Global Supply Chain December 2014 Issue

HELLMANN CALIPER’S SAFE SUPPLY CHAIN

SOHAR PORT HANDLES FOOD Africa

Linked by rail

Dulsco

Training for safety

Yas Marina ENHANCING THE BUSINESS OF LOGISTICS

The logistics of F1

December 2014 Issue 10

HEALTH AND SAFETY A TOP PRIORITY Gultainer ups the benchmark

56 52 12

IMDAAD TOP FM COMPANY

Winner – Air Cargo Industry Customer Care Award, World Cargo Awards 2014 When it comes to our business of cargo, we are committed to taking extra care of your business across the globe. By winning this prestigious award, we are delighted to know our dedication is being recognised by those who matter most, you. Thank you for your vote. etihadcargo.com

THE WORLD IS OUR BUSINESS LET US TAKE CARE OF YOURS

Safety in the workplace SIGNATURE MEDIA FZ LLE P. O. Box 49784, Dubai, UAE Tel: 04 3978847/3795678 Email: info@signaturemediame.com Exclusive Sales Agent Signature Media LLC P.O. Box 49784, Dubai, UAE Publisher: Jason Verhoven jason@signaturemediame.com Director: Deepak Chandiramani Deepak@signaturemediame.com Managing Editor: Munawar Shariff munawar@signaturemediame.com Art Director: B Raveendran Production Manager: Roy Varghese Roy@signaturemediame.com

Printed by United Printing Press (UPP) – Abu Dhabi Distributed by Tawseel Distribution & Logistics – Dubai

Of course it’s not the same thing when we talk about the workplace. With UAE’s prominence on the world stage in all things progress, the world places even more scrutiny into how things are managed on the ground when it comes to taking care of your people who make your businesses what they are. But UAE being the country it is, has stringent rules all along the way whether it is for securing the warehouse, having a registered transportation vehicle, operating a port or even the safety and security tools for welding staff. All levels from top down are covered by the government in securing your business with all the necessary precautions. It might be tedious when a business is starting off but honestly that’s the only way to be in the long run. We spoke to Gulftainer (Page 22) about safety in their day-to-day port operations, Dulsco (Page 52) about how they train labour and other staff before they are recruited in companies around the country and Imdaad (Page 34) on all the rules and regulations when they handle the waste our businesses create.

We have a very interesting story on the logistics involved in the recently held and very successful Yas Marina F1 weekend. Staggering figures, informative trivia! Be sure to read it on Page 56.

Hope you enjoy the magazine. And have a wonderful New Year and see you in 2015, InshaAllah!

Munawar Shariff Managing Editor munawar@signaturemediame.com Contributor’s opinions do not necessarily reflect those of the publisher or editor and while every precaution has been taken to ensure that the information contained in this handbook is accurate and timely, no liability is accepted by them for errors or omissions, however caused.

Articles and information contained in this publication are the copyright of Signature Media FZ LLE & SIGNATURE MEDIA LLC and cannot be reproduced in any form without written permission.

DECEMBER 2014 3

December 2014 Issue 10

ENHANCING THE BUSINESS OF LOGISTICS

22 06 News 12 Linked by culture and … very soon by rail

Focus on North Africa and Kenya

18 3PLs – change and traits of leaders

Leadership in companies have to stay focussed on the end result

22 Health and safety – a top priority

Gulftainer’s commitment to their employees’ health and safety

30 Middle East – world’s fastest growing air cargo region

IATA’s Airline Industry Forecast 20142018 shows MEA to be the fastestgrowing markets

34 The supply chain of waste Imdaad the country’s best FM company

40 Safety in the pharma cool chain

Hellmann Caliper’s safe supply chain 4 DECEMBER 2014

44 Facilitating food logistics Sohar Port and Freezone have a new industry to cater to – food

49 The importance and

challenge of the end-to-end cold chain supply chain

A candid look at the procedure and what needs to be done

52 Training for security Dulsco on how they train their human resource

49

56 The logistics behind Yas Marina’s F1 weekend

All the numbers that made up the weekend

58 Renault’s new trucks New trucks by Renault for the region’s booming construction sector

60 Unwind An informal chat with Mohammed Esa, Agility’s CCO for Europe

18

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Steel sector in Jafza bullish The steel industry in Jafza has seen a robust growth of over 20 per cent in 2013, which is more than the rate of industry growth in the UAE. Steel manufacturers and traders in the Free Zone expect the growth momentum to pick-up further in the current fiscal. The upswing comes on the back of rapid economic development in the region and fast revival of real estate and infrastructure projects in Dubai and other parts of the UAE. The UAE produced almost three million tonnes of steel in 2013. With such an impressive output the country plays quite an important role in the regional steel industry.

Jafza-based Conares Steel, the second largest steel manufacturer in the country, which produces 750,000 tonnes of different steel products, has reported a growth of 40 per cent in 2013. The company expects similar growth in 2014. Bharat Bhatia, CEO of Conares commenting on the company’s growth projection said, “We are planning to enhance our production capacity from 750,000 tonnes to a million tonnes by 2015 to meet our growth momentum. With projects worth over US$ 2.5 trillion planned in the GCC in the next 10 years I see huge opportunities for the steel industry for a long time to come.”

More than 60 per cent of the Conares’ output is consumed in the GCC. Qatar Steel Company FZE in Jafza has reported more than 300 per cent growth in

6 DECEMBER 2014

the last five years. In 2013 the company’s total production crossed 500,000 tonnes.

Faisal Abdulla Al Saei, Chief Operating Officer, Qatar Steel Company FZE commenting on its impressive growth said, “Our growth is largely driven by growing demand for rebars and wire-rod products in the UAE, Saudi Arabia, Qatar and Oman.

We are also exporting our products to India, Singapore and the USA. We expect more than 20 per cent year on year growth in the next few years. FIFA World Cup and Expo 2020 will certainly drive growth in the region in the coming years.”

Duke International, a leading player in structural steel expects to maintain a yearly growth of 20 per cent for the next couple of years. The company has sold more than 80,000 MT of structural steel in 2013.

Vimal Sahityani, Managing Director, Duke International commenting on the company’s growth projection said, “Massive expenditure planned on the infrastructure development will continue to drive demand for steel products in the region. The oil and gas sector alone is expected to spend more than US$1.6 trillion in the next 25 years. This provides huge growth opportunities to steel and building material industry in the region.”

Nimr Steel, a leading stockist and dealer in structural steel, hopes to see a sustained double digit growth in the coming years.

Johnny El Amil, General Manager, sees huge prospects in Indian subcontinent and other countries in the Asia Pacific besides rapidly growing GCC markets particularly the UAE and Saudi Arabia.

Jafza based AB Metals, who is exclusive dealer of Abu Dhabi based Al Ghurair Iron and Steel’s GI coils/sheets for the Kingdom of Saudi Arabia expects more than 30 per cent year on year growth in its sales in the Kingdom. Sami El Binni, CEO of AB Metals said, “We are trying to expand our product range to establish our footprint in other GCC markets particularly the UAE in the coming years.”

Noor Takaful to join Dubai Trade’s Tradeshield Dubai Trade signed an agreement with Noor Takaful Islamic insurance that will give Dubai Trade customers access to an Islamic insurer for the first time, and an even wider choice of marine and cargo insurance providers online through its Tradeshield platform.

Tradeshield allows customers to complete the end-to-end process of purchasing cargo insurance online through the dedicated website www. tradeshield.ae.

The agreement was signed by Dubai Trade CEO, Eng. Mahmood Al Bastaki and Acting CEO of Noor Takaful, Andrew Greenwood, in the presence of other senior officials from both parties and will see Noor Takaful go live on the site for customers in the New Year.

H.E. Sultan Ahmed Bin Sulayem, Chairman of Ports, Freezones and Customs Corporation (PCFC) and DP World, has welcomed Noor Takaful to the Tradeshield platform, saying, “Noor Takaful is the first Islamic insurance partner to join our world-class insurance partners for cargo insurance, providing Dubai Trade customers with more options and choice as they look for online, smart ways to improve efficiency and reduce the paperwork involved in insuring their cargo. We are confident that adding Noor Takaful to the insurance offering available on Tradeshield will be of a great value to our trading community.”

Asian Fibres’ big plan for MENA

Left to right: Ahmed Rashid Al Zaabi, Immigration Department - Inspection, Liam Keating, CIO, Rakia; Abubakr Ahmad, Group COO, Asian Investments Group; Yaser Abdulla Al Ahmad, Director of Government & Corporate Relations Department, Rakia; Rino Sabatino, CEO Rakia; Dr. Saif Al Ghais, Executive Director, EPDA; Sheikh Mohammed Bin Kayed, Chairman of Economic Department; Ahmed Hamed Al Zaabi, Immigration RAKIA Branch Manager; Probir Chakraborty, COO RAKIA; Hamad Al Nuaimi, Civil Defence Rakia Branch Manager

At a ground-breaking ceremony recently at Ras Al Khaimah Investment Authority’s (RAKIA) Al Ghail Industrial Park, Asian Fibres LLC unveiled its plan for the single largest production facility for Regenerated Polyester Staple Fibre (RPSF) in the MENA region. The

ceremony was attended by HE Sheikh Mohammed Bin Kayed, Chairman of Economic Department; Dr Saif Al Ghais, Executive Director of EPDA; Rino Sabatino, CEO of RAKIA; Abubakr Ahmad, COO of Asian Investments Group, and Suryamani Singh, Asian

Fibres’ Director of Operations, as well as other high-level executives from RAKIA, RAK Immigration and Civil Defence.

Asian Fibres will occupy 860,000 sq feet, and the production facility, currently under construction, is expected to be fully operational by May next year. In order to support the requirements at its new plant, Asian Fibres intends to hire up to 600 labourers and professionals. The acquisition of Asian Fibres as a tenant underlines RAKIA’s continued ability to attract foreign direct investment into the emirate.

Established in 2014 as part of Asian Investments Group, Asian Fibres is the single largest green recycling project in the MENA region, manufacturing and supplying RPSF produced from post-Polyethylene terephthalate (PET) bottles. PET is commonly used in beverage, food and other liquid containers, with PET bottles accounting for a significant amount of waste in the UAE. Asian Fibres sources raw material from suppliers in the UAE who collect and sort PET bottles. At the company’s new plant in Ras Al Khaimah which integrates the latest innovation and cutting edge technology in the recycling business, RPSF will be manufactured from both waste and virgin PET bottles. Boasting an initial capacity of 100 MT per day, the company’s production capacity at RAKIA’s Al Ghail Industrial Park is expected to double within a year.

Sohar Port awarded in Maritime Bulk Industry Sohar has capped what has been a record-breaking year by winning one of the most coveted awards in the maritime bulk industry. The International Bulk Journal Awards offer companies the chance to recognise excellence among their peers, and Executive Commercial Manager Edwin Lammers was on hand to receive the 2014 Safety in Bulk Handling Award at a glittering gala at the Beurs-World Trade Centre in Rotterdam.

“It is an honour to able to receive the 2014 Safety in Bulk Handling Award on behalf of my colleagues and the businesses that have made

Sohar Port and Freezone what it is today. It amazing to think of what we have achieved over the last twelve months, and this awards reflects a sensational period in our history.”

“A tremendous amount of work has gone into maintaining the safety of our bulk operations at an especially critical time for our business. From receiving the first 10,000 TEU ship and the transfer of commercial traffic from Muscat, to coordinating complex lease agreements among global joint ventures and accommodating double digit growth across all cargo types,

this process has not been without its challenges. Nevertheless, our aim remains to create a world-class logistics hub and freezone right here in Oman,” said Lammers.

Sohar is one of the world’s largest port and freezone development sites and has followed up investments totalling US$15 billion with remarkable bulk growth indicators. Equipped with deep-water jetties capable of handling some of the world’s largest ships, it experienced exceptionally strong growth of 37 percent in dry bulk cargo in recent years, rising to 26 million tonnes annually. As a result, dry bulk

cargo accounts for over half of the 50 million tonnes of cargo handled at Sohar, while liquid and other bulk continue to increase.

“The growth of bulk cargo is noteworthy since the main contributors – Brazilian iron ore giant Vale, Indian steelmaker Jindal Steel & Power, and Sohar Aluminium, only began operations after the last recession. Still, the manufacturing of primary products is having a knock-on effect on industries and lowering dependence on imports. The agricultural terminal is also expected to improve food security,” explained Lammers.

DECEMBER 2014 7

Dubai Customs commemorates strategic partners at Dubai airports In a ceremony organised by the Passenger Operations Department recently, Dubai Customs commemorated its strategic partners at Dubai airports. The ceremony was attended

by H.E. Ahmed Mahboob Musabih, Director of Dubai Customs, Major General Mohammed Ahmed Al Marri, Director of General Directorate of Residency and Foreigners Affairs-Dubai, H.E. Jamal Al Hai, Deputy CEO of Dubai Airports, and other representatives from government and private entities operating in the airport.

H.E. Ahmed Mahboob welcomed attendees and stressed that meeting with DC’s partners at Dubai airports is part of a one-team spirit that drives our joint work for the best interest of the United Arab Emirates. He emphasised Dubai Customs’ commitment to establishing and continually fostering exceptional cooperation and partnerships with the private and public sectors.

“Constrictive cooperation is the foundation for successful service delivery, and for handling upcoming opportunities, such as the hosting of World Expo 2020 and Al Maktoum International Airport’s huge

Ahmed Mahboob Musabih awards Major General Mohammed Ahmed Al Marri, Director of GDRFA-Dubai

Ahmed Mahboob Musabih commemorates Brigadier General Abdullah Hussein, Deputy Director of Airport Security General Department

Ahmed Mahboob Musabih awards H.E. Jamal Al Hai, Deputy CEO of Dubai Airports

expansion project,” he added.

The honoured entities were Dubai Civil Aviation Authority, Dubai Police General Headquarters (represented General Department of Airport Security, General Department of Anti-Narcotics and General State Security Department), the General Directorate of Residency and Foreigners Affairs, Dubai Airports, Dubai Establishment for Aviation Engineering Projects, Department of Finance – Government of Dubai, Emirates Group, flydubai, Dubai Duty Free, dnata, and many other organisations from the public and private sectors.

Etihad named CAPA Airline of the Year Etihad Airways was recently named CAPA Airline of the Year at the CAPA Aviation Awards for Excellence 2014 held in Antwerp, Belgium.

The CAPA Aviation Awards for Excellence, the world’s pre-eminent aviation strategy awards, are for strategic leadership in the aviation industry. The Airline of the Year award is given to the carrier which has had the greatest impact on the development of the global airline industry, as a strategic leader and by setting a benchmark for others to follow.

Peter Harbison, Executive Chairman of CAPA, who presented the award to Etihad Airways said,

8 DECEMBER 2014

“The efficiency of the aviation industry is strangled by archaic ownership and control rules that prevent cross border mergers and rationalisation of airline offerings.

More than any other factor this has effectively confined the industry to drastic financial underperformance.

“Faced with this roadblock, no single full service airline has done more than Etihad Airways to challenge the status quo with its remarkable strategic partnership model.

“Recognising that organic growth was not likely to generate the rapid global expansion it needed, Etihad Airways has relied on an extensive

network of codeshares and most notably, established its own ‘equity alliance’, cemented by minority holdings in airlines around the world.

“But the strategy is more than just establishing a range of equity relationships to cement its alliance – in itself a unique development in global aviation. It has also generated shared benefits for each of its partners – such as mutual traffic feed and branding, joint purchasing and common frequent flyer programs and more – that have stimulated additional business, not only for Etihad Airways.

“In a new world of aviation partnerships, Etihad Airways is at

the strategic vanguard of equity relationships, as a growing number of airlines – notably in Asia – line up to emulate the success of this truly original model.” James Hogan, Etihad Airways President and Chief Executive Officer, said: “We are delighted to be named Airline of the Year at the 2014 CAPA Aviation Awards for Excellence.

It is not only a great honour but also a powerful endorsement of the Etihad Airways business model.

“The four-pillars of our strategy – organic expansion, codeshare partnerships, minority investments in other airlines and deep commercial agreements – are more than a new rule book for global aviation they are the keys to a long and sustainable future for the airline and its partners.

New appointments at Etihad Etihad Guest

Total Freight International inaugurates warehouse at DWC Dubai World Central recently witnessed the inauguration of Total Freight Logistics Centre, a state-of-the-art logistics facility developed

by Total Freight International. The warehouse will facilitate cargo warehousing and distribution as well as a number of value added services including co-packing, re-packing, re-labelling and assembly to service various verticals of the logistics business.

Spread over 6,500 sq mts within the Logistics District of Dubai World Central, the warehouse is equipped to accommodate 8,500 pallet positions. Its designated temperature controlled space has an initial capacity of 600 pallet positions that can be further expanded based on requirement. The high standards of technology implementation throughout the facility will enable Total Freight International to deliver enhanced levels of service to clients. The fully Wi-Fi integrated warehouse will additionally provide customers with access to real time information on the status of inventory.

The first company out of Dubai Cargo Village to build its own facility at Dubai World Central, Total Freight International is part of the World Freight Group and has a global presence in 120 countries serving more than 400 ports and airports across the world.

Commenting on the company’s plan for expansion, Saajin Salim, Director-Business Development, Total Freight International, said, “Plans are underway to set up an office in Uganda in 2015 and expand our offering to include sourcing. The African region relies heavily on the UAE for the sourcing of products and we see immense potential in tapping into this market.”

At the recently held Doha International Maritime Defence Exhibition and Conference (DIMDEX), Northrop Grumman Corporation highlighted a range of its global defence and security solutions, including airborne early warning and control systems, aerial surveillance and mine countermeasures.

Yasser Al Yousuf, an Emirati national, has been appointed as the new Managing Director for Etihad Guest, Etihad Airways’ loyalty programme, and its partners Air Serbia, Air Seychelles and Etihad Regional.

Effective immediately, Yasser assumes the role at a time of rapid growth in the business as Etihad Guest continues to evolve into a broad-based lifestyle program.

Etihad Guest is one of the existing programs within Etihad Airways’ new loyalty business, Global Loyalty, which holds majority stakes in other airline loyalty programs, including topbonus (airberlin), Jet Privilege (Jet Airways) and upon completion of the acquisition in January 2015, Mille Miglia (Alitalia).

Yasser has a strong background in the loyalty industry having worked at Emirates Skywards, and more recently at Du. He joined Etihad Airways in 2013, and has held a number of senior roles within Etihad Guest since then, including Head of Services and Head of Coalition Partnerships.

Yasser takes over from Barry Green, who moves to Global Loyalty to take on a critical new role reporting to Global Loyalty Managing Director, Darren Peisley, where he will be responsible for managing business transformation and the integration of new technology in Global Loyalty’s efforts to create a

next generation loyalty platform for its current and future international business portfolio.

In 2013 Etihad Guest separated from the airline to form a separate legal company Etihad Guest LLC.

Etihad Marketing Etihad Airways has also announced the appointment of Shane O’Hare as its Senior Vice President, Marketing.

O’Hare brings an unrivalled mix of experience in airline marketing and management, having held a range of senior executive positions in the Gulf and internationally. Most recently, he served as the President and Chief Executive Officer of Royal Jet, the largest private jet company in the Middle East.

Over a seven year period, O’Hare helped develop Royal Jet into one of the most successful private jet brands in the world.

Prior to that, he held senior marketing roles at Gulf Air, Star Alliance and Ansett.

In his new role, O’Hare will have responsibility for developing the airline’s marketing strategy, and for leading its successful implementation across commercial strategies, brand management, communications, product and service development, and sales and distribution strategies.

DECEMBER 2014 9

Imdaad Qatar secures three-year FM contract for The Pearl Qatar

Imdaad Qatar, the Facilities Management (FM) company based in Qatar, has announced that it has signed a deal with United Development Company, the Island’s master developer, to provide professional cleaning services to the Master Community infrastructure, buildings, and facilities throughout the Pearl Qatar in Doha.

Under the terms of the three-year agreement, Imdaad will provide routine, periodic, reactive and deep cleaning

services within the community. The scope of work includes Mechanical and Manual Road Sweeping and Cleaning, Seawater Cleaning, Fixtures, Beach Cleaning, General Cleaning, Empty Plots, and PA Boardwalk Cleaning. The cleaning services shall include all Master Community areas with the exception of Madina Central, retail areas, water features, and residential buildings. Imdaad shall supply all required labour, tools, cleaners, equipments and

materials to carry out the work.

Popularly known as Doha’s ‘Riviera Arabia,’ The Pearl Qatar is a prime luxury and lifestyle destination on the capital’s West Coast. It is built over 4 million sqm of reclaimed land with a 32-km long seafront. The Pearl Qatar boasts of premium residences, high-end retail outlets, and luxurious hospitality chains along with three world-class marinas and an impressive beachfront.

Imdaad Qatar extends parent company Imdaad’s extensive experience in total facilities management services, soft services, recycling, waste management, power generator rentals and consultancy to the vibrant Qatari market. Imdaad has gained a strong reputation in the region as an adopter and implementer of the latest FM technologies and practices. The company acquires eco-friendly equipment and prioritizes sustainability across all its operations. It also conducts recycling training for its clients, corporate partners and staff, in addition to providing free recycling bins in certain projects where it handles waste management and collection service.

Dubai Islamic Bank signs US$230 million aircraft financing deal with Air Arabia Dubai Islamic Bank (DIB) and Air Arabia announced today the signing of an aircraft financing deal to facilitate the delivery of six new Airbus A320 aircrafts in 2015. The signing ceremony was held in the DIB head office in the presence of senior executives from both parties.

The US$230 million Ijara facility will finance the delivery of a new aircraft every two months starting January 2015, the program culminating with the final unit being handed over by the end of the year.

Commenting on this deal, Dr. Adnan Chilwan, CEO of Dubai Islamic Bank, said, “Though Islamic finance is fast gaining acceptance around the world in every facet of banking and

10 DECEMBER 2014

finance sector, it is particularly seen to be prolific in driving the infrastructure development in key home markets.

Aviation sector for any country forms a critical piece not just in supporting logistics, trade and tourism but also in giving a boost to the overall economy.

Partnering with entities like Air Arabia which bring about an innovative mix of quality and affordability to the travel and tourism sector is closely aligned to our own strategic agenda of increasing the penetration of Islamic finance across all sectors of the economy. This Ijara facility is another milestone in our collaboration with Air Arabia, epitomising the bank’s commitment to make Islamic finance a household name in every industry

segment in the UAE and beyond.

We are confident that this deal will contribute to the growth of the local economy by bringing value to both organisations and we look forward to supporting Air Arabia’s expansion plans in the future”.

Adel Ali, Group Chief Executive Officer, Air Arabia, said, “We are glad to have our 2015 aircraft financing requirement done through a local Islamic bank, which reflects the trust and confidence we have in the local banking and finance industry.

Two key elements of Air Arabia’s successful business model are our modern fleet of aircraft and our efficient use of financing to support capital expenditure requirements.

The facility arranged by DIB satisfies both requirements and will ensure we have the necessary infrastructure in place to serve our ever growing customer base across the region.”

Air Arabia has now received 29 of the 44 A320 aircraft it ordered from Airbus in 2007. Each new addition to the Air Arabia fleet is equipped with Sharklet wingtips made from light-weight composites that help to significantly reduce fuel burn and emissions by improving aerodynamics.

Air Arabia, recently named amongst the Global Growth Companies (GGC) by the World Economic Forum, has seen its route network expand rapidly in 2014 with the addition on new routes such as Cairo in Egypt, Antalya in Turkey, Tbilisi in Georgia, and Samara in Russia. The low-cost airline pioneer now serves 100 destinations from its four hubs in the UAE, Morocco and Egypt.

Khorfakkan Container Terminal invests in sophisticated cranes Gulftainer, a privately owned, independent terminal operating and logistics company, has taken delivery of four state-of-the-art Ship to Shore (STS) and 12 Rubber Tyred Gantries (RTG) cranes at the Khorfakkan Container Terminal (KCT), which will significantly strengthen the terminal’s operational efficiency and increase overall productivity.

Marking an investment of over US$60 million, the equipment has already entered operations having been delivered on-site fully-assembled and have been commissioned. At a ceremony held at KCT, representatives of China Shipping presented a memento to the Gulftainer team congratulating the company on the addition of the new equipment that will further accelerate container terminal operations.

Steve Ogden, Operations Director of Gulftainer, said, “The new STS cranes are not only larger, with a greater outreach, to better cope with the giant 18,000 TEU and above vessels, they also provide greater flexibility in their operations. This will help speed up the terminal operations and create even better value for our customers.”

