Multi-Generational

Workforce
Managing a workforce of multiple generations and various work experience may be a
daunting notion. This issue will cover the multi-faceted dealings, perceptions, issues and
resolutions that organizations face when catering to a workforce with gaps in not only
age, but also, the experience and action. We aim to touch on the positives and negatives
of such a growing status within the workplace.

Reviews
Multi-Generational
Workforce The Real
Treasure
Diversity In The
Workforce
Equilibrium or
Disequilibrium?

Q1 - 2014
Issue 24

Message from
the editor
Issue 24

Most valued readers,

Editor

Multi-generational workforce simply means that people from different age groups
work together in the same organization; meaning that new hires of twenties years
old can find themselves working side-by-side with colleagues older than them by 30,
40, 50 years or even more! Have a look at todays workplaces and you will find what I
have just said is totally right; simply because people nowadays are living and working
longer which has led to this new reality.
Many of you might ask themselves right now So what! or What is wrong with
it? the answer to such questions is there is no problem with it at all; but because
employees from different generations were born in different times and raised under
different conditions, they have different talents, skills, abilities, values, thoughts,
needs, attitudes, behaviors, ways of working, communication styles, priorities,.etc
which definitely enrich workplaces with diverse talents and styles. Even though this
rich diversity of talents and styles is a marvelous advantage for organizations, it can
be a challenge and even threat to organizations harmony, performance, productivity
and eventually profitability.
So, wisely managing and understanding these differences by both of old and young
employees, and properly addressing the possible issues that might come up due
to these differences are the only medication for the matter of Multi-generational
Workforce.
Finally, I totally believe that this diversity of talents and styles is a treasure that must be
kept and appreciated and corporate indeed are in need for it.
On behalf of the Xpressions team, I hope you enjoy this issue of the Magazine.
Thank you,

Q1 2014

Yousef Nouman

Content
Yousef Nouman
Editor
Regular contributors
Esam Abu Talib
Hamdan Al-Hunaiti
Yoosof .V
This is an employee magazine published and distributed only to the staff of the
Xenel Group and is produced by Expansis. If you wish to be informed in advance
with the topic of every issue and to be added to the list of potential contributors,
please send your E-mail address to (ynouman@xenel.com)
For any contributions to the content or for any feedback and suggestions that
you might have, please send them to:
ynouman@xenel.com
Tel: +966 12 6048360 | Fax: +966 12 6430051

Whats new
Hidada Striving for Quality Certification in EMS
NATPET Performance: 2ndPosition in King Khalid
Award (SARCI)
10 NATPETs Participation in K-Show

Your Space
12 Multi-generational Workforce the Real Treasure
14 Equilibrium or disequilibrium?
16 Understanding the Multigenerational Workplace
at NATPET A Treasure
20 Diversity in the Workforce

Societys interests & issues

22 Growing Old and Growing Wise
26 Waste Free Environment Day

Q1 2014

Spotlight
28
29
31
32

Outstanding Achievements
Hidadas Talent Pool in Best Use
Hidada Basketball Team Wins the OFBL Cup
Hidada Engpro Lifts Trophy

34 Hidada - Employee of the Month

36 Hidada - Long-serving Employees
Hidada Newly Joined
37 Tying the Knot
New Born
38 Enterprise Agreement With Microsoft
Demirer Kablo Soccer Team Founded
39 Xenel HQ - Long-serving Employees
Xenel HQ - Newly Joined
40 Problem Solving TOPS 8D Method
42 SCC Newly Joined
44 The Annual Event to Honor Tusdeers Distinguished
46 NATPET New Achievements

Flashat
48 (New look )
50 Khaterah
Q1 2014

6
8

Whats new

Issue 24

The Participants together with the Trainer

Through the training session in EMS

The identification of how the organization can interact with the

environment and its actual and potential environmental impacts
The identification of legal and other requirements relevant to its
environmental aspects
The establishment of environmental objectives and targets,
and the programs in which to achieve them; monitoring and
proper measurement of the progress
Reviewing the system and environmental performance, and
the continuous improvement of the organizations environmental
performance
By developing and implementing an effective environmental
management system a number of benefits the company can derive:

Q1 2014

Hidada is on its course of implementing Environmental

Management System (EMS) in compliance with ISO
14001:2004 standard.

Environmental Management System (commonly referred

to as EMS) is a structured system designed to help
organizations to manage their environmental impact
and improve environmental performance caused by
their products, services and activities. In preparation for
implementation of EMS Hidada conducted a one-day EMS
awareness session. A trainer from TUV Rhineland delivered
the program to a carefully selected group of employees on
Sunday, the 29th of December 2014. The session saw active
participation from the companys Executives and Consultant
as well. The management is in the forefront of the companys
determined drive to attain the quality certification in EMS.
The achievement will be a significant milestone for Hidada
striving for a global stature. The QA Department led by Mr.
Mansoor Ali took a great deal of initiative and efforts to
realize the awareness session that shed enormous light of
information about environmental management.

ISO 14001:2004 as one of its core objectives addresses various

aspects of environmental management. It provides practical
tools for companies and organizations looking to identify and
control their environmental impact and constantly improve their
environmental performance. It maps out a framework that an
organization can follow to set up an effective environmental
management system. The system once in place can provide
assurance to all stakeholders that environmental impact is
constantly being measured, controlled and improved in the
organization.
Effective environmental management system
implementation of a number of measures such as:

involves

The development of an environmental policy reflecting the

organizations environmental commitments

- Promote a positive environmental image with clients and

customers, which will add significant value to its products and
services.
- Reduce production of waste and thereby achieve substantial
cost reduction.
- Improve environmental performance.
- Achieve environmental commitments and environmental policy
requirements.
- Meeting environmental legal requirements.
- Committing to social responsibilities, and retaining environmental
knowledge.
Hidada management is so much committed to implementing
EMS from the perspective that the companys entire operational
activities including its products and services are quality certified
meeting the widely accepted EMS as per ISO 14001:2004 standard.
Following the subject awareness session hectic activities are fast
underway towards achieving the coveted certification, which will
add one more glowing feather to the companys glorious crown.
Congratulations to Hidada and its great management on its
determined course for transformation.

EMS

ISO 14001:2004 EMS


.




14001-2004

EMS

.
Q1 2014

Hidada Striving for

Quality Certification
in EMS

Whats new

Issue 24

NATPET vs Average
100%

NATPET Performance:
2ndPosition in King
Khalid Award (SARCI)

80%
60%
40%
20%
0%

By: Mohammed Adil Majid TQM Manager, Natpet

Overall

The Award was presented to Mr. Khalid A. Alireza Chairman NATPET

by HRH Prince Salman Bin Abdulaziz in Riyadh on 8th Dec 2013.

Environmental Governance and

Management
Quality

NATPET

Empowering
Suppliers

Social
Development

Workforce

Average

For detail and Mr. Jamal J. Malaikahs interview,please visit drop box: https://www.dropbox.com/sh/vsi78hd4tmdibkg/5-MgLlwHAP

Message from NATPET sPresident

Q1 2014

I will like to share with you that NATPET won the second rank
in King Khalid Award for Responsible Competitiveness Index
for 2013. Alhamdulillah, NATPET won this prestigious Award
for the 4th consecutive year. This is a very prestigious Award
and the fact that we are always in the first top positions for
4 years is an indication of the efforts NATPET is exerting in
so many areas, such as social care, environmental, quality,
employment and training of Saudis, usage of local suppliers,
safety, etc.

The National Petrochemical Industrial Company was in the

first quartile of companies for 2013. NATPET achieved an
overall score of 71%, 32 percentage points above the average.
This result is consistent with NATPETs strong performance in
previous Saudi Arabian Responsible Competitiveness Indexes
(SARCI). NATPET is proud to have achieved such consistent
and excellent performance in Responsible Competitiveness.

2013

.

Q1 2014

Dear Colleagues,
Wishing you all A Happy and Prosperous, 2014.

Whats new

Issue 24

K-Show 2013
K-Show
.

.

NATPETs
Participation
in K-Show

222,000 -

23-16 .

