ISSUE 1 JANUARY 2015
In celebration of the recent UAE National Day, we take a look at “Leadership Lessons from the Father of the Nation”
Sultan Al Jabri and Gary Lemke of the Abu Dhabi Ports Company (ADPC) lend their insights on leadership in the Abu Dhabi ports industry
A look at excellent ports administration practices adopted by other leading global cities
Arab Development (ARDECO) is one of UAE’s leading business enterprises with operations covering a wide range of industries: Oil & Gas, Petrochemicals, Power & Water, Engineering& Contracting,Energy & Industry. Following a “Partners of Success” policy, ARDECO always ensures long term success and growth of its companies. ARAB DEVELOPMENT - ARDECO PO Box 2761 Abu Dhabi, UAE T: +971 2644 7373 D: 644 9499 , F: +971 26444 066 E: firstname.lastname@example.org
SHARING EXCELLENCE Sultan Al Jabri of the Abu Dhabi Ports Company (ADPC) lends his insight on leadership in the Abu Dhabi ports industry
WORD FROM THE EDITOR
Denise Daane, Managing Editor at PSP, shares her thoughts on the first issue of PSE Magazine
PUBLIC SECTOR NEWS AND AFFAIRS A summary of the latest public-sector news and current affairs across Abu Dhabi
PROJECT MANAGEMENT AT A GLANCE This month’s A-Z of the project initiation phase
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A look at excellent ports administration practices adopted by other leading global cities
A review of “The Abu Dhabi Award for Excellence in Government Performance “ INSEAD Professor Charles Galunic and Assistant Professor Jennifer Petriglieri enlighten us with the their article on “The Power of Knowledge Sharing”
Project Management At a Glance
This month’s A-Z of the project initiation phase
08 SHARING EXCELLENCE Gary Lemke shares his experiences within the ports industry with particular emphasis on his time at Abu Dhabi Ports Company (ADPC)
An in-depth look at the present and future state of Abu Dhabi’s ports economy
In celebration of the recent UAE National Day, we take a look at “Leadership Lessons from the Father of the Nation”
Abu Dhabi’s public sector and the emergence of government social media use
The evolution of e-government services and a review of the 2014 Middle East E-Government and E-Services Award winners A list of some of Abu Dhabi’s favorite activities
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OUR UPCOMING ISSUES Stay updated with our upcoming issues. Every month we will take an in-depth look at the key Abu Dhabi public sector industries that are shaping the city today.
Next month we focus on an integral part of the Abu Dhabi 2030 Infrastructure Vision, The Public Transport sector
Learn about the initiatives that are helping to shape the future of the education sector in the capital.
Discover how Oil & Gas has transformed Abu Dhabi and learn more about the new techniques being employed in the field
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WORD FROM THE MANAGING EDITOR
N THIS MONTH’S ISSUE of Public Sector Excellence, we explore Abu Dhabi’s rapidly expanding Ports Industry. The Abu Dhabi Ports Company has set unprecedented performance benchmarks for the public sector in recent years with the successful development and completion of mega projects, including the new Khalifa Port and neighboring Kizad Industrial Zone. Winners of the Abu Dhabi Award for Excellence in Government and leaders in local and regional public sector innovation, the Abu Dhabi Ports Company continues to set new standards in their efforts to contribute towards the Vision 2030’s objective of diversification and decreasing dependence on oil and gas revenue. In our “Benchmarks” segment, we also set out to explore other leaders in ports administration to draw on good practices that may be imported here. In an exclusive interview, PSE Magazine meets up with visionary Emarati leader and Vice President of Regulations, HSE and Security at ADPC, Sultan Al Jabri, who shares his journey towards excellence and provides us with his insights on leadership, passion, and what it means to be responsible for HSE and security for Abu Dhabi ports. We also catch up with Executive Vice President of ADPC, Gary Lemke, who shares his experiences from across the globe as well as his ambitious vision for the Abu Dhabi Ports industry. This month’s “Empowering Excellence” segment will take you through the Abu Dhabi Award for Excellence in Government Performance (ADAEP). In this segment, we look at the different award categories and review the winners of the 3rd ADAEP cycle. In our project management segment, we take you through the project planning process and share some of the useful tools and techniques to help you get it right the first time. INSEAD generously provides us with a great intellectual contribution on the power of knowledge sharing in our “Knowledge Exchange” segment. Drawing on the spirit of the recently celebrated 43rd National Day, “Local Enterprise” features a special piece on leadership lessons from the Father of the Nation, H.H Sheikh Zayed Bin Sultan and Al Nahyan. Readers will also find inside the latest public sector news and affairs, our monthly “Idea Watch” segment, as well as the best activities available in Abu Dhabi in our “Off Topic” segment.
THE ABU DHABI PORTS COMPANY HAS SET UNPRECEDENTED PERFORMANCE BENCHMARKS FOR THE ABU DHABI 5 PUBLIC SECTOR IN RECENT YEARS”
Your opinion counts; and in our quest to continuously improve and achieve excellence, we welcome your thoughts and comments as we strive to become more interactive with our readers. For additional articles, downloads, and professional resources please visit our website on: www.psemagazine.com Best regards Denise Daane Managing Editor
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PUBLIC SECTOR NEWS AND AFFAIRS
Abu Dhabi Current News and Affairs S GENERAL GOVERNMENT NEW
THE 13TH SKEA CLOSING CEREMONY
The closing ceremony of the 13th Sheikh Khalifa Excellence Award (SKEA) was held under the patronage of H.H General Sheikh Mohammed Bin Zayed Al Nahyan, Crown prince of Abu Dhabi, Deputy Supreme Commander of the UAE Armed Forces. The 13th SKEA took place at the Emirates Palace in Abu Dhabi in which a number of senior officials and dignitaries attended. This year, more than 160 companies from across the Emirates applied for the award.
ABU DHABI HOUSING AUTHORITY BOARD HELD IT’S 8TH ANNUAL BOARD MEETING The 8th meeting of Abu Dhabi Housing Authority Board was chaired by H.H Sheikh Hazza bin Zayed Al Nahyan National Security Advisor, Deputy Chairman of Abu Dhabi Executive Council and Chairman of the Abu Dhabi Housing Authority. The board was briefed about a number of proposals on
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regulating residential lands south of Al-Shamkha spreading over a land area of 34 million square metres.
E MEDIA, ARTS AND CULTUR
TRADE E-LEARNING PORTAL LAUNCHED Abu Dhabi recently launched its first online trade education resource. The service, which is called Discover Abu Dhabi, will feature nine modules which will cover everything from shopping and attractions to cultural heritage. Discover Abu Dhabi launched initially in English, will also be available in eight other languages including Arabic and seven other languages, including: French, Italian, Mandarin, and Russian.
TCA JOINS HANDS WITH FSC TO “GO LOCAL” Abu Dhabi Tourism and Culture Authority, (TCA) Abu Dhabi, has joined up with the Abu Dhabi Farmers’ Services Centre, (ADFSC), a government education and extension resource
for 24,000 farmers in the emirate. The goal is to provide technical and operational support services to hundreds of Abu Dhabi farmers to help them grow and market their produce.
IRENA AND ADFD THIRD FUNDING CYCLE BEGINS The Abu Dhabi Fund for Development (ADFD) in cooperation with International Renewable Energy Agency (IRENA) has recently announced the opening of the third funding cycle of its USD 350 million renewable energy development aid. Successful projects will be able to enjoy funding rates of up to 2% only. According to Mohammed Saif Al Suwaidi, Director General of Abu Dhabi Fund for Development, this initiative has been taken to encourage developing countries to take advantage of this opportunity and attract a wider range of renewable energy projects, some of which require huge capital input.
PUBLIC SECTOR NEWS AND AFFAIRS BUSINESS SECTOR
16-MEMBER PANEL FORMED BY ABU DHABI GLOBAL MARKET Recently, the Abu Dhabi Global Market (ADGM) announced the development of the long awaited regulatory framework. In the presence of sixteen national and international financial institutions, including Abu Dhabi Commercial Bank, Goldman Sachs, and Mubadala Development. The financial centre’s chairman, Ahmed Al Sayegh said that the new 16-member regulatory framework, which will govern the operations of institutions licensed to operate from ADGM, would be in place by next year. He further stated that consultation and collaboration are at the core of ADGM’s ambition to become a global financial centre.
BANKING AND FINANCE
ABU DHABI ISLAMIC BANK FINANCES $420 MILLION FOR SHIP BUILDING PROGRAM White and Case, a leading global law firm has advised Abu Dhabi Islamic Bank on a USD 420 million Islamic financing initiative to fund Zakher Marine International Inc.’s new shipbuilding programme, which will consist of three self-elevating accommodation barges and more than 15 vessels. Zakher Marine provides services to the offshore oil and gas industries and is currently operating 35 offshore support vessels.
UAE’S NATIONAL TRANSPORT AUTHORITY RENAMED President H.H Sheikh Khalifa bin
Zayed has issued Federal Law No 13 of 2014, changing the name of the National Transport Authority (NTA) to Federal Land and Marine Transport Authority (FLMTA). The new law was issued to avoid confusion between the name of the NTA and those of Emirates Transport and other federal or local departments.
H.E DR. AMAL AL QUBAISI WINS UAE PUBLIC FIGURE AWARD H.E Dr. Amal Al Qubaisi, First Deputy Speaker at the Federal National Council, and Director General of the Abu Dhabi Education Council was awarded the UAE Public Figure Award. The award was presented to H.E Dr Amal by H.H Sheikh Mohammed bin Zayed Al Nahayan. During the event Her Excellency expressed her pleasure at receiving the award and also said that the people of UAE should be proud to have a prudent leadership which is enabling the Emirates Center for Strategic Studies and Research (ECSSR) to be a world leader in development and prosperity.
MINISTRY OF INTERILIOR /AD PO CE
H.H SHEIKH SAIF BIN ZAYED REVIEWS CID’S ANTI-CRIME INITIATIVES Lt. General H.H Sheikh Saif bin Zayed Al Nahyan, Deputy Prime Minister and Minister of Interior attended the second annual forum of the Criminal Investigation Department at the Abu Dhabi Police where he reviewed the investigation management efforts exerted by the Criminal Investigation Department (CID). His Highness also presented certificates and shields of appreciation to the honoured staff members and partners.
MOI INNOVATION WEBSITE LAUNCHED BY H.H SHEIKH SAIF BIN ZAYED Lt. General H.H Sheikh Saif bin Zayed Al Nahyan, Deputy Prime Minister and Minister of Interior hosted a ceremony at the Abu Dhabi Police General Headquarters where he announced the launch of a brand new website for the Ministry of Interior (www.uaeinnovation.ae).
ETISALAT OFFERS GULF’S FIRST MOBILE BILLING SERVICE FOR WINDOWS PHONE STORE Etisalat, the UAE’s leading telecommunications operator, in partnership with Microsoft is now offering a service in which users of the network can pay for Windows Phone Store purchases. Khaled ElKhouly, Chief Marketing Officer at Etisalat UAE, said, “Our customers live fastpaced and busy lives, and therefore seek simple and quick solutions when they use their mobile devices.”
TELCO TO UPGRADE ENTIRE FIBER NETWORK TO INTERNET SPEEDS OF 43MBPS As the nation geared up to celebrate the UAE’s 43rd National Day, Etisalat announced the world’s first free and simultaneous mass upgrade of fiber-based internet speeds to 43Mbps for all its eLife customers in the UAE. Etisalat’s new eLife Value Packs, launched this year, are designed to entertain and treat customers with a selection of high-quality and premium television content, top broadband speeds of up to 500Mbps and unlimited national voice calls.
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PROJECT MANAGEMENT AT A GLANCE
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PROJECT MANAGEMENT AT A GLANCE
OU NEED TO START STRONG to end strong. Project Initiation brings together or creates key, foundational documents and processes to define the project and enable initially interested parties to gain concurrence for it from the standpoints of the business and technical concerns. During the initiation stage you’ll also determine the project sponsor and stakeholders who will be responsible for on-going project governance. By performing several critical Project Initiation steps, you’ll ensure a successful project start-up and you’ll have a solid head start to achieving the project objectives. On the other hand, not performing these critical steps and omitting critical documentation will virtually assure that your project is bound for failure. So, start strong to end strong. The aim of Project Initiation is to gather the initial resources which will be required for initial planning and collate all the key documents to outline the project. With the right people and information at hand, stakeholders can make initial decisions regarding sponsorship, project governance, and business ground rules. At a high level that all sounds straight forward, but there are essential steps that need to be well-defined and followed in order to obtain a successful project start-up and fulfill the project objectives. A project commences when there is a business change. For example, a new visa fee system commenced in Abu Dhabi on 1st August, 2014, after being sanctioned by the federal cabinet. The new system involves fees being increased for different types of visas and new multiple entry visas being introduced for medical tourists, students, and business visitors. In order to introduce a new visa system, the government identi-
fied all the visas which are currently being offered to citizens of different nations and evaluated the visas which needed changing prior to deciding how they could modify the system. A high level strategic view was taken to determine the viability of the project. Afterwards, other considerations such as budget, ROI calculations, and sign-off by the president to commence the project were also carried out uniformly.