With complete PLC (programmable logic control), and featuring user-friendly operator interfaces, the new cranes also have

At a ceremony to mark the arrival of the new sophisticated cranes at Khorfakkan Container Terminal are: (from left) Simon Sundboell, Gulftainer Group Commercial Manager; Anselm Coelho, Operations Manager, China Shipping (UAE) Agency; Dan Wright, KCT Terminal Manager; Tom Zhou, Deputy General Manager, Operations Division, China Shipping (West Asia) Holdings; Ali Fathi, Gulftainer Deputy Sales Manager; and Paul Hennessy, Gulftainer Operations Manager, UAE Terminals.

climate-controlled ergonomic operator cabs and consoles to maximise the comfort of the operators, thus boosting performance.

KCT is the only fully fledged operational container terminal in the UAE located outside the Strait of Hormuz. Due to its unique geographic location, it has been one of the most important transshipment hubs for the Arabian Gulf, the Indian Sub-continent, the Gulf of Oman and the East African markets.

It offers a cost-effective and time-saving option for mega-containerships which can save valuable transit time by calling at Khorfakkan and enjoy a quick turnaround to continue their onward journey. The port

has been frequently listed as one of the top performing container terminals in the world.

A subsidiary of Crescent Enterprises, Gulftainer also operates the Sharjah Container Terminal at Port Khalid, the first dedicated container terminal in the Arab world. Gulftainer’s current portfolio covers operations at Umm Qasr in Iraq, Recife in Brazil, Tripoli Port in Lebanon and also in Saudi Arabia, where it manages container terminals in Jeddah and Jubail ports. The company has recently signed a 35-year concession with the Canaveral Port Authority in Florida marking Gulftainer’s first venture in the United States.

Shell Aviation receives IATA Award Shell Aviation has received a 20-year Strategic Partner award from the International Air Transport Association (IATA) for its significant contribution to the industry and strong cooperation with the member airlines of the Association since 1994. Anne Anderson, Vice President of Shell Aviation and Adam Harrison, General Manager, Shell Aviation Global Accounts accepted the award at the IATA Fuel Forum in Dubai from Louise Denis, Director of IATA Strategic Partnerships and Hemant Mistry, Director Airports and Fuel.

Anne Anderson, Vice President of Shell Aviation, said; “We are proud of our long term commitment and efforts in raising the standards of our sector and creating customized solutions to address critical industry issues. We strongly believe in the benefits of collaboration and IATA’s Strategic Partnership programme has provided a valuable opportunity for collectively utilizing our experience and expertise to enhance safety and operational efficiencies in this industry.

This recognition by IATA of our 20 year strategic partnership inspires us to

continue our hard work.”

As a member of IATA Technical Fuel Community, Shell Aviation is able to gain an insight into customers’ challenges and recommend tailored solutions. The group focuses on the supply and use of aviation fuel and promotes standardization. It aims to develop a better understanding of issues related to jet fuel and product handling. Through the years, Shell Aviation has carried out important work regarding quality assurance to embolden the aviation fuelling standards across the industry as part

of this group. IATA facilitates direct and concise dialogue among Shell and its customers, resulting in true collaborative focus on improving the industry.

Hemant Mistry, Director Airports and Fuel, IATA said about Shell’s recognition, “IATA Fuel Services is proud to work together with our Strategic Partners in all essential areas of fuel. Shell Aviation has been a well-respected and key player in our industry for 20 years.

We look forward to strengthening our cooperation with Shell Aviation.”

DECEMBER 2014 11

COUNTRY REPORT NORTH AFRICA AND KENYA

12 DECEMBER 2014

Linked by culture and ‌ very soon by rail North Africa is one of the oldest regions in the world when it comes to civilisation and development.

Today the area is dogged by political instability which has had a drasticeffect on its infrastructure and hence logistics and transportation. Srinath Manda, Program Manager, Transportation and Logistics Practice, Middle East, North Africa and South Asia, Frost & Sullivan gives us more insight

T

he North Africa geographic region by definition comprises of five countries – Egypt, Libya, Algeria, Tunisia and Morocco.

Within these countries, Egypt is reported to have had the earliest civilisations and hence, the earliest transportation infrastructure for movement of people and goods both within the country as well as internationally. The current transportation infrastructure of the countries in North Africa comprises road transport, sea transport, rail transport and air transport which are used for both cargo and passenger movement.

There is also pipeline transport which is used only for cargo (oil and gas) movement.

DECEMBER 2014 13

Currently, surface-based cargo movement across borders within North Africa primarily happens through road and almost 95 per cent cargo volume of the non-surface based transportation takes place via the sea. Only urgent or valuable or perishable goods are sent by air.

Among all the countries in North Africa, Egypt plays a strategic role in the global shipping and trade sector owing to the Suez Canal, which forms the key passage for ships moving between Asia and Europe, and it contributes to about four per cent of the country’s GDP. The Suez Canal, located at the northeastern corner of the country, is an artificially created waterway linking the Mediterranean and Red Sea, and plays a major role in international commerce and navigation. On average, about 1,400 vessels pass through the canal in a month with The North Africa Nations and Suez Canal Location, 2014

Source: World Bank, Frost & Sullivan analysis

Exhibit 1

the total number of vessels per annum being in the range of 16,000 to 18,000.

When comparing the available infrastructure by each mode across the countries, several interesting findings were noted. Due to their large area, Algeria, Libya and Egypt have longer road networks; however, when compared on road density aspect, Egypt, Morocco and Tunisia lead the group. Egypt leads in terms of rail network, road network and marine vessels. Algeria being a major oil producing nation leads in terms of pipeline network. Within all these countries only Libya does not have an operational rail network.

Rail transport infrastructure developments North Africa’s first railway started in 1854, between Alexandria to Kafar El-Zayat in Egypt – a 100 kilometre

Egypt is reported to have had the earliest civilisations and hence, the earliest transportation infrastructure for movement of people and goods both within the country as well as internationally

Transportation Infrastructure Status by Country in North Africa, 2013

Source: CIA World Fact Book, Frost & Sullivan analysis

14 DECEMBER 2014

long route within the country. As of today except Libya all other North African countries have well established and operational rail networks serving both passenger and cargo transportation needs. In addition, each country is enhancing its urban rail transport infrastructure.

Egypt is expanding the metro rail network in the capital city – Cairo, apart from efforts to revamp its aging rail network. The largest and ambitious rail project being developed by Egypt is New High Speed Railway System linking Cairo to Madina in Saudi Arabia passing through Suez. Another notable project is the extended Metro Line linking Cairo Airport with Giza which is expected to become fully operational by 2019.

Algeria is also building metro in its second largest city Oran. A tramway network is also being built in this city.

The country is also building a railway connection between Bab Ezzouar and Algiers Houari Boumediene.

Morocco has also been modernising its rail networks and stations. In recent years, the country had built new ultra-modern railway stations in Marrakech, Fes, Tangier and Casablanca cities – designed as smart and multi-services living spaces.

Sea transport infrastructure developments Within the sea transport segment, again Egypt has been the pioneer due to its historically well-established maritime trade networks and the iconic Suez Canal. The country had been the pioneer in modern marine transport infrastructure development and leader with the largest container port in the North Africa in the form of Port Said.

Currently Egypt is revamping the Suez Canal through an initiative named Suez Canal Corridor project, as a part of which it announced a project to dig a new 72-km canal alongside the original canal. It is also expanding the ports along Suez –

COUNTRY REPORT NORTH AFRICA AND KENYA

such as Adabiya and Tawfik.

Algeria is developing a new deep sea port near the capital city Algiers to cope with increasing maritime cargo flow of the country. In addition capacity expansion at existing ports is also being undertaken.

The government is also planning to develop the East Algerian Port of Djen-Djen, which is reported to have the potential to become a major port of call for services Currently, surfaceoperating in the west of the Mediterranean. based cargo Morocco is planning movement across to develop The Nador Med Port project borders within North West a deep water port with trans-shipment and Africa primarily container facilities. Libya happens through road and Tunisia do not have any notable ongoing and almost 95 per port enhancement cent cargo volume projects at the moment.

However, when of the non-surface comparing the container based transportation cargo volume growth of the nations in North takes place via the Africa countries, it is sea. Only urgent or noted that Morocco and valuable or perishable Egypt have witnessed higher success than goods are sent by air others have.

Exhibit 2

Country wise Container Traffic (in Million TEUs) in North Africa, 2009-2013

Source: World Bank, Frost & Sullivan analysis

Air transport infrastructure developments Even within the air cargo transport mode, Egypt has been the pioneer in the region. To cope with the rapidly growing air cargo transportation demand, the Egyptian government is building a new airport city at Cairo International Airport. The proposed project is worth an estimated USD14.49 billion, and will cover an area of up to 10 million sq metres. Notable planned/ongoing enhancements in the country’s air transport infrastructure include additional terminals at Cairo, Sharm El Sheikh and terminal extensions at Abu Simbel, Marsa Matrouh and Taba. Key airport projects within Algeria include the construction of

DECEMBER 2014 15

new terminals at airports of Algiers and Oran.

Morocco is developing new terminals at Marrakech, Casablanca, Errachidia, Oujda and Tan Tan, apart from several other projects of terminal facelifts and runway upgrades at smaller airports.

Airport projects in Libya have been delayed/ stalled due to the 2011 uprising. However work has begun on a new terminal at Misrata Airport and a new $450 million terminal at Sebha. Tunisia’s airport projects have also been delayed/ stalled due to the civil unrest of 2011 and are yet to witness a revival.

However, when comparing the air cargo volume growth of the nations in North African countries, in terms of million tonne kilometres of cargo transported, it is noted that only Egypt and Tunisia have witnessed growth in past five years.

Countries witnessing visible improvement in transportation infrastructure When comparing an understanding of a nation’s transportation and logistics infrastructure performance, World Bank’s Logistics Performance Index (LPI) can be used for an effective and reliable comparison across all key parametres.

While all the nations in the North Africa are focused on building or enhancing their transportation and logistics infrastructure in all segments, only Algeria seems to be witnessing a consistent improvement.

Going by the rapid rise in ranks of Exhibit 3

Algeria within World Bank’s LPI, between 2007 and 2014, the country’s large-scale infrastructure projects seem to have raised the logistics capabilities. On the other hand, Tunisia witnessed a severe decline in LPI ranks between 2007 and 2014, which could be probably attributed to the stagnation arising from the civil unrest in 2011.

Overall, the countries in North Africa have been revamping their rail, road and air transportation infrastructure through new Egypt plays a projects and expansion projects over the past few years. Apart strategic role from these, the countries are in the global working towards developing regional level rail and road shipping and network linking all countries, trade sector which can significantly enhance owing to the Suez the intra-regional transportation and trade, apart from enhancing Canal, which its position as the logistics hub in the Eastern-Western world forms the key trade route.

passage for ships moving between Kenya Investment driving trade Asia and Europe, and industrial development in Kenya and it contributes Kenya is ideally placed in East Africa as the hub for to about four trade and business interests per cent of the with sufficient infrastructure development driving intracountry’s GDP regional trade in Africa.

Significant efforts are currently underway to upgrade and develop new infrastructure in Kenya in order to increase its ability to facilitate trade. Major industry sectors

Air Transport Freight (Million Tonne Km) by Country in North Africa, 2009-2013

Source: World Bank, Frost & Sullivan analysis

16 DECEMBER 2014

expected to benefit from the planned infrastructure developments will be the oil and gas (O&G) sector, mining, agriculture and retail industry, writes Craig Parker, Senior Economist at Frost & Sullivan Africa.

The country has been plagued with high transport costs for a number of years due to insufficient, overused and run-down infrastructure.

Significant improvements, however, have already been made to facilitate more efficient trade. The route between Mombasa and Nairobi has received particular attention in upgrades; the average cost to transport a 40 foot container from Mombasa to Nairobi decreased from $1,200 in 2012 to $1,050 in 2014. The turnaround time for a truck leaving Mombasa to Nairobi and returning to Mombasa has decreased from 1.2 days in 2012 to 0.9 days in 2014. Substantial improvements in turnaround time from Mombasa to Kampala have also been made with the average turnaround time decreasing from 10 to 6 days between 2012 and 2014.

Despite efforts to improve infrastructure, however, there are major impediments that still exist in terms of administrative delays and instances of corruption along these routes. Average transit times have been improving and there has been a concerted effort on the part of government to eradicate these issues.

The port of Mombasa is, currently, the only point of entry into Kenya for international trade and delays at the port have resulted in major undertakings to upgrade current port facilities. The Kenya Ports Authority is also looking for private operators to run / manage their new container terminal.

The lack of proper infrastructure alone is not the only factor causing delays at the port. For example, the efforts from Government to stifle the trade in contraband has resulted in delays. All exports from the country are required to be scanned, even after these containers have been inspected and sealed by a customs official before

COUNTRY REPORT NORTH AFRICA AND KENYA

being loaded. The duplicity of this administrative process and the frequent breakdowns of port equipment used to handle cargo, or scan the containers, also leads to further delay.

Key projects that have been undertaken at the port to reduce inefficiency are the construction of berth 19 through 21, conversion of berths 11 through 14 to container terminals, and the dredging of the canal to allow larger vessels.

In order for Kenya to become the leading trade hub for East Africa new infrastructure will be required. One of the key transport infrastructure projects that are underway is the Lamu-South Sudan-Ethiopia Transport (LAPPSET) corridor.

This project will comprise a new port facility at Lamu, a railway line, highway, oil pipeline and a fibre optic line. Currently this project is not under construction due to a dispute over land compensation, but development will most likely start early next year.

The Lamu-South Sudan-Ethiopia Transport (LAPPSET) corridor project will: Open the northern part of Kenya for greater resource exploration and improved development of the agricultural sector Link the landlocked territories of Southern Sudan and Ethiopia to the Lamu port Open up the possibility to

KEY PERFORMANCE INDICATORS AT MOMBASA PORT Indicator

2013 (half year)

2014 (half year)

Notes

Dwell time

5.8 days

3.8 days

Time taken to clear cargo at the port

Truck transit time

7 days

4 days

Time taken of truck coming out of the port to travel to the border at Busia or Malaba

Cargo volumes

10.5 million tons

11.9 million tons

Container traffic

415,948TEUs

463,807TEUs 160,000 tons

TEU (Twenty-foot equivalent unit constitution a standard container)

Trans-shipment traffic

72,000 tons

Ugandan cargo

2.38 million tons

2.72 million tons

Usage of Mombasa port to ship Ugandan goods

Rwandan cargo

98,240 tons

110,540 tons

Usage of Mombasa port to ship Rwandan goods

dramatically increase intra-regional trade between Kenya, South Sudan and Ethiopia, and will also Increase communication links between these neighbouring countries and improve the ICT potential The development of the LAPPSET transport corridor will also be essential to the development of the O&G sector in East Africa as there is currently no potential for intra-regional transport of oil from landlocked regions. The current 14 inch Mombasa-Nairobi oil pipeline is also in the process of being replaced by a new 20 inch oil pipeline and a 96 core fibre optic cable. This new pipeline is designed to handle the projected demand to 2044. This pipeline can also be extended further to Eldoret to link to Kampala in Uganda to ease the rising demand from Uganda, Burundi and Rwanda.

The upgrading of the port of Mombasa, linked with the Northern corridor from Mombasa through to Kampala, the implementation of the Standard Gauge Railway along this route, and the new oil pipeline will drive trade with Mombasa as the key port of choice for Nairobi’s and Uganda’s development. The LAPPSET project will open the northern parts of Kenya, South Sudan and Ethiopia to the port of Lamu and this will have immense implications for reducing logistics costs for these countries. Support structures, infrastructure investment and the agreements between the governments of the East African nations is going to place Kenya in a favourable position to attract significant investment over the next 10 years.

Frost & Sullivan recently developed a country rating scale, which provides a macro-economic view of countries and details how infrastructure is aligned with investment opportunities for new trade developments. For more information on these studies, please contact Samantha James at Frost & Sullivan Africa.

-Craig Parker, Senior Economic Consultant, Frost & Sullivan

DECEMBER 2014 17

3

PLs change and traits of leaders

How do companies weather the change that is slowly being recognised as a different way of doing business as compared to traditionally.

Leadership in companies have to recognise and implement staying focussed on the end result. Easier said than done. Tom Craig, President LTD Management outlines the route to stay on top

18 DECEMBER 2014

MANAGEMENT

C

hange is a fact of business. Only the rate of change is an issue.

For the Top 50 of the Fortune 500 for 1991, only 15 companies are still there in 2011. Not only have companies changed in the Fortune 500 rankings, but so have industries. What does that mean for 2021 or 2031?

The importance of“green”logistics is growing. Manufacturers are evaluating deglobalisation and onshoring. What does it mean for outsourcing and services required? Foreign firms are using Direct to Market (D2M) to sell direct to consumers in other countries by using ecommerce, thus increasing profit margins and creating brand identity. How will 3PLs handle and manage diverse customer portfolios?

What is the sales and operations approach for customers that have differing customer segments with multi-channels? How do these logistics service providers move past their comfort zone with its familiar

customers and market and go beyond what they perceive as“core competencies”? What is their route-tomarket plan to assist customers? What is sustainable, and how is it achieved?

Against this backdrop of continuous change, too many 3PLs practice a lemmings-like methodology and do nothing until there is mass migration in a certain direction. This is the situation in times of global economic turmoil or robust growth. The followers have no strategy or have a conglomeration of ideas, some rehashed, and that is really bad strategy. Not coincidentally, these firms deal with high customer turnover and eroding margins.

They have little or no competitive differentiation in a commodity service market. Slogans and tag lines are viewed as value proposition for key customers or market sectors. They are more internally focused and less customer centric.

Some 3PLs not only see trends, but they also assess how to position themselves to exploit changes and

their opportunities. Why do some logistics providers take the lead to change, align, adapt, and renew themselves while many others basically mimic and follow?

Leaders have traits that enable them to grow, to profit, to be resilient, and to transform. The traits are not about how many offices they have or how large their warehouses are or how many trucks they operate. They are distinguishing and complementary features that intertwineStrategy Balanced Organization Value Proposition of Blended Customer Centric and Supply Chain Channel Focus Change Management Strategy. Reacting to potential opportunities and leads can only go so far. Strategy is more than a list of objectives and sales approaches.

It is not an accumulation of ideas from different country managers or from other business segments.

DECEMBER 2014 19

MANAGEMENT

Strategy is needed in order to know what to do, why to do it and how to do it. It is important in order to build and maintain a dynamic portfolio of activities.

Strategy has two parts - strategy development and strategy execution.

They understand the hubris that planning can generate with over expectations and under delivering results. Creating and advancing a strategy includes recognising and removing impediments, both internal and external, to success.

Balanced organisation.

Organisations and organisation structure can create internal, myopic barriers that can restrict focus beyond the short term. Leaders recognise the conflict between demands for short-term financial results and those for long-term viability. They have strong metrics (both hard and soft), a creative environment, a cohesiveness of purpose - both tactical and strategic, the combination of focus

Change is a fact of business. Only the rate of change is an issue. For the Top 50 of the Fortune 500 for 1991, only 15 companies are still there in 2011.

Not only have companies changed in the Fortune 500 rankings, but so have industries. What does that mean for 2021 or 2031?

and flexibility, and the agility to balance existing activities with new opportunities. All of these form a culture to support and drive change, create synergies and keep the business poised for the present and for the future.

Value proposition of blended customer centric and supply chain channel focus.

Leaders know that profits and growth are a mixture of what they do and what customers require. The “what they do� is their base and generates 80-90 per cent of sales turnover.

This is also where everyone competes for the same customers-that commodity service arena defined by price. But they also understand that higher

margins and improved customer retention can be and is achieved.

They have a customer centric value proposition. It is based on what customers require with regards to their businesses and their successes.

This transcends the usual focus with regards to freight rates or with in/ out storage charges or other price delineator. Leaders move beyond the forwarding, warehouse, transport or whatever primary logistics service and have a supply chain focus like customers have. Those that create and implement credible value propositions - and the competitive differentiation that it gives rise to also have the foundation to adapt and to transform.

Change management.

Transitioning to new opportunities is not quick and is not easy. Beginning change takes planning; maintaining change is difficult. Since change is ongoing, the real issues are establishing a culture of continuous change and having the commitment by top management.

3PL leaders understand the similarity with strategy in that change also has two parts-planning and execution. They recognise and balance the two change issues with financial performance and with people.

Conclusion. Leading logistics providers are in the forefront of transforming their businesses to adapt to various business, economic and social changes. The traits that leaders apply to 3PLs and to all logistics providers-from forwarders to logistics hubs and for all service niches.

Change is a requirement, not an option. Companies have to choose to either be leaders and to grow and transform their business or to choose to be followers. Those who follow will continue the cycle of high customer turnover, eroding margins and little or no competitive differentiation.

20 DECEMBER 2014

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COVER STORY

22 DECEMBER 2014

COVER STORY

Health and y t i safetytop prior a

d ase b tor jah har opera n S e l tio r, th rmina cogni the e n i re for t te pa) lfta Gu al por ceived ciety (RoS o b s glo ntly re oyal S ident Health to c e e l R c c re f A ationa spok of he t o n from entio ccup . GSC rector e h v i d O Pre their Awar oup D bout t o y r a h wit Safet en, G ainer nt t fety e m t a and e Ogd , Gulf mmit and s for k o v s c h e St ration tor’s healt chmar e Op opera yees’ a ben t lo por emp setting rts r i Being a successful port operator, what are the the ell as nal po standard health and safety procedures in place that are w o as r regi implemented at each port you operate? e oth As the region’s pioneering container terminal operator, Gulftainer has established and implemented a QHSE Policy, which underlines the company’s vision and commitment towards the health and safety of its employees and the community; protection of the environment; the quality of its products and services; and compliance with client and regulatory requirements.

DECEMBER 2014 23

COVER STORY

Our UAE Terminals are fully compliant with ISO 9001: 2008 – Quality Management System, ISO 14001:2004 – Environmental Management System and OHSAS 18001:2007 – Occupational Health and Safety Management System.

We have also implemented all the mandatory guidelines, such as the UAE Federal Law Guidelines for Health and Safety; the Code of Construction Safety Practice from the Dubai Municipality; the EHS – Trakhees Regulations of Ports and Marine; the LEEA Guidelines for Safe Equipments; and other membership guidelines, such as Zawya, RoSPA and British Safety Council, amongst others.

All equipment training is in line with UK

24 DECEMBER 2014

accepted standards (RTITB, ITTSAR) and all Gulftainer instructors hold IOSH Managing Safely certification.

Gulftainer recently received the Silver award from the Royal Steve Ogden Society for the Prevention of Accidents (RoSPA), which recognises our continuous commitment to occupational health and safety standards.

What are the current challenges you are facing when it comes to health and safety at ports and how are you working towards overcoming them?

At Gulftainer, we have defined controls through instruction, training, information

and supervision to guarantee health and safety at our ports.

In order to aid both safety and operational control of the port, it is mandatory across all GT facilities to ensure that an appropriate traffic management system is in place, including control and supervision of vehicle and pedestrian movements, especially in operational areas.

Another key aspect that is taken into consideration is equipment safety. All our equipment is inspected by an operator on a daily basis. In addition plant and equipment is inspected by the safety departments to verify the safe operational aspects of the equipment. All equipment is further subject to manufacturer’s

COVER STORY

it is mandatory across all GT facilities to ensure that an appropriate traffic management system is in place, including control and supervision of vehicle and pedestrian movements, especially in operational areas our operations, to promote the well-being of our employees, partners and stakeholders.

In order to be considered for such a highly sought after accolade, there are a number of stringent procedures that are thoroughly assessed by the RoSPA.

routine and preventative maintenance regime by a team of qualified engineers.

All equipment is third-party inspected at the correct intervals by LEAA-approved inspectors as per legislative requirements.

Gulftainer has also implemented a hot work permit system to diagnose and manage the risk involved in hot work. We have also established the procedure LOTO (Lock Out Tag Out) to manage all electrical maintenance works.

What stringent procedures have contributed to winning this accolade from RoSPA? The RoSPA award highlights our focus on ensuring world-class standards, across all

The following achievements were highlighted by RoSPA during the review: The commitment of the top management to implement HSE policies Procedures for investigating the root cause and corrective action for Sick Leave, Accident, First Aid Record, Interested party feedback, Internal Safety Audits, and third party Accreditation Audits, Accidents, Incident and Near Misses etc.

Procedures for Safety Committee, Safety Inspection, and Safety walk etc.

Procedures for consultation and communication to engage the employees in health and safety such as training and development, Safety Induction and Safety Tool Box Talks etc.

Procedures for subcontractor activity controls such as receive and review the method statement, Aspect/Impact Evaluation, Hazard/Risk Evaluation, Work Permit for hot work and work at height, Confined Space Entry Permits etc.