2013

. 50 3,000

Ahmed Baashan
Marketing Coordinator,
Natpet

Q1 2014

NATPETs participation in this K-show was very productive in

different aspects. The unique event is that NATPETs grades
(H03TF, R25MLT and R40MLT) were run by four different
renowned machine builders. The companies that have run
NATPET grades for visitors awareness during K-show are:

10

1. GABLER a big name in branded thermoforming machines,

2. AMUT another renowned branded machine manufacturer
for thermoforming application.

3. FANUC repute machine builder for full automatic and

sophisticated injection molding application.
4. Dr-BOY renowned precision injection molding machine
manufacturer.
Another productive activity was the press-release launched by
NATPET just at the start of the K-show event. This press-release
about NATPETs clarified grades attracted many converters for
processing advantage and cost saving.
NATPET booth in the K-show was in prime location where every
day more than 100 visitors, converters and traders visited our
booth. The booth was spacious enough to accommodate large
number of visitors at a time. Gifts, brochures and technical
knowhow inside the booth and video display about NATPET and
its grades were the main tool for visitor attraction. We hope the
strong K 2013 will provide tailwinds that will carry over for
plastics industry growth in 2014.

,) GABLER (
.
. ,) AMUT (
. ,) FANUC (
.
,) Dr-Boy ( .

.K-Show

.

.
100
.
-
.

.2014

Q1 2014

K-show is the worlds largest plastics trade show organized

with three years interval. The K Show 2013 Trade Fair in
Dsseldorf, Germany is an enormous trade fair where
experts from every continent came together to discuss their
visions, showcase their ideas, and to lead their companies to
business success. An amazing amount of qualified visitors,
an average of more than 222,000, attended this plastics
industry trade show to learn about new technologies, make
purchasing decisions, and agree on contracts. This show from
October, 162013 ,23- was running daily from 10am to 6:30pm
with more than 3,000 companies exhibiting from more than
50 countries.

.

) H03TF, R25MLT, R40MLT(
.
:

11

Your Space Issue 24

Millennials under 30

Hidada BD & Marketing Dept.

I believe that Multi-generational Workforce is a treasure

and not a bomb, No organization can work with only one
generation, there cant be operational excellence achieved
without a Multi-generational Workforce

Q1 2014

The real question is how to manage them, what do they want,

how can they work effectively.

12

Boomers 45 to 65

Lets take a look at these generations. There are mainly four

generations we can call them Veterans, Boomers, Generation
X, and Millennials in any organization, each with different
perspectives and traits, let understand who are we talking
about to understand them:

Respectful of difference and well educated by traditional method

Digital immigrants who are learning to adapt to technology
Work form them defines value
Driven to overwork, live to over work
Need to asset their individuality, but view teams as effective
Influenced by WWII post economic boom

Veterans Age 65+

Generation X 30 to 45

Have strong faith in institutions and top down leadership

Value hard work and rule based decision making
Tend to be loyal and many in this generation have stayed
with a single employer for their entire careers
Are not likely to question authority or initiate conflict in
their workplace
As children of great depression, this generation values
stability and fiscal responsibility
The least tech savvy of the generation

Open minded and sensitive to diversity

Educated by traditional methods supplemented by the internet
Digital natives, Comfortable with internet, prefer, and embrace
the internet and technology to help control their lives
Work to live, they will work with others in a team and also be
comfortable working alone. Most effective one task at a time
Influenced by corporate and government failures

However, the question still remains: how to manage them, all four
generations want the same things, how can they work effectively
together to do more with less in todays increasingly complex
and uncertain environment?
The answer is by creating more engaged employees who are happier,
more willing to collaborate, better supported in completing their
work, and more effective in delivering on organizational mission.
To manage Multigenerational workforce we have to follow these
five guiding principles.
1.
2.
3.
4.
5.

Provide flexibility
Encourage collaboration
Supply technology
Develop talent
Create new methods of evaluation / appraisal

These are key areas to focus on because they resonate with all
generation. By implementing programs that address these areas,
it can be a win win for all. Multigenerational employees are
more engaged, managers are able to support their teams more
effectively, and work is accomplished in an operating environment
where more is done with less. Hence the shareholders, management
and clients can reap the benefits of a more dynamic and effective
organizational excellence with the workforce.

Q1 2014

Faisal Hamid Khan

Multi-generational
Workforce the
Real Treasure

Are referred to as digital natives who are information fluent

and connected 24/7
Have the ability to multi task and engage in multiple activities
simultaneously
Except speed and change and have a low tolerance for things
that do not make sense. Find politics a waste of time.
Value team work and collaborative efforts: are responsive to
mutual guidance and mentorship
Thrive on flexibility at work and require the opportunity to peruse
new challenges
Will only stay when offered ongoing opportunity to grow and
- learn new things loyalty must go both ways.

13

Your Space Issue 24

Executive Office Manager

Mass Cable-Demirer Kablo

arising. At least you need all your team members, whether they
are young or old. Besides, all employees want to feel valued, good
communication, feedback as well as good salary.
To manage this, brainstorming meetings, social events, trainings
should be arranged and all employees should participate.

Companies of multi-generational workforce are rich from a

cultural angle and if generations are integrated successfully,
win win is inevitable, otherwise there will be conflicts.

Q1 2014

Most of conflicts arise from the value differences of the age

groups rather than the actual age difference itself. Different
generations experience similar problems or benefits in a
company. Some may lack some soft skills such as social and
creative abilities, others may face the issue of short-term
employment without prospects for long-term career growth.

14

According to a survey; younger workers feel much less loyalty

to organisations than older workers. In general, they take
responsibilities and expect input immediately, whereas older
workers expect people to earn their own way up. While young
workers are quick decision makers and easily adapt to an
organisation, middle group workers are mostly; ambitious,
flexible, productive, people oriented, self sufficient.While

young generation is introvert, computer addictive, educated,

energetic, technological skilled, but less communicative, old
generation love sharing their own experiences in the company
for strong relationships to strengthen youngsters abilities
. Instead of using technology much, they love face to face
relationships. They are more respectful, influential, social too.
For example, while old people prefer to chat in person, young
people use computers, social networking, mobile phones etc.
Naturally; visible, good networker, problem solver, mature
workers are always needed in a company to coach juveniles.
On the other hand, if these older workers stagnate or dont
update or disintegrate themselves with youngsters, they start
to be harmful to company.
If you accept that each generation adds value to organizations
and strengths to work places, there wouldnt be any conflict

I was surprised to hear that Japanese companies were calling back

old employees. The reason was quite simple. Because Japanese
population was getting old, young staff, who is in charge of
technical equipments couldnt communicate with older people. On
the other hand, since young and well educated generation couldnt
get any proper job or paid less, they leave the country . These
people complain about older people who do not transfer their jobs
to young generation. Obviously, Japanese couldnt integrate both
generations and there is a disequilibrium in the system.
Some subventions are applied to the companies who recruit mature
group to coach young generation in the world. For example; France
has a subvention for 20% annually. There is an encouragement
pay to the companies in the USA for the old cohort too. Only in
Turkey, young generation is preferred in most of the positions and
age is stated in job specifications.
Consequently; If you are not able to keep these people
longstanding, how can you complete the transfer of knowledge of
the company? If old generation dont leave the company, how can
you train new people and add value to your organisation?

.





:

.







.

Q1 2014

Semra Hosgor

Equilibrium or
disequilibrium?

15

Your Space Issue 24

NATPET Human Capital

Classification:

Generation Age group/Traits

TQM Manager
NATPET

Researchers have divided todays workforce into four to five generations

as Seniors, Baby Boomers, Generation Xers, Millennials Generation Ys and
the Future Generation Zs. These generations are working side-by-side in
organizations for the first time in history and all have unique experiences and
attributes which influence their attitudes towards work.

Q1 2014

Psychologists, sociologists, and everyday managers have identified

important differences between these generations in the way they approach
work, work-life balance, employee loyalty, authority, and other important
issues. The successful organizations realize that Managing across
generations and understanding how to communicate considering the
generation characteristics will give competitive advantage to business.

