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Our People

We strongly value the diversity of our employees and believe that the more diverse we are, the better equipped we are to deliver great service. Our recruitment process is based on meritocracy, qualifications and ongoing assessment, and we regularly conduct inclusive interviews to ensure the right people occupy the right positions.

“We celebrate diversity at Aramex, and are proud to represent more than 87 different nationalities.”

Aramex’s sustainable growth is made possible by the talent, dedication and ambition of our people. It is our belief that our people are our greatest asset and the main drivers of our sustainable growth. This translates to our HR policies, which is why we seek to recruit and retain talented and skilled employees who represent a wide array of diverse ages, nationalities, cultural, academic and professional backgrounds.

Our indirect employees, who are identified as employees hired from labor companies, are mainly based in India, and their benefits are provided by their direct employers. Moreover, although Aramex does not have any agreements for formal collective bargaining or agreements with trade unions, we do not employ any policy that prohibits or restricts freedom of association, collective bargaining, or membership to labor unions. This policy is extended to all our employees and our suppliers. We give all our employees the opportunity to join unions, as long as they are in line with the local laws and regulations. In fact, our employees in Bahrain formed their own labor union three years ago, in which 70% of our employees are involved. Also, in South Africa, 30% of our employees are part of their respective unions. Moreover, in Jordan, our employees working as engineers or lawyers are members of their respective labor unions.

Throughout our operations, we ensure that there is a collective and flat decision making process. In case of significant operational changes, we set a meeting with concerned stakeholders and together decide on the timeline of the operational change ensuring it is appropriate for all stakeholders.

We ensure open and effective communication between all our employees through team meetings, our intranet and instant messaging system. We also ensure that our employees are always connected by viable means of communication; for example our ground couriers are all equipped with mobile phones and handheld scanners that are connected to our shipping management system.