Procedure to identify and evaluate the risks around the terminal Monitoring and measurement of Health and Safety such as health monitoring and HSE Statistics Procedure for continuous training and development for employees towards competence enhancement Individual roles and responsibilities assigned for HSE

Our awards and accreditations such as OHSAS 18001:2007, International Safety Award from British Safety Council, Value Chain Leadership award from Frost & Sullivan etc.

Could you elaborate on handling procedures for different types of materials coming into a port such as rubber, timber, dangerous bulk liquids and gases?

In the UAE, Gulftainer primarily handles containers, with only limited quantities of general cargo. Gulftainer handles classes of hazardous cargo as permitted by and under the guidance of the port authority. All sites have online access to the International Maritime Dangerous Goods (IMDG) code.

Gulftainer has standard procedures for storage of General Cargo Containers, while the International Maritime Consultative Organisation (IMCO) Containers are stored and segregated as per the IMDG Code. Additionally, we also have secondary containment units to deal with any leakage or potential leakage of cargo units.

Across our operations, we undertake appropriate surveillance and supervision in addition to routine verification of the containers to evaluate any potential leakage of cargo, and take adequate measures, as and when needed.

When it comes to managing risk what are the precautions in place at Gulftainer?

Managing risk is a top priority at Gulftainer and we follow specific procedures for each of the aspects involved in the operations of our ports to minimise risks at all times.

To minimise risk related to moving of vehicles and equipment and workplace transport, as mentioned earlier, we have a traffic management system in place that assures appropriate control and supervision of vehicle and pedestrian movements around the ports.

As far as reasonably practicable, vehicles and pedestrians are segregated and all walkways are signposted. We also place signage advising drivers which side of the road they should drive on, while members of the public, private vehicles, taxis and delivery vehicles are restricted from accessing the operational areas.

DECEMBER 2014 25

With regard to lifting operations, loading and unloading at ports and docks involve the use of a wide range of modern, well-maintained cargo handling equipment such as Quay Cranes, Mobile Harbour Cranes, Rubber Tyre Gantry Cranes, Empty Container Handlers, Top Loaders, and forklift trucks or other similar machinery. Safeguarding our employees’ safety is an ongoing priority for us when it comes to managing our ports and docks. Therefore, we have identified safety critical parts of the crane, and we have implemented maintenance and testing regimes, in line with suggested testing and maintenance intervals.

Duty holders also take into consideration ‘foreseeable misuse,’ such as overloading or use in high winds. This includes taking into account that dynamic and static overloading that may occur and taking steps to reduce and mitigate its effects.

26 DECEMBER 2014

All our plant equipment operators are trained in-house to a very high standard by experienced instructors utilising training programmes developed in line with UK training bodies. The instructors each have in excess of 15 years of experience within the port industry and ensure operators receive monitoring and reassessment training regularly. Additionally, all operators are licensed in accordance with local regulations.

All lifting equipment is tested and inspected regularly in line with the DAC/ LEEA accreditation requirements of inspection bodies.

Another risk factor relates to working at heights. Whilst carrying out loading and unloading operations and stacking and stowing goods there is a risk of falling objects. At Gulftainer, rigorous measures and safe working practices have been put in place

to prevent falls from heights and to ensure compliance with local and international regulations. We have installed protections on all open edges where there is any risk of falling from height, which prevents falls through openings in holds or from cargo.

Additionally, all access or lashing cages are appropriately protected with guard rails and toe boards and have robust gates or doors.

Appropriate documented safe systems of work are also in place for the stacking of full and empty containers. For example, empty containers are not stacked within seven metres of occupied buildings, and stacks adjacent to buildings and perimeter fences are stepped back.

When securing devices are attached to containers, a safe system of work is strictly adhered to tp enable the attachments that link the containers to be set in

COVER STORY

All our plant equipment operators are trained in-house to a very high standard by experienced instructors utilising training programmes developed in line with UK training bodies.

The instructors each have in excess of 15 years of experience within the port industry and ensure operators receive monitoring and reassessment training regularly

position and removed safely. Appropriate ship to shore access is also provided for employees and visitors.

Another risk area is musculoskeletal disorders (MSDs), caused mainly by incorrect manual handling techniques, such as frequent bending and twisting, and heavy physical work. Continuous risk assessment and controls eliminate or reduce the risk of manual handling wherever possible.

Good equipment design and good seating, along with proper adjustment, assist in reducing MSDs. Furthermore, Gulftainer carries out ergonomic assessments at the planning stage of any work process.

In order to minimise the risk of MSDs, manual handling of loads, including manual maneuvering of lifting gear, attachments and slung loads, is avoided where possible.

We have also built appropriate breaks at

regular intervals for those undergoing monotonous repetitive tasks.

Drivers of mobile equipment may be exposed to Whole Body Vibration (WBV) and shocks, which are associated with back pain. Other work factors, such as posture and heavy lifting, are also known to contribute to WBVs. We have implemented working methods designed to eliminate or reduce exposure such as minimising the transport of goods or materials. We provide relevant and sufficient information, instruction supervision and training to all our employees. We also select work equipment of appropriate ergonomic design, paying special attention to the choice of seat and tires.

In the unlikely case of worker disability what kind of benefits are standard and what happens in terms of compensations?

Gulftainer conforms to all applicable local/ UAE Federal Law and local/UAE Labour law guidelines in this regard.

What plans are afoot for future enhancements to your health and safety procedures in order to stay on top?

Gulftainer’s commitment to health and safety is a top priority in our current and future plans. We continually review risk exposure and ensure appropriate control measures are in place. Gulftainer actively

promotes training and development of all employees and instils a safety culture within our diverse workforce We plan to create Total Employee Involvement towards identification of root causes for near misses and incidents, and work towards further enhancing behavioural safety techniques.

In addition, we plan to develop the HSE Statistics performance indicator for each division and will work towards motivational factors on HSE indicators. We also aim to migrate to ISO 45001 Safety Standards by 2016.

Deviating from the topic could you tell us details of your venture with Canaveral Port Authority, Florida?

One of the busiest cruise ports in the world that offers world-class facilities for vacationers, local visitors, cruise lines, cargo shippers and tenant businesses, Port Canaveral in Florida has signed a 35-year concession deal with GT USA, the USbusiness of privately-owned international port operator Gulftainer.

The agreement is for Gulftainer to operate and further develop Port Canaveral’s container and multipurpose cargo terminal, which will help position Port Canaveral as the most economical and convenient ocean gateway for containerised cargo in central Florida.

Our goal is to work with the Canaveral Port Authority to improve the local economy by investing in infrastructure, processes and people. Gulftainer will invest US$100 million in infrastructure, equipment and locallysourced human capital, and expect to increase cargo volume at Port Canaveral to 700,000 TEUs per year. The multipurpose cargo terminal is also expected to create around 2,000 jobs including 550 direct jobs initially.

The Canaveral Port Authority is one of the most respected in the country and has a reputation for professionalism that matches Gulftainer’s own values. Together, we will work to deliver outstanding value to our customers and stakeholders. By bringing Gulftainer’s almost 40 years of experience, expertise and global relationships to Port Canaveral, we aim to create a new efficient gateway for goods entering and leaving Florida.

DECEMBER 2014 27

28 DECEMBER 2014

‫ﻣﻥ ﺇﺩﺍﺭﺓ ﺍﻟﻣﺳﺎﻋﺩﺓ ﻓﻲ ﺗﻁﺑﻳﻕ ﺍﻟﻘﺎﻧﻭﻥ ‪ LEAA‬ﻭﻭﻓﻘﺎ‬ ‫ﻟﻠﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺗﺷﺭﻳﻌﻳﺔ‪ .‬ﻛﺫﻟﻙ ﺗﺗﺑﻊ ﺷﺭﻛﺔ ﻏﻠﻔﺗﻳﻧﺭ ﻧﻅﺎﻡ‬ ‫‪COVER STORY‬‬ ‫ﺗﺻﺎﺭﻳﺢ ﻟﺗﺷﺧﻳﺹ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻣﺧﺎﻁﺭ ﺍﻟﺗﻲ ﺗﻧﻁﻭﻱ ﻋﻠﻳﻬﺎ‬ ‫ﺧﻁﻭﺍﺕ ﺍﻟﻌﻣﻝ‪.‬‬

‫ﺳﺅﺍﻝ‪ :‬ﻏﻠﻔﺗﻳﻧﺭ ﻫﻲ ﻣﺷﻐﻠﺔ ﻣﻭﺍﻧﺊ ﻧﺎﺟﺣﺔ‪ ،‬ﻓﻣﺎ ﻫﻲ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻘﻳﺎﺳﻳﺔ ﺍﻟﻣﻌﻣﻭﻝ ﺑﻬﺎ ﻭﺍﻟﺗﻲ‬ ‫ﻳﺗﻡ ﺗﻧﻔﻳﺫﻫﺎ ﻓﻲ ﻛﻝ ﻣﻳﻧﺎء ﺗﺗﻭﻟﻭﻥ ﺇﺩﺍﺭﺗﻬﺎ ﻭﺗﺷﻐﻳﻠﻬﺎ؟‬

‫ﻗﺻﻭ‬ ‫ﻗﺻﻭﻯ‬ ‫ﺃﻭﻟﻭﻳﺔ‬ ‫ﺃﻭﻟﻭﻳﺔ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ –‬ ‫ﻭﺍﻟﺳﻼﻣﺔ –‬ ‫ﺍﻟﺻﺣﺔ‬ ‫ﺍﻟﺻﺣﺔ‬

