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© Public Relations Departm ent NBK Holding 2008

NBK Insider NBK Insider— Insider—Year 1— 1— Issue 8

VISION FOR THE FUTURE

February 2009

Strength, Trust and Sustainability during turbulent times: A call for Solidarity Inside this issue:

When the going gets tough, you need an experienced company with a withstanding heritage which you and the country as a whole can trust; a company entwined with the fabrics of the community, a company that represents one of Qatar’s partners of choice for change and development. For over 5 decades, Nasser Bin Khaled has been considered as a beacon for expansion and innovation. We have been solid before and we remain just as solid today as is evidenced by:

Pages 2-3 NBK News Bulletin Page 6 NBK Family Round-Up Page 7 In Depth NBK Fashion

Page 9 HR News Page 10 SAP Journey SAP Support Page 11 U Matter—New! One Thing You Can't Hide!

• • • • •

Contribution by: Kannoth Nambiar

Page 12 Your Health, Our Concern Page 13 Round & about Crisis can knock on your door too!

Page 14 Appendix 1 Performance Management Program Frequently Asked Questions

Calendar of Events 07 Feb: NBK National Sprint Championship 1 Sponsored by NBK Holding Lusail Circuit 21 Feb: NBK Qatar National Rally 1 Sponsored by NBK Holding Near Lusail Circuit 17-22 Feb: Sixth Doha Jewellery and Watches Exhibition Participation of Amiri Gems Qatar International Exhibition Center

Dear NBK team, Experts and analysts have reached an agreement: Shadows of recession are looming over the horizons; yes this is true – the world is fighting a ruthless economic battle – one with expected dire consequences.

Our first-class quality operations Our well-diversified investment choices Our key partnerships Our sustained profitability Our continued strong business performance

I would like to reiterate our appreciation and acknowledgement of the combined and relentless efforts that you have shown over the past 12 months. It requires a deep-rooted faith in what you do and an unyielding commitment to achieving your goals in order to accomplish the outstanding milestones we have witnessed in 2008.

Today will be another challenging day but resilience and stability are key solutions to This is the result of a flawless leadership, true overcome the various obstacles and crisis integrity and proper transparency – uncomwhich might be heading our way. promising values which we all adhered to, since the inception of this business. As the financial storm continues to sweep the four corners of the globe, shaking what used And for all the exceptional successes which to be considered as business fortresses, it you were able to pull amidst the waves of this may be difficult to expect a bright future. But global turmoil –I thank each and every one of our leaders’ vision has guaranteed us an you and I encourage you to keep it up! economy with strong fundamentals – one that is drawing the international eyes to, one Regards, that is now considered as a model for growth. Sheikh Nawaf Nasser Bin Khaled So today is a day where we have to proceed Al Thani forward with measured and wise steps gearChairman, CEO. ing up to face the worst while planning to maintain the best.

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Issue 8 - February 2009

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NEWSBulletin ZAI – The New Home of Luxury Fashion - Opens at Salwa Road NBK'S new flagship concept store with its mix of unique status brands celebrates its launch with in-store promotions. ZAI, NBK Fashion’s new massive luxury boutique opened recently its 6,500 square meter showroom on Salwa Road adjacent to NBK Mercedes Benz. The ZAI boutique showcases three stories of exclusive luxury brands for men & women all under one roof for the very first time in Qatar, and is celebrating its launch with special mid season promotions. Chairman, Sheikh Nawaf Nasser Bin Khaled Al Thani and Deputy CEO, Sheikha Hanadi Nasser Bin Khaled Al Thani attended the inauguration along with the top management team at NBK and many guests. . .

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NEWSBulletin NBK Automobiles bags accreditation Nasser Bin Khaled Automobiles recently achieved the ISO 9001:2000 accreditation following an outstanding growth in 2008. Despite the global financial turmoil, NBK Automobiles sustained exceptional sales results over the past 12 months proving, once and again, its leadership in the automotive industry across the region. NBK Automobiles is the first Mercedes- Benz dealer in the Middle East, and one of the first automobile companies in Qatar to be accredited this prestigious certificate across its various departments. Congratulations and Kudos to NBK Auto and Quality Management Teams on this tremendous achievement!

