the community. In 2011, DUBAL spent US$ 6.125 million) on CSR activities, corporate sponsorships, donations and promotions.

For more information visit www.dubal.ae


20

Mohammed Bin Rashid Housing Est. (MRHE)

won the 2012 ‘Idea of the Year’ award. In

addition to the financial category award after

presenting an initiative that had great impact

and benefits on MRHE as well as its customer.

This initiative blossomed from a suggestion

allowing the customers that have benefited

from the establishment’s loans to payback their

loans as a discounted lump sum at an early stage.

The initiative has been linked to establishment

strategic goal of achieving self-sufficiency and

creating alternative financial resources which is

aligned with Dubai strategic plan, social affairs

sector.

The objective of this sector aims to insure the

sustainability and presents Dubai as one of

Business Center in the world. Mr. Mohamad

Humaid Al-Marri, Assistant CEO for Finance

and Support in MRHE, (the owner of the

idea) explained the process & the baseline of

implementing the idea, the approach was to

analyse the current situation. Then, to test

the solutions and prepare a work plan for the

initiative, after that the implementation and

monitoring, finally the improvement process &

measure performance. He continued explaining

that this service early loan payback will grant

the customer a certain discount which can go up

to Dhs 300,000.00 which calculated at present

value of future cash collection, equal to the cost

of opportunity. (see figures 01).

The implementation of this idea encouraged

more than 86 customers to settle their loans

earlier than anticipated. Moreover, this has

reduced the risk of defaulting and enabling MRHE

to lend other beneficiaries.

The three perspective that reflect the

implementation of idea, First, financial perspective

up-to-date, the financial amount accumulated

has reached around Dhs 22,122,436.10,

which has been re-allocated to 29 additional

beneficiaries. Second, customer perspective by

Increasing customer satisfaction and reduced

the difficulties that beneficiary may face during

paying their monthly premiums. Also reduced

the psychological pressure on beneficiaries by

freeing their mortgages of their homes, stop

deducting their salaries and gave them a better

value for their money. Third, management

perspective which improved management of

financial resources by receiving cash flows

earlier than anticipated and helped saving time

and efforts of the finance department following

up with repayments. This service was launched

and published on the establishment’s website,

newspapers, and by SMS to all customers.

2012 ‘Idea of the Year’ awarded to

Mohammed Bin Rashid Housing Est - Early

settlement discount.

MRHE WON 2012 ‘IDEA OF THE YEAR’ AWARD

The implementation of MHRE’s idea encouraged more than 86

customers to settle their loans earlier that anticipated.

Early Settelment Discount

Dis

coun

t Am

ount

CASE STUDY


FEATURE22

In Pursuit of ExcellenceM.N. Ratnam writes on SRF’s quality management and highlights

its success journey towards the business excellence

ABOUT SRFOSRF Overseas Ltd is a 100% owned subsidiary of SRF LIMITED, which is a leading Industrial Group in India. The factory is located in a 40,000 square meter plot in JAFZ and employs 125 employees.

ABOUT SRFSRF is one of the oldest and forward looking multi-business entities in India, with a business portfolio covering Technical Textiles, Chemicals, Packaging Films and Engineering Plastics. The groups headquarter is based at Gurgaon, India, and has a global workforce of around 5500 with operations in India, UAE, Thailand and South Africa and a turnover close to 1 billion US$. SRF is the market leader in most of its businesses in India and also enjoys global leadership in some of its businesses.

The company is equipped with state-of-the art R&D facilities, for process innovations and product development. A winner of the presti gious Deming Application Prize (2004) for its tyre cord business. SRF adopts TQM as a management way.

SRF’S MANAGEMENT WAY:“Deming Prize is the gem in the diadem of SRF’s Management way in pursuit of quality excellence” For over 50 years, the Deming Prize, awarded by the Union of Japanese Scientists and engineers (JUSE), has been the most coveted prize sought by companies in Japan and elsewhere. Deming Prize which is named after Dr. W. Edwards Deming, is awarded to companies that have taken extraordinary strides in quality-centred management of their business.

