Page 20: of Maritime Logistics Professional Magazine (Q1 2012)

While small in stature at just 760 sq. km. with a population of 1.2 million, the Kingdom of Bahrain, an archipelago in the Persian Gulf just east of and connected by causeway to Saudi Arabia, seeks to grow its stature in the world marine market to become a global maritime and logistics center by 2030. Cen- tral to this success is the Arab Shipbuilding & Repair Yard Co. (ASRY), fresh from celebrating its 35th year in business and investing $188 million in expanding its facilities. On a recent trip to Bahrain, MarPro was able to spend some time with ASRY?s Chairman Shaikh Daij bin Salman bin Daij Al Khalifa to get his take on his company?s and his country?s emerging role in the global maritime market. HOW WOULD YOU DESCRIBE YOUR MANAGEMENT PHILOSOPHY?I would say pragmatic. I want a job done the best way pos- sible.This means my management style is one based on the principle of inclusion and discussion, including all manage-ment, from Board level to discussions just between Chairman and CEO.HAS THIS APPROACH CHANGED SINCE YOUVE TAKEN THE HELM AT ASRY, AND IS SO, HOW? No. My approach hasn?t changed since becoming Chairman of ASRY. In fact my management style is the same as when I was President of Customs, Bahrain and Chairman of the Bahrain Airport Co. I have the same management style in my role as Chairman of the General Organizsation of Sea Ports (GOP). With my policy of inclusion you have to be an active listener. THE SHIPREPAIR BUSINESS IS A CYCLICAL ONE. HOW DOES ASRY BAL- ANCE INVESTMENT IN ITS YARD, EQUIPMENT AND PEOPLE WITH THE POSSIBILITY OF WIDE SWINGS IN REVENUE?When I took over the helm of ASRY in January 2007, it was undoubtedlya challenge, but a challenge which has produced the new ASRY. We have a totally new management team, a very good success rate, a high level of service to our clients and we have diversi Þ ed into the offshore oil and gas market, the naval repair sector and, most recently, into a joint venture to design and build ß oating electricity generating stations for use worldwide. WHAT DO YOU COUNT AS THE LEADING CHALLENGE(S) TODAY TO RUN- NING AN EFFICIENT AND PROFITABLE SHIPREPAIR BUSINESS FROM THE POSITION OF:POLITICAL, LEGISLATION & /WORLD EVENTS? Of course a shipyard cannot in ß uence or control political events, in the same way that we can?t control the weather! The same is true with the political situation, whether it be in Bah- rain, the rest of the Arabian Gulf, or further a Þ eld. However, with regard to legislation, we have always been at the forefront of ?green? issues at ASRY. The yard was the Þ rst major ship- yard in the Middle East to invest in a sludge treatment plant, and we are now investing heavily in a new sewage treatment plant, a new water desalination plant, and expanding our ex- isting grit treatment plant. We are seeing the use of more and more hydroblasting on ships undergoing repair in the yard and are certiÞ ed to ISO 9001 and 14001, ISO 28000 and 208580, ISO/IEC 27001 and 27002 and ISO 18001 (OHAS), as well as being ISPS Code CertiÞ ed. TECHNOLOGICAL INNOVATION? ASRY started life in October 1977 offering basic shiprepair IInterview $UDE6KLSEXLOGLQJ 5HSDLU<DUG&R$65< Shaikh Daij, Chairman, ASRY  By Greg Trauthwein ASRYs Chairman Shaikh Daij bin Salman bin Daij Al Khalifa. 20 | Maritime Professional |1Q 2012