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Our People
Empowering People
HR Activities in 2017 Our New Goal and Performance Management
system went live globally in December 2017 giving
The year 2017 was bursting with successful our managers and employees the necessary tools
milestones for HR relating to the implementation to develop goals instantly with recommendations
of new SAP SuccessFactors & SAP Payroll systems. from the Goal Library of more than 500 SMART
(Specific, Measurable, Attainable, Realistic, and
In addition to this, we established our in-house HR Timely) objectives. Coupled with the implementa-
Shared Services Center. Moreover, we engaged HR tion of the Continuous Performance Management,
personnel across the network in establishing 2018 managers are given tools to follow up on their
Workforce planning activity. teams’ objectives, address changes and challenges
in real time instead of waiting until the end of year
HR Systems appraisal.
The latest HR direction is moving beyond automat- We successfully implemented the unified Payroll
ing processes, reducing costs, and complying with in United Arab Emirates while rolling it across
building value-based relationships with every mem- the network starting from January 2018 for KSA
ber of the workforce at all levels of the business. and Jordan, which will simplify and increase HR
operation efficiency while leveraging on Hardware
Our aim is to empower every manager and leader efficiency with better visibility on global
at all levels to manage his or her human resources employees view.
within the best practice of the industry and oper-
ating culture. We are seeing HR not as a “system Years of Service
of records” but as the core where the organization
1-5
comes together to transform how we at Aramex Years
manage our business through our people to achieve 6 - 10
Years
our goals and objectives in a successful manner.
49.8%
In May 2017 we had all countries live on Employee
Central (part of SAP Success Factor module) giving
Aramex the opportunity to manage its HR admin- 19.5%
istration locally while supporting the business Less than
globally with localized compliance. 1 year 11 - 15
16.8% Years
9%
In October 2017, we also went live with a global
recruitment and applicant tracking system across
the network, giving us accessibility and visibility
0.5% 1%
on talents all over the globe. 25+ Years 21-25 Years
Top Management
Male Female
87% 13%
In 2017, Aramex adopted a visionary forward think- The new Aramex Orientation Program has been
ing and technologically driven approach towards designed with an approach of focusing more on
learning. With the organization’s strategic direction role-specific training. This structured onboarding
towards the promotion and adoption of technology, program is designed to help employees understand
Aramex has invested heavily in creating up-to date company’s purpose, mission and values through a
blended learning solutions for all its employees. smooth transition into the Aramex workplace. The
program also uses a blended learning methodology,
Female training accounted which makes it easier and less time consuming for
for 65% of all training hours our training teams to facilitate.
in Aramex.
The new content and structure of this onboarding
Learning Management System program is scheduled for delivery in January 2018.
404-1, 404-2
31 Aramex Annual Report 2017 07 Our People
E-learning
Learning Summit
& train the trainer
Age Group
above 64
Expat Local
0.3% 42%
Age Group 58%
51 - 64 Age Group
below 21
0.9%
Age Group
41 - 50 Top Management Local vs Expats
16%
38%
Expat Local
52% 48%
39%
Nationality
Age Group
21 - 30
India 20%
Egypt 15%
Age Group
31 - 40 Jordan 10%
South Africa 8%
Pakistan 8%
Other 40%
Regions
Africa
29%