NBK International Rally 2009 Concluded Qatar’s Nasser Saleh al-Attiyah claimed his seventh successive victory in the NBK Qatar International Rally 2009 and the success meant that his Swedish co-driver Tina Thorner entered the history books by becoming the first woman ever to win a round of the prestigious FIA Middle East Rally Championship.

Success is a journey, not a destination Ben Sweetland 3


Issue 8 - February 2009

NBK Insider

A Message for Success “Motivation Builds Good Teams” Management should not be judged solely on what you do yourself but on the combined performance of you and your team in all aspects. There is no doubt that people who are well motivated performed better than those who are not.

A recent survey of some major organizations carried out by Gallup indicates that 87% of organizations use motivation reward and 97% of those organization report major growth and performance enhancements from well thought through and structured reward and motivation schemes. I am pleased to report that this is a prime goal for our HR Team working with our General Managers to develop such programs for the benefit of NBK and our employees. It is said that “The company that plays together stays together”.

If a group of people are not motivated the cost to the organization and the impact on the customer is major. The areas affected will be as follows: • Absenteeism • Time Wasting • Gossiping and Rumor – mongering Teamwork is a joint action by more than • Bucking the system three people in which each person subor• Challenging Policy dinates his or her interests and opinions to • Bureaucracy the unity and efficiency of the group. Dear Friends and Colleagues, “Start with good people, lay out the rules, communicate with your employees, motivate them and reward them when they perform” Lee Iacocca – Retired CEO –Chrysler Corp.

The impact to the organization is substanThis does not mean that the individual is tial and will affect the following areas: no longer important; it does mean that effective and efficient teamwork goes well • Lack of Care and quality of work beyond individual accomplishment. Har• Slowness in work monization in working towards common • Lack of responsibility being taken goals is a good strategy. • No accountability for performance • Reflects badly on NBK For Teamwork to succeed you must be a Team player! A Team player is one who I am certain there are many more impacts subordinates personal aspirations and to the organization and particularly to our works in a coordinated effort with other financial performance. An example could members of a group or team in striving for be as follows: a common goal.

I deem it best to start my note with a quote when I’m addressing a topic of particular • significance to NBK especially at such a fragile point in time when the world is cautiously watching. • The subject for me this month is “Motivation Builds Good Teams”.

One Technician under achieving by 5% will cost NBK QR40, 000 directly off the bottom line. Motivation Cost to the organization is QR4,000 for achieving the target performance Direct benefit to the organization is QR36,000

Andrew Carnegie – Quotes on Teamwork “Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishment toward organizational objectives is the fuel that allows common people to attain uncommon results”

Management matters! If you have a team of Good luck to our management for building people reporting to you, supervising them takes time and needs consideration and care. It occurs to me that motivation, reward and good teams and motivation! Whether the organization is large or small building good teams is directly associated with success and strategies that we should the principles are the same. all be living by daily.

“The company that plays together stays together”

Paul J Maryan COO– NBK Automotive

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Issue 8 - February 2009

NBK Insider

NBK Family Round-Up! NBK Insider congratulates the following employees on their promotions NBK Insider wishes a Happy Birthday to:

