Over the past period, Dukan launched and concluded a business campaign in partnership with HYPE Innovation. The campaign asked Dukan team members to contribute ideas and solutions to enhance the Dukan app. After all, who better than both team-members and customers know best what our app will need to function optimally?
The method of online collaboration was quickly embraced and has generated very promising results from participants. Blue collar participation has been particularly impressive throughout this campaign; colleagues in this category were more active than white collar colleagues. Out of the total of 185 ideas we received, 34 will be turned into concepts and 4 have been selected for direct implementation. Those who submitted ideas for the chance to win a new iPhone 11 have contributed with promising ideas on: quickly reordering ideas from the app and offering app-only products.
Not only has this experience ultimately lead to the improvement and enhanced efficiency of our business, it has fostered a great company culture sentiment by providing the opportunity to put into practice the 3 principles, 5 values and 10 golden rules of our ecosystem: Omnipreneurship.
This is the first campaign of this kind launched at Dukan, and the team-spirit and collaboration it has brought about has been inspirational and will no doubt last long beyond the conclusion of the challenge.
At TFC, sustainability mean meeting the present needs without compromising the ability of future generations meeting their economic, environmental and social needs. As with any other company across various industries, TFC is focusing on creating value out of the waste TFC produces.
Slaughterhouse waste water (SWW) has been classified as one of the most detrimental forms of industrial waste to the environment by the United States Environmental Protection Agency (US EPA). The inadequate treatment before disposal of SWW is one of the reasons for river deoxygenation and groundwater pollution. At TFC, we currently generate a billion litres of waste water per year, treated to the level of agriculture water acceptable by the standards of Saudi Agriculture Ministry and released to the environment.
To address this important issue, we have launched the One Million Tree Initiative. Not only does this initiative contribute to environmental sustainability, but it also has the ability to convert waste to value, by saving costs when it comes to disposing of the waste water. Our plantation project has so far helped us to save disposing cost and also in the future will help us saving more millions by way of trimming the trees and converting it as bedding materials for our farming operation.
The environmental benefits of tree plantation will be:
On average a tree absorbs 14Kg of carbon dioxide (CO2) per year while a consumer emits 4.8 tons of to the atmosphere. Our trees will help with absorbing the CO2 emitted to the atmosphere. Once complete, they will absorb the carbon footprint of nearly 3,000 people.
Not only that: our trees will generate oxygen for over 133,000 people.
Additionally, we will be planting trees in the desert: this large scale planting in such an area will lead to a shift in weather patterns and lead to more rainfall on land, and ultimately to more growth. The shift happens because the trees pull and evaporate up to 1000 litres of water into the atmosphere every day.
On global scale, our trees will contribute a reduction in global warming. This will come as a result of reducing greenhouse gas effects due to reduction in CO2 levels, help people breathe cleaner air and also it will help the hydrological cycle through evapotranspiration process and increase the rainfalls.
Each person and organization has a role to play in creating a better world. Given the above benefits, TFC is very proud to be able to play it’s part in contributing to a greener and healthier planet for all through this initiative.
The past few months have been eventful in the world of Omnipreneurship, in a very good way! We have launched our much anticipated Omnipreneurship Awards Program.
To thrive in a competitive market, every organization must understand its area of operations, including the challenges that come with it. Change is inevitable, and all organizations must be willing and prepared to adapt to that change. ADG is doing just that that, through the Omnipreneurship Awards Program. The overall goal of the program is to strengthen the understanding of Omnipreneurship philosophy and to create value for our companies and our communities. We plan to engage all 16,000 of ADG global colleagues in our companies with internal award campaigns asking them to come up with innovative solutions using the Omnipreneurship ingredients. To do this, we are partnering with HYPE who will create an Enterprise Collaborative Innovation Platform for ADG to help us finding solutions inside ADG Group.
We will also launch one external Award, a crowdsourcing based innovation contest to solve a global challenge which will produce innovative technologies that will revolutionize outcomes in one of the ADG portfolios. This is an “innovation initiative” in partnership with NineSigma, an established value in the Open Innovation space. NineSigma is supporting ADG with this program, where ADG will be looking externally for solutions to solve technical challenges that business units are facing. NineSigma will connect ADG to a network of various innovators (start-ups, SME’s, universities) through their innovation platform, NineSights.
What is this Omnipreneurship Awards Sustainability Branch?
Throughout the next 5 years, NineSigma and ADG’s companies will launch various innovation challenges. They will fall under The Omnipreneurship Awards: Sustainability Branch challenges and the external Gallery Challenges.