‫ﺑﺻﻔﺗﻧﺎ ﻣﺷﻐﻝ ﻣﺣﻁﺎﺕ ﺍﻟﺣﺎﻭﻳﺎﺕ ﺍﻟﺭﺍﺋﺩ ﻓﻲ ﺍﻟﻣﻧﻁﻘﺔ‪،‬‬ ‫ﺱ‪ :‬ﻣﺎ ﻫﻲ ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﺻﺭﺍﻣﺔ ﺍﻟﺗﻲ ﺳﺎﻫﻣﺕ ﻓﻲ ﻓﻭﺯ‬ ‫ﺷﺭﻋﺕ ﺷﺭﻛﺔ ﻏﻠﻔﺗﻳﻧﺭ ﻓﻲ ﺗﻧﻔﻳﺫ ﺳﻳﺎﺳﺔ ﺍﻟﻣﻛﻭﻧﺎﺕ ﺍﻷﺭﺑﻌﺔ‬ ‫ﺷﺭﻛﺗﻛﻡ ﺑﻬﺫﻩ ﺍﻟﺟﺎﺋﺯﺓ ﻣﻥ ﺭﻭﺳﺑﺎ؟‬ ‫)ﺍﻟﺟﻭﺩﺓ‪ ،‬ﺍﻟﺻﺣﺔ‪ ،‬ﺍﻟﺳﻼﻣﺔ‪ ،‬ﺍﻟﺑﻳﺋﺔ ﺃﻭ ‪ ،( QHSE‬ﺑﻣﺎ‬ ‫ﻳﺅﻛﺩ ﺭﺅﻳﺔ ﺍﻟﺷﺭﻛﺔ ﻭﺍﻟﺗﺯﺍﻣﻬﺎ ﺗﺟﺎﻩ ﺻﺣﺔ ﻭﺳﻼﻣﺔ ﺟﻣﻳﻊ‬ ‫ﺍﻟﺑﻳﺋﺔ‪،‬‬ ‫ﺣﻣﺎﻳﺔ‬ ‫ﻭﺗﺟﺎﻩ‬ ‫ﺍﻟﺟﻣﻌ‬ ‫ﺗﻘﺩﻳﺭﺍ ﻣﻥ‬ ‫ﺗﻘﺩﻳﺭﺍ ﻣﻥ‬ ‫ﺍﻟﺷﺎﺭﻗﺔ‪،‬‬ ‫ﺍﻟﺷﺎﺭﻗﺔ‪،‬‬ ‫ﺇﻣﺎﺭﺓ ﺇﻣﺎﺭﺓ‬ ‫ﻭﻣﻘﺭﻫﺎ‬ ‫ﻭﻣﻘﺭﻫﺎ‬ ‫ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﺷﺭﻛﺔﺷﺭﻛﺔ‬ ‫ﺟﻭﺩﺓﺔ ‪-‬‬ ‫ﻌﺎﻟﻣﻳ‬ ‫ﻭﺗﺟﺎﻩ ‪-‬‬ ‫ﻌﺎﻟﻣﻳﺍﻟﺔ‬ ‫ﺑﺣﺭﻳﺔ‬ ‫ﺑﺣﺭﻳﺔ ﺍﻟ‬ ‫ﻭﺍﻧﺊ ﺍﻟ‬ ‫ﻭﺍﻧﺊﻣ ﺍﻟ‬ ‫ﻭﺍﻟﻣﺟﺗﻣﻊ‪،‬ﺍﻟ‬ ‫ﺷﻐﻠﺔ‬ ‫ﻣﻭﻅﻔﻳﻬﺎُﻣﺔـ ﺍﻟﻣ‬ ‫ﺷﻐﻠ‬ ‫ﺗﻠﻘﺕ‬ ‫ﺗﻠﻘﺕ ُﻣـ‬ ‫ﻓﻌﻠﻳﺎ‪ ،‬ﺟﺎﺋﺯﺓ ﺭﻭﺳﺑﺎ ﺳﻠﻁﺕ ﺍﻟﺿﻭء ﻋﻠﻰ ﻋﻣﻠﻧﺎ ﺍﻟﺩﺅﻭﺏﻣﺅﺧﺭﺍﻣﺅﺧﺭﺍ‬ ‫ﻟﺿﻣﺎﻥ ﺗﻁﺑﻳﻕ ﺃﺭﻗﻰ ﺍﻟﻣﻌﺎﻳﻳﺭ ﺍﻟﻌﺎﻟﻣﻳﺔ ﻓﻲ ﺟﻣﻳﻊ ﻋﻣﻠﻳﺎﺗﻧﺎ‪،‬‬ ‫ﻣﻧﺗﺟﺎﺗﻬﺎ ﻭﺧﺩﻣﺎﺗﻬﺎ‪ ،‬ﻭﺍﻻﻣﺗﺛﺎﻝ ﻣﻊ ﻁﻠﺑﺎﺕ ﺍﻟﻌﻣﻳﻝ ﻭﻣﻊ‬ ‫ﻣﺟﻣﻭﻋ‬ ‫ﻣﺩﻳﺭ ﺍﻟﻣﺩﻳﺭ ﺍﻟﻣ‬ ‫ﺃﻭﺟﺩﻥ‪،‬‬ ‫ﺃﻭﺟﺩﻥ‪،‬‬ ‫ﺳﺗﻳﻑﺳﺗﻳﻑ‬ ‫ﺍﻟﻣﺟﻠﺔ ﻣﻊ‬ ‫ﺍﻟﻣﺟﻠﺔ ﻣﻊ‬ ‫ﺗﺣﺩﺛﻧﺎ ﻓﻲ‬ ‫ﺗﺣﺩﺛ‪.‬ﻧﺎ ﻓﻲ‬ ‫ﺍﻟﻣﻬﻧﻳﺔ‬ ‫ﺍﻟﻣﻬﻧﻳﺔ‪.‬‬ ‫ﻭﺍﻟﺻﺣﺔ‬ ‫ﻭﺍﻟﺻﺣﺔ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺟﺎﺋﺯﺓ‬ ‫ﺟﺎﺋﺯﺓ‬ ‫ﺟﺎﺋﺯﺗﻬﺎ‪:‬‬ ‫ﺟﺎﺋﺯﺗﻬﺎ‪:‬‬ ‫ﺧﻼﻝ ﺧﻼﻝ‬ ‫ﻟﺗﻌﺯﻳﺯ ﺭﻓﺎﻫﻳﺔ ﻣﻭﻅﻔﻳﻧﺎ ﻭﺷﺭﻛﺎﺋﻧﺎ ﻭﻣﺳﺎﻫﻣﻳﻧﺎ‪ .‬ﻣﻥ ﺃﺟﻝﻣﻥ ﻣﻥ‬ ‫ﺍﻟﺗﻧﻅﻳﻣﻳﺔ‪.‬‬ ‫ﺍﻟﻣﺗﻁﻠﺑﺎﺕ‬ ‫ﺗﺭﺷﺣﻧﺎ ﻟﻣﺛﻝ ﻫﺫﻩ ﺍﻟﺟﺎﺋﺯﺓ ﺍﻟﻣﺭﻣﻭﻗﺔ‪ ،‬ﻛﺎﻥ ﻫﻧﺎﻙ ﻋﺩﺩ ﻣﻥ‬ ‫ﻗﻠﻳﻣﻳﺍﻹ‬ ‫ﻟﻠﻣﻭﺍﻧﺊ‬ ‫ﻟﻠﻣﻭﺍﻧﺊ ﺍﻹ‬ ‫ﺍﻟﻘﻳﺎﺳﻳﺔ‬ ‫ﺍﻟﻘﻳﺎﺳﻳﺔ‬ ‫ﻣﻌﺎﻳﻳﺭﻣﻌﺎﻳﻳﺭ‬ ‫ﻭﺿﻌﻬﺎ ﻟﻠ‬ ‫ﻭﺿﻌﻬﺎ ﻟﻠ‬ ‫ﻭﻛﺫﻟﻙ ﺁﻟﻳﺔ‬ ‫ﻭﻛﺫﻟﻙ ﺁﻟﻳﺔ‬ ‫ﻣﻭﻅﻔﻳﻬﺎ‪،‬‬ ‫ﻣﻭﻅﻔﻳﻬﺎ‪،‬‬ ‫ﺳﻼﻣﺔﺳﻼﻣﺔ‬ ‫ﺻﺣﺔ ﻭ‬ ‫ﺻﺣﺔ ﻭ‬ ‫ﺍﻟﺷﺭﻛﺔ ﻧﺣﻭ‬ ‫ﺍﻟﺷﺭﻛﺔ ﻧﺣﻭ‬ ‫ﺍﻟﺗﺯﺍﻡﺍﻟﺗﺯﺍﻡ‬ ‫ﺣﻭﻝ ﺣﻭﻝ‬ ‫ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﺻﺎﺭﻣﺔ ﺍﻟﺗﻲ ﻳﺗﻡ ﺗﻘﻳﻳﻣﻬﺎ ﺑﺩﻗﺔ ﻣﻥ ﻗﺑﻝ‬ ‫ﻣﺣﻁﺎﺗﻧﺎ ﺍﻟﻌﺎﻣﻠﺔ ﻓﻲ ﺩﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺭﺑﻳﺔ ﺍﻟﻣﺗﺣﺩﺓ ﻟﺩﻳﻧﺎ‬ ‫ﺭﻭﺳﺑﺎ‪.‬‬ ‫ﻣﺗﻭﺍﻓﻘﺔ ﺗﻣﺎﻣﺎ ﻣﻊ ﻧﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺁﻳﺯﻭ‬ ‫ﺭﻭﺳﺑﺎ(‬ ‫ﺍﻟﺣﻭﺍﺩﺙ )‬ ‫ﻣﻥ ﺍﻟﺟﻣﻌﻳﺔ‬ ‫ﻳﺭﺍ‬ ‫ﻣﺅﺧﺭﺍ ﺗﻠﻘﺕ ُ‬ ‫ﺭﻭﺳﺑﺎ(‬ ‫ﻭﻓﻘﺎ )‬ ‫ﺍﻟﺣﻭﺍﺩﺙ‬ ‫ﺍﻟﻘﺎﻧﻭﻥﻟﻣﻧﻊ‬ ‫ﺍﻟﻣﻠﻛﻳﺔ‬ ‫ﺍﻟﺟﻣﻌﻳﺔ‬ ‫ﺇﻣﺎﺭﺓﺁﻳﺯﻭﺍﻟﺷﺎﺭﻗﺔ‪ ،‬ﺗﻘﺩﻳﺭﺍ ﻣﻥ‬ ‫ﻌﺎﻟﻣﻳﺔ ‪ -‬ﺷﺭﻛﺔ ﻏﻠﻔﺗﻳﻧﺭ ﻭﻣﻘﺭﻫﺎ‬ ‫ﺑﺣﺭﻳﺔ ﺍﻟ‬ ‫ﻟﻣﻧﻊ ﺍﻟﻣﻭﺍﻧﺊ ﺍﻟ‬ ‫ﺍﻟﻣﻠﻛﻳﺔﻣـﺷﻐﻠﺔ‬ ‫‪ ،9001:2008‬ﻭ ﻧﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺑﻳﺋﺔ‬ ‫ﺳﺅﺍﻝ‬ ‫‪ LEAA‬ﻭﻭﻓﻘﺎ‬ ‫‪ LEAA‬ﻭ‬ ‫ﺗﻁﺑﻳﻕ ﺍﻟﻘﺎﻧﻭﻥ‬ ‫ﻓﻲ‬ ‫ﺗﻁﺑﻳﻕ‬ ‫ﺍﻟﻣﺳﺎﻋﺩﺓ‬ ‫ﺍﻟﻣﺳﺎﻋﺩﺓ ﻓﻲ‬ ‫ﻣﻥ ﺇﺩﺍﺭﺓﻣﻥ ﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﺳﻼﻣﺔﻭﺗﻧﺎﻗﺷﻧﺎ‬ ‫ﻏﻠﻔﺗﻳﻧﺭ‪،‬‬ ‫ﺟﺎﺋﺯﺗﻬﺎ‪:‬ﻓﻲ‬ ‫ﻠﻌﻣﻠﻳﺎﺕ‬ ‫ﻣﺟﻣﻭﻋﺔ ﻟ‬ ‫ﺟﺎﺋﺯﺓﻋﻠﻰ‬ ‫ﻟﻠﺣﺻﻭﻝ‬ ‫ﻟﺣﺎﻟﺔ ﺍﻟﺷﺭﻛﺔ‬ ‫ﺭﻭﺳﺑﺎ‬ ‫ﺧﻼﻝ‬ ‫ﻳﺔ‬ ‫ﺍﻟﻣﻬﻧ‬ ‫ﻭﻧﻅﺎﻡ ﺇﺩﺍﺭﺓ‬ ‫ﺇﺟﺭﺍء‬ ‫ﻏﻠﻔﺗﻳﻧﺭ ﻧﻅﺎﻡ‬ ‫ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﻓﻲﺷﺭﻛﺔ‬ ‫ﺗﺗﺑﻊ‬ ‫ﺷﺭﻛﺔ‬ ‫ﻛﺫﻟﻙ‬ ‫ﺍﻟﺗﺷﺭﻳﻌﻳﺔ‪.‬ﺗﺗﺑﻊ‬ ‫ﻛﺫﻟﻙ‬ ‫ﺍﻟﺗﺷﺭﻳﻌﻳﺔ‪.‬‬ ‫ﻠﻣﺗﻁﻠﺑﺎﺕ‬ ‫ﻠﻣﺗﻁﻠﺑﺎﺕ‬ ‫ﻟ‬ ‫ﻭﺍﻟﺻﺣﺔ ﻟ‬ ‫ﻭﺗﻧﺎﻗﺷﻧﺎ‬ ‫ﻧﻅﺎﻡ‪،‬‬ ‫ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﻠﻌﻣﻠﻳﺎﺕ‬ ‫ﻣﺟﻣﻭﻋﺔ ﻟ‬ ‫ﻣﺩﻳﺭ ﺍﻟ‬ ‫ﺃﻭﺟﺩﻥ‪،‬‬ ‫ﺍﻟﺳﻼﻣﺔﺳﺗﻳﻑ‬ ‫ﺍﻟﻣﺟﻠﺔ ﻣﻊ‬ ‫‪ 14001:2004‬ﻓﻲ‬ ‫ﻭﺍﻟﺻﺣﺔ ﺍﻟﻣﻬﻧﻳﺔ‪ .‬ﺗﺣﺩﺛﻧﺎ‬ ‫ﺧﻼﻝ‬ ‫ﻣﺩﻳﺭ ﺍﻟﺩﺭﺍﺳﺔ ﻣﻥ‬ ‫ﺍﻟﻣﺿﻳﺋﺔ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﻣﻥ‬ ‫ﺍﻟﺗﺎﻟﻳﺔ‬ ‫ﺍﻹﻧﺟﺎﺯﺍﺕ‬ ‫ﻛﺎﻧﺕ‬ ‫ﺍﻟﺟﺎﺋﺯﺓ‪،‬‬ ‫ﻋﻠﻰ‬ ‫ﺣﺭﺻﻧﺎ‬ ‫ﻛﺫﻟﻙ‬ ‫‪.‬‬ ‫‪18001:2007‬‬ ‫ﺁﻳﺯﻭ‬ ‫‪OHSAS‬‬ ‫ﻳﺗﻡ ﺗ‬ ‫ﻧﻁﻭﻱ ﻋﻠﻳﻬﺎ‬ ‫ﺍﻟﺗﻲ ﺗﻋﻠﻳﻬﺎ‬ ‫ﺍﻟﻣﺧﺎﻁﺭﻧﻁﻭﻱ‬ ‫ﺍﻟﻣﺧﺎﻁﺭ ﺍﻟﺗﻲ ﺗ‬ ‫ﻟﺗﺷﺧﻳﺹ ﻭﺇﺩﺍﺭﺓ‬ ‫ﻟﺗﺷﺧﻳﺹ ﻭﺇﺩﺍﺭﺓ‬ ‫ﺗﺻﺎﺭﻳﺢﺗﺻﺎﺭﻳﺢ‬ ‫ﺧﺭﻯ‪.‬‬ ‫ﺣﻭﻝ ﺍﻷ‬ ‫ﻣﻭﺍﻧﺊ ﺍﻹﻗﻠﻳﻣﻳﺔ‬ ‫ﻗﻠﻳﻣﻳﺔ‪ .‬ﺍﻷﺧﺭﻯ‪.‬‬ ‫ﻟﻠﻣﻭﺍﻧﺊ‬ ‫ﺍﻟﻘﻳﺎﺳﻳﺔ‬ ‫ﺍﻟﻣﺑﺎﺩﺉﻭﺿﻌﻬﺎ‬ ‫ﻭﻛﺫﻟﻙ ﺁﻟﻳﺔ‬ ‫ﺍﻟﺷﺭﻛﺔ ﻧﺣﻭ ﺻﺣﺔ ﻭﺳﻼﻣﺔ ﻣﻭﻅﻔﻳﻬﺎ‪،‬‬ ‫ﺍﻟﺗﺯﺍﻡ‬ ‫ﻭﻫﻲ‪:‬‬ ‫ﻣﺛﻝ‬ ‫ﻣﻌﺎﻳﻳﺭﺍﻟﻣﺣﻠﻳﺔ‪،‬‬ ‫ﺍﻟﺗﻭﺟﻳﻬﻳﺔ ﻟﻠﺍﻹﻟﺯﺍﻣﻳﺔ‬ ‫ﺗﻁﺑﻳﻕ ﺟﻣﻳﻊ‬ ‫ﺧﻁﻭﺍﺕ ﺍﻟﻌﻣﻝ‬ ‫ﺍﻹ‪.‬‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﺧﻁﻭﺍﺕ‬ ‫ﺍﻟﻣﺑﺎﺩﺉ ﺍﻟﺗﻭﺟﻳﻬﻳﺔ ﺍﻟﺗﻲ ﻧﺹ ﻋﻠﻳﻬﺎ ﺍﻟﻘﺎﻧﻭﻥ ﺍﻻﺗﺣﺎﺩﻱ‬ ‫ﺑﺻﻔﺗ‬ ‫ﺍﻟﺗﺯﺍﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻳﺎ ﺍﻟﻭﺍﺿﺢ ﻭﺍﻟﺻﺭﻳﺢ‬ ‫‪‬‬ ‫ﻧﺎﺟﺣﺔ‪ .،‬ﻓﻣﺎ ﻫﻲ‬ ‫ﻣﺷﻐﻠﺔ ﻣﻭﺍﻧﺊ‬ ‫ﺳﻳﺎﺳﺎﺕﻫﻲ‬ ‫ﺗﻧﻔﻳﺫﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﺳﺅﺍﻝ‪:‬‬ ‫ﻓﻭﺯ ﻓﻲ ﻓﻭﺯ‬ ‫ﺳﺎﻫﻣﺕ‬ ‫ﺳﺎﻫﻣﺕ ﻓﻲ‬ ‫ﺻﺭﺍﻣﺔ ﺍﻟﺗﻲ‬ ‫ﺻﺭﺍﻣﺔﺍﻟ ﺍﻟﺗﻲ‬ ‫ﺍﻹﺟﺭﺍءﺍﺕ‬ ‫ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟ‬ ‫ﻫﻲ‪ :‬ﻣﺎ ﻫﻲ‬ ‫ﻟﺩﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺭﺑﻳﺔ ﺍﻟﻣﺗﺣﺩﺓ ﻓﻲ ﻣﺟﺎﻝ ﺍﻟﺻﺣﺔ ﺱ‪ :‬ﻣﺎ ﺱ‬ ‫ﺷﺭﻋ‬ ‫ﻭﺍﻟﺻﺣﺔ ﺍﻟﻣﻬﻧﻳﺔ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺑ‬ ‫ﺳﺅﺍﻝ‪ :‬ﻏﻠﻔﺗﻳﻧﺭ ﻫﻲ ﻣﺷﻐﻠﺔ ﻣﻭﺍﻧﺊ ﻧﺎﺟﺣﺔ‪ ،‬ﻓﻣﺎ ﻫﻲ‬ ‫ﻣﻥ ﺇﺩﺍﺭﺓ ﺍﻟﻣﺳﺎﻋﺩﺓ ﻓﻲ ﺗﻁﺑﻳﻕ ﺍﻟﻘﺎﻧﻭﻥ ‪ LEAA‬ﻭﻭﻓﻘﺎ‬ ‫ﺍﻟﻘﻳﺎﺳﻳﺔ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ‬ ‫ﺍﻟﺻﺣﺔ‬ ‫‪ ‬ﺇﺟﺭﺍءﺍﺕ‬ ‫ﺭﻭﺳﺑﺎ؟ ﺭﻭﺳﺑﺎ؟‬ ‫ﺍﻟﺟﺎﺋﺯﺓ ﻣﻥ‬ ‫ﺍﻟﺟﺎﺋﺯﺓ ﻣﻥ‬ ‫ﺷﺭﻛﺗﻛﻡ ﺑﻬﺫﻩ‬ ‫ﺍﻟﻣﻌﻣﻭﻝ ﺑﻬﺎ ﻭﺍﻟﺗﻲ ﻭﺍﻟﺳﻼﻣﺔ‪ ،‬ﻭﻗﺎﻧﻭﻥ ﻣﻣﺎﺭﺳﺎﺕ ﺍﻟﺳﻼﻣﺔ ﻓﻲ ﺍﻟﺑﻧﺎء ﻭﺍﻟﺫﻱﺷﺭﻛﺗﻛﻡ ﺑﻬﺫﻩ‬ ‫)ﺍﻟﺟﻭ‬ ‫ﺍﻟﺣﻘﻳﻘﻳﺔ‬ ‫ﺍﻷﺳﺑﺎﺏ‬ ‫ﺍﻟﺗﺣﻘﻳﻕ ﻓﻲ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻘﻳﺎﺳﻳﺔ ﺍﻟﻣﻌﻣﻭﻝ ﺑﻬﺎ ﻭﺍﻟﺗﻲ‬ ‫ﻧﻅﺎﻡ‬ ‫ﺍﻟﻣﺑﺎﺩﺉ ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﻛﺫﻟﻙﻣﻥﺗﺗﺑﻊ ﺷﺭﻛﺔ‬ ‫ﺍﻟﺗﺷﺭﻳﻌﻳﺔ‪.‬‬ ‫ﻟ‬ ‫ﺍﻟﺗﻭﺟﻳﻬﻳﺔ‬ ‫ﻏﻳﺭﻫﺎ‬ ‫ﻠﻣﺗﻁﻠﺑﺎﺕ ﺩﺑﻲ‪ ،‬ﻭ‬ ‫ﻭﺿﻌﺗﻪ ﺑﻠﺩﻳﺔ‬ ‫ﺇﺩﺍﺭﺗﻬﺎ ﻭﺗﺷﻐﻳﻠﻬﺎ؟‬ ‫ﻭﺍﻹﺟﺭﺍءﺍﺕ ﻛﻝ ﻣﻳﻧﺎء ﺗ‬ ‫ﻳﺗﻡ ﺗﻧﻔﻳﺫﻫﺎ ﻓﻲ‬ ‫ﻳﺅﻛﺩ‬ ‫ﺗﻭﻟﻭﻥﺎﺯﺍﺕ‬ ‫ﺍﻟﺗﺻﺣﻳﺣﻳﺔ ﻟﻺﺟ‬ ‫؟‬ ‫ﻭﺗﺷﻐﻳﻠﻬﺎ‬ ‫ﺇﺩﺍﺭﺗﻬﺎ‬ ‫ﺗﻭﻟﻭﻥ‬ ‫ﺗ‬ ‫ﻣﻳﻧﺎء‬ ‫ﻛﻝ‬ ‫ﻓﻲ‬ ‫ﺗﻧﻔﻳﺫﻫﺎ‬ ‫ﻳﺗﻡ‬ ‫ﻋﻠﻳﻬﺎ‬ ‫ﻧﻁﻭﻱ‬ ‫ﺗ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﻣﺧﺎﻁﺭ‬ ‫ﻭﺇﺩﺍﺭﺓ‬ ‫ﻟﺗﺷﺧﻳﺹ‬ ‫ﺗﺻﺎﺭﻳﺢ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ ﻟﻠﺗﺷﻐﻳﻝ ﺍﻵﻣﻥ ﻭﻟﻠﺳﻼﻣﺔ‪ .‬ﻛﺫﻟﻙ ﺃﻭﺩ ﺃﻥ ﺃﺷﻳﺭ ﺇﻟﻰ‬ ‫ﺍﻟﺩﺅﻭﺏ ﺍﻟﺩﺅﻭﺏ‬ ‫ﻋﻠﻰ ﻋﻣﻠﻧﺎ‬ ‫ﻋﻣﻠﻧﺎ‬ ‫ﺍﻟﺿﻭء‬ ‫ﺕ ﻋﻠﻰ‬ ‫ﺍﻟﺿﻭء‬ ‫ﺭﻭﺳﺑﺎ ﺳﻠﻁ‬ ‫ﺟﺎﺋﺯﺓﺳﻠﻁﺕ‬ ‫ﻓﻌﻠﻳﺎ‪،‬ﺭﻭﺳﺑﺎ‬ ‫ﻓﻌﻠﻳﺎ‪ ،‬ﺟﺎﺋﺯﺓ‬ ‫ﻣﻭﻅ‬ ‫ﺍﻟﻣﺭﺿﻳﺔ‪ ،‬ﺍﻟﺣﻭﺍﺩﺙ‪ ،‬ﺳﺟﻼﺕ ﺍﻹﺳﻌﺎﻓﺎﺕ‬ ‫ﺧﻁﻭﺍﺕ ﺍﻟﻌﻣﻝ‪.‬‬ ‫ﺃﻥ ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﺍﻟﻣﻌﻧﻳﺔ‪،‬ﻓﻲ ﺍﻟﻣﻧﻁﻘﺔ‪،‬‬ ‫ﺍﻟﺣﺎﻭﻳﺎﺕ ﺍﻟﺭﺍﺋﺩ‬ ‫ﻣﺷﻐﻝ ﻣﺣﻁ‬ ‫ﺑﺻﻔﺗﻧﺎ‬ ‫ﻋﻣﻠﻳﺎﺗﻧﺎ‪،‬ﻋﻣﻠﻳﺎﺗﻧﺎ‪،‬‬ ‫ﺟﻣﻳﻊﻓﻲ ﺟﻣﻳﻊ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ ﻓﻲ‬ ‫ﺍﻟﻣﻌﺎﻳﻳﺭ ﺍﻟﻣﻌﺎﻳﻳﺭ‬ ‫ﺗﻁﺑﻳﻕ ﺃﺭﻗﻰ‬ ‫ﺿﻣﺎﻥﺃﺭﻗﻰ‬ ‫ﺣﺻﻠﺕ ﻣﺅﺧﺭﺍ ﻋﻠﻰ ﺍﻟﺟﺎﺋﺯﺓ ﺍﻟﻔﺿﻳﺔ ﻣﻥ ﻟﺿﻣﺎﻥ ﻟﺗﻁﺑﻳﻕ‬ ‫ﻣﻧﺗﺟﺎ‬ ‫ﺎﺕﺍﻷﻁﺭﺍﻑ‬ ‫ﻣﻼﺣﻅﺎﺕ‬ ‫ﺍﻷﻭﻟﻳﺔ‪،‬‬ ‫ﺍﻟﻣﻧﻁﻘﺔ‪،‬‬ ‫ﺍﻟﺭﺍﺋﺩ‬ ‫ﻣﺣﻁﻭﺎﺕ‬ ‫ﻣﻭﻅﻔﻳﻧﺎ ﻭﻣﺷﻐﻝ‬ ‫ﺑﺻﻔﺗﻧﺎ‬ ‫ﻣﺭﺍﺟﻌﺔ ﺍﺗﻧﻔﻳﺫ‬ ‫ﻏﻠﻔﺗﻳﻧﺭ ﻓﻲ‬ ‫ﺳﻼﻣﺔﺷﺭﻛﺔ‬ ‫ﺷﺭﻋﺕ‬ ‫ﻓﻲﻣﻥ ﺃﺟﻝ‬ ‫ﺃﺟﻝ‬ ‫ﻣﺳﺎﻫﻣﻳﻧﺎ‪.‬‬ ‫ﺍﻟﺣﺎﻭﻳﺎﺕ ﻣﻥ‬ ‫ﻣﺳﺎﻫﻣﻳﻧﺎ‪.‬‬ ‫ﺷﺭﻛﺎﺋﻧﺎ ﻭ‬ ‫ﻣﻭﻅﻔﻳﻧﺎﺋﻧﺎﻭ‬ ‫ﺷﺭﻛﺎ‬ ‫ﻟﺗﻌﺯﻳﺯ ﺭﻓﺎﻫﻳﺔ‬ ‫ﺳﻳﺎﺳﺔ ﺍﻟﻣﻛﻭﻧﺎﺕ ﺍﻷﺭﺑﻌﺔ ﺍﻟﺟﻣﻌﻳﺔ ﺍﻟﻣﻠﻛﻳﺔ ﻟﻣﻧﻊ ﺍﻟﺣﻭﺍﺩﺙ )ﺭﻭﺳﺑﺎ(‪ ،‬ﻭﺍﻟﺗﻲ ﺗﻣﺛﻝ ﻟﺗﻌﺯﻳﺯ ﺭﻓﺎﻫﻳﺔ‬ ‫ﺍﻟﻣﺗﻁ‬ ‫ﻟﺣﺳﺎﺑﺎﺕ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﺳﺎﻫﻣﺕ ﻓﻲ‬ ‫ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟ‬ ‫ﺱ‪ :‬ﻣﺎ‬ ‫ﺍﻷﺭﺑﻌﺔ‬ ‫ﺳﻳﺎﺳﺔ‬ ‫ﺗﻧﻔﻳﺫ‬ ‫ﻏﻠﻔﺗﻳﻧﺭ ﻓﻲ‬ ‫ﺍﻟﺟﺎﺋﺯﺓﻩﺷﺭﻛﺔ‬ ‫ﺷﺭﻋﺕ‬ ‫ﺍﻟﺗﻲﺗﻁﺑﻳﻕ‬ ‫ﺻﺭﺍﻣﺔﻧﺣﻭ‬ ‫ﺍﻟﻣﺳﺗﻣﺭ‬ ‫ﻫﻲﺑﺎﻟﺗﺯﺍﻣﻧﺎ‬ ‫ﻋﺎﻟﻣﻳﺎ‬ ‫ﺍﻋﺗﺭﺍﻓﺎ‬ ‫‪ ،( QHSE‬ﺑﻣﺎ‬ ‫ﺍﻟﺳﻼﻣﺔ‪،‬ﺍﻟ ﺍﻟﺑﻳﺋﺔ‬ ‫ﺍﻟﺻﺣﺔ‪،‬‬ ‫)ﺍﻟﺟﻭﺩﺓ‪،‬‬ ‫ﺍﻟﻣﻛﻭﻧﺎﺕ ﻣﻥ‬ ‫ﻣﻥ ﻋﺩﺩ‬ ‫ﻫﻧﺎﻙ‬ ‫ﻋﺩﺩ‬ ‫ﻫﻧﺎﻙﻛﺎﻥ‬ ‫ﺍﻟﻣﺭﻣﻭﻗﺔ‪،‬‬ ‫ﻛﺎﻥ‬ ‫ﺍﻟﻣﺭﻣﻭﻗﺔ‪،‬‬ ‫ﺍﻟﺟﺎﺋﺯﺓ‬ ‫ﻫﺫ‬ ‫ﻫﺫﻩﻟﻣﺛﻝ‬ ‫ﺗﺭﺷﺣﻧﺎ‬ ‫ﻣﻌﺎﻳﻳﺭﻓﻭﺯﺗﺭﺷﺣﻧﺎ ﻟﻣﺛﻝ‬ ‫ﻁﺭﻑ ﺍﻟﺃﻭﺛﺎﻟﺙ‪،‬‬ ‫ﺍﻋﺗﻣﺎﺩ ﺗﺩﻗﻳﻕ‬ ‫ﺍﻟﺩﺍﺧﻠﻳﺔ‪،‬‬ ‫ﺍﻟﻣﻬﻧﻳﺔ‪.‬ﻣﻥ ﺭﻭﺳﺑﺎ؟‬ ‫ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﺟﺎﺋﺯﺓ‬ ‫ﺷﺭﻛﺗﻛﻡ ﺑﻬﺫﻩ‬ ‫ﻗﺑﻝ (‪ ،‬ﺑﻣﺎ‬ ‫‪QHSE‬‬ ‫ﺍﻟﺑﻳﺋﺔ ﺃﻭ‬ ‫ﺍﻟﺳﻼﻣﺔ‪،‬‬ ‫ﺍﻟﺻﺣﺔ‪،‬‬ ‫ﺍﻟﺟﻭﺩﺓ‪،‬‬ ‫)‬ ‫ﺍﻟﺻﺣﺔ‬ ‫ﺗﻘﻊ ﻭﺳﻼﻣﺔ ﺟﻣﻳﻊ‬ ‫ﺻﺣﺔ‬ ‫ﺟﺎﻩ‬ ‫ﺗ‬ ‫ﻭﺍﻟﺗﺯﺍﻣﻬﺎ‬ ‫ﺍﻟﺷﺭﻛﺔ‬ ‫ﺭﺅﻳﺔ‬ ‫ﻳﺅﻛﺩ‬ ‫ﻗﺑﻝ ﻣﻥ‬ ‫ﺑﺩﻗﺔ‬ ‫ﻣﻥ‬ ‫ﺗﻘﻳﻳﻣﻬﺎ‬ ‫ﺑﺩﻗﺔ‬ ‫ﻳﺗﻡ‬ ‫ﺗﻘﻳﻳﻣﻬﺎ‬ ‫ﺍﻟﺗﻲ‬ ‫ﻳﺗﻡ‬ ‫ﺍﻟﺻﺎﺭﻣﺔ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﺻﺎﺭﻣﺔ‬ ‫ﺍﻹﺟﺭﺍءﺍﺕ‬ ‫ﺍﻹﺟﺭﺍءﺍﺕ‬ ‫ﻣﺣﻁ‬ ‫ﺍﻟﺣﻭﺍﺩﺙ ﻭﺍﻟﺣﻭﺍﺩﺙ ﺍﻟﺗﻲ ﻛﺎﺩﺕ ﺃﻥ‬ ‫ﺭﻭﺳﺑﺎ‪ .‬ﺭﻭﺳﺑﺎ‪ .‬ﻳﺅﻛﺩ ﺭﺅﻳﺔ ﺍﻟﺷﺭﻛﺔ ﻭﺍﻟﺗﺯﺍﻣﻬﺎ ﺗﺟﺎﻩ ﺻﺣﺔ ﻭﺳﻼﻣﺔ ﺟﻣﻳﻊ‬ ‫ﻭﺍﻟﻣﺟﺗﻣﻊ‪ ،‬ﻭﺗﺟﺎﻩ ﺣﻣﺎﻳﺔ ﺍﻟﺑﻳﺋﺔ‪ ،‬ﻭﺗﺟﺎﻩ ﺟﻭﺩﺓ‬ ‫ﻣﻭﻅﻔﻳﻬﺎ‬ ‫ﻣﺗﻭﺍﻓ‬ ‫ﻭﻏﻳﺭﻫﺎ‪.‬‬ ‫ﺍﻟﺩﺅﻭﺏﻳﺗﻌﻠﻕ‬ ‫ﻋﻣﻠﻧﺎﻋﻧﺩﻣﺎ‬ ‫ﺗﻭﺍﺟﻬﻛﻡ‬ ‫ﺍﻟﺣﺎﻟﻳﺔ ﺍﻟﺗﻲ‬ ‫ﺍﻟﺗﺣﺩﻳﺎﺕ‬ ‫ﺱ‪ :‬ﻣﺎ‬ ‫ﻋﻠﻰ ﺍﻟﻌﻣﻳﻝ ﻭﻣﻊ‬ ‫ﻭﺍﻟﺗﻔﺗﻳﺵﻁﻠﺑﺎﺕ‬ ‫ﻭﺍﻻﻣﺗﺛﺎﻝ ﻣﻊ‬ ‫‪ ‬ﻣﻧﺗﺟﺎﺗﻬﺎ‬ ‫‪008‬‬ ‫ﺍﻟﺿﻭء ﻋﻠﻰ‬ ‫ﺭﻭﺳﺑﺎ ﺳﻠﻁﺕ‬ ‫ﻓﻌﻠﻳﺎ‪،‬ﻫﻲﺟﺎﺋﺯﺓ‬ ‫ﻣﻭﻅﻔﻳﻬﺎ ﻭﺍﻟﻣﺟﺗﻣﻊ‪ ،‬ﻭﺗﺟﺎﻩ ﺣﻣﺎﻳﺔ ﺍﻟﺑﻳﺋﺔ‪ ،‬ﻭﺗﺟﺎﻩ ﺟﻭﺩﺓ‬ ‫ﻭﺧﺩﻣﺎﺗﻬﺎ‪،‬ﺍﻟﺳﻼﻣﺔ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﻟﺟﻧﺔ‬ ‫ﺟﻣﻳﻊﺗﻐﻠﺑﻭﻥ‬ ‫ﻭﻛﻳﻑ‬ ‫ﺍﻟﻣﻌﺎﻳﻳﺭﺍﻟﻣﻭﺍﻧﺊ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ ﻓﻲ‬ ‫ﺑﺎﻟﺻﺣﺔ‬ ‫ﺍﻟﺗﻧﻅﻳﻣﻳﺔ‬ ‫ﺍﻟﻣﺗﻁﻠﺑﺎﺕ‬ ‫ﻁﻠﺑﺎﺕ ﻋﻠﻰ‬ ‫ﻟﻠﺣﺻﻭﻝ‬ ‫ﻟﻠﺣﺻﻭﻝﻣﻊﻋﻠﻰ‬ ‫ﺍﻟﺷﺭﻛﺔ ﺍﻟﺷﺭﻛﺔ‬ ‫ﻟﺣﺎﻟﺔ‬ ‫ﺭﻭﺳﺑﺎ‬ ‫ﻟﺣﺎﻟﺔ‬ ‫ﺩﺭﺍﺳﺔ‬ ‫ﺧﻼﻝ ﺭﻭﺳﺑﺎ‬ ‫ﺧﻼﻝ ﺩﺭﺍﺳﺔ‬ ‫‪004‬‬ ‫ﻋﻣﻠﻳﺎﺗﻧﺎ‪،‬‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ‪ ،‬ﻓﻲ‬ ‫ﺗﻁﺑﻳﻕ ﺃﺭﻗﻰ‬ ‫ﺍﻷﻣﺭﻟﺿﻣﺎﻥ‬ ‫ﺍﻟﻌﻣﻳﻝ ﻭﻣﻊ‬ ‫ﻭﺍﻻﻣﺗﺛﺎﻝ‬ ‫ﻭﺧﺩﻣﺎﺗﻬﺎ‪،‬‬ ‫ﻣﻧﺗﺟﺎﺗﻬﺎ‬ ‫ﻏﻳﺭﻫﺎ‪.‬‬ ‫ﺍﻟﺳﻼﻣﺔ‪ ،‬ﻭ‬ ‫ﻋﻠﻳﻬﺎ؟‬ ‫ﺍﻟﻣﺿﻳﺋﺔﺍﻟﻣﺿﻳﺋﺔ‬ ‫ﺍﻟﻌﻼﻣﺎﺕﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺍﻟﺗﺎﻟﻳﺔ ﻣﻥ‬ ‫ﻣﻥ‬ ‫ﺍﻹﻧﺟﺎﺯﺍﺕ‬ ‫ﺍﻟﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺗﺎﻟﻳﺔ‬ ‫ﺍﻹﻧﺟﺎﺯﺍﺕ‬ ‫ﺍﻟﺟﺎﺋﺯﺓ‪ ،‬ﻛﺎﻧﺕ‬ ‫ﻟﺗﻌﺯﻳﺯ ﺭﻓﺎﻫﻳﺔ ﻣﻭﻅﻔﻳﻧﺎ ﻭﺷﺭﻛﺎﺋﻧﺎ ﻭﻣﺳﺎﻫﻣﻳﻧﺎ‪ .‬ﻣﻥ ﺃﺟﻝﺍﻟﺟﺎﺋﺯﺓ‪ ،‬ﻛﺎﻧﺕ‬ ‫‪SAS‬‬ ‫ﺍﻟﺗﻧﻅﻳﻣﻳﺔ‪.‬‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺗﺷﺎﻭﺭ ﻭﺍﻟﺗﻭﺍﺻﻝ ﻹﺷﺭﺍﻙ‬ ‫‪‬‬ ‫ﺍﻟﻌﺭﺑﻳﺔ ﺍﻟﻣﺗﺣﺩﺓ ﻟﺩﻳﻧﺎ‬ ‫ﺍﻹﻣﺎﺭﺍﺕ‬ ‫ﻓﻲ ﻓﻲ‬ ‫ﺍﻟﻌﺎﻣﻠﺔ‬ ‫ﻣﺣﻁﺎﺗﻧﺎ‬ ‫ﺗﺭﺷﺣﻧﺎ ﻟﻣﺛﻝ ﻫﺫﻩ ﺍﻟﺟﺎﺋﺯﺓ ﺍﻟﻣﺭﻣﻭﻗﺔ‪ ،‬ﻛﺎﻥ ﻫﻧﺎﻙ ﻋﺩﺩ ﻣﻥﻭﻫﻲ‪ :‬ﻭﻫﻲ‪:‬‬ ‫ﺗﻁﺑﻳﻕ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ‬ ‫ﺩﻭﻟﺔﺍﻟﺻﺣﺔ‬ ‫ﻣﺟﺎﻝ‬ ‫ﺍﻟﻣﻭﻅﻔﻳﻥ‬ ‫ﻣﻥ‬ ‫ﻋﺎﻣﺔ‪،‬‬ ‫ﺿﻭﺍﺑﻁ‬ ‫ﺍﻹﺟﺭﺍءﺍﺕﺣﺩﺩﻧﺎ‬ ‫ﻓﻲ ﻏﻠﻔﺗﻳﻧﺭ‪،‬‬ ‫ﻭﺍﻟﺗﻌﺭﻳﻑﺁﻳﺯﻭ‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ‬ ‫ﺍﻟﺗﺩﺭﻳﺏﻣﻊ ﻧﻅﺎﻡ‬ ‫ﻣﺗﻭﺍﻓﻘﺔ ﺗﻣﺎﻣﺎ‬ ‫ﺍﻟﻣﺑﺎﺩ‬ ‫ﻭﺍﻟﺻﺭﻳﺢ‬ ‫ﺍﻟﻭﺍﺿﺢ‬ ‫ﺍﻟﻭﺍﺿﺢ‬ ‫ﺩﻭﻟﺔﺍﻟﻌﻠﻳﺎ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻟﻌﻠﻳﺎ‬ ‫ﺍﻟﺗﺯﺍﻡ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻟﺗﺯﺍﻡ‬ ‫‪‬‬ ‫‪‬‬ ‫ﺑﻘﻭﺍﻋﺩ‬ ‫ﻭﺍﻟﺗﻁﻭﻳﺭ‬ ‫ﻣﺛﻝ‬ ‫ﺳﻠﺳﻠﺔ ﻗﺑﻝ‬ ‫ﻋﺑﺭﺑﺩﻗﺔ ﻣﻥ‬ ‫ﺗﻘﻳﻳﻣﻬﺎ‬ ‫ﺍﻟﺗﻲ ﻳﺗﻡ‬ ‫ﺍﻟﺻﺎﺭﻣﺔ‬ ‫ﻭﺍﻟﺻﺭﻳﺢ ﻟﺩﻳﻧﺎ‬ ‫ﺍﻟﻌﺭﺑﻳﺔ ﺍﻟﻣﺗﺣﺩﺓ‬ ‫ﺍﻹﻣﺎﺭﺍﺕ‬ ‫ﺍﻟﻌﺎﻣﻠﺔ ﻓﻲ‬ ‫ﻣﺣﻁﺎﺗﻧﺎ‬ ‫ﻟﺿﻣﺎﻥ‬ ‫‪،‬‬ ‫ﻭﺍﻹﺷﺭﺍﻑ‬ ‫ﺗﺛﻘﻳﻑ‬ ‫ﻭﺍﻟ‬ ‫ﻭﺍﻟﺗﺩﺭﻳﺏ‬ ‫ﺍﻟﺗﻌﻠﻳﻡ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﺁﻳﺯﻭ‬ ‫ﺍﻟﺑﻳﺋﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻧﻅﺎﻡ‬ ‫ﻭ‬ ‫‪،‬‬ ‫‪9001:2008‬‬ ‫ﻟﺩﻭﻟﺔ‬ ‫ﻭﺍﻟﺻﺣﺔ‪ .‬ﺍﻟﻣﻬﻧﻳﺔ‪.‬‬ ‫ﺍﻟﻣﻬﻧﻳﺔ‬ ‫ﻭﺍﻟﺻﺣﺔ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺳﻳﺎﺳﺎﺕ‬ ‫ﺳﻳﺎﺳﺎﺕ‬ ‫ﺗﻧﻔﻳﺫ‬ ‫ﺑ‬ ‫ﺗﻧﻔﻳﺫ‬ ‫ﺑ‬ ‫ﺍﻟﺳﻼﻣﺔ‪ ،‬ﻭﻏﻳﺭﻫﺎ‪.‬‬ ‫ﺭﻭﺳﺑﺎ‪.‬‬ ‫ﻣﺗﻭﺍﻓﻘﺔ ﺗﻣﺎﻣﺎ ﻣﻊ ﻧﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺁﻳﺯﻭ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﻋﻠﻰ ﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﺭﻗﺎﺑﺔﻭﻧﻅﺎﻡ‬ ‫‪14001:2004‬‬ ‫ﻭﺍﻟﺳﻼ‬ ‫ﺍﻟﺣﻘﻳﻘﻳﺔ ﺍﻟﺣﻘﻳﻘﻳﺔ‬ ‫ﺍﻷﺳﺑﺎﺏ‬ ‫ﺇﺩﺍﺭﺓﻓﻲ‬ ‫ﺍﻟﺗﺣﻘﻳﻕ‬ ‫ﺍﻟﺗﺣﻘﻳﻕﻭ ﻓﻲ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫‪‬‬ ‫ﻭﺍﻟﺻﺣﺔ ﺍﻟﻣﻬﻧﻳﺔ ﺗﺣﻘﻕ ﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍﻟﻣﻭﺍﻧﺊ ﺍﻟﺗﻲ ‪‬‬ ‫ﻣﻘﺎﻭﻟﻲ‬ ‫ﻧﺷﺎﻁﺎﺕ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫‪‬‬ ‫ﺍﻷﺳﺑﺎﺏﺍﻟﺑﻳﺋﺔ ﺁﻳﺯﻭ‬ ‫ﻧﻅﺎﻡ‬ ‫‪،9001:2008‬‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﻭ‬ ‫ﺍﻷﻣﻥ‬ ‫ﻣﻌﺎﻳﻳﺭ‬ ‫ﺗﺣﻘﻕ‬ ‫ﺿﻣﺎﻥ‬ ‫ﺑﻬﺩﻑ‬ ‫‪.‬‬ ‫ﻧﺷﻐﻠﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫ﺣﺭﺻﻧﺎ‬ ‫ﻛﺫﻟﻙ‬ ‫‪.‬‬ ‫‪18001:2007‬‬ ‫ﺁﻳﺯﻭ‬ ‫‪OHSAS‬‬ ‫ﻭﺿﻌ‬ ‫ﺍﺕ‬ ‫ﺎﺯ‬ ‫ﻟﻺﺟ‬ ‫ﺍﺕ‬ ‫ﺍﻟﺗﺻﺣﻳﺣﻳﺔ‬ ‫ﺎﺯ‬ ‫ﻟﻺﺟ‬ ‫ﺍﻟﺗﺻﺣﻳﺣﻳﺔ‬ ‫ﻭﺍﻹﺟﺭﺍءﺍﺕ‬ ‫ﻭﺍﻹﺟﺭﺍءﺍﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﺳﺗﺧﺩﻣﺔ‬ ‫ﺍﻟﻁﺭﻕ‬ ‫ﻣﺛﻝ‬ ‫ﺍﻟﺑﺎﻁﻥ‬ ‫ﺧﻼﻝ ﺩﺭﺍﺳﺔ ﺭﻭﺳﺑﺎ ﻟﺣﺎﻟﺔ ﺍﻟﺷﺭﻛﺔ ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ‬ ‫‪ 14001:2004‬ﻭﻧﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺳﻼﻣﺔ ﻭﺍﻟﺻﺣﺔ ﺍﻟﻣﻬﻧﻳﺔ‬ ‫ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍﻟﻣﻭﺍﻧﺊ ﺍﻟﺗﻲ ﻧﺷﻐﻠﻬﺎ‪ ،‬ﻗﻣﻧﺎ ﺑﻭﺿﻊ ﻧﻅﺎﻡ ﺇﺩﺍﺭﺓ‬ ‫ﺍﻹﻟﺯﺍﻣﻳﺔ ﺍﻟﻣﺣﻠﻳﺔ‪ ،‬ﻣﺛﻝ‬ ‫ﺁﺛﺎﺭﺍﻟﺗﻭﺟﻳﻬﻳﺔ‬ ‫ﺍﻟﻣﺑﺎﺩﺉ‬ ‫ﺗﻁﺑﻳﻕ‬ ‫ﺍﻟﻌﺎﻟﻣ‬ ‫ﺳﺟﻼﺕ ﺳﺟﻼﺕ‬ ‫ﺍﻟﺣﻭﺍﺩﺙ‪،‬ﺍﻟﺣﻭﺍﺩﺙ‪،‬‬ ‫ﺍﻟﻣﺭﺿﻳﺔ‪،‬‬ ‫ﺍﻟﻣﺭﺿﻳﺔ‪،‬‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‪ ،‬ﺗﻘﻳﻳﻡ‬ ‫ﺟﻣﻳﻊ ﺗﻘﻳﻳﻡ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‪،‬‬ ‫ﺍﻟﺟﺎﺋﺯﺓ‪ ،‬ﻛﺎﻧﺕ ﺍﻹﻧﺟﺎﺯﺍﺕ ﺍﻟﺗﺎﻟﻳﺔ ﻣﻥ ﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﻣﺿﻳﺋﺔ‬ ‫ﺍﻹﺳﻌﺎﻓﺎﺕﻋﻠﻰ‬ ‫ﺍﻹﺳﻌﺎﻓﺎﺕﺣﺭﺻﻧﺎ‬ ‫ﻛﺫﻟﻙ‬ ‫‪.18001:2007‬‬ ‫‪ OHSAS‬ﺁﻳﺯﻭ‬ ‫ﻣﺭﺍﻓﻕ‬ ‫ﺟﻣﻳﻊ‬ ‫ﻓﻲ‬ ‫ﺎ‬ ‫ﺇﻟﺯﺍﻣﻳ‬ ‫ﺟﻌﻠﻧﺎﻩ‬ ‫ﻭ‬ ‫‪،‬‬ ‫ﻣﺣﻛﻡ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﺳﻳﺭ‬ ‫ﺍﻻﺗﺣﺎﺩﻱ‬ ‫ﺍﻟﻘﺎﻧﻭﻥ‬ ‫ﻋﻠﻳﻬﺎ‬ ‫ﻧﺹ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﺗﻭﺟﻳﻬﻳﺔ‬ ‫ﺍﻟﻣﺑﺎﺩﺉ‬ ‫ﺃﻥ ﻏ‬ ‫ﺍﻟﻣﻌﻧﻳﺔ‪ ،‬ﺍﻟﻣﻌﻧﻳﺔ‪،‬‬ ‫ﺍﻷﻁﺭﺍﻑﺍﻷﻁﺭﺍﻑ‬ ‫ﻣﻼﺣﻅﺎﺕ‬ ‫ﻣﻼﺣﻅﺎﺕ‬ ‫ﺍﻷﻭﻟﻳﺔ‪ ،‬ﺍﻷﻭﻟﻳﺔ‪،‬‬ ‫ﺍﻟﻣﺧﺎﻁﺭ‪ ،‬ﺗﺻﺎﺭﻳﺢ ﺍﻟﻌﻣﻝ ﻑ‬ ‫ﻭﻫﻲ‪:‬‬ ‫ﺗﻁﺑﻳﻕ ﺟﻣﻳﻊ ﺍﻟﻣﺑﺎﺩﺉ ﺍﻟﺗﻭﺟﻳﻬﻳﺔ ﺍﻹﻟﺯﺍﻣﻳﺔ ﺍﻟﻣﺣﻠﻳﺔ‪ ،‬ﻣﺛﻝ‬ ‫ﺍﻟﺷﺭﻛﺔ‪ ،‬ﻭﻫﻭ ﻧﻅﺎﻡ ﻳﺷﻣﻝ ﺍﻟﺳﻳﻁﺭﺓ ﻭﺍﻹﺷﺭﺍﻑ ﺍﻟﻛﺎﻣﻝ‬ ‫ﻣﺟﺎﻝ ﺍﻟﺻﺣﺔ‬ ‫ﺍﻟﻣﺗﺣﺩﺓ ﻓﻲ‬ ‫ﺍﻟﻌﺭﺑﻳﺔ‬ ‫ﺍﻹﻣﺎﺭﺍﺕ‬ ‫ﻟﺩﻭﻟﺔ‬ ‫ﺍﻟﺟﻣﻌ‬ ‫ﻟﺣﺳﺎﺑﺎﺕﻟﺣﺳﺎﺑﺎﺕ‬ ‫ﻣﺭﺍﺟﻌﺔ ﺍﻣﺭﺍﺟﻌﺔ ﺍ‬ ‫ﻋﻣﻠﻳﺎﺕ ﻋﻣﻠﻳﺎﺕ‬ ‫ﺳﻼﻣﺔ ﺳﻼﻣﺔ‬ ‫ﺍﻟﻣﺭﺗﻔﻌﺔ‪،‬‬ ‫ﻭﺍﻷﻣﺎﻛﻥ‬ ‫ﺍﻟﺧﻁﺭﺓ‬ ‫ﺍﻷﻣﺎﻛﻥ‬ ‫ﺍﻻﺗﺣﺎﺩﻱ‬ ‫ﺍﻟﻘﺎﻧﻭﻥ‬ ‫ﻋﻠﻳﻬﺎ‬ ‫ﻧﺹ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﺗﻭﺟﻳﻬﻳﺔ‬ ‫ﺍﻟﻣﺑﺎﺩﺉ‬ ‫ﻭﺍﻟﺻﺭﻳﺢ‬ ‫ﺍﻟﻭﺍﺿﺢ‬ ‫ﺍﻟﻌﻠﻳﺎ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻟﺗﺯﺍﻡ‬ ‫‪‬‬ ‫ﻭﺧﺻﻭﺻﺎ‬ ‫‪،‬‬ ‫ﻭﺍﻟﻣﺷﺎﺓ‬ ‫ﺍﻟﻣﺭﻛﺑﺎﺕ‬ ‫ﺗﺣﺭﻛﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺻﺎﺭﻡ‬ ‫ﻭﺍﻟﺫﻱ‬ ‫ﺍﻟﺑﻧﺎء‬ ‫ﻓﻲ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﻣﻣﺎﺭﺳﺎﺕ‬ ‫ﻭﻗﺎﻧﻭﻥ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ‪،‬‬ ‫ﺍﻋﺗﺭ‬ ‫ﻁﺭﻑ ﺍﻟﺛﺎﻟﺙ‪،‬‬ ‫ﻁﺭﻑ ﺍﻟﺛﺎﻟﺙ‪،‬‬ ‫ﺍﻋﺗﻣﺎﺩﺍﻟ ﺗﺩﻗﻳﻕ‬ ‫ﺍﻟﺩﺍﺧﻠﻳﺔ‪،‬ﺗﺩﻗﻳﻕ‬ ‫ﺍﻟﺩﺍﺧﻠﻳﺔ‪ ،‬ﺍﻋﺗﻣﺎﺩ‬ ‫ﺗﺻﺎﺭﻳﺢ ﺩﺧﻭﻝ ﺍﻷﻣﺎﻛﻥ ﺍﻟﻣﺣﻅﻭﺭﺓ‬ ‫ﻟﺩﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺭﺑﻳﺔ ﺍﻟﻣﺗﺣﺩﺓ ﻓﻲ ﻣﺟﺎﻝ ﺍﻟﺻﺣﺔ‬ ‫ﻭﺍﻟﺧﻁﺭﺓ‪.‬ﻭﺍﻟﺻﺣﺔ ﺍﻟﻣﻬﻧﻳﺔ‪.‬‬ ‫ﺳﻳﺎﺳﺎﺕ ﺍﻟﺳﻼﻣﺔ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕﺗﻧﻔﻳﺫ‬ ‫ﺑ‬ ‫ﺍﻟﻣﺯﺩﺣﻣﺔ‬ ‫ﻓﻲ ﻣﻧﺎﻁﻕ‬ ‫ﺑﻠﺩﻳﺔ ﺩﺑﻲ‪ ،‬ﻭﻏﻳﺭﻫﺎ ﻣﻥ ﺍﻟﻣﺑﺎﺩﺉ ﺍﻟﺗﻭﺟﻳﻬﻳﺔ‬ ‫ﻭﺿﻌﺗﻪ‬ ‫ﺍﻟﺻﺣ‬ ‫ﻛﺎﺩﺕ ﺃﻥ ﺗﻘﻊ‬ ‫ﺍﻟﺗﻲﺃﻥ ﺗﻘﻊ‬ ‫ﻛﺎﺩﺕ‬ ‫ﻭﺍﻟﺣﻭﺍﺩﺙ‬ ‫ﻭﺍﻟﺣﻭﺍﺩﺙ ﺍﻟﺗﻲ‬ ‫ﺍﻟﺣﻭﺍﺩﺙﺍﻟﺣﻭﺍﺩﺙ‬ ‫ﻏﻳﺭﻫﺎ‪.‬‬ ‫ﻭ‬ ‫ﻭﻗﺎﻧﻭﻥ ﻣﻣﺎﺭﺳﺎﺕ ﺍﻟﺳﻼﻣﺔ ﻓﻲ ﺍﻟﺑﻧﺎء ﻭﺍﻟﺫﻱ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺗﺣﻘﻳﻕ ﻓﻲ ﺍﻷﺳﺑﺎﺏ ﺍﻟﺣﻘﻳﻘﻳﺔ‬ ‫‪‬‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ ﻟﻠﺗﺷﻐﻳﻝ ﺍﻵﻣﻥ ﻭﻟﻠﺳﻼﻣﺔ‪ .‬ﻛﺫﻟﻙ ﺃﻭﺩ ﺃﻥ ﺃﺷﻳﺭ ﺇﻟﻰ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ‪،‬ﻏﻳﺭﻫﺎ‪.‬‬ ‫ﻭﻏﻳﺭﻫﺎ‪.‬ﻭ‬ ‫ﺍﻟﺗﻭﺟﻳﻬﻳﺔ‬ ‫ﺍﻟﻣﺑﺎﺩﺉ‬ ‫ﻏﻳﺭﻫﺎ ﻣﻥ‬ ‫ﺩﺑﻲ‪ ،‬ﻭ‬ ‫ﺇﺟﺭﺍءﺍﺕﺑﻠﺩﻳﺔ‬ ‫‪‬ﻭﺿﻌﺗﻪ‬ ‫ﺳﻼﻣﺔﻟﻺﺟﺎﺯﺍﺕ‬ ‫ﺍﻟﺗﺻﺣﻳﺣﻳﺔ‬ ‫ﻭﺍﻹﺟﺭﺍءﺍﺕ‬ ‫ﺍﻟﻣﻌﺩﺍﺕ‪،‬‬ ‫ﺍﻻﻋﺗﺑﺎﺭ ﻭﻫﻭ‬ ‫ﺟﺎﻧﺏ ﺁﺧﺭ ﻧﺄﺧﺫﻩ ﻓﻲ‬ ‫ﺃﻥ ﻏﻠﻔﺗﻳﻧﺭ ﺣﺻﻠﺕ ﻣﺅﺧﺭﺍ ﻋﻠﻰ ﺍﻟﺟﺎﺋﺯﺓ ﺍﻟﻔﺿﻳﺔ ﻣﻥ‬ ‫ﺱ‪:‬‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺗﻔﺗﻳﺵ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺗﻔﺗﻳﺵ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﻟﺟﻧﺔ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫ﻟﺟﻧﺔ‬ ‫‪‬‬ ‫ﺇﻟﻰ‬ ‫ﺃﺷﻳﺭ‬ ‫ﺃﻥ‬ ‫ﺃﻭﺩ‬ ‫ﻛﺫﻟﻙ‬ ‫‪.‬‬ ‫ﻭﻟﻠﺳﻼﻣﺔ‬ ‫ﺍﻵﻣﻥ‬ ‫ﻟﻠﺗﺷﻐﻳﻝ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ‬ ‫ﺍﻹﺳﻌﺎﻓﺎﺕ‬ ‫ﺍﻟﺣﻭﺍﺩﺙ‪،‬‬ ‫ﻣﺷﻐﻝ‬ ‫ﺳﺟﻼﺕﻗﺑﻝ ﻛﻝ‬ ‫ﻟﺩﻳﻧﺎ ﻣﻥ‬ ‫ﺍﻟﻣﺭﺿﻳﺔ‪،‬ﺍﻟﻌﺎﻣﻠﺔ‬ ‫ﺣﻳﺙ ﻧﻔﺣﺹ ﻛﻝ ﺍﻟﻣﻌﺩﺍﺕ‬ ‫ﺍﻟﺟﻣﻌﻳﺔ ﺍﻟﻣﻠﻛﻳﺔ ﻟﻣﻧﻊ ﺍﻟﺣﻭﺍﺩﺙ )ﺭﻭﺳﺑﺎ(‪ ،‬ﻭﺍﻟﺗﻲ ﺗﻣﺛﻝ‬ ‫ﺍﻷﻣﺭ‬ ‫ﻏﻳﺭﻫﺎ‪.‬ﻭﻏﻳﺭﻫﺎ‪.‬‬ ‫ﺍﻟﺳﻼﻣﺔ‪،‬‬ ‫ﺍﻟﺳﻼﻣﺔ‪ ،‬ﻭ‬ ‫ﻹﺷﺭﺍﻙﻣﻥ‬ ‫ﻹﺷﺭﺍﻙ ﺍﻟﻔﺿﻳﺔ‬ ‫ﻋﻠﻰ ﺍﻟﺟﺎﺋﺯﺓ‬ ‫ﺣﺻﻠﺕﺍ ﻣﺅﺧﺭﺍ‬ ‫‪‬ﺃﻥ‬ ‫ﺍﻟﻣﺻﺎﻧﻊ‬ ‫ﻭﻧﻔﺗﺵ‬ ‫ﺍﻷﻭﻟﻳﺔ‪،‬ﻧﻔﺣﺹ‬ ‫ﻋﻠﻰ ﺃﺳﺎﺱ ﻳﻭﻣﻲ‪ .‬ﻛﺫﻟﻙ‬ ‫ﺍﻋﺗﺭﺍﻓﺎ ﻋﺎﻟﻣﻳﺎ ﺑﺎﻟﺗﺯﺍﻣﻧﺎ ﺍﻟﻣﺳﺗﻣﺭ ﻧﺣﻭ ﺗﻁﺑﻳﻕ ﻣﻌﺎﻳﻳﺭ‬ ‫ﻋﻠﻳﻬ‬ ‫ﻋﻠﻰﺍﻟﻣﻌﻧﻳﺔ‪،‬‬ ‫ﺍﻷﻁﺭﺍﻑ‬ ‫ﻣﻼﺣﻅﺎﺕ‬ ‫ﻭﺍﻟﺗﻭﺍﺻﻝ‬ ‫ﻭﺍﻟﺗﻭﺍﺻﻝ‬ ‫ﻟﺗﺷﺎﻭﺭ‬ ‫ﻟﺗﺷﺎﻭﺭ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫ﻏﻠﻔﺗﻳﻧﺭﺍ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫‪‬‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺇﺩﺍﺭﺍﺕ‬ ‫ﻭﻣﺳﺅﻭﻟﻲ‬ ‫ﻣﻭﻅﻔﻲ‬ ‫ﻗﺑﻝ‬ ‫ﻣﻥ‬ ‫ﻭﺍﻟﻣﻌﺩﺍﺕ‬ ‫ﺗﻣﺛﻝ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫‪،‬‬ ‫(‬ ‫ﺭﻭﺳﺑﺎ‬ ‫)‬ ‫ﺍﻟﺣﻭﺍﺩﺙ‬ ‫ﻟﻣﻧﻊ‬ ‫ﺍﻟﻣﻠﻛﻳﺔ‬ ‫ﺍﻟﺟﻣﻌﻳﺔ‬ ‫ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﻬﻧﻳﺔ‪.‬‬ ‫ﻟﺣﺳﺎﺑﺎﺕ‬ ‫ﺍ‬ ‫ﻣﺭﺍﺟﻌﺔ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﺳﻼﻣﺔ‬ ‫ﻭﺍﻟﺳﻼﻣﺔﻭﺍﻟﺳﻼﻣﺔ‬ ‫ﻣﺟﺎﻝ ﺍﻟﺻﺣﺔ‬ ‫ﻣﺟﺎﻝﻓﻲﺍﻟﺻﺣﺔ‬ ‫ﺍﻟﻣﻭﻅﻔﻳﻥ‬ ‫ﺍﻟﻣﻭﻅﻔﻳﻥ ﻓﻲ‬ ‫ﺫﻟﻙ‪،‬‬ ‫ﻓﻭﻕ‬ ‫‪.‬‬ ‫ﻟﻠﻣﻌﺩﺍﺕ‬ ‫ﺍﻵﻣﻧﺔ‬ ‫ﺍﻟﺗﺷﻐﻳﻠﻳﺔ‬ ‫ﺍﻟﺟﻭﺍﻧﺏ‬ ‫ﻣﻥ‬ ‫ﻟﻠﺗﺣﻘﻕ‬ ‫ﻓﻲ ﻏ‬ ‫ﻣﻌﺎﻳﻳﺭ‬ ‫ﺗﻁﺑﻳﻕ‬ ‫ﻧﺣﻭ‬ ‫ﺍﻟﻣﺳﺗﻣﺭ‬ ‫ﻧﺎ‬ ‫ﺎﻟﺗﺯﺍﻣ‬ ‫ﺑ‬ ‫ﻋﺎﻟﻣﻳﺎ‬ ‫ﺍﻋﺗﺭﺍﻓﺎ‬ ‫ﺍﻟﺩﺍﺧﻠﻳﺔ‪ ،‬ﺍﻋﺗﻣﺎﺩ ﺗﺩﻗﻳﻕ ﺍﻟﻁﺭﻑ ﺍﻟﺛﺎﻟﺙ‪،‬‬ ‫ﻭﺍﻟﺗﻌﺭﻳﻑ ﺑﻘﻭﺍﻋﺩ‬ ‫ﻭﺍﻟﺗﻌﺭﻳﻑ ﺑﻘﻭﺍﻋﺩ‬ ‫ﻭﺍﻟﺗﻁﻭﻳﺭﻭﺍﻟﺗﻁﻭﻳﺭ‬ ‫ﺍﻟﺗﺩﺭﻳﺏ ﺍﻟﺗﺩﺭﻳﺏ‬ ‫ﻣﺛﻝ ﻣﺛﻝ‬ ‫ﻭﻭﻗﺎﺋﻳﺔ‬ ‫ﺭﻭﺗﻳﻧﻳﺔ‬ ‫ﻟﻧﻅﺎﻡ‬ ‫ﺗﺧﺿﻊ‬ ‫ﺷﺭﻛﺔ ﺍﻟﻣﻌﺩﺍﺕ‬ ‫ﻳﺗﻌﻠﻕ ﺟﻣﻳﻊ‬ ‫ﺗﻭﺍﺟﻬﻛﻡﺍﻟ ﻋﻧﺩﻣﺎ‬ ‫ﻣﺅﺧﺭﺍ ﺱ‪:‬‬ ‫ﻋﻣﻠﻳﺎ‬ ‫ﺍﻟﻣﻬﻧﻳﺔ‪.‬‬ ‫ﻭﺍﻟﺳﻼﻣﺔ‬ ‫ﺗﻘﺩﻳﺭﺍ ﻣﻥ ﺍﻟﺻﺣﺔ‬ ‫ﻏﻳﺭﻫﺎ‪.‬ﻭ‬ ‫ﺍﻟﺳﻼﻣﺔ‪،‬‬ ‫ﺍﻟﺳﻼﻣﺔ‪ ،‬ﻭ‬ ‫ﺃﻥ‬ ‫ﺻﻳﺎﻧﺔ ﻛﺎﺩﺕ‬ ‫ﺍﻟﺗﻲ‬ ‫ﻭﺍﻟﺣﻭﺍﺩﺙ‬ ‫ﻟﺩﻳﻧﺎﺍﻟﺣﻭﺍﺩﺙ‬ ‫ﻏﻳﺭﻫﺎ‪.‬ﻟﻣﻧﻊ ﺍﻟﺣﻭﺍﺩﺙ )ﺭﻭﺳﺑﺎ(‬ ‫ﺍﻟﻣﻠﻛﻳﺔ‬ ‫ﺍﻟﺟﻣﻌﻳﺔ‬ ‫ﺍﻟﺷﺎﺭﻗﺔﺗﻘﻊ‪،‬‬ ‫ﺇﻣﺎﺭﺓ‬ ‫ﻭﻣﻘﺭﻫﺎ‬ ‫ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﻌﺎﻟﻣﻳﺔ ‪-‬‬ ‫ﺍﻟﺣﺎﻟﻳﺔ ﺍﻟﺍﻟﺗﻲﺑﺣﺭﻳﺔ‬ ‫ﺍﻟﺗﺣﺩﻳﺎﺕﻣﻭﺍﻧﺊ‬ ‫ﺗﻠﻘﺕﻣﺎ ُﻣـﻫﻲﺷﻐﻠﺔ ﺍﻟ‬ ‫ﺍﻟﻣﻬﻧﺩﺳﻳﻥ‬ ‫ﻣﻥ‬ ‫ﻓﺭﻳﻕ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻥ‬ ‫ﻣﺻﻧﻌﻳﻬﺎ‬ ‫ﻗﺑﻝ‬ ‫ﻣﻥ‬ ‫ﻭﻥ‬ ‫ﺗﻐﻠﺑ‬ ‫ﻭﻛﻳﻑ‬ ‫‪،‬‬ ‫ﺍﻟﻣﻭﺍﻧﺊ‬ ‫ﻓﻲ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ‬ ‫ﺑﺎﻟﺻﺣﺔ‬ ‫ﺍﻷﻣﺭ‬ ‫ﺗﺣﻘﻕ‬ ‫ﻧﺷﺎﻁﺎﺕ ﻣﻘﺎﻭﻟﻲ‬ ‫ﻧﺷﺎﻁﺎﺕ ﻣﻘﺎﻭﻟﻲ‬ ‫ﺍﻟﺭﻗﺎﺑﺔ ﻋﻠﻰ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﻋﻠﻰ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺭﻗﺎﺑﺔ‬ ‫‪‬‬ ‫‪‬‬ ‫ﻭﻏﻳﺭﻫﺎ‪.‬‬ ‫ﻏﻠﻔﺗﻳﻧﺭ‪،‬‬ ‫ﺍﻟﻣﺳﺗﺧﺩﻣﺔﻓﻲ‬ ‫ﻠﻌﻣﻠﻳﺎﺕ‬ ‫ﺍﻟﺑﺎﻁﻥ ﻟ‬ ‫ﻣﺟﻣﻭﻋﺔ‬ ‫ﻣﺩﻳﺭ ﺍﻟ‬ ‫ﺍﻟﻣﺟﻠﺔ ﻣﻊ ﺳﺗﻳﻑ ﺃﻭﺟﺩﻥ‪،‬‬ ‫ﻟﺫﻟﻙ‪.‬ﻓﻲ‬ ‫ﺗﺣﺩﺛﻧﺎ‬ ‫ﺟﺎﺋﺯﺗﻬﺎ‪ :‬ﺟﺎﺋﺯﺓ ﺍﻟﺳﻼﻣﺔ ﻭﺍﻟﺻﺣﺔ ﺍﻟﻣﻬﻧﻳﺔ‪.‬‬ ‫ﻣﻥ ﺧﻼﻝﻋﻠﻳﻬﺎ؟‬ ‫ﺍﻟﻣﺅﻫﻠﻳﻥ‬ ‫ﻭﺗﻧﺎﻗﺷﻧﺎﻧﺷﻐﻠﻬ‬ ‫ﺍﻟﻣﺳﺗﺧﺩﻣﺔﻛﻡﻓﻲﻋﻧﺩﻣﺎ ﻳﺗﻌﻠﻕ‬ ‫ﺍﻟﺗﻲﻓﻲﺗﻭﺍﺟﻬ‬ ‫ﺍﻟﺣﺎﻟﻳﺔ‬ ‫ﻫﻲ‬ ‫ﺱ‪:‬‬ ‫ﺍﻟﺗﺣﺩﻳﺎﺕﺍﻟﻁﺭﻕ‬ ‫ﻣﺛﻝ‬ ‫ﺍﻟﻁﺭﻕ‬ ‫ﺍﻟﺑﺎﻁﻥﻣﺎﻣﺛﻝ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﻟﺟﻧﺔ ﺍﻟﺳﻼﻣﺔ ﻭﺍﻟﺗﻔﺗﻳﺵ ﻋﻠﻰ‬ ‫‪‬‬ ‫ﺍﻟﻌﺎﻣ‬ ‫ﺧﺭﻯ‪.‬‬ ‫ﺗﻘﻳﻳﻡﺍﻷ‬ ‫ﻗﻠﻳﻣﻳﺔ‬ ‫ﻏﻳﺭﻫﺎ‪.‬ﻣﻌﺎﻳﻳﺭ ﺍﻟﻘﻳﺎﺳﻳﺔ ﻟﻠﻣﻭﺍﻧﺊ ﺍﻹ‬ ‫ﺍﻟﺳﻼﻣﺔ‪ ،‬ﻭﻬﺎ ﻟﻠ‬ ‫ﺣﻭﻝ ﺍﻟﺗﺯﺍﻡ ﺍﻟﺷﺭﻛﺔ ﻧﺣﻭ ﺻﺣﺔ ﻭﺳﻼﻣﺔ ﻣﻭﻅﻔﻳﻬﺎ‪ ،‬ﻭﻛﺫﻟﻙ ﺁﻟﻳﺔ ﻭﺿﻌ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‪،‬‬ ‫ﺗﻘﻳﻳﻡ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‪،‬‬ ‫ﺁﺛﺎﺭ‬ ‫ﺗﻘﻳﻳﻡ‬ ‫ﺁﺛﺎﺭ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‪،‬‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‪،‬‬ ‫ﺗﻘﻳﻳﻡﺗﻐﻠﺑﻭﻥ‬ ‫ﻭﻛﻳﻑ‬ ‫ﺍﻟﻣﻭﺍﻧﺊ‪،‬‬ ‫ﻓﻲ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ‬ ‫ﺑﺎﻟﺻﺣﺔ‬ ‫ﺍﻷﻣﺭ‬ ‫ﺃﻁﺭﺍﻑ‬ ‫ﻣﻥ‬ ‫ﻠﺗﻔﺗﻳﺵ‬ ‫ﻟ‬ ‫ﺗﺧﺿﻊ‬ ‫ﻟﺩﻳﻧﺎ‬ ‫ﻛﺫﻟﻙ‪ ،‬ﺟﻣﻳﻊ ﺍﻟﻣﻌﺩﺍﺕ‬ ‫ﻓﻲ ﻏﻠﻔﺗﻳﻧﺭ‪ ،‬ﺣﺩﺩﻧﺎ ﺿﻭﺍﺑﻁ ﻋﺎﻣﺔ‪ ،‬ﻋﺑﺭ ﺳﻠﺳﻠﺔ ﻣﻥ‬ ‫ﺳﻳﺭ‬ ‫ﺭﻳﺢﻑﺍﻟﻌﻣﻝ ﻑ‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﺭﻳﺢﺗﺻﺎ‬ ‫ﺍﻟﻣﺧﺎﻁﺭ‪،‬‬ ‫ﺍﻟﻣﺧﺎﻁﺭ‪ ،‬ﺗﺻﺎ‬ ‫ﻋﻠﻳﻬﺎ؟‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺗﺷﺎﻭﺭ ﻭﺍﻟﺗﻭﺍﺻﻝ ﻹﺷﺭﺍﻙ‬ ‫‪‬‬ ‫ﺛﺎﻟﺛﺔ ﻓﻲ ﺍﻟﻔﺗﺭﺍﺕ ﺍﻟﺻﺣﻳﺣﺔ ﻣﻥ ﻗﺑﻝ ﻣﻔﺗﺷﻳﻥ ﻣﻌﺗﺭﻑ ﺑﻬﻡ‬ ‫ﻋﻣﻠﻳﺎﺕ ﺍﻟﺗﻌﻠﻳﻡ ﻭﺍﻟﺗﺩﺭﻳﺏ ﻭﺍﻟﺗﺛﻘﻳﻑ ﻭﺍﻹﺷﺭﺍﻑ‪ ،‬ﻟﺿﻣﺎﻥ‬ ‫ﺍﻟﺷﺭ‬ ‫ﺍﻟﻣﺭﺗﻔﻌﺔ‪،‬ﺍﻟﻣﺭﺗﻔﻌﺔ‪،‬‬ ‫ﻭﺍﻷﻣﺎﻛﻥﻭﺍﻷﻣﺎﻛﻥ‬ ‫ﺍﻟﺧﻁﺭﺓ ﺍﻟﺧﻁﺭﺓ‬ ‫ﺍﻷﻣﺎﻛﻥ ﺍﻷﻣﺎﻛﻥ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ‬ ‫ﺍﻟﻘﺎﻧﻭﻥﺍﻟﺻﺣﺔ‬ ‫ﻓﻲ ﻣﺟﺎﻝ‬ ‫ﺍﻟﻣﻭﻅﻔﻳﻥ‬ ‫ﺍﻟﻣﺣﻅﻭﺭﺓﻣﻭﺍﻧﺊ‬ ‫ﺍﻷﻣﺎﻛﻥﺔ‬ ‫ﻫﻲ ﻣﺷﻐﻠ‬ ‫ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﺳﺅﺍﻝ‪:‬‬ ‫ﻭﻓﻘﺎ‬ ‫‪ LEAA‬ﻭ‬ ‫ﺗﻁﺑﻳﻕ‬ ‫ﺗﺣﻘﻕ ﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍﻟﻣﻭﺍﻧﺊ ﺍﻟﺗﻲ ﻣﻥ ﺇﺩﺍﺭﺓ ﺍﻟﻣﺳﺎﻋﺩﺓ ﻓﻲ‬ ‫ﻧﺎﺟﺣﺔ‪ ،‬ﻓﻣﺎ ﻫﻲ ﻭﺍﻟﺻ‬ ‫ﺍﻟﻣﺣﻅﻭﺭﺓ‬ ‫ﺍﻷﻣﺎﻛﻥ‬ ‫ﺩﺧﻭﻝ‬ ‫ﺗﺻﺎﺭﻳﺢ‬ ‫ﺩﺧﻭﻝ‬ ‫ﺗﺻﺎﺭﻳﺢ‬ ‫ﻓﻲ ﻏﻠﻔﺗﻳﻧﺭ‪ ،‬ﺣﺩﺩﻧﺎ ﺿﻭﺍﺑﻁ ﻋﺎﻣﺔ‪ ،‬ﻋﺑﺭ ﺳﻠﺳﻠﺔ ﻣﻥ‬ ‫ﺑﻘﻭﺍﻋﺩ‬ ‫ﺍﻟﺗﺩﺭﻳﺏﺗﺗﺑﻊﻭﺍﻟﺗﻁﻭﻳﺭ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫ﻭﺍﻟﺗﻌﺭﻳﻑﻧﻅﺎﻡ‬ ‫ﺷﺭﻛﺔ ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﻣﺛﻝ ﻛﺫﻟﻙ‬ ‫ﻟﻠﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺗﺷﺭﻳﻌﻳﺔ‪.‬‬ ‫ﻧﺷﻐﻠﻬﺎ‪ .‬ﺑﻬﺩﻑ ﺿﻣﺎﻥ ﺗﺣﻘﻕ ﻣﻌﺎﻳﻳﺭ ﺍﻷﻣﻥ ﻭﺍﻟﺳﻼﻣﺔ‬ ‫ﻭﺍﻟﺗﻲﻣ‬ ‫ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻘﻳﺎﺳﻳﺔ ﺍﻟﻣﻌﻣﻭﻝ ﺑﻬﺎ ﻓﻲ‬ ‫ﻏﻳﺭﻫﺎ‪.‬‬ ‫ﻭﻏﻳﺭﻫﺎ‬ ‫ﻭﺍﻟﺗﺩﺭﻳﺏ ﻭﺍﻟﺗﺛﻘﻳﻑ ﻭﺍﻹﺷﺭﺍﻑ‪ ،‬ﻟﺿﻣﺎﻥ‬ ‫ﻋﻣﻠﻳﺎﺕ‪.‬ﻭﺍﻟﺗﻌﻠﻳﻡ‬ ‫‪.‬‬ ‫ﻏﻳﺭﻫﺎ‬ ‫ﻭ‬ ‫ﻳﺗﻡ ﺗﻧﻔﻳﺫﻫﺎ ﻓﻲ ﻛﻝ ﻣﻳﻧﺎء ﺗﺗﻭﻟﻭﻥ ﺇﺩﺍﺭﺗﻬﺎ ﻭﺗﺷﻐﻳﻠﻬﺎ؟‬ ‫ﺍﻟﺳﻼﻣﺔ‪ ،‬ﺍﻟﻣﺧﺎﻁﺭ ﺍﻟﺗﻲ ﺗﻧﻁﻭﻱ ﻋﻠﻳﻬﺎ‬ ‫ﺗﺻﺎﺭﻳﺢ ﻟﺗﺷﺧﻳﺹ ﻭﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍﻟﻣﻭﺍﻧﺊ ﺍﻟﺗﻲ ﻧﺷﻐﻠﻬﺎ‪ ،‬ﻗﻣﻧﺎ ﺑﻭﺿﻊ ﻧﻅﺎﻡ ﺇﺩﺍﺭﺓ‬ ‫ﺗﺣﻘﻕ ﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍﻟﻣﻭﺍﻧﺊ ﺍﻟﺗﻲ‬ ‫ﺍﻟﻌﻣﻝ‪ .‬ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺭﻗﺎﺑﺔ ﻋﻠﻰ ﻧﺷﺎﻁﺎﺕ ﻣﻘﺎﻭﻟﻲ‬ ‫ﺧﻁﻭﺍﺕ ‪‬‬ ‫ﺳﻳﺭ ﻋﻣﻠﻳﺎﺕ ﻣﺣﻛﻡ‪ ،‬ﻭﺟﻌﻠﻧﺎﻩ ﺇﻟﺯﺍﻣﻳﺎ ﻓﻲ ﺟﻣﻳﻊ ﻣﺭﺍﻓﻕ‬ ‫ﺟﺎﻧﺏ‬ ‫ﺗﺣﻘﻕﺎﺕﻣﻌﺎﻳﻳﺭ‬ ‫ﻧﺷﻐﻠﻬﺎ‪.‬‬ ‫ﺍﻟﺑﺎﻁﻥ ﻣﺛﻝ ﺍﻟﻁﺭﻕ ﺍﻟﻣﺳﺗﺧﺩﻣﺔ ﻓﻲ‬ ‫ﺍﻷﻣﻥ ﻭﺍﻟﺭﺍﺋﺩ‬ ‫ﺍﻟﺣﺎﻭﻳﺎﺕ‬ ‫ﺿﻣﺎﻥﻣﺣﻁ‬ ‫ﺑﻬﺩﻑﻣﺷﻐﻝ‬ ‫ﺑﺻﻔﺗﻧﺎ‬ ‫ﺍﻟﺷﺭﻛﺔ‪ ،‬ﻭﻫﻭ ﻧﻅﺎﻡ ﻳﺷﻣﻝ ﺍﻟﺳﻳﻁﺭﺓ ﻭﺍﻹﺷﺭﺍﻑ ﺍﻟﻛﺎﻣﻝ‬ ‫ﺍﻟﺳﻼﻣﺔﻓﻲ ﺍﻟﻣﻧﻁﻘﺔ‪ ،‬ﺣﻳﺙ‬ ‫ﻧﻅﺎﻡ ﺇﺩﺍﺭﺓ‬ ‫ﺑﻭﺿﻊ‬ ‫ﺷﺭﻋﺕﻟﻣﻭﺍﻧﺊ‬ ‫ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍ‬ ‫ﻓﻲ ﻓﻭﺯ‬ ‫ﺱ‪ :‬ﻣﺎ ﻫﻲ ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟ‬ ‫ﺍﻷﺭﺑﻌﺔ‬ ‫ﺳﻳﺎﺳﺔ‬ ‫ﻧﺷﻐﻠﻬﺎ‪،‬ﻓﻲﻗﻣﻧﺎﺗﻧﻔﻳﺫ‬ ‫ﺷﺭﻛﺔﺍﻟﺗﻲﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﺳﺎﻫﻣﺕﺗﻘﻳﻳﻡ‬ ‫ﺍﻟﺗﻲﺍﻟﻌﻣﻠﻳﺎﺕ‪،‬‬ ‫ﺻﺭﺍﻣﺔﺁﺛﺎﺭ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‪ ،‬ﺗﻘﻳﻳﻡ‬ ‫‪DECEMBER‬ﺗﺣﺭﻛﺎﺕ ﺍﻟﻣﺭﻛﺑﺎﺕ ﻭﺍﻟﻣﺷﺎﺓ‪ ،‬ﻭﺧﺻﻭﺻﺎ‬ ‫ﻭﺍﻟﺻﺎﺭﻡ ﻋﻠﻰ‬ ‫ﺍﻟﻣﻛﻭﻧﺎﺕ ﻋﻠﻰ‬ ‫‪2014 29‬‬ ‫ﻣﺭﺍﻓﻕ‬ ‫ﺟﻣﻳﻊ‬ ‫ﻓﻲ‬ ‫ﺎ‬ ‫ﺇﻟﺯﺍﻣﻳ‬ ‫ﺟﻌﻠﻧﺎﻩ‬ ‫ﻭ‬ ‫‪،‬‬ ‫ﻣﺣﻛﻡ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﺭﻭﺳﺑﺎ؟‬ ‫ﺷﺭﻛﺗﻛﻡ ﺑﻬﺫﻩ ﺍﻟﺟﺎﺋﺯﺓ ﻣﻥ‬ ‫ﻓﻲ ﻣﻧﺎﻁﻕ ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﻣﺯﺩﺣﻣﺔ ﻭﺍﻟﺧﻁﺭﺓ‪.‬‬ ‫ﺳﻳﺭ )ﺍﻟﺟﻭﺩﺓ‪ ،‬ﺍﻟﺻﺣﺔ‪ ،‬ﺍﻟﺳﻼﻣﺔ‪ ،‬ﺍﻟﺑﻳﺋﺔ ﺃﻭ ‪ ،( QHSE‬ﺑﻣﺎﻭﺍﻟﻣﻌ‬ ‫ﺭﻳﺢ ﺍﻟﻌﻣﻝ ﻑ‬ ‫ﺍﻟﻣﺧﺎﻁﺭ‪ ،‬ﺗﺻﺎ‬

