An Interview with Aluminium Bahrain

Read an interview with the newly appointed CEO of Aluminium Bahrain, Mr. Tim Murray, as he discusses the challenges and expectations of his role, effective leadership, and the human behavior in the organization.

Running Head: AN INTERVIEW WITH ALUMINIUM BAHRAIN
An Interview with Aluminium Bahrain
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AN INTERVIEW WITH ALUMINIUM BAHRAIN 2
Human Behavior in Organization
In this interview, I will be interviewing the newly appointed Chief Executive Officer of the
Aluminium Bahrain Company, Mr. Tim Murray. The new CEO will explain the role's challenges
and expectations among other things he faces. Mr. Murray will also disclose to us the secrets for
effective leadership and the human behavior found in the organization.
Interviewer: Good morning Sir?
Mr. Murray: Good morning too.
Interviewer: First, allow me to congratulate you on your new appointment. If you do not mind,
would you state the appointment and the company you work for? How do you feel?
Mr. Murray: Thank you. I was appointed as the new Chief Executive Officer for the Aluminium
Bahrain Company.
Interviewer: How did you feel after the news of your appointment.?
Mr. Murray: I felt great.
Interviewer: Is leading a worldwide recognized company a hefty challenge?
Mr. Murray: Yes, it is a challenge but also a much-appreciated challenge. I take it as a test for
my leadership skills which am very confident in them.
Interviewer: Mr. Murray would you mind giving us a brief history of this great organization?
Mr. Murray: Sure, The Aluminium Bahrain Company was incorporated in the year 1968 but
started its operations in 1971 producing over 120,000 metric tons per year. Modernization really
helped grow the company as it resulted in an increase in the production of aluminium to 450,000

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per year in 1992. In 2005 Aluminium Bahrain commissioned a new reduction line called Line 5.
The line led to an increase in production of Aluminium from 450,000 to 860,000 annually. The
company has three stakeholders. The Bahrain Mumtalakat Holding Company is the majority
shareholder with 69.38% of the shares. SABIC Investment Company is the second stakeholder
with 20.62%. The General Public is the third shareholder and owns 10% of the company For
more information on our Company history, you can visit our website (Alba, 2019).
Interviewer: Much insightful sir. For the company to produce such large tons it must be located
in an enormous chunk of land. Hence my next questions, where is the company located and what
are the products it produces?
Mr. Murray: The company is located in Bahrain. The plant has five reduction lines that enable it
to produce products in large quantities. Our company has announced that there is a line 6
expansion project that will commence on the 1st of January 2019. Line 6 will boost the
production levels of the company by 540,000 metric tons per year making the total production as
1.5 million metric tons annually. The company produces Aluminium and its products.
Aluminium products include Standard Ingots, Rolling Slabs, Foundry Alloy Ingots, Extrusion
Billets, and Liquid Metal. The organization also produces other products like Calcined Coke,
Anodes, and potable water. For more information on our corporate profile and product range,
visit our website (Alba, 2019).
Interviewer: Fascinating, and how many employees does the company have?
Mr. Murray: Since 2017 the company has had two thousand and seven hundred employees
(2700) of which 84% of them are all Bahraini nationals.
Interviewer: What are the core values of Aluminium Bahrain as a company?

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Mr. Murray: The list is endless for us but the main core values are operational efficiencies,
global competitiveness, social responsibility, and superior customer service. They will enable us
to complete the creation of line 6. The core values have guided us to become one of the leading
Aluminium smelters in the world.ASI News, (2019) has provided more details on our core
values.
Interviewer: How is Aluminium Bahrain culture different from other organizations and how were
you able to adapt to the changes when you were appointed?
Mr. Murray: We as a company support the community around us. In 2014 we supported the
Spring of Culture which was encouraging cultural diversity in the kingdom of Bahrain. The
company has invested a whopping $589 million in environmental conservation in the country
and that has led us to earn recognition and praise from all around the world. Refer to (CFA
Institute, 2018) article. Our working environment is very friendly and the people here are
welcoming and hardworking so adapting to the company was not such a bigger task.
Interviewer: The number of employees in the company is extremely high. Is there any
miscommunication amongst the employees and if so, what impact does it have on the company?
Mr. Murray: Yes, there has been a case of miscommunication in the company. In 2011 there was
a misunderstanding that took place in the company where almost 15% of the employees went on
strike and the company was forced to fire some people. The loss and strike of the employees led
to the company experiencing losses in production. Bahrain Center for Human Rights, (2011) has
published this information.
Interviewer: What are the systems or processes used to implement socialization in Aluminium
Bahrain?

