Strategy Transformation
From a relatively small smelter operation utilizing three potlines which produced 136,000 metric tonnes of aluminium annually during its initial years, DUBAL has expanded its operations to encompass eight potlines that produce almost 900,000 metric tonnes of quality hot metal aluminium for clients in more than 44 different countries. Dubai Aluminium Company Limited owns and operates aluminum smelters that manufactures and supplies aluminum products. The company offers foundry alloys for automotive applications, including wheel rims, sub-frames, suspension parts, cross members, and engine cradles; and extrusion billets for construction, industrial, forging, and transportation purposes.
- The apparent ambiguity on the linkage between the Vision and DUBAL strategy on one hand & the current initiatives such as MBO, TOP, Continuous Improvement, etc on the other hand , has resulted in apparent lack of increase in production plus the vision & goals of the management wasn’t felt or communicated at middle mgmt. and production staff
- Translation of Strategy – it has not formally communicated its short-term and longer-term priorities across the organization to enable the key units and support functions to develop their supportive strategies in a comprehensive manner aligned with corporate-level priorities.
- Implementation of Strategic Transformation framework to Develop, and Execute strategy
- Introduced comprehensive Strategic programs to each subsidiary :
–Developed Strategic Directions for the subsidiaries
–Aligned them with Group Strategy
–Cascaded into all BU & SU
–Development of Personal Scorecards - Set-up of OSM (Office of Strategy Management)
- Introduced organization-wide communication program
- Developed Governance process for the Board of Directors to manage the performance of the Group
- Developed KPI’s to track performance
Yearly Alignment sessions to identify synergies and collaborate on initiatives.
Topline continue to grow. Consistently grew 15% yearly since the implementation
Internal Alignment :
- Horizontal Alignment was a major success between departments where shared meetings were introduced and joint initiatives were undertaken.
- “Line of Sight” or comprehension of strategy and individual contribution was developed.
Won various Quality awards – has also been instrumental in establishing the Dubai Quality Group’s Ideas Arabia sub-group, which focuses on optimizing the effectiveness of suggestion schemes and assists member companies to conceive, launch, and revamp suggestion programs. Has again won international accolades for its renowned Suggestion Scheme. Based on statistical information submitted, the company received the ‘2006 Performance Excellence Award’ and the ‘2006 Industry Group Saving per Eligible Employee Ratio (“SEER”) Award’