16

Gen X ers
Born between
(1965 1978)
(36-49 years )

Millennials
(Gen Y ers)
1979-1989
(25-35 years

The Future
(Gen Z-ers)
1990-late 2000
(18-24 years)

60 Emp.
13%

145 Emp.
32%

219 Emp.
49%

26 Emp.
6%
56%

Baby boomers
Age 5068- years
NATPET 13%

Baby Boomers are individualistic and idealistic As young adults Boomers

took their values to work. They wanted meaningful work and embraced
socially and environmentally conscious companies. They were driven more
by their values than by money. At NATPET, they are well-established in their
careers and hold positions of authority. They relish long work weeks and
define themselves by the accomplishments and prestige of the company
they work for as much as their own professional accomplishments. They
value face time in the office and many Boomers will not welcome work
flexibility or other work/life balance.

Gen X ers
Age 3649- years

Generation-X are much more comfortable with technology, diversity and

global awareness than any previous generation. Gen X-ers place a premium
on family time, are ambitious and hardworking and still value work/life
balance. X-ers entered the workplace as independent, resourceful and
self-sufficient people who value freedom and responsibility. If they are put
into a box, they will start looking for a way to get out. Generation X-ers are
ambitious and eager to learn new skills, provide meaningful work and link
to improving humankind. They want frequent training that relates not just
to the job, but to their careers.
They look for technology based instruction which includes multi-media and
interactive, computer- based training.
They seek fun and meaningful work. They value the freedom to set their
own hours. Flexible work schedules and work-from-home options may
help to retain and motivate this generation. Gen X-ers value freedom and
autonomy to achieve desired goals and often prefer to work alone rather
than in teams, they believe Coaching no lecturing. They expect change; Gen
X-ers thrive on diversity, challenge, responsibility and creative input. If their
current firm does not provide them with these opportunities, they will not
think twice to move elsewhere.

Q1 2014

Mohammed Adil Majid

Understanding the
Multigenerational
Workplace at
NATPET A Treasure

NATPET- 450 Total Employees

Baby Boomers
Born between
(1946-1964)
(50- 68 years

17

Your Space Issue 24

Work Ethic/Loyalty
Millennials need detailed instruction about what you want but let
them determine how to get there. Make the work relevant to them
and important to them and the company.
If you engage them, they will work hard. Millennials are accustomed
to new ideas and situations, a constant opportunity to learn.

What shall we expect from Generation Z: Born between 1990 and

2000?
So far relatively little is firmly established about the character
and motivators of Generation Z-ers, but as children of X-ers who
have grown up in the shadows of 9-11 and the war on Iraq, as
well as access to information through the internet, cell phones,
iPods, YouTube and Facebook pages they will likely be even more
ambitious and more worldly than any other new generation.
Millennials, Gen Y ers 1979-1989 Age 25-35years and The
Future age, 18-24
NATPET is a young company consisting around 56% young
employees in the age bracket 18-36, hence following would
be beneficial in order to retain them as an effective and
efficient work force.

Q1 2014

Millennials have the reputation of being the toughest

generation to manage. They grew up in a culturally diverse
school and play environment, are tech-savvy, enthusiastic,
self-centered, confident, well networked and achievementoriented. Millennials are one of the best educated
generations in history. They are often called the Everybody
Gets a Trophy.

18

Employment Expectations
Millennials do not expect to pay their dues. They expect
their opinions to be heard and considered and are not usually
shy. Millennials want to know that what they are doing is
valuable to the company and/or environment as well as
valuable to them and their career. They have a strong desire
for rewarding opportunities for them and their company.

Lets take a look at some tips we can utilize to keep everyone

happy while not compromising our companys bottom line.

They are driven less by money and more by accomplishment.

Millennials want to express their creativity and be able to
complete tasks on their own - using their own methods. They
will be quick to go online and search the www as well as ask
their own network of friends / associates for information and
stimulation. They are learning-oriented and if theyre doing
something wrong they want to know about it now so they can
move on.
Millennials were brought up working in teams with shared
rewards and they want to be coached / mentored. They want
to know they have access to an open door to ask questions, and
this usually means they will ask many questions.
Millennial parents and teachers gave Millennials lots of praise as
well as second, third and even fourth chances. So as adults they
need the same from their employer. They want to be told often
they are on the right track and doing a great job.

1. Be flexible
2. Dont be a dinosaur- dont stick to the old ways of doing things
3. Accept criticism
4. Be unbiased and fair
5. Watch out for One-Track-Mind Syndrome (OTMS)
6. Dont overwork them
7. Never let them see you sweat, keep it all professional
8. Give employees what they need to do a good job
One last thing that employees need to do a good job is feedback,
which has already been mentioned, but it is worth mentioning one
last time!
Reference:
1. Imagine even more by BM Consulting
2. Remson, D. (2006). Thriving in the Multi-generational Workplace
Special thanks:
MR. Hasan Bin Tariq NATPET IT SAP Consultant

.



.

.
Q1 2014

Millennials will be loyal to a company but will not provide blind

loyalty. As long as their personal interest and career needs are
being met (which change frequently) and the company is socially
responsible, the Millennial will be loyal. But they are not concerned
about job-hopping. They will quit now and find that job later - and
if that doesnt work out they can always count on their helicopter
parents for support. Praise Millennials often daily even and for
sure coach them.

19

Your Space Issue 24

Anthony OConnor
Head of HR
RSGT

Diversity in the
Workforce

Definition
Cultural diversity is when differences in race, ethnicity, language, nationality, religion, and gender are represented
within a community. A community is said to be culturally diverse if its residents include members of different groups.
The community can be a country, region, city and company (organization).
For many international companies, diversity has become a hot-button issue, and high on the agenda, when
applied to the workplace.
At RSGT, we operate a multi-cultural and diverse workforce, as the following diagrams represents:
Different Nationalities

41-50
14%

ia
Ind

20 / 1%
51 - 60 / 2%

Srilanka 2%
am 3%
Vietn

l 3%
pa
Ne
%
i4
en
m
Ye

Gh
an
aia
n5
%

Different Age Groups

%
35

20-30

Pakistani 14%

47%

20

%
14

i 22%
Saud

Q1 2014

ne
pi
ilip
h
P

31-40
36%

Many corporations, worldwide, have recognized that diversity

contributes to the bottom line by: making it easier to retain good
employees, lowering costs by developing skills in-house, and
developing a reputation that helps attract new employees. This
is especially important with an economy that is growing, and the
demand for a skilled workforce is high on the recruitment agenda.
If you are a Saudi, male or female, or expat, trying to advance your
career, working for a company that values workplace diversity is
extremely important. This will give you a good indication whether
your employer will value your contributions, grant you promotions,
train you to take on more responsibility, and pay you accordingly.
Why does cultural diversity matter? People from different races,
etc. have different life experiences. This flavors their interpretation
of events. A blended mixed bag of experience, skills, values, and
ideas. These differences can bring strength to the group if it is
valued and integrated into the group dynamics. However, it can
take time, intent and the willingness to be open-minded and nonjudgmental about the value the differences bring. It definitely
takes effort to make cultural diversity strength. Persistency,
determination and understanding are crucial.
Cultural diversity can also weaken a group. Differences in
interpretation of events can lead to mis-communication,
awkwardness and hostilities if not addressed. Prejudices about
people of different backgrounds can also lead people to jump to
conclusions and misinterpret actions and behaviors. Therefore, any
initiative, such as an Employee Engagement programme, provides
the foundation, springboard, to drive the company to becoming
a more sustainable business, is of paramount importance. Simply
put, it connects, the multi-cultural workforce into one group entity
that communicates, collaborates, cooperates, to excel at every
level and achieve and exceed the desired performance, in terms
of productivity, profitability, and qualitative work standards. This
can be achieved by the strengths of multi-cultural teams, having
a sense of purpose, direction, empowerment and accountability.
And we know that clear, concise communication and recognition
form some of key drivers to this end.
How to Manage Diversity?
Stereotypes can create destructive communication. Team
members have to sort through all the prejudices about people who

are different. Even though it takes longer for the teams to

perform, its worth it. Once the team bonds, the diversity
of the members makes it more creative and innovative
therefore performs better.
If members of a team shared similar values and dedication
to a shared goal, this commitment to the common goal
overcame any other diversity issues.
Therefore, these teams must be supported by
departments that clearly explain the goals of the
team. This is more likely in growth-oriented companies
that know they need to embrace diversity to fuel the
innovation thats their competitive advantage.

.




.

.









