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·~~L.~ SER.VICE RXCEI.LEN'.CB D \JBAl QU1U.ITY AWAJU>

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BUSINESS EXCELLENCE DEPARTMENT Dubai Department ofEconomic Development

P.O. Box 13223, Dubai, UAE - Phone: 04 445 5805, Fax: 04 445 5825 Email: bec@dubaided.gov.ae, Website: www.dubaided.gov.ae

ciJ.:il ci§JJI a !oilll 6J ib GOVERNMENT OF DUBAI DEPARTMENT OF ECONOMIC DEVELOPMENT

2011

are st Practice

GOOD PRACTICES FROM WlNNERS OF

0UBA1 Q1JALITY AWARD, DUBAf HUMAN DEVELOPMENT AWARD & DUBAI SERVlCE EXCELLENCE SCHEME

2010

CY, .'.l l ,019 IJI ci ! oilll i:iJ i l:i

GOVERNMENT OF OUBAI DEPARTMENT OF ECONOMIC DEVELOPMENT

are st Practice 2011

GOOD PRACTICES FROM WINNERS OF

DUBAl QLlALlTY AWARD, DUBAI HUMAN DEVELOPMENT AWARD & DUBAI SERVICE EXCELLENCE SCHEME

2010

ii.pl oi§lll ci .\oiiJI OJ ii.:! DEPARTMENT OF ECONOMIC DEVELOPMENT

Foreword This document summarizes the efforts and hard work of winning organizations ofthe Dubai Quality Award, Dubai Human Development Award and Dubai Service Excellence Scheme 2010. Before closing this cycle, winners are requi red to share their good practices v.rith the v.rider 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 ofa good practice:

• Oear rationale on the approach • High level ofobjectivityand clear impact on results • Favorable degree of benefits obtained in relation to the efforts spent • Effective reviews applied • Ability to adapt by other organizations • High degree oforiginaLity, innovation and creativity applied

The company profiles and good practices presented in this document reflects the views of respective organizations and not those of the Business ExceUence Department. Therefore, while we are delighted with the degree of participation,we cannotaccept responsibility for the content.

We believe that what has been presented in this document amounts to a valuable bendnnark for good practices in Dubai during 2010.

As we observe the success and development of many such participating organizations, we wish to encourage many other organizations to follow in 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 ofparticipating in the various awards and their advice to futme 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 peTfectconditions to prevail.

We wish yoUJ organization every success.

Busi11ess Excellence Department December 2011

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GOOD l'RACTICES FROM W I NNERS or

OUBAJ O!,JALITY AWAR.D, DUBAI HUMAN DEVELOPM ENT AWARD & D UBAI SERVICL EXCELLENCE SCHEME 2010

Dubai Quality Award Winners Dubai Quality Award Category (DQA)

1 Hilton - Dubai Jumeirah

2 Jazfa 3 AJ Fara'a General Con tracting

tm•.5~j.i;,J Dubai Quality Appreciation Program Category (DQAP) - PROC:. -RAM

1 Al Sabbah Electromechanical

2 Voltas

3 Wasl 4 Lulu Hypermarket Dubai

5 Noot Takaful

6 Dubai Taxi Corporation

• Dubai Human DevelopementAward Winners Dubai Human Development Award Categ01y (DHDA)

1 Sharjah Islamic Bank

2 Dubai Airport Free Zone

--~ Dubai Human Development Appreciation Program Category (DHDAP) tld·J#Sltii[Jl,fl - PROGRAM-

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Dubai Service Excellence Scheme Winners .@ Dubai Service Excellence Scheme (DSES) Best Service Performance Brand Category I

1 Cold Stone Creamei·y (Large Business Category)

2 AJ Jaber Optical (Special Business Category)

Dubai Service Excellence Scheme (DSES) Best Service Performance Outlet Category

1 UAE Exch ange

2011

GOOD PRACTICES FROM WINNERS OF

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DUBAI Q UALITY AWARD

J(hare ®.Best Practice Hilton

Dubai Jumefroh.. Hilton - Dubai Jumeirah

Overview Hilton Worldwide is a global hospitality company with over 3,600 hotels in 81 plus countries.

Founded in 1919 by Conrad Hilton, the global company has more than 90 years of history and experience in the hospitality industry. The Hilton umbrella covers a portfolio of brands, including Hilton Hotels & Resorts, luxury brands such as the Waldorf Astoria and Limited service brands such as Hampton Inn.

Hilton Worldwide (HWW) i.s organised as follows:

Hilton Duba.i Jumeirah (HDJ) was set up ten years ago. The property is owned by Golden Sands Hotel LLC, part of the Arenco Group. Strategy and management of the hotel are delivered by HWW, using the wealth of experience and best practices developed by its team of international managers. The combination of core expertise in delighting travellers with local knowledge and values was an important factor in setting up this highly successful management understanding in Dubai.

HDJ has embraced the Vision, Mission and Brand Promise of the Hilton Worldwide and delivers on these tenets through our state of the art property with 389 rooms, world-class amenities and our 530 plus team of highly skilled and motivated team members. Located in a prime position in Jumeirah Beach, ourprivate beach access is one ofour unique selling points for our guests. Our eleven multi­cuisine restaurants & bars, Spa, swimming pools, water sports, fitness centre and business centre facilities offer a range ofcomforts to our leisure and business guests.

Hilton Values H- Hospitality: We are pass,ona!e aboutdelr11mng an e~cepfional gl16$1•~panenoe. I-Integrity: We ;oU,e righl ;1,.,g, an tile bme. L - Load1111hlp: We an, leadm lnOllr lncill.t,y anq l~ottcommuml'8$ T-T■amwoit We are IMmpiayffl ~ ev8t)'llltng W9 do

0-0wnenihlp: We am the own=ora.. adJQRS ••I i!eQllan& N- Now Weoperale w1tll a58<19o! er,cy oon d,!llfl!lloo

Location Hilton Dubai Jurneirah is the perfectdestination for both business and leisure travellers being ideally located on Jumeirah beach's golden mile alongside the Jumeirah Beach Residence and "The Walk" offering a unique shopping and dining experience with its 1.75 km beachfront boulevard housing 350 retail outletsand 45 restaurants.

The hotel is also minutes away from two ofthe city's la1·gest malls, the indoor ski-slope, Emirates golfclub, Wild Wadi Water Park, Internet City, Media City as well as the commercial area of Jebel Ali. The hotel is just 40 minutes from Dubaj lnternational Airport.

Characteristics The Hilton Dubai Jumeirah basa warm andwelcom­ing atmosphere and is a resort hotel on the beach­front. The majority of the 389 rooms in the L-shaped building overlook the crystal clear blue waters of the Arabian Sea and the landscaped gardens.

With a choice of10 restaurants and bars there are plentyofdining options to suit all tastes. Among these are two signature restaurants popular with Dubai residents and in-house guests alike: BiCE, the award-winning ftalian restaurant and South American inspired Pachanga restaurant featuring cuisine from Bra_zil, Argentina and Mexico.

It's all about the relationship

"The Spa" - a haven of relaxation and tranquillity offers a variety of luxurious signature treatments, massages and facials. With six treatment rooms as well as sauna and steam areas it is a definite 'must-do'. The Hilton by Precor gymnasium is fully equipped with the latest cardiovascularand weight machines as well as the Power plate dubbed by many to be the miracle machine.

Hilton Dubai Jumeirah is also the perfect destina­tion for families with our Kidz Paradise open daily from 930 am to 6:30 pm organising daily activities for childrenaged 4-u years. And for the more energetic, a wide range of water sports activities are available, including sailing, parasailing and windsurfing, through "Sky n Sea".

Other Hotel Facilities Include Private beach with Water-sports centre on the beach. Outdoor pool with separate shaded pool for children. Spa with 6 treatment rooms & Gymnasium with Ptecorequipment. 7 meeting rooms with built in screens & Business centre open 24 hours. Seamless Wireless internet connection in public areas In house clinic Valet Parking Hairdresser Jewelleryshop Car rental desk Multilingual team & Concierge services

Achieving quality is still a journey of many milestones. It involves the introduction, imple­menting and improving ofvarious systems and processes. "Excellence is truly a journey and not a destination; the most important aspects are usually achieved during the voyage, and not at tbeend."

The Organisation under the Leadership of Mr. Christian Muhr the General Manager, always believed in delivering the best to all our stakehold­ers consistently.

The three key factors in driving the Business Excellence Project were;

1. To be in line with thevisionof the Leaders of this magnificent country.

2. To attain organisational excellence. 3. Bring a process oriented approachwhich is self

sustainable.

Our leaders, theSenior Management teamcompris­

ing of the General Manager (GM), the Four Direc­

tors (4Ds) of Operations, Business Development,

Finance, Human Resources and their respective

Heads ofDepartment. Theyshare responsibility for

determining and implementing policy and strategy

at the hotel to meet stakeholder needs.

Hilton H36o initiative launched in 2009, integrates our Vision, Mission and Promise throughlive Pillars

that cover every aspect of what we commit to

provide to ourguests (A Room for Me, Nourish Me,

Meet my Needs, Respect and Value Me and Show

Me You Care). Recognising the critical role all our

stakeholders play in achieving our long term goals,

H360 a1so provides a framework for us to deliver our

team members' ID1ique spirit, commitment and

passion to ourguests, our communities, and to each

other.

Our HiltonValuesofHospitality, Integrity, Leader­

ship, Teamwork, Ownership, and Now are practiced

every day by our team members through our frame­

work ofguest related processes. The leaders consis­

tently reinforce these values, through ensuring

transparency and accessibility of information,

through their own behaviour and by recognising

and appreciating colleagues whose behaviour

demonstrates these principles.

8 9

• •

~~-~ ii b ah .t.\·~ct) H~nu· ton - Du ai Jumeir ""-,;/ DubaiJumeirah It's all about the relationship .. V"~-----------'~-------------___;::::..:.._____________,1.--___________________________________..c!...__

The Four Brand Building Blocks; Consistency, Hassle-free, Personalised and Inspirational Hilton Moments; are the foundation ofevery guest experi~ enceand all our services and processesare designed around these. The Hilton brand ensures consis­tently high quality using a framework of Brand Standards, which provide detailed instructions on how every step of the guest journey is handled.

The foundaUon for every HIiton guest experience is the 4 Brand Building Blocks

Benefits of Applying for the Dubai Quality Award:-• Compare and improve internal processes and

systems with a well established and time tested reference model, EFQM 2010 (European Founda­tion for Quality Management)

• Opportunity to benchmark the industry best in class and share best practices with the business world.

• Quality assessment from independent Quality professionals with a detailed feedback report comprising ofvaluable improvement pointers. Continuous improvement through the RADAR approach.

Advice to Future Applicants There is noshortcut to success, unless an organi­sation is progressing the whole time, it is, in fact moving backwards. Establish the Business Excellence culture as part of the Organisation's DNA Conduct a thorough self assessment before you proceed, to understand key areas of improve­ments Prioritise projects and improvements based on direct benefit to the Organisation's overall strategy "Simplify to Amplify", thus ensuring commit­ment from all levelsofyour establishment

"~HHonors - Hilton's Global Customer Loyalty Program

BEST PRACTICE: CRM - CUSTOMER REALLY MATTERS, "IT'S ALL ABOUT THE RELATIONSHIP ... " During the difficult time in 2009 & 2010 where global financial & economic crisis adversely impacted the tourism industry not only in UAE but also internationally. we managed to increase the occupancy and revenue as a result of a systematic deployment of our CRM strategy. Remembering guests by their First Nameis more than a partofour interim front of house culture and comes naturally to our team members.

Results: The CRM (Customer Really Matters) initiative is designed to communicate to the right customer throughout the entire customer experience from Pre-Arrival to Check-in and Post-stay. While committed to providing exccllent service to EA0-1 of our guests, our CRM initiatives allow our most valuable and highest-potential guests (HHonors members, Fast Reservation Account Holders, 4+ Stayersand Airline Mileage Only guests) to get even more:

• Personalized Service and Recognition • Fastand Flawless Service • Best Available Accommodations • Personalized Welcome • Unexpected Delights

Through the CRM initiative we are able to engage customersand develop a personalized and mutually beneficial relationship while creating operationaJ efficiencies, differentiated service, and ancillary revenue opportunities. It also looks into creating a betterdegreeofcustomersatisfaction and loyalty to the property. Take a lookat the following CRM tools and resources and you'll see - it's all about the relationship. The figure below shows how the satisfuctions ofour regular & repeat customers have created an upward trend in the revenue that they generate and also their repeat visits.

~----- -

Total HHonors Revenue ( '000)

66,000 ......64,000

62,000 -60,000 -58,000 -56,000

54,000

]008 2009 2010

CRM Fundamentals Typically, CRM stands for "Customer Relation­shjp Management~, but at the Hilton Familyof Hotels, we refer to CRMas "Customer Really Matters." We are committed to providing excellent service to EACH ofourguests. However, our mostvaluable and highest potential guests get even more through our CRM initiatives. Whileother hotels may be cutting back on services, we al ways maintained that service is ALWAYS our top priority, especially for our Best Guests. By learning about our guests and providing a personalized experience during their stay, we make our Best Guests feel vaJued and appreci­ated, which makes them want to return to our hotel repeatedly.

Approaches: Resources and Tools

CRM Best Guests Report Each day, DepartmentLeads download a report called the CRM Best Guests Report. This lists our Best Guests who will be at our hotel each day. This report includes information abouttheir prefer­ences, how often they have stayed with us and if they have had any problems during their stays.

The CRM Best Guests Report: Identifies our most highly valued guests who will arrive at our hotel on a specific date. Special guest preferences Team members should use this report to bettei· interact with guests and to give them a personal­ized guest experience. Each department should create their own customized Arrivals Report template to focus on only the items that concern those team members.

• The report is a key resource in daily executive and individual team huddles.

Guest Profile • Used to maintain valuable information about

our guests: Property Specific Preferences

• Contact Information • Past and Future stay information • Revenue and Spend information • Service Recovery information • SALT (Satisfaction And LoyaltyTracking)

surveys

Guest Dossier (Importantguest information collated from various

aspects of the guest profile and thereservation processon one screen through an online system)

• Consolidates many existing pieces of informa­tion about a customer into a snapshotofguest preference selections, tailored messages, requests and past stay history, etc.

• Allows you to consistently recognize our Best Guests and personalize their stay.

CRM Service Recovery Toolbox • Every team member in every department needs

access to a CRM toolbox. • All team members should be able to give the

guest a special amenity (preferablypersonaJ­ized} to "wow" them after we have apologized and rectified a mistakeor to simply delight the customer, showing that we know and value them.

When a Service Recovery issue occurs:­Apologize for the problem and let the guest knowyou will take action immediately. Fix the problem Use the information you know about the guest from the Guest Dossierand Guest Profile to provide a special amenity from the CRM Service Recovery Toolbox. Send a noteofapology. Make sure to record theService Recovery issue in OoQ Property Management System.

Team Member Recognition (Team members matter tool): When the team gives great CRM service,we reward and recognize their efforts: • Director Operation writes personalized thank­

you notes that specifically say what the team member did to exemplify CRM

• Gather simple awards such as free sporting passes, gift certificates, etc. to give to team members who demonstrate CRM

• Personalized form ofa reward to reinforce the powerofCRM

• Share positive guest comments with the entire team in Generic Town hall meetings Starbonds, giftvouchers for the best CRM activity

Deployment: Extensivelyand systematically how we deployed our approaches in all relevant areas. We align our strategy to 4 key segmentations in our business model; A) Qualjty B) People C) Customers D) Profit

11

fV ~~~r ®. Hilton~ .. l!t( Practice Hilton - Dubai Jumeirah D uba.I Jumeirah

A) People backed up with tangible-resuJts as shown in the next

Hospitality is all about how carirrg are we to our few graphs;

customers.

We introduced a new cuJture in our team

1. Mastering the ArtofService - How easy is it to

delight a customer

2. EngagementMap-team leadersrole in satisfy­

ing team byappreciation and recognition

3. Empowerment Tools - Make your choice to

"wow" the guest right now

4. Service Recovery Model- Induction ofHEART

model to handJe unhappy guests.

B) Quality We understood that policies/processes and systems

have its own limitations that needs to be streamline

as we move forward.

1. Cross Functional Meetings - A structured

communication plan to enhance awareness that

coversall levels ofemployees.

2. Process Owners - to hold people accountable

for different parts of our business model that

directly contributes to the KBO's

C) Customers Tntroducing tools to identify customer needs and

expand our customer base was a key focus in our

strategy.

1. Journey Ambassadors - A programme that based on the concept of ''Be right there when

customer needs you"

2. HHonors - A programme that enhances our

most important customers to be frequent

visitors and gain added benefits.

D) Profit

The increase in focus towards our repeat clients also

opened opportunities for us to create incremental

revenue options.

The introduction of the Pre-arrival amenities in room, regular updates and the HHonor program to

avail discounts and other benefits while usingthe

Hotel's facilities, etc were just a few options for our

guests, which also opened revenue opportunities.

The program also created a surge in the Property

loyalty and thus increased our repeat client

percentage over the years.

Astrong deploymentand approach is usually

Assess & Refine: Over the years, experience has taught us that the best way to serveour customers is to ask them what they reaJly want. This is exactly what we practice at the Hilton Dubai Jumeirah Hotel. Partofourassess­ment and refinement is through the deployment & monitoringofourday to daystrategy to gather guest feedback a.nd maximise our interactions with our guests. The strategy is implemented with aid of the follow­ing measures; Guest inputs gathered through:-• Journeyambassador

Guest feedback tracker Courtesy call program

• Duty manger's checkJjst • In room feedback/ comments card

F&B restaurant's feedback card • Mystery shopping program/ mystery call

program

Action & Follow-up: • Biannual QAaudits and action plans • Weekly Internal Management Walk Around &

Inspection Department heads 1:1 meetings with the Direc­torofOperations Departmental Action Plans/ Communication Meetings Cross Functional communication meetings and de.fining SLAs

Some of the above tools and mediums are further elaborated using snapshots of the actual working document and explanation of their implementa­tion. These tools assist in the continual improve­ment process by completing the loop as per the RADAR model. Guest feedback tracker is one of the initiatives that were developed to trap guest grievancesand analyse to ensure reoccurrences are eliminated A major chunk of these observationsand feedback then gets converted into departmental action plans with structured deadlines. The grapin the adjacent figure shows how feedback of common problems are tracked to plot a trend analysis and thus prevent repetitive occurences. As a marked refinement the program was extended from initially only a Front

It's all about the relationship

Office initiative to all other operational depart-ments.

Another key CRM assessment tool is the Quality Assurance audits, a medium through which we maintain and ensure that there is consistency in the delivery of our services to our customers. The adjacent figure shows the consistency in the results ofour performance. Two figures that follow, explain how we tend to achieve the same (action/ improve­mentplanners).

QA Scoring Chart from the yearioo8-wu

1-3--June-10 Rq uLar

19-Nov-o9 Reaullr

9-Feb-09 Rq;uiaf

7-0ct--08 Regular

30-Jan-OS Regular

® Hilton

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fV 6.~~r ~ .. ~ Practice Hilton - DubaiJumeirah

Also as a mark of our continuous development (assess & refine), remarkable measures have been adopted and implemented not only on the Hotel level but also at the corporate level. An example of such is the introduction of a Hilton worldwide platform called the H360 and Blue Energy. The platform encourages team members to share and interact from places across the globe new methods, best practices, and other ideas creating a Hilton Moment for our guests. The blue energy committee led by the General Manager himself focuses on a variety of different areas, primarily focussed around our guest needs, further strengthening ourcommitment to our CRM strategy. The same brings about a more structured and concerted effortfromall ouroperational depart­ments, e.g.: - action plan to simplify customer problem resolution through SALT action plan. This also opens up an opportunity for the organisa­tion to send improvement suggestion towards our company's Global Brand Service Standards. All of this is based around one simple fact, and that is the Customer Really Matters, it's all about the relation­ship... "Unless an organisation is progressing the whole time, it is, in fact moving backwards .. :'

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Brand Equity

afza

Jafza, the flagship operation of the Economic Zones World, the global developer and operator of economic zones, technology, logistics and indus­trial parks, over two and half decades, has grown into one of the most important pillars of Dubai's growth.

Through innovative, customer-centric, services­driven development strategies, Jafza has success­fully builtoneofthe biggest, multi-national, multi­cultural business communities in the Middle East. The globally renowned commercial and industrial hub is spread over an area of57 square kilometers and is home to over 6,500 companies from we!J over uo countries. This includes 07 companies from the Global Fortune 500.

When Jafza started in 1985 it mostly catered to shipping, oil & gas and commodities industries. The company today provides infrastructure-ready plots for purpose-built facilities, suitable for large-scale operations such as manufacturing and extensive warehousing besides offices that can accommodate companies ofalmost any size and business centres that offer fully furnished offices equipped with telecom and network facilities with access to confer­ence amenities. Also on offer are prebuilt warehouses and, since 2008, Build-to-Suit (BTS) sustainable warehouses - turnkey solutions on lease or purchase models according to customers' needs, on sites owned by Jafza or at customer-preferred locations.

Built around one of the world's largest container ports allows Jafza to offer excellent global ocean freight coru,ectivity to markets in the Middle East, Africa, Indian Subcontinent, OS countries and beyond. Jafza is further connected to the Al Maktoum International Airport in Jebel Ali via the Dubai Logistics Corridor, launched last year and designed to be the world's largest multi-modal logistics platform that links sea, land and air to facilitatethetransportation ofgoods in record time.

Jafza focuses on long-term customer relationships and fostering alliances with global investors. C-ustomers enjoy an environment free from red tape and restrictions, thus conducive to growth. Jafza's deep commitment to service excellence Jed to ISO 9001:2000 certification in 1996, ma.king it the world's first ISO-accredited free zone.

Jafza pioneers the concept of "One Stop Shop" (OSS) in the region. Through this, customers can obtain set-up and operations-related services from registration, licensing, immigration, health card and access card services to telephone, communica

201

tion, vehicle registration and more, all under one roof.