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Mr. Murray: The organization implements socialization through holding events that attract
people from all over the world. The examples of such events are the annual International
Aluminium Conference, Aluminium Dusseldorf, and the Gulf Industry Fair. Such events enable
employees to come together and plan for the showcases they shall present to their guests. Thus,
enabling them to strengthen their teamwork capabilities. Refer to our events website (Alba,
2019).
Interviewer: Communication issues as you previously stated lead to an organization experiencing
losses. To avoid such situations, what are some recommendations that you would advise
organizations to use to rectify the communication issues?
Mr. Murray: There are many ways to rectify communication issues but to me, I would strongly
advise the following three. One, being the leader it is good to highlight the key issues and also
pinpoint the critical areas that need to be addressed. Two, leverage the communication resources
found in the organization. This helps you see where the miscommunication is and hence you are
able to stop what is not working and save the resources you were using in that area. Three,
establish a baseline of communication. The baseline as Keay, & Iqbal, (2018) state helps you
monitor the progress and success of the company as it tends to act as a benchmark for all future
plans the organization may have.
Interviewer: The last question Mr. Murray, What recommendations can you recommend to
enhance employee relationship in this organization?
Mr. Murray: I would strongly advise the organization leaders to promote dialogue between their
employees as this will lead to flourishing of the organization. The dialogue will enable the
employees to address their issues and at the end, a solution will always be found. Secondly,

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organization team leaders should encourage team building and joint activities for employees. The
coming together of the employees as Robinson (2018) says shall enable them to gain more skills
from each other and will bond is also created between them. Making employees feel appreciated
is also essential as it tends to boosts their morals in doing their jobs. This is achieved if
performance management is created in the organization as it inspires the employees to work
more diligently since the leaders praise the most hardworking and also encourage others to work
harder. Creating new opportunities in the organization motivates workers to work harder in order
to gain recognition of their work ethics. Their efforts do not go unnoticed as they are promoted to
different position. They also get an increase in their salaries. This encourages workers to remain
loyal to the organization.
Interviewer: Mr. Murray thank you for your time and for your insightful knowledge.
Mr. Murray: You are welcome. I hope we can do this again.
Interviewer: Most certainly sir.

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References
(Alba, 2019). Events. Retrieved on 30th march 2019, from:
https://www.albasmelter.com/mc/events/Pages/default.aspx
Alba, 2019, Aluminum of the World. Corporate profile. Retrieved on 30th march 2019 , from:
https://www.albasmelter.com/About%20Alba/Corporate%20Profile/Pages/default.aspx
Aluminium Stewardship Initiative News, 2019. ASI welcomes Aluminium Bahrain as new
Production & Transformation member. Retrieved on 30th march 2019, from: https://aluminium-
stewardship.org/asi-welcomes-aluminium-bahrain-as-new-production-transformation-member/
Bahrain Center for Human Rights, 2011, Aluminium Bahrain (ALBA) dismisses hundreds of its
employees in flagrant violation of domestic laws & international conventions. Percentages of
dismissed workers across the biggest companies in Bahrain. Retrieved on 30th march 2019, from:
http://www.bahrainrights.org/en/node/4178
CFA Institute, 2018, CFA Institute Research Challenge Hosted by CFA Society Bahrain Bahrain
Polytechnic. Bahrain Polytechnic Student Research. Retrieved on 30th march 2019, from:
https://www.cfasociety.org/bahrain/Documents/Research%20Challenge%20Bahrain%20-
%20Bahrain%20Polytechnic%20Report.pdf
Keay, A., & Iqbal, T. 2018. Sustainability in large UK listed retail companies: A sectoral
analysis. Deakin L. Rev., 23, 209.
Robinson Jr, J.R., 2018. Employee Engagement: Exploring the Experiences of How Voice and
Silence Relate to Public Sector Employees' Feeling of Being Engaged (Doctoral dissertation, The
George Washington University).