Issam Jaradat

NBK Holding NBK Holding

24-Feb

Joselito Malate

Heavy Equipment

Khaled Mohamad Dahab

NBK Holding

2-Feb

Dexter Javier

International Projects 17-Feb

Carmela M Barles

NBK Holding

20-Feb

Aminola Baragona

Lina's Cafe

21-Feb

Kannay Kunji Jonhy

NBK Holding

4-Feb

Ranmala Dewage

Michelin

29-Feb

Talib Yousef Ilyan

NBK Holding

9-Feb

Israil Shah

Michelin

12-Feb

Santhosh Vatakke Veedu

NBK Holding

5-Feb

Mohammed Abdul Noor

Michelin

1-Feb

Aimen Jafri

NBK Holding

13-Feb

Yousef Nijem

Michelin

27-Feb

Mohammed Ahmed Rasmi

NBK Holding

6-Feb Ziad Al-Hayek

Services

2-Feb

Jefferson Casquejo

NIC

17-Feb

Rozalie Guzman

NBK Carpentry

5-Feb

Florin Moisuc

NBK Carpentry

28-Feb

Paul El Soueidi

NBK Carpentry

18-Feb

Mohamed Elbehiry

NBK Holding

25-Feb

Araceli Sibulo

NBK Holding

2-Feb

Tarek El Habbal

QAC

21-Feb

QAC

NBK Holding

Deputy CEO's Office

Projects Coordinator

Mustafa Nur Nabi

Bosch Auto

Zein St. 2

Store Keeper

Yapa Devinda

Bosch Auto

Bosch Services ST. 2 Driver

Rias Ahmad Parambil Bosch Auto

Zein St. 2

Outdoor Salesman

Shekha Naimudin

General

Driver

20-Feb

Annie Abdullah

Tarek Abou Hana

Nancy Saad

10-Feb

Nawal Hussein

QAC

15-Feb

Hazem Abd Al-Razek

NBK Auto

9-Feb

27-Feb

Ahmad Khshaish

Quiksilver

12-Feb

Hassan Mneimneh

Quiksilver

17-Feb

Hebatala Mazhar

NBK Auto

23-Feb

Mohamad Arab Oghaly

NBK Auto

10-Feb

Rona Jocosole

Quiksilver

7-Feb

Ricardo Amparo Echague

NBK Auto

6-Feb

Denise Luna

Silver Cafe

22-Feb

Weerask Thappool

NBK Auto

4-Feb

Ammar Al Saigh

Smart Repairs

10-Feb

Mohamad Aslam Ahmad

NBK Auto

18-Feb

Muththettu Purage

Smart Repairs

27-Feb

Karour Kunju

NBK Auto

9-Feb

Danilo Zoleta

Smart Repairs

11-Feb

Andrew Glencross

NBK Auto

20-Feb

Adan Villamor

Ziebart

23-Feb

Showkat Iqbal Shah

Class

2-Feb

Mohammed Tajul Islam

Class

1-Feb

Michael Villegas

Class

23-Feb

Virgilio Ramirez

Class

19-Feb

Elham Chegini

NBK Fashion

26-Feb

Nel Aldrin Timbre

NBK Fashion

10-Feb

Mariam Nalbandian

ZAI

27-Feb

Joanne Cruz

Bosch Auto

23-Feb

Bilal Mustafa

Bosch Auto

13-Feb

Sami Ali

Bosch Auto

1-Feb

Nasri Hamdan

Bosch Auto

2-Feb

Umesh Tamang

Bosch Auto

25-Feb

Madan Rai

Bosch Auto

9-Feb

Niswel Ali

Bosch Auto

8-Feb

Chandrasena Marapathiranage Don Bosch Auto

10-Feb

Udara Perera Ambegodage

Bosch Auto

5-Feb

Mohammad Sihan

Bosch Auto

13-Feb

Mobeen Hussein

Bosch H.A.

23-Feb

Bilal Damer

Ever Gulf

24-Feb

Harold Cahilig

Harley Davidson

25-Feb

Francisco Resolla

Harley Davidson

10-Feb

Penath Mohammaduny

Heavy Equipment

2-Feb

Elmer Camasosa

Heavy Equipment

17-Feb

George Al Kazzi

Heavy Equipment

27-Feb

Renante Serrano

Heavy Equipment

12-Feb

Select

Nasser Bin Khaled welcomes new assets to the family Anabel Astillo Abdel Mohamed Reswin Kattissery Mohammed

NBK Holding NBK Holding NBK Holding

Accountant/Secretary Collector Accountant

Ahmed Nijam Abdul Majeed Rabi Mohan Dahal

NBK Holding NBK Holding

Watch Man Watch Man

Dayachandra Subedi Melecio Ramos

Watch Man Visual Merchandiser

Dennis Famaran

NBK Holding ZAI Doha Petrol Station

Kamal Laya Magar Sujith Abeysinghe Namalwatte Mohammed Nazir Abdul Niyaz Sudath Kumarasiri Bellanage

Heavy Equipment Heavy Equipment QAC QAC

Crane Operator Crane Operator Clerk Painter

Liyanage Shanaka Anuradha Usama Mohamed Herald Sta. Maria Fuad Abdulie

QAC QAC QAC QAC

Auto Mechanic Auto Mechanic Auto Electrician Auto Mechanic

Gabriel Penero Norman Flores Erwin Opone Buddhika Buwaneka Hiththaralage

QAC QAC QAC QAC

Quality Controller Auto Painter Auto Mechanic Auto Electrician

Abdulkadir Yusuf Ali Riyas Uthuma Mohamed Saheekhan Meeralebbe Mohamed Salam Adambawa

