The Al-Rifaie and Al-Dahsh Law Firm for Legal Consultation is distinguished by the development of its institutional work system through the adoption of a governance system covering all of the Company’s business and activities. In this, we have focused on the separation of property from management in running the business, establishing a board of directors capable of prudent management of the Company’s business and recruiting specialized professional staff in all areas of our work, thus guaranteeing the highest quality standards in our activities.

Our focus, at Al-Rifaie and Al-Dahsh, is on implementing strategic management processes in our activities through determination of the Company’s vision, mission and values, reinforced with periodic SWOT analysis of both internal and external factors, thus enabling us to formulate strategies, set objectives, implement strategies and evaluate results.

In its work culture, the Company adopts the twin methodologies of objective-based and results-based management, which means using the management processes of planning, organization, guidance and control to achieve the goals of all stakeholders. We also focus on objectives and key results as an active management approach. We have established a strategic dashboard containing key performance indicators for all our business activities, taking into consideration the value of benchmarking to evaluate performance.

Having conducted a careful analysis of our business activities, we have determined that an organic organizational structure is the most appropriate for Al-Rifaie and Al-Dahsh. We have therefore designed a matrix structure to ensure success, God willing, in the horizontal and vertical expansion of our business while maintaining the quality of our services. When developing this structure, we have focused on the performance of management functions and have conducted a series of job analyses, job descriptions and job specifications to build a comprehensive portfolio of information associated with the Company’s business activities. This has allowed all roles to be evaluated, ranked and classified so the that the organizational management dovetails precisely with the nature of the Company’s activities.

Alongside consideration of our management structure, we have considered it paramount to design and implement a detailed and distinctive business model to suit the specific characteristics and objectives of the Al-Rifaie and Al-Dahsh Law Firm. We have deemed this to be fundamental in improving the planning and implementation of the Company’s operations, because a sound business model provides a formula for transforming the ideas of employees and stakeholders into concrete projects. Thus, our meticulously planned business model allows us to eliminate negligence and to support forecasting on strong, methodical foundations.

We take very seriously the value of investment in human capital, information capital and organization capital at Al-Rifaie and Al-Dahsh; hence our decision to apply the SECI model of knowledge management to transform tacit knowledge into explicit knowledge through the application of the socialization-externalization-combination-internalization cycle.

To ensure the best practices in the legal field, the Company is committed to applying legal project management methodology to all of its activities and practices, so we took the initiative to establish a quality project management office specialized in project management and legal consultation according to the PMI standards, as an assurance that our projects will achieve the expected results. We have also adopted the CLOC 12 core competencies model for running our legal operations, having developed the model to make it appropriate for the working environment in the Arab world in general and in the Kingdom of Saudi Arabia in particular. Our employees are trained and qualified in accordance with the best implementation practices of the model. Similarly, we have developed our project management framework in accordance with the CLOC standards for the management of legal cases and advice, thus facilitating our delivery of excellent legal services and consultation at high levels of effectiveness and competency.

To safeguard the highest quality of our legal work and achieve outstanding business results for our projects, we at Al-Rifaie and Al-Dahsh have executed a detailed lifecycle process groups project consisting of five phases, whose component operations are listed below.

First Phase – Intake

• Operation order of new case/advice.
• Designation of main lawyer.
• Determination of the resources required, which may include the help of a local/external advisor.

Second Phase – Planning

• Reaching agreement based on the client’s requirements.
• Verification of scope, timing, objectives and stakeholders.
• Analysis of the costs and revenues from use of resources and investment.
• Identification of the external advisor, if necessary.
• Delivery of guiding principles.
• Determination of fees and budget.

Third Phase – Execution

• Delivery of the project.
• Accepting delivery.
• Actual efforts and achievement data.
• Change orders.
• Problems.

Fourth Phase – Control

• Spending control and extent to which intended results are obtained.
• Ongoing evaluation of risk files and strategy implementation.
• Control and management of resource usage inclusive of budget and team.
• Control and management of duration and timetable.
• Control of duties, outcomes and results.

Fifth Phase – Review

Extracting lessons learned.

• Identification of successes and failures.
• Identifying changes needed.
• Identifying elements to be maintained or used in other services, operations and projects.
• Determination of best ways to disseminate knowledge and to whom.

To ensure that the legal team functions with competence and effectiveness, we apply the RASCI responsibility assignment template to determine the allocation of roles as follows:

• Responsibility - project manager and his team.
• Accountability - program manager.
• Support - executive management.
• Consultation - legal advisor.
• Information - briefing.

Recognizing the importance of correctly analyzing and dealing with cases, the Company holds training courses for teams on how to use the following legal analysis tools:

1. Briefing of cases, IRAC.
2. Mind maps.
3. Root cause analysis.
4. Fishbone analysis.
5. Cause and effect schedules.
6. SWOT analysis.
7. Five whys analysis.

Having analyzed the occurrence of barriers to competence in the fields of law and legal consultation, we have built a legal operations matrix for the Company and developed our own work model. The four principal categories of barriers and the activities and skills needed to overcome them are as follows:

• Legal skills
  • Writing opening statements.
  • Writing answer memos.
  • Writing Court Award Appeals.
  • Writing Court Award Objections.
  • Reviewing system updates.
  • Fact adaptation.
  • Pleading before judicial and quasi-judicial bodies.
  • Enhancing evidence.
  • Writing legal advice.
  • Drafting contracts.
  • Linking case facts with Quran and Sunna.
  • Auditing contracts.
  • Studying cases.
  • Legal research.
  • Legal and judicial procedures.
  • Provision of creative solutions and views.
  • Ability to analyze and reach conclusions.

• Management skills
  • Analysis and diagnosis.
  • Using analysis tools.
  • Planning analysis.
  • Administrative organizing skills.
  • Good leadership.
  • Project management.
  • Administrative and legal report-writing.
  • Dealing with work teams.
  • Active meeting management.
  • Performance evaluation and management.
  • Feasibility study skills.
  • Negotiation and persuasion.
  • Marketing.
  • Client service and communication.
  • Data and information management.
  • Creativity in problem solving.

• Technical skills
  • Microsoft Word.
  • Microsoft PowerPoint.
  • Microsoft Excel.
  • Email.
  • Google.
  • Company ERP system.
  • Specific website (complaints committee).
  • Najez Platform.
  • Google Drive.
  • Zoom and Tamayuz.
  • Social media.
  • Speedy touch typing.
  • Bankruptcy committee website.
  • File transfer skills.
  • File loading skills.

• Soft skills
  • Active communication.
  • Cooperation with the work team.
  • Time management.
  • Etiquette and protocol skills.
  • Adherence to dress code.
  • Problem solving and decision making.
  • Training and self-development.
  • Speed reading.
  • Summarization and short writing.
  • Logical thinking.
  • Critical thinking.
  • Punctuality.
  • Verbal fluency.
  • Demonstration and presentation skills.
  • