Latest news with #organisations
Zawya
23-07-2025
- Business
- Zawya
Unlocking efficiency: The case for integrated service providers in mining
Given the threat of international decline, mining companies are under increasing pressure to streamline operations without affecting production as costs come under continual scrutiny. Despite this, many organisations still depend on a fragmented network of service providers, each with its contracts, processes, and communication protocols to meet their equipment, staffing, and maintenance needs. While working with multiple service providers might seem like a good way to access flexibility and specialist expertise, it often leads to duplicated efforts, increased costs, ineffective communication, and frustrating delays. A more practical approach is to utilise an integrated service provider. This simplifies operations by reducing friction, lowering costs, and enhancing service quality and uptime through a single central point of management. The hidden costs When services are split between different vendors, mining operations face an uphill battle to keep everyone on the same page. Meetings are repeated, data is siloed, and communication becomes a constant back-and-forth between various teams. The result is an unnecessarily bloated administrative burden, where every vendor must be managed, vetted for compliance, and evaluated for performance. Response times are slower when emergencies such as critical equipment failure arise, as responsibility is dispersed across multiple parties and projects stall while teams wait for updates, clarification, or coordination. Something as simple as repairs could involve several service provider touchpoints and redundant site visits, dragging out timelines and driving up costs. The power of simplification An integrated service provider brings together essential functions such as equipment supply, maintenance, safety audits, and staffing under one contract with a unified management structure. This streamlined setup delivers immediate benefits, and in high-pressure situations like unexpected equipment failures, the value of having a single, reliable point of contact becomes especially clear. Instead of scrambling to coordinate between multiple service providers, companies can rely on a cohesive team that already understands their infrastructure, protocols, and priorities. This can significantly reduce the time to resolution and mitigate operational risks. An integrated approach also reduces the administrative burden as fewer contracts, invoices, and points of contact mean less paperwork and more time for strategic tasks. Such an approach also results in enhanced quality control, as instead of managing multiple suppliers with varying standards, companies can work with one provider to ensure consistency across the board. More importantly, it gives the service provider the visibility to spot opportunities for synergy and efficiency that might be missed when services are split across different vendors. For example, maintenance schedules can be aligned with staffing and equipment supply, minimising downtime and maximising output. Cost savings and quick wins When services are bundled under a single umbrella, cost savings follow naturally. This is because where service volumes are consolidated, mining companies can increase their bargaining power. Instead of negotiating separately with each provider, a mining company can unlock value through economies of scale with reduced rates, rebates, or more favourable contractual terms. With fewer vendors to manage, they can also reduce the number of audits, training sessions, onboarding processes, and compliance checks required, which cuts down on both time and expense. The hours once spent coordinating multiple supplier relationships can instead be redirected toward core business tasks. Quality management also becomes more streamlined, with the ability to audit one provider's systems across multiple services, rather than assessing each supplier individually. Lifecycle value An integrated approach also makes it easier to tailor services to strategic goals. Whether that's improving safety, increasing equipment uptime, or supporting sustainability targets, there is greater alignment and clearer accountability across teams when one provider is responsible for multiple facets of the operation. Regular safety audits and quality assessments can be centralised to ensure consistency and reduce audit fatigue. The most compelling advantage of service integration lies in lifecycle value. When one provider manages an asset from cradle to grave, covering procurement to maintenance and repair, they're better positioned to optimise its performance over time. Additionally, there's no need to re-onboard new vendors at every stage or renegotiate terms with each new requirement, as everything is managed through one trusted partner with a big-picture view of the mine's operation. In this way, the total cost of ownership can be reduced, which helps mining companies plan and manage their assets more efficiently, minimising unplanned downtime and extending the useful life of critical infrastructure. Future-proofing mining operations As mining operations evolve, the need for seamless service delivery and tighter cost control will only become more pronounced. Integration provides a scalable solution that helps companies meet today's operational demands while positioning them to meet future challenges with agility and confidence. Through the simplification of their service provider portfolio, mining companies can move faster, respond better, and produce more with less friction. Choosing the right partner is key, however, and factors like local availability, strong logistics, technical capabilities, and a proven track record must all factor into the decision. The goal is to build a strategic relationship that supports everything from emergency response to long-term efficiency and performance improvements. In such a competitive, high-stakes industry like mining, reducing complexity can create a powerful advantage. Integration becomes more than operational convenience; it is a deliberate, forward-thinking strategy to cut costs, improve uptime, and future-proof mining operations.
