From Local to Regional to Global Player:

1. From Local to Regional to Global Player: The Evolution of Aramex International

2. Video Overview • Hosted by Wayne Cascio, Ph.D. • SHRM Foundation’s 11th DVD • Filmed at Aramex International’s offices in, Dubai, UAE • Comprehensive Interviews • Officers, Managers, and Employees

3. Video Synopsis • Management Team • Advice for Women • Acquisitions • Evolution of the HR Function – Challenges for HR • Five Lessons for evolving a business • Video Introduction • Aramex: The Business Model • New Markets, New Cultures • Experiential Marketing • Corporate Culture • Finding and Keeping Talent

4. Company Overview • OPERATING INFORMATION • Headquartered in Amman, Jordan • $845M+ in annual revenue (USD) • 14,000 employees worldwide • Operates in 60 Countries • Started in 1982 as a partner carrier for major North American carriers • First international company listed on the NASDAQ in 1997. Currently listed on Dubai stock market

5. Company Overview • THE BUSINESS MODEL • Provide local service for international shipping companies • Master the shipping business • Find partners for global expansion • Focus on an asset-light operational model • Re-evaluate business position • Begin competing on a global scale

6. Discussion Questions

7. What are some advantages of an alliance-based business model? • Learn as you go • Distributed risk • Built-in business

8. Additional Questions • How can a light-asset model help a company grow? • How can an organization prevent an alliance partner from becoming an eventual competitor? • What are some reasons to acquire rather than partner with a company?

9. What considerations might a global organization make for geographically separated segments of the business? • Culture sensitivity • Regulatory compliance • Standard operating procedures

10. Additional Questions • How can an organization maintain a global standard of operation while operating locally? • How does dividing up management by region address cultural considerations in each business area? • How might a global organization compete more effectively by acquiring smaller organizations?

11. What types of experiences might an organization encounter when expanding from local, to regional, to global player? • Capital constraints • Time-zone management • Languages and cultures • Legalities

12. Additional Questions • What is experiential marketing? • How does transparency help eliminate friction during expansion? • How can an organization protect its culture as it expands?

13. How can an organization encourage professional development among employees? • Provide a safety net, encourage risk taking • Assign responsibilities • Share knowledge • Network

14. Additional Questions • How can empowering employees help a company grow? • How can a comprehensive induction plan for new employees foster innovation, loyalty, and corporate culture?

15. How can a company attract and retain talent in different parts of the world? • Become attractive to locals • Education and training • Enhance your brand as an employer

16. Additional Questions • How does corporate citizenship help attract and retain talent? • Why is employee retention so important to the long-term viability of a company? • How does community involvement help retain talent?

17. What can an organization do to retain talent following an acquisition? • Retention agreements, early • Retention bonuses • Espirt de corps

18. Additional Questions • Why does Aramex advise against “parachuting experience”? • What types of incentives help retain talent? • How does promoting from within help retain talent? Are there any pitfalls?

19. How might an organization promote female involvement and engagement? • Work-life fit • Performance-based pay • Provide opportunities

20. Additional Questions • How does “setting your own expectations” help a woman succeed in business, particularly in the Middle East? • How does “having the right attitude” help a woman succeed in business, particularly in the Middle East? • How does “asking for opportunities” help a woman succeed in business, particularly in the Middle East?

21. What is the role of HR in promoting successful growth? • Finding the right talent • Keeping the best • Protecting the culture • Understanding the local community • Building bench strength

22. Additional Questions • Why is young talent attracted to Aramex? • How can HR help improve a transition associated with an acquisition? • How can HR provide global standards, while allowing for local flexibility? • Explain how Aramex’s RISE program mirrors the company’s core values.

23. What are some common mistakes that global players make when acquiring local companies? • Not getting involved early enough • Not understanding employees’ needs and concerns • Not including the acquired management in decision making • Underestimating the effort

24. Additional Questions • How has Aramex avoided many of these common mistakes? • How does Aramex ensure that employees know both their job responsibilities and their value to the organization? • How can an organization learn from an acquired company?

25. Important Lessons

26. Five Important Lessons • Develop global standards of practice, but allow for local flexibility to meet differing employee and customer needs.Aramex has standards of practice set by the corporate office, but it also allows for flexibility within its local businesses to meet local laws, customs, norms, and employee needs and expectations.

27. Five Important Lessons • Build a diverse workforce, and leverage the differences and commonalities. Like Aramex, start by hiring a diverse workforce in your home office and immersing new employees in the company culture. Once they are oriented and sufficiently trained, repatriate them to their homelands to leverage their unique mixture of company and local cultural experiences.

28. Five Important Lessons • Make sure the structure of your HR practices and policies parallels and communicates the core values, strategy, and structure of your organization. Aramex’s RISE compensation system has four levels–Rangers, Innovators, Stars, and Explorers. That system parallels the company’s flat organizational structure of four levels. The acronym RISE reflects Aramex’s commitment to employee career paths and to its philosophy to challenge employees to rise above the ordinary.

29. Five Important Lessons • Listen, listen, listen. Learning how to meet the needs of diverse customers, suppliers, job applicants, and stakeholders in multiple cultures means listening closely and adapting to local needs. Companies often believe they know the business model that should work everywhere, but those like Aramex that listen closely to key stakeholders are much more likely to succeed.

30. Five Important Lessons • Motivate employees by ensuring that they know both their job responsibilities and their value to the organization. Aramex does this by orienting and educating employees on what they should do and on what they can take initiative to do, and how they bring unique value to the entire customer experience.