QAC NBK Carpentry NBK Carpentry NBK Carpentry

Auto Mechanic Labourer/Helper Labourer/Helper Labourer/Helper

Ganesh Kumbala Branislav Travica Ajmeer Thanga Rasa Reynaldo Cabus

NBK Carpentry NBK Carpentry NBK Carpentry NBK Real Estate

Draughtsman Project Manager Labourer/Helper Cleaner

Roderick Rey Jag Narayan Ray

NBK Real Estate Security Guard Class Leasing Driver

Osama Alganem

Select

Retail Supervisor

Collector

NBK Insider wishes the best of luck and Farwell to: David Jeffrey Cummings Kheir Eldine El-Masri Sheeba Mathew Hasan Hamaideh Kalathilakathu Abubaker

Chief Accountant HR Officer HR Clerk Driver Office Boy

NBK Holding NBK Holding NBK Holding NBK Holding NBK Holding

Yazan Al-Sayagh Hassan Akkam Prasad Kandage Mohamad Nour Demachkieh Mohammad El-Anany

Fire & Safety Manager Indoor Salesman Office Boy Project Manager Product Manager

Projects Promotion Bosch Automotive H.Deco Qatar H-Deco Qatar Heavy Equipment

Dammika Mudiyansela Fadi Yousef Al-Arab Rolyn Salameh Ali Moussa Sihem Agerbi Ranjith Kumara Kankanamalage Riad Rasho Assad Nasser Alfredo Salandanan

Generator Technician Electrician Marketing Assistant Salesperson Sales Assistant Truck Mixture Driver Truck Mixture Driver Operations Manager Waiter

Heavy Equipment NBK Auto NBK Auto NBK Fashion NBK Fashion NBK Ready Mix NBK Ready Mix NBK Ready Mix Prime Co. W.L.L.

Asanka Palamandadige

Auto Mechanic

QAC

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INDepth NBK Fashion A world of fashion labels under one roof Established in 2002, NBK Fashion is ZAI is home to more than 100 of the one of the latest subsidiaries of Nas- world’s most coveted and high-end ser Bin Khaled. brands such as Lanvin, Elie Saab, Loewe, Nina Ricci, Paul Smith, Ungaro, The Rise of A Fashion Empire Matthew Williamson, Marchesa, Barbara Bui, Balmain, Zuhair Murad, AzFrom prime retail locations to a team zaro, Jitrois, Zilli and others. of skilled buyers, NBK Fashion nurtures a culture of high-quality and NBK Fashion established in 2005, sophistication and became rapidly a Prime Labels, the only “Luxury Brands leading Fashion retailer in Qatar. As- Solderie” in Qatar that offers collections piring to introduce a new “Capital of of clothes, shoes, handbags and acFashion” in the Gulf, NBK brought cessories from upscale designers at home the world’s most renowned discounted prices. Prime Labels has fashion labels. two stores located on Salwa Road and at the Intercontinental Hotel. NBK Fashion has firmly anchored is position as a leader in Qatar through NBK Fashion acquired in 2002 the the representation of global icons Quiksilver franchise for Qatar and such as Lanvin, Loewe, Elie Saab, started its operations at the City Center. Paul Smith, Maria Luisa, Zilli, Ungaro, As a testament to its success, Quikto name but a few. Complementing silver opened in 2007 a state-of-the-art its position in luxury retail, the concept store at the Villaggio Mall. Group's portfolio also includes lead- Quiksilver designs, produces, and dising lifestyle brands such as Quik- tributes clothing and accessories for silver, Scapa or Elle and will continue young-minded people and develops to expand its portfolio within the brands for both men and women years to come. NBK Fashion will ex- (Quiksilver, Roxy) that represent a caspand its operations to 9 of the Middle ual lifestyle-driven from a boardriding East countries within the years to heritage. come. NBK Fashion’s latest fabulous addition NBK Fashion announced in 2007 the is Metropolis – Qatar’s multi-brand creation of ZAI, a new luxury fashion fashion hotspot located at City Centre haven for the upscale fashion-savvy Doha and featuring trendsetting global clientele of Qatar. ZAI opened its first brands the likes of Scapa, Scapa Sports, showcase at Sharq Village & Spa Elle, Matinique, Jackpot, PART TWO, and recently extended its operations Cottonfield and Soaked. to a 6000sqm flagship concept “boutique-mall” on Salwa Road.