Gulf Business
23-07-2025
- Business
- Gulf Business
UAE hiring boom: 56% of companies planning to expand workforce
Image credit: Getty Images The UAE has emerged as the most optimistic country globally in terms of hiring expectations for the third quarter of 2025, according to the latest With a Net Employment Outlook (NEO) of over 48 per cent, the UAE significantly outpaces the global average of over 24 per cent, demonstrating the continued resilience and vitality of its labour market as the region pushes forward with diversification and innovation. Read- The report, based on responses from more than 530 employers across the country, found that 56 per cent of UAE organisations plan to expand their workforce in Q3 2025, while just 8 per cent expect a reduction. The remaining employers either anticipate no change or are unsure. These figures place the UAE firmly at the top of the global hiring sentiment rankings, ahead of countries such as the Netherlands (over 30 per cent) and Ireland (over 29 per cent). Key sectors powering UAE's employment momentum The sectors showing the strongest hiring confidence in Q3 include Transport, Logistics and Automotive, Consumer Goods and Services, and Energy and Utilities, all industries experiencing dynamic growth and transformation. Transport, logistics and automotive reports the highest global hiring outlook at over 64 per cent, exceeding the international average by 41 percentage points. This remarkable surge is fueled by ongoing infrastructure mega projects, smart mobility innovations, and increased demand for supply chain professionals. The consumer goods and services sector follows with a over 60 per cent hiring outlook, outperforming the global sector average by 27 points. This growth reflects an ongoing rebound in retail, FMCG, and tourism-related services, especially with seasonal peaks expected in the latter half of the year. Energy and utilities continues to perform strongly, posting an over 62 per cent hiring outlook, 43 points above the global sector average. The sector's strength is driven by major investments in sustainable infrastructure and the UAE's diversification of energy sources, aligning with the country's long-term climate goals. According to the survey, the main drivers of hiring in the UAE include: Company expansion (38 per cent), reflecting confidence in market conditions and strategic growth plans Technological advancements (32 per cent), as businesses accelerate digital transformation Emerging business areas (31 per cent), creating demand for new roles in innovation, AI, and green technologies UAE's labor market shows resilience and ambition Filip Rideau, country manager at ManpowerGroup Middle East, emphasised the UAE's unique position in the global employment landscape. 'With a Net Employment Outlook of over 48 per cent, the highest globally, the UAE labor market demonstrates not only resilience but a strong appetite for growth,' said Rideau. 'Key sectors such as transport, consumer goods, and energy are driving this momentum, indicating robust demand for skilled talent across industries.' The Europe, Middle East, and Africa (EMEA) region shows varied hiring confidence, with an average NEO of 19 per cent. The UAE's over 48 per cent outlook places it well ahead of regional and global counterparts, further cementing its reputation as a talent hub and economic powerhouse. Adapting to the rising cost of living Amid growing concerns about the cost of living, especially in key areas such as housing and education, UAE employers are increasingly revisiting their compensation models. Many companies now conduct annual salary reviews to better align with inflation trends and employee expectations. According to Vijay Gandhi, Regional Director at Korn Ferry, there is a noticeable shift toward tiered and adaptive benefits structures. 'Housing and transport allowances are widely offered across all job levels, while children's education support is more commonly provided to managers and senior executives,' said Gandhi. 'These benefits are often tailored based on an employee's seniority and family needs, helping to ease financial strain and improve retention.' However, Gandhi cautioned that salaries in several sectors have not fully kept pace with inflation, prompting a broader rethink of rewards structures. To stay competitive, employers are exploring: Performance-linked bonuses Stock options or equity plans Lifestyle-related perks like relocation support and travel reimbursements Beyond salary: Innovative benefits shaping the UAE talent market As financial pressures mount, UAE companies are going beyond salary adjustments to craft holistic benefit packages designed to support employee well-being, work–life balance, and professional growth. Some of the most in-demand innovations include: Flexible work