‫ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ – ﺃﻭﻟﻭﻳﺔ‬ ‫ﻗﺻﻭﻯ ﻗﺻﻭﻯ‬ ‫ﺃﻭﻟﻭﻳﺔ‬ ‫ﻗﺻﻭﻯﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ –‬

‫ﺣﺭﻳﺔ ﺍﻟﻌﺎﻟﻣﻳﺔ ‪ -‬ﺷﺭﻛﺔ ﻏﻠﻔﺗﻳﻧﺭ ﻭﻣﻘﺭﻫﺎ ﺇﻣﺎﺭﺓ ﺍﻟﺷﺎﺭﻗﺔ‪ ،‬ﺗﻘﺩﻳﺭﺍ ﻣﻥ ﺍﻟﺟﻣﻌﻳﺔ ﺍﻟﻣﻠﻛ‬ ‫ﻣﺔ ﻭﺍﻟﺻﺣﺔ ﺍﻟﻣﻬﻧﻳﺔ‪ .‬ﺗﺣﺩﺛﻧﺎ ﻓﻲ ﺍﻟﻣﺟﻠﺔ ﻣﻊ ﺳﺗﻳﻑ ﺃﻭﺟﺩﻥ‪ ،‬ﻣﺩﻳﺭ ﺍﻟﻣﺟﻣﻭﻋﺔ ﻟﻠﻌﻣ‬ ‫ﻭﺳﻼﻣﺔ ﻣﻭﻅﻔﻳﻬﺎ‪ ،‬ﻭﻛﺫﻟﻙ ﺁﻟﻳﺔ ﻭﺿﻌﻬﺎ ﻟﻠﻣﻌﺎﻳﻳﺭ ﺍﻟﻘﻳﺎﺳﻳﺔ ﻟﻠﻣﻭﺍﻧﺊ ﺍﻹﻗﻠﻳﻣﻳﺔ ﺍﻷﺧﺭ‬ ‫ﻣﻥ ﺇﺩﺍﺭﺓ ﺍﻟﻣﺳﺎﻋﺩﺓ ﻓﻲ ﺗﻁﺑﻳﻕ ﺍﻟﻘﺎﻧﻭﻥ ‪ LEAA‬ﻭﻭﻓﻘﺎ‬ ‫ﻟﻠﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺗﺷﺭﻳﻌﻳﺔ‪ .‬ﻛﺫﻟﻙ ﺗﺗﺑﻊ ﺷﺭﻛﺔ ﻏﻠﻔﺗﻳﻧﺭ ﻧﻅﺎﻡ‬ ‫ﺗﺻﺎﺭﻳﺢ ﻟﺗﺷﺧﻳﺹ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻣﺧﺎﻁﺭ ﺍﻟﺗﻲ ﺗﻧﻁﻭﻱ ﻋﻠﻳﻬﺎ‬ ‫ﺧﻁﻭﺍﺕ ﺍﻟﻌﻣﻝ‪.‬‬