Jafza's growth in customer numbers has consistently outpaced the growth of the UAE's gross domestic product (GDP) reiterating its status as one of the most efficient commercial gateways to the whole region. This has been achieved by a dedicated commitment to customer benefits and an ever expanding, customer-centric, suite of services in Jafza's ass offering.

Benefits of applying for the Dubai Quality Award • Winning the award in 2003 provided an incen­

tive to constantly improve our quality and resulted in us adopting a Business Process Re-engineering exercise which has significantly enhanced our operations and processes overall.

• The application process led to enhanced and superior internal communication and feedback, across all employees, horizontally and vertically.

• Having a strong focus on business excellence and quality control helped us further realize our corporate strategic goals and overall vision.

Participating in the Dubai Quality Award for Jafza was embarking on a journey of continual improvement. This has added vaJue by provid­ing a fitting testament to Jafza's 25 yearsofopera­tion.

Advice to Future Applicants • Having a quality control and management

infrastructure already in place inan organisation is essential to tracking quality, assessing processes, and implementing changes in a swift and sustainable manner.

• Applying for an award of this stature requires integration across all departments and cohesive teamwork. Theorganizationmustalso be prepared to invest its time and resources into seeing a job, like this, through. ft also needs a dedicated skilled team that is able to coordinate the efforts of the various departments and liaise regularly with the DQA assessors.

• Winning the award is not the only goal; the journey of continual improvement is the ultimate reward.

15

BEST PRACTICE: MULTHNDUSTRY LOGISTICS TRAINlNG FOR COMMERCIAL SALES TEAM

One of Jafza's core. strengths has always been its

unmatched logistics infrastructure and OSS

capabilities and maintaining this competitive edge

has always been a high priority.

Shoring up its employees' capabilities in logistics

and other fields has taken precedence in Jafza's

overall strategy and vision. Jafza understands that

employees are its primary asset. Employee satisfac­

tion Jeads to creation ofvalue which in turn leads to

customer satisfaction, loyalty and improved organi­

zational performance.

Jafza recognized that reinforcing its sales force was a

critical success factor in creating a Multimodal logistics platform. To develop sales service employ­

ees, a training program focusing on multi-industry

logistics needs was implemented in 2007.

Phase I Based on this, as a first phase, a customized

in-house training course on Solution Based Sales

has been arranged in 2007 for sales team, which aimed at improving the aptitude of Sales Staff by

providing academic foundation that comprehends

practical issues and their related solutions. Jt was a focused course based on customersurvey done with

selected Jafza companies. The survey results were

used to develop the course content

Results Apre-assessmenthas beendone througha question­

naire filled by sales team, which is also used to

customise the course contents.

Level Scale Utilized:

Levels Ramte

1 >=90

2 between 80 and 90

3 between 70 and 80

4 between 60 and 70

5 less than 60

Pre-Assessment> Post-Assessment:

Class-Score% (Average) 80 --68,1--

60 4'1.8

40

20

Pno Post

1. Average Gass Score indicates the average knowledge level of a set of scores. Higher the average (%), higher is the knowledge level.

2. Average class score increased from 41.8% (Pre-Assessment) to 68.2% (Post-Assessment).

3. From the Level perspective, the class average rose from Level - s to Level - 4

Levels: 1•

12 - -H -

10

s 6

4

2

--

- ~

/

9

2-

--

-

---Pre

-w--Po!i.t

0 - " 1

- " 2

- " 3

' 4

\ 0 -

5

Levels Pre Post

1 0 1

2 0 2

3 0 2

4 2 9

5 12 0

Quite evident from previous line-graph, the number ofstudents in the range of"5" level was not there after attending the course. It clearly indicates, that course was understood, and class level raised withs studentsachieving the Level 1(1), Level 2 (2), and Level 3 (2), respectively.

The result of this course was encouraging with the Minimum class score increasing from 25% to 60%. The Class Maximum Score(%), increased from 60% to 90% further confirms the perspective that course met its objective.

Min-Max Analysis JOO 00

80

60 ~-­■ l owest-Score

•o ■ Highest-Sr.ore

20

Pre Po5I

Phase II Encouraged by the _response of the fust phase, a second phase of sales training, a customized in-house training course on Logistics framework was conducted -in 2008.

This course was in continuation to Solution Based SaJes course deHvered in 2007. Logistics Frame­Work was speciallydesigned forprofessionals inter­acting with Logistic Firms. This course enabled them to understand the industry in a much better manner through an in-depth studyand also enabled them to apply sales framework in logistic context.

The objective of this cow-se was to acquaint sales staff with key logistics concepts and terminologies and to provide them with the technical know-how required to understand the needs of logistics companies in Jafza.

Tt helped the sales staff to critically analyze the difference between logistics and supply chain management giving them a comprehensive under­standingof3rd Parly Logistics, Collabmative Logis­tics, and 4th Party Logistics.

The coursework also explained inventory manage­ment, warehousing and its operations and taught the sales staff bow to deaJ with logistics firms that used the SPIN Sales Framework.

Tn order to provide a practical orientation to the course case studies were discussed in the class. To have comprehensive theme based knowledge the course commenced with a technical visit to GAC Logistics where the staff were given a presentation on GAC, its strategic objectives, operational efficiencies followed by a visit to their faci)jties.

The course ended with a technical trip to Emirates Sky Cargo, considered as the most efficient cargo organization in Middle-East. At Emirates Sky Cargo, employees were briefed on the automated process of handling volume, priority cargo and learnt about the process of storing and warehous­ing.

Assessment [n order to assess the performance of a course, the employees needed to be assessed on the guidelines of the course contents. The assessment was done twice, once before the commencement of the course (pre-assessment), and the second one at the completion of the course (post-assessment).

Pre-Assessment> PostAssessment:

Average Score 90

77.7 80

70

60 -53c2--

50

40

30

10

10

0

Pre Post

Average Class Score indicates the average lmowl­edge level ofa set of scores. Higher the average (%), higher is the knowledge level. Average class score increased from 53.2% (Pre-Assessment) to 77.f/o (Post-Assessment). From the Level perspective, the class average rose from Level - 5 to Level - 3.

Level Analysis: Levels Pre Post

1 0 7 2 0 8 3 1 3 4 8 3 5 13 1

_,,- ~z :1 0 - o 0 Ji

1 2 3 4

_/ J3

--- 1-

5

- Pre

- Post

The Post-Assessment results, conducted after the completion of the course, indicated that number of students in Level 1 rose from o > 7, whereas number of students in Level 5 decreased from 13 > 1. This indicated that course was successful and its objec­tives are clearlymet.

The Min-Maxanalysis is used to check the extremes of a particular result. A shift in the extremes indicatesa major success in the delivery ofa course.

Min-Max Pre Post

Minimum Score 40 50

Maximum Score 70 90

90

• Minimum Score

• Milli.I mumscore

Pre

Thed ass Minimum score(%), increased from 40% > 50%, The Class MaximumScore (%), increased from 70% > 90%.

16

fV 6 share ~.-'".:::'\ ~:~ r,:.esi>racti"" Al Fa___ Gene _____ntractin· ----= o. LLC ,_....:::.::.;~ .J ~""'-:4"e_____L.,.f~."~~ '~ce....______ra'a ____ral Co _____ g_C_______ ~-::-.,,,,.;, --- _"so "" ~"______ 01 __

Quote From President & Executive Chairman - Al Fara'a General Contracting Co. LLC (AFGCO), Dr. JR Gangaramani founded in 1980 by Dr. J.R Gangaramani and Mr. •~ Fara'a winning the Dubai Quality Award is a Adel Saleh, is a well-established and reputed mark in the Construction industry , it has allowed construction company providing a complete us to benefit from increased brand recognition, spectrum of engineering and construction services internally our participation has fostered great pride and solutions in the U.AE. and CCC. AFGCO is the and motivation. Al Fara'a has successfully flagship company of the Al Fara'a Construction completed more than 30 yearsofstrong hold in the Group, which comprises of ten prominent compa­construction sector within UAE & GCC, with even nies covering various contracting disciplines and greater plans for the future". aspects with a capacity of executing projects of

more than Dhs. 4 billion perannum. VISION 2010-2020

To be the clients first choice in turnkey solutionsfor The company has a large team of top notch techni­specia1ised &integrated construction requirements cal e.xperts, specialized project management teams, across the GCC &Asia a skilled multinational work force of 6 ,000 employ­

ees and state-of the -art technology along with an

MISSION 2010 -2015 array of the latest sophisticated plant and machin­

1. AFGCO is dedicated to the delivery ofwocld class eryto ensure timely and successful completion ofall turnkey solutions to our stakeholders in partner­ projects. ship with our clients, consultants and the govern­ment. AFGCO also has the necessary infrastructure and

2. We achieve this through adhering to the highest expertise to handle civil contracts ofany magnitude standards of quality, safety and environmentally and can offer a full range of services from a single centric practices while completing our projects on point of contact. These services include electro­timeand within budget. mechanical, ready mix concrete , aluminium and 3. Our success stems from our policies to continu­ glazing structures, precast structures, steel struc­ously invest in technological capabilities and inno­ tures, interiors and joinery, landscaping, irrigation, vation to ensure market adaptability. painting and false ceilings. lt also has in-house 4. We are dedicated to empowering our employees facilities for project planning, value engineering, to warrant their professional growth with rewarding project evaluation, equipment selection and execu­

careers. We are devoted to their safety, health and tion. By providing an efficient one-stop in house job security. service, AFGCO ensures maximum consistency

between the design and construction stages and can CORE VALUES: offer clients many other advantages with regard to

project co-ordination and scheduling. Thecompany

has maintained a track record of completing all projects well within thestipulated time limit and to the utmost level of satisfaction of clients and consultants.

Value STATEMENT Ethics Ethics & Integrity in all thatwe do. Exceeding Exceeding expectations of all stakeholders Expectations is our primary purpose. Excellence We are what we repeatedly do; Excellence

Is not an act but a habit. Entrepreneurship We take the ownership of the projects

with which we have been entrusted. Empowering Our employees are ourgreatest assets Employees Emphasis on quality

We are passionate about delivering Quality results.

Ensuring Safety Providing a safe and hazard free work place is an absolute priority,

Environmental We are committed to the sustainability of leadership the environment. Enduring Soclal We are sensitive to the local needs of the Investment stakeholders and the communities where

we live & work.

AFGCO has executedprojects at multiple locations throughout the U.A.E. in Al Ain, Abu Dhabi and Dubaj and prospects in Saudi Arabia and India. AFGCO Project Profile is as below.

Projects Profile • High Rise Towers up to 80 levels.

• Residential and Commercial Buildings • Entertainment and Commercial Buildings Table i:AFGCO Core Values

_ 0 -----1------------------------------------

• Entertainment/Cinema Complex, Commercial sion concrete. Internal research laboratories have Complex and Shopping malls been built to global industry requirements.

• Hotels and Resorts AFGCO is committed member of Emirates Green • Hospitalsand Medical Centres Building Council and is also ISO 14000 holder.

• Auditoriums and Amphitheaters, Stadiums, AFGCO is considered to be pioneer in the field ofRecreation Centres, Sport Complexes

integrated construction services and has achieved • Various Defence Projects significant progress towards sustainable develop­• Schools ment in the realm of:

Conservation Projects

• Heritage Construction L Projects ofgreen product development • Palaces / Villas 2. Waste Management

• Telecommunication Projects 3. Social and Environmental Concerns

• Sub-Stations / Cooling Plant Building BENEFITS OF APPLYING FOR DQA: • Horse Stables, Shooting Ranges

Enhancing the Al Faraa Group Brand in the• Industrial Projects regional business community.

• Refurbishment, Maintenance and Restoration • Contributes to organizational learning and team

teamwork. Culture • Self-assessment helps to identify areas of The work ethos and culture of AFGCO is one of strength and improvement areas within retrospection and continual improvement. This is business. demonstrated by jts adoption of various interna­ • Opportunity to share and learn best practices tional standards over time, such as ISO -9001:2008, regionally. ISO 14000:2004 and fSO 18001:2007 Standards. The • Feedback report generated by theDQAassessors Organization has also recognised the EFQM Model serves as an important tool for driving continual

to become its foundation for sustainability in improvementofthe business.

Business Excellence. ADVICE TO FUTURE APPLICANTS: • Build and acquire commitment ofall stakehold­Dr. JR Gangaramani has been honoured with

ers as they play an important role in drivingnational and international awards. He was awarded

business excellence initiatives. the Padmashree award by the lnctian Government

• Do good planning for the preparation of the for his social contributions underpinned by submission document and identify the keybusiness achievernents.AFGCO has been awarded criteria members. by various clients and consultants with letters of • Follow the Excellence Model and conduct appreciation for the quality workmanship, profes­ periodic trainings for all concerned on the Excel­sional approach and high standards of construc­ lence model. tion. Ensure a good understanding and awareness of

the Excellence Model across the organization.

Innovation, Research and Development • A comprehensive self~assessment against the model will help to identify areas ofimprovement

AFGCOs competitive advantage stems from its for the business-.

leadership through Innovation, through its sister concerns like Ready Mix Concrete, Precast Struc­ BEST PRACTICE : LEADING EXCELLENCE IN hlres, Steel Structures, Electro Mechanical Services,

CONSTRUCTION THROUGH PROCESS BASEDAluminium and Glazing Structures, and Interiors

APPROACH.and Joinery.

AFGCO's CUSTOMER ORIENTED PROCESSMarket leadership is ensured through a continuous

(COPs)process of research and development. For example the Unibeton Ready Mix focuses on environment AFGCO is passionate about achieving excellence in

friendly green technology which is low carbon emis all areas of its business including its processes. 18

~~ _ _

.JI ~ t(;f '< ,A.._ AL FARA'A 1 1 0 1 0 9ni Practi~ ·~L:L:C=--- ' "'--~-:~::::... ~__ "_" · • _ ' _ _ _ _ n"ce~~Al~~F~ar~a~'a~G~e~n:e~r~al~C~o~n:tr~a:c~ti~ ~ 1 0 _ _· _ " " ____--+---------------------------------------·n~g~C=o: ...,, ___~,~~~

AFGCO's Supply Chain Process takes into account

the requirements and expectations of our market

place. They enshrine the business unit vision,

mission and values. The Supply Chain Process are

augmented by a :range of supporting processes

covering Quality, Health and Safety,

Environment,Human Resources, Administration,

IT, Plant and Machinery, BusinessExcellence, Com­

munication, Group Aud.it, Group Operations Man­

agement Committee, Customer Relationship Man­

agement and Finance and Accounts.

Our project specific QSHE plans are supported by

procedureswhich drill down into work instructions,

method statements, risk analysis and checklists etc

ensuring our customers and staff benefit from clear

systems ofwork.

AFGCO lMS is registered in accordance with

OHSAS 18001:2007 - Occupational Health and

Safety ManagementSystems, ISO 9001:2008 - Qual­

ity Management Systems and [SO14 001:2004 -

Environmental Management Systems by Lloyds

Register ofQuality Assurance (LRQA).

AFGCO IMS documents are accurately controlled

through a master document register and aie

available to all staff via the company wide intranet

system - www.alfaraanetwork.com. Over 300

documentshave been created to support the TMS.

The COP's were developed by our Corporate Team

in conjunction with the process owners. Develop­

ment was facilitated through the use of an Input /

Output map railed a, "Turtle Diagram'' (refer Fig. 2).

Thisapproach clarified for the process owners their

process inputs and outputs, required resources and

related staff. Based on this knowledge the necessary

process procedures and supporting documents

could be established. Finally, once the processes

were established, Key Performance fnd.icators

(KPI's) were established to monitor process perfor­

mance.

_ - • - .,. AFGCO - Customer Oriented Process (COP)--- - - .. ___ __~

Procass Docum.ntatfon INPUTS RHOU-Site Storap.,SittBldp, Ut1!.1Ke1,(Procedure Le\lelJ c..,--.....­,-._ CompllbtHardware/~re/

3007.PRC,OOO Projectl'tan111n(a ControlGC-GC-

lnternet,Expedttion,,

T~/FAX,fl.tmlt1.1,..,fl\antPfgfC05tinalConh'ol Gc-GC-Joo,.. Commerdala ProJControl• -­P\ltdleM"l.fll,teliatl • Machinery, T~ryWOftls~

f'n>J Ca$h FlowGG-GCJ009-PAC-OOO T.dL. Caonlnltian - t r;uuport, Uibot

Ot.anpOrdw-Control AU.-GC-JOU­ Alld,orities ILztaA/GovetM!ll!lrtl AccomtnOA-t:lon, " E. R:aw ml\Cf1alsPOC-000

.,.J&e<utlonPb•ft•o1<1•1llt-f D Plln/HSl~n Health,Slftty& En'tlronmtnt•I QialltyColl'lml InConstructionAU.- ~ consldtrltfon,/?GC,.9900,PI\C-OOO Crwlronme1tllll COfldltlOfl PtocuranwntAll.-G~NT4QO.PftC. Yi• BOYnd.,., D00 Operotlons IISE llkll .........,,,. ...,_..reMil•eonwt,t,u,.«,. Manaeeme,,t \J Conttrodlon Phase SafetY INTSOO-PRUIO OperationsAU.-GC-l~COOCI COP • 008 Pto~e1nvotved

,.._,r,H•ndlit!t: Stort a Corttro,All• ~ °'"_ rttioruDltectot! At<fllqct:7

GC-IHTill 4'RC.«ICI ~ AruMv.COMtNttloftMp:n ContrKtliMI': tentContrail Mt;r: &'limllor. MOCoonfl!Vlor.

KeyPerformance Indicators 0per1dotl Mer: PlanlqMv, Qvatttyconttol Enar.PllnnlncO\lTPUTSAmi~ Construction fin: V-s Ensr:PTVI- Ohdor. ProJ. E,..,-;.

sa11Jfttd~t1Planned HA Proi-Mer:rwacf,..r:o,./0(.CompletitdCoMtnlcdon

OntomerSa~sfact1on with Mp:Q.uantlty~fiv.Smtv Offllilr.SIC• E"Sr.Sr. QA/Qt. (JV,

Construction EwilutflOnReports Sttllt!l.lr,.IEl'llf':Lalld~Number of Defects In Handover PnljKt:CloHoutR.,apo,t- TKhcoonlln,uor:. Period ltisoN teamed Report Ooc. c«itro•r. StorHSupervisor.

DtMOblllt~ ~«1W~ ,_,..,.,

PROCESS OWNER Op!rntloni Director

Figure 2 : O perations Ma na gement

In parallel to the development of om COP's, Al Fara'a Group HR department launched a major initiative to create Key Results Area's / Key Perfor­mance Indicators / Targets for all staff. The two exercises werecompletely complimentary and helped clarify the business, process and individuals job requirements.

The COP's formed the basis of our Monthly Man­agement Review Meetings (MRM's). These meet-ingsprovideanopportunity for SenjorManagement to review each process and identify opportunities for improvement.

The COP's define the operating standards for AFGCO including those required for Health and Safety, Quality and the Environment. Various Process Procedures have been developed to aid execution of the COP's. The COP's and supporting processes are internally audited to ensuresystem complianceand to identify potential opportunities for improvement. Internal auditors are trained "Tn-house" by our Corporate Safety, Quality and Environmental Manager. Al Fara'a Group certificates are awarded to those who successfully complete the three day course and achieve greater than 60% io the end ofcourse test. To Q1 2011, over35 auditors have been trained.

TntemalA11ditor Integrated Mmiagement

System l11dudiug:

ISO9001:2008 QuDlily Mnmtgcmcot Certificate of

Successful CompletionISO 14001:2004

C:nvlrorum::ntal Management To:

OIISAS 18001:2007 Kaisar Ahmad Ahanger llealth & Safe ty Mauagemenl

2, .1 & 4 November 2009

Abu Ohebo · AJAn, - 0,Jtls.1

f'"tgure3: Cer1Hicate ofsuccessful L"Qmpletion for IMS Training

The CRM department provides valuable feedback which is incorporated into our COP's as continual improvement where applicable. This information cancome from any internal or external sourceand a number of surveys have been created to facilitate this feedback with the findings presented to managementand the process owners for reviewand action. To support our brand vision which is "To be the clients' first choice in solutions for specialised and integrated construction requirements across the GCC and Asia", the way in which we relate our process based systems approach to the projects is absolutely essential.

AFGCO's - PROJECT QUALITY PLANs (PQPs) Each and every project is unique yet our goal is to apply a standardised approach to how we execute the works. This dichotomy is resolved through the creation of Project specific plans which adapt our "Corporate Level" process based system as required. For example we create project specific Project Execution, Quality, Safety and Environmental Plans. (Refer Fig. 4) These project documents are based on the COP's and take into account the customer specific and contractual requirements.

Figure 4: PeP- Quality/Safety/ Environment

---...-- ...--....------=.-,.:::=.:::.::rr

Where the system is tailored to suit the specific needs of the project, approval of the client through their representative is soughtand this is recorded in

the Project Quality Plan.

Built product quality is administered through the Project Quality Plan (PQP). The PQP specifies various documents to achieve this goal, for example; • Method Statement - Descriptor ofbow specific

packages ofwork shall be undertaken. Through 2009 a database ofover 30 methods statements have been prepared and made available through our intranet.

• lnspection and Test Plan - How and who will

undertake the various inspections pertaining to the method statement. Quality Control Checklist - The specific charac­teristics and attributes of the workmanship and built quality that must be checked. A database of over 30 QC Checklists have been prepared and made available through our intranet.

AFGCO's - PROJECT MANAGEMENT PROCESS (PMP) AFGCO is Teputed for providing high quality work on time and witltin budget and this is possjble due to our in-house capabilities and project manage­ment techniques that have developed over theyears. Our planning department commences its involve­ment with projects early at the pre-qualification stages. lt is proactivein developing diverse solutions to assemble and compile a competent technical submittal tailored to suit each particular job. AFGCO fosters engineering knowledge by training employees and adding value at eve:ry step of the project.