The tyre cord business of SRF – is a part of “Technical Textile Business (TTB)” and has been cited for the concrete translation of its vision

of becoming a tyre reinforcement solutions provider. The enthusiasm and the total employee involvement in making continual improvements have drawn recognition. Also, the fact that SRF has culturally integrated new Greenfield and acquired units, dovetailing them into a diaphanous team with a consistent management methodology has been commended. The market success of SRF is built on the solid foundations of quality, customer satisfaction, people involvement and rational problem solving. SRFO’ites are proud to be the first company in the Middle East to be a winner of the Deming application prize.

SRF Overseas regards Deming Prize as a milestone – and not a destination. Our race for quality has no finishing line at all. As we challenged the prize it became clear to us that we need to further deepen and accelerate our efforts to levels that may be regarded as world class and beyond. The entire team is committed to this new journey. SRFO won consecutive two times EHS GOLD awards by Dubai EHS department for it’s excellent “EHS” standards. Also, SRFO won Silver and Gold awards from CISG by DQG for its “Improvement Kaizen Case studies” for last two consecutive years.

OUR JOURNEY TOWARDS EXCELLENCE IN QUALITY MANAGEMENTFrom the inception stages of our plant in Jebel Ali, we have made upstream plans to make high level of 5S. The efforts to have seamless material flow and high safety features are displayed in the following photographs.

Key highlights of TQM Practices being followed at SRF:• 5-S campaign: The first defining moment in the TQM journey of SRF. It laid the foundation that made the rest of our journey possible.

• Kaizen & QC Circles: SRF uses the word kaizen in the limited sense of data-less improvement, either as corrective actions or as ideas from the work force. QC Circles are effectively used for solving problems in workplace by a team of motivates workforce• Model DM (Daily Management): To bring in stability to operations, to eliminate non conformances, improve communications and encourage participation Daily Management is practiced• Autonomous Maintenance (AM): To keep machines in top class working conditions AM practiced with active involvement of people who operate the machines• Skill Evaluation Matrix: Skill Evaluation Matrix is the scientific method of evaluating the skill levels of each and every employee. This provides an effective base of training and retraining the employees and fosters multi skilling across all cadres.• Redbook system for People : This is an innovative way to address employee grievances and issues by encouraging employees to write down their complaints on line which gets resolved through a cross functional team• Problem Solving Process: SRF developed a inhouse problem solving methodologies at various levels. The levels are starting with “Blue-PSP”, Silver-PSP and Gold-PSP.• Breakthrough Management (BM): Every year we take-up one or two breakthrough directions and deploy them across the organization so that SRF takes quantum leaps forward• Every year we ensure that the initiatives already started are sustained and new initiatives are taken in line with customer requirements. This ensures our continuity of journey towards “Business Excellence”


23FEATURE 23

“My Package” an idea by RTA kept them at prime spot

Road and Transport Authority (RTA) employee, Safiya Mohammed Al Mahrazi, Participated in Ideas Arabia 7th International

Conference with an idea for Productivity. Called “My package”, Safiya’s idea was nominated as one of the best 15 ideas in Dubai out

of 125 ideas submitted by all government and private departments. The idea consists of staff exchanging “My package” cards

between one another at the administrative and instututional levels in order to motivate employees to accomplish their daily duties

accurately and quickly, and to cooperate with other employees as well. The employee who collects five or more cards shall the then

be honored by the administration. The implementation of this proposal increased the productivity of employees at work as well as

their continuous cooperation. Thanks to this idea, employee satisfaction at the institution increased by 79% in 2011, and employees

were more satisfied with internal initiatives.


MASTERSTOKE24

Feryal Tawakul, Executive Director for Community Affairs and Government Partnership, has been elected as the new chair for Ideas.Arabia, a subgroup of the Dubai Quality Group (DQG). Director Tawakul garnered 90 percent of the total number of votes in a recent poll held at the DQG headquarters. Present during the special poll were representatives coming from major affiliated companies. Her victory is attributed to her efforts and initiatives implemented at Dubai Customs, where she has led in the development of the department’s SRS over the last few years. In fact, four of the Director’s suggestions for Dubai Customs were cited by the prestigious IdeasUK Organization while tow other suggestions were included in the World’s Ultimate Proposal competition held this year.

Tawakul, who holds academic degrees in management, human resources and social responsibility, joined Dubai Customs in 1994. Since then, she has assumed high profile administrative positions, which includes Senior Manager of Duty Free Customs at the Airport and Dubai Cargo Village, where she managed to achieve a 100 per cent progress for the e-customs system. She was later assigned to the post of Executive Director of Administrative Services, where she played a major part in the government’s move towards customs development and modernization. Tawakul was then designated as Executive Director for Human Resources and played an integral role in the many achievements garnered by the industry. At present, she is serving as the Executive Director for Community Affairs and Government Partnership, which has won first prize in the Middle East’s Arabia Corporate Social Responsibility Awards in 2010 and 2011.