arrangements: Hybrid and remote options are increasingly expected by candidates and offer employers greater reach and retention. Mental health and wellness initiatives: Companies are investing in counseling services, wellness stipends, and gym memberships to promote overall health. Childcare support: Subsidies and on-site childcare help working parents manage responsibilities more effectively. Professional development stipends: These allow employees to pursue certifications, attend workshops, and build skills aligned with future career goals. By embracing a whole-person approach to talent management, UAE employers are positioning themselves to compete globally for top-tier professionals while fostering loyalty and engagement. What UAE workers value most in 2025: Emerging trends The workforce of 2025 is more discerning, more informed, and more aligned with long-term life goals than ever before. As such, UAE professionals are increasingly drawn to benefits that reflect these priorities. The most valued employee benefits this year include: Flexible working hours and remote options, supporting diverse personal commitments and lifestyles Education and childcare allowances, providing financial relief for families Mental health and wellness programs, addressing burnout and psychological well-being Upskilling and training programs, ensuring career durability in an evolving tech-driven economy These preferences point to a seismic shift in the employer-employee relationship—one where purpose, flexibility, and well-being sit alongside salary as top considerations. Outlook: UAE positioned as global talent magnet The Q3 2025 data from ManpowerGroup not only reflects a moment of optimism, but also signals a strategic transformation in the UAE labor market. As the country continues to invest in future-ready sectors, upgrade digital infrastructure, and refine its talent policies, it is increasingly seen as a destination of choice for ambitious professionals. For employers, this is an opportunity to lead with vision and responsibility. For job seekers, it may just be the best time to make a career move to the UAE.
Gulf Business
14-07-2025
- Business
- Gulf Business
Cloud, data and AI: How to harness the new engines of progress
Image: Supplied When it comes to investments in artificial intelligence (AI), the numbers are staggering. Saudi Arabia and the UAE just announced plans to buy hundreds of thousands of advanced AI chips. And at France's 'AI Action Summit' earlier this year, public and private actors pledged investments surpassing EUR 300bn to advance AI in Europe. It is very clear that expectations about the economic benefits of this technology are sky high. Yet, a recent McKinsey survey found that more than 80 per cent of organisations worldwide are not yet seeing any tangible impact on their The key to the answer is that AI is not a stand-alone technology. For its benefits to materialize, AI has to be deeply embedded in business processes. And for that, companies have to put three pillars in place: modern cloud software, modern data management, and a consistent stack of AI technologies linking with them. It starts with software All successful companies use software to organise and optimise their business operations – from order intake and procurement to production, delivery and customer service. Yet, many enterprises still rely on legacy on-premise software – that is, a wide range of programs installed on the company's local IT servers. This 'software landscape' often consists of disparate applications plugged together – heavily modified over the years and frequently not up to date with the latest innovations. These complex systems are costly to maintain, and they make it difficult for companies and their leaders to respond to challenges and opportunities with agility and speed. AI applications, too, face major obstacles in legacy systems: They have a hard time grasping the company's inner workings, making sense of fragmented and widely distributed datasets, and may not be able to find certain key information. The first step towards powerful business AI, therefore, is the move from legacy on-premise software to modern cloud software – that is applications that are centrally managed and maintained in professional data centers, constantly updated with new innovations, and tightly linked so information can flow freely between the different parts of the company. For companies today, this so-called cloud migration is faster, smoother and more transparent than ever before – thanks to the proven methods and advanced digital tools now available. And the prize is larger than ever before, too: integrated cloud applications work together out of the box and cover the company's software needs end-to-end across departments. This integration allows a car maker, for example, to