As the CEO of Holcim UAE and Oman, Ali Saïd has a very particular tactic when it comes to how he approaches leadership within a company: “I run it as if it’s my own business. If it were my own, how would I want to build, sustain and grow it?” he tells The CEO Magazine.

“I’m very entrepreneurial in my approach; I take ownership of the business that I’m responsible for. That really helps me put everything else in perspective.”

And at the top of the priorities list? People, always.

“They’re the ones who make the difference in an organization and determine its success,” adds Saïd, who has worked with the company since 2000, initially in Canada.

“So I invest a lot in our people. I’m very much a down-to-earth person. I visit our facilities, plants and even the job sites when we are pouring concrete and cement.

“It’s very important that our management team is visible, interacting with our people on the ground and helping our customers deliver on their construction projects. When that happens, both success and strong financial results tend to follow naturally.”

With such a strong emphasis on people, the company embodies the ‘Holcim Spirit’ in the workplace, where engagement and purpose is what drives performance, Saïd says.

“A measuring factor is that people are always happy to be in contact,” he adds. “It’s about building relationships over a sustained period of time, with customers, partners and employees.”

Sustainability goals

With a clear vision to be the leading partner for sustainable construction, the company is aligning its strategy with the United Arab Emirates’ long-term ambitions and accelerating efforts to drive innovative, low-carbon solutions. Indeed, Holcim UAE and Oman is a pioneer in its decarbonizing actions within the cement and concrete industry.

“Today we’re utilizing 40 percent of waste that’s coming from municipalities from other industries,” Saïd explains. “We’re recycling waste and reusing it to energize our cement plant, as well as for alternative materials.

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“This year, we will be launching our ECOCycle concrete product, which utilizes 20 percent of construction demolition materials, aggregates or rock that comes from construction demolition and recycles that into new concrete.”

These initiatives are all part of a wider goal to help shape a more environmentally friendly future. And given that the cement industry accounts for roughly eight percent of CO2 emissions globally, there’s certainly plenty of work to be done.

“We’re not just here to sell cement or concrete; we don’t want to be a commodity-based company,” Saïd explains.

“We bring solutions to challenges in the construction industry. And one of those challenges is decarbonizing the built environment. Holcim is leading the way in the industry by pledging to The Paris Agreement to become a net zero company by 2050.”

Culture and partnerships

Emphasizing a ‘flat organization’ philosophy is key when it comes to the overall structure of Holcim UAE and Oman, Saïd believes it’s hugely beneficial to be hands-on with his team, which in turn empowers them to take control.

“This way we’re bringing decision-making a little bit closer and faster to the operations,” he says. “This is how we differentiate ourselves from the competition and allow ourselves to be more operationally effective – by being more reflexive and agile in how we steer the organization.”

By only dealing with the best of the best when it comes to suppliers, such as local construction solutions provider Sika UAE, resource specialist Tristar Group, and consulting company Net Carbon Vision, Holcim ensures the highest standards along every step of its supply chain.

“By having good relationships that we’ve built with our suppliers over the years in different parts of the business, you build that confidence that they’ll step in for you when you need them,” Saïd says.

“It’s part of building value for customers – we need to make sure we’re getting the best value, not only on cost, but in terms of product quality. Today, we’re very well known and reputable for the consistent quality that we supply to the market.”

Saïd utilizes his experience in finance, having held positions as Regional Finance Director for Unisource Canada and Group Finance Director for a cement-focused venture capital fund with Gulf Finance House in Bahrain.

He explains that this has helped him to become business-oriented and commercially driven, always looking at the market, understanding customer needs and building a strong network of contacts to stay ahead of trends.

Focus areas

And given the volatility and uncertainty, not just within the construction industry but more generally too, Saïd believes it’s vital to put time into risk management.

“Things are less predictable,” he explains. “It’s important for us to be resilient and look at how political, geopolitical and economic changes may hit the construction industry at any point.

“The way I approach this is by having a very lean, effective organization and remaining very close to the market so I develop an understanding of how things are evolving.”

However, Saïd is optimistic about the state of the industry in Dubai.

“There’s significant investment and talent coming into the United Arab Emirates; the government is mature, capable and focused on steering the economy in a positive direction and supporting its growth,” he says.

“We are working along with Vision 2033 for the United Arab Emirates, aligning our strategy and commercial approach with the country’s ambitions to grow sustainably and innovatively, building progress for people and the planet.”