The project management team provides the entire range of services such as initial project planning (task, Resources and schedule), task oversight, tracking, and reporting and change management Construc­tion and target programs are prepared using Prima­vera or MS Project and each program contains a well-definedcritical path, starting and finishing milestones, man power planning for each activity, equipment planning for each activity S-Curves, material schedules and delivery schedules for long lead items.

20 21

__ __ ____ ____ _ _ _ ____

tit 'l.:""f" .~-\ 1~~i Practi~ce,...___Al_ F_a_r_a_'_a_G_ e_n_e_r_a_l_ C_o_n_tr_a_c_b_._n~g:::..._C_o_._L_L_C__~_,~-=~.,,,,,_·_

To ensure successful completion of projects within

budget, MIS reports are generated on a continuous

basis and crash programs are created a culture

where quality takes dominance over other activity.

As a result, AFGCO is highly recognized as provid­

ing its clients with maintenance free projects and

delivering high quality projects before the set dead­

lines. This has led to satisfied customers who

choose AFGCO as their preferred partners in the

constructionsector.

AFGCO practices 'Quality in Construction" meth­

ods that ensure all its work is done right, complete

and free of defects the first time. This in-house

program is its way of making sure that projects go

beyond being just "good enough" and exceed the

expectations of its customers. This is achieved by

holding pre-installation meetings and conducting

inspections during the critical path of projects

including; first delivery of materials, first equip­

ment installations, mock-ups, benchmarks for each

type ofwork, and closure of utility systems.

Even after the project is complete and handed over,

AFGCO conducts a quality evaluation of its work

over the years after completion by sending its team

of engineers to check the condition of its projects.

The feedbacks collected from these visits are evalu­

ated and corrective actions are taken accordingly.

AFGCO has a team of QA/QC engineers employed

on every site to ensure that the construction works

are carried outas per the company's qualitypolicies

and methodologies.

Compliance with the requirements of these docu­

ments provides a solid foundation for the achieve­

mentofquality in the construction process. Indeed

a specific procedure has been developed to facilitate

qualitycontrolin Construction.

ASSESSMENT, REVIEW & IMPROVEMENT All process procedures have been developed to

include a section detailing an approach to, "Mea­

surement, Analysis and Improvement". As far as

possible a quantitative approach is adopted. By analysing trends our COP's can be maintained and

improved. This helps take away the typical Middle

Eastern Construction industry approach to

management which is reactive as opposed to proac­

tive.

A "Consolidated Quality Index" has been developed

to provide an overview on how our projects are

performing. The index is generated through a "High

Level" audit of specific criteria and charted on a

month-by-month basis. This provides a simple

mechanjsm for identifying specific and generic

areas for improvement.

This approach to project monitoring provides a

quick graphic overview for senior management at

the MRM's. Supporting data is reviewed as neces­

sary.

The CRM department have launched a suite of

internal and external Client Satisfaction Question­

naires. Where necessary the result of this feedback

translates to process improvement.

Our system processes are reviewed through a

numbe.r of external and internal mechanisms as

shown in Table 5.

Review Mechanism Review Content Ellternal Asses~ments

• Certification Body (LRQA) Integrated ManagementSystem • Governmental Agencies ~ COPS's • Cllents / Client Representatflles ~ Safety System (OHSAS 18001)

Satisfaction Questionnaires ► Quality System (ISO 9001)

► environment System (ISO 14001) ► Munlclpal\ty Standards

levels of Satisfaction

Internal Assessments •MRM ► Integrated ManagementSystem • Internal Audits ~ COPS's • Mid Term StaffReview • Safety System lOHSAS 18001) •Annual Staff Review ~ QualitySystem (ISO 9001) •Staff Satisfaction Questionnaires ~ EnvironmentSystem (ISO 14001) • Financial Audits • MunlclpaUtyStandards • Process Reviews • StaffSatisfaction Levels

~Training/ Development Needs ~ Non-conformance Costs

~ Project lost Hours

Tahie,. Review Mechanism.

Project specific construction processes are moni­

tored for non-conformance, repeat non­

conformanceand cost and lost time associated with

these failures. Root cause analysis and corrective

actions are applied.

An innovation with regard to the communicationof

process change has been developed through the

combined efforts of our IT and CRM departments.

We call this our "Pulse Notification" system. Any process/ procedure/document change is notified to

the business unit within 48 hours.

,A,_ AL FARA'A 9 0 1 0 11 9~1;ao . "' '" ' _• _" '_' "_ ---1,----------------------------------------

To improve uQuality knowledge transfer" across our

projects we place our Project /Quality Engineers on

other sites for one day at a time. The objective is to

find examples of quality practices that are an

improvementon their ownsite. Theycan take these

"lessons learned'' back to their site and hence drive

improvement.

We ensure our customer's requirement of 'Quality'

is built into projects by creating samples and

mock-ups prior to completion of the entire package

of work. for example, this can range from a sample

of tiling or paint through to a fully finished apart­

ment in a residential complex. This allows the

customer to see in reality what until that point has

been onlya 2D drawing or 3D computer model

Our process procedure, ALl.rGC-9900-PRC-ooo

clarifiesourapproach to ensuring consistency inthe quality of our built product. This procedure speci­

fies a three step approach as a quality control

mechanism as shown below in Figure 6:

• Pre-Process Inspection • Be foreStarting the Work

• In-Process Inspection • During t he Work

• Po!>t Process {Final) Inspection Step 3 • Afte r t he Work is Complete

Figure6: Inspection - QC Mechanism

Within our IMS we have created the necessary

quality forms and checklists (see below) to support

each of this three stepapproach to quality as shown

below:-

AFGCC Q.uaJ,ty (Of}.trol Q)eckh.1t ~ • • .•. I - - - I~ Arru:c.- QuaJrq, Control O,ec.kUsl .-..

--;: !!!:!.. AFC CC- Ouallrv Comrol Cheddlsc ..- I ~ • 4111 ~ AFGCC Quollcv con,rot O,cckhs.t ~ AL .~ARA: .? :.f; ::_ BoslfmcntWotl!!Tpro,c,fing M l!fflbrane

1 _, .....,"••1 -,- .Y.!! ,_..;,. ...

: ,-; -~,- L --, "'"""'"

.~ , '

.....

--L t

'"L'"o _«-f_OM.J!_...,.

Figure 7- Quality Formsand Chee/dist

CONCLUSION As a customer focused organization AFGCO always

endeavor to deliver market requirements and subse­

quently satisfyourspecific customer needs. AFGCO has achieved sustained positive financial growth,

process improvements, and increase in the satisfied

employees, suppliers and partners, due to its excel­

lent business practices, value system of the leader­

shipofAL FARAJ\..

22

Share DUBAI QUALITY

.. _. Al Sabbah Electromechanical - ~ • I H It Om I C~• n I C a IPROGRAM-' t B

esPracti~ce ___________________.!_.!:=='----~~:::...__-A_L_s_A_B_B_A_H___~

Vision -2020

"To be the clients' first choice in turnkey solutions for specialized electro mechanical requirements across the GCC and Asian

Mission • Al Sabbah Electromechanical is dedicated to the

delivery of world-class turnkey solutions to our stakeholders in partnership with our clients, consultants and the government.

• We achieve this through providing value engineered proposals and adhering to the highest standards ofquality, safety and environ­mentally centric practices while completing our projects on time and within budget.

• Our success stems from our policies to continu­ously invest in technological capabilities and innovation to ensure marketadaptability.

• We are dedicated to empowering our employees to warrant their professional growth with rewarding careers. We are devoted to their safety, healthand job security.

Al Sabbah Electromechanical was established in 1991 by Dr. J.R. Gangaramani & Mr. Adel Saleh (President & Executive Chairmen) as oneofflagship Company of Al Fara'a Integrated Construction Group. Al Sabbah is a leading electromechanical company providing solutions to the Construction Industry in the GCC &Asia.

Al Sabbah initially engaged in electrical contracting works was expandedtoprovide MEP solutions in 1992. Subsequently Oil & gas division as established in 1995 to provide complete electromechanical solutions to our clients. After 2006 the company operations were expanded rapidly in the leadership of Mr. Khalid Abu Baker who made the company able to execute larger projects of up to 250 million value.

Atpresent, Al Sabbah has four (4) branches, associ­ated offices (65,476.72sq. ft.) and one (1) HVAC duct fabrication workshop {14,100 sq. ft.) in Abu Dhabi, Al Ain, Dubai & Sharjah. Estimates of annual turnover for the year 2ou is 300 million with more than 1300 employees actively involved as service providers.

Al Sabbah is one of the few companies in the UAE which is a one-stop solution provider for design, engineering, supply management, logistics, instal­lation, testing, commissioning and maintenance of electrical, air conditioning, ventilation, fire Alarm, fire fighting, fire suppression, plumbing, water supply, low current, BMS & other security sy5tems and oil &gas services.

This diverse expertise in different electromechani­cal services leads to better coordination and enhanced implementation of projects. The Com­pany has the necessary infrastructure andtechnical expertise to handle electromechanical contracts of any magnitude and is one of the few entities offer­ing all the services under one roof.

Projects &Services Al Sabbah has completed many modern iconic landmarks in UAE;following are the few signifi­cantprojects wherein specialized services are put into operation. Al Bateen School Abu Dhabi Sheikh KhaUfa Medkal City (Emergency Bay Extension Works) Al Sayegh Tower Khalidiya Abu Dhabi Abraj Al Raha Development, Abu Dhabi (Etihad Plaza) Saadiyat Electrical Infrastructure Development, Abu Dhabi Al Gurm BOH & External Water Supply & Fire Fighting Network, Abu Dhabi. Al Ain Mall & Resort, Al Ain Sheikh Mohammad Bin Zayed City, Abu Dhabi Bay Side Residence Development, Dubai Marina. Extension of Rotana Hotel, Al Ain.

DeliveryofProjects Delivery of quality project has been ensured through implementation of process approach and controlling the project delivery schedules as per client requirements. Project planning is a key tool that Al Sabbah handles a numberof projects simul­taneously and delivers within the agreed time schedules. Weekly progress meetings are conducted with the consultant and main contractors in order to understand customer perception of the work being completed. These meetings also help project teams to prioritise the forthcoming activities as per client's requirements.

Excellence Journey

Inorder to enhance the customerconfidence onour delivery processes and ultimately on our product, the implementation oflSO 9001:2000 Quality Man­agement System in year 2005 was a significant milestone and beginning for the journey of excel­lence. 1n 2007, company was handling bigger projects as compared to the past hence customer expectations were high and management decided to implement Integrated Management System comprising Quality, Environmental and Health & Safety management systems which was achieved in July 2008. In year 2010,management decided to

I-------------------------------

further improve the company operations by adopt­ing the DQA excellence framework and to be recog­nized by Dubai Quality Award. The company scored good to stand at the level of DQAP and now target­ing for full award for the cycle of 2012

2012

6

DQA Target s 2010

4 2008

3

2.

1-----+-+------++-----+-1------1 -

2.00S

l,U-A)(l

ISO ~1"2000 IMc9""«I M aA~1J'elMft'

$\l>l<IO T~r ts

Tobie1: AFGCO Core Values

BEST PRACTICE: LEADING EXCELLENCE THROUGH CUSTOMER CARE AL SABBAH ELECTROMECHANICAL Our Customeris Our Boss Customer satisfaction is of paramount importance for AJ Sabbah at all levels, we believe that our business can grow in a sustainable way if our customers are satisfied with our services. Al Sabbah is a customer focused company and always strives for fulfilling their requirements with respect to handing over the best quality projects within target time schedules.

Over the period of 20 years of its operations Al Sabbah has developed excellent relationships with clients, consultants and contractors by providing valuable projects as per their requirements and applicable regulatory implications. Some of the types of projects Al Sabbah has delivered include commercial & residential buildings, schools, hospi­tals, malls, and exhibition centre etc.Al Sabbah ensures close proximity to customers through customer feedback, surveys, complaints and compliments.

InTime Deliveryof Projects Delivery of completed projects within the target time is always a great challenge while maintaining the best quaJityofwork, Al Sabbah handled all the

projects professionally and project deadlines were always met in order to make the client happy. Al Sabbah completed 100% of its projects within the deadlines set by the project owners, contractors and consultants and Al Sabbah never got penalty from any ofits customers due to delay in projectdelivery. Al Sabbah has successfully delivered more than 162

projects of different scope and value to diverse customer segments.

llil Government

De1,artments

■ Property Developers

■ Defense Military

Works

W Privat-, Property o,vners

1111 Independent

Corporations

ng. 2: ShareofCustomer Segments (%ofProjects)

Customer Satisfaction Surveys Since customer satisfaction is our top priority Al Sabbah started the customer feedback system in year 2008. Ultimate aims were first to understand customer perception and then improve the customer satisfaction level once the baseline data was made available.

lt was decided that feedback shall be collected at following stages.

1. Project Execution Stage 2. Post Delivery/ Maintenance Stage

Customer Perception at Project Execution Stage Since the project execution is a critical activity and future performance of the MEP systems depends upon quality of work therefore it is of paramount importance to control the quality parameters at all stages starting from receipt of raw rnate.riaJs at site till installation testing and commissioning in order tosatisfy the customers. To evaluate and enhance the satisfaction level of clients, main contractors and consultants during execution of a project following major areas were identified for monitor­ing: 1. Document Submittals 2. On Site delivery ofmaterials 3. Site installations vs. Schedule 4. QualityofWork & Drawings 5. Response to Correspondences 6. Technical Supporton Sites 7. Site Safety Measures

24 25

Share DUBAI QUALITY

• ... Al Sabbah Electromechanical - PROGRAM- ~ • l • ol, oma c h • " l c ■ I• t B

esf>racti~ce__________________..:....:==:;____~___:.:::::::....__A_L_ s_ A_ B_B_A_H___--+--_____________________________,,,,

A customer feedbackfonn was developed having 15 questions covering all major areas of a project i.e. quality, delivery, inspection, and testing etc.

Customer Satisfaction Survey 2009-2ou During the year 2008,2009 & 2010 feedback from major projects was collected in order to find out the existing satisfaction levels, identify the focus areas and setting the improvement targets for future. Satisfaction was measUJ'ed on a scale of1 to 4. 1. Poor (25%) 2. Satisfactory (50%) 3. Good (75%) 4. Excellent (100%)

Following graph shows the satisfaction results for theyea.r 2009 -2011,

customersatisfation 2009-2011

DocumentSubmlttals

OnSite delivery of miteri.ls

Site lnstaf11llons V'i. Schedule

Quality of Work & Drawings

Response to Correspondences

Technk:alSupporton Sltes

SfteSafety Measures

Average

■ 2009 ■2010 112011

fig. 3: CustomerSatisfadion (2009-2-0u)

Thesurvey results get presented in the IMS steering committee meeting regularly. Improvement areas are discussed and necessary instructions issued by the management for all concerned. New and higher target of achieving the bettersatisfaction level of customers is set for the future period.Toe customer satisfaction is discussed regularly in monthly management review meetings so that its improve­mentcan be monitored.

Following chart shows the improvement in satisfac­tion level for last foUJ'years and continual improve­ment is the key for success of the company.

Cus tomerSatisfaction for last 4 Years (Indexed)

110

80

liQ

40

20

0 1111008 JW9 1010 .t.OU

Fig. 4 Customer Satisfaction for Llst4 Years

Customer Satisfac;tion level Year 20ll Major Projeru (" )

100 tl 91 ,2 90 as 85

80 _n 73

70

r,o <,O

~D

lO

10 10

0 BRAICA CCAO ~J.o<IV•t H.oMJ••n ADN(C IIJl•rn AY<rJJt

S<hOOI

Fig, 5 CuslomerSatisraction-Major PtVject Year wu

Continual Process Improvement Based upon the customer feedbacks and subse­quent discussions in management review meetings many initiatives were taken and considerable improvements were recorded in all major areas during last three years. CRM Department headed by Ms. Shalini Gangaramani- Group Performance Director was established in 2009 to have a customer focused approach, addressing all matters of customers, clients and contractors thereby leading to increased customer satisfaction.

Improvement in DeliveryofMaterials at Site One of the critical outcomes from initial feedback survey in 2008 was indication of the delay in mate­riaJ deliveryat sites where overall score was low. All area managers and purchase team was informed to improve the process and follow up the material deliveries. Procurement engineer and material expeditors were appointed to accelerate the purchase process and in time delivery of materials on sites. Improvement was recorded and satisfac­tion level was increased over the last four years.

Improve d Satisfaction Level In Deliveryof Materials

Fig, 6: Customer Sa!isfaction Level - Material Delivery

Improvement in Site Safety Meas\ll'e Similarly another area identified for improvement was site safety measures. Safety officers were trained with respect to implementation of OH5AS 18001:2007 management system; site safety train­ings were increased that ultimately resulted in the improvement ofcustomersatisfaction level.

CU>tomerSatisfaction.Site Safety Measwes (% lnde•ed)

UXI 90

II()

70

60

~

40

30

20

10

0 1008 l009 1010 1011

Fig.7- CustomerSatiffaction Level- Sire Safety Measures

Site Installation vs Schedule The most importantarea ofimprovement identified through customer feedback was the installation work against the initial program. Project planning and execution trainings were conducted SWOT analysis was done and strategic decisions were taken to improve the customer satisfaction level in all respects. Significant improvement was observed in this areas as reflected in below chart.

90.00

81100

70.00

GO.DO

sooo •o.oo 3Q.OO

.!0.00

1000

0 ,111

CU>tomn Satbl1<1lon - Installation v Sched ule

Fig. 8 CustomerSatisfaction -Installationv Schedule

These are few examples of the improvements in company processes based upon the customer feedback system adopted by thecompany.

ASEM Reputation & Image The repeated business from same clientwas a good measure to evaluate thereputation and image ofthe company w:ith clients. Following chart show the repeated business Al Sabbah was getting from some clients. The chart clearlyrepresents the trust ofour customers upon our services over period of20 years.

35

30 29

25

20 ~ DMW

15

10 10 g

WDSSCB

MAD

s 2 2 2 • Eth•l~t

0

1991·1995 199&-2000 2001· 2005 200&-2010

Flg. 9: No. ofRepeated Projects (Clients)

Al Sabbah equally strives for satisfying the indirect customers like consultants who are responsible for accepting and certifying the Al Sabbah activities on sites. Following table shows the confidence of our consultants for whom we have done repeated projects.

6 s s s s 4 4 4 4 4 4

3

2

1

0

3 3 3

Fig, 10: No. ofRepeated Projects (Consultants)

In order to monitor, understand, predict and improve the performance of the organization regarding perception of our customers Al Sabbah has taken several measures in the recent years.

Customer Complaints During the project execution stage the customer complaints are received in the form of non confor­mance reports issued to the project teams. Project teams are handling the customer complaints on priority; site engineers are responsible for taking the correctiveand preventive actions in time and ensur­ing that the same complaints are avoided in the future by implementing the corrective and preven­tive actions. Similarly quality rejections are very critical for the approval of MEP installations on sites. AJ Sabbah has improved the quality of prod­ucts by reducing the rejections from 4.56% in 2008 to 2.05 % in 2011. Qualitydepartment is responsible for monitoring the project response to the customer complaints and rejections ensuring that actions are taken appropriately to the satisfaction of the clients.

Quality Rejection Rate (,I,)

5.00"- ----4.569',

4.00"

3.00"

2.~

1.00"

2008 2009 2010 2011

Fig. u: Composite Rejection Rate (2008-2ou)

27

Post Delivery Services Al Sabbah provides warranty services after deliver­ing the project. Warranty period can last 1-3 years depending on the contract. Al Sabbah maintenance team is responsible for handling customer complaints regarding the operation of installed MEP systems. In case of any kind of fault in MEP systems tenants, facility management team of a building or representatives of building owners can contactAl Sabbah maintenance team. A well experi­enced maintenance team is responsible for receiv­ing the complaints through telephone 24X7. Each complaint is registered in the complaint register with all necessary information. Keeping in view the importance of the complaints immediate corrective actions are taken and customer premises are visited by technicians for rectification ofthe faults.

Customer Appreciations After successful completion and handing over of projects we have received many customerapprecia­tions reflecting the satisfaction level of our clients. Following table is showing the numberofapprecia­tion letters received from few ofour happy custom­ers.

List of Customer Appreciations Sr. No

1 2

Project Name Sheikh Khalifa Medical City Saadlyat Electrical & Infrastructure work

Issued By Allen &Shariff TDIC/Le lghton

Year 2011 2010

3 4

Abraj Al Raha Development ICU & SMU Tawam Hospita l

Aldar Properties Al TharawatGen. Con. Est

2009 2009

5 6

7

Rotana Hotel Extension Bayside Residence

Armed Forces Gen. Directorate Maintenance

Al Salaam Trident International Holdings Tech nlca.1 Studies Institute

2009 2009

2004

8

9

10

AC Maintenance In MinistryofForeign Affairs Maintenance ofA/C Instruments at Ministry Building Khoula Bint Al Azour Military School

Ministry ofForeign Affairs Technical Studies Institute

Military School

2003

2002

2002

«.,f/;W" DUBAI QUALITY DUBAI QUALITY ~ a ectromec amc ~ • l •~lrom•t~a n,c, 1 YO tas VOLTASUJllnD19.80 Pt-acti._.ce....___~- ~- _!>-~~- E_l_____~--·- ~--~===---~~::::...._--A-L_S_A_B_B_A_H____-1--_____'_,.!_______________----2.~=~----..:::=·=---.. - PROGRAM- - PROGRAM- •-•--

QuotebyVice President - Al Sabbah Mr. Khalid Abu Baker

'J\l Sabbah has full fledged infrastructure and technical expertise to handle electromechanical contracts ofany magnitude.We care fol' our chents and contractors and guarantee them quality services, timely completion of projects to high international standards. We continually adopt best customer practices to enhance our customer satisfaction and loyalty".

BEST PRACTICE: INTEGRATED BUSINESS EXCELLENCE MODEL: The Electrical and Mechanical Division (EMO) is a

part ofVoltas Ltd. and undertakes elecb·omecbani­

cal contracts in lnternational arena. As part of the

famed, over USs 70 Billion TATA Group, Voltas has

been a leading engineering solution company for

over50years in India.