Employees by Nationality

Nationalities

Aramex has spent $ 240,758,844 in 2013 on employee compensation this includes salaries and benefits.
We aim for our compensation and benefits to be competitive in the industry, while also matching or exceeding
local standards.Wage Ratio Between Male and Female EmployeesWe offer equal remuneration to females and males, the only determinant of remuneration is skills and experience level. In most cases, the ratio is 1:1 female to male.Moreover, we closely abide by local labor laws and social security laws, which govern employees’ retirement benefits. We guarantee health insurance cover for our employees and in some countries – Jordan, for example – we provide additional cover for diseases such as cancer. We also abide by each country’s laws and regulations related to disability and individuality coverage. We also guarantee the rights of our female employees by granting them paid maternity leave. We also provide them with other benefits to encourage them to return to work, such as flexibility in working hours, extended unpaid leaves, and nursing hours. In 2013, 93 female employees took maternity leave, totaling 6,500 days, and 100 percent returned to work after their leave ended. Moreover, Aramex offers parental leave for males, even in countries that do not offer it.Furthermore, our human resources governance structure is founded on the principles set forth by the United Nation’s International Labor Organization. It is our strict adherence to these principles that ensured that we had no grievances related to labor practices in 2013.Employee Training and DevelopmentIn order to further develop the skills of our employees and maximize their expertise, our HR policy mandates that each employee must receive a comprehensive performance evaluation each year; this includes managers and higher level management as well. The evaluation process assesses employees’ performance, identifies key strengths and challenges, and accordingly, sets every employee’s training needs for the coming year.Aramex’s Corporate University was established in 2008, with the goal of shifting from the traditional training models to ones that encourage and achieve actual learning. During 2013, The Corporate University at Aramex focused on designing programs to respond to different demands. In order to become more open about our policies practices and compliance a major campaign was organized and more than 6,000 employees from different levels have attended at least 1 hour of Code of Conduct and Compliance across our network.In 2013, 87% percent of our employees attended training programs, mostly through the Aramex Corporate University (CU), with an average participation of 26 hours for female employees, 13 hours for male employees including ground couriers, 15 hours for male employees (excluding ground couriers) and 10 hours for ground couriers, who are all males.Through a variety of mechanisms under the strategic learning framework model of 70 20 10, which takes into consideration that 70% of development occurs on-the-job where learning is rapidly applied to real life, 20% of learning comes from coaching and mentoring and 10% is derived from formal structured training(Theoretical). We analyzed our training data in our HRIS and concluded that the onboarding induction program (BTP) delivered to females (especially on-the-job training phase) is longer than the one usually delivered to males specifically if compared to Ground Couriers, due to the fact that often, these positions are administrative are require additional on the job training.IMG_0331Our programs are designed to respond to the needs of female learners mainly in Saudi Arabia whereby our BTP is sometimes twice longer than the one designed for males. Our station in Jeddah the total number of training hours is 7,050 hours for its female employees which consists almost twenty percent of the total training hours for females in Aramex worldwide (Total : 36,230). It is worth noting that all our females in the company occupy an administrative type of job which requires continuous empowerment by developing their soft skills and training on IT tools ( Click to Ship, Address Management, Global Case System etc).We continue to provide training in technical, communication and management skills, as well as in our code of conduct, through qualified internal trainers situated at every Aramex station across the network.Our goal is to mend the gap between the delivery of knowledge to learners and their ability to absorb it and effectively use it. These training programs are determined and scheduled for each position according to the findings of an annual training need analysis based on input from unit leaders, employees’ performance appraisals and employees’ career development plans.As part of our continuous development strategy, our expert committees review the content of Aramex technical training material, the same process used for setting the Career Development Plan, determining the knowledge needed per function per position, and restructuring accordingly to facilitate the training process. After reviewing all training materials, we added a new Key Performance Indicator (KPI) that measures the number of employees who received at least one training opportunity. In order to further develop the skills of employees at Aramex and for the fifth year running.Learning continued to go online and “live” were blended learning approaches was integrated. An online learning platform was introduced with professors going “live” from across the world delivering more than 800 hours of online session on new topics accessible to more than 