This document discusses Al Fara'a's leadership styles and strategies that have led to its outperformance. It highlights that Al Fara'a uses a consultative and collaborative leadership style with decision-making done in consultation with team members. It also emphasizes leadership of organizational culture through its nine core values. The document then discusses Al Fara'a's strategic planning process which includes analysis, development and implementation of strategies using tools like the balanced scorecard and annual business plans. This focus on leadership and strategy has resulted in various awards for Al Fara'a as well as strong financial performance, high customer and employee satisfaction, and successful CSR initiatives.

1. 2013
OUTPERFORMANCE
THROUGH LEADERSHIP
AND STRATEGY
Delivering world-class turnkey solutions

2. LEADERSHIP STYLES
CONSULTATIVE | COLLABORATIVE | CONDUCIVE TO LEARNING

3. All key decisions taken in due
consultation with team members, and
authority matrix is used to guide CONSULTATIVE
decision making process
Senior Leadership team regularly
interacts with major stakeholders to
COLLABORATIVE keep them updated and share future
plans
Al Fara’a employees are encouraged
to take ownership of their tasks, and
CONDUCIVE TO
continuously learn and grow
LEARNING

4. LEADERSHIP OF
ORGANIZATIONAL CULTURE

5. VISION
To be the clients' first choice in turnkey solutions for specialised and integrated
construction requirements across the GCC and Asia
MISSION
We achieve our vision through adhering to the highest safety,quality and
environmentally centric practices while completing our projects on time and within
budget. We continuously invest in technological capabilities and innovation to ensure
market adaptability. We are dedicated to empowering our employees to warrant their
professional growth with rewarding careers. We are devoted to their safety, health, and
job security.

6. VISION
To be the clients' first choice in turnkey solutions for specialised and integrated
construction requirements across the GCC and Asia
MISSION
We achieve our vision through adhering to the highest safety,quality and
environmentally centric practices while completing our projects on time and within
budget. We continuously invest in technological capabilities and innovation to ensure
market adaptability. We are dedicated to empowering our employees to warrant their
professional growth with rewarding careers. We are devoted to their safety, health, and
job security.

7. THE 9 E’s
Ethics Emphasis on Quality
Excellence Ensuring Safety
Exceeding Expectations Environmental Leadership
Entrepreneurship Enduring Social Investment
Empowering Employees

8. LEADERSHIP IN ACTION THROUGH
STRATEGY
ANALYSIS | DEVELOPMENT | IMPLEMENTATION

9. INFORMATION COLLECTION METHODS
SWOT | PESTEL ANALYSIS | Financial Forecasts
Expense & Budget Forecasts | Break Even Analysis
etc.
PARTICIPATION IN SEMINARS &
ANALYSIS CONFERENCES
UAE | KSA | India
Identifying and understanding the
needs of our stakeholders MONITORING TECHNICAL DEVELOPMENTS
and integrating these learnings Trade fairs | Business Development inputs |
Membership in professional bodies | Sharing of info
into our policies and processes Within Group companies
KRA & KPI OUTPUT
Results and performance are measured
against balanced scorecard to determine areas for
improvement

10. STRATEGY MAP & BALANCED SCORECARD
Based on the HOSHIN KANRI methodology
DEVELOPMENT ANNUAL BUSINESS PLANS
Divisional and departmental plans emphasizing
short-term and long-term goals that get cascaded
Creating the road map for the through all employee levels via well-defined KRA
company’s journey towards and KPI’s
Excellence
UTILIZING THE ISO MODEL
Maintaining process frame work | communicating
and deploying procedures | outlining controlled
documentation

11. BALANCED SCORE CARD IN 4 KEY AREAS
Finance | Customer | Internal Process |
Learning & Growth
ENTERPRISE RESOURCE PLANNING
Automating and streamlining processes through
IMPLEMENTATION cutting edge technology
Driving strategy and vision
across the length and breath
PERFORMANCE MANAGEMENT SYSTEM
of the chain of responsibilities Managing employee performance to facilitate effective
delivery of strategic goals and objectives
STRATEGY and MANAGEMENT REVIEW
SRMs held quarterly | MRMs held monthly

12. WE ARE ABLE TO OUTPERFORM
THROUGH LEADERSHIP AND
STRATEGY BY…
Introducing highly qualified people in the leadership
position
Clearly defining roles through delegation and
authority matrix
Incorporating HOSHIN KANRI methodologies in
Strategy development
Implementing KRA | KPI system to measure performance
Institutionalizing Performance Management System
Regularly tracking progress through SRMs and MRMs
Aligning the organizational structure to deliver strategy

13. LEADERSHIP RESULTS
SUCCESS STORIES
AWARDS | STRONG TURNOVERS | CUSTOMER & EMPLOYEE SATISFACTION | CSR

14. THIRTY
AWARDS RECEIVED
WITHIN FIVE YEARS

15. CSR

16. MOHAMMED BIN RASHID
AL MAKTOUM AWARD
for AFGCO in 2012 and for Unibeton in 2011

17. SHEIKH KHALIFA EXECELLENCE AWARD
for ASEM in 2012 and Unibeton in 2011

18. DUBAI QUALITY AWARD
for AFGCO and ASEM in 2010, and Unibeton in 2009

19. CONSTRUCTION WEEK AWARDS
In 2011 and 2012

20. STEVIES INTERNATIONAL
BUSINESS AWARDS
In 2011 and 2012

21. STRONGTURNOVER
Emerging victorious despite the downturn by…
Leveraging on Group capabilities
Expanding global footprint to countries such as
KSA, India and Qatar
Sound management systems

22. Identification
Communication with the
CONSISTENTLY company
POSITIVE EMPLOYEE
SATISFACTION SCORES
Across 10 Categories Living conditions Involvement
and company And Participation
accomodation
Customer and
Performance
Quality Empowerment
Orientation
Recognition
80%
CUSTOMER
Teamwork Management Work Demands SATISFACTION
INDEX

23. THANK YOU!