We have been operating in the Middle East for past three

decades & have executed some of the largest MEP projects in the Middle East (Emirates Palace Hotel, Mall

of Emirates & Kempenski Hotel; Wafi extension &

Raffles Hotel; Butj Khalifa; F1 Race Track, Ferrari Experi­

ence etc.) and a.l'e acknowledged to beoneof the market

leaders in MEP contracting in this region. EMD is headed by EVP &COO who operates under the guidance

ofPresident, EMP&S.

DistinguishedAttributes: The attributes that setVol.tasapartfrom its competi­

tors and makes itone of the most soughtafter MEP

solutions provider are:

• Very high standard of Code ofConduct through

Tata Code ofConduct (TCoC)

Highest priority given to Health & Safety

• Active promotion of Green Building technolo­

gies & participation in Emirates Green Building

Council (EGBC)

Global Engineering Centre (GEC) with more

than 100 professioals, capable of taking up any

design &build project ofany size

• Tie up with technical training institutes in lndia

to have trained personnel for projects in MiddJe

East

These attributes and our core capability in execut­

ing large sized complex projects has helped us in winning various industy awards including 'MEP

Contractor of the Year', 1MEP Project of the Year'

and Project Manager of the Year' in 2010 MEP

Middle East Awards held in Dubai, UAE.

Mission: Our Mission is to 'strengthen our p0Sil:lon in existing geographical locations and focus to rapidly

expand our business into selected new overseas

markets in the field of Electrical & Mechanical and

related projects by offering high quality, cost

effective project management and engineering services to meet the requirements ofour valuable

customers.'

Values: Valtas has always been a value driven organization.

The five core Tata Values (adopted by Voltas in totality) underpinning the waywe do business are:

Integrity - Conducting business fairly, with honesty & transparency.

• Understanding - Caring, showing respect,

compassion & humanity for our colleagues & customers.

• Excellence - Strive to achieve highest possible

standards in ourdayto daywork. • Unity - Work cohesively with our coUeagues

across the Group.

• Responsibility - Continue to be responsible and sensitive to the countries, communities and environments in which we work, always ensur­

ing that what comes from the people goes back to the people many times over.

Ow Services / Products: We bid for tenders and undertake contracts involv­

ing project management, design, engineering, procurement, construction and testing & commis­sioning of a variety of Electrical & Mechanical

Systems, Public Health & Safety Systems and other

Specialized Services. Projects and services are customized to customer

requirements based on the project specifications and tender documents. Also, on select basis & depending on opportunities offered, alternative /

value engineered proposals are submitted. We have executed some of the largest & most iconic projects

in the Middle East. Some of the iconic projects

executed in UAE are:

• Burj Khalifa, Dubai • Emirates Palace Hotel, Abu Dhabi

• Ferrari World, Yas Island, Abu Dhabi

• F1 Race Track, Yas Island, Abu Dhabi • Mall ofEmirates & Kempenski Hotel, Dubai

• Raffles Hotel & Wafi Mall Extension, Dubai

• Jumeirah Beach Residence, Dubai • Abu Dhabi Mall, Abu Dhabi

• Sheikh Khalifa Hospital, Abu Dhabi

Industries / Segmentswe serve: • Air bases & Military Installations

• lndustria1 - District Cooling Plants, Oil & Gas, Pharmaceutical Plants, Sewage Plants

lnfrastructure - Airports, Rail / Metros

Fig, 10: No. ofRepeated Projects (Consult.mts)

Quote by Group Performan ce Director Ms. Shalini Gangaramani Dosaj

"It is a pleasure to embark on the journey to excel­lence guided by DQA, and we are very proud to have been given this recognition,which further affirms our commitment to quality and excellence. This award is also a remarkable motivation for us to continue our efforts to secure further growth in termsofour capabilities and expand our business in the region. We are committed to the continual implementation of the DQA Excellence Model in our Business".

29 28

DUBAl QUALITY yAI'PRECIATION

VOI.TIIS UIIITUIVoltas - PROGRAM- ,...,,.._

• Leisure / Hospitality- Shopping Malls, Hotels & Resorts

• Medical - Hospitals • Commercial / Residential - High Rise Towers,

Villa Complexes, Mixed Use Developments

Geographical Spread: We have been operating in the Middle East for past three decades and have offices in Dubai, Abu Dhabi, Doha, Bahrain, Saudi Arabia & Oman. We also have a branch office in Singapore & have executed

projects in Singapore & Hong Kong.

Bern.fits ofapplying for Dubai QualityAward: Be.ingpart ofTata groupwe have been participating in Tata Business Excellence Model (based on Malcom Baldrige Business Excellence Model) for

some time & benefits of following excellence model are well understood. However, participation in DQA helped us in many ways:

The DQA process allowed us relook at our

current systems & processes from a different perspective.

• As the focus of the assessment was on ouropera­tions in the UAE, the feedback was really benefi­cial in improving Olli' operations locally.

• The DQA process, we were forced to look & compare ourselves against the best industries in our areas ofoperations. Involvement ofall employees in the DQA assess­

ment process allowed all employees to have greater understanding of how they contribute towards achieving excellence and sustained business results.

Advice to FutureApplicants: • Excellence is a journey with no final destination.

Awards & recognition are the mile stones of this journey. One needs to keep working on the

assessment findings & keep pursuing excellence. • Participation in DQA is not a project or an

activity, excellence has to be pursued as part of daily life.

• Involvement of all employees is criticaJ to success of this initiative & it is never enough. More you do the better it becomes. Preparation is the key to successful assessment;

but window-dressing will do more harm to the organization than not participating at all.

Results Planned or Desired Outcomes (R) Voltas, being part of TATAs, had been using in-house Tata Business Excellence Model (based on Malcom Baldrige Model of USA) for some years. Voltas is also ISO 9001 certified since 1997. Like any other organization having so many initiatives, we were also spending a lot of time in preparation, compilation, training & awareness about these assessments/ audits coupled withnurnberofperfor­mance reviews, reports & KPls. All these led to duplication ofeffort and discontent amongemploy­ees. To resolve these issues an idea was envisaged to develop a framework & methodologies that could comprehensively address the requirements of various business excellence initiatives and reduce the effort spent on preparation of audits and / or submissions and have consistent reportage across all assessments. At the beginning of this initiative, following results / outcomes were envisaged: • Consistent & uniform deployment of the

systems & processes across projects / locations thus improving customer related outcomes.

• Lmproving business performance by selecting appropriate Key Performance Indicators (KPls) & reviewing the same at appropriate hierarchical levels.

• Improving focus on what was strategic wlule using overall Business Excellence Framework.

• Facilitating Application writing & reportage of results for TBEM / DQA Applications.

• lncreasingthescopeofISO beyond mere compli­ance & using it for achieving Excellence.

• Avoidance of duplication of effort as far as possible.

De.scribe the Approach Designed or Adopted (A) Rationale of theapproach: Any Business Excellence Model, whether it is Malcom Baldrige or EFQM, the focus is always on the processes. Most of the organizations also adopt ISO standard as it is universally accepted framework of quality systems. However, ISO 9001:2008 has moved from just compliance-focused to focusing on continual improvement and excellence. Depending on the nature of industry, organizations also follow some form ofJapanese Total Quality Management. And then there are industry specific standards that an organization complies with. Voltas is not an exception to this. Being part of Tatas, we follow Tata Business Excellence Model (TBEM), which is adoption of Malcom Baldrige Excellence Model. We also participate in Dubai Quality Award, which is based on EFQM. Voltas also

undergoes through annual audits based on ISO 9001:2008 Quality Management System. Being a project company, we also follow principle ofProject Management and some Total Quality Management practicesadopted to suitour nature ofwork.

Having these multiple approaches to achieve excellent business results led to a situation dominated by: • Too manyinitiatives to improve business perfor­

mance: Business Excellence, QMS, TQM, Process Improvement to name a few?

• Situations dominated by Flavor of the Month: Assessment /Audit one after another?

• Lotofmeasures, KPis & Performance Metrics for each of the frameworks without much ration.ale or alignment?

• A number of review meetings and still some KPls missed out?

• A last minute rush to prepare for the Audits and/or Assessment?

• A sense ofoperating in Silos? To address these issues & to unburden employ­ees from too many initiatives & reduce duplica­tion of efforts, Business Excellence Team at Voltas developed an all encompassing methodol­ogy & framework to integrate these various initiatives. Very often all these frameworks / models are assumed to be contradictory & organizations end up choosing any one of them. And, if they choose to implement muJtiple models, most of the time these are deployed in isolation. However, itis now widely accepted that all these models complement each other &much synergy / efficiency can be achieved through following a systems approach.

The processemployed: The Key Components of the Methodology / Frame­work are:

Integrated Business Excellence Framework

To start with, a high level model was developed to show the relation.ships between various Business Excellence and Quality Models (Fig. 1).

Our uniquely developed framework considers Business Excellence (DQA) Model (being the most comprehensive framework for overall excellence) at the core that Links & aligns to other improvement /quality frameworks. As continual improvement can only beachieved through consistent processes

& performance measures, Enterprise Process Model of the business (aHgned to Quality Management System) links to operations. The Vision, Mission, Values & Strategic Objectives set the context for Strategy formulation. The Strategy & high level targets help in prioritizing improvements initiatives.

trlll'm.-)lh,,-11,·'V,

"'"'Odeit"' ,,,di,

Orif1m11,D11l

.....,,-...............)[lltt!TDfl~~~ -------..... , .,. TQM To-ob: ss, 6· IMu.in•I

~ Stre~~:p~:-etc, )( . _______...,..QJ.1111,t. MMl;fpmllfll ' · Va.Jue-Cba"1, An.1ty5b /

l)'.\.lll!ffl(IKI toOl; 1'"1006. 180011 ◄ -t - --/ Pro-ject ,

1onit~TlONS .. - •· ► Maru1911mcnt ',o~~i./

ltlltall-wft

Fig. 1 - lntegrated Business Excellence Model

A comprehensive performance measurement system & review framework addresses the needs of measurement &analysis of Key Performance Indica­tors (KPJs). After all, what gets measured gets improved. Being an organization thal executes projects for external customers, PMO is closely linked to opera­tions, however, which project management processes need to be further strengthened is decided based on Core Competencies, Customer Value Proposition & Strategy. Similarly TQM tools are a1so used on the basis of high level strategic intent& customer value. We use Balanced Scorecard (BSC) Framework (developed by Dr. Robert Kaplan & Dr. David Norton) for deployment & execution of our Business Strategies. As the name suggests, BSC

has high level outcomes and these are linked & aligned to processes using Enterprise Process Model.

The Enterprise Process Model

~'illM!ry~

VN.U[ CRIATIOII PROOS>IS

I Denald Clfllllaa l'IIK!R! ..,.__ _..,to.,.

I

Dmud full!BlPnlcHits

ll<r..................mr.

I

I

Fig. ::i - Enterprise Process Model

30 31

tit ~~ DUBAI QUALITY y ,,.._~ Practi~~..__V___as_________________- - P~ .::....::.==-RAM--=--=- VOL~!!-Lw1Tli______~ ce o◄ lt_ _ ---=-ROG --- _ _ _ _ .;,__D ----I-_______________________________________,

The Enterprise Process Model (Fig. 2) shows the process view of the organization & indicates what processes need to be executed by the organization in order to create value for its customers & other stakeholders. Processes are broadly categorized into four categories: a) Demand Creation Processes: Processed that are needed to create a demand for product / service offered by the organization, e.g., rna.cl<eting & sales, segmentation etc., b) Demand fulfillment processes: Those processes which are needed to satisfy customer needs & requirements; and will cover most of the operations, c) Manage­ment Processes: Processes related to leadership, governance & corporate responsibilities, & d) Support Processes: Processes needed to run the other three categories ofprocesses. Under each category there a number of Enterprise Level Processes (ELPs) and each of the ELPs have number of sub-processes. All ELPs & sub-processes are detailed in Process Definition Sheets & Turtle Diagram respectively and include details such as inputs, outputs, key steps, efficiency and effective­ness measures. These efficiency & effectiveness measures are aligned with overall Performance Measurement System & include all the mearures that are required to show performance under various frameworks (DQA, TBEM, ISO etc.). These data are than linked to strategy & operations through BSC. Performance measures are reviewed in appropriate Review Forums across hierarchical levels across the company based on the Review Arcbitecture (Fig. 3). Reportage & aggregation of data, performance review, action planning & communication is facilitated by web-based Perfor­mance ManagementSystem.

The Review Architecture: Based on the management structure, performance at Voltas is measured and reviewed at three different levels. At the lowest level there are opera­tional or implementation reviews that include functional & project level reviews. Most of the efficiency measures & some effectiveness measures are reviewed here. At the next level are the Business Process Level reviews where performance related to regions & departments is reviewed. Most of the effectiveness measures are reviewed here. At the highest level are the Strategic reviews and most of these reviews relate to Strategic Outcomes. Deploy­ment, cascading & alignment is done using Balanced Scorecard Framework. Generic view of the Review Architecture is given in Fig. 3.

""-' ... .... .,,, -... -:::::. ·-·~ -•e1-==i:=·~·--- _..,...,··­ .... ... ................-.i•-­-· ··--· ~·-·--·­·-----­·-·--·........=::,.!.'.!::;.;:-··

Fig. 3 - The ReviewArchitecture

All effectiveness &efficiency measures are reviewed at least in one forum. This mapping ensures that there is no leakage of the measures and there are no superficial measures. All the .review meetings / forums have set agenda with predetermined attend­ees. All the measures are aligned to Sttategy, EPM, Business Excellence & ISO Frameworks and hence, results are available for each of them on real-time basis.

The PerformanceManagement System: To deploy our strategy and to ensure that all key performance indicators are available on real-time basis, we deployed a world class performance management system (Fig. 4). The system is web­based and accessible to all employees through appropriate security & password. Data are aggre­gated automatically at various levels (projects / functions / regions / organization) by the system. Following benefits are derived by deploying the system:

Measure owners directly enter the data in the system creating a sense ofownership,

• System allows seamless communication &email alerts,

• Actions are planned & viewed online & perfor­mance can be tracked against those initiatives,

• Data are aggregated at every level affording better analysis without additional manipulation,

• It is a business solution requiring minimum IT support and

• System is fully customizable allowing changes by business users based on changes in the needs or strategy.

sm1tc,91c Pinn t:xecut,on

. --c---- -c -

I n_

WWW. . -

~ 1~ '

Operational Scorncards Initiative Man.tgemenl

Fig. 4 - Performance Management System

As the solution is totally customizable to any perfor­mance management framework (DQA, ISO, BSC) we have also created an 'EFQM view' to facilitate deployment of DQA framework and to track our maturity level in the Business Excellence Journey.

Integration: At the heart of this model / methodology is the Business Excellence Model (Dubai Quality Award) and all processes (needed to run the business) are covered in the Enterprise Process Model. The

approach is integrated with all processes and allows integrated-system view of the organization. As the strategy sets the overall context, various elements a.re closely linked & aligned to deliver value to the customerand achieve business results.

Deployment (D) As the methodology had organization-wideimpact, most parts of the organization were involved in deployment. A number ofworkshops were held and Cross Functional Teams (CFTs) were formed with dear roles, responsibilities & deliverables. Tacit knowledge of wider employees was captured by seeking their participation in processes mapping, developing detailed procedures and identifying measures. Senior Managers / Leadership were involved in developing the Review ArchitectW'e and deciding on the agenda for each of the review forums / meetings. All implementation steps were carefully planned and a schedule was preparedwith all concerned. As this initiative had organization-wide impact and intended to challenge the way things operated, a number of challenges were faced. Some of them were: a) Regional spread, b) Complete overhaul of Quality Management Systems, c) Operational pressures, d) Resistance to change, e) Avoidance, f) Leadership time.

A number of steps were taken to overcome these challenges: • Involvement of all functional heads, key staff &

wider section ofemployees • Communication at each stage ofdevelopment &

roll-out • Clarity on what-is-it there-for-me; showing the

valueofwhat was being done Identifying & developing champions Pacing the initiative considering the work exigencies

• Oose coordination & follow up with all concerned

Assessment and Refinement (AR) Initial refinements focused on improving the content of the processes in terms of inputs, outputs & key process steps. Within 2 years we bad 2 major revisions, improving the robustness of the processes. Similarly; once we started tracking the key performance indicators, numberofin-process & outcome measures we.re either refined or replaced based on whether the indicators were truly reflect­ing what we originally intended to measure. Once a certain maturity level was achieved & processes streamlined, we started tracking the outcomes. A number of improvements were made in some of the key processes (e.g. Engineering & Drawings, Procurement, Project Management, Talent Acquisition) to have improved outcome results. Pe1iodic internal process auclits, external audits & Business Excellence Assessments helped in

improving the processes further. We also had access to Best Practices of other Tata Group Companies and our Corporate BIG (Business improvement Group) Department belped us in development & implementation of some of the framework/ meth­odologies.

Results &Outcomes Achieved (R) As a result of this initiative, following intangible benefits were derived:

• Overall time spent on Quality / Business Excel­lence related activities reduced by almost 40%. No special preparation required for quality related audits.

• All results are readily available as required by Quality audits & Business Excellence Assess­ments.

• Mostof the material is made readily available for DQA submission, thus reducing the submission preparation time significantly. Increased uniformity in deployment of processes & enhanced performance driven culture. Some of the tangible results that can be attrib­uted to this initiative were: Improvement in Repurchase intention of the Customer (Fig. 5)

• improvement in projects' schedule related results (Figs. 6 & 7)

• improvement in TBEM (Tata Business Excel­lence Model based on Malcom Baldrige Model) score (Fig. 8)

• Improvement in Financial Measures: Gross Margin & Net Profit Ratios (Figs. 9 &10)

• And, Valtas got industry-wide recognition & won Middle East MEP Awards in 2008 & 2010

including MEP Company of the Year, MEP Project of the Year, Project Manager of the Year and Health & SafetyAwards.

Fig. 5 - Repurch:ise Intention

20

16

12 -;---+-----=-=----tli:!11----=:::=

=-~ 8 -

4

0

·05-00 '06-07 '07-08 '08·09 '10-11 - vo ltas UAE --Linear (Voltas UAE)

Fig. 7 -% Adherence to C onstruction Schedule 99 99

40

20 0

R

U3-07 '07-08 '08-09 '09-10 ·10-11

- Vo ltas UAE --l.mear (Vo ltas UAE)

32 33

DUBAI QUALlTY APPRECIATION

VOLTA• UMITl!D Voltas - PROGRAM- ·--

100

80

60

40

20 0

600

500

400

300

200

100

0

Fig. 6 • % Adherence to Project Schedule

99

'06-07 '07-08 '08-09 '09-10 ·10-11

- Voltas UAE --Linear (Voltas UAE)

Fig. 8 • TBEM Assessment Scores

Voltas EMO

Fig. 9 • % Gross Margin / Turnover

'06-07 '07-08 '08-09 '09-10 ·10-11 - v oltasUAE --Linear (Voltas UAE)

15

10

5

0

Fig. 10 - % Divisional Contribution I Turnover

11 10

'06-07 '07-08 '08-09 '09-10 '10-11

- v oltas UAE --Linear (Voltas UAE)

The Dubai Real Estate Corporation (DREC) was established inJune 2007 under a deCTee by H. H. the Ruler of Dubai to hold and manage the real estate properties owned by the Government of Dubai. wasl is an Asset Management Group established by DREC in 2008 to manage and develop these assets.

wasl operates a wide spectrum ofp roperty manage­ment, project management and leisure facilities for DREC. These are delivered through oursubsidiaries wasl Properties, Dubai Golfand was) Hospitality.

We remain focused on building long term and sustainable growth in value for the benefit of our stakeholders. Our Vision is simple:

"To valueand be valued byom stakeholders". Since its formation, wasl has endeavoured to adopt a management style with the objective of becoming a commercially centric but socially responsible organisation. All efforts of the organisation are aimed at achieving the mission and corevalues i.e.

Om Mission: • Creatinga Legacy • Acting Responsibly and encouraging initiative • Developing Transferable Knowledge and exper­

tise Building trust and respect

Our Core Values: • We value people • Wevalue integrity • We are jnnovative • We are diligent • We are transparent

It is wasl's ambition to be the first choice ofcustom­ers, employees and shareholders as well as to be a respected corporatecitizen.

Productsand Services Property Management represents wasl's core business activity. Ourservices include the leasing of residential apartments and viJlas aswell as commer­cial units. We also lease staff accommodation, industrial and warehousing units within the Emir­ate of DubaL Through our five Customer Service CenLres located in Dubai, we deLiver services cover­ing an extensive portfolio of over 251000 residential and commercial units and 51000 plots of industrial land.

Our Facilities Management function ensures the safe, secure and environmentally sound operation

DUBAI. QUALITY APPRECIATION - PROGRAM-

and maintenance ofassets.

wasl's subsidiary Dubai Golf (DG) operates two golfing facilities to international championship standards while wasl Hospitality oversees arrange­ments in respect of properties owned by DREC and operated as hotels by leading international chains e.g. Hyatt and Starwood.

In line with our stated social commitment, approxi­mately 70% of residential units managed by was! cater to themiddle and low income strataof society while the industrial lands portfolio leased to leading commercial entities contributes to the continued growth of Dubai as a commercial hub. Consequently, our customers range from the common man to some ofthe largest corporates and Government departments in Dubai

Om Challenges From a business perspective, in addition to the ongoing impact ofglobal recession, we face signifi­cant challenges due to increased supply in our core business areas e.g. more property units available for leasing and the increasing number ofgolf clubs. At the organisational level, transforming wasl from a property administrator to an asset management entity with modern methods has been a challenge in terms of people, systems and organisational culture. These challenges have been met, largely successfully, withina relatively shortperiod of time.

Benefits from applying for the Dubai Quality Award • The DQA has enabled us to obtain an indepen­

dent evaluation to demonstrate that we have an operating model that blends Processes, Technol­ogy, People &Results and alsobrought clarity on the areas that we need to improve.

