FEATURE
As construction continued, the
company grew and by mid 2008 to 2009 the workforce onsite at EMAL stood at 22,000. In response International SOS scaled up its provision. Shady Shourbagy is International SOS’ Branch Manager in Abu Dhabi. “Our relationship with EMAL has strengthened and deepened over time”, he explains. “And the services we provide have broadened as EMAL’s needs have changed.”
L-R: Frank Briganti and Shady Shourbagy
jointly to deliver the programs. Really I see International SOS as an extension of my team Frank Briganti
“ We work ”
Partnership approach “All our employee health provision must be of a global standard, which is why our partnership with International SOS is so important”, says Frank Briganti. “This is a partnership to which we each bring our core skills and strengths and which operates at all levels. We actively share concerns and feedback and we work jointly to deliver the programs. Really I see International SOS as an extension of my team.” With construction almost complete, the operational phase of the smelter started in December 2009. In response International SOS now delivers comprehensive medical services to the company’s 1,200 permanent employees plus contractors. This
includes staffing and managing a clinic delivering primary and emergency care as well as a range of occupational health services. “We manage the cycle from the time of any workplace incident until that person comes back to work, ensuring they are fit to work in the location”, explains Shady Shourbagy. “What we’re doing is helping EMAL implement a whole strategy to minimize and manage health risk.”
Proactive programs
Frank Briganti acknowledges that in an industry like EMAL’s there will always be a degree of risk in the workplace. “As we have moved from construction to operations these risks have changed. We continually carry out detailed risk assessments and put in place an integrated risk management approach. As part of this we put a relentless focus on training and refresher training for all our workers. We also offer reward and recognition packages to reinforce positive behaviors – for example awarding phone cards so that people can contact their families. These things are important elements of our workplace culture.” This proactive approach includes setting best- practice standards in occupational health, for example through fit-for-work screening and disease prevention programs. “The prevention of health problems makes good business sense” says Frank Briganti. “This is not just about keeping people safe, it’s about improving health in the longer term.” In partnership with International SOS, EMAL is running a range of targeted health surveillance programs. “We’re delivering a program to tackle diabetes, which is a key health issue in this region. We’re also running non-smoking programs and a heat management campaign for employees on how to look after themselves in the heat both inside and outside work”, explains Shady Shourbagy.
Strategic importance Tim Maylor is International SOS’ Director of Sales and Marketing, Middle East and Africa. “With EMAL we have been able to work closely to deliver a whole range of services and solutions to look after employee health and well-being”, he says.
EMAL’s state-of-the-art aluminium smelter
“The United Arab Emirates is a highly diverse region, with visionary leaders and an international outlook which brings a host of opportunities”, he adds. “As such it is a key strategic region for International SOS and one in which we know we bring valuable resources and expertise – both for large corporations like EMAL and for much smaller enterprises. What’s important is meeting international standards and enabling companies in the region to meet the new challenges of this vibrant and fast-changing part of the world.” ■
6 Hotline Silver Edition, 2010
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