Issue 1: The Ports Edition

Abu DhabiISSUE 1 JANUARY 2015

SHARING EXCELLENCE

Local Enterprise

p.28 p.14

p.41Sultan Al Jabri and Gary Lemke of the Abu Dhabi Ports Company (ADPC) lend their insights on leadership in the Abu Dhabi ports industry

In celebration of the recent UAE National Day, we take a look at “Leadership Lessons from the Father of the Nation”

BenchmarksA look at excellent ports administration practices adopted by other leading global cities

Arab Development (ARDECO) is one of UAE’s leading business enterprises with operations c o v e r i n g a w i d e r a n g e o f i n d u s t r i e s : O i l & G a s , Petrochemicals, Power & Water,

of Success” policy, ARDECO always ensures long term success and growth of its companies.

ARAB DEVELOPMENT - ARDECO PO Box 2761 Abu Dhabi, UAE

Establishedin1980

Engineering& Contracting,Energy & Industry. Following a “Partners

T: +971 2644 7373 D: 644 9499 , F: +971 26444 066 E: [email protected]

Arab Development (ARDECO) is one of UAE’s leading business enterprises with operations c o v e r i n g a w i d e r a n g e o f i n d u s t r i e s : O i l & G a s , Petrochemicals, Power & Water,

of Success” policy, ARDECO always ensures long term success and growth of its companies.

ARAB DEVELOPMENT - ARDECO PO Box 2761 Abu Dhabi, UAE

Establishedin1980

Engineering& Contracting,Energy & Industry. Following a “Partners

T: +971 2644 7373 D: 644 9499 , F: +971 26444 066 E: [email protected]

Issue 1 - JANUARY 2015

SHARING EXCELLENCE Benchmarks

Sultan Al Jabri of the Abu Dhabi Ports Company (ADPC) lends his insight on leadership in the Abu Dhabi ports industry

A look at excellent ports administra-tion practices adopted by other lead-ing global cities 28 14

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WORD FROM THE EDITORDenise Daane, Managing Editor at PSP, shares her thoughts on the first issue of PSE Magazine

PUBLIC SECTOR NEWS AND AFFAIRSA summary of the latest public-sector news and current affairs across Abu Dhabi

PROJECT MANAGEMENT AT A GLANCEThis month’s A-Z of the project initiation phase

EMPOWERING EXCELLENCEA review of “The Abu Dhabi Award for Excellence in Government Performance “

KNOWLEDGE EXCHANGE INSEAD Professor Charles Galunic and Assistant Professor Jennifer Petriglieri enlighten us with the their article on “The Power of Knowledge Sharing”

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Project Management At a Glance

This month’s A-Z of the project initiation phase Abu Dhabi’s public sector and the emer-gence of government social media use

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08 50IDEA WATCH

The evolution of e-government services and a review of the 2014 Middle East E-Government and E-Services Award winners

OFF TOPICA list of some of Abu Dhabi’s favorite activities

SHARING EXCELLENCEGary Lemke shares his experiences within the ports industry with particular emphasis on his time at Abu Dhabi Ports Company (ADPC)

IN FOCUSAn in-depth look at the present and future state of Abu Dhabi’s ports economy

LOCAL ENTERPRISEIn celebration of the recent UAE National Day, we take a look at “Leadership Lessons from the Father of the Nation”

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OUR UPCOMING ISSUES

february 2015

How to Contact Public Sector Excellence

april 2015march 2015

Stay updated with our upcoming issues. Every month we will take an in-depth look at the key Abu Dhabi public sector industries that are shaping the city today.

Next month we focus on an integral part of the Abu Dhabi 2030 Infrastructure Vision, The Public Transport sector

Learn about the initiatives that are helping to shape the future of the education sector in the capital.

Discover how Oil & Gas has transformed Abu Dhabi and learn more about the new techniques being employed in the field

Denise Daane [email protected]

Paul Cook [email protected]

DeMar Southard [email protected]

Régis Sudo [email protected]

Khalid MohammedTel: +97150 3188891 [email protected]

Peter MushingtonTel: +97152 7297978 [email protected]

Please visit our websitewww.psemagazine.comfor more information and visit our Knowledge Centre for useful Project Management and Business Excellence Templates and Resources!

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I N THIS MONTH’S ISSUE of Public Sector Excellence, we explore Abu Dhabi’s rapidly expanding Ports Industry. The Abu Dhabi Ports Company has set unprecedented performance

benchmarks for the public sector in recent years with the successful development and completion of mega projects, including the new Khalifa Port and neighboring Kizad Industrial Zone.

Winners of the Abu Dhabi Award for Excellence in Government and leaders in local and regional public sector innovation, the Abu Dhabi Ports Company continues to set new standards in their efforts to contribute towards the Vision 2030’s objective of diversification and decreasing dependence on oil and gas revenue. In our “Benchmarks” segment, we also set out to explore other leaders in ports administration to draw on good practices that may be imported here.

In an exclusive interview, PSE Magazine meets up with visionary Emarati leader and Vice President of Regulations, HSE and Security at ADPC, Sultan Al Jabri, who shares his journey towards excellence and provides us with his insights on leadership, passion, and what it means to be responsible for HSE and security for Abu Dhabi ports. We also catch up with Executive Vice President of ADPC, Gary Lemke, who shares his experiences from across the globe as well as his ambitious vision for the Abu Dhabi Ports industry.

This month’s “Empowering Excellence” segment will take you through the Abu Dhabi Award for Excellence in Government Performance (ADAEP). In this segment, we look at the different award categories and review the winners of the 3rd ADAEP cycle. In our project management segment, we take you through the project planning process and share some of the useful tools and techniques to help you get it right the first time.

INSEAD generously provides us with a great intellectual contribution on the power of knowledge sharing in our “Knowledge Exchange” segment. Drawing on the spirit of the recently celebrated 43rd National Day, “Local Enterprise” features a special piece on leadership lessons from the Father of the Nation, H.H Sheikh Zayed Bin Sultan and Al Nahyan. Readers will also find inside the latest public sector news and affairs, our monthly “Idea Watch” segment, as well as the best activities available in Abu Dhabi in our “Off Topic” segment.

Your opinion counts; and in our quest to continuously improve and achieve excellence, we welcome your thoughts and comments as we strive to become more interactive with our readers. For additional articles, downloads, and professional resources please visit our website on: www.psemagazine.com

Best regards

Denise DaaneManaging Editor

WORD FROM THE MANAGING EDITOR

THE ABU DHABIPORTS COMPANY HAS SET UNPRECEDENTED PERFORMANCE BENCHMARKS FOR THE ABU DHABI PUBLIC SECTOR IN RECENT YEARS”

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Abu Dhabi Current News and Affairs

MEDIA, ARTS AND CULTURE

ENERGY SECTOR

THE 13TH SKEA CLOSING CEREMONYThe closing ceremony of the 13th

Sheikh Khalifa Excellence Award (SKEA) was held under the patron-age of H.H General Sheikh Moham-med Bin Zayed Al Nahyan, Crown prince of Abu Dhabi, Deputy Su-preme Commander of the UAE Armed Forces. The 13th SKEA took place at the Emirates Palace in Abu Dhabi in which a number of senior officials and dignitaries attended. This year, more than 160 companies from across the Emirates applied for the award.

ABU DHABI HOUSING AUTHORITY BOARD HELD IT’S 8TH ANNUAL BOARD MEETING

The 8th meeting of Abu Dha-bi Housing Authority Board was chaired by H.H Sheikh Hazza bin Zayed Al Nahyan National Security Advisor, Deputy Chairman of Abu Dhabi Executive Council and Chair-man of the Abu Dhabi Housing Authority. The board was briefed about a number of proposals on

TRADE E-LEARNING PORTAL LAUNCHED

Abu Dhabi recently launched its first online trade education re-source. The service, which is called Discover Abu Dhabi, will feature nine modules which will cover ev-erything from shopping and attrac-tions to cultural heritage. Discover Abu Dhabi launched initially in En-glish, will also be available in eight other languages including Arabic and seven other languages, includ-ing: French, Italian, Mandarin, and Russian.

TCA JOINS HANDS WITH FSC TO “GO LOCAL”Abu Dhabi Tourism and Culture Au-

thority, (TCA) Abu Dhabi, has joined up with the Abu Dhabi Farmers’ Ser-vices Centre, (ADFSC), a government education and extension resource

IRENA AND ADFD THIRD FUNDING CYCLE BEGINS

The Abu Dhabi Fund for Develop-ment (ADFD) in cooperation with International Renewable Energy Agency (IRENA) has recently an-nounced the opening of the third funding cycle of its USD 350 mil-lion renewable energy develop-ment aid. Successful projects will be able to enjoy funding rates of up to 2% only.

According to Mohammed Saif Al Suwaidi, Director General of Abu Dhabi Fund for Development, this initiative has been taken to en-courage developing countries to take advantage of this opportuni-ty and attract a wider range of re-newable energy projects, some of which require huge capital input.

PUBLIC SECTOR NEWS AND AFFAIRS

GENERAL GOVERNMENT NEWS regulating residential lands south of Al-Shamkha spreading over a land area of 34 million square metres.

for 24,000 farmers in the emirate.The goal is to provide technical

and operational support services to hundreds of Abu Dhabi farm-ers to help them grow and market their produce.

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BANKING AND FINANCE

BUSINESS SECTOR

EDUCATION

TELECOMMUNICATIONS

MINISTRY OF INTERIOR /AD POLICE

PUBLIC TRANSPORT

ABU DHABI ISLAMIC BANK FINANCES $420 MILLION FOR SHIP BUILDING PROGRAM

White and Case, a leading glob-al law firm has advised Abu Dhabi Islamic Bank on a USD 420 million Islamic financing initiative to fund Zakher Marine International Inc.’s new shipbuilding programme, which will consist of three self-elevating ac-commodation barges and more than 15 vessels. Zakher Marine provides services to the offshore oil and gas industries and is currently operating 35 offshore support vessels.

UAE’S NATIONAL TRANSPORT AUTHORITY RENAMED

President H.H Sheikh Khalifa bin

H.E DR. AMAL AL QUBAISI WINS UAE PUBLIC FIGURE AWARD

H.E Dr. Amal Al Qubaisi, First Dep-uty Speaker at the Federal Nation-al Council, and Director General of the Abu Dhabi Education Council was awarded the UAE Public Figure Award. The award was presented to H.E Dr Amal by H.H Sheikh Mo-hammed bin Zayed Al Nahayan. During the event Her Excellency expressed her pleasure at receiving the award and also said that the people of UAE should be proud to have a prudent leadership which is enabling the Emirates Center for Strategic Studies and Research (ECSSR) to be a world leader in de-velopment and prosperity.

H.H SHEIKH SAIF BIN ZAYED REVIEWS CID’S ANTI-CRIME INITIATIVES

Lt. General H.H Sheikh Saif bin Zayed Al Nahyan, Deputy Prime Minister and Minister of Interior attended the second annual forum of the Criminal Investigation De-partment at the Abu Dhabi Police where he reviewed the investiga-tion management efforts exerted by the Criminal Investigation De-partment (CID). His Highness also presented certificates and shields of appreciation to the honoured staff members and partners.

ETISALAT OFFERS GULF’S FIRST MOBILE BILLING SERVICE FOR WINDOWS PHONE STORE

Etisalat, the UAE’s leading tele-communications operator, in partnership with Microsoft is now offering a service in which users of the network can pay for Windows Phone Store purchas-es. Khaled ElKhouly, Chief Mar-keting Officer at Etisalat UAE, said, “Our customers live fast-paced and busy lives, and there-fore seek simple and quick solu-tions when they use their mobile devices.”

TELCO TO UPGRADE ENTIRE FIBER NETWORK TO INTERNET SPEEDS OF 43MBPS

As the nation geared up to cel-ebrate the UAE’s 43rd Nation-al Day, Etisalat announced the world’s first free and simultane-ous mass upgrade of fiber-based internet speeds to 43Mbps for all its eLife customers in the UAE. Etisalat’s new eLife Value Packs, launched this year, are designed to entertain and treat customers with a selection of high-quality and premium television content, top broadband speeds of up to 500Mbps and unlimited national voice calls.

PUBLIC SECTOR NEWS AND AFFAIRS

16-MEMBER PANEL FORMED BY ABU DHABI GLOBAL MARKET

Recently, the Abu Dhabi Global Market (ADGM) announced the de-velopment of the long awaited reg-ulatory framework. In the presence of sixteen national and international financial institutions, including Abu Dhabi Commercial Bank, Goldman Sachs, and Mubadala Development. The financial centre’s chairman, Ahmed Al Sayegh said that the new 16-member regulatory framework, which will govern the operations of institutions licensed to operate from ADGM, would be in place by next year.

He further stated that consultation and collaboration are at the core of ADGM’s ambition to become a glob-al financial centre.

MOI INNOVATION WEBSITE LAUNCHED BY H.H SHEIKH SAIF BIN ZAYED

Lt. General H.H Sheikh Saif bin Zayed Al Nahyan, Deputy Prime Minister and Minister of Interi-or hosted a ceremony at the Abu Dhabi Police General Headquarters where he announced the launch of a brand new website for the Min-istry of Interior (www.uaeinnova-tion.ae).

Zayed has issued Federal Law No 13 of 2014, changing the name of the National Transport Authority (NTA) to Federal Land and Marine Trans-port Authority (FLMTA). The new law was issued to avoid confusion between the name of the NTA and those of Emirates Transport and other federal or local departments.

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ProjectInitiation


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PROJECT MANAGEMENT AT A GLANCE


YOU NEED TO START STRONG to end strong. Project Ini-tiation brings together or creates key, foundational

documents and processes to de-fine the project and enable initially interested parties to gain concur-rence for it from the standpoints of the business and technical con-cerns. During the initiation stage you’ll also determine the project sponsor and stakeholders who will be responsible for on-going project governance. By performing sever-al critical Project Initiation steps, you’ll ensure a successful project start-up and you’ll have a solid head start to achieving the project objectives. On the other hand, not performing these critical steps and omitting critical documentation will virtually assure that your proj-ect is bound for failure. So, start strong to end strong.