• DQA has enabled us to compare ourselves with the best in Dubai.

• Preparation for DQA brought all of our people and units ontoa common platform and we lever­aged on the varied strengths ofeach.

• Recognition ofthe organisation and its people.

Advice to Future Applicants • Ensure commitment from the Senior Manage­

ment. • Communicate the benefits of adopting the

model and applying for the Dubai Quality Award. Conduct a self assessment to identify gaps in current business practices as compared to the Business Excellence model.

35 34

DUBAI QUALITY

ti!RQ;!#iliil•Jij t~il Wasl - PROGRAM- -~.................,_.M......-:t!!CIO<lfl

DUBAI QUALITYLulu Hypermarket, APPRECIATION

Dubai - PROGRAM-

• Conduct several awareness sessions across the organization and form cross-functional teams to compile the data required for the submission document. Establish a clear plan with timelines to prepare the submission document

BEST PRACTICE: PRACTICAL LEADERSHIP AND EFFECTIVE CORPORATE GOVERNANCE wasl has recognised that effective leadership is primary to organisational development and improvement. Our CEO Hesham Al Qassim has been a role model and inspirational in the develop­ment of the company and in its transition into a commercial entity.

From inception, wasl has practised an open and transparent management approach. The vision, mission and core values have been communicated to all stakeholders (through internal and external media). All efforts of the organisation are aimed at achieving the mission and core values. Leaders are accessible and actively listen and respond to people as well as support them to achieve their objectives and targets. This in turn enables our leaders to be seen as role models who permeate a culture of qualityand excellence across wasl.

Implementation of good Corporate Governance is seen by wasl as integral to its core business activities since we recognize the need to conductour business with openness, integrity and accountability to provide timely, relevant and meaningful reporting to all stakeholders.

wast has adopted a governance structure system whereby the rolesof the Board (supervisory author­ity) and the Management Committees are separate and distinct. This distinction of the roles ensures intrinsic checks and balances, so that no one individual has unfettered powers of decision making.

We-pride inour capability to provide our people the opportunity for involvement in improvementactivi­ties and in recognising their contributions.

Strategic initiatives are discussed with the Board and Chairman. The CEO establishes goals and targets that aim to achieve wasl's vision and mission. These are communicated to all internal stakeholders during the annual budgeting exercise or during Executive Commjttee meetings or at the relevant Management forums.

Management committees have been established to facilitate the discharge of business and operational responsibilities. Each of the committees has a specific mandate as well as definite authorities to enable them to deliver the mandate. These serve as mechanisms for Senior Management to participate in making and implementing key business decisions and to also provide a strong foundation for the major decisions taken by the CEO.

Each member of the committee is personally involved in implementing strategic decisions and acts as a focal point for communication, establish­ing priorities as well as in providing direct.ion and leadership for their respective functions.

Change management is driven by the CEO and while business leaders are personally involved, change projects are executed and managed by delegated employees at various levels of the was! hierarchy. Leaders continuously inspire and moti­vate employees and instil in them the confidence to advocate and embrace change with a view to be the best in the industry.

The Exco chaired by our CEO, meets at regular intervals to assess the various initiatives adopted and to lead the process of refinement. Strategic business objectives are reviewed to determine whether these continue to be aligned with prevail­ing market conditions. Where necessary, decisions to make changes at organisational or operational Levels are taken to enhance customer experience and for the effective management of resources. Examples include the Call Centre, implementation ofERP system, lFRS, etc.

Lulu Hypermarket, Dubai (Divi1,ion ofEMKE Group)

Lulu Hypermarket is a division of EMKE Group of Companies with Headquarters in Abu Dhabi. Lulu is a popular name in t he retail industry and has branches in entire UAE and GCC countries. Com­pany is involved in retail sales ofgeneral commodi­ties and food items.

Lu.Lu Retail - 'an exemplarymodel ofentrepreneur­ial success story: has been instrumental in driving the growth of the Retail lndustry not only in Dubai but all ofUAE's seven emiratesand other GCC coun­tdes. The LuLu Hypermarket chain of stores is the core retail business of EMKE Group, entering into its 5th decade of successful operations. The group operates under the aegis of its dynamic Managing Director Mr. Yusuff Ali MA, and under his vibrant leadership we have flourished from a local entity to a global enterprise. Today the group operates in 19 different countries, with diversified business lines.

LuLu - 'where the world comes to shop' - is a house­hold name for satisfied customers from all ethnici­ties. It serves over 420,000 customers daily through its 90 chain stol'es across GCC. We provide equal employment opportunity and today Lulu employ over 251000 people of 29 different nationalities.

Lulu chain stores enjoy over 32% of GCC's total retail market share with overall revenue exceeding AED 10 Billion for the fiscal year ended 2010. Our retail chain is ranked No.1 in the GCC and is positioned at No.10 in the MENA region. Lulu Retail serves customers in all of the UAE's 7 emir­ates, Bahrain, Qatar, Sultanate of Oman, Kuwait, Saudi Arabia, Yemen, Egypt and Kenya. Lulu will soon extend its retail network to newer markets like India, Kurdistan and Indonesia. We source from 19 buying offices across GCC. lndia, Far East and African Countries with 10 distribution centers.

We are far ahead in terms of technology compared to any other retailers locally and internationally. All our 90 stores are Wireless connected empowering our people to closer to real time and online informa­tion from an Integrated ERP system. Our top of agenda is to be 'aCustomer CentricStore' with more assisted information about products to customers.

Our Vision. To beco.me a truly global retail brand by retaining our Nm. position jn the organized retail sector of·the

regions we operate in and strive to be the most preferred employer of our current and future multi-ethnic employees.

Mission. To provide unique shopping experience to our loyal customers with unmatched quality of products and services while continuously exploring new markets opportunities and adding-value to all our business associates.

Values. Integrity, Teamwork, Accountability, Innovation and Commitment.

Benefits of applying for the Dubai Quality Award: • Apart from the self assessment, we had the

opportunity for getting our systems and process assessed byan independentexternal agency that gave scope for further improvements in our Quality Management System and business process.

• Bywinning the DQAP we got recognitionamong business community and society as a respon­sible organization and thus justified our slogan "Where. the world comes to shop".

Advice to Future Applicants:• Better assessment process available in this part of the world. • An excellent business process improvement

model - EFQM • Highly prestigious and recognized platform. • Good focus on CorporateSocial Responsibility.

BEST PRACTICES IN LULU: QUALITY CIRCLES As part of implementing EFQM Excellence Model in our organisation we have adopted and have been practicing various best practices in Olll' business process. Someof them are given below:-

(i) Quality Circles (ii) Customer Feedback Analysis and Improve

ment Actions (iii) Customer Satisfaction Survey (iv) Non-Customer Satisfaction Swvey (v) Society Satisfaction Survey (vi) Employee Satisfaction Survey (vii) Employee Focus Group (viii) Customer Focus Group (ix) PESTEL & Porters Five Analysis (x) SWOT Analysis

37

DUBAI QUALITYLulu Hypermarket, APPRECIATION

Dubai - PROGRAM-

(xi) Performance Appraisal System for Employees

(xii) Setting Key Performance Measures (KPMs)/KPis

(xiii) Exit Interviews (riv) Rewarding Certifications (xv} Steps for Reduction of Wastages (xvi) Reduction in usage of Utilities

Quality Circles In this write-up, we would like to describe about the Quality Circles, one of the best practices that has proved indelivering improved resuJtin our business process. We have formed Quality Circles (QCs) in key departments through which people and depart­ment representatives are encouraged to involve themselves in review ofexisting policies and strate­gies and giving their suggestions for bringingabout improvement in the business process. Since we are in the retail sec.tor, there are many diversed activities involved in our business process. Hence, various Quality Circles have been formed to look after the improvement process of the respec­tive areas. The following QC Tea.ms are functional inLulu:-

Sales Buying Customer Service

Logistics Human Resources Training

Quality Circles operate on the principle that employee participation in decision making and problem solving improves the quality ofworl<.. The Quality Circles covers all aspects ofthe functioning of the organisation and its scope is to protect the interestofall stakeholders.

Results Planned/Desired Outcomes (R) The following results are desired from the Quality Circles:-

(i) Promote continuous improvement in productsand services

(ti) Selfdevelopment ofemployees (ill) Promote leadership qualities among

participants. (iv) Create feeling of Recognition (v) Promote group/team work. (vi) Actas cementing force between

management/non-management groups.

Deployment ofApproach (D) Each QC Team is managed by a Team Leader and has around 5-6 members who are drawn from differ­ent departments. The members shall be changed time to time which is under the descretion of the Directorand/or the Team Leader.

TheTeam Leaders and members were given training

regarding the process of Quality Circles including the methods of Ishikawa Diagram for finding out root causes. The QCTeams meet separately once in 3 months as per the policy and brainstorm for identifying issues/problems, its root causes and

derive possible solutions.

During the meeting the teams identify the root

cause of problems with the help of Ishikawa Diagram (Fishbone Diagram) and derive possible solutions for rectification of those problems/issues. These aspects are recorded in the prescribed QC Meeting Report Template with the signatures of

Team Leaders and members and submitted to the Director for perusaland approval.

A joint meeting of all QC Team Leaders with the Director is organised to discuss, assign responsibil­ity to undertake the improvement project, set time­frame and to approve the recommended sugges­tions. The approved solutions are then communi­cated to the assigned persons for implementation / action with the specification oftimeframe.

The schedule of meeting is communicated to the members well in advance to prepare themselves before attending the meetingas itwould be easy for them to identify problems/issues, finding out its

root causes and possible solution without wasting time in the meeting.

The possible solutions as recommended by the Quality Circles are put up for the approval of the Director, who, after discussions with the QC Team Leaders approves the recommended solutions partially or fully. This actionplan is then communi­cated to the concerned responsible person for taking corrective/ improvement action within the specified timeframe.

The Team Leaders, membersand other responsible persons are empowered to perform their assigned tasks and the responsibility of implementing and reporting ofaction plansareassigned directly to the concerned persons.

Assessment and Refinement (AR) All the policies and procedtues are revised time Lo time. The Quality Circle policy was revised during April 20n and the frequency ofconducting meeting was changed to 3 months from the earlier period of 2 months for making the process more effective.

The vital suggestions among the approved ones are practiced consistently for continual improvement of business process and are added into oUI future Training and Learning programmes. The persons

responsible to implement theapproved action plans need to submit a report about the completionofthe project afterthe specified timeframe. These reports areperused and discussed dtuing the next QCTeam Leaders meeting with the Director and evaluated the effectiveness ofimplementation.

Results Achieved (R) We have adopted the best practiceofQuality Circles during 2010 and since then this has contributed in continual improvement of our business process in various ways. The brainstorming sessions and discussions during the QC meetings could bring creative ideaswhich otherwise would not have been derived. Also, the Quality Circles have helped the top management with useful inputs in the decision making process.

The Quality Circles also served as a platform for employees ofvarious levels to share and contribute their ideas and suggestions for the betterment of the business and created a feeling among them about their participation in the business process and thus increased their morale. Quality Circles also helped in formulating certain policies and Standard Operating Procedures indifferent depart­

ments.

ln this regard we would like to mention one of the examples of the improvement action that have arised during the Quality Circle meeting. The Buying Quality Circle team during its meeting in November 2010 had identified "Short deliveries from the Vendor" as the problem to be resolved.

They found out the root causes of the problem as:-(i) Poor stock management from vendor side (ii) Poor commitment from the vendors (iii) Improper communication of information

and (iv) Unexpected market demands.

TheTeam has derived the following as Possible

/ 2011)

Solutions for the problem :-(i) Three months forecasted requirement to

be given to the vendors from our side. (ii) Penalizing the vendor ifthe problem

persists. (iii) Reserving thestocks as perour

requirernents. (iv) WeJI trained staffto be deputed from v

endor side. (v) Timelyupdatingof market conditions by

vendors. (vi) Price changes should be informed one

month in advance by the vendors. (vii) Sales team ofvendors should not be

changed without prior information.

The above possible solutions were approved by the Director and the Buying Manager was assigned the responsibility to do the needful action within 3 weeks time. The matter was taken up by him and communicated to relevant areas for further action with subsequent follow up action thereafter. After six months the feedbacks from all our store manag­ers were gathered and it is evident that the severity of Short deliveries from the vendor has come down considerably.

39

DUBAI QUALITY APPRECIATION NOORT~NoorTakaful - PROGRAM- BE. UNLIMITED

Noor Takaful (NT), the Islamic insurance a.rm of Noor Tnvestment Group was officially launched on 7th January 2009. It offers Islamic insurance productsandserviceswhichare founded on theprin­ciples of risk distribution and mutual cooperation among the participants. As a Sharia'acompliant company, Noor Takaful js ideally positioned to play a central role in satisfying thegrowing demand for globally portable and affordable insurance products in the UAE.

A young, vibrant, and award-winning organization, Noor Takaful offers comprehensivepersonaJ and business coverage, and is committed to providing modern insurance services,interwoven with the timeless comfort of transparent traditional Islamic and ethical values. Allaspects of Noor Takaful products are customised to provide maximum cover, while ensuringthatall the requirements ofits customers are met..

The team at Noor TakafuJ is dedicated to consis­tently deliverexceptional customer experience and in recognition to its cornmitmentto excellence, Noor Takaful has been awarded Best use of TechnologyAward at CPr lslamic Business and Finance .Awards in December 2010,Best Insurance Product Award at the Banker Middle East in Marcluou. Takaful Leadership Award for Best Marketing presented aTakaful Summit London in July 20n. lt has also obtained theprestigious Dubai Quality Appreciation Award at Dubai Quality­Awards in April 20u, along with being rated as BBB-/Stable outlookby Standard & Poor's and obtaining ISO 9001:2008 Certification. All of theseawards are testaments to Noor Takaful's continuous commitment todeliver, work and improve our services, communication channels andprovide value to our customers.

Overseen by its distinguished Fatwa &Sharia'a Supervisory Board (FSSB), Noor Takaful islicensed by both the Emirates Securities and Commodities Authority (ESCA) and the Emirateslnsurance Authority, and operates from 3 branches in Abu Dhabi, Dubai and Sharjah.

Noor Takaful's Vision The most successful and admired Islamic insurance company, which means that we are theeasiest to deal with, offer the best value for money, and setthe standards in the industry.

Noor Takaful's Values • Agility

Diligence

lnnovation Integrity

Respect

Simplicity

Benefits of applying for the Dubai Quality Award:

Company has re aligned itsfocuson the needs of the customers importance of key performance inrucators was highlighted to all Departments . The key phrase being: 'lfyou cant measure it , you cant manage it' ft has allowed Management to put ill place clear goals in terms of the excellence and what it wants to achjeve in terms of quality in the corning years. Greater Recognition for the Company and its employees Setup of a structured continuous improvement program in the Company

Advice to Future Applicants: • Management should ensure that a dedicated

Business Excellence team is instituted so that jt can develop a structured programfor the imple­mentation ofexcellence objectives.

• There is a need to have greater involvement ofall line managers so that the objective of the exercise is disseminated to all staffof the organi­zation.

• Application process and jtsrequirements should be dearly understood

BEST PRACTICE: Centralized Operations Model with focus on customer experience management Right from the outset, Noor Takaful has set out a detailed processeswhich covers allaspects of our operation.We have established ourselves with a uruque hub and spoke model whereby acentral Operations function, staffed with flerible, multi­skilled resources, supply the various customer facing portals with all the support, data and docu­mentation they may need. AU this isdelivered within a Service Agreement (SLA)/Turn Around Time (TAT) matrix so that the Company can respond withagility and focus to the demands of a changing business environment and enhance the quality and efficiency of our services.The central operations structure interacts seamlessly with the front desk operations, sales and technical teams to improve efficiencies ofthe process. The structure shows a clear division of processes between marketing & pre sales, Sales, Rating/Quoting, Underwriting, certificate issuance and servicing.

The structure allows great flexibility to the Com­pany in terms ofvarious business processes that are integrated with the life cycle of takaful certificates starting from quotation, issuance, endorsement, claims and renewals. Its key principles are :

1. Separation of functions to drive volumes, produc­tivity, and accountability.

2. Increased specialization and knowledge building

across the organization. 3. Separation of technical departments to promote

independence and avoid con1Iicts ofinterests. 4. An organizational focus on customer service.

Every employee will have a customer to answer to, either intern.a] or external.

Operatiu11's Guiding Prinriµb

• Ce.ntrafi~ Opetatlotlill tunclfOM and r,r<>vld• single potntof contact for cu5tomers.

• Se1,tq:ate..s:alesand OPfflltlons 10 increase produetfv\ry

• Stat!:f.Ue underwriters from admlnlstratior, actMtfcs10 ln\ptovc efllclencles.

• Improve ~TTvecv of •~I..~\/lot lh(OUi~ an lnt..,-oted approach

• Reduce nm!' to make tcrtlflcai,;,& tndouements

• lmpro,·e cblms and complaints handllnc with qufek.resp,cu\s.es

• Close allrrimenc and 1nte1rauom with s,1.,,n; and U/W performance obJectrves

• Str,ctSLAmonm:mna betwet'fl Oper11tlons and cunomers

• Build flexlbllitv lnstdethe 0ttanfz,.idon

Thestructure breaks down eac.h processand assigns ownership to respective owners in order to improve the level ofservice to internal and external custom­ers. The core document is an operations guide which is the basisofsegregation of tasks within and outside the structure. This approach is unique ill Takaful companies since traditional structures are designed as per line of business however in the centralized operations approach the servicing staff cut across various lines of business thus leading to more specialization and manage workloads accord­ingly.

Operations service delivery also allows improved jnteraction between Sales and Technical functions of the organization ;

Assessment and Review The various business processes are then integrated with the continuous improvement program of the company in order to ensure continued growth and improvement in overall efficiencies. Service Quality at Noor Takaful is heavily focusing on three major

aspects as shown in the picturebelow. When th~e three are in harmony, profitable growth is evident.

1. The Voice oftheAssociates (Staff) - This refers to the emphasis Noor Takaful puts on itsAssociates. As partof the company's commitment to its Associ­ates, they have developed andlaunched Associates Survey, including a Reward and Recognition Program - SHUKRUN,whereby associates are awarded on thespot for going out of their way for a customer. Thereis also an associates suggestion program - 'SAWTY' to improve working conditions andimprove the overall satisfaction level of the Associates.

2 . The Voice oftheCustomers - Since ourcustom­ers are our biggest asset, we have suggestionpro­gram to capturing suggestions, comments and feedback from the customers. Review andimple­ment as applicable. Noor Takaful has a Customer Care Unit aimed ataddressing customer concerns within a time-frame.

3. The Voice of the Processes - This voice gives us an idea of how the processes are operating.This combined with the other two voices alJows determining where the process should operatein order to satisfy both external and internal custom­ers. The purpose is to identify all of theactions required to deliver a product / service into the handsofthe customer byadding valueand eliminat­ing non-value added activities. For this we have launched 6 Sigma Program andfocusing on critical processes which impact our customers.

Results The results of this approach have led to customer focused attitude and has built greater flexibility in the organization along with improvement in the level of service. This visible improvement in customer service levels are measuredthrough our monthly customer service index for each process and business channel which remains above 80%.

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Dubai Taxi Corporation (DTC) is the operational * Training. member of RTA, in Taxi business. DTC offers The team found outstanding results, that facili­variety of services to the public, including public tated the course of actions, the results were taxi, ladies taxi, airport taxi, and special needs mainly that:

taxi. OmTaxis can be pre-booked through calling * Younger drivers (21-30) are more likely to

the dispatch center at 04-208008, or online cause traffic accidents more than others. through OTC website: www.dubaitaxi.ae. New Drivers are more likely to cause traffic

DTC shares the vision of RTA "safe and smooth accidents.

transport for all': and works under 5 core values: Highest number ofaccidents is caused

• Customer Services becauseof"Not leaving enough distance

Ethics and Treatment with other cars" and "reversingwithout attention".• Technology and Effectiveness

• Satisfaction and Loyaltyofemployees Absence ofeffective motivationaland disciplinary scheme.• Qualityand Excellence

• The team raised a set of actions, which was Benifits ofapplying for Dubai Quality Award: approved and implemented, and caused a reduc­• Having a framework for managing business tionofmore than 50%in the accidents caused by

while balancing among the requirements of all Dubai Taxi Drivers and reduced the overall stakeholders. number of accidents by 30%, these actions

• Provides to us guidelines for achieving excel­ included: lence across our services. " Introducing "The Drivers Mentor Award''

• Promotes the culture of creativity and innova­ for the drivers who have Zero Accidents

tion. and Traffic fines.

• Encourages sustainability and having measur­ * Changing Hiring Policy to hire drivers

able targets and objectives. above 35 years. * Change vehicles specs to include front and

Advice to future applicants: rear sensors. Build an effective strategic plan that addresses * Introduce Simulator Machine into Training all the needs of all stakeholders with set of center. comprehensive KPr's. * Introduce Speed-Control device into taxis.

• Conduct Benchmarkswith previous winners. • Achieve certification agajnst international

No. of 1\ccidcn1s By Dubai Tul DriVli.-s per- I 00.000 kmstandards ISO 9001, 14001, 18001.

BEST PRACTICE: "SALAMATAK" INITIATIVE TO REDUCE TRAFFIC ACCIDENTS OF TAXIS.

Description: • 2009, number of taxi traffic accidents has been

highlighted by RTA Chairman, H.E. Mattar AJ-Tayer.

• A cross-functional problem solving team was formed by CEO to study, analyze, and recom­ -ore '""o,

mend course of actions to reduce traffic accidents.

• Full study and analysis was conducted by the team utilizing qualitytools like fisbbone, Pareto, and root cause analysis techniques.

