Deloitte completes Abu Dhabi Customs Administration transformation

The objectives of the Finance Department in pursuing the program were to facilitate trade, enhance security aspects and maximize revenue generation. The project also falls within a broader public sector reform program sponsored by His Highness Sheikh Mohammed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi, Deputy Supreme Commander of the Armed Forces and Chairman of the Abu Dhabi Reorganization Committee.

Conscious of the outcomes of an earlier six month diagnostic study undertaken by Deloitte, His Excellency Hamad Hurr Al Suwaidi, Undersecretary of Finance, envisioned the opportunity to transform and modernize the Customs Administration. He appointed Deloitte to address the extensive areas where modern World Customs Organization (WCO) processes needed to be introduced to enable the Customs Administration to apply consistent and world class clearance procedures and establish global standards throughout their operations. Such a transformation would also provide some of the framework for the facilitation of the broader economic Policy Agenda for 2007-2008.

The Road Map - covering the key aspects of the program including; People, Processes, Systems, Infrastructure, and Legislation - was to be controlled and managed by means of Project and Change Management methodologies applied by Deloitte.

Nader Srouji, Partner in Charge for Consulting at Deloitte Middle East, said:

"The work program embarked upon by Deloitte included Change Management techniques to enable the existing Customs work force to be involved with and understand new practices and procedures and opened channels of communication to allow both top-down and bottom-up participation in the planned changes. This helped to achieve participation and the successful adoption of the new Customs best practices."

Asked what the key benefits and issues of the modernization program have been, Deloitte Project Director Martin Edwards indicated: "Large transformation projects typically fail because people resist change and are not properly communicated with or included in the change process. It is critical to be inclusive and ensure good communications across the organization, people need to know and understand the reasons for and benefits of the changes. For me, the real changes are not so much the new services or improved performance but the change of attitudes and the understanding of how modern management approaches can be integrated into a culturally different environment to the benefit of both internal and external stakeholders."