.
Q1 2014

With this in mind, RSGT understands that a diverse workforce

sustains business profitability. In addition, an area for discussion is
whether cultural diversity in the workplace utilizes the Kingdom of
Saudi Arabias skills to its fullest, and contributes to the Kingdoms
overall growth and prosperity. An important aspect of this is to
that sustained economic growth closes the gaps between the
haves and have nots. A key tool for this is the promotion
and development of a diverse workforce from the top down. It is
important that all nationalities, expats and locals are allowed to
fulfill their true potential, at all levels within an organization.

21

Societys interests & issues Issue 24

Yoosof V.

Q1 2014

Hidada

22

Growing Old and

Growing Wise

We are all growing old. A child is growing into an adult

one who has attained maturity or legal age, and an adult
into a middle aged the period between youth and old
age, and the middle aged to an elderly person, normally
above the age of 65. An elderly person between the
age of 80 and 89, we call him an octogenarian. We have
centenarians as well. A person who lives to or beyond the
age of 100 years is called centenarian. In many countries
people receive a gift or congratulations on their 100th
birthday. In the United States, centenarians traditionally
receive a letter from the President, congratulating them
for their longevity. In the United Kingdom, the Queen
sends greetings on the 100th birthday, and on every
birthday starting with the 105th. In Japan centenarians
receive a Certificate from the Prime Minister of Japan upon
their 100th birthday, honouring them for their longevity
and prosperity. An aspect of blessing in many cultures is
to offer a wish / greetings to a person who has lived up
to 100 years. Centenarians will often have many friends,
strong ties to relatives and a healthy dose of self-esteem.
There are supercentenarians who have lived to the age of
110 or more. This is all connected with longevity (long life).
Supercentenarians are very few in number.

We are growing old. Growing old / ageing is not an offense or

anybodys fault. It is purely biological and natural. Nobody can
arrest it. We have our beloved parents. They are old. Are we
to abandon them or ignore them just because they are old? If
you are isolating your parents just because they are old, it is an
unpardonable crime. So also looking down on old people; it is not
a civilized practice, deplored by all religions and philosophies.
Elderly people should not be isolated but they should be better
taken care of. They need more care and attention as their
expectations at this age are high. It will be a shame if we isolate
them in life. They are not a burden but treasure we should
proudly shelter.
The society should change its outlook. Our culture is not to leave
the elderly people to caring homes. They should continue their
life with us. Taking care of them is our moral responsibility. They
need so much personal love and care at an advanced age. Those
who have money could employ a caregiver but a caregiver cannot
replace a son or daughter. The nearness of a son or daughter
makes a huge difference. You need to be with them to put smile
on their face and dry trickling tears. You should feed them by your
hand, and find time to sit with them. I have a Saudi friend whose
father is about 90 years old. He is keeping his father with him, with

Old people are more resilient in the face of changes. They do not
want to shed away their good old ways. They stick to them in spite
of any amount of pressure. You need to employ all your powers to
bring about some change in their outlook or attitude to life and
work. Some young people simply give up. They say it is of no use
working with him for change. He is hard-wired. We cant teach an
old dog any new tricks. This is a misconception. People will change
though they are very conservative. The young people must be able
to create meaning and purpose around events in their life in an
effective way. This will promote growth in them.
Life expectancy has sharply increased. There are many factors
for the increase, such as way of life diet, exercise, hygiene
and better healthcare. People are living longer than before.
When people are growing old, they are, of course, not physically
as fit as they were young. Health suffers as age advances but
intellectually they do not suffer much. Studies have shown
that old people with all their accumulated experiences, skills
and knowledge will be much more productive at work. With
greater maturity and real life experience gained from different
situations in life they will be able to take right decisions at a
critical period of time and steer the organization. They will be
able to give effective leadership to a nation. We have a number
of examples from public life to professional life. HE the Custodian
of Two Holy Mosques King Abdullah even at his advanced age
is leading this great country of Saudi Arabia from prosperity to
prosperity. The country has received unprecedented growth and
development under his wise, transformational leadership. The
world is proud of his great intellectual ability and unmatched
statesmanship. The world at large has hugely benefitted from his
glorious contributions. His prudent efforts to bring about peace
in the Middle East region herald his great leadership qualities. Dr.
Manmohan Singh, the Prime Minister of India is 80 years old. He
has been hailed as a successful Prime Minister by many across
the world. His many decisions is said to have saved India from
severe economic crisis (although some people question his ability
to control inflation and rising cost of living). We have Mr. Steve
Jobs, the co-founder and ex-CEO of Apple Inc; who revolutionized

the world of computer and consumer electronics by his

intellectual contributions. He was instrumental in the
development of iPod, iPhone and iPad. His contributions
at an advanced age (he was 56 when he breathed last in
2011) propelled Apple to become one of most successful
organizations in the world. Albert Einstein the genius
with his Theory of Relativity died at the age of 76 and
he was working until his last day in life. His intellectual
prowess produced amazing discoveries at later years of
life. The greatest Indian poet, Rabindranath Tagore was
54 years old when he received Nobel Prize for Literature
in 1913 for his Gitanjali, a collection of poems. History
speaks about a number of great people from whom the
world has largely benefited.

Q1 2014

his family. After work he spends a great deal of time with his father
who is now bedridden. The little children love their grandparent so
much that after school hours they play around him, sit in his bed
and give him the treasure of companionship. His wife prepares
special food for him and attends to him as her own father. This is a
true home where you find angels of love from heaven above; this is
a true home where you find the real spirit of religion; this is a true
home where you feel the divine grace.

23

Societys interests & issues Issue 24

24

Middle aged people have high levels of stress. They are

squeezed between the demands of raising children, holding
down a job and taking care of ageing parents. In spite of
the high level of stress people in their 50s and 60s generally
have a happier outlook than their younger counterparts.
They feel more competent and in control. Middle aged people
are more resilient that their brain has learned to accentuate
the positive and eliminate the negative. They are more
optimistic. They are able to cope up with any challenges.
They know how to better handle emotionally charged
situations. They give everything an optimistic spin, which
is positive offset. People with positive offset are able to
judge things more wisely, prudently, rationally and logically.
This is because nature and nurture, life and experiences
work with them hand in hand. They have their good share
of life experiences; they have had plentiful opportunities
to learn, and deal with a variety of challenging situations.
This equips them with certain skills, which are necessary to
handle stressful conflicts and challenges in life and work. At
the same time they must adapt to changing circumstances.
This is a period of innovation. We see big changes every day;
new ways and new methods make big difference in life and
work. While following tradition the old people should strive to
cope up with the changes. They must be open to new ideas,
values and inspiring experiences. They must be able to work
with them. Tradition and innovation should go hand in hand,
which will create a better world. Importantly we need young

people in the march taking up challenging roles and living up

to expectations by perseverance and commitment. We need
young people to work with old people should to shoulder,
learning from their experiences which will shed more light in
their lives. Parents and children should work together at the
farm to raise crops. Children could learn from parents equipped
with rich knowledge and extensive experience, and speed up
the rate of growth. This is the applicable to personal life and
professional life. This is applicable to any organization. Life
experience always matters. It is the treasure of knowledge. It
helps in navigating life and work more efficiently. The old are
open books sources of information and light. The young
generation should respect and make use of every opportunity
to acquire more knowledge and skills from them. The message
is simple that the old and the young must be able to work
together sharing common vision and participating in the
developmental activities giving their respective share of work,
which will create a better world for us now and in future.

.






.

.
/

Q1 2014

Q1 2014

There is an unfounded belief among certain people that

when you grow old you are unproductive. Sometimes people
who are old receive unfair treatment from all quarters
including their employers. It is unethical and unprofessional
that their contributions are soon forgotten; the blocks that
they carefully and painstakingly put one on top of another
to build up the edifice that you see today are not counted.
They are condemned and their morale dips. This is an
attitude problem and nothing to do with professionalism.
This type of attitude stems from the notion that old people
cannot add any more value to work. In fact, this is contrary
to facts on the ground. Despite some cognitive decline
starting at age 50 the middle-aged brain actually performs
better. It is true that some innate skills like memory and
speed of reasoning fall off as we age but other aspects of
intelligence like learning, acquiring skills and experiences
improve very well. A study about London cabbies (taxi
drivers) makes this clear. They are required to master about
320 routes comprising 2500 streets. It is found that the
more experienced the driver, the greater has been their
skills in navigating the cities efficiently. The years teach you
much more than the days know. Many advanced countries
are now contemplating over raising the retirement age.
The retirement age is 65 in most of the European countries
including the UK. In the USA the retirement age is 67. They
are seriously debating further increase in the retirement age
as they believe people at this age could help their nations
in a big way.