The aim of Project Initiation is to gather the initial resources which will be required for initial plan-ning and collate all the key docu-ments to outline the project. With the right people and information at hand, stakeholders can make initial decisions regarding spon-sorship, project governance, and business ground rules. At a high level that all sounds straight for-ward, but there are essential steps that need to be well-defined and followed in order to obtain a suc-cessful project start-up and fulfill the project objectives.

A project commences when there is a business change. For example, a new visa fee system commenced in Abu Dhabi on 1st August, 2014, af-ter being sanctioned by the federal cabinet. The new system involves fees being increased for different types of visas and new multiple en-try visas being introduced for med-ical tourists, students, and business visitors.

In order to introduce a new visa system, the government identi-

fied all the visas which are cur-rently being offered to citizens of different nations and evaluated the visas which needed changing prior to deciding how they could modify the system. A high level strategic view was taken to deter-mine the viability of the project. Afterwards, other considerations such as budget, ROI calculations, and sign-off by the president to commence the project were also carried out uniformly.

DEVELOP THE PROJECT CHARTER

Developing a charter is the birth of a project. It is prepared by the Project Sponsor, with or without the assistance of the Project Man-ager. The aim of the project char-ter is to develop a clear statement of the key goals, principles, and driving motive in order to provide a foundation for the direction of the project. There needs to be a well-stated and fully understood basis for the project—a clear statement of the problem, the target solution, and a strategy for achieving that solution—so that everyone involved in the project, including all stakeholders, main-tains a clear vision of its scope and goals throughout its lifecycle.

The project charter is one of the most effective tools the proj-ect manager and sponsor have to ensure the effectiveness of an implementation effort. A proj-ect can only be developed and implemented correctly if the focus remains constant. This, in fact, is the main goal of the proj-ect charter. A fully-developed project charter, accepted by all stakeholders, will prevent un-necessary changes to the proj-ect’s scope and objectives. With-out this solid foundation, during the project’s lifecycle changes can be very time consuming and expensive, and can even com-pletely derail the project from its

initial objectives, causing project failure and the waste of time and money.

A good project charter is a daily reference point for dealing with any disputes or confusion, utilizing new ideas as they occur, prevent-ing ‘scope creep’, evaluating prog-ress, and ensuring that all interest-ed parties (in case new members are brought into the project after inception) are aware of the proj-ect’s intended goals.

Contrary to popular belief, most project charters are not lengthy and incomprehensible, but brief and to the point, and they tend to outline or have bulleted lists of the major design. The project charter should contain the goal state-ments from the planning phases and a well-structured detail of the end product.

TOOLS AND TECHNIQUESWhile Project Management

has a history virtually as long as human existence—is it possible to imagine the building of the Acropolis without a plan?—Proj-ect Management as a science and formal field of study has only existed since the 1950’s. Today there are several codi-fied project management meth-odologies, each of which have strengths and weaknesses and are relatively better or worse for different types of projects. For example, a software devel-opment project for a new and untried concept will necessari-ly use a different methodology than will a project to build a car-go ship. But whether the project team uses Agile, Scrum, Water-fall, RUP, Prince, or any of sever-al other choices, each has been developed from millions of man-hours of experience by people who are experts in their field. The discipline of a methodology and the constraints one has to

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work within in order to implement a project with that methodology should not be reason to ignore the experience and knowledge em-bedded in its design.

Regardless of the specifics of how each methodology implements the processes and documents of the initiation stage, each has its own way of implementing a project and then controlling changes as it pro-gresses. Again, these change pro-cesses are based on the combined experience of countless profes-sionals who have experienced both project success and failure. The lessons learned and codified in the project methodology should not be lightly ignored.

BUILDING THE BUSINESS CASEA business case document is a

formal, well written argument with the aim of convincing the decision makers to approve the project and fund its execution. If there is any question of feasi-bility—technical, financial, busi-ness climate, etc.—the business case will address these questions and build a case for the project’s adoption. The challenges of the project as well as its benefits

should be clearly outlined so that decision makers can make an in-formed decision before project execution begins. The goal of the business case document is to obtain approval from key stake-holders for the capital required. The decision makers should know from the business case exactly why this project is better than a competing project and deserves the enterprise’s scarce resources.

The creation of a business case document is normally the last of several key stages that are com-pleted prior to presenting the project for approval. While the project charter stated the need for the project and its end goal the business case presents the detailed analyses from all aspects of the business—financial, mar-keting, technical, and others—which executive decision makers need to determine this project’s merits relative to other possi-ble projects. When the project is approved and in the execution phase, change requests will inev-itably arise. The Project Charter and the Business Case are then reviewed and appropriate anal-yses made on the effect to the project of the requested chang-

es so that decision makers can approve or reject them based on solid business data.

Because the development of a sol-id Business Case can be time-con-suming, Executive decision makers will require that it be built on hard, verifiable data, usable for sound decision-making. Not only should the business case show with cold, rational facts and figures why the project should be funded and why resources should be dedicated to it, but the downside to the busi-ness if the project is rejected.

Sources of data for the business case can come from anywhere: fi-nancial sources within the business or from outside, analyses of the competitive environment, and case studies from previous projects may also be relevant. Privately acquired or publicly available industry anal-yses can be useful for some types of projects, as can historical data combined with forecasts and de-mographic studies.

All information that might be re-quired to evaluate the project’s worth is relevant for the Business Case. This document cannot be taken lightly.

IDENTIFY STAKEHOLDERSProject stakeholders are indi-

viduals, groups, or organizations who may affect, be affected by, or perceive themselves to be af-fected by the project. During the initiation phase of the project the organizing team will identify the obvious stakeholders, some or all of whom may be invited to take part in early project plan-ning. After the project manager is identified, it becomes his or her responsibility to continue identi-fying stakeholders, a process that continues virtually throughout the entire project lifecycle.

Identifying Stakeholders is the process of identifying the peo-ple, groups, or organizations that

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could impact or be impacted by a decision, activity, or outcome of the project. Then, with the stake-holders, the project manager will analyze and document relevant information regarding their in-terests, involvement, interdepen-dencies, influence, the potential impact on project success, and the impact of the project on the person’s or group’s operations. Stakeholder dependencies can easily affect the project schedule and scope.

The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders and ensure that the project does not reach the imple-mentation phase and be suddenly surprised by an interdependency that wasn’t planned for. Obvious-ly, identifying all stakeholders as early as possible is critical for proj-ect success.

TOOLS AND TECHNIQUESIn essence, the tools and tech-

niques one decides to use for any project should be of value not only to the particular project but for all similar future projects. Along with being easily understandable, the tools and techniques should also be easily communicated to the project team and its stakeholders. Whether it’s the creation of the project charter, stakeholder anal-ysis, change management, or any other part of the project manage-ment process, the tools that are used should be reusable through-out the lifecycle of a particular project and, ideally, for other sim-ilar projects. The need to deviate from repeatable, standardized processes should always be exam-ined carefully.

PROJECT MEETINGSAs much as a project manager

tries to reduce group meetings, there is not a practicing project manager who can say that the

benefit of meeting with the proj-ect team on a regular basis is not a valuable use of time. Howev-er, with project teams scattered around the globe, team meetings may not be face-to-face, and may not even include the entire proj-ect team. But when the core team knows that they will have the opportunity to discuss issues in real time on a regular basis with other team members, it reduces the flurry of emails and misunder-standings that may be common otherwise and which inevitably slow down project progress.

Regularly scheduled team meet-ings should not be for the pur-pose of updating status—the project manager or scheduler can get this information without us-ing the valuable time of all other team members. The team meet-ing is to identify issues that are impeding or might impede the successful execution of the proj-ect. And very importantly, the meeting should always follow an agenda. The meeting should never last longer than necessary and except in rare, emergency cases, should not be used to work issues. Time is better spent identifying issues, adding specificity to

the issue so all team members un-derstand exactly what is at stake, and assigning appropriate subject matter experts within the team to resolve it. If outside personnel are required, then the people or orga-nizations should be identified and a specific person assigned during the meeting to be responsible for the issue’s resolution. Whenever possible, a target date for issue resolution should be assigned. When not possible, the person responsible for the issue should provide a date when the date for issue resolution will be provided.

Lest one think that team meet-ings are all about problems, this is also the venue for announcing team accomplishments and giv-ing congratulations to specific people when warranted. In fact, positive recognition and encour-agement are just as important as issue and problem definition, if not more so to the health and success of a project. The team meeting is the perfect opportuni-

ty to share good news.

Last but not least, Proj-ect Managers must ensure that the outcomes of ev-ery meeting are well doc-umented and shared via

a Minutes of Meeting document.

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THE ABU DHABI Government has supported the initi-ation of the Abu Dhabi Systems and Information Cen-tre (ADSIC) to implement the No Objection Certifi-cate Program for Utilities and Infrastructure (NOC)

in Abu Dhabi. A joint partnership framework commenced with ADSIC and The GPC Group in adopting and addressing the project strategy and implementation by merging local ex-pertise with global practices.

In 2011, the business engagement was initiated with the Mas-ter Planning phase. In early 2013, the three-stage-program im-plementation commenced and was planned in partnership with the municipalities and 19 stakeholder entities to streamline NOC operations and operating procedures between all the stakehold-ers. The aim of the exercise was to improve the efficiency of permits and approvals procedures and processes by adopting a Vision of the NOC Program. This program ensures “An investor friendly government and society proactively encouraging and facilitating sustainable and resilient community development opportunities in Abu Dhabi.

The NOC Program initiation was triggered by the fast pace of urban development in Abu Dhabi. Every year it fueled an average of 15,000 permits and approvals transactions. Approx-imately 100,000 No-Objection-Certificate (NOC) transactions were occurring every year by public, private and government entities. Each transaction endured the processing complexities of the system. This resulted in excess resources and was very time consuming. Most of all, it was very costly. The primary objectives of the program were to protect valuable infrastruc-ture assets, improve customer satisfaction, enhance integrated government business processes, and increase the viability of the overall investment environment.

BUSINESS CASE STUDYThe ultimate goal was to im-

plement the NOC Program through the use of the opti-mum project management methodology. Therefore a mul-tilayered operations approach was agreed to in the implemen-tation phase. The success of involving stakeholders through-out the implementation stages has resulted in the NOC pro-gram community expansion into several sections such as transport, municipal, utilities, oil & gas, and many more.

It is important to note that the integration and support from the leadership were among the crit-ical success factors of the NOC program. But just as important as their participation, was that they, and all stakeholders, were introduced into the project plan-ning at an early stage and were integral in its implementation. With the concurrence of all stakeholders in the project methodology and their invaluable help in the creation of the project charter and business case, the project manager and team were able to concentrate on execution of the plan without extraneous noise that may have resulted from incomplete planning.

The project ended strong because it started strong.

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Let’s Benchmark!

Many of today’s major port cities once started as modest trading posts. The accessibility to the sea and the developing global trade were catalysts

for these small towns to develop into mega-cities.


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Let’s Benchmark!

TODAY, some 90% of the world’s commodity trade is transported via the sea. Whilst the percentage has

remained fairly consistent over the past few decades, the volume of world trade, resulting in quantity of seagoing cargo, has increased sig-nificantly during that time.

The availability of ports acts as an accelerator to the economic development process of a region. Shenzhen, once a small fishing vil-lage, is a perfect example of the influence a port has on a city’s de-velopment. Within just a few de-cades, Shenzhen morphed from a fishing village to China’s first and most influential Special Economic Zone.

Certainly, the economic benefits of a port are substantial—facilita-tion of trade, employment, indus-trialization, regional influence, and more—but a port is also a two-edged sword. There can be nega-tive impacts on the region’s natural and cultural environment, health concerns, challenges with insuffi-cient infrastructure, and a host of other issues.

Port administration and opera-tions are today improving hand-in-hand with improvements in technology, especially in the areas of process automation, which al-lows for more container capacity while reducing congestion and im-proving turnaround times. In large part, traffic congestion of all types is decreased by the integration of large scale industrial zones. For example, the port administration in Abu Dhabi, ADPC, is attracting increased local and foreign in-vestment with the Kizad industri-al zone. Kizad and similar zones serve as hubs for manufacturing, logistics, and trade across a num-ber of industrial sectors. This will translate into substantial econom-ic gains for Abu Dhabi, as other in-dustrial zones have already done in their respective countries.

PORT OF ROTTERDAM is the busiest port in Europe, and until 2002 the busiest in the world. The port was initially built on the banks of Nieuwe Maas River, which provided poor access to the North Sea. However, during the 20th century, port activities and infrastructure were shifted to the coast.

❱ Vessel ManagementThe port has witnessed a growth in transshipment activities, with the steady rise in the

number of vessels docking at the port. However, the amount of cargo, in comparison to the vessels count, has risen even more due to the port’s ability to handle larger vessels and its improved capacity management system. The port has implemented efficient techniques to reduce the turnover time to 4 hours, 37 minutes.

New Port Management by-laws simplified the administrative burdens and increased efficiency in port operations. They replaced exemptions with notifications, which are simpler to process by email communications and allow loading and unloading to begin immediately.

❱ Nautical SafetyThrough vigilant supervision and accountability for the proper usage of berths, compulsory

safety checks, regular maintenance, and other measures, port authorities significantly re-duced the rate of nautical accidents, even surpassing their target.

❱ Waste Management – Shipping Waste DecreeThe Port of Rotterdam Authority has significantly reduced pollution from ships, espe-

cially in the inland waterways. To a great extent this is due to the implementation of the Shipping Waste Decree, which enables streamlined interactions between all relevant gov-ernment entities.

The port outsources its clean-up services to ensure maximized efficiency when a spill oc-curs. The clean-up organization is available on the premises in stand-by mode 24 hours a day, seven days a week.

