Plan and Objectives:

  • It aims to be an agile company, neither sluggish nor weighed down by the burdens of the past.
  • It aims to double the company's business volume within three years.
  • It aims to double workers' income within five years.
  • Expand opportunities for training in leadership and management skills, as well as technical, technological, and vocational training.
  • We are working to promote young leaders to leadership positions within the company without being bound by outdated seniority rules, as long as the candidates meet the qualifications for the position.
  • Apply the principle of rewards and punishments to everyone without favoritism, and remove any leaders who fail to meet the company's goals.
  • Expand the principle of delegating authority and promoting teamwork in management, and establish councils to manage the executive sectors, with the participation of young employees. These councils will be responsible for making all decisions for each sector.
  • Select two or three young leaders from each sector to participate in the monthly board meetings, thereby providing an opportunity to identify new young leaders.
  • Establish quarterly metrics and accountability standards for employees, which include measuring profitability against the project’s break-even point, plan achievement, safety performance, customer satisfaction, collection rates, and raw material wastage rates through a monthly financial report for each project or production unit, These criteria are factored into promotions to higher positions, along with discipline and maintaining the company’s reputation.
  • Establish a system to link incentives to production, with no limits.
  • Developing and innovating internal financial, inventory, and technical control and audit methods.
  • Relying on external subcontractors while simultaneously supporting and utilizing internal resources and specialized, high-quality companies within the Holding Company for Construction and Development.
  • We are working to implement a global system for construction companies by transforming our company into a management entity for the construction and reconstruction system, as well as for the utilization and management of various and specialized resources across the holding company’s sister companies, thereby reducing inefficiencies and the waste of resources resulting from the mismanagement of the company’s current resources—whether related to subcontractors, equipment, tools, or other factors.