25

Societys interests & issues Issue 24

2014

By: Mohammed Adil Majid TQM Manager, Natpet

for approximately 33% or 26 million tons. The Waste Free

Environment Day campaign sets out to:
Increase both corporate and public awareness of the amount
of plastic (and other) waste thrown away each year in the Gulf
and to inspire both groups to reduce wastage and to recycle;
Underscore the beauty of the Gulf environment and to both
inspire corporations and members of the public to strive to
ensure that environment remains as pristine as possible;
Inspire school students to stop littering, to collect waste and
to recycle;

Demonstrate the plastic industrys dedication to waste

reduction, recycling and the maintenance of a clean environment.

National Petrochemical Industrial Company (NATPET) fully

supports the important environment initiative called,Waste
Free Environment Day - WFE 2014. An initiative of the Gulf
Petrochemical and Chemicals Association (GPCA) and is
dedicated to both responsible disposal of waste as well as
returning our local environments to their beautiful pristine
state (litter and rubbish free) where possible.

Q1 2014

This year on Thursday, February 20th 2014, the campaign

will take place in six GCC countries; including Saudi Arabia.
Please join NATPET at Jeddah Corniche as we pay tribute to
our beautiful region and our loving country the Kingdom of
Saudi Arabia.

26

The GPCA estimates that less than 10% of plastic is

recycled in the Gulf. Out of the 80 million tons of waste
generated in the GCC each year, plastic waste is responsible

More than 100 divers and schools children are taking part
at Jeddah corniche on 20th February 2014 on WFE day, The
professional divers will Clean /Remove the fishing lines under
the three combined white bridges, Jeddah Corniche, recovered
fishing lines will be sent to Recycle company.
Demonstration of recycle company will also be there at cornice
so as children could understand the benefit of recycling and
avoid throwing things in the environment. In addition to these,
there will be lots of fun and awareness program on protecting
environment.
We thanks to all and specially to our supporters Alnabta and
Century Events for making this event memorable.

)GPCA(



2014 20

.


.


Century Events
.

Q1 2014

Waste Free Environment Day

27

Issue 24

Hidadas Talent Pool in Best Use

Outstanding Achievements

Hidada has created a legacy of lifelong learning for inspiring

employees. The programs developed are purposive and meant
for equipping the employees with the necessary knowledge and
skills that are required for performing jobs successfully. Training
as a strategy is for organizational development and enhancement
of personnel competencies. Excellent programs specific to the
job requirements bring about tremendous change in terms of
knowledge, attitude and behavior of employees. It is a confidence
building measure. It is a tool for greater engagement. It is a means
for achieving greater productivity. It is a way to achieve overall
organizational development, effectiveness and efficiency in a
desired manner. Failure to reach an expected or required level of
performance of the personnel results in sharp decline in overall
productivity.

Miss Aisha Durvesh, D/o Mansoor Ali Durvesh from AMI
Company, has completed her postgraduate degree in Internal
Accounting & Finance from Cass Business School, London,
with out-outstanding results. Not only has she achieved a
distinction, but has also been invited to become a member
of the prestigious Beta Gamma Sigma Society. Membership
in Beta Gamma Sigma is the highest recognition a business
student anywhere in the world can receive in a business
program accredited by AACSB (The Association to Advance
Collegiate Schools of Business) International.

Q1 2014

Miss Aisha now aspires to develop her career in Finance

and aims to use her skills and knowledge towards wealth
management for the Muslim community, particularly for
Zakat funds. She further plans to consider a Ph.D. in Islamic
Economics.

28

Ally Durvesh, S/o Mansoor Ali Durvesh, has successfully

completed his Chartered Accountancy qualification from
ICAEW, UK. He studied towards this qualification for a two
year span whilst working with KPMG Advisory, Saudi Arabia.
Ali has previously completed the CIMA qualification in
2009 and has totaled 8 years on the job experience across
auditing, back office accounting, financial management and
consulting. With great interpersonal skills and a mind to excel
Ali, is looking forward to his next challenge.

AMI

.


.ICAEW

KPMG
CIMA 2009
8
.

.

The company has a rich pool of talents. By education and extensive

experience their treasure of knowledge has grown richer. Hidada
receives enormous benefits from its talented human resources
the human capital of which the company is always proud of.
Over years this great organization has enjoyed the fruits of its
employees amazing contributions to learning and development
activities. These are not mere words but facts that the conference
rooms and training rooms in the organization loudly herald every
day. The vast expanse of Hidada shop-floor facilities tells us
stories of learning: on job training solid and sound that remains
with people throughout their life. Together with a healthy working
environment and great organizational culture, this makes the
company an Employer of Choice.
Learning and developmental activities continue in the
organization. The calendar for Dec. 2013 saw three inhouse sessions in Hidada, highly technical in nature that the
organizations QC and Engineering fraternity jointly delivered.
HR played its significant role of bringing people and resources
together to produce brilliant results. QA extended HR big support.
Hidadas own resources prepared and delivered the programs.
They were not only cost-saving exercises but knowledge-laden
programs. The engineering personnel from both Engineering
departments (Engineering Structural Steel and Engineering-GP)
actively participated in the programs.
Hidadas QC Manager, Mr. Ibrahim Nageeb prepared and presented
the topic of Metallurgy. It was an awareness session, quality

of which was superior. It was a brilliant presentation

that literally excited the participants. They were really
appreciative of the rich contents, and the capability that
the presenter demonstrated. Metallurgy or the material
science deals with the structure and properties of metals.
The topic of the session being metallurgy, the presenter
found it relevant and useful to extensively discuss metallic
contents, alloys, their applications, welding, treatment and
the underlying metallic principles. These are directly linked
to Hidadas manufacturing business.
A memorable presentation was given by Mr. Ayman
Mokhtar, Design Engineer (Engineering Department-GP).
He presented the topic of ACI Standard for Reinforced
Concrete & AISC Codes for Stress Design (covering tower
members, connections, welding symbols etc.). It was very
evident that Mr. Ayman and his team had worked really
hard to develop such a brilliant presentation. He discussed
a number of topics, all relevant and useful. It was a rich
feast for the engineering people.
Mr. Shaik M. Rehan, Design Section Head of Engineering
Department-St. Steel was truly amazing in his presentation
on Saudi Building Code and Uniform Building Code (SBC
& UBC). The delivery was superb. Saudi Arabia has posted
rapid growth in all sectors. New buildings for offices and
residential purpose are coming up every day. This means
the current demand for electricity is huge. The Kingdom is
producing approximately 52 GW (gigawatts) of electricity.
The demand in the coming years will be exponential.
Power is precious and we should ensure that electric
power is not wasted. This means its conservation is very
important. SBC specifies minimum required engineering
standards for design, construction, operation, and
maintenance of building structures. The standards
specified should be strictly complied with, especially in the
areas of electrical installations, technical requirements for
energy conservation and overall safety. This is to ensure
public safety and health. Furthermore, it is to ensure that
the country has sufficient amount of power to meet its
growing demand (UBC is also intended to promote public
safety, and specifies standardized requirements for safe
construction).

Q1 2014

Spotlight

29

Issue 24

The topic of Insight into Staad Program (for Analysis and

Design using AISC Codes) was presented by Mr. Yasser
Ahmed Maher Zaky, Design Engineer (Engineering Dept.-St.
Steel.) STAAD.Pro is a leading 3D structural analysis and
design software used by Structural engineering professionals.
The software allows them to analyze and design virtually any
type of structure through its flexible modeling environment,
advanced features and fluent data collaboration. Mr. Yasser
Zaky was eloquent in his presentation. He delivered lots of
information very useful to all engineers. It was a great session
that everyone was excited about the marvelous presentation
and the contents which virtually related to their performance
of engineering duties.