DEVELOP THE PROJECT CHARTER
Developing a charter is the birth of a project. It is prepared by the Project Sponsor, with or without the assistance of the Project Manager. The aim of the project charter is to develop a clear statement of the key goals, principles, and driving motive in order to provide a foundation for the direction of the project. There needs to be a well-stated and fully understood basis for the project—a clear statement of the problem, the target solution, and a strategy for achieving that solution—so that everyone involved in the project, including all stakeholders, maintains a clear vision of its scope and goals throughout its lifecycle. The project charter is one of the most effective tools the project manager and sponsor have to ensure the effectiveness of an implementation effort. A project can only be developed and implemented correctly if the focus remains constant. This, in fact, is the main goal of the project charter. A fully-developed project charter, accepted by all stakeholders, will prevent unnecessary changes to the project’s scope and objectives. Without this solid foundation, during the project’s lifecycle changes can be very time consuming and expensive, and can even completely derail the project from its
initial objectives, causing project failure and the waste of time and money. A good project charter is a daily reference point for dealing with any disputes or confusion, utilizing new ideas as they occur, preventing ‘scope creep’, evaluating progress, and ensuring that all interested parties (in case new members are brought into the project after inception) are aware of the project’s intended goals. Contrary to popular belief, most project charters are not lengthy and incomprehensible, but brief and to the point, and they tend to outline or have bulleted lists of the major design. The project charter should contain the goal statements from the planning phases and a well-structured detail of the end product.
TOOLS AND TECHNIQUES While Project Management has a history virtually as long as human existence—is it possible to imagine the building of the Acropolis without a plan?—Project Management as a science and formal field of study has only existed since the 1950’s. Today there are several codified project management methodologies, each of which have strengths and weaknesses and are relatively better or worse for different types of projects. For example, a software development project for a new and untried concept will necessarily use a different methodology than will a project to build a cargo ship. But whether the project team uses Agile, Scrum, Waterfall, RUP, Prince, or any of several other choices, each has been developed from millions of manhours of experience by people who are experts in their field. The discipline of a methodology and the constraints one has to
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PROJECT MANAGEMENT AT A GLANCE es so that decision makers can approve or reject them based on solid business data. Because the development of a solid Business Case can be time-consuming, Executive decision makers will require that it be built on hard, verifiable data, usable for sound decision-making. Not only should the business case show with cold, rational facts and figures why the project should be funded and why resources should be dedicated to it, but the downside to the business if the project is rejected.
work within in order to implement a project with that methodology should not be reason to ignore the experience and knowledge embedded in its design.
Regardless of the specifics of how each methodology implements the processes and documents of the initiation stage, each has its own way of implementing a project and then controlling changes as it progresses. Again, these change processes are based on the combined experience of countless professionals who have experienced both project success and failure. The lessons learned and codified in the project methodology should not be lightly ignored.
BUILDING THE BUSINESS CASE A business case document is a formal, well written argument with the aim of convincing the decision makers to approve the project and fund its execution. If there is any question of feasibility—technical, financial, business climate, etc.—the business case will address these questions and build a case for the project’s adoption. The challenges of the project as well as its benefits
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should be clearly outlined so that decision makers can make an informed decision before project execution begins. The goal of the business case document is to obtain approval from key stakeholders for the capital required. The decision makers should know from the business case exactly why this project is better than a competing project and deserves the enterprise’s scarce resources. The creation of a business case document is normally the last of several key stages that are completed prior to presenting the project for approval. While the project charter stated the need for the project and its end goal the business case presents the detailed analyses from all aspects of the business—financial, marketing, technical, and others— which executive decision makers need to determine this project’s merits relative to other possible projects. When the project is approved and in the execution phase, change requests will inevitably arise. The Project Charter and the Business Case are then reviewed and appropriate analyses made on the effect to the project of the requested chang-
Sources of data for the business case can come from anywhere: financial sources within the business or from outside, analyses of the competitive environment, and case studies from previous projects may also be relevant. Privately acquired or publicly available industry analyses can be useful for some types of projects, as can historical data combined with forecasts and demographic studies. All information that might be required to evaluate the project’s worth is relevant for the Business Case. This document cannot be taken lightly.
IDENTIFY STAKEHOLDERS Project stakeholders are individuals, groups, or organizations who may affect, be affected by, or perceive themselves to be affected by the project. During the initiation phase of the project the organizing team will identify the obvious stakeholders, some or all of whom may be invited to take part in early project planning. After the project manager is identified, it becomes his or her responsibility to continue identifying stakeholders, a process that continues virtually throughout the entire project lifecycle. Identifying Stakeholders is the process of identifying the people, groups, or organizations that
PROJECT MANAGEMENT AT A GLANCE could impact or be impacted by a decision, activity, or outcome of the project. Then, with the stakeholders, the project manager will analyze and document relevant information regarding their interests, involvement, interdependencies, influence, the potential impact on project success, and the impact of the project on the person’s or group’s operations. Stakeholder dependencies can easily affect the project schedule and scope. The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders and ensure that the project does not reach the implementation phase and be suddenly surprised by an interdependency that wasn’t planned for. Obviously, identifying all stakeholders as early as possible is critical for project success.
TOOLS AND TECHNIQUES In essence, the tools and techniques one decides to use for any project should be of value not only to the particular project but for all similar future projects. Along with being easily understandable, the tools and techniques should also be easily communicated to the project team and its stakeholders. Whether it’s the creation of the project charter, stakeholder analysis, change management, or any other part of the project management process, the tools that are used should be reusable throughout the lifecycle of a particular project and, ideally, for other similar projects. The need to deviate from repeatable, standardized processes should always be examined carefully.
benefit of meeting with the project team on a regular basis is not a valuable use of time. However, with project teams scattered around the globe, team meetings may not be face-to-face, and may not even include the entire project team. But when the core team knows that they will have the opportunity to discuss issues in real time on a regular basis with other team members, it reduces the flurry of emails and misunderstandings that may be common otherwise and which inevitably slow down project progress.
the issue so all team members understand exactly what is at stake, and assigning appropriate subject matter experts within the team to resolve it. If outside personnel are required, then the people or organizations should be identified and a specific person assigned during the meeting to be responsible for the issue’s resolution. Whenever possible, a target date for issue resolution should be assigned. When not possible, the person responsible for the issue should provide a date when the date for issue resolution will be provided.
Regularly scheduled team meetings should not be for the purpose of updating status—the project manager or scheduler can get this information without using the valuable time of all other team members. The team meeting is to identify issues that are impeding or might impede the successful execution of the project. And very importantly, the meeting should always follow an agenda. The meeting should never last longer than necessary and except in rare, emergency cases, should not be used to work issues. Time is better spent identifying issues, adding specificity to
Lest one think that team meetings are all about problems, this is also the venue for announcing team accomplishments and giving congratulations to specific people when warranted. In fact, positive recognition and encouragement are just as important as issue and problem definition, if not more so to the health and success of a project. The team meeting is the perfect opportunity to share good news. Last but not least, Project Managers must ensure that the outcomes of every meeting are well documented and shared via a Minutes of Meeting document.
PROJECT MEETINGS As much as a project manager tries to reduce group meetings, there is not a practicing project manager who can say that the
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PROJECT MANAGEMENT AT A GLANCE
BUSINESS CASE STUDY T
HE ABU DHABI Government has supported the initiation of the Abu Dhabi Systems and Information Centre (ADSIC) to implement the No Objection Certificate Program for Utilities and Infrastructure (NOC) in Abu Dhabi. A joint partnership framework commenced with ADSIC and The GPC Group in adopting and addressing the project strategy and implementation by merging local expertise with global practices. In 2011, the business engagement was initiated with the Master Planning phase. In early 2013, the three-stage-program implementation commenced and was planned in partnership with the municipalities and 19 stakeholder entities to streamline NOC operations and operating procedures between all the stakeholders. The aim of the exercise was to improve the efficiency of permits and approvals procedures and processes by adopting a Vision of the NOC Program. This program ensures â€œAn investor friendly government and society proactively encouraging and facilitating sustainable and resilient community development opportunities in Abu Dhabi. The NOC Program initiation was triggered by the fast pace of urban development in Abu Dhabi. Every year it fueled an average of 15,000 permits and approvals transactions. Approximately 100,000 No-Objection-Certificate (NOC) transactions were occurring every year by public, private and government entities. Each transaction endured the processing complexities of the system. This resulted in excess resources and was very time consuming. Most of all, it was very costly. The primary objectives of the program were to protect valuable infrastructure assets, improve customer satisfaction, enhance integrated government business processes, and increase the viability of the overall investment environment.
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The ultimate goal was to implement the NOC Program through the use of the optimum project management methodology. Therefore a multilayered operations approach was agreed to in the implementation phase. The success of involving stakeholders throughout the implementation stages has resulted in the NOC program community expansion into several sections such as transport, municipal, utilities, oil & gas, and many more. It is important to note that the integration and support from the leadership were among the critical success factors of the NOC program. But just as important as their participation, was that they, and all stakeholders, were introduced into the project planning at an early stage and were integral in its implementation. With the concurrence of all stakeholders in the project methodology and their invaluable help in the creation of the project charter and business case, the project manager and team were able to concentrate on execution of the plan without extraneous noise that may have resulted from incomplete planning. The project ended strong because it started strong.
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Letâ€™s Benchmark! Many of todayâ€™s major port cities once started as modest trading posts. The accessibility to the sea and the developing global trade were catalysts for these small towns to develop into mega-cities.
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ODAY, some 90% of the world’s commodity trade is transported via the sea. Whilst the percentage has remained fairly consistent over the past few decades, the volume of world trade, resulting in quantity of seagoing cargo, has increased significantly during that time.
Cases of GOOD Practices
in the Port Industry Port of Rotterdam, Netherlands
The availability of ports acts as an accelerator to the economic development process of a region. Shenzhen, once a small fishing village, is a perfect example of the influence a port has on a city’s development. Within just a few decades, Shenzhen morphed from a fishing village to China’s first and most influential Special Economic Zone. Certainly, the economic benefits of a port are substantial—facilitation of trade, employment, industrialization, regional influence, and more—but a port is also a twoedged sword. There can be negative impacts on the region’s natural and cultural environment, health concerns, challenges with insufficient infrastructure, and a host of other issues. Port administration and operations are today improving handin-hand with improvements in technology, especially in the areas of process automation, which allows for more container capacity while reducing congestion and improving turnaround times. In large part, traffic congestion of all types is decreased by the integration of large scale industrial zones. For example, the port administration in Abu Dhabi, ADPC, is attracting increased local and foreign investment with the Kizad industrial zone. Kizad and similar zones serve as hubs for manufacturing, logistics, and trade across a number of industrial sectors. This will translate into substantial economic gains for Abu Dhabi, as other industrial zones have already done in their respective countries.
PORT OF ROTTERDAM is the busiest port in Europe, and until 2002 the busiest in the world. The port was initially built on the banks of Nieuwe Maas River, which provided poor access to the North Sea. However, during the 20th century, port activities and infrastructure were shifted to the coast.
❱❱ Vessel Management The port has witnessed a growth in transshipment activities, with the steady rise in the number of vessels docking at the port. However, the amount of cargo, in comparison to the vessels count, has risen even more due to the port’s ability to handle larger vessels and its improved capacity management system. The port has implemented efficient techniques to reduce the turnover time to 4 hours, 37 minutes. New Port Management by-laws simplified the administrative burdens and increased efficiency in port operations. They replaced exemptions with notifications, which are simpler to process by email communications and allow loading and unloading to begin immediately.
❱❱ Nautical Safety Through vigilant supervision and accountability for the proper usage of berths, compulsory safety checks, regular maintenance, and other measures, port authorities significantly reduced the rate of nautical accidents, even surpassing their target.
❱❱ Waste Management – Shipping Waste Decree The Port of Rotterdam Authority has significantly reduced pollution from ships, especially in the inland waterways. To a great extent this is due to the implementation of the Shipping Waste Decree, which enables streamlined interactions between all relevant government entities. The port outsources its clean-up services to ensure maximized efficiency when a spill occurs. The clean-up organization is available on the premises in stand-by mode 24 hours a day, seven days a week.
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Let’s Benchmark! ❱❱ Storage Efficiency To match the global standard of storage efficiency, the Port of Rotterdam has divided its storage operations into different administrative divisions. Energy Port is the division responsible for managing energy-based cargo, and is further divided into two administrative divisions for handling fossil fuels and liquid natural gas (LNG). The Port of Rotterdam is considered the pre-eminent port for the accommodation of ultra-large vessels, which are mainly used for the Asia-Europe trade, especially with China. The increased demand was anticipated, and sufficient storage space has been provided.
Port of Los Angeles, U.S.A PORT OF LOS ANGELES, also known as Los Angeles Harbor Department, is the busiest container port in the US, followed by the Port of Long Beach which it adjoins. The port complex occupies 7,500 acres of water and land.
