In April 1999, I announced my vision - for Dubai to be the world's finest hub for finance, business and tourism. As usual, some people had doubts, others viewed this as nothing more than the slogan for a public relations campaign and yet others considered it impossible.
I understood how difficult this task was but I knew it wasn't impossible or unattainable, that it was something that could be achieved. The future is our ally and we must take part in shaping it. We have never been and will never be people who wait. Time is the most precious thing we have; if we let it slip away, we can't get it back and there is a lot to be done and little time to do it all. Time is not neutral - it is either a close friend or an enemy.
The secret to success lies in time management and the secret to excellence lies in deliberating and acting quickly.
We have implemented several successful initiatives and projects, but we have yet to achieve all that we want. We are still in the first metre of the first mile.
Some officials think that their achievements are unparalleled and that our country has made so many advancements that it is on a par with the most advanced countries. In the region, there are many who imitate us, using our ideas and copying our projects. To these people I say, slow down and be humble. What we achieved yesterday is done - let's talk about tomorrow and what comes after tomorrow. We are still at the starting point of a long, hard journey. Many tasks await us - humanitarian, social, cultural and economic - the task of providing what is needed in order to develop our society, improve our resources and strengthen our country's regional and international position.
Brothers and sisters, on this day of Government Excellence, I re-emphasise the public sector's role as a vehicle for development and progress. We have to persevere in building a government that functions in accordance with new ideas, the latest practices and enlightened visions - a government that is dynamic, that takes initiatives, that is proactive and able to evaluate and develop its roles, practices and responsibilities.
We need a government with departments that work together as a team to achieve a common objective without pettiness, duplicity or complications. A government that works with its employees and shares with them its plans, initiatives, programmes and decisions. A government that isn't limited to managing people, that works with them and appreciates them.
Man isn't a number, a piece of paper in a file or an automaton operated by remote control or by orders. Man is emotions, feelings, memory and a brain that thinks, analyses and makes comparisons. If you don't take all this into account when you deal with people, then they will give back much less than you expect and they won't work with enthusiasm or be able to care whether you succeed or fail. They will not be loyal to your department or feel any satisfaction and they may even hold a grudge against you or be indifferent. That's why we have government employee satisfaction studies.
The following departments rated highest in terms of employee satisfaction: Dubai Technology and Media Free Zone, Dubai Airport Authority and Dubai Electricity and Water Authority. The worst are the Department of Justice, Dubai Development Board and Dubai Ship Docking Yard (Al Jadaf).
This study is not merely used to measure results - it's a means of giving the employees a voice so we can learn whether anything is keeping them from being creative and from achieving excellence. The results of this study must be used to change the way that we deal with our employees. This should not be a study that officials stuff into a drawer so it is out of sight.
Last year, I talked about managers who hold creative employees back and refuse to meet training and development needs. Unfortunately we still have some such directors. We also have directors who manage by issuing orders and instilling fear in the hearts of their employees, limiting their creativity, development and progress. There are other directors who delegate everything to their deputies and assistants who, in turn, deal harshly with employees, depriving them of any opportunity to demonstrate their abilities and talents. These directors and deputies are holding us back and they are a stumbling block to our progress.
I want directors who don't spend all their time signing documents such as office boys' vacation applications. I want directors who share responsibility, not ones who cling to authority like despots. A large stack of signed documents does not indicate that a director is successful. On the contrary, it shows that the department is inefficient. A director's role is more important than this. His responsibilities are to plan, supervise, motivate and develop the skills of his assistants and employees and to develop the second and third ranks of employees in all the departments, sections and units that he supervises. I want directors who work relentlessly to improve their employees' skills and self-confidence while encouraging them to take the initiative and to take risks and introduce new ideas.
Some in higher departments and in the second rank are sensitive to new ideas and they react badly because they think that if they accept new ideas, their positions will be at risk.
Some who sit in the department head's chair think that they are sitting on a box full of knowledge and ideas.
Brothers, no man can know everything. Learn from our prophet, who used to consult his companions, ask their opinions and adopt any useful suggestions.
I want a director who is courageous, optimistic and whose heart is superior to all petty bureaucratic struggles, fault-finding, who doesn't make a fuss of small issues or turn the office into a place for back-biting. I do not want a director who succeeds by making other people look like failures - such a person is not a successful manager and he is unhappy with life. This sort of director sees only the bad - he is blind to the good. I pity such people, and I hope that they will improve.
You will notice that I have emphasised the director's role - be it Director-General, Executive Director or Department Head - because the director influences his employees and the people around him. He has to set a good example in terms of good dealings with others, optimism, good deeds, virtues - we are proud of such directors and we are happy with their successes and achievements, especially when they develop their employees so that they are able to take responsibility in a variety of roles.
I want all of you to believe that the development of our people is the most important work - the work that will most contribute to our progress. The true measure of a nation's wealth lies in its human capital, not in its finances. We have to work faster to build our human resources by training them and finding and developing the most competent people - we must take them under our wings and open all doors for them so that they can contribute and be creative. All officials and directors must participate in this nationwide effort.