Hidada
Basketball Team Wins
the OFBL Cup
The Participants with the Presenter of Metallurgy Session

Hidada was making use of its internal resources for

providing the employees with opportunities for learning
and development. Hidadas Human Resources intends to
spread this strength across the organization that in future
the company using its own resources shall conduct much
more relevant programs. Mr. Francesco Zucchi Eng./Proj.
Management Manager-SS and Mr. Hamdy Farag, Engineering/
Project Management/Production Manager-GP, under the
leadership of Mr. Johann Boshoff, VP Operations have given
lots of encouragement and support for conducting the events.
Congratulations to Hidada management and all the concerned
departments for their great contribution to learning and
development activities.

The Participants with the presenters of ACI Standard and AISC Codes, SBC & UBC, and
Insight into Staad Program

Q1 2014

. )UBC SBC(
.

30

Hidada Basketball Team with OFBL Cup

Overseas Filipino Basketball League (OFBL) kicked off its 3rd

tournament in Jeddah in the month of May 2013. OFBL within
a short span of time has made its remarkable presence in the
Kingdom as a brilliant organizer of sporting events. With its third
delivery in May the entity has asserted its position. In terms of
organization, logistics, planning, scheduling and quality matches
the third basketball tournament has been accepted to be an
outstanding one. A number of leading organizations such as
Hidada, IBN Sina, BUPA Arabia, ALJ/Toyota, Unilever, Almarai, Al
Majal, Inez, Zagzoog, Rabya etc sent in their teams. From the very
beginning the matches were played with lots of fervor. Competition
among the participants was high. This resulted in improved quality.
Hidada team was brilliant. They demonstrated superior techniques
of the game. They made thumping wins in all their encounters..
The team made up of young, talented players displayed amazing
skills resulting from their rigorous training and practice under the
stewardship of Mr. Tirso Manalo of Hidada Finance Department.
The captaincy of Mr. Pasculado added greater strength, while Mr.
Jojo Yanoc, Vice Captain has always been a source of inspiration.
The team gained its energy, confidence and ruthless fighting spirit
from their Manager, Dr. Nouman Bantan, ICT/CS/OCM Manager of
Hidada. He spared no efforts to put life and energy into the players
and prepared them emotionally. This made a big difference. They
took this master craftsman seriously and prepared themselves to
meet any form of challenge.
The team offered a rich feast to basketball fans when they met
Zagzoog in the semi-final. They maintained good positioning on the
ground and produced excellent defensive and offensive structures.
They advanced on the court by dexterously dribbling the ball among
the team-mates and repeatedly shot through the 10 foot high
basket. The ball handling skill and speed the team demonstrated
was spectacular. The teams collective energy coupled with skill and
ground control tested every nerve of the rival team. Each member
played to his fullest and worked the teams way up. They trounced
Zagzoog and proudly breezed into final. The final was played on
the 23rd of August 2013. They etched out a spectacular win in the
final match against BUPA Arabia. With a terrific performance the
team maintained its superiority in all departments of the game.

This victory was something delightfully different and much

more exciting as the team formed just a few years back
was able to make this enviable achievement. Hearty
congratulations to Hidada Basketball team and wish them
continued success in the years to come. Congratulations
to Hidada Basketball Team for their brilliant performance
and spectacular wins.

OFBL
( OFBL
) OFBL 2013

2013 23

.

COCG

.



.
Q1 2014

Spotlight

31

Spotlight

Issue 24

Hidada Engpro Lifts Trophy

Once again Hidada football club was into action. The club
consisted of 5 teams and they organized a tournament in
July 2013. The teams played on league basis. They organized
matches among themselves without losing the real spirit of
competition and healthy rivalry. They played to their level
best for spectators to relish the merit of the players and
their teams.
Each team fielded 11 players on its side. The captain of each
team was as follows:

Q1 2014

1.
2.
3.
4.
5.

32

QC (Ahmed H. Atef)
P1 (Ahmed M. Reda)
P2B (Maher Saleh Al-Yamani)
ENGPRO (Abdullah M. Kadour)
PED (Ahmed Lotfy)

Each match played for ninety minutes was spectacular

with techniques and tactics. The interesting thing was
that despite a sense of tough competition each team
maintained proper discipline and sportsman spirit on the
ground. No rule of the game was broken and the referees
had a peaceful time. The matches were played in the
evening hours. Each match attended by a large crowd was
virtually a feast to them.

The winners, ENGPRO, with trophy

The match ended in a draw, which eventually resulted in a penalty

shootout. Breathtaking moments followed. Do or die, everyone
murmured. Then came thundering blows from ENGPRO. They
unleashed uncontrollable power and discharged bullets into net.
ENGPRO netted 5 goals against 4. It was a thumping victory for
ENGPRO. They were apparently a bit dominant in the later part
of the match, which in a way decided the outcome of the match.
Maher Al-Yamani and his team were in the forefront of organizing
the match. They ran around, communicated with employees, drew
them together, formed teams, scheduled and put the match to
a precise schedule. They did lots of committed work to produce
exciting results of recreation, motivation and contribution to
greater job satisfaction and retention. Hidada is substantially
investing in its employees overall development. The management
is highly committed to developing a workforce that forms
the real backbone of this highly reputed organization. Hearty
congratulations to Hidada management and all the players.

Engpro

Engpro


.

P2B Engpro

.4 5 Engpro

.

Q1 2014

The finalists (winners and runners-up) in a jubilant mood

The two teams that reached final were ENGPRO and P2B. The
final match was expected to be the real test of merit. Those who
played as a well- organized and adequately practiced team and
coached to meet any formidable challenges would ultimately win.
This really happened on that fateful day of July 27, 2013. The
umpires whistle blew announcing the kick off. The players right
from the kick off demonstrated superior skills in all departments
of the game, especially in passing, tackling, shooting, heading
and goalkeeping. Ball control of some of the players caught
everyones attention. It was spectacular. People kept watching
when they worked with their feet, thigh, chest and head. The
stadium was packed to its capacity. The first few minutes gave
the impression that both teams were equal in merit. They tried
to charge a goal on the other and the game produced exciting
moments. Some players were as swift as lightening. They broke
the rival teams defence and forayed into the goal mouth but
failed to kick in a goal past the goalkeeper. The game was well
contested and the spectators encouraged both teams.

33

Spotlight

Issue 24

Hidada - Employee of the Month

January 2014

November 2013

Mr. Mohamed H. Al-Kayrathi

Mr. Tariq H. Bahkaly

Mr. Mohamed H. Al-Kayrathi, QC inspector has been adjudged Employee of the Month for
January 2014, on the merit of his excellent, specific contributions to QC activities.

Mr. Tariq H. Bahkaly, Planning Engineer (PED) has been adjudged Employee of the Month
for November 2013, on the merit of his excellent specific contributions to PED activities. He
took a great deal of initiative and efforts to set up a store at plant 2D. Furthermore, he is
deeply appreciated for his hard work, commitment to duties, adequate planning, monitoring
and controlling for different projects.

QC inspector

He has shown a great deal of interest and exerted excellent efforts in learning new things
and adding value to the department. He got trained in DEAD WEIGHT TESTER to calibrate
the pressure gauges and PMI (POSITIVE MATERIAL IDENTIFICATION) to make chemical
analysis of the steel parts. He has implemented his acquired skills, which saves cost by
eliminating the need for using third parties for such tests.
By this selection Mr. Mohamed Al-Kayrathi would remain in the fray for the award of
Employee of the Year 2014.

Planning Engineer

By this selection Mr. Tariq H. Bahkaly would remain in the fray for the award of Employee
of the Year 2013.
Congratulations to Mr. Tariq H. Bahkaly on his proud achievement.

Congratulations to Mr. Mohamed Al-Kayrathi on his proud achievement.

December 2013

October 2013

Mr. Abul Awal

Mr. Ismail VK

Mr. Abul Awal, Forklift Operator (Planning & Matl Logistics Dept. of Operations Div.) has
been adjudged Employee of the Month for December 2013, on the merit of his excellent
contributions to warehouse-related activities. He worked hard for days together to offload 15,000 MT of raw materials from the shipment received, which helped avoid demurrage
saving good cost. In addition, his contribution to re-organize the Warehouse is highly
remarkable. Mr. Abul Awal, Forklift Operator (Planning & Matl Logistics Dept. of Operations
Div.) has been adjudged Employee of the Month for December 2013, on the merit of his
excellent contributions to warehouse-related activities. He worked hard for days together
to off-load 15,000 MT of raw materials from the shipment received, which helped avoid
demurrage saving good cost. In addition, his contribution to re-organize the Warehouse is
highly remarkable.