External innovators, called solution providers’, could submit their innovative solutions to solve the Sustainability Branch challenge or the External Gallery challenges.
The Omnipreneurship Awards: Sustainability Branch is a very driven and ambitious challenge, with a prize of USD$1 million for those who provide innovative, forward-thinking and viable solutions to one specific challenge. Not only will finding a solution to a technical challenge have a significant impact on the company’s business: it will also have a positive social and/or environmental impact on the business’ communities. For the coming five years, a challenge of this nature will be launched by ADG. ADG ran several internal challenges which led to an internal CEO pitch competition where we asked our CEOs to share innovative, ambitious, and sustainable ideas which will lead to a new stream of revenue. The competition ended with anonymous voting system that chose our winner for 2020.
This year, we are happy to announce, Tanmiah Food Group (TFC) have been selected to launch the Sustainability Branch challenge. They will be seeking proposals that provide solutions for creating carbon negative processing of poultry manure into valuable products for other areas of TFC’s business, as well as the for the Kingdom of Saudi Arabia and globally.
The Omnipreneurship Awards: Gallery Challenges
The Gallery Challenges will also give the opportunity for ADG’s companies to connect and engage with the external innovator community. This will be done through the Grand Challenge Gallery, where business units will be able to seek solutions of a more short to medium term nature (6 months – 2 years). Throughout the course of the year, various challenges will be posted in the gallery, and solution providers will have the chance to propose ideas to those challenges. The incentives to respond to the gallery challenges are the potential opportunities to collaborate with one of ADG’s companies.
By the end of August, the first challenges will be launched. ADG companies will invite the public to offer solutions to the external challenges as well as Tanmiah’s Sustainability Branch challenge, around which there will be social media messaging, press releases, and full communications efforts
Everyday across the Kingdom of Saudi Arabia, thousands upon thousands of cars go through standard car-washing services. Each one of those washes consumes 100-125 litres of water. Not only that, harsh chemicals are also used in the process and a large volume of water resources are wasted.
Over the past period, Petromin has taken the opportunity to experiment with a newly developed technology that uses steam instead of water for car-wash services. Not only was the steam system effective in cleaning cars, it used a significantly smaller amount of water per wash: 4-5 litres – saving an astounding 100 litres of water per wash. After the initial testing, the eco-steam carwash has been rolled out across 300 of our Petromin Express outlets, with more to come.
Aside from the important and obvious environmental benefits, the eco-steam carwash also allows for saving time and money for a deeper cleaning; more cars are able to get washed in a shorter period of time. The steam easily cleans delicate and sensitive surfaces that are often difficult to clean with other methods. It is also an extremely mobile service; we are now putting plans in place to add this service to our Mobile Van Quick Service operations.
Moreover, in the midst of the coronavirus pandemic, the eco-steam car wash has innate hygiene and sanitization benefits. With prolonged use over time, bacteria and viruses become resistant to treatment by chemical products. However, pathogenic agents are not resistant to the thermal shock of vapour cleaning. Unlike other cleaning methods, vapour is able to enter into all surface cracks and crevasses.
The eco-steam carwash has allowed Petromin to incorporate a value-added service to our already existing offerings across Petromin Express and Petromin Autocare facilities. As importantly or even more so, it allows us to play a role in contributing to creating a cleaner, healthier and more sustainable planet.
In the spirit of Giving, Dukan launched our Ramadan package project in 2019. We wanted to create a way for communities in the Kingdom support less privileged families by providing those most in need with essentials for the Ramadan season.
After the success of the project in 2019, this year we further developed it into a fully-fledged initiative, whereby we partnered with local charitable organizations. The project “4+1” worked to reach as many as possible, by leveraging the already-existing networks of various organizations in Makkah and Jeddah. For every 4 boxes donated by customers through the charities we partnered with, Dukan contributed an additional basket. The response to this initiative was overwhelming, resulting in over 100,000 food-baskets reaching families in need. For 2021, we will continue to expand the project by expanding the number of charities we will be collaborating with.
Like all companies across the globe, Dukan’s work was not unaffected by the Covid-19 pandemic, which has brought grief and tragedy to families and presented uncountable challenges to businesses worldwide. This year, the height of the pandemic coincided with Ramadan, making our Dukan food basket initiative all the more crucial to get essentials to the most vulnerable. With giving and charity at the heart of Islam, all of us at Dukan were humbled and privileged to be able to support our local communities.
