ENGINEERING THE EMIRATES - Petrofac Emirates

Al Hosani says potential recruits are being targeted from top UAE universities.
is ambitious, tech savvy and
are increasingly willing to look
at dynamic opportunities in the
private sector.
“For decades it has been
more convenient, and easier, for
Emiratis to join the government
sector. People looked at it as a
secure job,” he recalls. “In recent
conversations with people working
in the public sector, many of
them have said they were interested
in exploring opportunities
in the private sector so they
can develop themselves personally
in order to fulfill their professional
goals. These people
don’t want to stand still or stagnate.
This generation is hungry
for success and want opportunities
that can help them achieve
this,” says Al-Hosani
The company has stepped up
direct recruiting measures this
year, and has been scouring universities
and colleges for suitable
candidates.
“From the beginning of this
year, we have been participating
in career fairs and events.
www.arabianoilandgas.com
We have also undertaken some
targetted advertising. An online
presence is a critical tool for
engaging with this new generation
of Emiratis and so we
are excited to be launching
our Petrofac Emirates’ website
in early December which has
a specific section focused on
recruitment.”
With a professional background
in human resources,
career development and training,
Al-Hosani joined Petrofac
Emirates in July 2009 with
a focus on, attracting, looking
after and retaining talented
resources as part of the company’s
growth.
“Currently the number of
Emiratis that make up the permanent
staff at Petrofac Emirates
is 3%, with 10% in senior
management, and we are looking
to improve on this all the
time,” says Al-Hosani.
Petrofac Emirates’ strength,
argues Al-Hosani lies in its
make-up, the company is a joint
venture between Petrofac Inter-
national and Mubadala Petroleum
Services Company.
He says that for young graduates
there are excellent opportunities
at companies like Petrofac
Emirates where employees
are encouraged to be proactive
and visible in the company’s
development.
“What we can offer applicants
when it comes to their career,
are excellent career opportunities
underpinned by attractive
compensation packages, but we
look for people with the right
attitude: people who will look at
the whole proposition,” Al-Hosani
states.
He speaks of his own experience
upon joining Petrofac
Emirates: “It’s always a challenge
when you’re joining a new
organisation, it takes time to
adjust and understand the culture
of the business.”
“We have usually been on
the “other side of the table”,”
he says describing the position
usually taken by Emiratis in
national oil companies, which
are the client organisations for
contracting firms such as Petrofac
Emirates.
“That said, I’ve been very fortunate,
I had great support from
the CEO and the management
team: when I joined they helped
to bring me up to speed.”
Emiratisation can be a tricky
business especially for private
sector firms, where government-imposed
hiring quotas
for nationals are grudgingly
adhered to, sometimes regardless
of skill levels of the nationals
being hired. This attitude
is one that Al-Hosani is keen
to change.
“We are not hiring Emiratis
just to make up the numbers,”
he says. “When it comes to hiring
we are focused strictly on
COVER STORY
quality not quantity so when
we recruit for any position, everyone
goes through the same
interviewing and referencechecking
process.”
Al-Hosani believes that properly
fostering career development
opportunities is a vital tool
in making the vision at Petrofac
Emirates a reality.
“What we are currently looking
at is to have a more structured
career path for employees;
it’s not only for Emiratis
but for all of our employees.
Even when we hire expats
we shouldn’t really take it for
granted that they are coming
here to do a job and then go
home, they are also looking
for a career, if we are not going
to provide them with this then
they will look elsewhere.”
“Looking at it from a company
perspective we also need
to ensure we retain all employees.
We need to provide them
with a clear career path so they
see a bright and progressive
future within the company.”
There is plenty of room for
personal development and initiative
is encouraged says Al-Hosani
who believes that employees
should have the freedom
to change career paths, aligned
with the company’s view, in
order to capitalise on their aptitude
rather than solely depending
on their formal vocation.
“If someone comes into my
office saying ‘I would like to
undertake a particular type of
training for my personal development,
or ‘for my career I
want to explore opportunities in
another department this really
pleases me because the individual
is really thinking ahead,
they are looking to improve
themselves, they are not coasting,”
he explains.
December 2010 Oil&Gas Middle East 49