Mr. Ismail VK, Prod. Superintendent (Plant 2A) has been adjudged Employee of the Month
for October 2013, on the merit of his excellent contributions to production activities. He is
exerting a great deal of efforts to achieve greater production, and remains highly focused
following up with various projects and tasks until their completion. He is very much
involved in training people at his work area. This adds lots of value in terms of developing
production personnel.

Forklift Operator

Prod. Superintendent

By this selection Mr. Ismail VK would remain in the fray for the award of Employee of the
Year 2013.
Congratulations to Mr. Ismail VK on his proud achievement.

By this selection Mr. Abul Awal would remain in the fray for the award of Employee of the
Year 2013.

Q1 2014

Q1 2014

Congratulations to Mr. Abul Awal on his proud achievement.

34

35

Spotlight

Issue 24

Hidada - Long-serving Employees

Mohd Uralikandy

CNC Machine Operator

DOJ: 10/12/1991

Mohd Aboobacker

Assembly Supervisor
DOJ : 16/12/1991

Syed Hameed Bilgrami

Sales Executive
DOJ : 18/12/1991

Tying the Knot

Mr. Safas Hamza (Hidada Corp. Services)
and his bride, Ms. Saliha. They got
married at their hometown in India on the
15th of Aug. 2013

Syed Muddasir Ahamed

Doc. Control Supervisor

DOJ : 25/12/1991

Vijayan K.R.

Fin. Reporting Mgr.

DOJ : 25/12/1991

Mohammed Akram

Logistic Supervisor
DOJ : 25/12/1991

Hidada Newly Joined

New Born
Emma Zucchi
D/o Francesco Zucchi,
Eng. & Proj. Mgt. Manager-SS
DOB: 21 Apr. 2013

Document Controller

Q1 2014

Sherif Abd El Mawgoud

36

QC Engineer

Zaki Mohamed

QC Superintendent

Mohamed Saad Alam

Production Engineer

Ahmed Lotfy Soliman

Project Manager

Ahmed Abdl Ghani

QC Engineer

Q1 2014

Sultan Hamid Al Shareef

37

Spotlight

Xenel HQ - Long-serving Employees

Issue 24

Aijaz Mohiuddin

Maintenance Supervisor
DOJ: 13th Nov 1995

Ahmed Tarazi

Deputy IT Manager
DOJ: 23rd Jun 1999

Abdul Basit Al Sahafi

Government Relations Supervisor

DOJ: 1st Oct 1999

Enterprise
Agreement With
Microsoft
Mohamed Hamid Al Jahni

In the scope of the works activated by institutionalization

approach within the Information Technologies
Department, an Enterprise Agreement with Microsoft
is planned to be signed on January, 2014. With this
agreement, every employee of Demirer Kablo will start to
use the same version of Microsoft products and company
being charged for each license will come to an end.

Government Relations Coordinator

DOJ: 10th Oct 1999

Antonio Topang

Butler/Waiter
DOJ: 20th May 2002

Q1 2014

In line with the Regulation for Social Activities published

this year; Demirer Kablo Soccer Team is established and
participated in its first tournament. The team, competing
without compromising on fair play and pioneering similar
teams to be established within the company and to join
similar organizations, made its best to represent Demirer
Kablo in the mentioned tournament.

38

Telecom affaires/Users Support

DOJ: 1st May 2000

Ghulam Nabi Kushk

Cleaner
DOJ: 1st July 2002

Hani Ahmed Ahmed

Systems Analyst
DOJ: 30th March 2002

Zahid Husain Qureshi

Network Technician
DOJ: 4th Nov 2002

Mohammed Aktar

Tea Boy
DOJ: 19th Dec 2002

Ali Mohamed Abiri

Fax Operator
DOJ: 1st Feb 2000

Tariq Sufyan Khalid

Computer Programmer
DOJ: 1st Jan 2002

Xenel HQ - Newly Joined

Hussain Hydar

Compound Supervisor
DOJ: 1st Dec 2013

Q1 2014

Demirer Kablo
Soccer Team
Founded

Zuhair Ali Ibrahim

39

Issue 24

D2: the Problem Statement:

What is wrong with what?
When was it found? - Date & Time if known.
Where was the problem found?
What is the serial number, if applicable, from when the problem
was found?
Complete A Problem Description Document.

Hesham Ismail

Special Projects Manager

SCC

Problem Solving
TOPS 8D Method

Before we start talking about TOPS 8D method, Let us ask

this question
How good is 99.9%?
If your answer was good enough then most likely:
- 12 newborns will be given to the wrong parents daily
- One hour of unsafe drinking water per month
- One airplane a week lands unsafely at airport
- 540 pieces of mail would be lost per hour
- Your heart fails to beat 32,000 times each year
(Sourceof above information: transcend group.UK)
The above information could be surprising to some of us
and could be familiar to others, but what matters is that
solving 99.9% of a problem is not good enough.
Let us now have a look to a common wrong practices in
problem solving:
1- Poor team participation
not all team members participate effectively, so the team
fails to consider all causes of the problem.
2- No logical process
the team lacks a disciplined system to prioritize analysis
and review problems.

Q1 2014

3- Lack of technical skills:

team member are not trained in statistics and problem
solving methods.

40

4- Managements impatience:
managements lack of knowledge of the problem-solving
process makes all levels of management demand to know
exactly when a problem will be solved. This pressure causes
the team to make an inadequate analysis.

5- Misidentifying possible causes as root cause:

sometimes a possible cause is quickly identified as a root
cause, and the problem investigation is concluded. However, the
problem often reoccurs because the root cause is not eliminated.
6- Not implementing permanent corrective actions:
a root cause may be identified, but no action taken to implement
permanent corrective actions. The permanent action often
requires management to approve the cost and the actions.
To overcome these problems, I will introduce a problem solving
methodology published by Ford called Team Oriented Problem
Solving (TOPS 8D)
History of TOPS 8D:
The executives of Ford motors Company wanted a methodology
where teams (design engineering, manufacturing engineering,
and production) could work on recurring problems.
In 1986, the assignment was given to develop a manual and
a subsequent course that would achieve a new approach to
solving tough engineering design and manufacturing problems.
The manual for this methodology was documented and defined
in Team Oriented Problem Solving (TOPS), first published in 1987.

TOPS 8D Methodology:
Tops 8D is a problem-solving process backed up by a reporting
format to ensure that a standard is imposed throughout the
company and suppliers. It has been developed as a process
to cope with the lack of effective problem solving which exists
in both manufacturing and engineering environments. This can
be caused by one of a number of factors.
TOPS 8D steps:
D1 Team (Name, Department, Phone)
Name the Team Members, Departments & telephone numbers.
State who is the team Leader, scribe and timekeeper.

TOPS 8D DOCUMENT

D3: Interim Containment Action (ICA):

Containment action is on the Effect and not Cause of the concern.
Risk analysis must be considered. What are the consequences,
or knock on effect, of the actions you are about to take?
D4: Root Cause(s):
TOPS creativity is required in this section using the full talents
of the Team. Use techniques as Brainstorming, Relationship
Diagram, Cause & Effect, 5 Whys, Comparative Analysis
(differences & changes) Timeline of Changes.
Select and test the potential root causes and remember, there
can be more than one root cause to a problem.
Last but not least, define the contribution, in percentage terms,
of each of the now verified root cause(s) to the problem.
D5: Chosen Permanent Corrective Action (PCA):
If design / process changes are involved, the team needs to
consider feasibility studies including FMEA (Failure Mode and
Effects Analysis). The design / process FMEA will assist in
comparing the alternative PCAs and identify areas of risk that
require protection. Based on all information gathered, the team
can then select the best PCA.
D6: Implemented Permanent Corrective Action:
At this stage of the 8D, there should be no doubts that the PCA
has to be implemented to resolve the problem. The IPCA stage is
more the planning stage for the implementation of the PCA. The
Team must use such tools as Critical Path Analysis / PERT so as
to define all the actions, responsibilities and timing required for
implementation of the PCA. Continue to monitor to demonstrate
the problem has been resolved.
D7: Actions to Prevent Recurrence (APR):
APR is that section of the 8D that Continuous Improvement is
established and promoted for a culture shift in the way we do
things around here. Review management practices, procedures,
Set goals and direction for the Corporate Improvement Team.
D8: Congratulate The Team:
Success brings success. Senior management must congratulate
the TOPS personnel so as to provide motivation for on-going
success. Document what has been learned.
Conclusion:
One of the most advantages of this method is that it will
standardize the methodology of problem solving in your
organization and it will make it easy to keep a record of all the
solved problems.
Please do not hesitate to request the TOPS 8D document by
contacting me through my email address, hismail@saudicable.com.