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HR NEWS A Culture of Progress! HR Thoughts, At A Glance Dear friends, We're back with more updates on NBK Performance Management Program. For the first time, Managers and supervisors conducted the Performance Reviews with their direct reports and are currently preparing to establish their S.M.A.R.T. goals and expectations for the upcoming May 2009 reviews. During this process we captured a number of questions that resulted from the practical implementation of the program and we released the document “Frequently Asked Questions (FAQs)” as part of the information campaign to further assist supervisors and managers with their queries. (To check the FAQs, please refer to the Appendix at the bottom of the issue). Behind the scenes in HR we are gathering the baseline data for the year 2008. Based on the collected information we will be able to identify our strengths and at the same time the opportunities for our organization. The information will be used to map out our overall training needs and plan for 2009. We will analyze the data to see the “big picture” on how we can continuously improve in the years to come. Mail Merge Training in MS WORD 2007 On December 29, 30 and 31, HR rolled out 3 sessions of “Booster Shot Training” on Mail Merge in MS WORD 2007. This one hour training helped 53 participants from different NBK organizations achieve the following objectives: • • •

Understand how mail merge works to get the results needed (letters, labels, emails, envelopes) Setup a document for mass mailing Use the mail merge wizard in MS Word 2007 to perform a basic mail merge

Some comments and feedback from the training were: “No more copying and pasting of the same message to make hundreds of invitations that we send out to our customers!” “This helps me create memos easier and faster and use the extra time for other work” “We want to have more of this kind of training to help us with our work” As the HR department to one of the biggest conglomerates in the country, it is our duty and responsibility to provide you with the best and latest knowledge in order to upgrade the quality and efficiency of our operations. We thank our colleagues for this encouraging feedback!

Pilar Proctor Development and Performance Management Specialist ore HR and development news on the way in the upcoming March 2009 issue

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SAP Journey

SAP Support Dear Colleagues, In order to manage and improve the support you receive on the SAP system, the IS Department will be introducing a more structured approach to how we interact with SAP users. A new email address: SAPHelp@nbks.com has been created and we encourage you to send all problem reports or requests for service to this email address. The SAP Team will monitor this email address and will respond to issues logged based on the urgency of the issue. All calls will be recorded in a “SAP Worklist” which will allow us to measure: • • •

How many calls we receive each week How quickly we are able to respond to requests Are we able to resolve problems and deliver requests within a reasonable time?

By analyzing this information over time, we can plan our resources and take proactive steps where required to ensure the support levels meet the business needs. We have developed the following standard templates. Please use these templates since this will ensure that you provide all the required information for us to action your requests as efficiently as possible. •

Application for a new SAP login ID http://nbks/sap/Form/New%20SAP%20User%20Request% 20Form.xls

Application to amend SAP authorization http://nbks/sap/Form/SAP % 20User % 20Change % 20Request%20Form.xls

Report an error/problem with SAP http://nbks/sap/Form/SAP%20Error.docx

Request a new report or a change to the system http://nbks/sap/Form/SAP%20Request.docx

Request assistance in performing a task within SAP (asking for help!) http://nbks/sap/Form/SAP% 20Assistance.docx

I would appreciate your support and commitment to working in line with these recommendations. Feedback and suggestions are always welcome! Robert Oxenham

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U-Matter! NBK invites each and every one of you to share their thoughts, views and points of interest on a monthly basis.

MATTER

NBK thanks Mr. Kannoth Nambiar of Michelin team for sharing these insights

One Thing You Can't Hide By: Brian Tracy- Management expert One of the most important traits of all This is why the very best bosses motivators at work is consideration. spend a lot of time walking around Employees report that the best man- and chatting with their employees. agers they ever had were people who cared about them as people and They sit with them for lunch and coffee. as friends. These managers took the time to ask them questions about their lives, and to listen patiently while they talked about the dilemmas and problems and situations in their families.

They invite their comments and encourage open discussion and disagreements about work.

You make people feel comfortable being around you. Emotions Determine Everything Remember, everyone is primarily emotional. Everything that people do, or refrain from doing, is triggered by their deeper emotions. Your job is to connect with their higher and more positive emotions so they feel so good about you they want to help you and please you in some way.