1,000 Aramex user via web and from outside the office as well which offered these online users new development opportunities with highly flexible options.Aramex uses Learning and Development as a way to improve retention and engagement of its employees and to build closer relationships in the field of Innovation and Creativity. A leading internal Leadership Development Program was tested in Egypt with high-performing managers. This initiative had clearer and more focused success criteria as part of its evaluation to get real return on Learning & Development investment.Aramex Leadership Development Program offers our leaders a new and innovative learning platform that helps them further develop in order to achieve their maximum potential in a safe environment where they can practice and make mistakes. This platform provides them easy access to senior management experience through a structured mentorship and knowledge sharing process. LDP is built to be a self-sustainable model where all the costs are covered throughout the course of the 24-months program. Previously conducted in partnership with the American University of Beirut, the program is now held in Egypt with plans to expand the program making it available to more of our employees.IMG_6684This year we continued our Global Sales Excellence program which was developed in 2012 for our sales team members and leaders to enhance their performance. The program includes training sessions and follow-up along with one to one coaching. This will be an ongoing program applied to our new and existing sales teams. In 2013, 337 employees were trained from stations in the GCC, India, Lebanon, Iran, Sri Lanka and Jordan.It is important for us to provide a safe environment for our employees and ensure that no human or labor rights violations are taking place on our premises. Therefore, all of our security personnel received special training on Aramex policies and procedures, including those related to human and labor rights. In 2013, we are expanding this training to involve all our employees and will also extend the program to cover our sub-contractors.Moving forward, our plans for the near future include exploring new ways to facilitate our employees’ learning experiences. We are in contact with internationally-recognized suppliers to introduce a unique learning platform. This platform will allow all our employees to join live sessions and exchange experiences with renowned experts from various fields. We are looking forward to this platform and plan to measure its impact and our employees’ satisfaction with it.Compliance with Human and Labor Rights Laws and GuidelinesOur personnel policies, structures and activities are governed by principles and regulations of the United Nation’s International Labor Organization (ILO) and the UN Convention on Human Rights.We abide by all national and international human rights, labor laws and regulations including those specified in the UN Global Compact (UNGC). To ensure that our environment protects the rights of all workers without any discrimination, we have a grievance committee in each office that allows employees to report any violations to their human or labor rights. No cases of discrimination were reported in 2013.We run annual audits of all Aramex facilities according to Social Accountability 8000 guidelines to ensure the correct procedures and policies are followed. Action plans are developed for each station, and are followed up by our Human Resources and Sustainability teams. No human rights violations were reported across our network last year.Our policy on sexual harassment is clearly stated and disseminated across our network. There were no incidents of harassment reported in 2013. We believe in providing a comfortable and professional working environment for both our male and female employees, free of any form of harassment.Recruitment PoliciesOur recruitment process is based on meritocracy, qualifications and ongoing assessment, and we regularly conduct inclusive interviews to ensure the right people occupy the right positions.Whenever we work with recruitment agencies, we ensure that they adhere to International Labor Organization (ILO) guidelines and that their selection criteria are based on the candidate’s qualifications and experience, guaranteeing equal opportunities for all. Our male and female employees are both entitled to equal compensation packages which are determined solely on their qualifications, a policy that is implemented across different managerial and departmental levels throughout the organization.Our employment policy states that we employ only those who have graduated from high school. Our global personnel of 11,649 direct are eligible to work according to their countries laws and regulations.Our global workforce increased by 2% in 2013.Below is a breakdown of our workforce:Employee per Region per genderDirect vs. Indirect EmployeesLocal Managers vs. ExpatsWe strive to hire employees from the local community. For 2013, below are the percentages of locals to expatriate employees. Senior Management in a Station refers to the Station Manager level and the heads of the functions, departments or teams that are reporting to them.Moreover, 11.5% of our senior management is made up of females.The percentage of locals among the senior management in the significant location are per the belowLocal employees vs. ExpatsTotal Workforce (By region, Gender, Based on Scale)-TableEmployee Retention Total Number and Rate of New Employee Hires Entering EmploymentEmployees per AgeHealth, Safety and SecurityAramex to date has succeeded in providing set standards and