‫ﺱ‪ :‬ﻣﺎ ﻫﻲ ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﺻﺭﺍﻣﺔ ﺍﻟﺗﻲ ﺳﺎﻫﻣﺕ ﻓﻲ ﻓﻭﺯ‬ ‫ﺷﺭﻛﺗﻛﻡ ﺑﻬﺫﻩ ﺍﻟﺟﺎﺋﺯﺓ ﻣﻥ ﺭﻭﺳﺑﺎ؟‬

‫ﻓﻌﻠﻳﺎ‪ ،‬ﺟﺎﺋﺯﺓ ﺭﻭﺳﺑﺎ ﺳﻠﻁﺕ ﺍﻟﺿﻭء ﻋﻠﻰ ﻋﻣﻠﻧﺎ ﺍﻟﺩﺅﻭﺏ‬ ‫ﺟﻣﻳﻊ ﻋﻣﻠﻳﺎﺗﻧﺎ‪،‬‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ ﻓﻲ‬ ‫ﺍﻟﺻﺣﺔ ﺃﺭﻗﻰ ﺍﻟﻣﻌﺎﻳﻳﺭ‬ ‫ﻟﺿﻣﺎﻥ ﺗﻁﺑﻳﻕ‬ ‫ﻗﺻﻭﻯ‬ ‫ﺃﻭﻟﻭﻳﺔ‬ ‫ﻭﺍﻟﺳﻼﻣﺔ –‬ ‫ﻟﺗﻌﺯﻳﺯ ﺭﻓﺎﻫﻳﺔ ﻣﻭﻅﻔﻳﻧﺎ ﻭﺷﺭﻛﺎﺋﻧﺎ ﻭﻣﺳﺎﻫﻣﻳﻧﺎ‪ .‬ﻣﻥ ﺃﺟﻝ‬ ‫ﺗﺭﺷﺣﻧﺎ ﻟﻣﺛﻝ ﻫﺫﻩ ﺍﻟﺟﺎﺋﺯﺓ ﺍﻟﻣﺭﻣﻭﻗﺔ‪ ،‬ﻛﺎﻥ ﻫﻧﺎﻙ ﻋﺩﺩ ﻣﻥ‬ ‫ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﺻﺎﺭﻣﺔ ﺍﻟﺗﻲ ﻳﺗﻡ ﺗﻘﻳﻳﻣﻬﺎ ﺑﺩﻗﺔ ﻣﻥ ﻗﺑﻝ‬ ‫ﺭﻭﺳﺑﺎ‪.‬‬

‫ﺧﻼﻝ ﺩﺭﺍﺳﺔ ﺭﻭﺳﺑﺎ ﻟﺣﺎﻟﺔ ﺍﻟﺷﺭﻛﺔ ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ‬ ‫ﺍﻟﺟﺎﺋﺯﺓ‪ ،‬ﻛﺎﻧﺕ ﺍﻹﻧﺟﺎﺯﺍﺕ ﺍﻟﺗﺎﻟﻳﺔ ﻣﻥ ﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﻣﺿﻳﺋﺔ‬ ‫ﻭﻫﻲ‪:‬‬

‫ﺳﺅﺍﻝ‪ :‬ﻏﻠﻔﺗﻳﻧﺭ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺻﺣ‬ ‫ﻳﺗﻡ ﺗﻧﻔﻳﺫﻫﺎ ﻓﻲ‬

‫ﺑﺻﻔﺗﻧﺎ ﻣﺷﻐﻝ ﻣ‬ ‫ﺷﺭﻋﺕ ﺷﺭﻛﺔ‬ ‫)ﺍﻟﺟﻭﺩﺓ‪ ،‬ﺍﻟﺻﺣ‬ ‫ﻳﺅﻛﺩ ﺭﺅﻳﺔ ﺍﻟﺷﺭ‬ ‫ﻣﻭﻅﻔﻳﻬﺎ ﻭﺍﻟﻣﺟ‬ ‫ﻣﻧﺗﺟﺎﺗﻬﺎ ﻭﺧﺩﻣﺎ‬ ‫ﺍﻟﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺗﻧﻅ‬

‫ﻣﺣﻁﺎﺗﻧﺎ ﺍﻟﻌﺎﻣﻠﺔ‬ ‫ﻣﺗﻭﺍﻓﻘﺔ ﺗﻣﺎﻣﺎ ﻣ‬ ‫‪9001:2008‬‬ ‫‪4001:2004‬‬ ‫‪ OHSAS‬ﺁﻳ‬ ‫ﺗﻁﺑﻳﻕ ﺟﻣﻳﻊ ﺍﻟ‬ ‫ﺍﻟﻣﺑﺎﺩﺉ ﺍﻟﺗﻭﺟﻳﻬ‬

Middle East – world’s fastest growing air cargo region The International Air Transport Association (IATA) Airline Industry Forecast 2014-2018 shows that international freight volumes are expected to increase at a compound annual growth rate (CAGR) of 4.1 per cent over the next five years. Emerging economies, particularly in the Middle East and Africa, will be the fastestgrowing markets.

T

ony Tyler, IATA’s Director General and CEO, said,“Air cargo remains as vital to the global economic system as ever. This year, more than US$6.8 trillion worth of goods, equivalent to 35 per cent of total world trade by value, will be transported around the world by air. So it is welcome to see a forecast for a return to growth for the air cargo sector after several years in the doldrums.

“An average of more than four per cent growth for the next five years would be a marked improvement on the performance of recent years. Since 2011, for example, growth in freight tonnes has averaged

30 DECEMBER 2014

just 0.63 per cent per year. “Nevertheless, despite the positive picture, the overall risks to the economic outlook, and therefore to air freight, remain towards the downside. Trade protectionism is a constant danger.

“According to the World Trade Organisation (WTO), between November 2013 and May 2014 alone, 112 new traderestrictive measures were enacted by G20 governments. Geopolitical concerns, volatility of oil prices, and competition from rail and sea could also affect this forecast.

“The air cargo industry certainly cannot afford to be complacent,”Tyler added.

FEATURE

To enhance air cargo competitiveness, the industry is aiming to cut average transit times by up to 48 hours by 2020. To achieve this, air freight is modernising its processes, improving quality and reliability, and widening the range of services offered.

A key component of modernised processes is the e-Freight project, which will render air cargo shipments paperless. As a first step, the industry is adopting the e-Air Waybill (e-AWB).

In September 2014 global e-AWB penetration reached 19.4 per cent, meaning the 2014 industry target of 22 per cent is within reach.

DECEMBER 2014 31

FEATURE

Forecast highlights: International freight volumes are expected to grow at a five-year CAGR of 4.1 per cent.

The United States, China and the UAE will each be adding more than one million additional tonnes of freight by 2018 compared to today.

The UAE will have replaced Germany as the third largest market.

The fastest growing international routes will be between the Middle East and Asia, at 6.2 per cent per year. Within Middle East (4.6 per cent), North America to South America (3.9 per cent), and Europe to Southern Africa (3.8 per cent), will also grow strongly.

Significant volume imbalances will continue. The imbalance in flows from Asia to North America is estimated to be 1.1 million tonnes in 2018 and from Asia to the Middle East the imbalance will be 0.6 million tonnes.

International freight developments: The Middle East is forecast to be the fastest growing region over the forecast period with a CAGR of 4.7 per cent.

The second-fastest growing market, Africa, will have a CAGR of 4.4 per cent.

32 DECEMBER 2014

Asia-Pacific and Latin America, both with a CAGR of 3.8 per cent, will be the joint thirdfastest growing markets.

The mature markets of Europe and North America will grow at 3.0 per cent CAGR and 2.8 per cent CAGR, respectively.

By 2018, the 10 largest international

freight markets will be the United States (10,054,000 tonnes), China (5,639,000), the UAE (4,974,000), Germany (4,763,000), Hong Kong (4,648,000), Republic of Korea (3,487,000), Japan (3,480,000), the United Kingdom (2,808,000), Chinese Taipei (2,350,000) and India (2,223,000).

FEATURE

Iran is expected to be the fastest growing country (of nations with more than 100,000 tonnes of cargo per year) for air freight volumes over the forecasting horizon with a CAGR of seven per cent per annum.

However, it is growing from a low base so it will add just 44,000 tonnes of freight by 2018 for a total of 156,000 tonnes.

The second fastest-growing market, India, will experience a CAGR of 6.8 per cent to add 622,000 extra tonnes. Bangladesh (339,000 total freight tonnes), Ethiopia (319,000) and Nigeria (276,000) make up the remainder of the top five.

Another notable growth country will be Qatar. With a CAGR of 5.7 per cent it will be the sixth-fastest growing and it will see 361,000 additional tonnes to take its total freight tonnes to 1,484,000.

Freight traffic shares by route area: The largest freight traffic shares in 2013 were Within Asia Pacific (21.6 per cent), Europe-Asia Pacific (12.3 per cent), and North and Mid-Pacific (10 per cent).

Looking ahead to 2018, Within Asia Pacific and Europe-Asia are expected to increase their shares very slightly to 21.8 per cent and 12.4 per cent respectively.

Middle East-Asia shows the largest gain, up 0.8 percentage points to 6.9 per cent.

Traffic shares for North and Mid Pacific, within Europe and in the North Atlantic are all expected to decrease by at least 0.5 percentage points in 2018, to 9.5 per cent, nine per cent and 8.9 per cent respectively.

Sea freight The overall Sea Freight Index declined 1.5 points to 61.2. The present situation declined 2.6 points to 57.7 with all but one lane declining. Europe to Asia, the only lane to show positive gains, was up 0.9 points to 59.2. Asia to Europe lane noted the biggest decline of 6.2 points to 60.3. While 60.3 still indicates strong growth, the sharp decline may be an indication of the still weak European economy, despite showing good gains from the US on the airfreight side.

The expected situation declined 0.4 points to 64.7. Lanes were mixed with Asia to Europe noting the biggest decline of 1.7 points to 67.5 and Europe to US with the biggest gain of 1.3 points to 64.8.

Perhaps some of the current hesitancy within the expected situation could be uncertainty surrounding the Maersk and MSC potential 2M alliance as well as Maersk’s recent announcement to invest $3b over the next three years for new vessels.

How both of these events will affect a market faced with over-capacity is still not certain and may have attributed to the overall slip.

-www.transportintelligence.com

DECEMBER 2014 33

The supply chain of waste As Dubai expands, with new industries and attracts more people, one of the things that increases is waste. Imdaad is one of the main players in the transportation and disposal of different types of waste in the region. Mahmood Rasheed, COO, Imdaad spoke to GSC

34 DECEMBER 2014

FEATURE

I

mdaad, Dubai’s integrated facilities management and environmental services company which is currently providing complete facilities management solutions to Dubai’s various industrial zones – Mahmood Rasheed the JAFZA freezone and industrial area, DWC, DP World among others is expertly managing the waste collections and disposal business in the country and gradually making a presence in the wider MENA region.

Owned by parent company Dubai World, Imdaad is one of the branch companies under Istithmar – the investment arm of Dubai World.

“Technically speaking Imdaad has been around for 26 years plus years only it wasn’t called Imdaad from then. In 1986, the government established us under the civil engineering and maintenance department to look after main and remote areas as Dubai Municipality was not covering waste management, cleaning etc. So we created this division to cover waste management for their own companies plus free zone companies,” Imdaad has a fleet of 250 says Mahmood Rasheed, vehicles that are used COO Imdaad.

After this entity was in their waste collection created, a decision to sign with Serco Middle East services all around the was take in 2002 creating country. “Vehicles that Serco Gulf. By 2007, the management wanted are collecting recyclable to better the services goods are around 175 being provided by Serco and hence bought the and almost 20 per cent company and renamed of those vehicles are are it to Imdaad.“Within a matter of two years, registered and approved we cleaned the house,

by Dubai Municipality (DM) so to speak,” continues Rasheed.“We signed for carrying hazardous the contract with our waste,” says Rasheed sister companies, Jafza,

DECEMBER 2014 35

FEATURE

DP World and then went outside the free zone, outside Dubai World and now we are covering all of the UAE.” Imdaad has a fleet of 250 vehicles that are used in their waste collection services all around the country.“Vehicles that are collecting recyclable goods are around 175 and almost 20 per cent of those vehicles are are registered and approved by Dubai Municipality (DM) for carrying hazardous waste,” says Rasheed.

As per DM a service provider cannot carry any hazardous waste without prior approval.

“As you know, no one in Dubai owns any landfills. So whatever we collect is given to DM. There are two types of landfills - for municipal waste which is in Ghusais and for

36 DECEMBER 2014

medical, hazardous and toxic waste, which is in Jebel Ali. No vehicle is allowed inside these landfills without a registered permit.”

The vehicle itself Rasheed says is designed in such a way as to be visible to any other drivers on the road that it is carrying dangerous waste.“In case of an accident, it makes it easy for people around to know how to react, who to call. Also, emergency services act accordingly when they hear of an accident involving such a vehicle. The emergency response team should know how to deal with hazardous chemicals in case of spillage or accident.

These are also DM requirements. Also, these tankers are dedicated for the carriage of hazardous liquids. They are never used to

carry water or vice versa.,” says Rasheed.

It is important for drivers to also have some knowledge to handle emergencies.

“Drivers have basic information. They know they are driving hazardous material and in case of an emergency, accident or spillage, they know how to respond, who to call, to touch or not to touch, if the material is acidic, corrosive etc.”

Not all companies are making hazardous waste, though. Usually only manufacturing companies in all UAE freezones are creating hazardous waste. The others just have regular industrial waste.“When a manufacturing company registers itself they accept submitting to DM an Environmental Assessment Report (EAR). So we know in

FEATURE

advance who is generating what kind of waste. Once their operations commence, they know the amount of waste being generated. A sample of this waste is then sent for lab analysis. If the result considers this waste to be hazardous and it falls under a specific category which cannot be dissolved and treated by a sewerage treating plant nor is it considered hazardous, then the company has two options, one, to apply to DM with the lab report, DM will decide if it has to go to hazardous, nonhazardous or toxic after he obtains that result from DM, he will get a list of approved transporters (so we’re not a compulsory choice). The company can then approach those approved transporters. If they pick us, we have a

As you know, no one in Dubai owns any landfills. So whatever we collect is given to DM. There are two types of landfills - for municipal waste which is in Ghusais and for medical, hazardous and toxic waste, which is in Jebel Ali. No vehicle is allowed inside these landfills without a registered permit.

very stringent procedure when it comes to disposing toxic, hazardous waste.�

Imdaad recently signed a long term agreement with Economic Zones World to provide long term waste management services. In this agreement, Imdaad is investing AED100 million in a material recovery warehouse which will be built over a 60,000 sq metres at TechnoPark, Jebel Ali. “Last year, we collected around 300,000 tonnes of waste from all the areas we cover.

Out of this quantity almost 14 per cent was able to be re used. With our new sorting facility, we hope to have an initial operating capacity of 1,000 tonnes per day. And hope to be able to recycle for reuse about 40 per cent of all collected waste. Everything

DECEMBER 2014 37

FEATURE

is open to expansion be it the size of the facility to the capacity. This is mandatory as we expect our work to increase.”

According to the terms of the agreement, Imdaad will set up a waste sorting facility for the management of solid waste. The plant will have the capability to recover maximum recyclables generated from the Jebel Ali area including the World Expo 2020 venue.

It will cater not only to waste collected by Imdaad but will also be open to other waste collection companies.

With the building of this material recovery plant, TechnoPark will become the first economic zone not only in the UAE but also in the region to have such a pioneering facility which will help recover the recyclables from the waste generated by all Jebel Ali-based companies including Jafza,

38 DECEMBER 2014

where it will cater to the waste management needs of the multinational companies established within the Free Zone who are eager to cut down their carbon footprints with effective management of waste.

Aside from saving the landfill area and the cost of transportation, the eco-friendly material recycling facility in TechnoPark will tremendously reduce greenhouse gas emissions, preserve fuel, recycle material, spread awareness and will act as a platform to raise awareness among UAE’s people.

The facility will be open for school and university students so that they can get greater insight about waste management technology in the region. In addition, the plant will have a next generation research and development (R&D) department, which will conduct research to find out the latest

technologies for effective management and treatment of waste.

Imdaad recently also introduced the use of bio fuels in three of its waste transport vehicles. Bio fuel is a natural alternative from other fossil fuels and is made from the waste of living objects. It is produced using ethanol from naturally grown plant matters thus making it environmentally friendly fuel.

The company has been working for the last couple of years in neighbouring Qatar and Oman. “We’ve recently signed an agreement United Development Company The Pearl Qatar’s master developer to provide cleaning services to the master community, infrastructure, buildings, and facilities throughout the island. We are also operating successfully in Oman,” says Rasheed.

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Safety in the pharma

Eric Ten-Kate, General Manager, Healthcare, Hellmann Caliper

40 DECEMBER 2014

The supply chain of pharmaceutical drugs is a tremendous process, no doubt with safety playing a major role.

GSC spoke to Hellmann Caliper’s Director Healthcare Middle East, Eric Ten Kate about all the various nuances of the end to end procedure

How important has the role of the service provider been in convincing drug manufacturers to outsource the supply chain?

The role of the service provider becomes more and more important.

The years when drug manufacturers could afford to accept supply chain issues due to high margins and patent protection are over. Whilst focusing on their core business of developing and producing their products, the drug manufacturers now also need to reconsider their supply chain design.

Speed to market is essential and the healthcare industry is increasingly dependent upon high quality logistics. Because of this and the sensitive nature of the products being shipped, the procedures, practices and requirements of the healthcare industry must be understood and applied by all those involved in the supply chain. The decision to outsource varies by customer but is mainly driven by above mentioned financial reasons. The service provider needs to be able to provide at minimum an equal service level for the principal to consider outsourcing. Service providers are building specialised solutions, with the aim to come to win-win situations, by doing so they try to convince the

manufacturer. The more wins can be offered the more likely outsourcing will be considered.

What is the impact of geography when it comes to having control of the pharma supply chain?

The geography certainly has an impact on the control of the supply chain. In the developed countries where the pharmaceutical supply chain is better protected by stronger customs, import and regulatory oversight, and where law enforcement is more aggressive, the supply chain can be controlled at best. In emerging markets lack of infrastructure, a weaker import and regulatory structure or extreme weather conditions pose a threat to the total control. Detailed solutions need to be in place to mitigate the risks in these areas that require special attention.

Would you have an idea of the value of the pharmaceutical supply chain globally and in the region?

How has this figure changed over the years and how is it expected to change moving forward? “The global market’s centre of gravity is shifting towards the emerging markets. In 2013, the United States

ANALYSIS

EMERGING MARKETS ARE DRIVING GROWTH GDP, health care spend, pharma spend, $billion

1. Source: IHS Global insights; 2. Source: World Health Organisation (WHO). national statistical offices; 3. Source: BMI. (FDA). AESGP

was still the largest single pharmaceutical market, generating around US$330 billion in revenue. Europe generated more than US$200 billion. These two markets, together with Japan, Canada and Australia, form the so-called developed markets. The rest of the global pharmaceutical revenue is mainly from emerging markets which include countries like China, Russia, Brazil and India.

In fact, these emerging markets show the fastest increase in pharmaceutical sales. East and Southeast Asia, the Indian subcontinent and Latin America are the only world regions for which a pharmaceutical compound annual growth rate higher than 12 per cent is predicted up until 2017 based on this the growth in the region is expected to continue.

DECEMBER 2014 41

ANALYSIS

In the region, what standards are followed when it comes to tracking drug pedigree?

Tracking the drug pedigree is becoming more important with product tracing requirements in place in the US and Europe.

Many countries have introduced their own requirements to promote serialisation. Due to the complexity and associated financial implications, serialisation and e-pedigree legislation are subject to delays. Patient safety prevails and visibility from the Plant to the Pharmacy to the Patient Bedside is required. Serialisation initiatives in the region are at an infant-stage. Drug pedigree tracking is at present a manual process through product registration, import permits

42 DECEMBER 2014

Service providers are building specialised solutions, with the aim to come up with win-win situations, by doing so they try to convince the manufacturer. The more wins that can be offered the more likely outsourcing will be considered and export controls under the authority of the Ministry of Health, although initiatives are taken towards automation, e.g. e-permit.

What are the best methods of technology used in tracking drugs?

RFID tags aren’t always the solution when it comes to pharmaceuticals.

How does it work in the region as compared to internationally?

Patient safety and wellbeing is the ultimate goal of all pharmaceutical companies; however, this can be assured only if the product being supplied is securely passed along the supply chain from manufacturer to pharmacy and then on to the patient.

The products often represent high-values that, unfortunately, are often the target for diversion and counterfeiting. In order to be able to trace the product either RFID or serialisation can be applied. Both have its pros and cons. RFID might not always be the best solution as the medicine packaging does not always allow for placement of the tag. Serialisation has proven to be

ANALYSIS

taken to mitigate the risk of losing product in transit or during storage. Driven by above the pressure to deliver high quality solutions on the logistics service providers is mounting.

challenging to implement. In the region we see a tendency towards serialisation.

How big is product loss prevention within the supply chain?

Product loss prevention is key in the supply chain. With tighter product schedules and more tailor made products to markets and patients, product loss will result in significant loss of sales and even potential loss of lives. Numerous measures are

What challenges are you facing currently in this supply chain?

Supply chains are becoming more complex, no “single size fits all�, each product group has its own specific requirements (shelf life, transport condition, storage condition).

The regulators involvement has increased due to increased counterfeit issues. Overall there is a bigger pressure on cost, compared to years ago due to the patent expiry and takeover wave in the industry. Furthermore the shift of production and distribution to emerging markets does not come without challenges and leaves an increased burden on regulators, manufacturers and service providers to control the movement of product and to come up with quality solutions for the safe movement of product.

The number of routes and its complexity

increase and global distribution also implies global temperature management.

Security when these goods are stored in your warehouse is determined by what?

Security is determined by value of the goods and type of product as well as the regulatory requirements. Tight control measures are implemented by the Ministry of Health and Customs to obtain the needed licenses to run a healthcare operation. Specifically controlled medicines and narcotics are subject to stringent requirements to mitigate the risk of misuse. Working with large multinational pharmaceutical manufacturers implies having to meet high safety and security standards.

How is reverse logistics for drugs handled, are you doing that as well?

Reverse logistics is not commonly applied by our customers since proving product integrity becomes difficult once the product has been outside of its controlled chain.

DECEMBER 2014 43

Facilitating

food logistics

Sohar Port and Freezone have a new industry to cater to - food.

With their recent announcements relating to investments in grain and agricultural goods as well as plans for a sugar refinery, the port is set to capture a chunk of the estimated US$53 billion (by 2020) food imports market.

GSC spoke to Edwin Lammers, Executive Commercial Manager Sohar Port

S

ohar Port has recently taken another step towards diversifying its business offering and creating a world-class hub for handling agricultural goods. A stand at the recently held Gulf Foods Manufacturing Exhibition in Dubai was set up to engage industry leaders and attract investment according to Executive Commercial Manager, Edwin Lammers.

Atyab Investment and Oman Flour Mills plan to build Oman’s first terminal dedicated to grain and other foodstuffs at Sohar. Plans also include grain silos with a capacity of around 200,000 tonnes, as well as a sugar refinery projected to generate a million tonnes in raw sugar imports. “The importing of vegetables, animal products, and foodstuffs into Oman are worth

44 DECEMBER 2014

INTERVIEW

DECEMBER 2014 45

US$2.7 billion to the economy and with our new agricultural terminal, storage facilities, and transport links, Sohar is perfectly positioned to become a distribution centre for these products in the Gulf region,” explained Lammers.“As we build this infrastructure, projects like the sugar refinery will create opportunities for other industries.”