• The analysis was thoroughly done based on * Demographics of taxi drivers involved in

accidents * Accidents time & locations

Correlation with complaints and traffic fines. Main reasons ofaccidents

'-'

Tomi No. ofAccidents Pe r 100,000 km

2011

GOOD PRACTICES FROM WINNERS OF

c1JJ1fuJI mnnil ~]ajj[l DUBAI HUMAN DEVELOPMENT AWARD

... «:Share Best

Practice II c:;,1\Dl!u!YI CIDJlii.11 C:.OJC>OShar·ah Islamic Bank S ,,11 a', 1,-la rut I.la ,~

Sharjah Islamic Bank's reputation and continued Benifits of applying for the Dubai Hwnan final reviews were to be conducted to ensure that Functional Competency Assessment. The former is success has been built by providing customers with DevelopmentAward: the candidates were developing the required done to understand the individuafs preferred unparalleled levels of service and satisfaction. t. Applyjng for theAward provided a great opportu­ competencies. behavioral patternsand the latter is done to identify Through adopting a visionary strategy and uphold­ nity to evaluate ourselves using an effective Only the candidates who successfully demon­ strengthsand areasofweaknessofthe candidates in ing clear policies of risk management and cost standard and to identify our standing as an strated the required competencies were to be term of technical aspects. control throughout all areas ofoperations, the bank Employer in terms of attracting. _retaining and upgraded as per the assigned development plan, The results of theses assessments are analyzed by has successfully diversified to offer customers a developing quality human assets Development team and used for building the devel­broad range of Sharia'a compliant retail, commer­ Deployment: opment plan for eachcandidate. cial, corporate, investment and international bank­ 2. Receiving the valuable feedback report &om the Nomination Process: ing services through its extensive UAE network. assessors facilitated the objective review of our The Nomination Process consisted of three steps. Development plan Components: Sharjah Islamic Bank takes a proactive and respon­ processes and gave us chances for further improve­ They are Self Discovery assessments, Evaluation of The selected candidates will go through intensive sible approach to its economic and social role in ments. appraisal -results and the recommendations of Leamjng interventions to reach the targeted developing society. The bank ensures that banking respective Line Managers. position within the stipulated time. The Develop­systems and services offered adhere to economic 3. Meeting, networking and benchmarking with ment Department will build individual develop­and financial development and are shaped by other best in class organizations. Self Discovery Day ment plans for each candidate in cooperation with moral, social and religious be.liefs to meet theneeds The Development Department conducts a Self respective line managers. and requirements of a wide and diversified Advice to future applicants: Discovery Day every two years. All UAE nationals customer base.

1. Applying for the Award is very vital, it not about occupying grades uto 9 are enrolled in this program. The development plan shall include the followingFlRSf is the acronym we use to express our core winning. it is more about a convenient and effective All attendees are divided into teams and taken components:values. This stands for: Fairness, Initiative,

way of reviewing implemented process/ schemes through Management games. A team of qualified • Job Rotations with Competency Targets andReciprocity, Simplicity, Trust

and finding areas for improvements. assessors observe the candidates and evaluate the assigned Coaches Sha.rjah Islamic Bank aims to provide the best

following competencies. • Job Assignments and Projects With feedback services bycommitmentand dedication, forged by a

BEST PRACTICE: MASSAR- FAST TRACK • General Awareness • Self Confidence • Class Room Trainings mission to serve people and the society in order to PROGRAM Initiative • Creativity • Mentoringcontribute towards its growth. OUJ' Mission has Planned Results: Leadership • Self Motivation multiple ctimensions aimedat communicating with The purpose of initiating Massar • Presentation Skills • Problem Solving Coaching Team: all of our different audiences: Customers, Society,

Foster improvement ofEmiritization percentage • Team Spirit • Communication Skills Assigned coaches from the area of Rotation facili­Staffand Shareholders. across different management levels in SIB. tate the following:At Sharjah Islamic Bank we give utmost importance To build to a mechanismfor developing a second Candidates are scored for each competency and • Coachand support the candidates to learn andto peopleas they come first in every activity that we layer for cr;tical positions in SIB for the Middle ranked accordingly. A cut off score is defined and to be equipped with the assigned competencies do. We believe in providing an environment which Management Level outstandingcandidates are selected. Be a Role Model in the Technical and Peopleupholds fairness and self respect, and is driven by Empower and equip selected candidates to based aspects ofthe jobsimplicityand initiative, whilst being based on trust handle higher responsibilities Appraisal results • Support the candidate with necessaryto all .individuals in partnership with us. This Cover existing vacancies with capable resources Candidates who are selected after the Self Discovery techniques or knowledge whenever needed toattitude is reflected in our corporate FTRST values.

Our core values empower us to offer an innovative from within the bank Day are then evaluated based on their appraisal complete assigned projects

banking experience through customized Islamic scores. Only candidates who scored above 3.5 in the

financial solutions to ourcliverse customer base and Approach: previous appraisal are selected. Mentoring: an enriched and progressive career development The project aimed to identify competent and Assigned Mentors facilitate the following:

path to ouremployees. committed associates in the officer level grades Manager's recommendation/ nomination Motivate the Mentees to achieve their targets (u-9), select the best of them based on specific The nominated names from the above selection • Help the mentees identifyand beat challengesWe at SIB believe that "Our people are our greatest evaluation methods and enroll them in intensive exercise are then sent to respected line manage.rs to Help the mentees with their experience and training and development programs to fasten their

assets." Our people philosophy involves around wisdomnominate the best candidates. Line Managers are

growth to handle Manage.rial level (Grade 8-6) attracting, retaining and motivating talented employees to carry out the operations of the given specific guidelines and criteria to ensure that

responsibilities. Evaluation Procedures: business effectively and to achieve our goals. the selection is done objectively.Eligibility into the program was defined in terms of Evaluation is done in three different ways SIB provides for its associates a caring and nurtur­

ing environment that naturally solicits the best Nationality, number ofyears in service, Grades and Objective Based Appraisal: Pre-assessment Procedures:

The line manager of the area of Rotation evalu­performance from everyone. At the same time, the Competencies. The selected candidates in the Fast Track will take

dynamism and the focus provides one with a Customized development plans were to be devel­ ates the candjdate using STB's objective and Compulsory pre- assessment exercise which will

plethora ofworkand Career options. oped for each candidate. The duration of the competency based appraisal system. he.Ip the Development Department to design Presentation and Panel Interview : individual Development plans.

UAE Nationals are an important element of our program was setas 2-3 years. The candidate will do a presentation on learn­

focus area; implemented through planned initia­ each candidate. This would be reviewed for each workforce and their development is a high priority Learning targets and objectives were to be set for

The pre assessment Exercise consists of Myers­ ing experienced during the process. The presen­tives & career advancement programs. learning intervention. Adclitionally midterm and Briggs Type Indicator (MBTI) Assessment and Core tation will be attended by a panel consisting of

44 45

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various stakeholders and the senior manage­ment

· Evaluation ofprojects: • Job assignments and projects will beevaJuated.

Actions based on Evaluation: If the candidate demonstrates high potential and high performance ability in handling the assigned duties and challenges, he/she will be moved to another area within the plan with higher grade and post as per the agreed plan. If the candidatedidn't show high potential and high performanceas per the above evaluation procedures or failed in certain areas, the following shall be applied;

Identifying the reasons for non performance (Environment, tasks feasibility, duration)

Reassignment of Plan after addressing the reasons

Assessmentand Refinement • Midyear and final review are done for each candidate to measure the efficiency and effective­ness of the learning progress. This evaluation considers inputs &om the candidate, coach, mentor and line manager.

Annual survey is conducted to measure the effectiveness of the process and to identifyareas of improvements and strengths. The questioner is circulated among Massar candidates, line manag­ers, coaches, mentorsand teammates. • Periodic team meetings are being done for Massar candidates to share best practices, experi­ences, and to solicit suggestions .

• Management is regularly updated about the

progress made in the scheme.

Results Achieved: Candidates in the first cycle are moving ahead with

their respective learning plans successfully and

another cycle of Massar Program is being prepared

for the year 2012.. Development department is also

extending the same project to the branches to

empower junior staff to take up the positions of

Assistant Branch Managerand Branch Manager.

Overview Dubai Airport Free Zone (DAFZ) was established in 1996, and today it is one of the fastest growing free zones in the region. Over the years, the organization has provided connectivity and support to muJtina­tional companies from every continent, enabling them to establish regional offices here in Dubai and capture the wealth of business opportunities throughout neighboring markets.

As part of its environmentaJ friend1y superb infra­structure, DAFZ offers state-of-the-art offices, Light Industrial Units and land for foreign investors. Further, the costs of leasing these faciJities have beenstandard and competitive. Total built-upareas exceed 311,000 square meters (u. buildings) and 256 light industrial units. Companies typically trading in low volume, high value products such as telecom­munications & electronics, pharmaceuticals, aviation and logistics, jewellery and luxury goods find DAFZ the most attractive hub due to its strate­gic location in Dubai City near the Airport.

Products DAFZ offers tangible products such as building offices, light industrial units and intangible prod­ucts (services) that include interior decoration design, facilities management (maintenance, clean­ing and security), telecommunication services (telephone, fax and internet lines), commercial services (such as visas, residency, labor and health cards). Some intangible services are offered through requests submitted by tenants online via Tas'heel System.

Commitment to quality &excellence Since it was established DAFZ has embarked on quality and excellence in every product and service it offers. This is evident as the following achieve­ments show: • Best Website Award from the World Federation

ofFree Zones 2011 Best Economic Free zone in MENA region, FDI Magazine: Financial Times - 2011

• Dubai Human Development Award, Dubai Economic Department 2010

• Best Economic Airport Free zone in the region and second internationaJJy, FDI Magazine: Financial Times, 2010

• MELA Award as the Best Middle East Logistics Airport Park in 2006, 2007, 2008 2009, 2010

• Dubai Quality Appreciation, Dubai Economic Department 2009

• Kingdom Expansion Award of Saudi Arabia for its Sustainable FacilityManagement lnitiatives 2009

• Dubai Environment, Health & Safety Award from Dubai Customs, 2008

• CSRAward from Emirates Environmental Group (EEG) 2008.

• Best Governmental Department in Nationaliza­tion and support collegesand universities gradu­ate, Higher Colleges ofTechnologies, 2007

• The Dubai Government Excellence Award for Best Department in employee satisfaction 2005 Best Governmental Department in Sales & Marketing, Dubai Government for 2004

• Dubai Customs Top Customers Award, Dubai Customs 2002.

• ISO 20001: 2005 - ITServiceManagement, SGS 2ou • ISO 10002: 2004- Complaints HandUng System,

SGS 2010 • ISO 14001:2004 - Environmental Management

System, SGS 2007 • ISO 27001: 2005 - Information Security, TUV2007 • OHSAS 18001:2007 Health & Safety Manage­

ment System, SGS 2007 • ISO 9001:2008 certification for Quality Manage-

ment System, SGS 2005

Continuous growth DAFZ has set its main cornerstones ofoperations to focus on customel's and attracting foreign direct investment. Serving more than 1300 companies employing more than 10,000 people in 139,000 square meters ofofficespace, the numbers speak for themselves. The customers' base increased rapidly as shown over the past 13 years and DAFZ has become one of tbe leading free zones in UAE under the direction of H.H. Sheikh Ahmad Bin Saeed Al Maktoum- the Chairman. DAFZ provides its customers with the advantage of a strategic location, a hub from which to access vibrantand fast growing markets not only in UAE but across the Middle East, Africa and Asia. DAFZ boosts fast processingofpaperwork, rapid customs clearance, a wealth of expertise amongst staff and a customer oriented approach to facilitating business for its tenants. DAFZ is committed to building and sustaininglong lasting partnership with its customers.

Strategic Challenges DAFZ considers its strategic challenges as a driving thrust and an opportunity to grow and exceed the norms. Being located within the Airport parameters one of the strategic challenges faces DAFZ is the safetyand securityof the airport. Another strategic challenge is the limitation of land space where DAFZ expansion is bound horizontally and vertically. Therefore, DAFZ has raised and contin­ues to leverage its regional class standards by enhancing service delivery process, increasing productivity level, reducing overhead, and using best financial, human and technical resources and be results oriented organization.

47

-

DUBAJ H!IMAN DEVY.LOPMEN'r

~ BSehsarte ■ l)RUPB(J. Dubai E · d di.nnrates Inteurate APPRECIA TlON • Practice Airport 1 ;o ( d• V'-_Du_ _____,1,._______ _______~~~~~!!:!!!!!=,a;:::~::....__F =-=E:.:l:....:F....:.ee:::::z::.::: _____ 'Ue ecomm _ ___o__ _mpany u - --=._PROGRAM~ - :r1d: .,,',pj,1~__bai· Air· ort· Free_Zone """' · =---=R r..:::. o:.:....:n..:::. ~1-------- _____ _umcati_ n o----==--- _=--- ___ __ _ _ _ ____ _ _ _ _ .,e

Organizational relationships DAFZ enjoys a good and professional relationship with keypartnerssuchas Immigration Department, Chamber of Commerceand Dubai Customs. DAFZ has provided to these partners free facilities and offices in the free zone to respond to customers' requirements in most efficient manner. Suppliers are diversified and rewarded annually for good performance. Major contractorsand consultantsare awarded repetitive contracts. 1n 2008 DAFZ management based on the feedback engaged special agency to rebrand the name and enhance the marketing campaigns. The challenge was simply to make people aware of DAFZ's name and services. In 2009 new brand nameand logo was launched by his highness the Chairman. Now DAFZ will focus more on the perceptionofwhat we mean to people of the society. DAFZ has a very good impacton Dubai Economy in particular and UAE economy in general. DAFZ contributed 1.8 to GDP which is substantiallygood.

BENEFITS OF APPLYING FOR THE DUBAI HUMAN DEVELOPMENT AWARD: • Sustain the excellence culture within organiza­

tions people • Receive feedback report from independent

assessors on human capital strength points and areas for improvement

• Create challenge amongst organization to offer their best services and be ahead of competitors in managing its human capital

• Benchmarkhuman capital related processesand results against best in class or industry

ADVICE TO FUTURE APPLICANTS: • Start the excellence journey as soon as possible

and record results and involve everyone in the organization

• Look forthe feedbadcreportrathe:rthan the overall score Implement corrective actions immediately and seriouslyand seekcontinual improvement

• Benchmark results and set reasonable targets by learning from winning organizations

BEST PRACTICE - E - LEARNING DAFZ leaders always encourage learning and growth amongst UAE National employees in order to enhance their performance and competency levels. Our approach to learning and growth is derived from the documented Human Capital Policy which addresses and covers in full details DAFZ' performance management system. The Human Capital Departmenthas incorporated many initiatives in theiryearly business plans which focus on performance enhancement ofemployees such as ELearning, Knowledge Sharing Sessions, In house and External Training, Self Learning through the library, and others. In 2009 as a result ofassessment

and review of the market conditions the Training and Development Section introduced E-Leaming Scheme. A total of38 people joined the E Learning scheme in 2009 and 124 employees in 2010. Addi­tionally, DAFZ leaders create suitable learning environment by allowing UAE National employees to continue their educationand providestudy leave. Graduated employees are recognized and celebrated by the Special Recognition Committee on yearly basis. This has been reflected positively at employees' satisfactionregarding career development as shown by the chart. The results of the surveys indicate that the trends increased positively since 2006 with the new organizational structure, the updating of employees' job descriptions and the amending the Human Capital Policy. DAFZ provides a good learning environment for people to grow and develop and our people are increasingly satisfied with training and develop­mentas shown by the chartwbich indicates positive trend since 2004 until 2009 although we reduced on public training due to global financial unrest but compensated by increasing our e learning partici­pation and remained above the target (70%) .

)E,S.tht.cflon ,.., .,cfln1 C.V• ■t Oeve lopm■ nt90 ---s2:s81 80

70

60

50

40 ■ Sotles1

30

zo 10

0 2004 2005 2006 200? 2008 2009

80

60

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10

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du, is an jntegrated telecom service provider in the UAE, in February2007 du launched mobile services nationaUy. du is also the dedicated providerof inter­net, pay TV and fixed line telephone services in many ofthe free zone areas across the Dubai Emir­ate. Call Select, du's nationwide fixed line service for voice telephony, was launched in July 2007- By the end of 2010, over 4 million people in the UAE had chosen to become du customers.

Among du's many firsts was its historic number booking campaign for both individuals and businesses, du continues to initiate market leading practice through such things as its Pay by the Second billing system, Mobile TV, Mobile Payments, first of its kind 'WoW' rechai·ge card (offering customers the choice between 'more credit', 'more time' and 'more international' recharge options) Self Care management portal, video on demand, unique IPTV offering and home phone re-charge, to name just a few.

For business customers, du offers include our Closed Business User Group and preferred Interna­tional Destinations. du's BroadcastServicesdivision brings scalable media technology platforms and telecommunication solutions through its world class teleport (Samacom) and Master Control Room (MCR) faci lities.

du products and services for consumers and business are available through du's own retail network located in strategic locations across the UAE and from more than 3000 authorized dealers. du also has an e-shop offering, providing easeaccess to online customers.

du is 39.5 percent owned by the UAE Federal Government, 19.75 percent by Mubadala Develop­ment Company, 19.5 percent by Emirates Commu­nications & Technology Company LLC and the remaining stake by public shareholders. It is listed on the Dubai Financial Market (OFM) and trades under the uame du.

Our Mission is "To be the first-choice provider" in the UAE for communications and entertainment solutions, making customers' lives easier as "We want to delight our customers, be the employer of choice for the best talent, create optimal value for our shareholders through business excellence and innovation, and proudly contribute to the transfor­mation ofourcommunity". Westrongly believe that wecan do this by using our talent, skills and

energies to connect, inspire and reward all we touch, every day.

At du we would like to be the brand for the most diverse, active and mobile peopleon the planetand as such, du is t now the UAE's relentless pioneer for creative communication services at the best price, helping you to stay easily involved with what matters in your life, through the following 4 brand values: *Confident: Taking responsibility and having the courage to trust your judgment. *Friendly: Relating to others in a human way -approachable, respectful and compassionate. *Honest:The basis ofanysuccessful relationship is trust, and that starts with the simple and straight­forward truth. *Surprising: New, different and better ways of doing things, no matter howsmalJ.

Which wesimplysummarize with our brand prom­ise of ''Add life to life

BENIFITS OF APPLYING FOR THE DUBAI HUMAN DEVELOPMENTAWARD: Through the submission of the Dubai Human Resources Development (DHDA) for the year 2010, we were aiming at: 1-Deep evaluation of our current Emaratisation strategy; practiceand methodologyby the experts. 2-Mar.king our continuous efforts in the field of nationalization (Emaratization) in the infancystage of theorganization, by which a furthermarketingto our employer of choice to the young talents is emphasized. 3-Being exposed to best practices across the region/ the nation, adopting best tools used by the experts in the field of nationalizationand Emaratization.

ADVICE TO FUTURE APPLICANTS: Nationalisationand Emaratisationefforts are oneof the best tools that shall enable cooperates to show and support the community in our young nation, the submission of the DHDA allows the applicants to evaluate their current efforts, methodologies and tools by the experts, by which a further develop­ment can be obtained.

D1-{DA allows for an effective framework to bench­markpractices upon the internationally recognized Balanced Scorecard and RADAR methodologies, enabling cooperates not only to measure their current practices but actually create their vision towards nationalization and Emaratization by

48 49

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adopting best practices and continuous improve­ments tools.

BEST PRACTICE 1. - THE EMPLOYER OF CHOICE FOR YOUNG TALENTS At du we believe that young talents in the UAE deserve to be groomed at an early stage. We also believe that as part of our community support responsibility, organizations such as us need to support and develop national talents during their various stages at work and in life. We thereby start investing in national talents during their college and university life, and hence positioning ourselves and our brand as an " employer ofchoice ". Our activities take place in both, accredited private and government colleges and univel'sities, which can be summarized by the below:

Results and Enablers: In the past5 years and since its launch, du has been perceived as a communityresponsible brand, that is actively involved in various initiatives across the local community. We believe that our vision, mission, top manage­ment commitment and our belief in our role as a socially responsible brand has enabled us to play a very active role. With this in mind, we have created special programs working closely with the colleges and universities, aimmg at:

Positioning ourselves as an Employer of choice for young national talents.

• Attract potential talents at an early stage and ensure effective career growthwithinthe organi­zation.

• Actasan active socially responsibleorganization and ensure effective coordination with the higher education system, ensuring that young talents fulfill the requirements of the local labor market.

Approach and Deployment: *Guest Speaker Sessions: Special customized sessions conducted atthe local colleges and univer­sities aimed at presenting du as an employer engaged in cutting edge practices and applications in both technological and managerial areas. Sessions are aimed at creating greater bonding and bridging the gap between the labor market and at different universities and educational institutions. On the other hand this also enables us to showcase global, regional and local emerging technology and best practices in various fields such as marketing, finance HR, just to mention a few. Additionally, •

specifically designed upon colleges request, display­ing practical and life experience from our organization's view point, which in turn allows us hand-on to directly interactwith the young talents, and provide ourexperience to the related topics and matters. Students can thereby link theories learnt with actual practices in the market, given the nature and the massive growth ofow- industry.

In 2011, around 40 sessions have been scheduled, across the UAE, and the number is expected to increase at least by30% in 2012. Our senior management fee this is a great opportu­nity to interact with the students, and transfer knowledge. Students on the other hand feel that a

direct interaction with the managers in the industry provide a better chance ofenhancing learning. *Life Skills Training: A maximum of 4 training programs per student to be selected, and aimed at providing students in the final year at college with the required selfpresenting and grooming skills. More than 100 young graduates-to-be across the UAE had the chance to attend one of our most important development programs in 2ou, and that was effectively reflected on their career develop­ment (according to student feedback). Programs are conducted across the weekend (on Saturdays in our training center), providing students in their last year of graduation, with the needed tools job hunting and for their future work­place roles. The programs are listed be.low: • Think on Your Feet • Effective Team Working • Communicationat Workplace • .BusinessEtiquette • Problem Solving & Decision Making • Preparation AsA job Seeker • Interview Techniques • Power Reading Skills • Settling into a job & Interviewing • Communication at Workplace

* Student Sponsorship: ln 2012 we are aiming at selecting the ten best students to be potential employees at du, based upon their grades, psychometric assessment and future demands. The opportunity shall not be limited to the financial support butshall be further extended further towards conducting summer training, work placement and projects and research opporhmities, with constant follow up from the team and continuous representation in college activities and events.

