Management_Report

PHILIPPINE CHRISTIAN UNIVERSITY GRADUATE SCHOOL MIDDLE EAST MANAGEMENT REPORT FOR ANABEEB PIPES MANUFACTURING COMPANY Abu Dhabi, United Arab Emirates Eldino V. Caballes DBM 752 – Strategic Planning & Management Dr. Eduardo Malagapo Dean & Professor Graduate School Middle East 15 January 2011 Introduction ANABEEB Pipes Manufacturing Company was established in 1974 as National Plastics Pipes Fabrication Company (NPP) whose primary objective was the supply of PVC-U pipes and fittings in the Emirate of Abu Dhabi. ANABEEB or NPP was a common name to the construction industry during the late 20th century and this was due to its contribution in the development of the emirate. At present, ANABEEB has a total production capacity of 16,000 tons of polyvinyl chloride pipes (PVC-U) and 20,000 tons of glass reinforced polyester pipes (GRP) per year. It has also a manufacturing capacity of 4.5 million cement bags and 20,000 plastic bags per month. This manufacturing capacity is spread in three of its factories and plants located at the old Abu Dhabi Industrial Area and in Mafraq Industrial Area. ANABEEB has 420 employees that nurture the integrity and quality of its product, service, and brand name (ANABEEB). VISION To be recognized as an incubator of new industries and a pioneer in entrepreneurial investment, creating opportunities and shared prosperity through partnership between Abu Dhabi’s private and public sectors. MISSON STATEMENT We aim to be among the leaders in the diversification of Abu Dhabi’s industrial base by creating, developing, privatizing and reinvesting in new companies. OBJECTIVES • Advancing the industrial development of Abu Dhabi by investing in new ventures. • Offering the experience and dedicated support of the public sector to support the development of the private sector. • Establishing new industries through joint-ventures with leading global players in strategic sectors. • Growing our business portfolio profitably. • Enhancing public-private sector partnerships through the phased privatization of our current investments. • Developing quality management and employee skills in positive, supportive work environments. • Preserving the environment and committing to the enhancement of workplace health and safety in all our partner and subsidiary companies. GOALS ANABEEB in its desire to diversify its company operations should also focus itself in the further development of its existing company in terms of infrastructure, manpower and organization, internal policies and foremost its corporate social responsibilities. The fast developments in all system manufacturing operations must always be taken into very serious considerations particularly in modernization of equipment and upgrade of system procedures. These modernizations scheme can be implemented in different stages that will also sustain the present operations processes. • Training of all vital staff in each department to enhance the working knowledge of the individual or group that will be applicable in the immediate future. This will create and develop a strong workforce that will be flexible in all changes in terms procedures or policies. • Develop a state-of-the-art manufacturing facilities of world class structure and be able to compete with any other local, regional or international rival. • Contribute more for the advancement of employee’s welfare by providing other training that will be beneficial to both ANABEEB and employee. • Be one of the key players in Abu Dhabi Vision 2030 in terms of industrialization and manpower development. STRATEGIES An organization is only as good as its people. Thus, an important component of ANABEEB’s vision and strategy is its commitment to the development of multi-national human resources. The corporate strategy and the scope of business operations afford opportunity for: • Exposure to world class business practices. • Participation in public-private partnerships. • Experiential learning. This strategy is a simple combination of four elements: • Creating • Developing • Privatizing • Reinvesting Creating means identifying potential areas of investment where ANABEEB can successfully achieve competitive advantage and establishing companies as partnerships for local and international investors and experienced operators. Develop companies by providing capital investment. This creates infrastructure for these companies to expand and grow their own portfolios. Following the development, we divest our interest in phased privatization to equity partners who can contribute to the companies that had been developed by providing further capital, local and international expertise and reach. The fourth phase, reinvestment, is where we reinvest our profits in new opportunities and further enhance the diversification of Abu Dhabi’s industrial base. EVALUATION ANABEEB’s main contribution to Abu Dhabi’s Vision 2030 will gauge the company’s commitment to the industrialization of the United Arab Emirates and lessen the nation’s dependency on oil products as a source of revenues. Further industrialization of Abu Dhabi will enhance the creation of more jobs that will be attractive to the national population which as of the present is in a very low proportion, thus, offset the imbalance of employment between the Emiratis and the expatriates. The continuous growth of well-educated local populace will be given their proper place to develop their skills and put them at-par with regional and international standards. CONCLUSION ANABEEB had diversified its operations for the past 37 years and for a company that begun only on a specific product to survive the challenges and grew to three manufacturing facilities is already an achievement. However, the most tedious stage of growth is the maintenance of its existing manufacturing facilities and infrastructures while it developing some companies on its way to targeted goals and objectives. It will be not be very difficult for ANABEEB to execute and implement the plans as it is financially capable and with the strong support of the government of the Emirate of Abu Dhabi, the capitalization required will not be sparse. However, it will always be on the hands of ANABEEB’s technocrats to prove that they can handle the responsibilities coupled with the success and maintenance of its mission and goals.