❱❱ World Class Infrastructure Through the employment and execution of an ongoing Capital Improvement Program (CIP), the port has been able to deliver planned development projects within the prescribed time and budget. A CIP allows the systematic evaluation of future projects, provides debt stability, and helps to reduce the burden of borrowing costs.
❱❱ Training Programs An independent department is responsible for the training of all ports staff. It partners with external educational institutions to create tailored workforce development programs for current needs and for skills that will be needed as the port transitions to more advanced technology.
❱❱ Market Retention and Growth
The Port is creating a new business development plan to increase market share. It will reflect the changing dynamics of the ports industry and leverage existing relations with associated cargo owners, ocean carriers, supply chain stakeholders, etc. The purpose of the plan is also to increase export volumes by expanding the current Trade Connect programs, and improve tracking of contracts under the Trade Connect programs to provide insights for future strategic planning.
❱❱ Financial Performance
Finally, the port is improving the efficiency of financial control and reporting with improved resource planning systems.
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Replicating International Best Practices in Abu Dhabi
HE PORTS OF ABU DHABI, i.e. Khalifa Port, Zayed Port, and their surrounding infrastructure, are experiencing strong competition from other ports within the region, e.g., Port Jebel Ali, Khor Fakkan, Port Muscat (Port Sultan Qaboos). Driving shipping traffic towards Abu Dhabi to increase cargo movement will require the provision of superior levels of service and greater efficiency. The successful introduction of the new Khalifa Port and Kizad Industrial Zone is a major milestone for Abu Dhabi’s ports industry and local economy as a whole. The new port has already reached and surpassed many of its ambitious performance targets and won prestigious awards including the Abu Dhabi Excellence Award for Government Performance-“Best Project/ Team Award”, Lloyd’s List –“Port Operator Award”, the Maritime Standard Awards-“Port of the Year”, as well as the “Award for Environmental Protection” at the International Bulk Journal Awards in 2011. Nonetheless, there are always improvements to be made and lessons to be learned.
An efficient model should be developed to ensure increased turnover for dock operations. However, the objective of superior transshipment is not only to reduce the overall cost of distribution and collection of cargo, but also to improve the time-to-delivery and the origin-to-destination movement pattern, and reduce the cost of transit. Abu Dhabi can leverage the benefits of Kizad to ensure the highest degree of logistics and drayage services in the region. Port management can create and implement intricate supply chains to provide high value and seamless intra-modal transfers, which will further increase the efficiency of cargo handling.
Let’s Benchmark! ❱❱ Anchorages and Buoys
Vessels are becoming longer and larger, therefore surplus buoys should be removed to save costs. Extra areas should have anchorages relocated for standard sized vessels.
Port of Hong Kong, China
The ports might want to conduct one-hundred percent evacuation exercises to improve emergency preparedness. It should enhance communication to enrich the outreach amongst all involved terminals, institutions, and labor. Further improvements include incorporation of sophisticated techniques related to inspection to prevent any untoward incidents.
❱❱ Information Systems
Customer Relationship Management: Enhancements and full utilization of the CRM system will facilitate a seamless flow of valuable information about every single vessel docked at the port and help determine possible improvements for the future. Data Assets and information management: The day to day operations of the port generates massive quantities of data which remain dormant and ignored. By creating data management systems, management can trace all operations which are recorded digitally. Data analytics and data mining can then turn the data into valuable information about port operations and help decision makers determine the optimum way forward.
❱❱ Waste Management
Waste management teams are an integral part of environmental catastrophe prevention and containment. Many of the vessels arriving at the port are already contaminated before docking and the bunkering process possess a high risk of spillages and leakages. The environment is a key priority to Abu Dhabi ports and is evident by their numerous campaigns. By streamlining the waste management process at all ports under the control of ADPC, any possible harmful effects to the environment or the community will be minimal.
PORT OF HONG KONG is one of the busiest in the world, even while it faces massive
competition from the neighboring ports of South China. The constant pressure has resulted in the Hong Kong Port Plan 2020, which aims to develop better infrastructure and adopt best practices to ensure maximum efficiency. Some of the initiatives underway are: Super-connectivity Initiative: Improving the overall land connectivity and accessibility has proven to be crucial for Port of Hong Kong competitiveness with its neighboring ports. On-land transport infrastructure has proven to be extremely important for the port’s success. Power Port Initiative: The government’s role in creating a sound framework for the numerous operators working at the port. Significant improvements have been made at Kwai Chung Container Port to capture efficiency gains. Rationalization Initiative: The Hong Kong Government is taking on the role of facilitator with the container operators to increase berth capacity at KCCP to increase productivity. Port of Hong Kong has maintained its position as an industrial leader through rapid adaptation and innovation. The port reshaped its shipping patterns to retain the advantages of its high efficiency.
❱❱ Non-Container Cargo
The port has a total non-container capacity for both ocean and river cargo of 59,359 tons, segregated into petroleum, coal, iron and steel, cement, and other. For efficiency, river cargo is further separated into stone, gravel and sand, iron and steel in break bulk, crude materials, various fuels in liquid bulks, etc.
❱❱ Port Determinants
Consignees and shippers have the option to choose from various competing ports in the region. The principal factor which determines the choice is the efficiency in terms of cargo handling and minimization of costs related to transport and thoroughfare. Road haulage costs is a key weakness for the Port of Hong Kong. However, in terms of on-port efficiency. Hong Kong is significantly superior to its competitors.
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Jebel Ali, Dubai DUBAI’S PORT, Jebel Ali, was developed in the late 70s to supplement the operation of Port Rashid. However, Port Jebel Ali is now considered the largest port in the Middle East and the world’s largest man-made harbor.
❱❱ Geographic Variables The strategic geographic location of Port Jebel Ali has made it the most frequented foreign port by the United States Navy. Due to the depth of the harbor and the size of the facilities offered by the port, ships of all sizes and types can be accommodated. Navigation Channels: The International Navigation Association guidelines were applied for the design of all navigational channels at Jebel Ali and then as a: a two way channel was preferred over the industrial standard to cater to the rapidly growing traffic at the port. Reclamation and Dredging: For Jebel Ali, the reclaimed land volume significantly outweighs the dredged volume due to the geographical location. Future dredging can be done within a 20km radius which will reduce the variable cost.
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❱❱ Cargo and Ports Facilities Port Jebel Ali is considered the 8th largest container terminal in the world, with 13,300,000 TEUs. According to an analysis conducted by HPA, the amount of throughput should be at an estimated 58,380,000 TEUs. The estimated amount was determined based on the current population and economic growth trends within the Emirates. The cargo storage consists of 109,435 m2 of covered storage and 959,604 m2 of open storage. The port has a fully computerized and air conditioned storage facility for the storage of perishables. Appropriate facilities are available for open containerized cargo such as break bulk, Ro/Ro, dry bulk, petroleum and other liquid bulks. Apron Area: This is the area on the waterfront side of the pier or wharf where the cargo is prepared for unloading and loading. The apron area should be composed of a five-meter service land, total depth of 80 meters, 15-meter hatch covers, 30-meter crane tracks, and a 30-meter traffic lane. All of which is available at the Jebel Ali Port along with extra depth to provide flexibility.
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THE ABU DHABI AWARD
FOR EXCELLENCE IN GOVERNMENT PERFORMANCE
HE ABU DHABI Award for Excellence in Government Performance (ADAEP) was initiated in 2006 through resolution no. 45 by H.H General Sheikh Mohamed bin Zayed al Nahyan, Crown Prince of Abu Dhabi, Deputy Supreme Commander in Chief of the UAE Armed Forces, and Chairman of the Executive Council. The Award committee is chaired by the Secretary General to the Executive Council, Mohammed Ahmed Al-Bowardi. Criteria for award selection is based on the EFQM Model for Excellence, and uses its fundamental concepts as criteria to assess the performance of various government entities and personnel in their effort to achieve excellence.
The Award was created specifically for the Abu Dhabi government organizations and government-owned enterprises as part of a vision to improve performance and place Abu Dhabi in the top five governments of the world. The Award is not meant to segregate winners from losers, but to provide a comprehensive framework within which firms can assess and evaluate themselves, and shine a light on where improvements can be made. It provides a road map for agencies on their journey to excellence, and is built upon years of experience and specific knowledge. The combination of experience
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and knowledge creates a type of organizational and operational wisdom to guide through all aspects of business. In essence, the Awards are a tool for the implementation of the EFQM Excellence Model, which, in turn is designed to motivate the Abu Dhabi Government to forge toward its goal of excellence. Through the adaptation of Total Quality & Excellence principles, government organizations can develop sound leadership that can rally their teams to deploy strategies through effective and efficient management of processes and resources, and achieve excellent performance and results.
Award Structure The Abu Dhabi Award for Excellence is built on a pyramid structure which places the four award categories in a hierarchy of ascending levels, and is based on the concept that an organization can only achieve excellence through human resources that deliver top quality results in all their projects. The government entity displaying the greatest level of performance, and meets the high standards set by the ADAEP is awarded the overall winner of The Best Abu Dhabi Government Entity. This challenging award is on par with all international standards of excellence.
FINE d RE n a t ac
The ADAEP awards individuals in five different categories, recognizing service to the government, and
A E Ap S S E S S A ND R E FI N e p ro ache m y o l s and De p
ASSE S S im p
Category 3: Individual
nd develop Plan a ROACHES APP
These Awards address best practices in team projects that have increased the effectiveness of an organization, and projects that have gained national recognition and appreciation for developing methods which add value for stakeholders and encourage improvement. The award also recognizes organizations that inspire teamwork, collaboration, participation, and involvement of all groups to develop creative solutions. The subcategories of these projects are Improvement, IT Enabled, Leading Edge Transformational, and Best Project in Abu Dhabi.
Dev elo pt
S ACHE PRO AP he
Category 2: Team Project
ULTS RES e th
Government Entities which have demonstrated the highest levels of sustained or improved performance in specific areas are based on the enablers and results criteria. Each of the four sub-categories is used to judge entities. The entities are then scored based on these model criteria: Customer Service, People Development, Institutional Capacity, and Leadership.
Individuals are awarded for exceptional performance in one of five different categories: Excellent Employee in the Technical Field, Excellent Employee in the Managerial Field, Excellent Employee in the Professional Field, and Best Employee in Abu Dhabi Government Service.
There are four categories of prizes awarded to entities with the best performance in specific qualities which set them as overall achievers in all aspects of the organization: Best Initiator, Best Implementer, Best Impactor, and Best Integrator. Each have different levels of score requirements that need to be achieved in the previous cycle of the ADAEP.
Category 1: Entity
performance as role models of excellence. This award serves to motivate government employees and reward exceptionally talented and committed personnel who have participated in enhancing the government’s performance.
N PLA the OY
THE FOUR CATEGORIES AND THEIR CRITERIA ARE LISTED BELOW:
ASSESSMENT MECHANISM The ADAEP assessment mechanism is an extremely complex and rigorous process which consists of scoring based on the European Foundation for Quality Management’s (EFQM) Model for Excellence and its fundamental concepts and theories. Each category of the awards has its own scoring system, and is assessed through many stages.
ument of at least 75 pages, based on the Criteria for Excellence in the EFQM Excellence Model. All criteria, with the exception of two are given equal importance. The exceptions being Customer and Key Results, and both carry more weight in the marking process. Each criterion is assigned a percentage of the total score, and calculated using the RADAR theory (Results, Approaches, Deploy, Assess, and Refine). The RADAR theory (left) offers a framework for the assessment of Enablers and Results. The Enablers criteria are Approach, Deployment, Assessment, and Refinement. Results assessment criteria are Relevance and Usability, and Performance Outcomes. These criteria are simplified into attributes that can be quantified. An organisation will be awarded points based on these attributes, producing a score card based on the excellence criteria and RADAR theory. A team of highly qualified assessors will evaluate the firms on a scoring matrix scale of 0-1000 on their “strengths” and “areas of improvement”. To arrive at an objective feedback, assessments are conducted separately. Assessors also review feedback reports from the previous cycle of Awards to ensure recommended improvements have been implemented by the organisation. Following the initial assessment of submission documents, a site visit is carried out to verify the information in the documents and inspect the workings of the firm. Following the site visit, consensus reviews are made and feedback reports are generated and presented to the jury for final winner selection.
Category 1: Entity
Category 2: Team Projects
Firms applying for this award are required to submit an A4 sized doc-
For this particular award, firms are required to submit a 25 page,
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EMPOWERING EXCELLENCE Enablers
Processes, Products & Services
Partnership & Resources
Customer Results 25%
Society Results 10%
Learning Creativity & Innovation
5,000-word document clearly stating which subcategory of the Project Awardis being applied for. The submission process utilizes the STAR Methodology: Situation, Task, Action Taken, Results. This explains the Situation, or issue addressed in the project, the Task planned to solve the issue, what Action was undertaken by the team to execute the plan, and finally, what the Results of the actions were.
The submitted projects are assessed using the excellence criteria and scoring matrix. The selection process includes an independent external moderator who screens the reports submitted by individual assessors and shortlists the projects for site visit and presentation to the jury. The GEMS method of assessment is used by the jury for selecting the final winners, and entails evaluating the projects on Gains, Execution, Management, and Strategy.