Cases of GOOD Practicesin the Port Industry

Port of Rotterdam, Netherlands

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THE PORTS OF ABU DHA-BI, i.e. Khalifa Port, Zayed Port, and their surrounding infrastructure, are experi-

encing strong competition from oth-er ports within the region, e.g., Port Jebel Ali, Khor Fakkan, Port Muscat (Port Sultan Qaboos). Driving ship-ping traffic towards Abu Dhabi to in-crease cargo movement will require the provision of superior levels of service and greater efficiency. The successful introduction of the new Khalifa Port and Kizad Industrial Zone is a major milestone for Abu Dhabi’s ports industry and local economy as a whole. The new port has already reached and surpassed many of its ambitious performance targets and won prestigious awards including the Abu Dhabi Excellence Award for Gov-ernment Performance-“Best Project/Team Award”, Lloyd’s List –“Port Op-erator Award”, the Maritime Stan-dard Awards-“Port of the Year”, as well as the “Award for Environmen-tal Protection” at the International Bulk Journal Awards in 2011. None-theless, there are always improve-ments to be made and lessons to be learned.

❱ TransshipmentAn efficient model should be devel-

oped to ensure increased turnover for dock operations. However, the objec-tive of superior transshipment is not only to reduce the overall cost of dis-tribution and collection of cargo, but also to improve the time-to-delivery and the origin-to-destination move-ment pattern, and reduce the cost of transit. Abu Dhabi can leverage the benefits of Kizad to ensure the highest degree of logistics and dray-age services in the region. Port man-agement can create and implement intricate supply chains to provide high value and seamless intra-modal transfers, which will further increase the efficiency of cargo handling.

❱ Storage EfficiencyTo match the global standard of storage efficiency, the Port of Rotterdam has divided

its storage operations into different administrative divisions. Energy Port is the division responsible for managing energy-based cargo, and is fur-

ther divided into two administrative divisions for handling fossil fuels and liquid nat-ural gas (LNG).

The Port of Rotterdam is considered the pre-eminent port for the accommodation of ultra-large vessels, which are mainly used for the Asia-Europe trade, especially with China. The increased demand was anticipated, and sufficient storage space has been provided.

Replicating International

Best Practices in Abu Dhabi

PORT OF LOS ANGELES, also known as Los Angeles Harbor Department, is the busiest container port in the US, followed by the Port of Long Beach which it adjoins. The port com-plex occupies 7,500 acres of water and land.

❱ World Class InfrastructureThrough the employment and execution of an ongoing Capital Improvement Program

(CIP), the port has been able to deliver planned development projects within the prescribed time and budget. A CIP allows the systematic evaluation of future projects, provides debt stability, and helps to reduce the burden of borrowing costs.

❱ Training ProgramsAn independent department is responsible for the training of all ports staff. It partners

with external educational institutions to create tailored workforce development programs for current needs and for skills that will be needed as the port transitions to more advanced technology.

❱ Market Retention and GrowthThe Port is creating a new business development plan to increase market share. It will

reflect the changing dynamics of the ports industry and leverage existing relations with as-sociated cargo owners, ocean carriers, supply chain stakeholders, etc. The purpose of the plan is also to increase export volumes by expanding the current Trade Connect programs, and improve tracking of contracts under the Trade Connect programs to provide insights for future strategic planning.

❱ Financial PerformanceFinally, the port is improving the efficiency of financial control and report-

ing with improved resource planning systems.

Port of Los Angeles, U.S.A

Let’s Benchmark!

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❱ Anchorages and BuoysVessels are becoming longer and

larger, therefore surplus buoys should be removed to save costs. Extra areas should have anchorages relocated for standard sized vessels.

❱ SecurityThe ports might want to conduct

one-hundred percent evacuation exercises to improve emergency preparedness. It should enhance communication to enrich the out-reach amongst all involved terminals, institutions, and labor. Further im-provements include incorporation of sophisticated techniques related to inspection to prevent any untoward incidents.

❱ Information SystemsCustomer Relationship Manage-

ment: Enhancements and full utiliza-tion of the CRM system will facilitate a seamless flow of valuable information about every single vessel docked at the port and help determine possible improvements for the future.

Data Assets and information man-agement: The day to day operations of the port generates massive quan-tities of data which remain dormant and ignored. By creating data man-agement systems, management can trace all operations which are re-corded digitally. Data analytics and data mining can then turn the data into valuable information about port operations and help decision makers determine the optimum way forward.

❱ Waste ManagementWaste management teams are an

integral part of environmental ca-tastrophe prevention and contain-ment. Many of the vessels arriving at the port are already contaminated before docking and the bunkering process possess a high risk of spillag-es and leakages. The environment is a key priority to Abu Dhabi ports and is evident by their numerous cam-paigns.

By streamlining the waste manage-ment process at all ports under the control of ADPC, any possible harm-ful effects to the environment or the community will be minimal.

Port of Hong Kong, China

Let’s Benchmark!

PORT OF HONG KONG is one of the busiest in the world, even while it faces massive competition from the neighboring ports of South China. The constant pressure has resulted in the Hong Kong Port Plan 2020, which aims to develop better infrastructure and adopt best practices to ensure maximum efficiency. Some of the initiatives underway are:

Super-connectivity Initiative: Improving the overall land connectivity and accessibility has proven to be crucial for Port of Hong Kong competitiveness with its neighboring ports. On-land transport infrastructure has proven to be extremely important for the port’s success.

Power Port Initiative: The government’s role in creating a sound framework for the nu-merous operators working at the port. Significant improvements have been made at Kwai Chung Container Port to capture efficiency gains.

Rationalization Initiative: The Hong Kong Government is taking on the role of facilitator with the container operators to increase berth capacity at KCCP to increase productivity.

Port of Hong Kong has maintained its position as an industrial leader through rapid adap-tation and innovation. The port reshaped its shipping patterns to retain the advantages of its high efficiency.

❱ Non-Container CargoThe port has a total non-container capacity for both ocean and river cargo of 59,359 tons,

segregated into petroleum, coal, iron and steel, cement, and other. For efficiency, river cargo is further separated into stone, gravel and sand, iron and steel in break bulk, crude materials, various fuels in liquid bulks, etc.

❱ Port DeterminantsConsignees and shippers have the option to choose from various competing ports in the

region. The principal factor which determines the choice is the efficiency in terms of car-go handling and minimization of costs related to transport and thoroughfare. Road haulage costs is a key weakness for the Port of Hong Kong. However, in terms of on-port efficiency. Hong Kong is significantly superior to its competitors.

17


DUBAI’S PORT, Jebel Ali, was developed in the late 70s to sup-plement the operation of Port Rashid. However, Port Jebel Ali is now considered the largest port in the Middle East and the world’s largest man-made harbor.

❱ Geographic VariablesThe strategic geographic location of Port Jebel Ali has made it the

most frequented foreign port by the United States Navy. Due to the depth of the harbor and the size of the facilities offered by the port, ships of all sizes and types can be accommodated.

Navigation Channels: The International Navigation Association guidelines were applied for the design of all navigational chan-nels at Jebel Ali and then as a: a two way channel was preferred over the industrial standard to cater to the rapidly growing traffic at the port.

Reclamation and Dredging: For Jebel Ali, the reclaimed land volume significantly outweighs the dredged volume due to the geographical location. Future dredging can be done within a 20km radius which will reduce the variable cost.

Jebel Ali, Dubai ❱ Cargo and Ports Facilities Port Jebel Ali is considered the 8th largest container terminal in

the world, with 13,300,000 TEUs. According to an analysis conduct-ed by HPA, the amount of throughput should be at an estimated 58,380,000 TEUs. The estimated amount was determined based on the current population and economic growth trends within the Emirates.

The cargo storage consists of 109,435 m2 of covered storage and 959,604 m2 of open storage. The port has a fully computer-ized and air conditioned storage facility for the storage of perish-ables. Appropriate facilities are available for open containerized cargo such as break bulk, Ro/Ro, dry bulk, petroleum and other liquid bulks.

Apron Area: This is the area on the waterfront side of the pier or wharf where the cargo is prepared for unloading and load-ing. The apron area should be composed of a five-meter service land, total depth of 80 meters, 15-meter hatch covers, 30-meter crane tracks, and a 30-meter traffic lane. All of which is available at the Jebel Ali Port along with extra depth to provide flexibility.

18

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FOR EXCELLENCE IN GOVERNMENT PERFORMANCE

EMPOWERING EXCELLENCE

THE ABU DHABI Award for Excellence in Government Performance (ADAEP) was initiated in 2006 through reso-

lution no. 45 by H.H General Sheikh Mohamed bin Zayed al Nahyan, Crown Prince of Abu Dhabi, Deputy Supreme Commander in Chief of the UAE Armed Forces, and Chairman of the Executive Council. The Award committee is chaired by the Secre-tary General to the Executive Coun-cil, Mohammed Ahmed Al-Bowardi. Criteria for award selection is based on the EFQM Model for Excellence, and uses its fundamental concepts as criteria to assess the performance of various government entities and personnel in their effort to achieve excellence.

The Award was created specif-ically for the Abu Dhabi govern-ment organizations and govern-ment-owned enterprises as part of a vision to improve performance and place Abu Dhabi in the top five governments of the world. The Award is not meant to segregate winners from losers, but to provide a comprehensive framework with-in which firms can assess and eval-uate themselves, and shine a light on where improvements can be made. It provides a road map for agencies on their journey to excel-lence, and is built upon years of ex-perience and specific knowledge. The combination of experience

and knowledge creates a type of organizational and operational wis-dom to guide through all aspects of business.

In essence, the Awards are a tool for the implementation of the EFQM Excellence Model, which, in turn is designed to motivate the Abu Dhabi Government to forge toward its goal of excellence. Through the adapta-tion of Total Quality & Excellence principles, government organiza-tions can develop sound leadership that can rally their teams to deploy strategies through effective and effi-cient management of processes and resources, and achieve excellent per-formance and results.

Award StructureThe Abu Dhabi Award for Excel-

lence is built on a pyramid structure which places the four award catego-ries in a hierarchy of ascending lev-els, and is based on the concept that an organization can only achieve ex-cellence through human resources that deliver top quality results in all their projects.

The government entity displaying the greatest level of performance, and meets the high standards set by the ADAEP is awarded the over-all winner of The Best Abu Dhabi Government Entity. This challeng-ing award is on par with all inter-national standards of excellence.

THE ABU DHABI AWARD

20



THE FOUR CATEGORIES AND THEIR CRITERIA ARE LISTED BELOW:

Category 1: EntityThere are four categories of prizes

awarded to entities with the best performance in specific qualities which set them as overall achievers in all aspects of the organization: Best Initiator, Best Implementer, Best Impactor, and Best Integra-tor. Each have different levels of score requirements that need to be achieved in the previous cycle of the ADAEP.

Government Entities which have demonstrated the highest levels of sustained or improved performance in specific areas are based on the enablers and results criteria. Each of the four sub-catego-ries is used to judge enti-ties. The entities are then scored based on these model criteria: Customer Service, People Develop-ment, Institutional Ca-pacity, and Leadership.

Category 2: Team Project

These Awards address best practices in team proj-ects that have increased the effectiveness of an organization, and projects that have gained na-tional recognition and appreciation for developing methods which add value for stakeholders and encour-age improvement. The award also recognizes organizations that inspire teamwork, collaboration, participa-tion, and involvement of all groups to develop creative solutions. The subcategories of these projects are Improvement, IT Enabled, Leading Edge Transformational, and Best Project in Abu Dhabi.

Category 3: Individual The ADAEP awards individuals in

five different categories, recogniz-ing service to the government, and

performance as role models of excel-lence. This award serves to motivate government employees and reward exceptionally talented and commit-ted personnel who have participated in enhancing the government’s per-formance.

Individuals are awarded for ex-ceptional performance in one of five different categories: Excellent Employee in the Technical Field, Ex-cellent Employee in the Managerial Field, Excellent Employee in the Pro-fessional Field, and Best Employee in Abu Dhabi Government Service.

ument of at least 75 pages, based on the Criteria for Excellence in the EFQM Excellence Model. All criteria, with the exception of two are given equal importance. The exceptions being Customer and Key Results, and both carry more weight in the marking process.

Each criterion is assigned a per-centage of the total score, and cal-culated using the RADAR theory (Results, Approaches, Deploy, As-sess, and Refine). The RADAR the-ory (left) offers a framework for the assessment of Enablers and Results. The Enablers criteria are Approach, Deployment, Assess-ment, and Refinement. Results assessment criteria are Relevance and Usability, and Performance Outcomes. These criteria are sim-

plified into attributes that can be quantified. An organisation

will be awarded points based on these attributes, produc-ing a score card based on the excellence criteria and RADAR theory.

A team of highly quali-fied assessors will evalu-ate the firms on a scoring

matrix scale of 0-1000 on their “strengths” and “areas

of improvement”. To arrive at an objective feedback, assess-

ments are conducted separate-ly. Assessors also review feedback reports from the previous cycle of Awards to ensure recommended improvements have been imple-mented by the organisation. Fol-lowing the initial assessment of submission documents, a site visit is carried out to verify the informa-tion in the documents and inspect the workings of the firm. Following the site visit, consensus reviews are made and feedback reports are generated and presented to the jury for final winner selection.

Category 2: Team Projects

For this particular award, firms are required to submit a 25 page,

Approaches and Deployment

ASSESS AND REFINE

ApproachesRESU

LTS

Requ

ired DEPLOY

APPROACHESPlan and develop

Develop the APPROACHESDEPLOY the PLAN

Define the RESULTS

ASSESS impact and

REFIN

E

ASSESSMENT MECHANISMThe ADAEP assessment mechanism

is an extremely complex and rigor-ous process which consists of scoring based on the European Foundation for Quality Management’s (EFQM) Model for Excellence and its fun-damental concepts and theories. Each category of the awards has its own scoring system, and is assessed through many stages.

Category 1: Entity Firms applying for this award are

required to submit an A4 sized doc-

21



5,000-word document clearly stat-ing which subcategory of the Proj-ect Awardis being applied for. The submission process utilizes the STAR Methodology: Situation, Task, Action Taken, Results. This explains the Situation, or issue addressed in the project, the Task planned to solve the issue, what Action was un-dertaken by the team to execute the plan, and finally, what the Results of the actions were.