The director's efficiency lies not only in the implementation of projects or in ensuring customer satisfaction, but also in developing the abilities of his deputies and employees. I have ordered the launch of a comprehensive programme to develop and build human resources in order to establish a means of communicating with our employees and rewarding their efforts.
As we work to develop human resources, we must remember the role that women play as men's partners in work and success.
To encourage the role of women and their participation in development, I have ordered the launch of a leadership development initiative for women so that our daughters and sisters can, in a year or two, assume high-ranking positions in the public and private sectors.
In our small society that is working toward demographic balance, we cannot ignore half of our population. Our country needs the abilities of all its sons and daughters.
One of our major objectives is to take care of, provide the best services to and build real partnerships with people - the government wants to excel in terms of providing services to its clients.
Based on the results of a Mystery Shopper study, the Dubai Land Department, of which I am proud because it is now in the lead and I thank its directors and employees for this, Dubai Civil Defence, the Department of Civil Aviation and Dubai Police scored highest in terms of customer service. The worst of the lowest-scoring departments is the Department of Awqaf and Islamic Affairs, followed by the Department of Justice, the Naturalisation and Residency Department and Dubai Jadaf.
Before I conclude this speech, I have a question and a piece of advice for the departments and directors that did badly. Why are your departments always the worst? What stops them from being the best? As for the advice, these directors need to take a good look in the mirror and to study their practices and their teams' abilities and to work hard. They must fill any gaps and minimise the negative impact of their mistakes. I ask them to work harder than anyone else to develop their departments and improve performance so that they achieve better results in the future.
In conclusion, I thank all the employees who excelled, gave a lot and who were outstanding. I am pleased to introduce a number of unsung heroes who work for the government. They overcame all obstacles to perform outstanding work.
These unsung heroes are Mohammed Khamis bin Natouf, an administrative officer at Dubai Department of Health and Medical Services with 34 years of experience. He has set an example as an honest, hardworking employee. Khalil Ibrahim Rostum, car park attendant for Dubai Municipality, is careful, works to the best of his ability, and he caught and handed over a thief. Ahmed Al Hamedani, a clerk at Emaar Board, is at work despite his illness although he has sick leave. Maryam Al Afradi of the Department of Tourism and Commerce Marketing developed several technical programmes. She is ambitious - she works and studies at the same time despite health problems.
Ali Abdelkarim of Dubai Municipality is hardworking - he works while pursuing a higher diploma. Abdelwahab Ahmed, a storekeeper at the Department of Justice, is an honest employee. Adel Khamis is a messenger at the Department of Economic Development. He loves his work and performs it to the best of his ability. He is not married because he says he's married to work.
Abdelaziz Al Madrab, an administrative officer at Jebel Ali Free Zone, is hardworking with a heavy workload. Aisha Hassan Ibrahim of Dubai Police is energetic, loyal and highly accurate in her work. She is developing her skills despite her hearing disability. Maneh Abdullah Khalifa, a computer programmer at Dubai Technology & Media Free Zone Authority, works hard despite his disability. He won a silver medal at the Special Olympics in Athens. Abdelaziz Saeed, a public relations officer at Dubai Development and Investment Authority, is known as the man to turn to in a crisis. The word no is not in his vocabulary. Ismael Issa Mohammed, a preacher's assistant at the Department of Awqaf and Islamic Affairs, has encouraged many people to embrace Islam.
Khaled Mohammed Ahli is a passport officer at Dubai International Airport. He uses his initiative when it comes to solving passengers' problems. Hassan Abdullah Al Janahi, treasurer at Dubai Jadaf, is very productive and professional and he makes very few mistakes. Khadija Salboukh has been a police officer for 19 years. She is humane in her dealings with prisoners. Mona Mohammed Matar, a receptionist at Dubai Electricity and Water Authority, deals with people courteously. Noura Rashed Al Mazroui of Port Rashid completes 150 transactions a day. Khuloud Saleh Abdullah of the Dubai Chamber of Commerce and Industry is courteous when working with people and she does her work well.
Qambar Ali, who has worked at Dubai Airport as a janitor for 38 years, is hardworking, courteous and has never been reprimanded. Hassan Mohammed Youssef Baak, a messenger at Dubai Airport Free Zone, is energetic and willing to take the initiative. Thuraya Mahmood Al Mulla, a clerk at the Department of Civil Defence, is hardworking. Her personal commitments do not interfere with her job. Hussein Ali Abdullah, a messenger at the Land Department for 23 years, is committed to his work.
Mohammed Abdellatif, a watchman at Dubai Ports, has set a number of records. Ruqaya Ahmed Nadim, a nurse at Rashid Hospital's outpatient's clinic, treats patients with great kindness. Zeinab Mohammed, an Emirati driver at Dubai Transport, has never had an accident and is courteous to passengers. She receives the highest income of all Dubai Transport's drivers. Bader Ahmed Al Hamadi is a computer programmer at Naturalisation and Residency Department at Dubai Airport. His disability has not prevented him from developing software. His motto: "I may be disabled, but I'm not unable."