Category 3: Individuals This relates to government employees who have exceeded all expec-
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tations, who have risen above their peers, and made vast contributions to the benefit of their entity in a quantifiable and distinctive capacity. The method of application for this category is an A4 size, 15-page document containing 3000 words, stating the specific award title and a detailed submission describing their attributes which are worthy of recognition. This could be a specific personal project, a personal achievement, or a consistent display of hard work, commitment, and competency throughout the entire previous year resulting in tangible benefits for the firm. Once this is established, the employee can base their submission around the STARS methodologyâ€” Situation, Task, Action Taken, Results, Summaryâ€”addressing each of these in the document. Situation provides a personal, educational, and work related profile of the candidate. Task explains responsibilities and challenges of the current role, opportunities explored and obstacles overcome to
Key Results 15%
enhance and develop the role. Actions relate to achievements and accomplishments. Results offer specific quantifiable data to support achievements for the individual and the entity. Finally. Summary provides a personal closing statement explaining why the individual believes they deserve this award, what it means to them, and details of their future three year plan. These documents are reviewed using the assessment criteria and scoring matrix, then feedback reports are created and reviewed by an external independent moderator who shortlists individuals for the interview process. The jury selects the winners based on the CEED (Contribution, Ethics, Excellence, and Discipline) and INSPIRE (Inspirational, Natural, Sincere, Passionate, Innovative, Responsible, and Exceptional) frameworks which offer an objective, multifaceted solution to the selection process.
PARTICIPATION Every cycle of the Awards witnesses a growing number of participat-
EMPOWERING EXCELLENCE ing firms, with 22 firms participating in the first session in 2007 increasing to 48 government organizations in the third and latest session in 2013. Any government entity can participate in the Awards as long as it is an executive department or a public sector agency providing public services, and is non- profit. Abu Dhabi Government owned SOEs can also apply once they are 100% government owned and provide services to the general public. Each of the
award categories has its own extensive guidelines for eligibility, specific to team projects and individuals. The 3rd cycle of the ADAEP which took place in November 2013 saw 16 winners from a total of 24 award categories (12 for individuals and 12 for entities). The remaining eight awards were not awarded as there were no nominees which met the high standards of excellence set by the Abu Dhabi Awards committee.
Awards not given included the excellence award for best entity in customer service, waste management, and knowledge management as well as the excellence award for best overall government entity. The decision not to award the aforementioned category is a testament to the high standards expected from Abu Dhabiâ€™s government leaders, a move which will only serve to further motivate government entities to work harder in their strive for excellence.
THE ABU DHABI AWARDS FOR EXCELLENCE IN GOVERNMENT PERFORMANCE 2013 Category 1: Entity Best Government Entity in Human Resources Development: received by the ABU DHABI POLICE The E-Government Excellence Award: received by the Abu Dhabi Police
Category 3: Individual Award for Administrative Support was awarded to Mahra Al Daheri, a Public Relations Officer at the Abu Dhabi Food Control Authority
Best Entity in the Leadership Category: ETIHAD AIRWAYS
Dedicated Long Service Employee Award: received by Brigadier Najem Abdullah Al Hosani, Head of the Social Support Centers Department who served the Abu Dhabi Police for 37 years
Excellence Award for sustainable Emiratisation: Al Ain Municipality
Distinguished Employee in Field Service Award: received by Assistant Tareq Saleh Al Kindi from the General Directorate of Central Operations of the Abu Dhabi Police
Excellence Award for Entity with Best Financial Practices: ABU DHABI EDUCATION COUNCIL
Distinguished Employee in Customer Service Award: received by Colonel Suhail Saeed Al Khaili, Chief of the Vehicles and Drivers Licensing Section of the Abu Dhabi Police
Category 2: Project/Team Best Strategic Transformational Project/Team: The Port Khalifa Project of Abu Dhabi Ports Company (ADPC)
Special Awards for Long-serving government employees Saif Al Niyadi, for over 50 years in Abu Dhabi public service at various posts Kamal Al Haj, age 65, Executive Director of the Accounts Section at the Department of Finance, for 40 years service
Excellence Award for Non-Supervisory Customer Service- Saada Al Mansouri from the Family Development Foundation Excellence Award in the Executive Directors category: Dr Omniyat Al Hajri, Director of Public Health and Research at the Health Authority Abu Dhabi Excellence Award in the field of Supervision and Management: received by Abdullah Khalifa Al Darmaki from Al Ain Municipality Excellence Award in Specialization: Ruqaya Nasser Al Saeedi, Zayed Higher Organization for Humanitarian Care and Special Needs. The New Employee Excellence Award was won by Klaitham Saeed Al Nuaimi of Al Ain Municipality Excellence Award in Technical field, received by Engineer Majid Al Kathiri, Head of Traffic Services at Abu Dhabi Municipality
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The Power of Knowledge Sharing
Charles Galunic, INSEAD Professor of Organisational Behaviour and The Aviva Chaired Professor of Leadership and Responsibility and Jennifer Petriglieri, INSEAD Assistant Professor of Organisational Behaviour
SYSTEMS TO MANAGE THE WEALTH OF KNOWLEDGE INSIDE COMPANIES CAN HELP JUNIOR STAFF GET A LEG UP IN CAREER ADVANCEMENT”
NOWLEDGE MANAGEMENT systems help connect workers to knowledge and other people regardless of physical distance. They are wide-ranging and can vary from custom-designed knowledge repositories to web-based systems which comprise discussion forums, file sharing and organisation charts, to name but a few features. There is no shortage of companies offering IT-based solutions to help harvest
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an organisation’s collective intelligence and these have only expanded in number since the advent of Web 2.0. “Electronically linked communities”, “expertise locators” and “lessons-learned databases” will be familiar terms to Chief Knowledge Officers (CKOs) ̶ those seeking to share wisdom throughout the organisation. But how much of an impact do these systems have on the careers of those using them?
In a study with Kishore Sengupta, INSEAD Associate Professor of Information Systems, we looked at the use of a knowledge management (KM) system in a well-established strategy consulting company we’ve named Morpheus for the sake of anonymity. In total, we were able to access the data on 250 consultants within the organisation, from junior level to senior consultants who were all on the “partner-track”. We were able to see what type of data
the consultants accessed, whether it was explicit, “encyclopaedic” knowledge, such as PowerPoint presentations, project proposals, tables of contents and analyses of market trends, or “social” knowledge which implied more tacit knowledge and concerned contact information, directing individuals to experts within the firm. We were then able to map this against the speed of consultants’ promotions within the firm.
ROAD MAP OF AN ORGANISATION We found that KM system use helped the career progression of junior and mid-level consultants. In particular, those junior and mid-level consultants who used social information from the KM system were promoted more quickly because they were able to build a network and connect to key people in the firm. As such, a better sense of the social landscape was more likely to be established by these individuals with several benefits. Firstly, the KM system, because of its neutrality, allowed younger consultants to connect to the right people without being influenced by other colleagues’ opinions of these key people. They also had access to experts they would otherwise find difficult to approach. For those in mid-level positions, where networks may already be established, the KM system facilitated their move away from the “lovable fool” within the organisation – someone who is liked and easily approachable but not necessarily the best person to go to for information - and instead gave them access to the best source of information. Secondly, we suspect, that by connecting to the right people, consultants in their early and mid-careers were able to form their professional identity by using these people as role models for how senior consultants behave and think. Morpheus was therefore able to benefit from employees who gained in creativity, social capital and a deepening sense
of what it meant to be a professional consultant, which, for a firm that prides itself on “customised strategic consulting services”, there was clear added-value. The diverse nature of the knowledge accessed through the KM system (encyclopaedic and social) was also a contributing factor to the career pace of these individuals and as the firm relies on these junior consultants to “feed” the higher positions, the added-value to the firm was again evident.
FEWER BENEFITS HIGHER UP THE LADDER One surprise finding was that senior consultants’ career progression through KM system use was insignificant compared to employees lower down the career track. The underlying reason is probably that they had already established themselves within the firm and relied more upon their own understandings and relations rather than accessing knowledge through an IT system (which could be interpreted as a sign of weakness). While the use of KM systems was therefore not seen to be beneficial organisation-wide, in terms of career progression, it points to the opportunity to build more “collaborative” systems where people are “pulled out of their boxes” and encouraged to discover what other colleagues are working on. Ideas and knowledge can be shared via online seminars, forums and virtual meetings – as such, a collaborative KM system could overcome the constraint that “the content in the system is only as good as the people’s ability to use it” – in other words the knowledge is not meaningful without an understanding of the nuance behind it. Executives’ working lives are busier than ever and asking them to contextualise the knowledge that they
JUNIOR AND MID-LEVEL CONSULTANTS WHO USED SOCIAL INFORMATION FROM THE KM SYSTEM WERE PROMOTED MORE QUICKLY” share through the KM system can prove to be a challenge, but online networking could provide an obvious solution.
NO MAGIC WAND Knowledge management systems are undoubtedly costly to acquire and maintain with current information. They should by no means be thought of as a magic wand to be waved at your organisation’s complexities, but we have seen that the career progression of younger and mid-level consultants can be enhanced through their use. As a professional services firm whose business model relies on the knowledge they bring to the market place, there is a strong reason to develop your junior consultants’ capabilities as much as possible. They do, after all, form the bulk of the fee charging population of your firm. As a junior consultant starting out on your career, by taking advantage of the knowledge available in the system and the networking opportunities open to you – your career can only benefit. The investment should certainly be considered.
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Sultan Al Jabri
Vice President Regulations, HSE and Security
ULTAN AL JABRI is an Emirati visionary. Indeed, whilst his peers were accepting positions with the Abu Dhabi Police Department, local oil, companies and government entities, Al Jabri had already packed his bags and bid his family farewell. Going to study in the UK was not unusual for young Emiratis – signing up for maritime studies was. “It’s pretty rare to find an Emirati working in the maritime industry,” said a proud Al Jabri. “Actually, I think it’s unusual to find an Emirati who trained abroad and then returned to the UAE to serve in the maritime field.”
Sultan Al Jabri joined Abu Dhabi Ports Company (ADPC) in 2009 with more than a decade of industry experience as a Port Regulation Senior Manager for the Ports unit. In 2012 he was appointed as Vice President, Regulations, HSE and Security in recognition of his focused approach, leadership skills and enthusiasm. Despite a rich heritage in fishing, pearl diving, and a general affinity for the water, Al Jabri says people from the UAE shy away from the maritime industry as the job requires them to work away from home for prolonged periods. “Emiratis are very family orientated, and because of this a career in port management can be difficult. It’s certainly not the kind of job you learn from inside of an office,” he jokes. “In the beginning you are
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Sharing Excellence away from home for long periods of time. As part of the job, you are required to work on ships in remote areas for months on end. It takes a certain type of person to accept this, and I appreciate that not everyone can.” Sultan Al Jabri left the UAE for the colder climes of Newcastle in northeast England. He acquired a Higher National Diploma in Marine Engineering from South Tyneside College, which, in 2001, paved the way for obtaining a BEng in Marine Engineering from the University of Northumbria, Newcastle. “I felt that I needed to gain as much experience as I could,” says Al Jabri. “I didn’t want to just acquire a qualification and then return home. I knew I needed to immerse myself in the industry, and spent six months at a time on ships… and it was hard work!” On arrival into the UK, Al Jabri and a few UAE friends weren’t sure what they were up against: having to battle with bitterly-cold temperatures, and adjusting to a whole new environment, both socially and culturally. As if that weren’t enough, they also had to grapple with trying to understand and make sense of the Geordie accent and dialect! “When we first arrived in Newcastle my friends and I thought people were speaking a different language!” says Al Jabri fondly. “It was so cold, and at times quite tough, but the people there had their hearts in the right place and were very warm towards us. We started going to St James’ Park to watch football, and I’m proud to say I still support Newcastle FC to this day.” Al Jabri continued to further his education and five years later he graduated with a Master’s degree of Science in Maritime Operation and Management from London’s City University. “Coming home for the holidays
made it easier,” he says. “Of course you get homesick but when I look back I know it was all worth it.” Early conversations with his parents were plagued with confusion and concern, but a determined Al Jabri continued to follow his dream. “My parents are very proud of me and I am very proud of myself to be honest,” he says. “I am considered one of the very rare qualified maritime Emiratis in the region. Even now I get loads of questions from my friends, such as how do vessels sail at night? Can you see? What if the ship sinks? People have perceptions and I enjoy explaining what I do now.” He was awarded a Project Management Professional certificate by the US Project Management Institute in 2010 and holds the Harbour Master Diploma from Lloyds Maritime Academy, UK. “A port plays such a big role in the economy. It’s almost the gateway to prosperity. I see it as my mission to provide good services for businesses in the UAE to grow as well. Without us they cannot expand.” he says. Before joining ADPC, Sultan Al Jabri worked for Abu Dhabi National Oil Company (ADNOC) in Oil Spill Response Management. He was promoted to a managerial position, and ultimately appointed to Crisis Management Coordinator, providing support to all of ADNOC’s groupwide operations. Today, at ADPC, a government-owned organisation which was established in 2006, Al Jabri leads a team across a broad section of more than 100 staff, including Health Safety & Environment (HSE), security, and a wide range of contractors and consultants. “I started as a senior manager and worked hard in different departments,” he says. “I always want to make improvements.”