Construction work on the sugar refinery complex, also a first for Oman, will begin at the end of the year after an agreement was signed with Oman Sugar Refinery Company LLC in April last year. Under the deal, Sohar will lease 180,000 sq metres of prime waterfront area for the development of the plant. Output is initially envisaged at 700,000 tonnes in the first phase, with full capacity to be reached in three years.

Can you tell us in detail the plans for Sohar Port from the food perspective?

Our immediate plans are to construct the country’s first terminal dedicated to the

46 DECEMBER 2014

handling of agricultural bulk – wheat, rice, barley, and other grain products. Through this new facility our next step will be to facilitate the establishment of the national strategic food reserve the government

The importing of vegetables, animal products, and foodstuffs into Oman are worth US$2.7 billion to the economy and with our new agricultural terminal, storage facilities, and transport links, Sohar is perfectly positioned to become a distribution centre for these products in the region

has planned for Sohar. This reserve was originally prompted by a cyclone that disrupted food supplies in 2007, and given that the need to distribute food in times of crisis is often immediate, the increasing connectivity at Sohar made it an obvious choice.

Grain silos will be established next year and will have a capacity of 200,000 tonnes.

This could be ramped up to a capacity of 300,000 tonnes in the second phase, and since the Gulf depends heavily on food imports we hope to expand our outlook and serve as a stockpile for the entire region, not just Oman. The last piece in the food jigsaw, at least for now, will be Oman’s first sugar refinery. This will have an initial production capacity of 700,000 tonnes per annum in the first phase, expandable to one million tonnes within three years thereafter.

By when will these be operational?

The terminal operator is currently initiating the next steps to formalise agreements with

INTERVIEW

In much the same way as our petrochemical, logistics, metals clusters have grown, this will create opportunities for downstream industries – packaging firms, for example, and will lead to the development of skills and areas of expertise that are unique to the Al Batinah region.

Nevertheless, with a multibillion dollar trade surplus in the GCC region, there’s certainly room for growth and enough cargo to keep the region’s port and freezone developments busy. This is because of the degree of specialisation that exists at each port, and means the level of competition is reduced, especially in Oman. Salalah will remain a connection point between East and West, while we are the gateway to Oman, the Middle East, upper Gulf, and Indian Rim. Of course, there is competition, but not as extreme as in other regions.

Sohar, the government, and other parties involved in the process and will soon start work on the project. We expect this process to be completed very soon, and of course, we will be doing our best to ensure that all of the necessary permits and licenses are in place as soon as possible. Construction of the terminal will begin after this has been completed, the grain silos will be built next year, and commercial sugar production is targeted by around 2016.

How big or how important is the need for these services Sohar Port plans on meeting? What is happening currently?

What factors led to these new changes being worked on?

The Middle East continues to present tremendous growth opportunities for food industries, with imports projected to pass US$53 billion by 2020. This market growth, in a region that already imports 90 per cent of its food, is already creating demand for global transportation and

logistics players looking to expand in the GCC and our aim is to ensure as much of that comes through Sohar as possible.

In this regard, we remain committed to identifying ways to utilise our abundant low cost energy and skilled staff to create value for our customers.

How will this differentiate your port from other major regional ports?

As a major contributor to long-term regional growth, Sohar already plays a vital role in the GCC supply chain – as a cost-effective means of getting shipments and cargo in and out of the Gulf without the additional costs associated with having to enter the Strait of Hormuz.

Naturally, as the first port in Oman and one of only a handful of ports in the region to have a terminal that is dedicated to agriculture, the differentiation is clear and is something that we plan to use to attract some of the biggest names in global food manufacturing at Sohar.

Who are partners with Sohar in this project, how much capacity is hoped to be achieved once the facility is fully operational? What are investments made by Sohar and partners in this endeavour?

Atyab Investment, the investment arm of Oman Flour Mills – a public joint stock company engaged in the milling and food processing business – will oversee terminal operations and develop the storage component through a special vehicle that will allow it to act on behalf of the government. Funding will be provided by the government, and the components required to operate the storage facility will be the responsibility of the Public Authority for Strategic Food Reserves. We plan to add private sector partners to provide additional guidance in the operation of the terminal. Meanwhile, Oman Sugar Refinery Company LLC is investing around US$200 million in the initial construction of the sugar refinery at Sohar.

Together with the agricultural terminal and grain storage facilities, this project will take advantage of the excellent facilities provided by the strategically located port, which includes a deep water port, an abundance of low-cost energy and available space in the freezone. Commercial sugar production is targeted by 2016.

DECEMBER 2014 47

New Heights in

OPERATE & INTEGRATE WORLD

RECORD

5,000 TONS

HEAVIEST ITEM BY ROAD

LARGEST FLEET

1, 800 TRUCKS 2,200 TRAILERS

2 MILLION

FREIGHT

TONS PROJECTS CARGO

EXECUTED ANNUALLY

2 MILLION

SQM TERMINAL WAREHOUSING

FACILITIES

The journey that started with a single truck seems a distant memory. Since 1965 our fleet grew over 1,800 trucks and 2,200 various types of trailers such as flatbed, low bed, extendable and semi-hydraulic. In addition to other types of trailers such as conventional hydraulic, SPTs and SPMTs. Our terminal and storage capacity is over 2 million SQM with more than 6.9 million MT of exports a year.

Our formula of success is to keep everything 'in-house' starting with employing the right calibers, owning state of the art equipment and utilising the latest technology. Then, we are left with the daily task to integrate all of our resources to offer our clients a holistic logistics & SCM solution.

Heavy Lift Transportation Freight Forwarding Terminal & Warehousing

Please visit www.almajdouie.com to find out more about our integrated services. Tel: +966 13 8198111

ANALYSIS

The importance and challenge of the end-to-end

n i a h c d l o c n i a h c supply The cool supply chain is all about transporting food, medicines and other temperature sensitive products from origin to destination within the requisite temperature ranges. If only it was as simple. DHL’s Roger Crook takes a candid look at the procedure and what needs to be done

T

he cold chain’ may sound like a 1990s boy band, but as a logistics concept it is critical in meeting the needs of a rising number of global consumers. Put simply, more and more people around the world want their products ‘now’ and they demand guarantees that what they consume is safe.

For many sensitive life sciences and healthcare, pharmaceutical and food products this means a ‘cold chain’ must be established which guarantees a product is transported within fixed temperature ranges from production source all the way to the consumer. For rapidly needed medicines, a seamless supply chain can even be the difference between life and death.

Of course, this puts huge pressure on transport providers, but it also represents a huge opportunity for the logistics industry as a whole and the air cargo sector in particular.

Pharma carriage by air already offers supply chain providers robust yields but the sector still only accounts for less than two per cent of global air freight volumes.

This limits the ability of some airports and airlines to offer the highest cold chain standards as a key competency. But with more volumes will come the ability to justify such investments and there is ample evidence to suggest that volumes will grow in the years ahead.

DECEMBER 2014 49

This growth will come from a variety of sources but will be led by demand from the pharmaceutical sector which as an industry is expected to expand three to six per cent annually to exceed US$1 trillion in value by 2016. This expansion is certain to boost demand for expedited, secure air freight services, not least because many new products are biological and most biologic products require cold-chain distribution. For example, nine out of 10 newly FDA approved drugs are temperature sensitive, and seven out of top 10 best-selling global pharmaceutical products are biotechnology derived temperature sensitive products.

Indeed, worldwide sales of biotechnology products, which tend to require temperature control during transportation, tripled from US$56bn in 2004 to an estimated US$167bn in 2013, according to EvaluatePharma World Preview 2013.

50 DECEMBER 2014

Another driving force of volume growth is tighter regulation of controlled room temperature (+15 to +250C) cargo. In the past, products in this category have been transported with little or no protection or special handling. Now regulatory bodies want to see cargoes in this temperature range shipped according to far more stringent

specifications. This might not strictly count as ‘cold chain’ logistics, but it requires similar attention to detail.

Overall, we forecast the cold chain logistics market will grow from US$7.5bn in 2013 to US$9.5bn in 2016. But realising these gains will require major investment if the air freight industry is not to lose out to other modal options.

In recent years a great deal of progress has been made in improving the regulations and standards that govern the expedited shipment of these products by air. Investment in processes and infrastructure has also smoothed flows.

But there is still liberal scope for further improvement, improvement that will benefit all supply chain stakeholders as demand for temperature sensitive products soars.

In many parts of the world cold chain storage and handling facilities at airports are insufficient and unreliable, especially where

ANALYSIS

they are owned and operated by local government authorities.

These failings are compounded by customs regimes which fail to understand that any break in the cold chain carries a risk of product deterioration or fouling which both drives up costs and increases risk.

DHL has been working hard to try and reduce some of these risks. Based on extensive data and field-level knowledge of over 90 key global airports’ infrastructure and processes, we have now built up a detailed understanding of the level of risk associated with a wide network of partner facilities.

DHL works together with all supply chain partners to mitigate the risks of breaks in the cold chain. For example, through our preferred life sciences airline partner programme, DHL audits our partners’ ground handling operations

on a regular basis. And through close collaboration and strategic partnerships with carriers and their contracted ground handlers and customs authorities, we seek to establish how best to optimise the handling and release of cargo.

DHL has also invested in its own operations to reduce supply chain risks, cut costs and speed processing times. Seventy Thermonet stations world-wide, each providing seamless temperature visibility along the supply chain and compliant with the EU’s Good Distribution Practice guidelines for pharmaceuticals. Being member of the Cool Chain Association, which is dedicated to improving the quality and sustainability of temperature sensitive products is an added plus.

DHL is also represented on the International Air Transport Association’s Time and Temperature Task Force, the body that generated the IATA Perishable Cargo Regulation for Pharma and Rx360 which promotes supply chain integrity in life sciences and healthcare. But if the air freight sector wants to benefit from the cool chain logistics demand surge we anticipate, pharmaceutical logistics service providers need more and better partners. Greater collaboration between air freight stakeholders is required, especially in the emerging markets where growth is expected to be most rapid.

Perhaps most importantly, government agencies and policy makers must acknowledge that where the cold chain is concerned the facilitation of trade drives economic growth and improves the safety of the goods purchased by consumers. How’s that for a win-win?

Roger Crook is a member of the Deutsche Post DHL Management Board responsible for DHL Global Forwarding and Freight. www.transportintelligence.com

DECEMBER 2014 51

Training for

security Health and safety is one of the first things a company has to train its employees towards as they begin jobs on ports, airports, warehouses and all parts of being inside an industrial operation. GSC spoke to Dulsco’s Director, HR and QHSE, Johnson Alexander about how they train their human resource

52 DECEMBER 2014

What health and safety provisions are mandatory from a manpower supplier perspective when supplying skilled/unskilled labour or blue collar executives to logistics and supply chain industries as well as waste management companies in the region?

At Dulsco, health and safety is given utmost priority. Multiple processes and procedures have been put in place to ensure appropriate HSE practices are implemented and practiced.

Before a project is taken up, pre deployment HSE assessments and inspections are carried out. Employee

Health and Safety basic training is provided along with HSE training specific to the task or skill. Once the project starts, toolbox talks and briefings specific to the site/ work is carried out everyday. As a safety measure, risk assessments of the work area are carried out before hand. All measures are taken to adhere to legal and statutory requirements. Emergency response process is made known to clients and employees.

Supervisors and line managers are trained for internationally recognised Health and Safety certifications like IOSH Managing Safely. Prevention Protective Equipments for employees based on nature of work is also provided.

Once the above measures are taken, there is continuous monitoring of set standards. Health monitoring is carried out for employees working at hazardous sites. Near misses and accidents

HEALTH AND SAFETY

statistics are closely monitored and tracked to analyse the trends. Thorough investigations are carried out for all major accidents. Continuous feedback and improvement is ascertained through periodic HSE audits and inspections performed to monitor the standards.

As the economy is growing with lots of new industries and manufacturing to set up base in the region, how do you think health and safety measures should be upgraded to match up to the changes and demands of the future?

Government in the region is proactive in upgrading the standards of HSE. Federal bodies such as Ministry of Labour and local bodies such as Dubai Municipality, OSHAD, CWM are proactively upgrading the health and safety requirements, as well as increasing the monitoring criteria.

Supervisors and line managers are trained for internationally recognised Health and Safety certifications like IOSH Managing Safely.

Prevention Protective Equipments for employees based on nature of work is also provided

It has been noticed that many international health and safety associations like IOSH, IIRSM and LEEA are actively participating in contributing to the upgrade in HSE standards.

Currently as a manpower supplier what are the guidelines in place in house at Dulsco when it comes to training for relevant health and safety situations?

Do you also provide specific client requested training in health and safety before manpower starts work in a specific company or industry?

Training and development is undertaken in any organisation to facilitate acquisition or development of knowledge, skills and attitudes which enable the individual to make an effective contribution to the organisation. The basic objective is to prepare the individual to carry out his

DECEMBER 2014 53

HEALTH AND SAFETY

present job satisfactorily and/or to prepare him for future/greater responsibility.

When an employee joins the organisation a detailed induction process is carried out to welcome the new employee, familiarise him/her with company policies and procedures and communicate duties and responsibilities. Employee’s responsibility towards QHSE, OH&S consequences and benefits and emergency response preparedness are included in the training.

E-ducate, Dulsco’s E-learning Academy is testimony to the importance given to training and employee development.

Learners have access to a library of high quality courses which they could complete at their own pace, time and in any place that has access to the internet.

Dulsco is accredited to conduct the internationally recognised health, safety and environment (HSE) training programmes from the UK-based Institution of Occupational Safety and Health (IOSH).

Trainings are delivered by a pool of IOSH-approved trainers. Dulsco has a systematic regime of trainings imparted to improvise HSE aspects within the organisation.

A standardised QHSE training of two to five hours is given to employees through training kits containing presentations, safety

54 DECEMBER 2014

video/s, interactive games and quizzes. This trainings are benchmarked to the mandatory HSE trainings of the UK and the USA. In order to enhance the awareness among workers about work related hazards/ environmental aspects and impacts, toolbox talks are conducted at the site or prior to start the working shift. This would consist of various technical topics such as electrical safety, hand and portable electrical tools usage and concerned precautions, chemical handling, noise pollution, machine guarding and material handling.

Dulsco also provides specialised trainings to employees such as: Defensive Driving Training: Safe Driving training by Dubai Police for drivers, to reduce road accidents and enhance road safety.

Heavy Vehicle Banksman Training: Heavy Vehicle helpers are trained to help prevent reversing accidents. They help heavy vehicle manoeuvres using prearranged hand signals.

Practical Critical Operations Trainings:Trainings are conducted at Dulsco and various sites where critical work is carried out, to identify the hazards and to take necessary precautions to avoid any accidents. Workers are given comprehensive knowledge with live demonstration of equipment.

Equipment Training: Training is provided for equipment to be operated safely, potential hazards and knowledge of equipment-specific emergency procedures.

Emergency Response: Staff is periodically trained in the application of emergency response procedures with practical drills. In addition, First Aid and Firefighting Trainings and Health and Hygiene trainings are also provided to employees.

Y A D O T E IB

R C S SUB

IMDAAD TOP FM COMPANY

HELLMANN CALIPER’S SAFE SUPPLY CHAIN

SOHAR PORT HANDLES FOOD Africa

56 52 12

UNWIND

Linked by rail

Dulsco

Training for safety

Yas Marina ENHANCING THE BUSINESS OF LOGISTICS

The logistics of F1

December 2014 Issue 10

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Logistics behind Yas Marina’s With preparations that include transporting 750 tonnes of F1 gear, applying 8,550 litres of paint to the track and serving 42,000 meals, the F1 racing weekend is a grand logistical project. Take a look at the numbers involved in making it happen

56 DECEMBER 2014

d n e k e e w

Y

as Marina Circuit staff and contractors worked painstakingly hard to carefully prepare and plan schedules to make sure the Yas Marina Circuit was ready for the nail-biting drama of November 23rd’s 2014 Formula 1 Etihad Airways Abu Dhabi Grand Prix.

After the conclusion of the Brazilian Grand Prix recently, six charter flights, each carrying 90 tonnes of gear airlifted all the Formula One team equipment to Abu Dhabi. An astonishing 140 sea freight containers also landed at Khalifa Port approximately 10 days before the event, bringing the remaining team kit for the Formula 1, GP2 and GP3 races.

More than 400 logistics contractors, using 60 forklift trucks at Yas Marina Circuit alone, coordinated this huge operation – a combined air and sea freight totalling 750 tonnes.

This year’s race weekend saw the largest crowds attending in the circuit’s history, and feeding 60,000 hungry mouths each day in the public and corporate hospitality areas was no small task. The circuit employed 1,924 catering staff, served around 29,670 meals in the corporate hospitality suites and Grandstand (not including the Paddock), in addition to 12,250 staff meals for Yas Marina Circuit employees across the weekend.

Guests enjoyed more food and drink options than in previous years, with

56 outlets – a mix of mobile kitchens, concessions and bars – and two new clubs, as well as the new after-party venue, North Star.

Maintenance of the circuit was in progress for months. A team of 59 gardeners worked constantly to lay 75 acres of grass, and plant a total of 715 palm trees and 150,000 flowers in preparation for the event.

FEATURE

Painting the track is one of the final maintenance jobs, and this painstaking work was carried out by six specialist contractors experienced in painting race circuits around the world. They applied a staggering 8,550 litres of specially commissioned paints to the circuit, including pantone 321 a blue colour

which is actually unique to the Yas Marina Circuit. Chosen as the colour most closely resembling the seas of the Arabian Gulf, the paint is water-based, which is suitable for Abu Dhabi’s dry conditions.

To achieve the final finish in line with the extremely high standards required, the contractors used 4,500 litres of ‘Yas blue’

paint, 720 litres of ivory, 1,440 litres of red and 1,440 litres of white paint.

The track’s distinctive white edging was the last part of the painting process. These lines must be painted four times, meaning the painting contractors covered a distance of 26 kilometres, including pit lane lines, applying about 450 litres of white paint!

DECEMBER 2014 57

Renault launches new range of trucks

At a spectacular event in Doha which included test driving Renault’s stateof-the-art new ranges C and K followed by a gala evening ceremony launched the new trucks into the regional market.

Here are more details

58 DECEMBER 2014

R

enault trucks has introduced two new distinct truck ranges to the Middle East. The new C and K ranges were launched to industry leaders by global and regional Renault Trucks heads, on the beach of the Diplomatic Club against the skyline of the Qatar Pearl, followed by a drive event the next day, at the Losail International Motor GP Circuit track in Doha, Qatar.

The launch shows a significant commitment to the region by the French manufacturer, as the largest ever launch event Renault Trucks has held in the region to date. Over 250 industry professionals and leading management officials from across the region attended the two day event which included educational sessions to highlight how the new ranges can support industry businesses and aid productivity. All guests were given the opportunity to test drive the full new truck range, including the

new D range which was introduced to the Middle East earlier this year.

Renault Trucks in the Middle East has a strong dealer network in 13 countries and has experienced sustainable growth over the past three years. Qatar is one of the key markets in the region with an expected growth of 30 per cent between 2012 and 2015. This launch is set to further secure the Middle East as one of the prime focuses of Renault Trucks.

The C and K ranges set new standards in terms of robustness and productivity, and with the capacity to accept a variety of body types, each model can easily be adapted to a wide range of applications and customer demands found within the distribution and construction segments. The C range will enter the market with two options of cabin width, 2.3 and 2.5 m, both of which are designed for specific jobs. The 2.3 m is built for distribution and deliveries while the 2.5

EVENT

m cab is for long haul, light construction and heavy distribution.

At the launch in Qatar, Bruno Blin, President of Renault Trucks, said,“In developing the C and K ranges, we have deployed significant resources to ensure these vehicles deliver maximum reliability.

Each range has undergone rigorous quality trials and have also been exhaustively field tested under actual operating conditions.

Ruggedness, driver comfort, payload, pulling capacity, and easy body mounting are the features which set these trucks apart and make these the perfect tools for demanding businesses.”

Blin continued,“Both new ranges have been designed and developed in close association with international customers, who have been involved in the project from the design stage right through to testing under actual operating conditions.

“The Renault Trucks C range offers

superior driver comfort, exceptional reliability and optimal fuel efficiency, making it ideal for both long-haul and certain construction applications. The K range offers new standards in durability and robustness. The front bumper is 100 per cent steel with headlamp protection and has models that suit the harsh demands of the construction industry.

Lars-Erik Forsbergh, President Renault Trucks Middle East, said,“These trucks have been tested for over a year in Oman in some of the toughest regional settings. Oman presents the type of extreme conditions in terms of heat and topography that are ideal to test a truck to its limits. The new Renault Trucks ranges performed extremely well with no issues reported. This is vital for businesses who need to be able to rely fully on their vehicles for the maximum productivity.”

Speaking from the event, Herve Bertrand, Director of Design and creator of the new

range, said,“This original design, as well as the attention paid by the Hall of Design teams to the sides of the vehicles, has added a great deal of dynamism to the new ranges.”

In 2013 the D range was launched in the Middle East with a facelift model. The new addition to the range came to the region to cover all customer demands. As a distribution truck, the D range has further enhanced on its existing reliability and quality, and now has improved ergonomics and design.

Renault Trucks headquarters is based in Lyon, France and has a strong presence in Europe with over 1,280 dealers and workshops across the continent. In 2001 Volvo Trucks Group acquired the Renault Trucks division from Renault S.A which was established in 1899, and continues to produce a range of cars and vans. Renault Trucks offers a range of distribution, construction, long haul, heavy construction and defence vehicles.

DECEMBER 2014 59

UNWIND

To new challenges Mohammed Esa, Agility’s Chief Commercial Officer (CCO) for Europe shares his career path, leadership style and what is most urgent on his agenda Which school and university did you go to?

University of Bradford, UK. What was your first job?

Finance and Accounts at Emirates Airline.

They are fiercely competitive but carry themselves with strong ethics, values and an elegance that has made them admired and respected not just for their achievements but for the way they go about their life.

60 DECEMBER 2014

What do they not teach you in business school?

Business school gives you a good grounding in many basics about a range of disciplines and business functions, which are extremely helpful. However, what you are rarely prepared for as you venture into work is the pace at which change is happening around you, how to adapt to changing conditions in the market place, in your customer and supplier relationships and in the competitive environment.You have to be thinking on your feet and adapting to change.You learn this in theory but it is different when applied. Another aspect is the ability to build credibility, respect and relationships, both within and outside your organisation (with customers and suppliers).

Who is your role model? Why? My role models are actually outside the business world. I draw inspiration from successful sports personalities like Roger Federer and Sachin Tendulkar.

They are the best at what they do and yet have a humble, down to earth attitude. They are fiercely competitive but carry themselves with strong ethics, values and an elegance that has made them admired and respected not just for their achievements but for the way they go about their life.

What is your leadership style?

I believe in setting a clear direction and then giving plenty of support, encouragement and empowerment to the teams I am leading so that they can be successful. I also like to lead from the front by displaying the attributes and attitude that I would like to see from my team.

What do you think is most important for being an effective manager?

Being fair and transparent is very crucial. It is also important to provide timely feedback and support and live up to your commitments.

How well do you handle stress?

What is your fool proof method of de-stressing?

I am usually pretty good at staying calm under stress and pressure. I de-stress through a combination of sport, music and short holiday breaks.

What do you find encouraging?

Recognition and success.

How do you spend your free time?

Sport and spending time with my family.

What is at the top of your agenda right now?

Having recently started a new role in Europe, I am busy gaining a deeper understanding of the region, the market and our business here so that I can set our goals, priorities and our growth strategy for 2015 and beyond.

Fully Automated multi-temperature and multi-user 3PL logistics solution

of high bay storage facility of fully automated frozen (0 to -30 degrees) pallet positions with state of the art crane & conveyor system

pallet positions of standard racking controlled at +25 degrees for general cargo of mezzanine storage or added value area within the facility metric tons of Bulk Stack

of rentable office area to customers that use the facility INL is a Third Party Logistics Provider (3pl) focusing on food service solutions to the end customer, it has a freight department and custom broker to assist in clearing and delivering shipments to the market. Located at Dubai World Central (DWC) with easy access to road, sea and air ports.

Plots W5, W6, W7 Dubai Logistics City, DWC P.O. Box 3139, Dubai, U.A.E.

Telephone: +971 4 Fax: +971 4 8879195

8160600, +971 4 8160601 info@inl.ae

www.inl.ae

seabury report

THE NEW GATEWAY TO THE GULF