While much attention has been paid to the way the global Covid-19 pandemic is a health crisis of the highest magnitude, a tsunami of knock-on effects have been quietly devastating mission-driven organizations around the globe. At Philanthropy U, our mission is to expand the capacity of under-resourced, locally-led organizations working to address critical issues in their communities. Fearing that these organizations would be overwhelmed by a deluge of challenges – lack of funding, inability to deliver services, transitioning to working remotely – we set out to understand how we could help.
We knew that time was of the essence, and in little over a week conducted a series of interviews and collected survey data from hundreds of organizations in order to better understand their challenges in light of Covid-19. We saw that 9 out of 10 organizations had closed or limited their operations due to social distancing, lack of capacity, or resource constraints. Half of the organizations we spoke with reported significantly increased stress or worry, and nearly half reported that they lacked the resources to meet beneficiary demand.
Other findings included:
Information Quality and Access: Organizations told us that sourcing information on COVID was tedious and difficult, and that they were hungry for info from trusted sources. Many communities they serve are generally wary of information put out by governments.
Lack of Preparedness: Organizations were already stressed about funding and their organizational strategy during normal times, and feeling overwhelmed during this ‘all hands on deck’ moment when they are doing their best to support their beneficiaries. Moreover, organizations are operating on their own since most funding partners do not have much to say or offer to them at this time, which amplified the uncertainty.
Limited Knowledge Sharing: Organizations were mobilizing to respond to the crisis, but had no idea as to how other organizations were responding, preparing, or adapting to this crisis; they were limited in how they could connect.
Shift to Digital: Organizations recognized that they must adapt their delivery strategies to meet the needs of a socially distant world, but they didn’t have the experience or expertise to do this.
In response to these findings, and recognizing the dire needs faced by the organizations we serve, our team pivoted into a wartime footing, and began rapidly developing a series of initiatives to meet these challenges, including:
Resource Aggregation: We poured our marketing efforts into stockpiling and disseminating the most relevant and useful content we could find, leveraging our trusted brand to get the right information in front of our users.
Course Development: We developed six mini courses in record time, covering topics from “Leading an Organization in a Pandemic,” developed in partnership with Bain and Co and FHI 360, which helped organizations determine how to lead their organizations in a shifting landscape. To support organizations in bringing their services online, we created a course called “Designing an Online Lesson,” developed in collaboration with Pathstream and Teach for All. Other courses included “Stay Safe,” “Planning Communications,” “Fundraising” and “Working with High-Risk Populations.” Every course spoke to specific needs faced by our organizations, and provided evidence-based instruction to help them rise to meet the moment.
Community Driven Initiatives: While creating content in collaboration with leading experts was immensely useful, our entire organization is predicated on the idea that local leaders know best how to solve their challenges. Channeling this, we also launched a series of community initiatives:
Job Board: Allowed members of our community to post and find job and volunteer opportunities, supporting mobilization against the pandemic.
Discussion Forum: Created a dedicated space for our users to share what was working for them in their pandemic responses.
Pitch Competition: Community members pitched ideas to respond to Covid-19, and the top idea won a grant to fund it.
The results of our efforts have been meaningful and inspiring. Collectively, over 15,000 community members have taken a course or participated in a community-driven initiative. Our Covid-19 courses are completed at nearly 10x industry standards, and on average receive an exceptional NPS rating of 66.
We know much work remains to fully address this crisis, but we’re proud to be doing our part to support thousands of local communities worldwide.
This year has probably not gone as anyone imagined when it first started. 2020 brought with it high hopes for a new decade – a turning of the page, a fresh start and a clean slate into the “roaring 20’s”. Roar it did, but definitely not in the way any of us had predicted.
At ADG we took an offensive approach to dealing with the pandemic and the challenges it threw our way. Each of our verticals created emergency teams. These teams were responsible for keeping up to date on the effects of the Coronavirus within each of their sectors, for keeping ahead of the curve and for adapting businesses to the rapidly evolving circumstances, in ways that ensure the safety of our colleagues, serving our communities and business continuity.
July saw ADG and Bain & Co. conclude work on our 2025 strategy, and with it the creation of our new finish lines and goals: to be listed amongst the top 5 wholly owned family businesses in the Asia and MENA region; to be listed amongst the top 5 family businesses in terms of SDG contributions; to be amongst the global top 5 wholly owned family businesses in terms of impactful giving.
Fast-forward to the here and now. Although the entire world has gone through difficulty, grief and heartbreak this year it is important to hold on to lessons learnt so that we may build back better and more resilient than when we started.
Wishing you and all your loved ones safety and health – today and always.