Al Jabri started at ADPC in a workforce of just 200 employees. At present, the company has over 1,000 employees in addition to outsourced staff. “I really feel that I’ve been part of the journey. I have experienced the growth first hand and it only fuels my passion,” he says. “There have been many challenges as well as good times along the way. I believe the people here enjoy the ups and downs.” Passion is the key according to Al Jabri who advises that you must “be
A PORT PLAYS SUCH A BIG ROLE IN THE ECONOMY. IT’S ALMOST THE GATEWAY TO PROSPERITY. I SEE IT AS MY MISSION TO PROVIDE GOOD SERVICES FOR BUSINESSES IN THE UAE TO GROW AS WELL. 29 WITHOUT US THEY CANNOT EXPAND.” happy in order to excel, and passionate about what you do for a living. Not just for yourself, but also to enhance and help others to develop further. Keeping the passion alive amongst my team is my most important daily task. I need to understand what their challenges are; try to open doors for them, help them to think outside the box and allow
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30 6.4 million containers handled by Abu Dhabi Ports (Q1, Q2 2014), an increase of 37% from 2013 Khalifa Port offers 12 more direct links to destination ports for a total of 52 direct links 2 million containers handled at Khalifa Port since opening on 12/12/2012 (20% year on year increase) Khalifa Port sets new regional record for truck turnaround time of 12 minutes, down 70% from 40 minutes in 2012
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Winner of The Maritime Standards Award 2014 for â€œPORT OF THE YEARâ€?
Sharing Excellence them to grow with energy. They must be inspired – the ultimate goal is to keep everyone happy!” ADCP is committed to developing its staff, a mantra which has been firmly upheld since inception. In addition to his other titles, since 2012 Al Jaberi also heads the internationally accredited ADPC Maritime Training Centre which has developed significantly under his vision and guidance. Al Jabri believes it has been this on-going support that has seen him grow and says he now aims to do the same for the people he personally manages. “I have been given all the support I could wish for in order to grow and flourish in this business,” he admits. “I was given the opportunity to visit Antwerp for a few weeks to see how another port operates, and recently I sent four of my staff to do the same. It was a big change for them as well as being a reward. They returned excited, fresh, and with good ideas.” Al Jabri’s duties have expanded to include the planning and implementation of policies, procedures, practices, and strategies for ADPC Ports Unit activities, ensuring compliance with all applicable laws. He is Abu Dhabi Department of Transport’s liaison with other government regulatory agencies overseeing ADPC port activities, and represents ADPC at international forums. He believes it is of the utmost importance to benchmark ADPC against other international ports. “It’s easy to get stuck in our ways and believe we are doing everything right when actually we may be able to do things better.” Al Jabri and his team work tirelessly to raise standards across all port departments. He is a respected leader at the helm, and by his own admission he claims that some improvements were needed when he first came on board. “We didn’t
have the right strategy, approach, or response to oil spills,” he says. “We have looked into the risks and started to engage with international consultants, and now follow best practices from around the world.” The right equipment, skilled staff, and correct ‘know-how’ are all responsible for improved standards, according to Al Jabri, who is unwilling to accept credit for himself. “It’s a full team effort,” he insists. “Operational services and environmental practises must be better than average otherwise international trade will not come. Our customers are international, and a ship coming from Hong Kong or Shanghai will
fa Port and Kizad are inter-linked, offering a comprehensive logistics network with optimum supply chain efficiency and connections. With an initial overall investment of AED 24.2 billion (USD 6.5 billion), Khalifa Port and Kizad represent one of the biggest industrial projects ever undertaken in the UAE. In addition to developing Khalifa Port, ADPC is upgrading Zayed Port, the capital’s home port since 1972, to house a world-class cruise terminal. “People are the most valuable cargo so we will make sure there are more resources for this project,” he adds. “The first phase development
THIS IS A VERY EXCITING AND PROUD PROJECT FOR ME. IT IS LIKE WELCOMING PEOPLE TO MY HOME.” expect the same standard of service which is provided in Singapore or elsewhere in the world. That’s a big challenge for us.” Container trade has been relocated to Khalifa Port, a state-of-theart facility capable of handling an annual capacity of 2.5 million TEU containers and 12 million tonnes of general cargo. When all development phases are complete, Khalifa Port will be equipped to accept 15 million TEUs and 35 million tonnes of general cargo every year. “By 2030 we aim to be a key player in the success of the Abu Dhabi economy and together with Kizad, the neighbouring industrial zone, to contribute towards a massive proportion of non-oil GDP”. Khali-
of the cruise terminal has already been successfully completed, and this is a very exciting and proud project for me. It is like welcoming people to my home.” A man with the weight of a nation on his shoulders when it comes to health, safety and regulations, Al Jabri couldn’t be blamed for having developed a permanent state of paranoia. “I don’t expect the worst but I always make sure I’m prepared for it! We continually carry out practise drills and safety exercises and ensure that our standards are up-to-date,” he says. “I think I’d live on a knife’s edge if we were not properly prepared, but since we are, then I’m OK. I drive to work relatively fearless. We are ready for anything.”
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Abu Dhabi Ports Company W HEN GARY LEMKE JOINED Abu Dhabi Ports Company (ADPC) as Executive Vice President (EVP) he literally brought with him a world of experience. From humble beginnings in Felixstowe, a weather-beaten coastal town in the UK’s south east, Lemke has been fortunate to have worked in the shipping industry in Mexico, The Bahamas, Oman, Tanzania, Saudi Arabia, and currently, Abu Dhabi. “Bouncing around to different countries has done myself and my family the world of good, and I’ve been very lucky because ports aren’t always built in the nicest places,” he explains. “The Bahamas probably means the most to me from a personal point of view because it was where my children grew up. Running around barefoot was normal for them. The beach was their playground.”
Lemke believes that both his career and family have benefitted from being shipped off from his childhood home in 1996, and says ultimately it’s the catalyst that brought him to Abu Dhabi’s shores. “Travel and culture are two things that shape lives and people,” he added, “and because of this I believe that as an individual, and a manager I am a more rounded person, and certainly my children are also well rounded young ladies!” “Living abroad is an education in itself; it’s a privilege, and kids who grow up in different countries are exposed to foreign languages and
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alternative cultures. He explains that his children “often attended local schools, and had a lot thrown at them, much like the working environment. Academics aside, the fact is they are world citizens. I know for sure that what they’ve gained by moving all over the world with us has well out-weighed any academic qualification they could hope for.” Lemke’s travels have singled him out as the ‘go-to guy’ for ADPC. Basically, whatever Lemke doesn’t know about ports, probably isn’t worth knowing. “We’re sitting in front of what is the historic gateway port for Abu Dhabi,” he says, gesturing towards wrap-around glass windows over-
looking his sea palace. “Zayed Port has been bringing in the majority of the traffic and is the central lifeline for the country – for decades.” Lemke, a keen fisherman, describes his transition into the shipping industry as an “educated accident”, adding that, “In Felixstowe the port and boat industry is the main line of work, and as a young lad I landed into this operations job in the yard”, he recalls. “It was a varied role for a major shipping company, and after three years I was approached by the port to join them in another operations role as a ship planner.” Three years on, Lemke was promoted to managing a team of ship planners and yard controllers, and
after three successful months he was offered his first overseas project in The Bahamas. “The roles I started with were all very pivotal positions, and I had to learn about the ‘ins and outs’ from scratch, and that is an education like no other,” he says. “I developed a passion and I was comfortable around boats.” Lemke’s passion unfolds as he reveals a host of information spanning more than 30 years in the shipping industry. “I once read that there are 12 billion gallons of water moving around the world every year in ship holds to keep them stable. Think about that number,” he politely requests before a pause. “It’s staggering when you consider what we’re doing in this region alone in terms of shipping, you can really start to understand the utilisation of ships all over the world.” Its Lemke’s deep rooted passion for his profession that fuels his ambition to place ADPC on the world’s map. “The government has invested billions of dollars,” he reveals, “and our focus is to make ADPC the leading port not only in the emirate, but also the region. We want it to be something special,” he proudly explains.
Qualifications Lemke holds an Executive Development Program qualification, completed at IMMD, Lausanne, Switzerland. He has completed Finance for Non-Financial Managers MCE and holds a Diploma in Port Operations and Management from the University of Cardiff.
ADPC is a government-owned organisation which was established in 2006 as part of the restructuring of the ports sector in Abu Dhabi. ADPC currently manages nine commercial, logistics, community and leisure ports, including its flagship state-of-the-art, deep-water Khalifa Port. The new port was officially inaugurated on 12 December, 2012 by President His Highness Sheikh Khalifa bin Zayed Al Nahyan and is the first semi-automated container port in the GCC region. “We’re not just a port owner and operator, we are also landlord and regulator and a project development company,” says Lemke. “I moved to the region because it attracted me some years ago. When
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Sharing Excellence you look at the GCC countries, each have their own significant development and investment strategies, and it’s impossible to not want to be a part of that.” “I learn something (new) every day,” he laughs. “You must never stop learning or trying to learn,” he says amiably, and there is not a shred of arrogance despite his elevated position. Lemke and Khalifa Port are casually on first-name terms as he refers to “her” simply as Khalifa. “Things have certainly moved on since my days as a young lad in Felixstowe,” says Lemke. “I remember when we got our first PC in the shipping department in Felixstowe, how everyone was so excited. It linked back to a main central system in Watford, just outside London. Nowadays there’s more power in a smart phone than there was in a computer back then, and we’ve come a very long way. Now I can track vessels on my phone if I want to – anyone can, and there are applications for it; you don’t have to be in the business.”
Lemke admits that remembering his roots inspires him to teach others and he is happy to pass on his wealth of knowledge and experience. “When I first started in this industry we did a lot of paperwork, planning ship movements on a big flip board and tracking them with stickers. The principles are still exactly the same but it’s a good feeling knowing that if all else fails, you can rely on good old-fashioned shipyard-taught skills.” Never complacent in his job, Lemke is always pursuing excellence, and one such plan is to upgrade the number of systems in ADPC by using solution-oriented technology. “Most readily-available technology providers only give you about a 75 per cent solution,” says Lemke. “We want to try and make them
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at least 95 per cent to really drive efficiency levels. We are constantly striving to expand the technology standards so we stay ahead of the game. Day passes on smart phones, tying in with a lot of government systems, these are just some of the things we are working on.” Khalifa Port now handles all of Abu Dhabi’s container traffic, general cargo, as well as roll-on and roll-off (RORO) freight, such as cars, vans and trucks. Amongst its state-of-the-art features is the maritime infrastructure, including nine of the world’s largest ship-to-shore quay cranes, 42 automated stacking cranes, 20 straddle carriers and comprehensive information and communications technology (ICT) services. Lemke informs that, “By 2030 we hope to be driving the business to 15 million containers a year.” At the other end of the scale, Lemke says it’s “rewarding” to serve smaller ports as well as expand the future of Zayed Port. “We manage small ports in the western region with fishing fleets where they’re moving cargo for everyday life. Whilst it’s very exciting to be a part of large-scale cargo improvements, we are also focusing on bringing people to Abu Dhabi.” Cultural icons including the Yas Marina circuit, the many museums; world-class hotels and facilities are just some of the reasons for visiting Abu Dhabi. “They are building quite a cultural centre. It’s development,” he adds. “All of this is being done so we can attract tourists through our cruise terminal. It’s a very different business offering, and is quite unique for me, in comparison to what I’ve done before.” Port Zayed received the first ship of the season in October this year and the estimated passenger figures for 2014/15 show huge potential. “A new state-ofthe-art terminal will be built and as our offerings start to take shape I
can only see numbers increasing,” says Lemke. Last year saw 180,000 foot passengers, with 220,000 estimated for the season ahead. “We’re predicting 300,000 for 2019, which I believe is very conservative. Cruise ships are interesting – a very different proposition than cargo. On a cruise ship each person is cargo and each one has an opinion. You have to manage the cargo very differently. Don’t get me wrong, there is always an agent or company that is capable of complaining on behalf of the cargo. But with passengers it’s a little more direct.” Lemke, who generally starts his day at 6.45am, says no two days are ever the same in this line of business. With 550 staff to manage – as well as a number of external bodies – the challenges are endless but worthwhile. “I like ships; it doesn’t matter whether it’s a grubby old container vessel or a fancy cruiser. That was my entry into the industry, I guess I still like doing that and meeting the captains and crew.” However Lemke feels he has a much bigger purpose. “Looking after ports is a huge responsibility,” he says. “We not only support growth but also drive it. Part of our job is to ensure the port does not become a bottleneck for economic growth, which means we have to predict and stay ahead of the demand. Abu Dhabi has a lot of development planned over the next few years and we need to make sure we allow that development to happen.” Lemke believes it’s this pressure that makes his job so interesting. “On one hand you’re dealing with passengers, then you’re moving cars, steel, scrap or piping. However far you roll down the organisation, everyone mucks in and has to be willing to give it everything. That includes me.”