The submitted projects are as-sessed using the excellence criteria and scoring matrix. The selection process includes an independent external moderator who screens the reports submitted by individual as-sessors and shortlists the projects for site visit and presentation to the jury. The GEMS method of assessment is used by the jury for selecting the final winners, and entails evaluating the projects on Gains, Execution, Management, and Strategy.

Category 3: IndividualsThis relates to government employ-

ees who have exceeded all expec-

tations, who have risen above their peers, and made vast contributions to the benefit of their entity in a quantifiable and distinctive capacity.

The method of application for this category is an A4 size, 15-page document containing 3000 words, stating the specific award title and a detailed submission describing their attributes which are worthy of recognition. This could be a spe-cific personal project, a personal achievement, or a consistent display of hard work, commitment, and competency throughout the entire previous year resulting in tangible benefits for the firm.

Once this is established, the em-ployee can base their submission around the STARS methodology—Situation, Task, Action Taken, Re-sults, Summary—addressing each of these in the document.

Situation provides a personal, educational, and work related pro-file of the candidate. Task explains responsibilities and challenges of the current role, opportunities ex-plored and obstacles overcome to

enhance and develop the role. Ac-tions relate to achievements and accomplishments. Results offer specific quantifiable data to sup-port achievements for the individu-al and the entity. Finally. Summary provides a personal closing state-ment explaining why the individual believes they deserve this award, what it means to them, and details of their future three year plan.

These documents are reviewed using the assessment criteria and scoring matrix, then feedback re-ports are created and reviewed by an external independent moderator who shortlists individuals for the interview process. The jury selects the winners based on the CEED (Contribution, Ethics, Excellence, and Discipline) and INSPIRE (Inspira-tional, Natural, Sincere, Passionate, Innovative, Responsible, and Excep-tional) frameworks which offer an objective, multifaceted solution to the selection process.

PARTICIPATIONEvery cycle of the Awards witness-

es a growing number of participat-

Leadership Processes,Products &

Services

Key Results15%

10%People

10%Strategy

10%

People Results

CustomerResults

Society Results10%

10%

25%

10%

Partnership &Resources

Leadership

10%

L e a r n i n g C r e a t i v i t y & I n n o v a t i o n

E n a b l e r s R e s u l t s

22



ing firms, with 22 firms participating in the first session in 2007 increasing to 48 government organizations in the third and latest session in 2013. Any government entity can partic-ipate in the Awards as long as it is an executive department or a public sector agency providing public ser-vices, and is non- profit. Abu Dhabi Government owned SOEs can also apply once they are 100% govern-ment owned and provide services to the general public. Each of the

award categories has its own exten-sive guidelines for eligibility, specific to team projects and individuals.

The 3rd cycle of the ADAEP which took place in November 2013 saw 16 winners from a total of 24 award categories (12 for individuals and 12 for entities). The remaining eight awards were not awarded as there were no nominees which met the high standards of excellence set by the Abu Dhabi Awards committee.

Awards not given included the ex-cellence award for best entity in customer service, waste manage-ment, and knowledge management as well as the excellence award for best overall government entity. The decision not to award the aforemen-tioned category is a testament to the high standards expected from Abu Dhabi’s government leaders, a move which will only serve to further mo-tivate government entities to work harder in their strive for excellence.

THE ABU DHABI AWARDS FOR EXCELLENCE IN GOVERNMENT PERFORMANCE 2013

Best Government Entity in Human Resources Devel-opment: received by the ABU DHABI POLICE

The E-Government Excellence Award: received by the Abu Dhabi Police

Best Entity in the Leadership Category: ETIHAD AIRWAYS

Excellence Award for sustainable Emiratisation: Al Ain Municipality

Excellence Award for Entity with Best Financial Prac-tices: ABU DHABI EDUCATION COUNCIL

Award for Administrative Support was awarded to Mahra Al Daheri, a Public Relations Officer at the Abu Dhabi Food Control Authority

Dedicated Long Service Employee Award: received by Briga-dier Najem Abdullah Al Hosani, Head of the Social Support Centers Department who served the Abu Dhabi Police for 37 years

Distinguished Employee in Field Service Award: received by Assistant Tareq Saleh Al Kindi from the General Directorate of Central Operations of the Abu Dhabi Police

Distinguished Employee in Customer Service Award: received by Colonel Suhail Saeed Al Khaili, Chief of the Ve-hicles and Drivers Licensing Section of the Abu Dhabi Police

Excellence Award for Non-Supervisory Customer Ser-vice- Saada Al Mansouri from the Family Development Foundation

Excellence Award in the Executive Directors category: Dr Omniyat Al Hajri, Director of Public Health and Research at the Health Authority Abu Dhabi

Excellence Award in the field of Supervision and Manage-ment: received by Abdullah Khalifa Al Darmaki from Al Ain Municipality

Excellence Award in Specialization: Ruqaya Nasser Al Saeedi, Zayed Higher Organization for Humanitarian Care and Special Needs.

The New Employee Excellence Award was won by Klaitham Saeed Al Nuaimi of Al Ain Municipality

Excellence Award in Technical field, received by Engineer Majid Al Kathiri, Head of Traffic Services at Abu Dhabi Municipality

Category 1: Entity Category 3: Individual

Best Strategic Transformational Project/Team: The Port Khalifa Project of Abu Dhabi Ports Company (ADPC)

Category 2: Project/Team

Saif Al Niyadi, for over 50 years in Abu Dhabi public service at various posts

Kamal Al Haj, age 65, Executive Director of the Accounts Section at the Department of Finance, for 40 years service

Special Awards for Long-serving government employees

23


KNOWLEDGE MANAGEMENT systems help connect work-ers to knowledge and other people regardless of physi-

cal distance. They are wide-rang-ing and can vary from custom-de-signed knowledge repositories to web-based systems which com-prise discussion forums, file shar-ing and organisation charts, to name but a few features. There is no shortage of companies offering IT-based solutions to help harvest

The Power of Knowledge SharingCharles Galunic, INSEAD Professor of Organisational Behaviour and The

Aviva Chaired Professor of Leadership and Responsibility and Jennifer Petriglieri, INSEAD Assistant Professor of Organisational Behaviour

an organisation’s collective intelli-gence and these have only expand-ed in number since the advent of Web 2.0. “Electronically linked communities”, “expertise locators” and “lessons-learned databas-es” will be familiar terms to Chief Knowledge Officers (CKOs) ̶ those seeking to share wisdom through-out the organisation. But how much of an impact do these sys-tems have on the careers of those using them?

In a study with Kishore Sengupta, INSEAD Associate Professor of Infor-mation Systems, we looked at the use of a knowledge management (KM) system in a well-established strategy consulting company we’ve named Morpheus for the sake of anonymity. In total, we were able to access the data on 250 consultants within the organisation, from ju-nior level to senior consultants who were all on the “partner-track”. We were able to see what type of data

SYSTEMS TO MANAGE THE WEALTH OF KNOWLEDGE INSIDE COMPANIES CAN HELP JUNIOR STAFF GET A LEG UP IN CAREER ADVANCEMENT”

KNOWLEDGE EXCHANGE

26


the consultants accessed, wheth-er it was explicit, “encyclopaedic” knowledge, such as PowerPoint pre-sentations, project proposals, tables of contents and analyses of market trends, or “social” knowledge which implied more tacit knowledge and concerned contact information, di-recting individuals to experts within the firm. We were then able to map this against the speed of consul-tants’ promotions within the firm.

ROAD MAP OF AN ORGANISATION

We found that KM system use helped the career progression of junior and mid-level consultants. In particular, those junior and mid-level consultants who used social infor-mation from the KM system were promoted more quickly because they were able to build a network and connect to key people in the firm. As such, a better sense of the social landscape was more likely to be established by these individu-als with several benefits. Firstly, the KM system, because of its neutral-ity, allowed younger consultants to connect to the right people with-out being influenced by other col-leagues’ opinions of these key peo-ple. They also had access to experts they would otherwise find difficult to approach. For those in mid-level positions, where networks may al-ready be established, the KM system facilitated their move away from the “lovable fool” within the organisa-tion – someone who is liked and eas-ily approachable but not necessarily the best person to go to for informa-tion - and instead gave them access to the best source of information.

Secondly, we suspect, that by con-necting to the right people, consul-tants in their early and mid-careers were able to form their profession-al identity by using these people as role models for how senior consul-tants behave and think. Morpheus was therefore able to benefit from employees who gained in creativity, social capital and a deepening sense

of what it meant to be a professional consultant, which, for a firm that prides itself on “customised strategic consulting services”, there was clear added-value. The diverse nature of the knowledge ac-cessed through the KM system (encyclopaedic and so-cial) was also a contributing factor to the career pace of these individuals and as the firm relies on these junior consultants to “feed” the higher po-sitions, the added-value to the firm was again evident.

FEWER BENEFITS HIGHER UP THE LADDER

One surprise finding was that se-nior consultants’ career progres-sion through KM system use was insignificant compared to employ-ees lower down the career track. The underlying reason is probably that they had already established themselves within the firm and relied more upon their own under-standings and relations rather than accessing knowledge through an IT system (which could be interpret-ed as a sign of weakness).

While the use of KM systems was therefore not seen to be beneficial organisation-wide, in terms of career progression, it points to the oppor-tunity to build more “collaborative” systems where people are “pulled out of their boxes” and encouraged to discover what other colleagues are working on. Ideas and knowl-edge can be shared via online sem-inars, forums and virtual meetings – as such, a collaborative KM system could overcome the constraint that “the content in the system is only as good as the people’s ability to use it” – in other words the knowledge is not meaningful without an under-standing of the nuance behind it. Executives’ working lives are busier than ever and asking them to con-textualise the knowledge that they

share through the KM system can prove to be a challenge, but online networking could provide an obvious solution.

NO MAGIC WANDKnowledge management systems

are undoubtedly costly to acquire and maintain with current informa-tion. They should by no means be thought of as a magic wand to be waved at your organisation’s com-plexities, but we have seen that the career progression of younger and mid-level consultants can be en-hanced through their use.

As a professional services firm whose business model relies on the knowledge they bring to the market place, there is a strong reason to de-velop your junior consultants’ capa-bilities as much as possible. They do, after all, form the bulk of the fee charging population of your firm. As a junior consultant starting out on your career, by taking advantage of the knowledge available in the sys-tem and the networking opportuni-ties open to you – your career can only benefit. The investment should certainly be considered.

JUNIOR AND MID-LEVEL CONSULTANTS WHO USED SOCIAL INFORMATION FROM THE KM SYSTEM WERE PROMOTED MORE QUICKLY”

27


Sharing Excellence

SULTAN AL JABRI is an Emirati visionary. Indeed, whilst his peers were ac-cepting positions with the

Abu Dhabi Police Department, local oil, companies and government en-tities, Al Jabri had already packed his bags and bid his family farewell. Going to study in the UK was not un-usual for young Emiratis – signing up for maritime studies was. “It’s pretty rare to find an Emirati working in the maritime industry,” said a proud Al Jabri. “Actually, I think it’s unusual to find an Emirati who trained abroad and then returned to the UAE to serve in the maritime field.”

Sultan Al Jabri joined Abu Dha-bi Ports Company (ADPC) in 2009 with more than a decade of indus-try experience as a Port Regulation Senior Manager for the Ports unit. In 2012 he was appointed as Vice President, Regulations, HSE and Se-curity in recognition of his focused approach, leadership skills and en-thusiasm.

Despite a rich heritage in fishing, pearl diving, and a general affini-ty for the water, Al Jabri says peo-ple from the UAE shy away from the maritime industry as the job requires them to work away from home for prolonged periods.

“Emiratis are very family orientat-ed, and because of this a career in port management can be difficult. It’s certainly not the kind of job you learn from inside of an office,” he jokes. “In the beginning you are

Sultan Al JabriVice President Regulations,

HSE and Security

28


Sharing Excellence

away from home for long periods of time. As part of the job, you are required to work on ships in remote areas for months on end. It takes a certain type of person to accept this, and I appreciate that not ev-eryone can.”

Sultan Al Jabri left the UAE for the colder climes of Newcastle in northeast England. He acquired a Higher National Diploma in Marine Engineering from South Tyneside College, which, in 2001, paved the way for obtaining a BEng in Marine Engineering from the University of Northumbria, Newcastle. “I felt that I needed to gain as much experience as I could,” says Al Jabri. “I didn’t want to just acquire a qualification and then return home. I knew I need-ed to immerse myself in the industry, and spent six months at a time on ships… and it was hard work!”

On arrival into the UK, Al Jabri and a few UAE friends weren’t sure what they were up against: having to battle with bitterly-cold tem-peratures, and adjusting to a whole new environment, both socially and culturally. As if that weren’t enough, they also had to grap-ple with trying to understand and make sense of the Geordie accent and dialect! “When we first ar-rived in Newcastle my friends and I thought people were speaking a different language!” says Al Jabri fondly. “It was so cold, and at times quite tough, but the people there had their hearts in the right place and were very warm towards us. We started going to St James’ Park to watch football, and I’m proud to say I still support Newcastle FC to this day.”

Al Jabri continued to further his education and five years later he graduated with a Master’s degree of Science in Maritime Operation and Management from London’s City University.

“Coming home for the holidays

made it easier,” he says. “Of course you get homesick but when I look back I know it was all worth it.” Early conversations with his parents were plagued with confusion and con-cern, but a determined Al Jabri con-tinued to follow his dream. “My par-ents are very proud of me and I am very proud of myself to be honest,” he says. “I am considered one of the very rare qualified maritime Emi-ratis in the region. Even now I get loads of questions from my friends, such as how do vessels sail at night? Can you see? What if the ship sinks? People have perceptions and I enjoy explaining what I do now.”

He was awarded a Project Man-agement Professional certificate by the US Project Management Insti-tute in 2010 and holds the Harbour Master Diploma from Lloyds Mari-time Academy, UK.