Work placement, Internships and Summer Training: Each year we attract students at thi.l'd year to do their final year work placement or be our summer trainees during the summer period. Almost 50 students each year chose us to be their training partner, and were surprised to find that we allocated real projects and provided them with the uniqueopportunity to share their story with the top management and do a presentation upon comple­tion.

Assessmentand Refinement: It has been our first cycle on life skills training and student sponsorship. However for the guest speaker sessions, we started by first identifying topics initially and then found thatallowingcareercenters at colleges and universities to identify their topics, give us the chance to provide more customized presentations and hence allow our seniors to show­case their talent and effectively interact with the young generation.

In future our assessment tools shall include: Application Rate (life skills and sponsorship) Feedback and training Evaluation Forms, evalu­ating knowledge, communication and overall logistics. Since we have been a sponsor ofTamayz Award (Faille Tayeb), we can ask the winners to be our speakers for the colleges by which they can illustrate their unique experience and encourage others.

Results Achieved: Through the above mentioned tools, we are able to position ourselves as a unique organization that is socially responsible and committed to the early development of UAE Nationals in finding their perfectrole in theirwork life. Attract young talents at an early stage and ensure that our Masar members are unique, talented and are able to make a difference. Extend the support to a mass number of UAE nationals, and provide them with the tools to actively hunt for their roles.

Conclusion: It actually feels good to be part of the community, act responsible as a corporate entity, and play a bigger role in the future of the UAE national talents in ourdeveloping nation. Our Executives (mostly expatriates) felt proud and responsible when weallowed them to showcase

their talents. They actually benefited by improving their communication and interpersonal skills and allowed them to interact with the generation, even prior to their arrivaJ as permanent employees on board. This has ensured a greater engagement across the graduates, whereas our Managing and Leadership styles have been adjusted according to the new generation requirement , taking into consideration our operational objectives and our strategy. Our efforts have been marked by the winning the Award of the employer of choice by the Dubai Women's college for the academic year 2009/2010. The award is marking 3 years ofsuccessful partner­ship with the local colleges and universities and has created a higher expectation of us as a socially responsible brand, in an industry where standards arealways raised by pioneers.

BEST PRACTICE 2 - MASAR: THE UAE NATIONAL DEVELOPMENT PATH@ du Under Masar Program, three main programs are specifically designed to improve, develop and ensure effective career growth for young UAE Nationals. The programs are: Bedaya, Tamayz and the Graduate Trainee Program.

The first two programs are designed for junior grades, mainly for assistants, customer service representatives and retail assistants, and the

programs include technical and soft skills develop­ment programs conducted with the support of the Higher Colleges of Technology across the seven Emirates.

The Masar program for Graduate Trainees is a customized program for young talents, who hold; HD, BSCand Master degree from local and interna­tional universities and colleges across the UAE.

Masar GT Program Enablers:

1- Top Management Support: At du the commitment towards Emiratisation comes from the very senior management and the

board, which has been at top of our priorities since the laWJch ofour business in 2007. The commitment is not only highlighted with the continuous support and efforts towards our main important assets but has been supported by a dedicated team of professionals who are in charge of

50 51

i

Year 2007 Year 2008 Year 2009 Year 2010

DURAi HUIIIANDEVELOPMENT ~ A

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Emiratisation Strategy and implementation.

2- ProgramDesign: Our "Masar" Program for fresh graduates "Graduate Trainees" (GTs) is a unique one, which combines different methods of learning, such as; classroom sessions, customer direct interaction in retail and customer care, guest lecture series, work place­ments, individualized coaching and performance review sessions, personal on job projects and Com­munity Services Responsibility assignments. The below appended diagram illustrates the graduate. trainee model at du for the 18 months duration training program:

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Desired Outcomes: 1. Adopt local talents at early stage, and create an effective career development path for them.

2. Groom young talents to managerial roles in 3-5 years, where we believe further deployment of Nationals is required.

3. Allow young talents to be effective members of the community, and show great level ofcommunity social responsibiJity as individuals.

4. Create talents with multiple role competencies, though rotating them across various units, and thereby enabling them to handle various jobs under the same department.

Approach: Effective recruitment plan, with extensive tools that ensure choosing the right talent for the right roles. Using assessments (psychometric assessment center and interviews). As we not only focus on the competencies but towards individual's personal interest and hobbies.

The 18th months model, takes various forms of development:

• Training: ensuring that the first 15 programs provide the link between the outcomes of the higher education system in UAE and the requirements of the UAE labor market.

• Customer Based Experience: with the second phase of on job 1, the Graduate is actively positioned in one ofour retail stores, getting the real ex-perience of interacting with customers and being able to speak their language ofneeds and wants. Development: The (on job 2) phase starts with effective rotation across related departments in the assigned business units, introducing the graduate to associated processes and functions. The third phase of (on job3) allows for shadow­ing, whereas the last phase is about ensuring effective performance and contribution.

• Corporate Social Responsibility Initiative: ensures alignment with the extended commu­nity and provides the opportunity ofinteracting with the line manger in an external environ­ment.

• Evening/ Morning Seminars (AI Multaqa) and lunches: provide an opportunity to network within the corporate environment allowing for direct interaction with top management at du.

• Quarterly Performance Review: an effective tool ensuring full alignment with the required job aimed atwithin an 18 months timeframe upon a designed "Personal Development Plan" by the line manger.

• Quarterly Coaching Sessions: effectively fit and contribute to all mentioned efforts in establish­ing the required set of talents, experience and skills for potential leaders and Managers.

Deployment: Many improvements took place to arrive at this model; new programs were frequently introduced and others got changed or innovated during the early stages of the p rogram. La each and every batch a new Jessen was learnt, making us the proud owners of our program and enabling us to continuously strive for excellence..

The below table summarizes major improvements

that took place during the past two year of the program:

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Assessment and Refinement: Major Assessment Tools: • Attrition Rate: the number of voluntary resigna­

tion across Graduate Trainee . • Application Rate; the number of applicants

through ourweb site and , career fairs Graduate Trainee Engagement (Annual results Survey through the Gallup Survey): an overall job engagement index in comparison to the region leaders and international Telecom partners.

Results Achieved: During the last 3 years, and given the infancy stage of our organization and our development program, du has established one of the benchmarking programs, that effectively attracts, develop and retain young talents.

Below are some major results obtained in the last3 years: The number of enrolled GTs across the last 4 years has been doubled:

70

60

50

40

30

20

10

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Year 2007 Year 2008 Year 2009 Year 2010

On the other hand overall Attrition Rate across graduate trainees has reached a minimum of 3%in 2010, an improvement from our 2007 attrition rate, indicating a higher level of engagement across, as per the highlighted as below:

Our Masar Program for Graduate Trainees can be thereby be summarized by the below diagram:

We can summarize the below major successful criteria for our Masar Program:

• Masar is not only related to the technical side, but towards the development of the individual and his/ her personal career growth.

• lt enables us to directly interact with each and every Graduate Trainee, enabling them to reach their desired objectives.

• The programs provides the individual with the opportunity to interact directly with the community, allowing them with anopportunity to extend support to various categories of the community and feel how much value they can add as individuals.

• Through A1 Multaqa Seminars, internal and external speakers provide a great example discuss challenges they went through and how they dealt with them, allowing graduates to benefit from their experience.

• Masar provides a career development path for individuals, indicating clearly competency development for the role they are groomed for over a period of18 months, where the graduates' boundaries can be effectively stretched in their first career opportunity.

52 53

2011

GOOD PRACTICES FROM WINNERS OF

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SERVICE EXCELLENCE SCHEME

Apparel Group proudly displays Apparel's vision,

mission, values and purpose together with Quality

PolicyofSPEED.

(Service, Productivity, Efficiency; effectiveness and

Dedication/commitment).

AppareJ Group- "Where Dreams come alive..:• With over fifty premier lifestyle labels retailing

through more than five hundred premium stores

and a growing global presence, 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 Coldstone Cream­

ery, Dune, NineWest, Aldo, Tommy Hilfiger, Skech­

ers, MBT, Inglot, Aerpostale and many more.

Apparel Group owes its success to a simple mantra;

"Smiling customers, means flourishing sales and sustainable growth". Their 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 customersatisfaction at all levels.

The company keeps abreast of the rapidly growing

retail industry with S.P.E.E.D. - Service. Productiv­

ity, Efficiency, Effectiveness and Dedication / Com­

mitment. With the visionofbeing# 1 Retailer Glob­

ally and the mission to operate 1,000 stores by the

year 2012, management firmly believes in the values

ofS.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, consul­

tants and experienced managersand believes fi.rmJy

that continuing success is dependent on its people.

Apparel Group is committed to retaining and devel­

oping 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 - bysenior staff members as we]]

as professional consultants. Multi faceted training

programs (including class-room guidance & prepa­

ration, mystery shopping, on floor training, product

knowledge training) are continuously run with a

view to implement a Best Cnstome.r Service platform.

A socially responsible organization, the Apparel

Group fosters corporate social responsibility and

has initiated and successfully implemented a

numbe.rofsocial drives includingAutism 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

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 Other Nations.

Cold Stone Creamery - Tempe, Arizona: Cold Stone Creamery, a brand that believes and

lives to its philosophy of providing excellent

customer service by ACTing on it. Donald and

Susan Sutherland, the founders of Cold Stone

Creamery realized that it's not just about selling

freshly made ice cream every day, but it's about

giving the customer an experience every time they

walk into the store.

History ofCold Stone Creamery Donald and Susan Sutherland scoured the world in

search of the perfect ice cream. Not surprisingly,

they found that not all ice cream is created equal.

From traditional hard-packed to soft serve varieties,

until Donald and Susan pursued their "Ice Cream

Dream" - we were stuck with some pretty disap­

pointing alternatives. But after 1988 and the open­

ing of the first Cold Stone Creamery in Tempe,

Arizona, things changed. The Sutherlands essen­

tially redefined ice cream, and the world would

never be the same.

Cold Stone Creamery ice cream is categorized by

industry experts as "Super Premium", and why not,

our ice cream is better because, we make it fresh

every day in every store, which puts Cold Stone

completely in a class ofour own.

At Cold Stone Creamery, we are proud of our

heritage as Jee Cream Innovators. This heritage is

based on a tradition of continuously redefining

plain old regular ice cream into something truly

extraordinary. Around here, we call every ice cream

we serve a "Creation" - becauseeachone is a work of

art. Our Mix Master carefully, yet gracefully mixand

blend freshly made, smooth, creamy ice cream on

our signature frozen granite stone with an endless

combination of fruits, nuts, candy, cookies,

brownies ... you name itwe make it;you can mix-in to

your heart's content.

To top it all off Cold Stone ice cream is served with

great pomp and show for its finale that is worthy

enough for a King (which is how it treats all its

customers). This X-Factor coupled with great

tasting ice cream has its customer coming back for

more. Cold Stone Creamery, truly "The Ultimate Jee

Cream Experience".

Benefits ofApplying for the Dubai Service ExcellenceScheme Apparel Group was oneof the founding members of

the Dubai Service Excellence Schemeand over time,

we believe that following have been the benefits for

applying for the DSES:

• It is always best to measure yourself against

standards set.

• DSES being a government body gives us higher

confidence &a competitive edge to get ourselves

measured against set service standards.

• It motivates us and facilitates to attain our Daily

Purpose of" delivering wo% customer satisfaction''

As shown in the graph the ave.rage check has

steadily increased over the years and part of the

success goes to DSES reports. Feedback and reports

from mystery shoppers have greatly helped us enhance the kind of customer experience and

service our staff provides each and every customer.

Points that have been emphasized in DSES mystery

shopper's reports like suggestive selling, add-on

sales, timely greeting, acknowledge and appreciate

repeat customers have us increase ouraverage check

to a considerable percentage over the years.

SAME STORE SALES GROWTH %

I -2009 2010 .W:l hpected ]f)'i(, ]fi•>,·, i4~.

(NOTE, 2008 growth is high ai; the titort? numbers increasecJ from 3 stores to13 stori,s)

This graph shows how our stores have had a consis­

tent increase in their sales figures in our four years

of operations and the considerable impact DSES

enrolment has had on us. DSES quarterly mystery

shoppers report has become a much awaited ritual

in our stores, just like our quarterly sales target

achievement, store staff eagerly anticipate the

announcement of top performing DSES stores.

Over the years DSES has become such an integral

part of our operations that the CEO of Apparel

Group personally hands over the award for best

performing DSES staffand stores.

Advice to Future Members We have encouraged not only our associate compa­

nies but also our key stakeholders to be a partof the

Dubai Service Exce1Jence Scheme and wepropagate

the following advice to all the future prospects or members of the DSES:

DSES has an amazing team and provides an

extensive report on mystery shoppingsurveys

56 57

done • Working under the Dubai Quality is equipped

with quality tools which covers the adhering of most ofthe Standard Qualitycompliances

• We would also recommend to go across GCC to do survey ofall GCC-wide stores

BEST PRACTICE - 100% CUSTOMER SATISFAC­TION- THE KEY Apparel Group focuses on its Daily Purpose of providing 100% Customer SeTVice and one of the. key and proud practices followed by all its stores and Cold Stone Creamery has been shared in the following note: Donaldand Susan Sutherland, the founders ofCold Stone Creamery realized that it's not just about

selling freshly made ice cream every day, but it's about giving the customer an experience every time they walk into the store. At Cold Stone Creamery we do everything with fresh ideas and a hint of spice, be it getting new team members onboard our lee cream fantasia, to making our ice cream, to the way we serve our

customers. ln fact we are so confident about our commitment towards our productand service that we have taken it up one notch with our Guaranteed Great Promise.

Audition The Cold Stone experience starts with the way we recruit our people, we don't just pick up any run of

tbe mill to work for us, instead we carefully hand­pick each and every individual that would become the face ofthis brand after a lot ofdeliberation. We AUDITION, yes that's right we use the auditioning processto shortlistourteam members. This process helps to introduce the concept and philosophy of our brand to our prospective employees whilst it acts as an ice breakeron the other band to an other­

wise serious and strenuous interview session. This in turn helps the candidates to relax and brings out the best in them.

The Power ofNice - ACT Once in the company, Cold Stone pays a great deal of importance to every crew member's training

before they can start performing by themselves. We train our buddingartists the most importantaspect ofperforming, we teach them to ACT. A- Acknowledge C- Connectand T- Thank, Our crew learns to ACT before they can take the next baby steps into becoming fully certified

performing mix master.

"The ACT service process is all about making our guests happy-letting them know thatwe care, and that we are dedicated to helping them have an Ultimate Ice Cream Experience every ttme they walk through ourdoors."

lcknomedge Connect l hank

1 7 GREET In a friendly GUIDE lhru RING order

& tlm@ty mann~r ordering proces! accurately

2 R SMILE & make SHARE Ideas to THANK guest &

eye conlact enhance e)(perlence Invite them back

J 9 READ gue.sfs TALK about

body language what's new s~~:Jtifyrro~iti~~n,

Cold Stone Signature Creation and Create Your Own(CYO) Cold Stone Signature Creation At Cold Stone we call our ice cream a "Creations" as it isourworkofartand we sell them as oursignature creation as they are unique only to our brand. From creations like the Founder's Favorite to local favor­ites like Chocolate Devotion and Our Strawberry

BJonde, there are 21 signature creations which are carefully taste tested and tried before rolling out in

the market Cold Stone offers every customer a creation to tickle their taste buds, it marries ice cream with its best corresponding mix-ins (nuts, chocolates, fruits, Oreo cookies, etc.,) For those who like to have it their way, we offer something called Create Your Own

Create Your Own (CYO) Cold Stone being a customer centric brand gives its customer the opportunity to create their own ice cream creation with a multitudeof ice creamflavors and mix-ins that one can mix: and match to get a zillion combinations thatwould last them a lifetime

to taste. This gives the customer a chance to experi­mentwith their favorite flavors of icecream thatcan be mixed with a variety of mix-ins, Create Your Own is one. ofthe highestgrossing menu item Cold Stone has in its business.

Guaranteed GreatPromise We don't just stop with providing great tasting product, our believe that our "Customer isthe Boss". Guaranteed Great Promise is feature that addsvalue to our brand's philosophy. We give our customers a Guaranteed Great Promise; bywhichwe meanifthe

customer is not happy with what they have ordered or what we have suggested, and then we change their ice cream to something they like with no ques­tions asked and at no extra cost.

EntertainmentDirector

That is the kind of confidence Cold Stone bas on its product and services.

Entertainment Director is usually a crew member who isout in the storeduring rushhour to help keep the crowd involved, busy and from the crowd getting restless. When a crowd builds up the Enter­

tainment Director guides the customers through our menus, they share jokes with customers, they initiate songs. In other words they do whatever it

takes to make sure customer is enjoying the experi­ence. All this entertainment and interaction happens when the customer iswaiting their turn to be served at the counter.

X-Factor Sowe have got a greatproductand provide excellent customer service so what next, how dowe keep our customers coming back for more? Well, the answer is simple, it's not just ice cream that has ourcustom­ers walking into our store time and time again, it is our CREW, our assets and our face of brand - 'Cold Stone Creamery,' and the relationshlp they build with our customers. We do this in our own special way and ofcourse by performing for our customers with their X-Factor, be it singing, dancing, juggling, magic act or flipping ice cream and more, our crew put up a performance that are show stoppers and have audience wanting for more. Most of these audiences become our potential customers sooner or later it has also beena great driving force inmain­taining great customer loyalty towards our brand and for the crew to build a strong bond with our customers.

58 59

.. J:.Share Best

Practice Coldstone Creame

EMPLOYEE REWARD AND RECOGNITION

5 Flavor Cards Now seems like ourcrew is doing all the hard work

to keep the Cold Stone's Flag flying high, butwhat

do they get in return ordo theyget recognized for all

their back breaking efforts to keep things going like

clockwork? Just like Cold Stone believes in provid­

ing great product and excellent customer service

and as it is second nature to us, we also believe that

our crew are our internal customers and are just as

important to usas our paying customer ifnot more.

Cold Stone Creamery, the Middle East chapter came

up with this idea of the 5 Flavor Cards that is given

to crew member for their exceptional work in five

different areas. The 5 Flavor cards are an instant

recognition tool that helps motivate our staff and

results in accountabiljty and productivity. These

cards are given by the senior management on

identifying exceptional and consistent service of the

crew and the understanding of business process

shown by the crew

The 5 Flavors signify 5 different aspects of our

business like X-Factor & Entertainment, Service &

Product Oriented, Knowledgeable, Welcoming and

last but not the least Initiative & Innovation. Once

the crews have got3 of thesame flavor cards theyare

given pins to signify that they excel in that aspect of

the business and when they get all 5 pins they are

rewarded for their exceptional work

In-store Competitions

Apart from this we have also created a healthy

competition atmosphere within thestore in a micro

level and between different stores and zones on a

macro level. The competition may range from

up-selling a product to best store overall perfor­

mance to an individual skilJ of making the perfect

creation, extreme X-Factor, consistent perfOl'mer,

1000 cake competition and so on. Their rewards vary

from a certificate ofappreciation to a gift voucher or

a cash reward and are not restricted to tins. There

are numerous rewards and reorganization programs

that are conducted by us as and when we identify

the right kind of people with the right kind of

attitude. This reward and recognition program has

yielded a lot of positive energy and rekindles the

spark within the crew members, bring out the best

in them and pushing them to reach greater heights.

Al Jaber Optical

Consistently providing innovative products and services to achieve best service and best outletawards for 2 consecutive years.

The Business Located at prime spots across the UAE, Al Jaber Optical's 35 stores present a welcoming ambience inviting customers to admire and select the most elite eyewear with complete confidence of quality and performance. Over the past 20 years, Al Jaber Optical has been a leading name associated with quality and good service. It has a network of branches covering Abu Dhabi, Dubai, Sharjah, Al Ain and Ras Al Khaimah and a wide collection of international brands of vision care products, sunglasses and optical frames to suit varied individual taste, lifestyle and budget. Among the well-known luxury brands available in Al Jaber Optical shops are Cartier, Mont Blanc, Tag Heuer, and Lindberg. The outlets also stock fashion brands like Chanel, Christian Dior, Bvlgari, Dolce & Gabbana, Giorgio Armani, Gucci, Roberto Cavalli, Prada, and Versace. They also house lifestyle and sports brands such as Ray Ban, Oakley, Vogue and Carrera. They also have a variety of contact lenses such as Bausch & Lomb, Johnson & Johnson's Acuvue among others. As an added benefit, Al Jaber Optical offers the fastest turnaround in the country, by taking contact lenses orders over the phone and deliversall sortsof eye care products worldwide. Eye examination is part of its service. Quality and exemplary service is achieved through updating of instruments to keep up with the latest technology, and employing only optometrists with international experience.

OW' Vision & Mission Al Jaber Optical has strong belief and commitment to its visionand mission to provide a unique person­alized service to all eye-care customers from all segments and to utilize our recognized and trust­worthy brand name to serve the local community with the highest standard of professional and reliable standards. Our vision has always been to provide our custom­ers with innovative products and services consis­tently, and with enthusiasm and passion that is second to none.

Al Jaber Optical Core Values We provide the highest level ofservices in order to achleve highest customer satisfaction.

• We regularly provide free educational and train

~ otJlhl.1J,-!l.,;J I AlJaber Optical

ingprograms to develop our staff skills. • We listen to our staff and we share their ideas

and thoughts. • We establish a clean and healthy environment in

our workplaces to help our staff become more creative, harmonious, and productive.

Corporate Social Responsibility A1 Jaber Optical has adopted Corporate Social Responsibility initiatives in the schools, universi­ties, and other government and private sector entities, providing free eye test and vision care consultancy free ofcharge.