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Overview of Abu Dhabi’s Ports Industry
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BU DHABI’S PORTS plays a pivotal role in enriching the economy of the region and its maritime transport is of strategic importance for the emirates. The combined volume handled by Abu Dhabi’s commercial ports (Musaffah, Khalifa and Zayed Ports) during Q1 and Q2 of 2014 was 6.4 million FT containers, an increase of 37% compared with the same period last year, clearly demonstrating the growing value in handling such high import and export volumes. Abu Dhabi Ports Company (ADPC) regulates and manages ports and industrial zones in the capital, and coordinates with the Department of Transport Maritime sector to develop a well-integrated, international standard maritime transport system. These two authorities initiate and implement all their plans, policies, and strategies in line with the Abu Dhabi Economic Vision 2030, the Abu Dhabi Agenda, and other government departments to create strategies that are aimed at diversifying the economy in the region.
ROLES AND RESPONSIBILITIES OF ABU DHABI PORTS AUTHORITIES ADPC drives the development, planning, construction, and operation of maritime infrastructure in the emirate, and their foremost role is to develop and manage worldclass ports and associated industrial areas in the region.
ADPC’S OTHER RESPONSIBILITIES: Sustainable development of ports facilities
Port infrastructure upgrade to meet the current and future requirements of maritime transport
Protecting the marine environment by minimizing vessel-sourced waste
Develop long term relationships with leading local and international customers
Planning and approving all maritime-related infrastructure projects
Contribute towards diversifying Abu Dhabi’s economy in line with Vision 2030 by becoming the preferred provider of world-class ports and industrial zones in the Gulf region
Supervising compliance and monitoring of related entities with Abu Dhabi’s Environment, Health and Safety Management System (EHSMS) policy, guidelines, and port pricing
The Maritime Sector of the Department of Transport (DoT) is another major player in the ports industry with its role as the main regulatory body for all modes of transport in the Emirate. The DoT has developed and implemented maritime regulations that ensure high levels of safety and security at all sea ports, waterways, and public water transportation, in addition to controlling all maritime trade in the Emirate.
CONTRIBUTION OF PORT INDUSTRY TO ABU DHABI’S ECONOMY
OTHER STATED ROLES AND RESPONSIBILITIES OF THE DEPARTMENT OF TRANSPORT INCLUDE: Achieving the highest standards of safety, security, environmental sustainability and the economic development of this sector Ensuring maritime transport in Abu Dhabi is consistent with local and international standards Implementing and proposing maritime legislation in cooperation with competent entities
Today, an estimated 60% of Abu Dhabi’s economy is dependent on the export of oil and gas. ADPC’s objective is to turn this around with major contributions coming from non-oil and gas industries. From the onset, Abu Dhabi ports have been a corner stone in making the Economic Vision 2030 a reality by shifting the focus from finite oil and gas resources to sustainable industries. Abu Dhabi ports offer market access to an estimated 4.5 billion people in four time zones. In addition, its strategic location offers excellent connections with outlying regions via a dedicated highway access and three international airport hubs. The Musaffah, Khalifa and Zayed ports’ state-of- the- art facilities allow an intermodal transport network through road, rail, and sea that is fully integrated with free trade industrial zones located in Abu Dhabi.
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MAJOR CHANGES AND DEVELOPMENT IN THE PORT INDUSTRY
Since its launch in 2006, ADPC has played a major role in the development and up-gradating of a ports infrastructure in Abu Dhabi. Two major achievements of the port authority include the development of Khalifa Port, and the launch one of the largest industrial zone in the world, the Khalifa Industrial Zone Abu Dhabi (KIZAD).
THE KHALIFA INDUSTRIAL ZONE (KIZAD) KIZAD, an industrial zone ideally located adjacent to Khalifa Port, is Abu Dhabi’s most singularly important economic project. The industrial zone is a cluster of industries related to metal products, aluminum, base metals, logistics, pharmaceuticals and health care equipment, paper, food items, and many more.
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Over 50 national, international, and regional investors have signed lease agreements to construct their facilities in the zone. Bauer International of Germany and Brazil Foods, the largest food processing company in South America, are just two of the renowned international brands with established operations.
functional since 2012 and handles all of Abu Dhabi’s bulk container traffic. The fact that the port is semi-automated allows for more container capacity: up to 2.5 million TEUs and 12 million metric tons cargo annually. Last year alone, the port handled a record one million containers in Abu Dhabi.
KIZAD is by far a much larger facility than Jebel Ali Free Zone (JAFZA), located approximately 80km away in Dubai. In comparison, JAFZA covers an area of 48 sq. km, whilst Kizad covers an area of 420 square kilometers—two-thirds the size of Singapore and a quarter the size of Greater London. The industrial zone is expected to create 100,000 to 120,000 jobs by 2030, and at least 15% of the country’s non-oil revenue within the next two decades.
ADPC’s long-term goal is to increase capacity to 15 million TEUs of containers and 35 million tons of bulk cargo by 2030, which will generate an estimated 15 percent of the non-oil GDP for the country.
KHALIFA PORT, ABU DHABI Khalifa Port is the second major development in the ports sector. As ADPC’s flagship port, it has been
ADPC’S ROLE IN ENSURING SAFETY AND SUSTAINABILITY OF MARITIME AREAS ADPC‘s key mission is to achieve sustainable development whilst supporting community needs and preserving local values. This is achieved both via their own strategic goals and priorities, as well as through relevant legislation and regulations dictated by the Ministry of Environ-
ment. It also collaborates with the Ministry of Presidential Affairs as marine traffic and other operations are within close proximity. A comprehensive coral reef protection program run by ADPC at the Khalifa Port and KIZAD continues to protect the surrounding marine ecosystem. This includes an award-winning environmental breakwater initiative, initiated with AED 880 million (USD 240 million), specifically designed to protect coral reefs and sea grass meadows in the Ras Ghanada Reef area. Due to this program, begun in 2008, recent data shows that this delicate environmental zone continues to thrive.
FUTURE PLANS TO BOOST ECONOMIC CONTRIBUTION OF THE PORT SECTOR In line with Abu Dhabi Economic Vision 2030, ADPC plans to further upgrade port facilities in the region to increase the contribution of ports to the economy of Abu Dha-
bi. One of the key components of this is to maximize the supply chain efficiency and consolidate cargo. This is effectively being improved within the next two years. Safety and reliability are other significant factors which will attract potential customers to utilize Khalifa Port, which operated 2 million man-hours with no lost time incidents as of August 2014. Since September 2014, ADPC have experienced an increase in volume for handling and transferring cargo which is a result of the Emirate’s expansion of key infrastructure projects. Currently, Abu Dhabi earns over 55% of its income and GDP through hydrocarbons, however, under their economic vision, the target is to reduce this to 35% by 2030. Upcoming projects with Emirates Steel, Abu Dhabi Airport, Emirates Nuclear Energy Corporation, and others will advance the goal of economic diversity.
The cargo for these and other projects is distributed across the nine non-oil ports owned by ADPC. The major port is Khalifa. This, along with the Khalifa Industrial Zone, is expected to contribute approximately 15 percent of Abu Dhabi’s non-oil GDP. This will have a significant impact in terms of diversifying the economy, and will also help support job growth outside of the hydrocarbon industries. ADPC’s strategic goals and key priorities are to increase the volume of cargo moved through the ports and increase the percentage of GDP achieved through ports and related services. By following the above initiatives, they are taking steps to achieve these goals. The port’s industry is becoming the backbone of non-oil GDP for Abu Dhabi with its world-class facilities and increasing cargo handling capabilities, and will serve an even more important role in the coming years.
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Whether you choose to stroll amongst the cafĂŠs of the Corniche, or savour the hustle and bustle of the Central Market, a serene oasis awaits your return. You will be captivated by Arabic splendour and tones and textures as warm as the welcome you will receive.
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Leadership Lessons from the Father of the Nation,
H.H THE late Sheikh Zayed Bin Sultan Al Nahyan
HERE IS NO BETTER TIME than the present for aspiring leaders and local entrepreneurs in Abu Dhabi to invest in themselves and explore the spirit of entrepreneurship! Following the example and vision of the late Sheikh Zayed bin Sultan Al Nahyan to em-
power his people to greatness, his son, The President of the UAE, H.H Sheikh Khalifa bin Zayed Al Nahyan, and the Rulers of the Emirates have ensured that strong government support and funding is available to Emiratis to tap into and ignite their start up projects!
If you have been lacking inspiration or need a motivational kickstart to set up your own business, then this article is for you. Drawing on the wisdom and success of the visionary leader and inspirational founding Father of the Nation, we look to the life of the
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Local Enterprise THOSE IN THE POSITION OF LEADERSHIP SHOULD DEAL WITH THEIR SUBJECTS WITH COMPASSION AND UNDERSTANDING, BECAUSE THIS IS THE DUTY ENJOINED UPON THEM BY ALLAH, WHO ENJOINS UPON US TO TREAT ALL LIVING CREATURES WITH DIGNITY” late and revered, Sheikh Zayed for insights on entrepreneurship and leadership. Sheikh Zayed was a man of profound religious faith and generosity; a determined hard worker, and a visionary leader who led his people and country into a new era of development and prosperity.
To truly comprehend the UAE one has to understand the life of Sheikh Zayed; this great ruler was born in Al Ain in December 1918, the youngest of four sons to the Ruler of Abu Dhabi, Sheikh Sultan bin Zayed bin Khalifa Al Nahyan, who ruled from 1922 to 1926.
where survival was paramount. Back then, everyone’s daily lifestyle was simple, even for members of the ruling family. In the late 1920s and 1930s, Sheikh Zayed acquired a thirst for knowledge that led him on a desert journey with his fellow Bedouin tribesmen in a quest to learn more about the life and travels of the nomadic Bedouins. Throughout his lifetime he was known to refer with nostalgia to his desert travels, and would fondly recall the important life lessons he learnt from the Bedouin desert life.
The Trucial state of Abu Dhabi, as it was known then, was an underdeveloped desert area with an economy largely based on pearl diving, fishing and date farming and simple agriculture. Education was limited to basic reading and writing lessons, and teachings in Islam by a local Imam.
In 1946, as the Ruler’s Representative in the Eastern Region of Abu Dhabi, centered in the oasis of Al Ain, he was responsible for administrating six villages and a bordering desert region. As a man who led by example, Sheikh Zayed was able to establish his vision of what he hoped to achieve for the people of Al Ain.
Camels - the ships of the desert, small boats and horses were primary modes of transportation in the harsh weather conditions
He succeeded in bringing progress to Al Ain by establishing basic administration, personally funding the first modern school in the emir-
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ate and actively pursued relatives and friends to contribute towards small scale local developments. In August 1966, Sheikh Zayed was appointed as the Ruler of Abu Dhabi and utilizing the valuable experience he acquired in public administration in Al Ain, he soon developed a vision of sustainable excellence for the citizens of the UAE. With Abu Dhabi’s first oil export in 1962, Sheikh Zayed wisely utilized oil revenues to fund greatly needed public and social services, including extensive development and construction programs for schools, housing, hospitals and roads. In 1968, it was clear that a British withdrawal from the Arabian Gulf was eminent. Seizing this opportunity, Sheikh Zayed and the late Ruler of Dubai, Sheikh Rashid bin Saeed Al Maktoum called for a federation that would include the seven emirates that now make up the United Arab Emirates. In 1971 the United Arab Emirates was formed and Sheikh Zayed was elected by his fellow rulers as the first President of the UAE.
6 Leadership Lessons VISION Sheikh Zayed’s unfailing vision for the UAE was accomplished by continuously setting the highest expectations for his country in politics, economy, education, and social goals. With this vision in clear sight, Sheikh Zayed provided his people with all the support and resources necessary to manifest this vision.
DEDICATION TO YOUR PEOPLE Sheikh Zayed said the following about being a leader, “Those in the position of leadership should deal with their subjects with compassion and understanding, because this is the duty enjoined upon them by Allah, who enjoins upon us to treat all living creatures with dignity”. Sheikh Zayed’s respect and love was easily earned by selfless devotion and commitment to the betterment of the people and his dedicated service to his nation. As a leader and statesman, he maximized the oil rich resources of the country to the benefit of the people and country, who benefited from education, employment and equality.
COMMUNICATION Sheikh Zayed was a formidable and charismatic leader with a simple and direct approach to communication. He had the ability to confidently express himself using clear and straightforward communication, enabling his vision to be shared and adopted. His speeches were a blend of sincerity and humbleness and a constant source of inspiration and motivation to his people. He was a natural listener, and was known to maintain an open door policy with his fellow Rulers and the general public. A true pioneer in the art of the recently coined term “Management by Walkabout”, Sheikh Zayed was renowned for appearing unannounced to check on the general welfare of his citizens and inspect progress on projects.