“A port plays such a big role in the economy. It’s almost the gateway to prosperity. I see it as my mission to provide good services for busi-nesses in the UAE to grow as well. Without us they cannot expand.” he says.

Before joining ADPC, Sultan Al Jabri worked for Abu Dhabi Nation-al Oil Company (ADNOC) in Oil Spill Response Management. He was promoted to a managerial position, and ultimately appointed to Crisis Management Coordinator, provid-ing support to all of ADNOC’s group-wide operations.

Today, at ADPC, a govern-ment-owned organisation which was established in 2006, Al Jabri leads a team across a broad section of more than 100 staff, including Health Safety & Environment (HSE), security, and a wide range of con-tractors and consultants. “I started as a senior manager and worked hard in different departments,” he says. “I always want to make im-provements.”

Al Jabri started at ADPC in a work-force of just 200 employees. At present, the company has over 1,000 employees in addition to out-sourced staff. “I really feel that I’ve been part of the journey. I have ex-perienced the growth first hand and it only fuels my passion,” he says. “There have been many challenges as well as good times along the way. I believe the people here enjoy the ups and downs.”

Passion is the key according to Al Jabri who advises that you must “be

A PORT PLAYS SUCH A BIG ROLE IN THE ECONOMY. IT’S ALMOST THE GATEWAY TO PROSPERITY. I SEE IT AS MY MISSION TO PROVIDE GOOD SERVICES FOR BUSINESSES INTHE UAE TO GROW AS WELL. WITHOUT US THEY CANNOT EXPAND.”

happy in order to excel, and pas-sionate about what you do for a liv-ing. Not just for yourself, but also to enhance and help others to develop further. Keeping the passion alive amongst my team is my most im-portant daily task. I need to under-stand what their challenges are; try to open doors for them, help them to think outside the box and allow

29


Winner of The Maritime Standards Award 2014 for

“PORT OF THE YEAR”

6.4 million containers handled by Abu Dhabi Ports(Q1, Q2 2014), an increase of 37% from 2013

Khalifa Port offers 12 more direct links to destinationports for a total of 52 direct links

2 million containers handled at Khalifa Port since opening on 12/12/2012 (20% year on year increase)

Khalifa Port sets new regional record for truck turnaround time of 12 minutes, down 70% from 40 minutes in 2012

Performance Summary

30


them to grow with energy. They must be inspired – the ultimate goal is to keep everyone happy!”

ADCP is committed to developing its staff, a mantra which has been firmly upheld since inception. In ad-dition to his other titles, since 2012 Al Jaberi also heads the interna-tionally accredited ADPC Maritime Training Centre which has devel-oped significantly under his vision and guidance.

Al Jabri believes it has been this on-going support that has seen him grow and says he now aims to do the same for the people he person-ally manages. “I have been given all the support I could wish for in order to grow and flourish in this busi-ness,” he admits. “I was given the opportunity to visit Antwerp for a few weeks to see how another port operates, and recently I sent four of my staff to do the same. It was a big change for them as well as be-ing a reward. They returned excited, fresh, and with good ideas.”

Al Jabri’s duties have expanded to include the planning and implemen-tation of policies, procedures, prac-tices, and strategies for ADPC Ports Unit activities, ensuring compliance with all applicable laws. He is Abu Dhabi Department of Transport’s liaison with other government reg-ulatory agencies overseeing ADPC port activities, and represents ADPC at international forums.

He believes it is of the utmost importance to benchmark ADPC against other international ports. “It’s easy to get stuck in our ways and believe we are doing every-thing right when actually we may be able to do things better.” Al Jabri and his team work tirelessly to raise standards across all port departments. He is a respected leader at the helm, and by his own admission he claims that some im-provements were needed when he first came on board. “We didn’t

have the right strategy, approach, or response to oil spills,” he says. “We have looked into the risks and started to engage with internation-al consultants, and now follow best practices from around the world.”

The right equipment, skilled staff, and correct ‘know-how’ are all re-sponsible for improved standards, according to Al Jabri, who is unwill-ing to accept credit for himself. “It’s a full team effort,” he insists. “Oper-ational services and environmental practises must be better than aver-age otherwise international trade will not come. Our customers are international, and a ship coming from Hong Kong or Shanghai will

fa Port and Kizad are inter-linked, offering a comprehensive logistics network with optimum supply chain efficiency and connections.

With an initial overall investment of AED 24.2 billion (USD 6.5 billion), Khalifa Port and Kizad represent one of the biggest industrial proj-ects ever undertaken in the UAE. In addition to developing Khalifa Port, ADPC is upgrading Zayed Port, the capital’s home port since 1972, to house a world-class cruise terminal.

“People are the most valuable car-go so we will make sure there are more resources for this project,” he adds. “The first phase development

THIS IS A VERY EXCITING AND PROUD PROJECT FOR ME. IT IS LIKE WELCOMING PEOPLE TO MY HOME.”

expect the same standard of service which is provided in Singapore or elsewhere in the world. That’s a big challenge for us.”

Container trade has been relocat-ed to Khalifa Port, a state-of-the-art facility capable of handling an annual capacity of 2.5 million TEU containers and 12 million tonnes of general cargo. When all develop-ment phases are complete, Khalifa Port will be equipped to accept 15 million TEUs and 35 million tonnes of general cargo every year.

“By 2030 we aim to be a key play-er in the success of the Abu Dhabi economy and together with Kizad, the neighbouring industrial zone, to contribute towards a massive proportion of non-oil GDP”. Khali-

of the cruise terminal has already been successfully completed, and this is a very exciting and proud project for me. It is like welcoming people to my home.”

A man with the weight of a nation on his shoulders when it comes to health, safety and regulations, Al Jabri couldn’t be blamed for hav-ing developed a permanent state of paranoia. “I don’t expect the worst but I always make sure I’m prepared for it! We continually carry out practise drills and safety exercises and ensure that our stan-dards are up-to-date,” he says. “I think I’d live on a knife’s edge if we were not properly prepared, but since we are, then I’m OK. I drive to work relatively fearless. We are ready for anything.”

Sharing Excellence

Winner of The Maritime Standards Award 2014 for

“PORT OF THE YEAR”

6.4 million containers handled by Abu Dhabi Ports(Q1, Q2 2014), an increase of 37% from 2013

Khalifa Port offers 12 more direct links to destinationports for a total of 52 direct links

2 million containers handled at Khalifa Port since opening on 12/12/2012 (20% year on year increase)

Khalifa Port sets new regional record for truck turnaround time of 12 minutes, down 70% from 40 minutes in 2012

31


WHEN GARY LEMKE JOINED Abu Dhabi Ports Company (ADPC) as Executive Vice President (EVP) he literally

brought with him a world of expe-rience.

From humble beginnings in Felix-stowe, a weather-beaten coastal town in the UK’s south east, Lemke has been fortunate to have worked in the shipping industry in Mexico, The Bahamas, Oman, Tanzania, Sau-di Arabia, and currently, Abu Dhabi.

“Bouncing around to different countries has done myself and my family the world of good, and I’ve been very lucky because ports aren’t always built in the nicest places,” he explains. “The Baha-mas probably means the most to me from a personal point of view because it was where my children grew up. Running around barefoot was normal for them. The beach was their playground.”

Lemke believes that both his ca-reer and family have benefitted from being shipped off from his childhood home in 1996, and says ultimately it’s the catalyst that brought him to Abu Dhabi’s shores. “Travel and culture are two things that shape lives and people,” he added, “and because of this I be-lieve that as an individual, and a manager I am a more rounded per-son, and certainly my children are also well rounded young ladies!”

“Living abroad is an education in itself; it’s a privilege, and kids who grow up in different countries are exposed to foreign languages and

Gary LemkeAbu Dhabi Ports Company

alternative cultures. He explains that his children “often attended local schools, and had a lot thrown at them, much like the working environment. Academics aside, the fact is they are world citizens. I know for sure that what they’ve gained by moving all over the world with us has well out-weighed any academic qualification they could hope for.”

Lemke’s travels have singled him out as the ‘go-to guy’ for ADPC. Basically, whatever Lemke doesn’t know about ports, probably isn’t worth knowing.

“We’re sitting in front of what is the historic gateway port for Abu Dhabi,” he says, gesturing towards wrap-around glass windows over-

looking his sea palace. “Zayed Port has been bringing in the majority of the traffic and is the central life-line for the country – for decades.”

Lemke, a keen fisherman, de-scribes his transition into the ship-ping industry as an “educated acci-dent”, adding that, “In Felixstowe the port and boat industry is the main line of work, and as a young lad I landed into this operations job in the yard”, he recalls. “It was a varied role for a major shipping company, and after three years I was approached by the port to join them in another operations role as a ship planner.”

Three years on, Lemke was pro-moted to managing a team of ship planners and yard controllers, and

Sharing Excellence

32


after three successful months he was offered his first overseas proj-ect in The Bahamas.

“The roles I started with were all very pivotal positions, and I had to learn about the ‘ins and outs’ from scratch, and that is an education like no other,” he says. “I developed a passion and I was comfortable around boats.” Lemke’s passion unfolds as he reveals a host of in-formation spanning more than 30 years in the shipping industry.

“I once read that there are 12 bil-lion gallons of water moving around the world every year in ship holds to keep them stable. Think about that number,” he politely requests before a pause. “It’s staggering when you consider what we’re do-ing in this region alone in terms of shipping, you can really start to un-derstand the utilisation of ships all over the world.”

Its Lemke’s deep rooted passion for his profession that fuels his am-bition to place ADPC on the world’s map. “The government has invest-ed billions of dollars,” he reveals, “and our focus is to make ADPC the leading port not only in the emir-ate, but also the region. We want it to be something special,” he proudly explains.

ADPC is a government-owned or-ganisation which was established in 2006 as part of the restructuring of the ports sector in Abu Dhabi. ADPC currently manages nine com-mercial, logistics, community and leisure ports, including its flagship state-of-the-art, deep-water Khali-fa Port. The new port was officially inaugurated on 12 December, 2012 by President His Highness Sheikh Khalifa bin Zayed Al Nahyan and is the first semi-automated container port in the GCC region.

“We’re not just a port owner and operator, we are also landlord and regulator and a project develop-ment company,” says Lemke. “I moved to the region because it at-tracted me some years ago. When

Lemke holds an Executive Development Program qualification, completed at IMMD, Lausanne, Switzerland. He has completed Finance for Non-Financial Managers MCE and holds a Diploma in Port Operations and Management from the University of Cardiff.

Qualifications

33


you look at the GCC countries, each have their own significant develop-ment and investment strategies, and it’s impossible to not want to be a part of that.”

“I learn something (new) every day,” he laughs. “You must never stop learning or trying to learn,” he says amiably, and there is not a shred of arrogance despite his elevated position. Lemke and Khal-ifa Port are casually on first-name terms as he refers to “her” simply as Khalifa.

“Things have certainly moved on since my days as a young lad in Felixstowe,” says Lemke. “I re-member when we got our first PC in the shipping department in Fe-lixstowe, how everyone was so ex-cited. It linked back to a main cen-tral system in Watford, just outside London. Nowadays there’s more power in a smart phone than there was in a computer back then, and we’ve come a very long way. Now I can track vessels on my phone if I want to – anyone can, and there are applications for it; you don’t have to be in the business.”

Lemke admits that remembering his roots inspires him to teach oth-ers and he is happy to pass on his wealth of knowledge and experi-ence. “When I first started in this industry we did a lot of paperwork, planning ship movements on a big flip board and tracking them with stickers. The principles are still ex-actly the same but it’s a good feel-ing knowing that if all else fails, you can rely on good old-fashioned shipyard-taught skills.”

Never complacent in his job, Lem-ke is always pursuing excellence, and one such plan is to upgrade the number of systems in ADPC by us-ing solution-oriented technology. “Most readily-available technolo-gy providers only give you about a 75 per cent solution,” says Lemke. “We want to try and make them

at least 95 per cent to really drive efficiency levels. We are constantly striving to expand the technology standards so we stay ahead of the game. Day passes on smart phones, tying in with a lot of government systems, these are just some of the things we are working on.”

Khalifa Port now handles all of Abu Dhabi’s container traffic, general cargo, as well as roll-on and roll-off (RORO) freight, such as cars, vans and trucks. Amongst its state-of-the-art features is the maritime infrastruc-ture, including nine of the world’s largest ship-to-shore quay cranes, 42 automated stacking cranes, 20 straddle carriers and comprehensive information and communications technology (ICT) services. Lemke informs that, “By 2030 we hope to be driving the business to 15 million containers a year.”

At the other end of the scale, Lem-ke says it’s “rewarding” to serve smaller ports as well as expand the future of Zayed Port. “We manage small ports in the western region with fishing fleets where they’re moving cargo for everyday life. Whilst it’s very exciting to be a part of large-scale cargo improvements, we are also focusing on bringing people to Abu Dhabi.”

Cultural icons including the Yas Marina circuit, the many muse-ums; world-class hotels and facil-ities are just some of the reasons for visiting Abu Dhabi. “They are building quite a cultural centre. It’s development,” he adds. “All of this is being done so we can attract tourists through our cruise termi-nal. It’s a very different business of-fering, and is quite unique for me, in comparison to what I’ve done before.” Port Zayed received the first ship of the season in October this year and the estimated pas-senger figures for 2014/15 show huge potential. “A new state-of-the-art terminal will be built and as our offerings start to take shape I

can only see numbers increasing,” says Lemke.

Last year saw 180,000 foot pas-sengers, with 220,000 estimated for the season ahead. “We’re pre-dicting 300,000 for 2019, which I believe is very conservative. Cruise ships are interesting – a very dif-ferent proposition than cargo. On a cruise ship each person is cargo and each one has an opinion. You have to manage the cargo very dif-ferently. Don’t get me wrong, there is always an agent or company that is capable of complaining on behalf of the cargo. But with passengers it’s a little more direct.”