They create an environment where people feel that the work belongs to The more that the employees felt that them as well as to the company. In the boss liked them and respected that environment, employees feel them, the more empowered and mo- good about themselves and more Action Exercises fully committed to doing the job and Here are two things you can do tivated they felt. immediately to put these ideas doing it well. into action. Caring is the Key The flip side of this motivator is the Become a Positive Person de-motivating feeling that the boss To empower and motivate your cus- First, get out of your office and doesn't care. This is almost invariably tomers, your suppliers, your bankers go among your friends and coworkers. expressed in a lack of recognition, a and so on, you simply Ask them about their personal lack of approval, a lack of apprecialives and concerns, and then need to be a genuine, positive and tion and a general failure to pay atcheerful person. You develop a posi- listen carefully to the answer. tention to the employee over time. tive mental attitude. You be the kind of person from whom, "never is heard Second, resolve to be a genuSpend Time Listening Remember, the amount of time that a discouraging word." You are easy- inely positive person under all you spend talking to and listening to going, genial, friendly, patient, toler- circumstances. Be the kind of person people an employee is a signal to that em- ant and open minded. feel happy being around and ployee that he or she is important to working for. you and to the company.

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Your Health, Our Concern! Special thanks to Mr. Anwar Ansari for providing the articles. He is a Canadian professional engineer working for SNC-Lavalin Profac, Qatar as Health and Safety Manager.

KNOW THE 5 WARNING SIGNS OF STROKE

HUMOUR & HEALTH

A sense of the humorous can be a 1. Sudden weakness or numbness of the face, gift. The stress of juggling work, arm or leg. family and social obligations can 2. Sudden vision trouble, particularly in one eye. spoil your mood and usual good 3. Sudden confusion or difficulty speaking. nature, on the job and at home. In4. Severe headache with no known cause. troducing more laughter into your life 5. Unexplained dizziness or loss of balance. now is sure to boost your spirit–and Most of the time people don’t recognize these perhaps your health, too. symptoms and fail to get emergency care that can significantly reduce disability from stroke. Researchers have studied laughter’s potential health effects on the body for centuries. Today, many in the medical community have accepted laughter in response Eating out may raise health risks in children to a humorous stimulus as therapeutic for stress, pain According to a Wausau Heart Institute study involving 621 elementary and relief and recovery from illness, and even as an aid in high school students. It compared kids who ate at restaurants more than 4 boosting immunity. times per week to those who ate out fewer times. Those who ate out often consumed more starch, sodium, fat and soft drinks each week. Tests showed However, more study is needed before we can know the they also had more high blood pressure, lower levels of HDL (good) choles- full effects of laughter on our minds and bodies. Are people who laugh more truly less likely to get sick or feel terol and more insulin sensitivity (pre-diabetes). less stress? Or is it attitude or personality that allows some people to cope better or recover faster from illHOME SAFETY QUICK CHECK ness? With laughter and emotion it’s hard to determine cause and effect. An estimated 90% of injuries that keep Canadians from working occur in the home and community, according to the Canada Safety Council. But even without pure science, who would deny that With more time spent in our homes during holidays time of year, take a few being with friends and family and having fun can make minutes to check off some basic precautions. us feel better on multiple levels? Laughter is social, so its healthy effects might really come from being close PREVENT POISONNIGS: with others. • Personal care items, such as lotions and hairspray, out of children’s reach. No matter how busy your schedule becomes, make • Medicines and cleaners in original childproof containers and out of chil- room for people and celebrate the time together with joy dren’s reach. and laughter. • Poison control and other emergency phone numbers posted near every telephone. Have you laughed today? Look for comic, offbeat, pets, actions and situations –we PREVENT FALL: are all capable of amusing behaviour. Laugh at your • Stairways, hallways, porches, and entries well lit and clutter-free. own antics. And take time each day to read or listen to something silly. • Sturdy handrails on all stairs. • Floors and walkways clear of cords. • All rugs well secured to floors. • Grab bars in and out of tubs. • Non-skid mats, strips, or carpet on all surfaces that get wet. PREVENT FIRES: • • • • •

Smoke detector batteries checked regularly. Flammable objects away from the stove and space heaters. No matches or lighters around children. Fire extinguishers charged and placed in high-risk areas. No unattended lit candles.