DIPLOMACY AND STAKEHOLDER MANAGEMENT Sheikh Zayed managed local and international stakeholder expectations with immense dignity and re-
spect, enabling him to forge great relationships based on harmony and mutual respect. In governing the nation, he drew from Arabian Bedouin traditions of consensus and consultation. At an informal level, that principle has long been practiced through the institution of the majlis (council) where a leading member of society holds an “open-house” discussion forum, at which any individual may put forward views for discussion and consideration. Sheikh Zayed formalized the consultation process and established the National Consultative Council in 1970, bringing together the leaders of each of the main tribes. A similar body was created in 1971 for the entire UAE: the Federal National Council, the state’s parliament.
PRAGMATIC PROBLEM SOLVING Sheikh Zayed instilled a deep sense of pride in his people and invigorated the young nation by setting challenging goals. Besides his humanistic qualities, he was admired for his pragmatism, easy down to earth attitude and problem-solving abilities. World leaders with whom he interacted with were captured by his infectious optimism and extraordinary capacity for patience. As an engaging leader who held strong beliefs in practicing peaceful negotiations in resolving disputes, he also possessed an inherent quality to draw his own conclusions, and offer fair and just solutions to local and regional issues.
HUMILITY AND COMPASSION Sheikh Zayed, known for his humble, generous and understanding nature was respected for the wise advice and support he bestowed on his tribesmen whenever they sought his council. As a generous leader, he cleverly managed oil revenues to the prosperity of his people and the development of his country. In the Balkans, Iraq, Afghanistan and other countries, the adopted policy in the UAE clearly reflects the desire of Sheikh Zayed to apply the good fortune of his country to those less fortunate. Through local charitable organizations such as The Zayed Charitable and Humanitarian Foundation, Abu Dhabi Fund for Development, which he established before the foundation of the UAE, and the Red Crescent Society, a charitable non-profit institution, the country now plays a global major role in providing relief and development assistance.
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HE POTENTIALLY transformative effect of e-commerce upon government institutions and agencies has been a widely recognized concept. With the increase in the number of public sector online initiatives, e-government is becoming an integral component of e-commerce. Traditionally, governments encouraged e-commerce development primarily through rules and regulations that were aimed at regulating online business activities and initiatives by private sector organizations and agencies. To achieve sustainable development, creating the infrastructure capacity for technology is of pivotal importance as the infrastructure capacity of a nation has a signifi-
cant impact on its production and consumption capabilities.
gagement, and increased productivity of public services.
In order to improve communication between consumers and governments and to facilitate technological learning, building an infrastructure capacity is is a top priority. It provides a foundation for learning and innovation while enhancing the capability of a country to diffuse technology and absorb knowledge.
A digital government covers the full range of digitalization â€“ from the core digitalization of public services to the digital infrastructure, governance and processes including front and back office transformation that is needed to deliver the new service paradigm.
Federal Government Digital Government Strategy Digital government can be understood as the optimal use of electronic channels of engagement and communication aimed at improving citizen satisfaction with services delivered by the government, increased economic competitiveness, fostering new levels of trust and en-
Whilst exploring the continuing effects of economic volatility, governments across the globe are striving to honor their promises to deliver economic growth, social progress, secure and safe nations, and to increase their own productivity. High performance governments in our era are going digital. To ensure high levels of citizen engagement and satisfaction, governments are
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Idea Watch beginning to provide citizen-centric public service at the time and place the technology is needed. The question that arises is: If citizens across the globe are looking to interact with a digital government, how prepared are governments to meet the rising public demand? Secondly, how aware are governments about the services and interactions that their citizens expect from them? Even though local initiatives in the United Arab Emirates started earlier, the federal e-Government program was introduced in 2001. One of the early e-Services that was offered at the Federal level was the electronic card called the eDirham in the year 2001 that was issued to collect government service fees. Today, the UAE has one of the most advanced communication and technology infrastructures. As a part of its national development strategy, the UAE government decided to own the identification process and provide unique and secure identities to its citizens. An identity management system of this level is intended to offer improved security, obtain higher levels of trust and confidence, and enhance citizen participation.
The United Arab Emirates is considered one of the highest investing countries that adopt and implement progressive ICT in its government and private sector. According to the UN e-Government 2012 survey, the UAE has made a remarkable achievement worldwide in the field of e-Government – one that focuses on the role of e-Government in sustainable development.
The Importance of Modern Governments to provide e-Services to its citizens Communication in today’s interconnected world is as important to us as our reliance in food, shelter,
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and air. The methods that are used to share information and ideas are changing rapidly and with the advancement in this technology, the creation and interconnection of networks is having a profound effect on the way we communicate and interact with each other. As the world becomes increasingly interconnected and as internet and communication services become immediate and accessible from anywhere, businesses and individuals can communicate with each other from anywhere around the globe almost instantly. This hyper-connectivity is acutely redefining relationships between consumers, individuals, enterprises, and governments whilst introducing new opportunities, challenges, and risks in terms of access to information and flow of confidential data. Our societies and economies, as a result of these developments, will continue to undergo transformations. Leveraging these transformations in order to maximize the positive impacts and increase resilience against the risks that integrated communication technology can bring to the society, environment, and the economy are critical for improving economic competence and well being. Because of the turbulence experienced by the global economy during the past few years, governments and enterprises are doing everything possible to regain momentum and promote sustainable growth. As we step into the New Year, we continue to face challenges. The impact of communication and ecommerce technologies on each industry has become far more reaching; its transformational effects expand to multiple sectors of the economy and society through the emergence of new industries in the age of connectivity.
Progress in Digital e-Government Services The world economy is growing steadfast to be an economy that would be entirely based on technology and knowledge where the modern management systems will enforce the government and business organizations to develop methods for the creation of a knowledge-based economy that has become the fundamental criterion for success and excellence. (Ali Al Kamali, Managing Director, Middle East Excellence Awards Institute) Government agencies benefit from the streamlined operational opportunities of embracing e-Government, but the citizens also benefit from, if nothing else, the simple knowledge that the information they require from their government is readily available. Governments that are making great strides in e-Government development provide citizens with an open forum to express opinions and interact directly with decision makers in real time. The UN Department of Social Affairs, a department within The United Nations Department of Economic and Social Affairs (UNDESA), surveys its 193 member states and compiles analyses and best practices from those surveys. Progress since the bi-annual survey began in 2010 has been rapid with notable and valuable benefits to citizens. The report, titled “E-Government for the Future We Want” is available on the United Nations Public Administration Network. The highest ranking countries in the survey have achieved outstanding results in all areas of the study and have shown marked increase in the use of e-Government facilities over the last few years. Citizens use the portals to educate themselves on the structure of their governments, acquire information about officials at all levels of their government, and can easily obtain docu-
Idea Watch mentation such as birth certificates and apply for permits and request other services. These portals also allow people to interact with their governments in real time. Vendors who work with governments have easier access to the order process and information concerning daily business with government departments. The availability of a wide range of information at these top-ranked e-Government portals allows for more transparency of government operations and visibility into public expenditures. These benefits of e-Government portals help to create faith and confidence in government among the citizens and even more, help government officials to be more responsive to citizen desires. Here, in our own part of the world, The Middle East Excellence Awards Institute recognizes government and private institutions that, through their pursuit of innovation and excellence, combined
with strong leadership, have contributed significantly to the growth and development of the regional and global economy. Awards for e-Government and e-Services are presented for superior achievement in areas such as overall initiative, municipal government, courts, schools, parliament system management, and government application development. The Middle East Excellence Awards Institute feels that the importance of recognition not only brings media attention to the success of the region’s economic development, but also builds credibility for the enterprise and helps to build its reputation. The recognition of excellence also serves to motivate employees to even greater commitment to innovation and creativity as they seek to improve at every opportunity.
The Bottom Line This new age of connectivity will introduce a whole new chapter in
1 eInitiative Excellence Award - Saudi Post 2 eInitiative Excellence Award - Ministry Of Justice, UAE 3 eInitiative Excellence Award - The Central Agency For Information Technology Kuwait 4 eBanking Excellence Award - Dubai Islamic Bank 5 eAuctions Excellence Award - Emirates Auction 6 eMunicipality Excellence Award - Abu Dhabi Municipality 7 eMinistry Excellence Award - Ministry Of Municipal And Rural Affairs – Saudi Arabia 8 eCourt excellence Award – Ministry of Justice –Saudi Arabia 9 Smart government Applications Excellence Award - Ministry Of Hajj
government service and responsiveness that will be intimately linked with continued economic growth worldwide. More importantly, e-commerce and ICT will significantly reduce limitations due to geographic separation and the lack of timely knowledge. Access to information, and specifically government information will allow people around the globe to communicate with each other and share information and ideas easily and efficiently. The convergence of e-commerce technology will be a critical part of these technological innovations. Businesses and governments have come to realize that an interconnected and integrated communication technology is critical for their growth and sustenance in the global economy. Superior e-commerce services will make our lives better and more convenient whilst delivering superior user experience.
10 Smart government Social Media Excellence Award - Ministry of InteriorNational Information Center, KSA 11 Geographical Information Systems (GIS) Excellence Award - Dubai Municipality 12 eEducation Excellence Award eInitiative - Abu Dhabi Education Council (Adec) 13 eContents Excellence Award - Ministry of Foreign Affairs UAE 14 eServices Excellence Award - Zakat And Income Tax (Dzit) 15 Parliament System Management Excellence Award - Saudi Parliament 16 Mobile Applications Excellence Award - - DEWA 17 Mobile Applications Excellence Award - Dubai Police 18 eSchool Excellence Award – Umm Suqeim Model School
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A DIVERSE CHOICE OF BACHELOR’S, MASTER’S AND DOCTORATE DEGREE PROGRAMS
TODAY WE CREATE TOMORROW’S SUCCESS
Led by our vision for a better future for every generation, Abu Dhabi University was founded in Abu Dhabi and Al Ain to promote academic excellence through degree programs in various specialties. Our 23 bachelor’s degree, 8 master’s degree and doctorate degree programs are all accredited by the Ministry of Higher Education and Scientific Research. We at Abu Dhabi University proudly continue to pave the way forward to a new era, providing you with the finest learning environment and resources to empower your future.
College of Engineering Programs are Internationally Accredited by ABET*
* Bachelor of Science in Civil Engineering Bachelor of Science in Computer Engineering Bachelor of Science in Electrical Engineering Apply today for tomorrow’s success. Toll Free: 800 ADYOU (23968) | Email: email@example.com
Abu Dhabi University (ADU) was chartered as a private institution of higher learning in the year 2000 under the patronage of H.H. Sheikh Hamdan Bin Zayed Al Nahyan, the Ruler's Representative in the Western Region and President of Abu Dhabi Khalifa City, Abu Dhabi and the other in Al Ain City. ADU has four Colleges: the College of Arts and Sciences (CAS); the College of Business Administration (COBA); the College of Engineering (COE); and the University College (UC); all of which is open to students from all nationalities and uses the American model of higher education.
Abu Dhabi University is an internationally recognized for quality education and applied research that drives regional economic and social development in the region and beyond.
The mission of ADU is to produce highly qualified career-oriented graduates in alignment with regional and global needs through excellence in teaching, student learning, faculty scholarship and engagement in community development.
Undergraduate & Postgraduate Programs Scientific Research and tailored to meet the dynamic demands of the regional industry.
College of Arts and Sciences
• Bachelor of Arts in Arts, Culture and Heritage Management • Bachelor of Arts in English • Bachelor of Arts in Mass Communication • Bachelor of Science in Environmental Health & Safety • Bachelor of Science in Environmental Science • Bachelor of Science in Public Health • Bachelor of Law (In Arabic) • Bachelor of Arts in Mass Communication (In Arabic – Offered in Fall 2015) • Professional Post-Graduate Diploma in Teaching (Al Ain) • Master of Law (In Arabic – Offered in Fall 2015)
College of Business Administration
• Bachelor of Business Administration in Accounting • Bachelor of Business Administration in Finance • Bachelor of Business Administration in Human Resources Management • Bachelor of Business Administration in Management • Bachelor of Business Administration in Marketing • Bachelor of Business Administration • Master of Business Administration Concentrations in: (Logistics & Supply Chain Management ; Project Management; Human Resource Management; Finance) • Master of Human Resources Management • Doctor of Business Administration
College of Engineering
• Bachelor of Architecture • Bachelor of Science in Aviation • Bachelor of Science in Chemical Engineering • Bachelor of Science in Civil Engineering • Bachelor of Science in Computer Engineering • Bachelor of Science in Electrical Engineering • Bachelor of Science in Information Technology • Bachelor of Science in Interior Design • Bachelor of Science in Mechanical Engineering • Master of Engineering Management • Master of Project Management • Master of Science in Civil Engineering Concentrations in: (Structural Engineering; Construction Engineering Management) • Master of Science in Information Technology
Build Your Social Profile
Abu Dhabi Public Sector and Social Media
ITH THE ABU DHABI vision 2030 in place, adopting the use of social media in the Abu Dhabi public in the future looks extremely promising. The e-Government in the country has already established online platforms for e-participation of residents which includes social media sites such as Flickr, Twitter, YouTube, LinkedIn, and Facebook. This allows governmental and semi-governmental entities to utilize these mediums to engage the public in their activities and gauge public opinion on the services and policies provided. This is easily accomplished by providing information on services and activities, posting important interviews online, gaining feedback through online opinion polls, and ensuring that all legitimate queries are answered immediately. Typically, the marketing strategies employing social media by the public sector differ from those used by the private sector. These strategies can be broadly defined as follows: Emergency and Crisis Planning: Social media is now regarded as one of the best channels for the quick dissemination of information in emergencies that require citizen action or mobilization. Gauging Public Opinion: Social media channels can
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be used to conduct public-opinion surveys and polls on a range of topics that include satisfaction with public services, views on public policies, and comments on general issues. Commercial “Marketization”: In agreement with the findings of the Government Summit survey, the most popular marketing strategy employed by the public sector is using social media to promote products and services. This medium facilitates the generation of awareness to a larger public base and is economically more viable than any other communication mode. Promotion of Public Policies and Political Objectives: These days it is not uncommon for government entities to tweet about new public policies and agendas. Similarly, social media has become a platform for political debates to meet campaign objectives and to garner support for the introduction of new policies and objectives. Soliciting stakeholder Input: The recent emphasis on transparent managerial practices worldwide has accelerated due to stakeholders’ use of social media. More companies are welcoming stakeholders’ opinions, views, and suggestions to ensure greater satisfaction and enhance performance. Social media is also being used by governments to formulate improved public policies and programmes through citizens’ and residents’ input.