Benefits ofapplying for the DSES Opportunity to share best practices. Improve self-assessment by monitoring ourstaff performance and customers' reaction. Build momentum and pride among staff. Helps strengthen our brand recognition and positions our company ahead ofcompetition. Helps identify best requirements to keep our shops in the forefront. Encouragement to focus more on our staff train­ing and development. Frequent winning enhances the company image .in the optical industry in UAE.

Advice to FutW'e Applicants Planning to win DSES should start long time prior to the submission without interruption. Benchmark to best practices of winners in the same industry. Use the self-assessment techniques and monitor the improvements in the scores in a regular basis. Do not apply just for the sake of winning the award.

BEST PRACTICE - LETYOUR EYES DO THE TALKING During the past decade, we have focused on our strategic move to expand and cliversify our products and services. Results prove that it was best practice where nowadays we have 35 shops in the UAE and we have become the sole agent for various interna­tional brands.

The Start ofSuccess The story started when we first joined DSES program, believing that it will add a lot to our practice. Knowing Dubai asa booming market, with continuous growth and need for professional the

6I 60

Al aber O tical

customer service, Al Jaber Optical decided in :wo6 to become a member of Dubai Service Excellence Scheme.

At the beginning, we started with 11 outlets. After receiving the reports at the beginning, we were disappointed of the results. A major decision was taken to move forward and become winners of the Special Business Category, consequently be THE LEADER in UAE market for Optical business.

A massive plan was put involving current and new employees. New rules and policies were put that are flexible enoughfor the staffto guaranteetheir work satisfac­tion, while keeping high level of professional output.

Planning and implementing Three levels were the focus area: 1. Recruitment of New and Professional staffwho understand the importance ofcustomer serviceand are willing to learn and adapt. The new staff was trained from day one. The induction program includes the Standards of Performance of the company, onwhich their turn includeall the criteria of Best Service. The staff shall know, from the beginning that Al Jaber Optical is a customer service oriented company, with will determination to succeed and learn.

2. The existing staff has undergone newly custom­ized trainings for Customer Service, and how to build loyal customers relationship.

Thestaffwas trained on the following aspects: • Greeting, providing unmatchableand undivided

attention, providing full product knowledge and awareness of new items, bidding farewell and how to go the extra mile with the customer. Products training were frequently scheduled to all staff for different levels. In-house and outsourced training sessions were very utile for the improvementofstaff level. Eachand everycustomershall be treated as THE ONLY CUSTOMER for Al Jaber Optical. Putting this in mind, the staff was successfully able to provide much better service to each and every customer stepping in ouroutlets.

3. The system and total selling process was analyzed and improved. Al Jaber Optical staff shall be as perfect as possible.

~ 0 1, lhill,-,bJI Al abet O tlcal

The environment is also as important as the staffs' behavior is complementary to oursuccess. Keeping constant cleanness and tidiness of the showroom at all times, is a must. Enlarging the data ofAl Jaber Customers was one of the targets to achieve; so all the staff was also trained to enter data on the system for any future promotions or informationwe might send.

The three steps of planning and executing are illustrated below. The three steps are interchange­able and are very much depending on people at all levels.

StaffTraining

System Professional Improvement Recruitment

Continuing the Success journey AL Jaber Optical started the journey with DSES in 2006; we started with the membership of 11 outlets only. In 2008, the reports started to improve, in terms of customersatisfaction, but for the managementthey were notenough. The intensive recruitment and training plans took place, than, to witness starting 2009, greatimprove­mentand achievements. The number of member shops of the company was increasing every year: in 2008, wewere n outlets, in 2009, we registered 23 shops and in 2010, there were a totll of26 outlets.

30

25

20

0 -

- Scrie-52

-,------YEAR YS Y9 YlO

The growth rate in the company in terms of revenues was increasing, as a consequence to the service improvement and opening more outlets. The below chart shows the exponential growth that

companywitnessed throughout the years.

40.0%

30.0%

20.0%

0.0% 2006 2007 2008 2009 2010 2011

While increasing the number of the registered outlets, the focus was more specific on each and every outlet to perform ideally. All the staff under­stood the importance of customer service and bow the company is oriented. Therefore, results started to show: ln 2008, we had 12% of the shops that scored an average above 95%. Tn 2009, figures were starting to look differently with 37°/4 of the shop scoring above 95%. In 20101 for the first time 55%, more than halfofthe shops scored above 95%.

Rewarding Highest Scores Al Jaber Optical put a reward system for best scorer staff and outlet. After making sure that everybody understood what are the criteria and requirements for best customer service, we praised the best scorers by: • Communicating to all the company and recog­

nizing the best scorers for their achievement • SelectingThe Employeeofthe quarter by choos­

ing the highest scorer in one shop after several successful reports

• Financial rewarding for best performing staff and outlet

Everybody wanted to be among the list of best score.rs that was communicated to all the company after each quarter. That's why, we started to witness many showrooms scoring above 95%, and the achieved average highest score was increasingeveryyear. Tn 2008, the highest score was 93%, in 2009, the highest score in the company-was 97% and in 2010,

the highest score achieved by 3 outlets was 99%. This proved to us that more people are committed to success. Avera e Score Gra h

Hig hest ave rage score achieved

--_-_-_-_-_-_-_-_-_-_-_-_-...-s==■=-1-----= 99 /./

98 ,-------=----1■ •----07 96

95 90

93

92 01

V9 V lO

• t-tlRh('St ..1..,c.:fi.'lff.(' ~oore­ac.hlcvcd

The nwnber of shopsachieving highest scores was:

In 2008 and 2009 one shop, while in 2010 we had 3

shops.

Number of shops achieving highest

score

I Numhc, a l shops Dchteving highest score

Y10

As a result, Al Jaber Optical is proudly the winner

for two consecutive years 2009 and 2010 for Best

Service Performance Brand in the Special Business

Category and --Sest Service Performance Outlet in

Abu Dhabi MalJ.

Key Success Factors • The management realizes the importance of

involving each staff of the company, especially

the front line sales consultant in the process.

Therefore, intensive meetings and sessions were

conducted to make sure the DSES criteria are

well understood and implemented by every­

body.

• All the staff in contact with customers showed

interestand madesure to treat all ourcustomers

as VIP to make sure they have a memorable

shopping experience.

• Staffs with highest scores are recognized and appreciated by the management and awards

were given to them.

dose monitoring of the DSES scores and we

highlighted the path for each. quarter where we

missed and where are the points of improve­

ment

• Ourstaff is the key ofsuccess. Everybody knows

that he orshe is responsible to get the award and

to perform excellent service.

• Raised in people self conscious of responsibility

and awareness to feel that they are working for

their own.

The training, policies and procedures are still applied on a day-to-day basis inall Al Jaber Opti­

cal, making it a standard of its own.

62

i , i ~-vce ...___U_AE _ _ _ _____@ ~=-•. _ U ~~ ..:....;l ..:......:....:.:.:..~ ::.:....----+---------------------------'__Exchan-=-e _.: -= -!_ _ A--2 CJ..:....~"~ !I~•®

UAE Exchange, an JSO 9001:2008 and ISO 14001:2004 certified company is a global leader in remittance and foreign exchange with more than three decades of outstanding growth history. The brand is based in Abu Dhabi, UAE and owns a strong network spreading 24 countries across five con tinents with 533 direct offices.

The Company's work philosophy is buiJt on its vision, set by its founders, His Excellency Abdulla J-Iumaid Ali Al Mazroei, Chairman and Dr. B. R. Shetty, MD & CEO which reflects in every action, and its operating strategy translates this philosophy into clearly defined precincts for corporate functioning.

UAE Exchange offers a diversified range ofproducts, which address the growing financial needs of its customers and the characteristics of the market. The core offerings made by UAE Exchange are worldwide remittance of funds, demand drafts in various currencies, and retail and bulk trade in a host of currencies. It was the first partner for the instant cash transfer service provider, Western Union and became principal agent for the country later. With thehelpofin-house developed service of instant money transfer called Xpress Money, UAE Exchange provides choices to its customers.

UAE Exchange is a people's brand with total customer satisfaction as the prime focus, rooted in 3P approach: People, Product and Process. The vision of UAE Exchange is to be an ever dependable friend, the link that emotionally connects people across the globe through teclmology-driven, profes­sional. dedicated and timely services delivered with a personal touch.

UAE Exchange's work ethics is guided by its adher­ence to and faith in the 3 core values:-

On behalf of UAE Exchange Mr. Varghese Mathew, Country Head, UAEand Ms. JaneD'Souza, Branch Head (during u110}, Lotus Boutique Branch, receiving the OSES award for Dest Service l' erfurmanceOutlet 2 010, from H.H. Sheikh Makhtoum Bin Mohammad, Deputy Ruleroroubal.

Core Value Rationale Wt.at differentiates excellent organizations from othe<s Isthe knowledge level.

Knowtedge In oroer to serve the customer; In a better manner, UAE Exmange should oossess all the infoonation reaulred and convert II Into knowle~e. Trust and Integrity are the foremost values in on!er to suCCl!ed In th~ industry

Integrity as It Is dealing in public money. Our leader; wanted UAEExd,aflie to practice lntegritv thereby creating trust1n the minds of the customer;. No ooslness would sua:eed without commitment and active Involvement of

Commltrntnt the entire 01gani2ation.Our leader; wanted to in.till asense of pas~on among its employees to serve the customer; with warmth; undertake activities which are committed to thesociety; fosterbusiness relations committed to partnm

Quality-driven approach has been the benchmark of UAE Exchange operations, which won various global business excellence and quality awards. Some significant recognitions achieved over pastfew years include the prestigious Dubai Quality Award in 2009, the Dubai Service Excellence Scheme's Best Performing Outlet Award in 2006, 2007 and 2010,

Sheikh Khalifa Excellence Award in 2009, the Mohammed bin Rashid Al Makhtoum Business Award in 2007, Dubai Human DevelopmentAppre­ciation Programme in 2008, Dubai Quality Appre­ciation Programme in 2006, , UAE Emiratisation Award from the HRD committee for Banking & Financial Sector, the Human Resource Develop­ment Award of Sharjah Government, SfP Excel­lence Awards from Deutsche Bank in 2007, 2008

and 2009 and Bankers Middle East Product Award for Best Exchange House in 20n.

• Evaluation by the DSES assessors which serves as a holistic assessment ofour customer service.

• Areas for Improvement identified in the DSES report provided after every assessment served as a good tool for initiating improvement in various areas.

• Enhancing the UAE Exchange Brand in the regional business community.

• Create a culture of customer service whereby customer service becomes the first priority for the staff.

• Provide multiple interaction channels to the customer. You'll find your customers will tell you all, you need to know to make them happy and loyal.

• Customer Service starts with your staff. Make sure that staffs are involved in all the initiative taken for customer service.

• Makesure tbat staffs are given adequate training and their customer service skilJs continuously get developed.

BEST PRACTICE - SERVICE CHAMPION EXERCISE The key to the continuous growth ofUAE Exchange is the trust of the customers in the reliability and quality of services offered. In line with the Quality Policy 'We commit ourselves to ensure customer satisfaction and to foster loyalty and trust by deliv-

ering innovative and sophisticated products & services .... , UAE Exchange ensures that timely and quality service is provided to the customeralways. Over the last 31 years of existence, UAE Exchange has grown from a single branch organization to a worldwide organization with directpresence across 24 countries through 533 direct offices. rn UAE alone, UAE Exchange has close to 100 branches. With this geographical expansion, UAE Exchange has grown into a multinational organjzation with employees from djverse culture and background. This growth has definitely resulted in a surge in the number of the customers, resulting in an expanded customer base of 3.6 Million. Ensuring the same warmth in customer service, which has been the uniquenessof UAE Exchange since its inception was a challenge during this expansion. ft was only possible through the motivated front line team members that this could be achieved. To continu­ously urge the staff members in delivering excellent customer service and to improve it continually, "Service Champion" initiative was launched in the year 2005.

UAE Exchange's "Service Champion" initiative is a process in place to identify the people who excel in their first and foremost duty of delighting the customers. Such selected candidates are awarded uService Champions Award'' in Bi-Annual Service Champion Felicitation Programme.

Results Expected The results expected out of this initiative include: -• Create customer serviceculture that reflects our

corporate tagline"Service is our currency'' • Identification of the strength and areas for

improvement of all the staffs serving the customers at t11e counters

• lmprovement in the Service Quality and inter personal skills ofall the staffs by daily monitor­ing

• Motivated front line staffs in the organization for better service excellence

• Recognition ofall the staffs who deliver excellent service at our counters

• Ensuring excellent quality of Customer service at the branch counters Ensure all customers who move out of a UAE Exchange branch are delighted.

Approach and Deployment Service Champion initiative was introduced in2005

with the goal of motivating front line staffto ensure an enthusiastic and friendly attitude towards the customers. To make the process a more effectiveand efficient tool for monitoring and improving the

service level of the staff members, we have intro­duced the pyramid approach of four stages for service champion exercise.

First Stage: Daily Service Check Rating An exercise to monitor the daily service level of the staff members where the branch senior officials rate the staffmembers on following points:-

Presentability • Name Badge • Greeting & Thanking • Communication • Quality ofTransaction • Customer Friendliness • Staff Friendliness • Going an Extra Mile for Customers / Seniors The Daily Rating by the branch is regularly moni­tored by Customer Care Department and a report on a daily basis is provided to the Branch Heads. Since the rating is also being considered for t he Customer Service Scoring of the branches, the top most importance is given by the branch officials to this exercise. There is also proactive push from the branch staffto know their rating on daily basis from their seniors so that they can qualify for the award's second stage.

Second Stage: Service Champion Online Assessment The Service Champion Online Assessment Test is conducted quarterly by Customer Care Depart­ment. Candidates who are rated for more than 15 times in each month of the quarter with a rating of "Good" or "Excellent" are declared as eligible for the Service Champion Online Assessment. Service Champion Online Assessment is developed by the Customer Care department in consultation with other relevant internal stakeholders. Questions of the assessment are based more on the practical knowledge ofstaff in handling day to day customer service queries and peculiar issues and scenarios at the branches. Moreover, the candidates are also judged on their awareness of new initiatives, infor­mation about the organization and product knowl­edge.

UAE Exchan e

The duration of the assessment is 20 minutes and the candidate have to attend 25 questions. The grades in the assessmentareas follows: A grade - 90% & above B grade - 84% to 89.99% C grade - 70% to 83.99% D grade - 50% to 69.99%

Third Stage: Panel Interview Candidates scoring 90 % and above are called for a panel interview. The panel has representation from Branch Operations, Customer Care Department and other internal stakeholders. The score given by each panel member is compiled and the candidates scoring 85% and above are declared as the Service Champions.

Fourth Stage: Service Champions Felicitation Service Champions Felicitation Program is conducted once in every six months to felicitate the Service Champions. The service champions are recognized with a Service Excellence Certificate and the same is presented by the COO of the company. The program is attended by all the key management personnel and selected staffmembers.

Deployment: -Branch Meetings: - Branch meetings were conducted with the Branch Heads and Branch staff members before implementing the Service Cham­pion initiative. The process of Service Champion was discussed with staff members in these meet­ings. Branch Meetings were aimed at incorporating thesuggestions from branches in theService Cham­pion initiative and creating awareness among the staff members about the initiative.

Online Quiz and FAQ: - Online quizzes were conducted for the branch staff. Quiz contained the questions related to Service Champion initiative. The quizzes were aimed at increasing the staff awareness about Service Champion initiative. FAQ regarding the Service Champion is also made available in company wide intranet for the staff members.

Policy and Strategy Support Career Growth:-As mentioned earlier, Service Champion exercise is one of the most motivating factors for the staff members. The service champions are given prefer­ences in most opportunities for intem.al growth. Most of the current Branch Managers & Service Leaders are past service champions. CurrentJy around 63% ofBranch Managers and Service Lead­ers are previous Service Champion Winners. Performance Evaluation ofthe staff:-Service Champions exercise is directly linked to the Performance Evaluation ofa staff whereby scores in

servicechampionexercise is factored in their overall performance.

Customer Service Series Training Program (CSSTP):-Thestaff members rated Average and Below Average for more than io % of the totaJ ratings in the Quar­ter have to compulsorily undergo the Customer Service Series Training Program. CSSTP is an exclu­sive training program designed on the basis ofinput from customer service champion exercise and on the basisofsuggestions given by the branch seniors.

Branch Grading System: -Branch Grading System is a system where all the branches are rated based on their performance in grading criteria. To make sure that Service Cham­pion initiative gets adequate attention from the branches, the score of Service champion is also considered for grading the branch under Branch Grading System.

Assessment and Review The exercise has been reviewed on a regular basis in order to identify the areas of improvement and to makethe necessary process changes.

Service Champion Process Discussion: -The service champion program was initiated in 2.005 and since then the process is reviewed arum­ally in the Service Champion Process Discussion. Feedbacks were collected from staff members through regular interactions. Tn the Service Cham­pion Process Discussion meet conducted in 2008 by the Customer Care department, it was decided to introduce the new process of service champion selection. The old process of Service Champion relied on Branch Head's discretion in selecting the candidate for Service Champion Award. But later, on the basis of the feedback from branch staffs, the newprocess was introduced whereby; Branch Heads are required to rate all the staffsoftheir branch. The candidate is selected on the basisofthe rating given to staff members. In the same meeting, Service Champion Staff Satisfaction Survey was also suggested.

Service Champion StaffSatisfaction Survey: -The first Service Champion Staff Satisfaction Survey was conducted in 2009. Since then, regular service champion satisfaction surveys are conducted with the staff members in order to identify their satisfac­tion level and the areas of improvement in Service Champions process (refer to Figure 9). Some of the areas identified and improved are:-

• The daily service check rating has been included

in the PMS (Performance Management System) of the staff members so that the staffs and the Manag­ers will be more vigilant in the scoring. • The Service Champions are given bonus points

in the other staff recognition program like Models of Service Excellence where the Service Champions of the quarter will earn 15 excellence points in addition to the normal performance points in otherareas. The Service Champion Tnterview qualifying scorewas revised from 60% to 85%.

The Service Champion Satisfaction Survey results are shared with the senior branch officials to make the necessary correction at the branch level to improve the staffsatisfaction level.

Results Achieved Continuous Improvement in Customer Service Quality: -The Daily Service Check by the branch senior officials and sharing the feedback to staff members has helped the organization to improve the quality of service which is very much evident from the Mystery Shopping Program (refto Figure1) and the Branch Customer Service Assessment scores done by the customer care department.

201)6 2007 2008 2009 2010

FigureL Myi.1ery ShPpping Score on Customer Service

Overall Customer Service Quality is continuously improving as a result of the servicechampion initia­tive (ref to Figure 2). As a result of improved customer service quality of front line staff we bagged the DSES Award for Best Performing Outlet in the year 2006-07, 2007-08, and 2010.

"~ ------------------,18

97!.

S7 I; 96~

9~ .E 95.~

H

20118 J009 2010

~

i

l'lgure2. Cu~tomer Servi.ce QualityScore

Improvement in TATand Waiting Trme: -Tum Around Time of transaction processing has significantly improved in the branches. Figure 3 shows the percentage of Customer Satisfaction Survey respondent that says TAT is less than 10

minutes.

88

86

84

:; 82.

I ao 78

76

74

86

81

Figur~ Percenrageof respondent says TAT is less than 10 minutes

As the TAT has improved signHicantly, percentage of respondents who feel that waiting time at the UAE Exchange branches is acceptable is increased. Figure 4 shows the percentageofCustomer Satisfac­tion Survey respondent who feel waiting time in the branch is acceptable.

100

1f'.

,:J 50.."'

" -= 0

zoos 2009 2010

figure,i. Percentage ofresponden1swho feel waiting time is at-reprable

Improvement in Staff Product Knowledge and Customer Skills: -As the Service Champion process also give stress on training and development of the staff, staff's prod­uct knowledge is continuously improving. Figure 5 shows the percentage of Customer Satisfaction Survey respondent who find the staff knowledge satisfactory.

99 98

-,i g7 ~ 96 ,! 9S !: 94

93

92

--" ,

2008

./' '95

2009

.Figlll'e5. Percentlgeof respondentswho find the staffknowledge is satisfactory

-~ -~

2010

Courteousness of the branch staff is also appreci 66

UAE Exchan e @ ated by mostofthe respondent. Figure 6 shows the percentage of respondent who appreciated their courteousness.

99 ------------------,

98

°" 97 ; 96

! 9~

94

93 ------------2008 7009 1011,

Figure6. Percentage of respondents whoappreciated mlfcourteOu$neils

Grievances Handling at the Branches:-The customer grievance handling at the branches has improved over the period of time. Figure 7 shows the percentage of Customer Satisfaction Survey respondent who are satisfied with the griev­ance handling at the branches.

98

97 97.5

'JI 96

;; 95 ... ~ !14 s

93 --93.4

Vl 91

2008 1009 2010

Figure 7. Percentageofrespondents whoare satisfied with grievance handlingat branches

Increasing participation in Service Champions: -There is a consistent improvement in the number of staff winning the Service Champions every year with a mix ofnationaJjties. We have around 15-20% of the staffas Service Champions every year (ref to Figure 8). The nationality mix of customer service champions very well jells with the required nation­ality mix ofour business corridors also.

Customer care department conducts an opuuon poU on the satisfaction level of the branch staff on the process of "Service Champion" to ensure that the exercise helps the staffs and the organization to improve the senrice level. Figure 9 shares the satisfaction level of the staff members on the parameters like staff awareness on the rating by senior officials, sharing of feedback by seniors and how helpful the practice is:

l•mralnl f('IIIJUrly

w2009 2.01D

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Figur<'9, Service Champion Sraff Satisf.iction Survey

Overall the Customer Service Champion Scheme is a successful platform which has gone through continuous improvements in various parameters and stages based on the corporate mission and customers' needs and expectations.

JOOS 1006 2007 1008 2009 2-010

Figure 8. NumberofServjce Champion (Tntal 769 from 200510 2010)

Internal Customer(Employee) Satisfaction:­The Service Champion has been a great successful platform for every staff member in the branch. The number of staffs appearing for the Service Cham­pion Assessment test is increasing every year.

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