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Round & about Crisis can knock on your door too! – by Monica Perpina-Robert Navarro, Deputy Leader, Brand Marketing Practice, Asda’a Burson-Marsteller, Barcelona

Tuesday morning, agenda overbooked as always: early meeting with the management team, an urgent deadline, a promising working lunch, the break for yoga class, an afternoon in-house presentation for a new product launch, the kids’ football match and a special dinner in that new bistro that everybody’s talking about.

to turn them into real opportunities. BursonMarsteller is about to launch the Brand Recovery Service, a methodology for protecting a brand and helping rebuild it after a crisis has taken place. It’s a service developed by looking at the experience of over 20 examples of brand recovery: best cases and lessons learnt.

Recently, a snowstorm struck the city of Madrid causing blocked roads, traffic congestion, mass confusion and complete chaos at Madrid's Barajas airport. All flights were cancelled for more than 5 hours as all runways were forced to close because of snow and lack of visibility.

It is well established that brands which manage a crisis professionally and openly put them- Due to poor planning and foresight, there selves in a better position to recover, but at were neither enough snow ploughs nor what point do you begin the recovery process? salt to render the runways usable. Passengers entered into a nightmare from The management of an effective response which many today, an entire week after might cut short the crisis but it might also de- the snowstorm, have yet to wake up. velop into the temptation to move rapidly to- After a bitter exchange of accusations Luckily, the surgeons and nurses will deal with wards the recuperation stage, towards the over responsibility between the Spanish this contingency with skill and professionalism, relaunch of the "business". The error lies in Ministry of Development (Fomento), the so bones and bruises will heal. believing that public opinion has already set- Autonomous Region of Madrid, AENA tled down or that you can simply pick up from (the state owned company that owns Once discharged from hospital, real life is where you were the day the crisis hit. and manages all Spanish airports) and waiting and you want to get back to normal, Iberia, the leading Spanish airline, the although, frankly, you’re not in the best shape. Surely the answer is to begin the recovery truth remains that the crisis was not Nevertheless, life goes on, so it’s time to take process in parallel to the crisis management. handled properly: lack of foresight, lack advantage of this new opportunity and wake By offering a robust recovery methodology of transparency, lack of resources, lack up, make things (even) better than before. alongside B-M’s renowned crisis management of information, lack of solutions for the Considering you're still not quite yourself, but skills we can become uniquely equipped to affected passengers, and so on and so really wish to refocus and fully recover, family, minimize the financial impact of a crisis by on. Beside both political and economic friends and crutches are a must. getting the brand back on sale at the earliest responsibilities and consequences that Brand owners also need to be able to rebuild opportunity and with minimal risk to consumer must be borne by the various bodies and market share after a product crisis. backlash. organizations involved, the storm has left Like the crisis management process, brand The 10 point plan in the brand recover methother victims in its wake: the brands of recovery communication must identify the odology is a place to begin a conversation with each one of the companies or institutions barriers and weaknesses that a brand is ex- a client. who endured this crisis. The implemenposed to in order Preparation tation of an effective brand recovery plan 1. Prepare your resources will be essential to compensate for the 2. Prepare your internal sign-offs harm caused by the situation. Imple3. Prepare your SEO and on-line com- mentation must be quick and efficient in munity engagement order to avoid ruining the tourist industry, 4. Prepare your Pay Per Click the driving force behind the Spanish Action economy, both inside and outside Spain. 1. Begin brand recovery plan when you begin your crisis plan 2. Ramp-up your capacity to deal with The new Brand Recovery Service is an multiple on-line critics effective working communication tool to 3. Develop your on-line language to be help these and other brands to be born different from your media relations lan- again. guage and corporate language 4. Use of social news techniques 5. Constantly refresh video content 6. Share Intel with crisis team The problem arises while crossing the street and checking the Blackberry. Squeal of car brakes, confusion, lights, sirens, ambulance and hospital. Slight concussion, two splintered ribs and a broken leg. A crisis can knock on your door too.

Just for Giggles!