procedures for Safety and Security throughout the network. During the audits conducted by external parties in 2013, we did not face issues of noncompliance.We have implemented a Health and Safety induction booklet for visitors to guide on specific site emergency evacuation procedures and general site safety requirements to follow while in the facility.A permit-to-work system is in place for any and all kind of work carried out by the Subcontractors in the facility to ensure the safety of personnel and the equipment. Subcontractors are only allowed to work in the facility if they have undergone the site- specific induction program training.We have set our focus on setting higher standards for vehicular operators, be it long haul transport, FLT (Fork Lift Truck) drivers and our couriers. We have initiated a Journey Management process which comprises of pre-trip inspection, journey authorization and post-trip analyses, to give feedback on a driver’s performance based on the In Vehicular Monitoring system. This has led to the majority of FLT drivers – permanently employed and/or outsourced – undergoing the same extensive drivers training based on internal and international standards. The successes has been visible on the ground from this training, and further training on vehicular safety checks etc. is planned for 2014.Our safety focus was also guided by our continued and expanding operations in the oil and gas field, and as thus we standardized vehicular safety checks prior to departure from all main facilities where the operations were taking place. We have set drivers’ policies and safety checks (based on a 10 point checklist). We have been audited by external parties for land transportation based on CAT audit checklist, and we have achieved compliance level.134We have also implemented a Mechanical Lifting plan for all crane operations to ensure the safe lifting of all our equipment. Lifting Supervisors have been trained on a Mobile Crane Course conducted by external companies. Before authorizing any mechanical lifting operations, we ensure a crane visual inspection is carried out by supervisors, and a pre-start inspection is carried out by operators. We also ensure operators and riggers are qualified, certified by local regulatory bodies and approved third parties for their competencies through PTW system.The roll out of the safety committee meetings, initially in Dubai, has proven to be advantageous in 2013, and will continue to be rolled out to stations beyond hub stations in 2014. These committees consist of representatives from each of the freight, operations, warehouse and logistics, HR and administration teams. The committees are chaired by the Health and Safety and the Business Improvement and Efficiency (BIE) representatives. Each committee includes 7 to 10 members and represents 80% of total employees. The committees meet on a monthly basis to discuss the root causes and preventative measures of health and safety issues and accidents that occurred that month. While senior management is allowed to sit in on these meetings, they aren’t allowed to chair since they are in charge of decision – making related to repairs and preventative actions. The main purpose is to continually work to reduce accidents and analyze incident trends and assess whether there are gaps in our policies, processes or where changes must be brought about.Each Aramex station in our network has a dedicated security team member and our large operations have been equipped with certified and qualified Safety Managers and Team members.We have successfully rolled out the online incident report system for the ME region which has been utilized accurately by the security team on all incidents reported for 2013. This will now be expanded to other stations in our network for 2014 and will include additional statistical details such as root cause, incident level (low, medium or high) and corrective action to be taken, as well as a serialized corrective action number to be followed up on by the Business Improvement and Efficiency (BIE) Team.The toolbox meetings held with operational team members have successfully helped in reducing the losses incurred by lack of knowledge or ad hoc laborers being used to fulfill a task, and not being trained or equipped to fulfill the task. The teams have also ensured that all staff entering the facility has undergone BTP (basic Training Program) and orientation before starting their work on site.As a part of continuous improvement, we have upgraded our risk assessment to international standard based on 5×5 risk matrix system, based on international set standard matrix system.SGS conducted an external audit in DLC on behalf of Nestlé, based on Responsible Resourcing Audit (RSA), and we have achieved compliance on this external audit. In 2014, we are planning to embark on E-learning and outcome-based training designed around Aramex specific features for Safety and Security. This training will be able to be delivered in a class room capacity, while individuals on line from their office can commit to a 1 hour (certified) training course with a UK-based company for their specific entity, be it office-based staff, operation staff etc. This will ensure that all Aramex staff have been trained and educated and briefed on the same processes and procedures
set by our Global Support Office (GSO).The tasks of the HSE and HSSE team for 2014 is based on our strategic and collective objectives set from Station, Regional and Global level. This is all set per individuals’ KPI’s and is outcome-based and calculated at the year’s end.Health and SafetyIncidents per gender and per region

