Key Performance Areas

"Our strategic plan identifies four Key Performance Areas as major contributors to the efficient operation of the smelter"
1. Social Responsibility

Safety

Safety is intrinsic to our work culture. The emphasis on safety has prevailed since Alba’s inception and safety measures are regularly updated to meet our changing needs.

Health care
Our employees are our most valuable asset. Our commitment to their wellbeing and healthcare is reflected in the employee healthcare benefits and entitlements on and off site.

Environment
We take stringent measures to enforce strict guidelines that place the greatest emphasis on the way we treat and manage waste. Alba boasts one of the most environmentally friendly power plants in Bahrain.

Employee Development
Alba is one of the most preferred employers in Bahrain. This goes back to the emphasis we put on employee development through specialised training and education to providing an environment for self growth
and achievement.


2. Profitable Growth

Growth

Aluminium is Bahrain’s second major export after oil. When the company was established in 1968, Alba aimed to begin with production capacity of 56,000 tonnes per annum but this was soon increased to 120,000 metric tonnes per annum. Today we produce over 890,000 metric tonnes per annum of the highest grade aluminium.

Sales
With metal purity rates consistently above 99.7 per cent, our aluminium has made it across the world with exports to more than 25 countries. In line with Alba's long-term strategy, the Marketing Department focuses its efforts on Value Added products and reported significant success in consistently increasing their production and expanding their sales.

Customers perception
We have long standing relationships with our customers. This is due to the fact that they know that we never compromise on quality while bringing value and providing flexible, customised and specialised after-sale customer and technical services.


Innovation
We have always remained committed to consistent improvement and adaptation of advanced technology in our operations. We realise the importance of sharing experience and expertise.

3. Global competitiveness

Cost competitiveness

Our business survival has always depended on our competitive pricing. With the advantage of low cost of energy in the Gulf region, we are able to provide superior products and services at the most competitive prices

Throughput increase
We will double our size in the next 10 years. A major step in that direction will be the expansion from five production lines to six. Today we are the world’s fourth largest aluminium producer.

Quality of our products

 We pride ourselves on our metal purity consistently kept above 99.7 per cent and our unrivalled flexibility in producing whatever quantities and specifications required to meet the various needs of our customers.


4. Cash management

Working capital

We have an effective mechanism of reducing cost per metric tonne of metal. We reduce operating cost by two percent every year for the next five years. The savings we achieve are invested in our company’s growth and development.