Lemke, who generally starts his day at 6.45am, says no two days are ever the same in this line of busi-ness. With 550 staff to manage – as well as a number of external bod-ies – the challenges are endless but worthwhile. “I like ships; it doesn’t matter whether it’s a grubby old container vessel or a fancy cruiser. That was my entry into the indus-try, I guess I still like doing that and meeting the captains and crew.”

However Lemke feels he has a much bigger purpose. “Looking after ports is a huge responsibili-ty,” he says. “We not only support growth but also drive it. Part of our job is to ensure the port does not become a bottleneck for economic growth, which means we have to predict and stay ahead of the de-mand. Abu Dhabi has a lot of de-velopment planned over the next few years and we need to make sure we allow that development to happen.”

Lemke believes it’s this pressure that makes his job so interesting. “On one hand you’re dealing with passengers, then you’re moving cars, steel, scrap or piping. How-ever far you roll down the organi-sation, everyone mucks in and has to be willing to give it everything. That includes me.”

Sharing Excellence

34

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IN FOCUS

Overview of Abu Dhabi’s

Ports Industry

36


IN FOCUS

ABU DHABI’S PORTS plays a pivotal role in enriching the economy of the region and its maritime transport

is of strategic importance for the emirates. The combined volume handled by Abu Dhabi’s commer-cial ports (Musaffah, Khalifa and Zayed Ports) during Q1 and Q2 of 2014 was 6.4 million FT containers, an increase of 37% compared with the same period last year, clearly demonstrating the growing value in handling such high import and ex-port volumes.

Abu Dhabi Ports Company (ADPC) regulates and manages ports and industrial zones in the capital, and coordinates with the Department of Transport Maritime sector to de-velop a well-integrated, internation-al standard maritime transport sys-tem. These two authorities initiate and implement all their plans, pol-icies, and strategies in line with the Abu Dhabi Economic Vision 2030, the Abu Dhabi Agenda, and other government departments to create strategies that are aimed at diversi-fying the economy in the region.

ROLES AND RESPONSIBILITIES OF ABU DHABI PORTS AUTHORITIES

ADPC drives the development, planning, construction, and oper-ation of maritime infrastructure in the emirate, and their foremost role is to develop and manage world-class ports and associated industrial areas in the region.

ADPC’S OTHER RESPONSIBILITIES:

Sustainable development of ports facilities

Port infrastructure upgrade to meet the current and future re-quirements of maritime transport

Develop long term relationships with leading local and interna-tional customers

Contribute towards diversifying Abu Dhabi’s economy in line with Vision 2030 by becoming the preferred provider of world-class ports and industrial zones in the Gulf region

The Maritime Sector of the De-partment of Transport (DoT) is another major player in the ports industry with its role as the main regulatory body for all modes of transport in the Emirate. The DoT has developed and implemented maritime regulations that ensure high levels of safety and security at all sea ports, waterways, and public water transportation, in ad-dition to controlling all maritime trade in the Emirate.

OTHER STATED ROLES AND RESPONSIBILITIES OF THE DEPARTMENT OF TRANSPORT INCLUDE:

Achieving the highest standards of safety, security, environ-mental sustainability and the economic development of this sector

Ensuring maritime transport in Abu Dhabi is consistent with lo-cal and international standards

Implementing and proposing maritime legislation in coopera-tion with competent entities

Protecting the marine envi-ronment by minimizing ves-sel-sourced waste

Planning and approving all maritime-related infrastructure projects

Supervising compliance and mon-itoring of related entities with Abu Dhabi’s Environment, Health and Safety Management System (EHSMS) policy, guidelines, and port pricing

CONTRIBUTION OF PORT INDUSTRY TO ABU DHABI’S ECONOMY

Today, an estimated 60% of Abu Dhabi’s economy is dependent on the export of oil and gas. ADPC’s objective is to turn this around with major contributions coming from non-oil and gas industries.

From the onset, Abu Dhabi ports have been a corner stone in mak-ing the Economic Vision 2030 a reality by shifting the focus from finite oil and gas resources to sus-tainable industries.

Abu Dhabi ports offer market access to an estimated 4.5 billion people in four time zones. In ad-dition, its strategic location offers excellent connections with outly-ing regions via a dedicated highway access and three international air-port hubs.

The Musaffah, Khalifa and Zayed ports’ state-of- the- art facilities allow an intermodal transport net-work through road, rail, and sea that is fully integrated with free trade industrial zones located in Abu Dhabi.

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IN FOCUS

MAJOR CHANGES AND DEVELOPMENT IN THE PORT INDUSTRYSince its launch in 2006, ADPC

has played a major role in the de-velopment and up-gradating of a ports infrastructure in Abu Dhabi. Two major achievements of the port authority include the devel-opment of Khalifa Port, and the launch one of the largest indus-trial zone in the world, the Khal-ifa Industrial Zone Abu Dhabi (KIZAD).

THE KHALIFA INDUSTRIAL ZONE (KIZAD)

KIZAD, an industrial zone ideally located adjacent to Khalifa Port, is Abu Dhabi’s most singularly im-portant economic project. The in-dustrial zone is a cluster of indus-tries related to metal products, aluminum, base metals, logistics, pharmaceuticals and health care equipment, paper, food items, and many more.

Over 50 national, international, and regional investors have signed lease agreements to construct their facilities in the zone. Bauer Inter-national of Germany and Brazil Foods, the largest food processing company in South America, are just two of the renowned international brands with established operations.

KIZAD is by far a much larger facility than Jebel Ali Free Zone (JAFZA), located approximately 80km away in Dubai. In compari-son, JAFZA covers an area of 48 sq. km, whilst Kizad covers an area of 420 square kilometers—two-thirds the size of Singapore and a quarter the size of Greater London. The in-dustrial zone is expected to create 100,000 to 120,000 jobs by 2030, and at least 15% of the country’s non-oil revenue within the next two decades.

KHALIFA PORT, ABU DHABI

Khalifa Port is the second major development in the ports sector. As ADPC’s flagship port, it has been

functional since 2012 and handles all of Abu Dhabi’s bulk contain-er traffic. The fact that the port is semi-automated allows for more container capacity: up to 2.5 mil-lion TEUs and 12 million metric tons cargo annually. Last year alone, the port handled a record one million containers in Abu Dhabi.

ADPC’s long-term goal is to in-crease capacity to 15 million TEUs of containers and 35 million tons of bulk cargo by 2030, which will generate an estimated 15 percent of the non-oil GDP for the country.

ADPC’S ROLE IN ENSURING SAFETY AND SUSTAINABILITY OF MARITIME AREAS

ADPC‘s key mission is to achieve sustainable development whilst sup-porting community needs and pre-serving local values. This is achieved both via their own strategic goals and priorities, as well as through relevant legislation and regulations dictated by the Ministry of Environ-

38


ment. It also collaborates with the Ministry of Presidential Affairs as marine traffic and other operations are within close proximity.

A comprehensive coral reef pro-tection program run by ADPC at the Khalifa Port and KIZAD con-tinues to protect the surrounding marine ecosystem. This includes an award-winning environmental breakwater initiative, initiated with AED 880 million (USD 240 million), specifically designed to protect cor-al reefs and sea grass meadows in the Ras Ghanada Reef area. Due to this program, begun in 2008, recent data shows that this delicate envi-ronmental zone continues to thrive.

FUTURE PLANS TO BOOST ECONOMIC CONTRIBUTION OF THE PORT SECTOR

In line with Abu Dhabi Economic Vision 2030, ADPC plans to further upgrade port facilities in the region to increase the contribution of ports to the economy of Abu Dha-

bi. One of the key components of this is to maximize the supply chain efficiency and consolidate cargo. This is effectively being improved within the next two years.

Safety and reliability are other significant factors which will at-tract potential customers to utilize Khalifa Port, which operated 2 mil-lion man-hours with no lost time incidents as of August 2014.

Since September 2014, ADPC have experienced an increase in volume for handling and transfer-ring cargo which is a result of the Emirate’s expansion of key infra-structure projects.

Currently, Abu Dhabi earns over 55% of its income and GDP through hydrocarbons, however, under their economic vision, the target is to reduce this to 35% by 2030. Upcoming projects with Emirates Steel, Abu Dhabi Airport, Emirates Nuclear Energy Corporation, and others will advance the goal of eco-nomic diversity.

The cargo for these and oth-er projects is distributed across the nine non-oil ports owned by ADPC. The major port is Khalifa. This, along with the Khalifa In-dustrial Zone, is expected to con-tribute approximately 15 percent of Abu Dhabi’s non-oil GDP. This will have a significant impact in terms of diversifying the econo-my, and will also help support job growth outside of the hydrocar-bon industries.

ADPC’s strategic goals and key priorities are to increase the vol-ume of cargo moved through the ports and increase the percentage of GDP achieved through ports and related services. By following the above initiatives, they are tak-ing steps to achieve these goals.

The port’s industry is becoming the backbone of non-oil GDP for Abu Dhabi with its world-class fa-cilities and increasing cargo han-dling capabilities, and will serve an even more important role in the coming years.

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Whether you choose to stroll amongst the cafés of the Corniche, or savour the

hustle and bustle of the Central Market, a serene oasis awaits your return.

You will be captivated by Arabic splendour and tones and textures as warm as the

welcome you will receive.

40


Leadership Lessons from the Father of the Nation, H.H THE late Sheikh Zayed Bin Sultan Al Nahyan

THERE IS NO BETTER TIME than the present for aspiring leaders and local entrepre-neurs in Abu Dhabi to invest

in themselves and explore the spirit of entrepreneurship! Following the example and vision of the late Sheikh Zayed bin Sultan Al Nahyan to em-

power his people to greatness, his son, The President of the UAE, H.H Sheikh Khalifa bin Zayed Al Nahyan, and the Rulers of the Emirates have ensured that strong government support and funding is available to Emiratis to tap into and ignite their start up projects!

If you have been lacking inspira-tion or need a motivational kick-start to set up your own business, then this article is for you. Draw-ing on the wisdom and success of the visionary leader and inspi-rational founding Father of the Nation, we look to the life of the

Whether you choose to stroll amongst the cafés of the Corniche, or savour the

hustle and bustle of the Central Market, a serene oasis awaits your return.

You will be captivated by Arabic splendour and tones and textures as warm as the

welcome you will receive.

41


where survival was paramount. Back then, everyone’s daily lifestyle was simple, even for members of the ruling family.

In the late 1920s and 1930s, Sheikh Zayed acquired a thirst for knowledge that led him on a desert journey with his fellow Bedouin tribesmen in a quest to learn more about the life and travels of the nomadic Bedouins. Throughout his lifetime he was known to refer with nostalgia to his desert travels, and would fondly recall the important life lessons he learnt from the Bed-ouin desert life.

In 1946, as the Ruler’s Represen-tative in the Eastern Region of Abu Dhabi, centered in the oasis of Al Ain, he was responsible for admin-istrating six villages and a border-ing desert region. As a man who led by example, Sheikh Zayed was able to establish his vision of what he hoped to achieve for the people of Al Ain.

He succeeded in bringing prog-ress to Al Ain by establishing basic administration, personally funding the first modern school in the emir-

ate and actively pursued relatives and friends to contribute towards small scale local developments.

In August 1966, Sheikh Zayed was appointed as the Ruler of Abu Dha-bi and utilizing the valuable experi-ence he acquired in public adminis-tration in Al Ain, he soon developed a vision of sustainable excellence for the citizens of the UAE.

With Abu Dhabi’s first oil export in 1962, Sheikh Zayed wisely utilized oil revenues to fund greatly needed public and social services, includ-ing extensive development and construction programs for schools, housing, hospitals and roads.

In 1968, it was clear that a British withdrawal from the Arabian Gulf was eminent. Seizing this oppor-tunity, Sheikh Zayed and the late Ruler of Dubai, Sheikh Rashid bin Saeed Al Maktoum called for a fed-eration that would include the sev-en emirates that now make up the United Arab Emirates.

In 1971 the United Arab Emirates was formed and Sheikh Zayed was elected by his fellow rulers as the first President of the UAE.

LocalEnterprise

late and revered, Sheikh Zayed for insights on entrepreneurship and leadership.

Sheikh Zayed was a man of pro-found religious faith and generosi-ty; a determined hard worker, and a visionary leader who led his peo-ple and country into a new era of development and prosperity.

To truly comprehend the UAE one has to understand the life of Sheikh Zayed; this great ruler was born in Al Ain in December 1918, the youngest of four sons to the Rul-er of Abu Dhabi, Sheikh Sultan bin Zayed bin Khalifa Al Nahyan, who ruled from 1922 to 1926.

The Trucial state of Abu Dhabi, as it was known then, was an un-derdeveloped desert area with an economy largely based on pearl diving, fishing and date farming and simple agriculture. Education was limited to basic reading and writing lessons, and teachings in Islam by a local Imam.

Camels - the ships of the des-ert, small boats and horses were primary modes of transportation in the harsh weather conditions

THOSE IN THE POSITION OF LEADERSHIP SHOULD DEAL WITH THEIR SUBJECTS WITH COMPASSION AND UNDERSTANDING, BECAUSE THIS IS THE DUTY ENJOINED UPON THEM BY ALLAH, WHO ENJOINS UPON US TO TREAT ALL LIVING CREATURES WITH DIGNITY”

42


spect, enabling him to forge great relationships based on harmony and mutual respect. In governing the nation, he drew from Arabian Bedouin traditions of consensus and consultation. At an informal level, that principle has long been practiced through the institution of the maj-lis (council) where a leading member of society holds an “open-house” discussion forum, at which any individual may put forward views for discussion and consideration.

Sheikh Zayed formalized the consultation process and established the National Consultative Council in 1970, bringing together the leaders of each of the main tribes. A similar body was created in 1971 for the entire UAE: the Federal National Council, the state’s parliament.

PRAGMATIC PROBLEM SOLVINGSheikh Zayed instilled a deep sense of pride in his peo-ple and invigorated the young nation by setting chal-

lenging goals. Besides his humanistic qualities, he was ad-mired for his pragmatism, easy down to earth attitude and problem-solving abilities.