Country USD / Month Ratio
Jordan
Minimum wage 268.89
Entry Level
Female 353.81 1.39
Male 254.74 1
5-Years’ Experience
Female 566.09 1.03
Male 551.94 1
UAE
Minimum wage Not Specified
Entry Level
Female 1361.29 1
Male 1361.29 1
5-Years’ Experience
Female 2014.7 1.17
Male 1715.22 1
SA
Minimum wage 338.633
Entry Level
Female 450.55 1
Male 450.55 1
5-Years’ Experience
Female 765.4 1
Male 765.4 1
India
Minimum wage 99.37
Entry Level
Female 296.44 1
Male 296.44 1
5-Years’ Experience
Female 435.01 1
Male 435.01 1
Egypt
Minimum wage 172.38
Entry Level
Female 172.19 1
Male 172.19 1
5-Years’ Experience
Female 240.35
Male 240.35
Female Male
Africa 546 2504
Europe & North America 178 376
Indian & Asia 202 927
GCC & Levant 757 6159
Total 1683 9966
Direct 84%
Indirect 16%
Locals 57%
Expat 43%
Amman 100%
India 100%
Lebanon 100%
South Africa 100%
Expat 46%
Locals 54%
Female 19%
Male 81%
Region Team OPS CRM HR AD & MG AC & FN IT
Africa Female 1% 2% 0.2% 0.6% 0.8% 0.0%
Male 17% 2% 0.2% 1.0% 1.4% 0.3%
Europe & North America Female 1% 0.4% 0.0% 0.1% 0.3% 0.0%
Male 2% 0.3% 0.0% 0.2% 0.1% 0.1%
India & Far East Female 0% 1% 0.1% 0.1% 0.4% 0.0%
Male 4% 2% 0.1% 0.5% 1.2% 0.1%
GCC & LEVANT Female 1% 4% 0.4% 0.5% 0.6% 0.2%
Male 38% 7% 0.7% 2.1% 4.1% 1.0%
0 Year- 5 Year 62.9%
6 Year-10 Year 26.2%
11 Year -15 year 6.7%
16 Year-20 Year 3%
21 Year-25 Year 0.9%
25 Year and above 0.3%
Age 16-25 26-40 41+
Gender Female Male Female Male Female Male
Africa
Operations 0.4% 5.2% 5.2% 5.2% 5.2% 5.2%
CRM 1.3% 0.8% 0.8% 0.8% 0.8% 0.8%
HR 0.04% 0.08% 0.1% 0.1% 0.1% 0.1%
Accounting & Finance 0.2% 0.24% 0.2% 0.2% 0.2% 0.2%
Admin & Management 0.2% 0.1% 0.1% 0.1% 0.1% 0.1%
IT 0.0% 0.1% 0.1% 0.1% 0.1% 0.1%
Europe & North America
Operations 0.3% 0.6% 0.6% 0.6% 0.6% 0.6%
CRM 0.1% 0.1% 0.1% 0.1% 0.1% 0.1%
HR 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Accounting & Finance 0.1% 0.0% 0.0% 0.0% 0.0% 0.0%
Admin & Management 0.04% 0.00% 0.0% 0.0% 0.0% 0.0%
Far east, Asia & Indian Subcontinent
Operations 0.2% 1.3% 1.3% 1.3% 1.3% 1.3%
CRM 0.8% 0.5% 0.5% 0.5% 0.5% 0.5%
HR 0.1% 0.0% 0.0% 0.0% 0.0% 0.0%
Accounting & Finance 0.2% 0.2% 0.2% 0.2% 0.2% 0.2%
GCC & Levant
Operations 0.8% 15.7% 15.7% 15.7% 15.7% 15.7%
CRM 2.9% 4.6% 4.6% 4.6% 4.6% 4.6%
HR 0% 0% 0.1% 0.1% 0.1% 0.1%
Accounting & Finance 0.2% 1.1% 1.1% 1.1% 1.1% 1.1%
Admin & Management 0.4% 0.4% 0.4% 0.4% 0.4% 0.4%
IT 0.04% 0.32% 0.3% 0.3% 0.3% 0.3%
2013
18-25 18%
26-40 64%
41 and above 18%
Year 2011 2012 2013
Summary
Fatalities 0 2 1
Accidents per million shipments 12 9 11
Percentage change in accidents per million shipments -14% -30% 22%
Lost Time Injuries per million shipments 6.67 4.88 24.64
 
Vehicle Related Incidents
Vehicle Lost Time (days) 385 330 451
Vehicle Accidents (resulting in injury) 26 30 85
Vehicle Accidents (no injury) 359 300 366
Vehicle Lost Time Injuries 208 187 982
 
Warehouse Related  Incidents
Warehouse lost time (days) 47 512 293
Warehouse Accidents (no injury/minor injury) 34 68 169
Warehouse Accidents (resulting in Lost Time Injuries) 13 53 35
lost time per million shipments 1.5 13.3 7.4
lost time/total time 0.000186 0.000303046 0.000277788
 
Normalizing Indicators
Total Shipments 31196164 38,358,816 39,856,151
total lost time (days) 432 842 744
total lost time injuries 39 83 120
total working hours across the network 20292000 24,418,752 24,882,264
total working days  2,536,500  3,052,344 3,110,283
Male Female
Levant& GCC 347 0
Africa 48 0
Europe & North America 104 1
Indian Subcontinent & Asia 629 0
1128 1