DUBAI CUSTOMS SRS GRANTED PLATINUM CATEGORY STATUS BY IDEASUKIdeasUK, one of the world’s most foremost association for the promotion of employee involvement programs, has awarded Dubai Customs with the Platinum Category status for its implementation of an efficient SRS initiative. This is the second consecutive year that Dubai Customs has been recognized as the first government department of its kind to earn such an accreditation. Platinum Category status is the highest level of classification to be given by the leading UK foundation, which has been accredited to only two agencies worldwide—Dubai Customs being one of the two.

The accreditation is the fruit of the unified suggestion system of the Dubai Government, which was launched by His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Dubai Executive Council, in May 16, 2012. His Highness emphasized the directives

Dubai Customs Executive Director for Community Affairs and Government Partnership elected as new Ideas.Arabia Chair

of HH Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, who has always motivated everyone to become involved in the government’s development process and called upon all government employees to leverage on job opportunities and promote sustainability in Dubai’s government structure.

The Platinum Category is awarded in accordance with over 80 adopted standards, which includes scoring over 90 per cent competency rate of the suggestion system as well as other legislative and financial facets like system procedures and laws; compatibility and compliance with the corporate organizational structure; meeting objectives; communication and interaction (raising awareness); rewards and

incentives; KPIs; system efficiency; information management; employee training and continuous development of the system.

DUBAI CUSTOMS LAUNCHES NEW APPROACH TO HANDLING CUSTOMER COMPLAINTSDubai Customs has announced the set up of a new methodology in handling customer complaints. The new approach is based on the ‘best global practices in a complaint system,’ which includes the ISO 10002:2004 certification. Dubai Customs is one of the first government departments to implement the said ISO system and has earned four renewed certifications so far.

The purpose of this new approach is to establish a trusted unified reference that relies on best global practices to help handle customer complaints efficiently, thereby preventing repetition and to continuously improve and develop Dubai Customs services and performance, which will increase the level of customer satisfaction. Addressing and handling complaints is currently done as per the ‘Dubai Government Unified Customer Complaints Guide,’ which details the process from receipt to handling and eventual resolution.

In 2011, Dubai Customs received 123 complaints, which reflects a 13 per cent drop from the previous year’s 142 complaints. It has also reduced the complaint handling period to only 3 working days, starting from the date of receipt and ending by reaching a final resolution, thus exceeding the target specified by the Dubai Executive Council, which states that a complaint must be resolved within 7 working days. Moreover, Dubai Customs has further managed to increase customer satisfaction of the complaint system to 97.5 percent last year.

Feryal Tawakul, Executive Director for Community Affairs and Government Partnership, has been elected as the new chair for Ideas.Arabia, a subgroup of the Dubai Quality Group (DQG). Director Tawakul garnered 90 percent of the total number of votes in a recent poll held at the DQG headquarters. Present during the special poll were representatives coming from major affiliated companies. Her victory is attributed to her efforts and initiatives implemented at Dubai Customs, where she has led in the development of the department’s SRS over the last few years.

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QUALITY BUSINESS REVIEW | 2012 ÈªàÑ°S

1ádÉ≤e ٢٤

“My Package” an idea by RTA kept them at prime spot

Road and Transport Authority (RTA) employee, Safiya Mohammed Al Mahrazi, Participated in Ideas Arabia 7th International

Conference with an idea for Productivity. Called “My package”, Safiya’s idea was nominated as one of the best 15 ideas in Dubai out

of 125 ideas submitted by all government and private departments. The idea consists of staff exchanging “My package” cards

between one another at the administrative and instututional levels in order to motivate employees to accomplish their daily duties

accurately and quickly, and to cooperate with other employees as well. The employee who collects five or more cards shall the then

be honored by the administration. The implementation of this proposal increased the productivity of employees at work as well as

their continuous cooperation. Thanks to this idea, employee satisfaction at the institution increased by 79% in 2011, and employees

were more satisfied with internal initiatives.

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Vol 1 | 2012 ÈªàÑ°S


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