World leaders with whom he interacted with were captured by his infectious optimism and extraordinary capacity for patience. As an engaging leader who held strong beliefs in practicing peaceful negotiations in resolving disputes, he also possessed an inherent quality to draw his own conclu-sions, and offer fair and just solutions to local and regional issues.

HUMILITY AND COMPASSIONSheikh Zayed, known for his humble, generous and understanding nature was respected for the wise ad-

vice and support he bestowed on his tribesmen whenev-er they sought his council. As a generous leader, he cleverly managed oil revenues to the prosperity of his people and the development of his country.

In the Balkans, Iraq, Afghanistan and other countries, the ad-opted policy in the UAE clearly reflects the desire of Sheikh Zayed to apply the good fortune of his country to those less fortunate. Through local charitable organizations such as The Zayed Charitable and Humanitarian Foundation, Abu Dha-bi Fund for Development, which he established before the foundation of the UAE, and the Red Crescent Society, a char-itable non-profit institution, the country now plays a global major role in providing relief and development assistance.

6 Leadership LessonsVISIONSheikh Zayed’s unfailing vision for the UAE was accom-plished by continuously setting the highest expectations

for his country in politics, economy, education, and social goals. With this vision in clear sight, Sheikh Zayed provided his people with all the support and resources necessary to manifest this vision.

DEDICATION TO YOUR PEOPLESheikh Zayed said the following about being a leader, “Those in the position of leadership

should deal with their subjects with compassion and understanding, because this is the duty enjoined upon them by Allah, who enjoins upon us to treat all living creatures with dignity”. Sheikh Zayed’s re-spect and love was easily earned by selfless devo-tion and commitment to the betterment of the people and his dedicated service to his nation. As a leader and statesman, he maximized the oil rich resources of the country to the benefit of the people and coun-try, who benefited from education, employment and equality.

COMMUNICATIONSheikh Zayed was a formidable and charismatic leader with a simple and direct approach to com-

munication. He had the ability to confidently express himself using clear and straightforward communica-tion, enabling his vision to be shared and adopted. His speeches were a blend of sincerity and humbleness and a constant source of inspiration and motivation to his people. He was a natural listener, and was known to maintain an open door policy with his fellow Rulers and the general public.

A true pioneer in the art of the recently coined term “Management by Walkabout”, Sheikh Zayed was re-nowned for appearing unannounced to check on the general welfare of his citizens and inspect progress on projects.

DIPLOMACY AND STAKEHOLDER MANAGEMENT

Sheikh Zayed managed local and international stakeholder expectations with immense dignity and re-

LocalEnterprise

43


Idea Watch

e-Services

THE POTENTIALLY transfor-mative effect of e-com-merce upon government institutions and agencies

has been a widely recognized concept. With the increase in the number of public sector online initiatives, e-government is be-coming an integral component of e-commerce.

Traditionally, governments encour-aged e-commerce development primarily through rules and regula-tions that were aimed at regulating online business activities and initia-tives by private sector organizations and agencies.

To achieve sustainable develop-ment, creating the infrastructure capacity for technology is of pivotal importance as the infrastructure capacity of a nation has a signifi-

cant impact on its production and consumption capabilities.

In order to improve communi-cation between consumers and governments and to facilitate tech-nological learning, building an infra-structure capacity is is a top priority. It provides a foundation for learning and innovation while enhancing the capability of a country to diffuse technology and absorb knowledge.

Federal Government Digital Government Strategy

Digital government can be under-stood as the optimal use of elec-tronic channels of engagement and communication aimed at improving citizen satisfaction with services delivered by the government, in-creased economic competitiveness, fostering new levels of trust and en-

gagement, and increased productiv-ity of public services.

A digital government covers the full range of digitalization – from the core digitalization of public ser-vices to the digital infrastructure, governance and processes includ-ing front and back office transfor-mation that is needed to deliver the new service paradigm.

Whilst exploring the continuing ef-fects of economic volatility, govern-ments across the globe are striving to honor their promises to deliver economic growth, social progress, secure and safe nations, and to in-crease their own productivity.

High performance governments in our era are going digital. To ensure high levels of citizen engagement and satisfaction, governments are

45


Idea Watch

beginning to provide citizen-centric public service at the time and place the technology is needed.

The question that arises is: If citi-zens across the globe are looking to interact with a digital government, how prepared are governments to meet the rising public demand? Secondly, how aware are govern-ments about the services and in-teractions that their citizens expect from them?

Even though local initiatives in the United Arab Emirates started earlier, the federal e-Government program was introduced in 2001. One of the early e-Services that was offered at the Federal level was the electronic card called the eDirham in the year 2001 that was issued to collect gov-ernment service fees.

Today, the UAE has one of the most advanced communication and tech-nology infrastructures. As a part of its national development strategy, the UAE government decided to own the identification process and pro-vide unique and secure identities to its citizens. An identity management system of this level is intended to of-fer improved security, obtain higher levels of trust and confidence, and enhance citizen participation.

The United Arab Emirates is con-sidered one of the highest investing countries that adopt and imple-ment progressive ICT in its govern-ment and private sector. According to the UN e-Government 2012 sur-vey, the UAE has made a remarkable achievement worldwide in the field of e-Government – one that focuses on the role of e-Government in sus-tainable development.

The Importance of Modern Governments to provide e-Services to its citizens

Communication in today’s inter-connected world is as important to us as our reliance in food, shelter,

and air. The methods that are used to share information and ideas are changing rapidly and with the ad-vancement in this technology, the creation and interconnection of networks is having a profound ef-fect on the way we communicate and interact with each other.

As the world becomes increasingly interconnected and as internet and communication services become immediate and accessible from any-where, businesses and individuals can communicate with each other from anywhere around the globe almost instantly.

This hyper-connectivity is acutely redefining relationships between consumers, individuals, enter-prises, and governments whilst introducing new opportunities, challenges, and risks in terms of access to information and flow of confidential data. Our societies and economies, as a result of these developments, will continue to un-dergo transformations.

Leveraging these transforma-tions in order to maximize the positive impacts and increase re-silience against the risks that inte-grated communication technology can bring to the society, environ-ment, and the economy are criti-cal for improving economic com-petence and well being.

Because of the turbulence ex-perienced by the global economy during the past few years, govern-ments and enterprises are doing everything possible to regain mo-mentum and promote sustainable growth. As we step into the New Year, we continue to face challeng-es. The impact of communication and ecommerce technologies on each industry has become far more reaching; its transformational ef-fects expand to multiple sectors of the economy and society through the emergence of new industries in the age of connectivity.

Progress in Digital e-Government Services

The world economy is growing steadfast to be an economy that would be entirely based on tech-nology and knowledge where the modern management systems will enforce the government and business organizations to devel-op methods for the creation of a knowledge-based economy that has become the fundamental criterion for success and excellence. (Ali Al Kamali, Managing Director, Middle East Excellence Awards Institute)

Government agencies benefit from the streamlined operational opportunities of embracing e-Gov-ernment, but the citizens also ben-efit from, if nothing else, the simple knowledge that the information they require from their government is readily available. Governments that are making great strides in e-Gov-ernment development provide citi-zens with an open forum to express opinions and interact directly with decision makers in real time.

The UN Department of Social Affairs, a department within The United Nations Department of Eco-nomic and Social Affairs (UNDESA), surveys its 193 member states and compiles analyses and best prac-tices from those surveys. Progress since the bi-annual survey began in 2010 has been rapid with notable and valuable benefits to citizens. The report, titled “E-Government for the Future We Want” is avail-able on the United Nations Public Administration Network.

The highest ranking countries in the survey have achieved outstand-ing results in all areas of the study and have shown marked increase in the use of e-Government facilities over the last few years. Citizens use the portals to educate themselves on the structure of their govern-ments, acquire information about officials at all levels of their govern-ment, and can easily obtain docu-

46


Idea Watch

mentation such as birth certificates and apply for permits and request other services. These portals also allow people to interact with their governments in real time. Vendors who work with governments have easier access to the order process and information concerning dai-ly business with government de-partments. The availability of a wide range of information at these top-ranked e-Government portals allows for more transparency of government operations and visibil-ity into public expenditures. These benefits of e-Government portals help to create faith and confidence in government among the citizens and even more, help government officials to be more responsive to citizen desires.

Here, in our own part of the world, The Middle East Excellence Awards Institute recognizes gov-ernment and private institutions that, through their pursuit of inno-vation and excellence, combined

with strong leadership, have con-tributed significantly to the growth and development of the regional and global economy. Awards for e-Government and e-Services are presented for superior achieve-ment in areas such as overall ini-tiative, municipal government, courts, schools, parliament system management, and government ap-plication development. The Middle East Excellence Awards Institute feels that the importance of recog-nition not only brings media atten-tion to the success of the region’s economic development, but also builds credibility for the enterprise and helps to build its reputation. The recognition of excellence also serves to motivate employees to even greater commitment to inno-vation and creativity as they seek to improve at every opportunity.

The Bottom Line

This new age of connectivity will introduce a whole new chapter in

government service and respon-siveness that will be intimately linked with continued economic growth worldwide. More impor-tantly, e-commerce and ICT will significantly reduce limitations due to geographic separation and the lack of timely knowledge. Ac-cess to information, and specifi-cally government information will allow people around the globe to communicate with each other and share information and ideas easily and efficiently.

The convergence of e-commerce technology will be a critical part of these technological innovations. Businesses and governments have come to realize that an intercon-nected and integrated commu-nication technology is critical for their growth and sustenance in the global economy. Superior e-commerce services will make our lives better and more conve-nient whilst delivering superior user experience.

1 eInitiative Excellence Award - Saudi Post

2 eInitiative Excellence Award - Minis-try Of Justice, UAE

3 eInitiative Excellence Award - The Cen-tral Agency For Information Technology Kuwait

4 eBanking Excellence Award - Dubai Islamic Bank

5 eAuctions Excellence Award - Emirates Auction

6 eMunicipality Excellence Award - Abu Dhabi Munic-ipality

7 eMinistry Excellence Award - Ministry Of Municipal And Rural Affairs – Saudi Arabia

8 eCourt excellence Award – Ministry of Justice –Saudi Arabia

9 Smart government Applications Excellence Award - Ministry Of Hajj

10 Smart government Social Media Excellence Award - Ministry of Interior- National Information Center, KSA

11 Geographical Information Systems (GIS) Excellence Award - Dubai Municipal-

ity

12 eEducation Excellence Award eInitiative - Abu Dhabi Education Council (Adec)

13 eContents Excellence Award - Ministry of Foreign Affairs UAE

14 eServices Excellence Award - Zakat And Income Tax (Dzit)

15 Parliament System Management Excellence Award - Saudi Parliament

16 Mobile Applications Excellence Award - - DEWA

17 Mobile Applications Excellence Award - Dubai Police

18 eSchool Excellence Award – Umm Suqeim Model School

47

Visit: www.adu.ac.ae

Led by our vision for a better future for every generation, Abu Dhabi University was founded in Abu Dhabi and Al Ain to promote academic excellence through degree programs in various specialties. Our 23 bachelor’s degree, 8 master’s degree and doctorate degree programs are all accredited by the Ministry of Higher Education and Scientific Research. We at Abu Dhabi University proudly continue to pave the way forward to a new era, providing you with the finest learning environment and resources to empower your future.

Bachelor of Science in Civil EngineeringBachelor of Science in Computer EngineeringBachelor of Science in Electrical Engineering

Apply today for tomorrow’s success.Toll Free: 800 ADYOU (23968) | Email: [email protected]

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A DIVERSE CHOICE OFBACHELOR’S, MASTER’S ANDDOCTORATE DEGREE PROGRAMS

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About ADUAbu Dhabi University (ADU) was chartered as a private institution of higher learning in the year 2000 under the patronage of H.H. Sheikh Hamdan Bin Zayed Al Nahyan, the Ruler's Representative in the Western Region and President of Abu Dhabi

Khalifa City, Abu Dhabi and the other in Al Ain City. ADU has four Colleges: the College of Arts and Sciences (CAS); the College of Business Administration (COBA); the College of Engineering (COE); and the University College (UC); all of which is open to students from all nationalities and uses the American model of higher education.

Vision Abu Dhabi University is an internationally recognized for quality education and applied research that drives regional economic and social development in the region and beyond.

MissionThe mission of ADU is to produce highly qualified career-oriented graduates in alignment with regional and global needs through excellence in teaching, student learning, faculty scholarship and engagement in community development.

Undergraduate & Postgraduate Programs

Scientific Research and tailored to meet the dynamic demands of the regional industry.

College of Arts and Sciences• Bachelor of Arts in Arts, Culture and Heritage Management • Bachelor of Arts in English• Bachelor of Arts in Mass Communication• Bachelor of Science in Environmental Health & Safety• Bachelor of Science in Environmental Science• Bachelor of Science in Public Health• Bachelor of Law (In Arabic)• Bachelor of Arts in Mass Communication (In Arabic – O�ered in Fall 2015)• Professional Post-Graduate Diploma in Teaching (Al Ain)• Master of Law (In Arabic – O�ered in Fall 2015)

College of Business Administration• Bachelor of Business Administration in Accounting• Bachelor of Business Administration in Finance• Bachelor of Business Administration in Human Resources Management • Bachelor of Business Administration in Management• Bachelor of Business Administration in Marketing• Bachelor of Business Administration• Master of Business Administration Concentrations in: (Logistics & Supply Chain Management ; Project Management; Human Resource Management; Finance)• Master of Human Resources Management• Doctor of Business Administration

College of Engineering• Bachelor of Architecture• Bachelor of Science in Aviation• Bachelor of Science in Chemical Engineering• Bachelor of Science in Civil Engineering• Bachelor of Science in Computer Engineering• Bachelor of Science in Electrical Engineering• Bachelor of Science in Information Technology • Bachelor of Science in Interior Design • Bachelor of Science in Mechanical Engineering • Master of Engineering Management• Master of Project Management • Master of Science in Civil Engineering Concentrations in: (Structural Engineering; Construction Engineering Management)• Master of Science in Information Technology


Build Your Social Profile

WITH THE ABU DHABI vision 2030 in place, adopting the use of social media in the Abu Dhabi public in the future looks extreme-ly promising. The e-Government in the

country has already established online platforms for e-participation of residents which includes social me-dia sites such as Flickr, Twitter, YouTube, LinkedIn, and Facebook. This allows governmental and semi-govern-mental entities to utilize these mediums to engage the public in their activities and gauge public opinion on the services and policies provided.