reduce time and cost – say, from receiving an order through the vehicle's production to its final delivery. Similar benefits extend to all other industries and workflows. A cloud migration, consequently, is more than an IT project: it is the digital foundation for a thorough modernisation of the entire enterprise, for moving from 'good' to 'great'. Once in the cloud, companies can add advanced data management solutions with little effort. Think of advanced data management as a magic filing cabinet: it automatically stores and organises all documents, all information, all data automatically in the right place and in perfect order – always up to date, perfectly searchable, without duplicates and errors, smartly annotated, and everything in the right context. Cloud and data In their combination, integrated At the same time, they enable AI technologies to access, understand, and facilitate transactions across the company – assisting human users with repetitive tasks as well as with deep analyses and insights. And the next evolution is already at hand: Based on integrated cloud applications and data management, digital coworkers – also known as 'AI agents' – are now able to carry out complex work assignments. For example: find overdue invoices, identify what went wrong, resolve the issue, and make sure payment targets are met. Realising the tremendous benefits of AI is thus about going on a journey: from on-premise software to cloud applications, then onwards to modern data management and the use of AI agents throughout the enterprise. It is this journey that unlocks the tremendous potential so many see in AI – and enables us to completely reimagine how our businesses and economies are run. The writer is the CEO of SAP SE.
BBC News
08-07-2025
- Business
- BBC News
Jersey's States to begin legal action over unpaid data fees
The government body which oversees data protection in Jersey is to start legal action against multiple organisations over unpaid fees, it Jersey Office of the Information Commissioner (JOIC) confirmed the unnamed groups had failed to pay an annual data protection fee, which funds the JOIC's work to "make the island a safe place to live and do business".Under Jersey law, companies are required to pay the annual fee, which can be anywhere between £70 to £1,600, depending on the size of the JOIC said groups had been "non-compliant" despite its attempts to make contact with them, and that they would now be sent a letter to begin "a formal debt recovery process".
Yahoo
16-06-2025
- Business
- Yahoo
IFRS Foundation introduces e-learning modules for ISSB standards
The IFRS Foundation has unveiled new e-learning modules to aid organisations in comprehending the standards set by the International Sustainability Standards Board (ISSB). The modules address essential subjects, including the IFRS S1 General Requirements for Disclosure of Sustainability-related Financial Information and IFRS S2 Climate-related Disclosures. Comprising four self-directed modules, the content features a blend of written and visual materials alongside interactive knowledge assessments. The modules include Introduction to the IFRS Sustainability Disclosure Standards; Introduction to IFRS S1 General Sustainability-related Disclosures; Introduction to IFRS S2 Climate-related Disclosures, and Integrated sustainability disclosures and organisational considerations. These modules concentrate on various elements of sustainability disclosures and organisational considerations. Upon completing each module, users can opt for a short multiple-choice assessment to earn a certificate of completion. Access to the e-learning modules is complimentary for individuals with an account. They act as an introductory resource for organisations preparing for sustainability-related disclosures and other stakeholders keen on ISSB Standards. The foundation said that the launch of these modules is part of its initiative to facilitate the global adoption and implementation of ISSB Standards. This initiative addresses the growing market demand for practical resources in sustainability reporting. ISSB vice-chair Sue Lloyd said: 'The ISSB is committed to supporting companies as they implement our Standards. We understand the need for accessible, practical resources to help preparers understand and apply IFRS S1 and IFRS S2. 'This e-learning course, along with our library of educational materials, will help equip individuals with the knowledge they need to understand our Standards and implement them effectively with the aim of providing decision-useful globally comparable sustainability-related information for investors.' "IFRS Foundation introduces e-learning modules for ISSB standards" was originally created and published by The Accountant, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site.