8D
8


.

8D

8

Q1 2014

Spotlight

41

Spotlight

Issue 24

SCC Newly Joined

Hussen Osman Mohammed

Reels Search
DOJ: 1st Dec 2013

Mohammed Magrashi

Production Technician
DOJ: 1st Dec 2013

Majed Mousa Ali Sufiani

Material Handler
DOJ: 1st Dec 2013

Turki Saleh Abdullah

Scrap Technician
DOJ: 1st Dec 2013

Ali Mahdi Ali Sufiani

Material Handler
DOJ: 1st Dec 2013

Ahmed Ali Sufiani

Production Technician
DOJ: 1st Dec 2013

Saleh Ibrahim Noor

Pulling Eye Fixing and Lager

DOJ: 1st Dec 2013

Ahmed Sulai Sufiani

Material Handler
DOJ: 1st Dec 2013

Kamal Ibrahim Alsebiani

Materials Controller
DOJ: 1st Dec 2013

Omer Mohammed Idris

Pulling Eye Fixing and Lager

DOJ: 1st Dec 2013

Abdullah Hijazi

Pulling Eye Fixing and Lager

DOJ: 1st Dec 2013

Abdullatif Mohammed

Ali Mohammed Salem

Pulling Eye Fixing and Lager

DOJ: 1st Dec 2013

Ismail Omar Abdullah

Majed Abdullah Alsebiani

Production Technician
DOJ: 1st Dec 2013

Jaber Mohammed Saed

Pulling Eye Fixing and Lager

DOJ: 1st Dec 2013

Scrap Technician
DOJ: 1st Dec 2013

Ahmedien Abdelgader

Sadig Hussain

Ahmed Alzahrani

Jnr. Inspector
DOJ: 1st Dec 2013

Material Coordinator
DOJ: 1st Dec 2013

Scrap Technician
DOJ: 1st Dec 2013

Muhammad Alsaif

HR Supervisor
DOJ: 18th Dec 2013

Scrap Technician
DOJ: 1st Dec 2013

Ali Alhamdan

Accountant
DOJ: 15th Dec 2013

Q1 2014

Scrap Helper
DOJ: 1st Dec 2013

Abdullwahab Abdulrahman

Q1 2014

Scrap Technician
DOJ: 1st Dec 2013

Mohamed Ali Mohamed

42

43

Spotlight

Issue 24

Mr. Aamer Alireza, CEO, is giving his speech

HR & Administration Manage

Tusdeer

Also, Mr. Aamer has honored Mr. Mohammed Hassan Ali, General
Manager of Al Karam Al Arabi Catering Services Limited and
Vice President of Finance in Xenel Services Group, and he also
honored Mr. Aamir Khan, the Internal Auditor of Xenel Industries
Ltd. for their cooperation and support with Tusdeer Team.
Tusdeer distinguished team members were recognized with
trophies by Mr. Aamer, and those are: Mr. Faris Al Shamali, Mr.
Ahmed Al Ghamdi, Mr. Ahmed Basourah, Mr. Ahmed Haij, Mr. Joko
Budi Makun, Mr. Khaled Al Jedani, Mr. Sultan Al Haidary, Mr. Sultan
Al Essawi, Mr. Abdullah Al Ghamdi, Mr. Abdul Wahid Asan, Mr.
Ghalib Al Khormi, Mr. Mohammed Sanaullah, Mr. Nayef Al Sheikh,
Mr. Sheikh Zakir and Mr. Sheikh Zaheer.

On the 31st January 2014, Tusdeer has celebrated with

honoring its distinguished team members for their excellent
efforts, and its success through the year 2013 at Al-Sultan
Ballroom, Intercontinental Hotel in Jeddah.

2013
31
.2014
/
/
) (


.
/


/

.

During the ceremony, Mr. Aamer Abdullah Zainal Alireza,

Tusdeers CEO, has honored Eng. Saleh Hefni, a member
of the Board of Directors and former General Manager
of Tusdeer, to acknowledge his effective contributions
during the foundation of Tusdeer, and in developing and
establishing the Bonded & Re-export Zone at Jeddah
Islamic Port.

/



. -

Q1 2014

Tusdeer Team

44

2013

Distinguished Employees of Tusdeer Team in 2013

Q1 2014

Marwan Fadel

The Annual Event to Honor

Tusdeers Distinguished
Team Member for 2013

45

Issue 24

1435/2/29 2014/1/1

Spotlight

()

. .

NATPET New Achievements

.
National Petrochemical Industrial Co. NATPET rated

54% of national in workforce, this will increase to

reach up to 60% in the upcoming years with more
support to the national talents and expertise. And
became one of the best Saudi Arabia economy
supporters by increasing local sales from 47% in 2010
to 63% in 2012, targeting to be among global market
leaders; essentially in terms of product quality and
performance as well as focused integrated services.
Natpet is a main participant of Waste Free
Environment Day, which is an important environmental
initiative founded by the Plastics Committee of
the Gulf Petrochemical and Chemicals Association
(GPCA) and is dedicated to both responsible disposal
of waste as well as returning our local environments
to their beautiful pristine state (litter and rubbish

Q1 2014

.
.

.

free) where possible.

Q1 2014

47

.






.
.

.


( ) GPCA
.

as Excellent in Ministry of labor Nitaqat program,

46

Issue 24

.

30 .

30
.



.

Presuppositions:

( )

Noam Chomsky
Aifrd Korzybsky
Gregory Batison Milton Erickson
virginia Satir
Fritz Perls
1975 The Structure of Magic



.
NLP


.

Q1 2014

.



.

IBM Chase Manhattan Bank Motorola
Pacific Bell
Soft Skills

.
.
.
.
.
.
.

.
.

.
.
( ) .
.
.
.

.

.

.

.

.

.


.

.

.

.

.
: .
.

.
.

.
.
:
.

..

!!!
( )



.

New Look
Like a brand new computer which contains known
components as well as the operating system and after
much use we find it begins to fill up with software,
information, numerals, scripting, files, folders and
other content that leaves it far from its pristine state,
similarly, people are born with innate components and
as time goes on new information becomes instilled
within them, taken from parents, family, school, society,
beliefs, morals, values, standards and the environment
that surround them, all of which are directly affected
and altered by their senses and the language with which
they communicate since childhood; these elements
have shaped the current mindset. Alternatively, if
the mindset itself changes, then a perception of the
surrounding world ultimately changes with it.
In short, if you were to believe that you are capable of
doing something or believe in the opposite, the thinking
would be valid in both cases.
Q1 2014

49

Neuro Linguistic Programming NLP Neuro
Linguistic
Programming .


.
( )

.

New look

( )The Map Is Not The Territory

.


.

.
.

. (
) .

( ) 11
:

Esameyyat

48

Issue 24

Khaterah

:

.. ..
.. .
..
..

..

.
.. ..
.. !.

Q1 2014

Q1 2014

51

50

Content

Xpressions

Expansis


()ynouman@xenel.com

:
ynouman@xenel.com
- + 966 12 6048360 :+ 966 12 6430051 :

7
9

EMS


.

11 K-Show 2013

13
15
19
21

33
34
36
38

Engpro

39

41

SCC

45

2013

42
46

()

25
27 2014

47

Q1 2014

31 OFBL

50

Q1 2014

28
30

49

Message from
the editor
Issue 24

50 40 30
!

.

!

.
..

.
Xpressions
.

Q1 2014

Q1 - 2014
Issue 24