This is easily accomplished by providing information on services and activities, posting important inter-views online, gaining feedback through online opinion polls, and ensuring that all legitimate queries are an-swered immediately.

Typically, the marketing strategies employing social media by the public sector differ from those used by the private sector. These strategies can be broadly de-fined as follows:

Emergency and Crisis Planning: Social media is now regarded as one of the best channels for the quick dis-semination of information in emergencies that require citizen action or mobilization.

Gauging Public Opinion: Social media channels can

Abu Dhabi Public Sector and Social Media

be used to conduct public-opinion surveys and polls on a range of topics that include satisfaction with pub-lic services, views on public policies, and comments on general issues.

Commercial “Marketization”: In agreement with the findings of the Government Summit survey, the most popular marketing strategy employed by the public sector is using social media to promote products and services. This medium facilitates the generation of awareness to a larger public base and is economically more viable than any other communication mode.

Promotion of Public Policies and Political Objectives: These days it is not uncommon for government entities to tweet about new public policies and agendas. Similar-ly, social media has become a platform for political de-bates to meet campaign objectives and to garner support for the introduction of new policies and objectives.

Soliciting stakeholder Input: The recent emphasis on transparent managerial practices worldwide has accel-erated due to stakeholders’ use of social media. More companies are welcoming stakeholders’ opinions, views, and suggestions to ensure greater satisfaction and en-hance performance. Social media is also being used by governments to formulate improved public policies and programmes through citizens’ and residents’ input.

50


Marketing of Public Services: The face of public ser-vices has been particularly transformed through the increased use of social media. From police services to customer inquiries, the social-media revolution has broadened the scope of these services.

❱ e-Participation E-participation, sometimes referred to as crowd-

sourcing, is the process of obtaining needed ser-vices, ideas, or content by soliciting contributions from a large group of people, and especially from an online community, rather than from traditional employees or suppliers. E-participation can be a useful tool for government entities to solicit feed-back and ideas from citizens and residents about new or existing public policies, services, and local issues. E-participation allows government entities to seek the participation and advice of its citizens to make changes that have a positive and meaningful impact on society. With crowdsourcing, residents in effect become the government’s think tank or advi-sory group for little or no cost. There are a number of tools and online platforms that can be used for e-participation campaigns including blogs, online social networking platforms, and wikis.

Through the use of these tools, governments can host numerous participative activities online and mon-itor the response and participation rates of the public. This can effectively allow government entities to easily gauge the success of public relations and marketing campaigns.

❱ Policies and GuidelinesThere are a number of policies and guidelines set

out by governments to ensure that social media and various websites are being utilized to full capacity. In the U.A.E, the Emirates e-Government is responsi-ble for developing, implementing, and maintaining the e-Government programme at the federal level in the UAE, which includes policies for social media and e-participation use. They also recommend the design, content style, layout, and various accessibility features so as to make the entire aspect more attractive. The Emirates’ e-Government won the ‘Social Media Initia-tive of the year” award in 2011, commending the en-tire operation.

❱ Online Portals and Social MediaAbu Dhabi has many government portals which are

used to offer information and advice on obtaining nu-merous government services such as a driver’s license and applying for visas, as well as services related to businesses, residents, and visitors. The primary gov-ernment portal is the Abu Dhabi E-Government Gate-

51


way (www.abudhabi.ae), which serves as a focal point for government information and services. Residents can register an account with “MyAbuDhabi” whereby they can access services from different entities in a se-cure environment. In addition to improving their tra-ditional online presence, the Abu Dhabi government has also started using social media networks such as Twitter, LinkedIn and Facebook to enable quick and easy access to government entities. Through these social media accounts, government entities keep their followers updated on various initiatives and services, respond to queries, and hold engaging sessions that stimulate discussions relevant to government policies and services.

❱ The Recent Boom in the Abu Dhabi Public SectorGlobal public sector organizations and companies

have been using social media extensively over the past six to seven years and realise the importance of achieving success through this platform by reaching out to the public as most are already actively engaged on these sites. Regionally, the use of social media in the public sector is a concept that is being slowly em-braced in the Arab world and is now being considered one of the most important and powerful tools for im-plementing government initiatives as well as increas-ing transparency and accountability.

The United Arab Emirates has a very active social media base. It has the highest social media pene-tration rate in the Arab world as well as the highest smart phone penetration rate in the world. Accord-ing to the GlobalWebIndex monitoring group, UAE residents spend an average of 3.3 hours per day on social media. Looking at these statistics, it is clear that the future of government communication in the UAE will rely heavily on social media.

Since the launch of the Emirates e-Government ini-tiative a few years ago, many Abu Dhabi government entities have followed suite in developing and expand-ing their e-services and online presence. The commit-ment to the development of a customer centric and effective e-government is evident at the GCC and Arab e-Government Awards. The UAE government entities have brought home the highest number of e-Govern-ment awards from the GCC Awards and the UAE is one of the highest ranked countries in the Arab World for e-Government. Today, the UAE Government as well as many local Abu Dhabi government departments have official pages on social media networks including Facebook, Twitter, LinkedIn, YouTube and other social media channels where citizens and residents can stay updated and participate in conversations on govern-ment services and programs. In addition to its social media presence, the UAE Government has also im-

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http://www.abudhabi.ae


Build Your Social Profile

proved transparency and openness in sharing data and statistics with all citizens and residents through many websites and services including www.government.ae, www.abudhabi.ae, www.scad.ae, www.uaeinteract.com, and many others.

❱ A New BeginningThe use of social media has been extensive amongst

individuals and business for several years. Businesses the world over have realized that to connect with their public they have to embrace social media platforms because, for all practical purposes, that’s where their public exists. Even if a business were to choose to em-ploy new and inventive ways to use the old commu-nication systems, they would be left behind by their competitors who are all embracing social media. Gov-ernments that communicate with the public, to find out what they are thinking, to “get inside their minds,” are catching on quickly and revolutionizing in many cases how social media can be a great tool in govern-ment-to-citizen responsiveness.

This social media frenzy has only recently come about in the UAE public sector entities, particularly those in Abu Dhabi, where the sudden increase in us-age has occurred over the past two years. Two public

sector entities, The Abu Dhabi Education Council and The Abu Dhabi Tawteen Council, noted a significant in-crease in the number of fans on their Facebook pages. Over the past two years, traffic on The Abu Dhabi Edu-cation Council Facebook page has more than doubled. The Abu Dhabi Tawteen Council noted a 160% increase on theirs. These increases weren’t just good fortune or happenstance, but reflected the creativity and hard work these entities put into making their Facebook pages more visible, and providing more useable infor-mation to their audiences.

Ten years hence we’ll look back on relatively prim-itive attempts at the use of social media to improve service, responsiveness, accountability, and transpar-ency of business and government entities, much as we look back on the “quaint” early days of the World Wide Web. While Abu Dhabi, with the rest of the world, is still immature in the utilization of social media, and vi-sionaries outside of and within governements can see that there is still a long way to go, we can look at the progress of The Abu Dhabi Education Council and the Abu Dhabi Tawteen Council as two examples that have taken great strides, and will continue a pace that will make the public sector even more useful, and more responsive to that most important part of its name: The Public.

53

http://www.government.ae

http://www.abudhabi.ae

http://www.scad.ae

http://www.uaeinteract.com

http://www.uaeinteract.com


Desert safaris and dune bashing is by far the most favoured attraction for first time tourists, and also a very popular activity for Emiratis, especially at this time of the year when the weather is cooler. Wheth-er by 4-wheel drive, desert bike, or dune buggy, the desert is the top destination for high-spirited fun and adventure.

If you want the thrill of driving through the desert yourself and don’t own a 4-wheel

vehicle, there are numerous options available through car rental compa-nies. Or, if you prefer to let someone else take the wheel, you could take advantage of one of the many travel and tour companies that provide ac-tivities for small to large groups.

If you’re not comfortable bashing around the dunes, you can still enjoy relaxing at the base camp, away from the noise, where you’ll find comfortable amenities, food and beverages, music, and entertainment to make this a memorable experience.

For those less daring, desert barbecues are paramount! Feel the magic and stillness of the wilderness, recharge your batteries, es-cape from the hustle and bustle of the city, and absorb this unforgettable experience! Take advantage of the weather this season; wrap up warmly and share a barbecue in peaceful relaxing surroundings with family and friends.

The UAE is known for its love of camels and horses with an abundance of riding activities in Abu Dhabi offering wide and varied recreational options to choose from. There are many world class stables available throughout the Emirates if you enjoy riding or taking lessons and you will be spoilt for choice if you prefer horse or camel racing events, watching polo tournaments, or at-tending equestrian shows. Far from the big cities, these animals are still an integral part of everyday life in the UAE.

Among the many locations available are Saadiyat Island Beach and the exclusive Yas Island beach; both offer many options with well-trained horses for all levels of riding ex-perience. If you are up for a road trip, visit Qasr Al Sarab for an enjoyable sunset camel ride tour in the Liwa desert.

Desert Safaris and Dune Bashing

Horse and Camel riding

off topic

A few of Abu Dhabi’s

Favorite Activities

ABU DHABI DESERT SAFARI ABUDHABI-DESERT-SAFARI.COM

ARABIAN ADVENTURESARABIAN-ADVENTURES.COM

ABU DHABI EQUESTRIAN CLUBWWW.ADEC-WEB.COM

AL AIN EQUESTRIAN, SHOOTING & GOLF CLUBWWW.AESGC.COM

AL FORSAN INTERNATIONAL SPORTS RESORTWWW.QASRALSARAB.ANANTARA.COM

SUNSET CAMEL RIDE AT QASR AL SARABWWW.ALFORSAN.COM

EMIRATES TOURSEATOURS.AE

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Abu Dhabi is emerging as a leading hub for watersports activities and events. There are dozens of options to choose from including kitesurfing, flyboarding, JetLev Flyer, jet ski-ing, wakeboarding, surfing, snorkeling, and scuba diving. For close proximity, water sport enthusiasts can join the action by the Cor-

Abu Dhabi has some state of the art shooting facilities with excellent safety re-cords. The facilities are equally suited for first-timers and seasoned shooters, with instructors available for hands-on training

Explore the Abu Dhabi you never knew. Take lessons and set off on a kayak-ing trip through the less explored mangroves. Many local companies offer eco-tours with guides for an in-depth understanding of the local flora and fauna. Kayaking is a fun low risk option for exploring and discovering the picturesque mangroves.

Water Sports

Kayaking in the

Mangroves

off topic

FLYBOARDINGWWW.FLYBOARDS-UAE.COM

CARACAL SHOOTING CLUBWWW.CARACALSC.AE

THE AESGC SHOOTING CLUBWWW.AESGC.COM/SHOOTING

WWW.SEA-HAWK.AE

WWW.NOUKHADA.AE

JETLEV FLYERWWW.GULFWATERSPORTS.AE

JET SKIINGWWW.GHANTOOTMARINA.COM

WAKEBOARDINGWWW.WATERCOOLEDDUBAI.COM

SURFINGWWW.WADIADVENTURE.AE

SNORKELING AND SCUBA DIVINGWWW.DIVEMAHARA.COM

niche Beach, Kite Beach on Yas Island, or the surrounding beaches by the mangroves. You can also head out of town to visit the pristine and more secluded beach-es in Ghantoot or the Western Region which hosts the annual “Al Gharbia Watersports Festival,” one of the great pre-summer high-

lights on the entertainment calendar.

There is no other city in the world that of-fers all these watersports options at one place. And don’t be afraid to try something new! As with other activities in Abu Dhabi, professional quick-start lessons are avail-able on the spot for first timers.

Shooting Cluband safety instructions.

Reservations are not required, but you will be asked to produce an ID or passport if you are not a resident. Membership is also available offering various club facilities.

55


off topic

PaintballDriving at Yas Marina Circuit

AL FORSAN RESORTALFORSAN.COM/ENG/PAINTBALL.HTML

ABU DHABI GOLF CLUBWWW.ADGOLFCLUB.COMYAS LINKS ABU DHABI WWW.YASLINKS.COM SAADIYAT BEACH GOLF CLUBWWW.SBGOLFCLUB.AE

AL AIN PAINTBALLFACEBOOK.COM/ALAINPAINTBALL

ARMED FORCES OFFICERS CLUBWWW.AFOC.MIL.AE/OUTDOOR.HTM

YAS MARINA CIRCUITWWW.YASMARINACIRCUIT.COM

Paintball is not for the faint hearted. It can be an exhil-arating experience with high-paced movements. The facilities are buzzing with activity even on weekdays. While Al Forsan International Sports Resort has a state of the art range, it only allows entry for groups with up to 40 members. The other facilities allow individual entrants and smaller groups.

The Aston Martin driving experience at the Abu Dhabi Yas Marina Cir-cuit is quite an adrenaline rush! Visitors can pre-book one of the many driving events online. Track options also include services of professional racing trainers who are known to bring the best out of budding drivers. There are also options for those who like the thrill of speeding and using their own vehicle on the track.

If you are a golf fanatic, you don’t have to travel far to indulge in your favourite sport as there are three cham-

pionship golf courses just 20 minutes’ drive from the city. Take a lesson, or ask about special packages for non-mem-

bers and groups.

Abu Dhabi’s stunningly beautiful landscaped golf courses are im-pressively well maintained in spite of a lack of rainfall and the harsh summer weather conditions. This city is a golfer’s haven whether you’re a professional, leisurely player, or just learning the game.

Golfing56

7140 Fareeha Collection Press Ad 205mm x 275mm.pdf 1 12/4/14 6:34 PM

Issue 1: The Ports Edition

Documents

Transcript of Issue 1: The Ports Edition