Marketing of Public Services: The face of public services has been particularly transformed through the increased use of social media. From police services to customer inquiries, the social-media revolution has broadened the scope of these services.
❱❱ e-Participation E-participation, sometimes referred to as crowdsourcing, is the process of obtaining needed services, ideas, or content by soliciting contributions from a large group of people, and especially from an online community, rather than from traditional employees or suppliers. E-participation can be a useful tool for government entities to solicit feedback and ideas from citizens and residents about new or existing public policies, services, and local issues. E-participation allows government entities to seek the participation and advice of its citizens to make changes that have a positive and meaningful impact on society. With crowdsourcing, residents in effect become the government’s think tank or advisory group for little or no cost. There are a number of tools and online platforms that can be used for e-participation campaigns including blogs, online social networking platforms, and wikis. Through the use of these tools, governments can host numerous participative activities online and monitor the response and participation rates of the public. This can effectively allow government entities to easily gauge the success of public relations and marketing campaigns.
❱❱ Policies and Guidelines There are a number of policies and guidelines set out by governments to ensure that social media and various websites are being utilized to full capacity. In the U.A.E, the Emirates e-Government is responsible for developing, implementing, and maintaining the e-Government programme at the federal level in the UAE, which includes policies for social media and e-participation use. They also recommend the design, content style, layout, and various accessibility features so as to make the entire aspect more attractive. The Emirates’ e-Government won the ‘Social Media Initiative of the year” award in 2011, commending the entire operation.
❱❱ Online Portals and Social Media Abu Dhabi has many government portals which are used to offer information and advice on obtaining numerous government services such as a driver’s license and applying for visas, as well as services related to businesses, residents, and visitors. The primary government portal is the Abu Dhabi E-Government Gate-
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way (www.abudhabi.ae), which serves as a focal point for government information and services. Residents can register an account with “MyAbuDhabi” whereby they can access services from different entities in a secure environment. In addition to improving their traditional online presence, the Abu Dhabi government has also started using social media networks such as Twitter, LinkedIn and Facebook to enable quick and easy access to government entities. Through these social media accounts, government entities keep their followers updated on various initiatives and services, respond to queries, and hold engaging sessions that stimulate discussions relevant to government policies and services.
❱❱ The Recent Boom in the Abu Dhabi Public Sector Global public sector organizations and companies have been using social media extensively over the past six to seven years and realise the importance of achieving success through this platform by reaching out to the public as most are already actively engaged on these sites. Regionally, the use of social media in the public sector is a concept that is being slowly embraced in the Arab world and is now being considered one of the most important and powerful tools for implementing government initiatives as well as increasing transparency and accountability.
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The United Arab Emirates has a very active social media base. It has the highest social media penetration rate in the Arab world as well as the highest smart phone penetration rate in the world. According to the GlobalWebIndex monitoring group, UAE residents spend an average of 3.3 hours per day on social media. Looking at these statistics, it is clear that the future of government communication in the UAE will rely heavily on social media. Since the launch of the Emirates e-Government initiative a few years ago, many Abu Dhabi government entities have followed suite in developing and expanding their e-services and online presence. The commitment to the development of a customer centric and effective e-government is evident at the GCC and Arab e-Government Awards. The UAE government entities have brought home the highest number of e-Government awards from the GCC Awards and the UAE is one of the highest ranked countries in the Arab World for e-Government. Today, the UAE Government as well as many local Abu Dhabi government departments have official pages on social media networks including Facebook, Twitter, LinkedIn, YouTube and other social media channels where citizens and residents can stay updated and participate in conversations on government services and programs. In addition to its social media presence, the UAE Government has also im-
Build Your Social Profile proved transparency and openness in sharing data and statistics with all citizens and residents through many websites and services including www.government.ae, www.abudhabi.ae, www.scad.ae, www.uaeinteract. com, and many others.
❱❱ A New Beginning The use of social media has been extensive amongst individuals and business for several years. Businesses the world over have realized that to connect with their public they have to embrace social media platforms because, for all practical purposes, that’s where their public exists. Even if a business were to choose to employ new and inventive ways to use the old communication systems, they would be left behind by their competitors who are all embracing social media. Governments that communicate with the public, to find out what they are thinking, to “get inside their minds,” are catching on quickly and revolutionizing in many cases how social media can be a great tool in government-to-citizen responsiveness. This social media frenzy has only recently come about in the UAE public sector entities, particularly those in Abu Dhabi, where the sudden increase in usage has occurred over the past two years. Two public
sector entities, The Abu Dhabi Education Council and The Abu Dhabi Tawteen Council, noted a significant increase in the number of fans on their Facebook pages. Over the past two years, traffic on The Abu Dhabi Education Council Facebook page has more than doubled. The Abu Dhabi Tawteen Council noted a 160% increase on theirs. These increases weren’t just good fortune or happenstance, but reflected the creativity and hard work these entities put into making their Facebook pages more visible, and providing more useable information to their audiences. Ten years hence we’ll look back on relatively primitive attempts at the use of social media to improve service, responsiveness, accountability, and transparency of business and government entities, much as we look back on the “quaint” early days of the World Wide Web. While Abu Dhabi, with the rest of the world, is still immature in the utilization of social media, and visionaries outside of and within governements can see that there is still a long way to go, we can look at the progress of The Abu Dhabi Education Council and the Abu Dhabi Tawteen Council as two examples that have taken great strides, and will continue a pace that will make the public sector even more useful, and more responsive to that most important part of its name: The Public.
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Desert Safaris and Dune Bashing
Desert safaris and dune bashing is by far the most favoured attraction for first time tourists, and also a very popular activity for Emiratis, especially at this time of the year when the weather is cooler. Whether by 4-wheel drive, desert bike, or dune buggy, the desert is the top destination for high-spirited fun and adventure. If you want the thrill of driving through the desert yourself and don’t own a 4-wheel vehicle, there are numerous options available through car rental companies. Or, if you prefer to let someone else take the wheel, you could take advantage of one of the many travel and tour companies that provide activities for small to large groups.
ABU DHABI DESERT SAFARI ABUDHABI-DESERT-SAFARI.COM ARABIAN ADVENTURES ARABIAN-ADVENTURES.COM
EMIRATES TOURS EATOURS.AE
A few of Abu Dhabi’s Favorite Activities
If you’re not comfortable bashing around the dunes, you can still enjoy relaxing at the base camp, away from the noise, where you’ll find comfortable amenities, food and beverages, music, and entertainment to make this a memorable experience. For those less daring, desert barbecues are paramount! Feel the magic and stillness of the wilderness, recharge your batteries, escape from the hustle and bustle of the city, and absorb this unforgettable experience! Take advantage of the weather this season; wrap up warmly and share a barbecue in peaceful relaxing surroundings with family and friends.
ABU DHABI EQUESTRIAN CLUB WWW.ADEC-WEB.COM AL AIN EQUESTRIAN, SHOOTING & GOLF CLUB WWW.AESGC.COM AL FORSAN INTERNATIONAL SPORTS RESORT WWW.QASRALSARAB.ANANTARA.COM
Horse and Camel riding The UAE is known for its love of camels and horses with an abundance of riding activities in Abu Dhabi offering wide and varied recreational options to choose from. There are many world class stables available throughout the Emirates if you enjoy riding or taking lessons and you will be spoilt for choice if you prefer horse or camel racing events, watching polo tournaments, or attending equestrian shows. Far from the big cities, these animals are still an integral part of everyday life in the UAE. Among the many locations available are Saadiyat Island Beach and the exclusive Yas Island beach; both offer many options with well-trained horses for all levels of riding experience. If you are up for a road trip, visit Qasr Al Sarab for an enjoyable sunset camel ride tour in the Liwa desert.
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SUNSET CAMEL RIDE AT QASR AL SARAB WWW.ALFORSAN.COM
Water Sports FLYBOARDING WWW.FLYBOARDS-UAE.COM JETLEV FLYER WWW.GULFWATERSPORTS.AE JET SKIING WWW.GHANTOOTMARINA.COM WAKEBOARDING WWW.WATERCOOLEDDUBAI.COM SURFING WWW.WADIADVENTURE.AE SNORKELING AND SCUBA DIVING WWW.DIVEMAHARA.COM Abu Dhabi is emerging as a leading hub for watersports activities and events. There are dozens of options to choose from including kitesurfing, flyboarding, JetLev Flyer, jet skiing, wakeboarding, surfing, snorkeling, and scuba diving. For close proximity, water sport enthusiasts can join the action by the Cor-
niche Beach, Kite Beach on Yas Island, or the surrounding beaches by the mangroves. You can also head out of town to visit the pristine and more secluded beaches in Ghantoot or the Western Region which hosts the annual “Al Gharbia Watersports Festival,” one of the great pre-summer high-
CARACAL SHOOTING CLUB WWW.CARACALSC.AE Abu Dhabi has some state of the art shooting facilities with excellent safety records. The facilities are equally suited for first-timers and seasoned shooters, with instructors available for hands-on training
lights on the entertainment calendar. There is no other city in the world that offers all these watersports options at one place. And don’t be afraid to try something new! As with other activities in Abu Dhabi, professional quick-start lessons are available on the spot for first timers.
THE AESGC SHOOTING CLUB WWW.AESGC.COM/SHOOTING and safety instructions. Reservations are not required, but you will be asked to produce an ID or passport if you are not a resident. Membership is also available offering various club facilities.
Kayaking in the Mangroves WWW.SEA-HAWK.AE WWW.NOUKHADA.AE Explore the Abu Dhabi you never knew. Take lessons and set off on a kayaking trip through the less explored mangroves. Many local companies offer eco-tours with guides for an in-depth understanding of the local flora and fauna. Kayaking is a fun low risk option for exploring and discovering the picturesque mangroves.
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Paintball is not for the faint hearted. It can be an exhilarating experience with high-paced movements. The facilities are buzzing with activity even on weekdays. While Al Forsan International Sports Resort has a state of the art range, it only allows entry for groups with up to 40 members. The other facilities allow individual entrants and smaller groups.
AL FORSAN RESORT ALFORSAN.COM/ENG/PAINTBALL.HTML
AL AIN PAINTBALL FACEBOOK.COM/ALAINPAINTBALL
ARMED FORCES OFFICERS CLUB WWW.AFOC.MIL.AE/OUTDOOR.HTM
Driving at Yas Marina Circuit YAS MARINA CIRCUIT WWW.YASMARINACIRCUIT.COM
The Aston Martin driving experience at the Abu Dhabi Yas Marina Circuit is quite an adrenaline rush! Visitors can pre-book one of the many driving events online. Track options also include services of professional racing trainers who are known to bring the best out of budding drivers. There are also options for those who like the thrill of speeding and using their own vehicle on the track.
ABU DHABI GOLF CLUB WWW.ADGOLFCLUB.COM YAS LINKS ABU DHABI WWW.YASLINKS.COM SAADIYAT BEACH GOLF CLUB WWW.SBGOLFCLUB.AE If you are a golf fanatic, you don’t have to travel far to indulge in your favourite sport as there are three championship golf courses just 20 minutes’ drive from the city. Take a lesson, or ask about special packages for non-members and groups. Abu Dhabi’s stunningly beautiful landscaped golf courses are impressively well maintained in spite of a lack of rainfall and the harsh summer weather conditions. This city is a golfer’s haven whether you’re a professional, leisurely player, or just learning the game.
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Abu Dhabi's "Public Sector Excellence" magazine, first issue: Ports Edition