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Issue 8– February 2008

Appendix 1 Performance Management Program

Frequently Asked Questions Q: Who’s responsible for the review of an employee who may be reporting to 2 different managers / supervisors (example: an employee assigned in a special project functionally reports to the project manager but may administratively report to another manager/ supervisor; a secretary providing support to two or more managers)? A: It is in the best interest of the employee for the managers / supervisors to collaborate in completing the performance review since inputs from both parties will give a more accurate and comprehensive “3D picture” of the overall performance of the employee. Q: What’s a good way to organize the review forms electronically for my team? A: Managers/ Supervisors may have various ways of organizing their own team’s files but a simple way would be: Open the form from the CD Save as: “NAME, JOB TITLE, DATE OF REVIEW” Save in a new folder that you can name as “PERFORMANCE REVIEWS DEC 2008” Q: What do we put in the “review period” portion? A: Since this is the first time implementing this program, we need to gather baseline data which covers the year 2008. Therefore, on the Rating Worksheet tab, you can put the following on the review period portion: “Baseline data – 2008” Q: What will be salary impact as a result of the review rating? A: The Performance Management Program is a self sufficient system designed to promote continuous improvement, capture the contributions of our employees, encourage coaching and feedback, and identify those areas that need improvement in order to achieve our organizational goals. The Compensation Program and strategy for 2009, once it is rolled out, will take into account many factors including the performance review of the employees along with current labor market trends, inflation, salary surveys, etc. Q: I have been using other systems to monitor the performance and the accomplishments of my reports, should I stop using them? A: The Performance Management Program provides the necessary forms to monitor the performance, document coaching sessions and capture the goals and accomplishments of our employees; however, any other “Supporting Documentation” can be included and attached to elaborate and justify the ratings given to the employees; examples of performance related supporting documentations are: Sales Targets / Accomplishments, Customer Service Surveys, internal tracking mechanisms, etc.

Q: What should we put in the “Goals and Accomplishments” section? A: Since this is the first time that we are implementing the Performance Management Program, we’d like to capture all major accomplishments of each employee in the year 2008. Any specific accomplishments that the employee has attained during the review period can be included here. Moving forward, managers / supervisors are expected to set goals for the next May 2009 that each employee should be reviewed against. Q: My direct reports are managers, operations manager, general manager, etc. and the only review form that I see in the CD that’s appropriate is the “SUPERVISORY” review form”, is this the correct one to use? A: Yes, this is the correct form for managers, operations managers. All positions or roles that concerns leading/ managing people fall under the supervisory job function. Q: One of my staff seems to fall into 2 different functional areas; which one should I use? A: It is not unusual for this to happen. In such cases, choose the one that’s nearest in defining the job based on the competencies listed. Also, if there’s a competency from the other job function that you think should be included; you may add it on the “other” section. For example, a manager in the sales division may fall in both “SALES” and “SUPERVISORY” job function. In this case, it’s more reasonable to use the supervisory review sheet since the role of this job is more on leading a team to which attaining sales targets is through the efforts of his / her direct reports Q: I have so many staff in my department / division. Am I supposed to review all of them myself? A: No, you only need to review those that directly report(s) to you. In a department or division, there would be team leaders, supervisors, or coordinators between you and the frontline staff. Based on the organizational charts, the average span of control of a supervisor / manager is approximately 7-9 employees. Q: One of my direct reports used to be from another team and only started reporting to me last December. Who is responsible in creating the review, is it me or the previous supervisor / manager? A: There are 2 possible scenarios that can be done. 1) Ideally, both managers / supervisors would have to review the employee for the specific period of time that the employee was reporting to each manager / supervisor. For example, an employee may have reported to “Manager A” from January ‘08 – May ‘08, and then transferred to another team or department and reported to “Manager B” from June ‘08 – December ‘08. “Manager A” would then have to create a review from January ‘08– May ‘08, and “Manager B” will create a separate review for the same employee from June ’08. 2) If this is not possible, the manager / supervisor who handled the employee the longest will be the one responsible for creating the review.

Q: What should be the distribution of the ratings? A: Upon conclusion of the Performance Reviews for NBK, HR will compile the statistics for the ratings. Generally, the expected distribution of the ratings based on similar programs in other organizations is as follows: 5% = Overall Rating of 1; 5% = Overall Rating of 5; 90% = Normally distributed between 2, 3 and 4 rating. Although, it is important to know that this is not a forced distribution; therefore, it is possible that the distribution curve may look differently.

NBK Insider is produced by Nasser Bin Khaled Public Relations Department. For any queries or suggestions, please contact us: By email: NBKInsider@nbks.com Or drop us a line on +974 462 4438

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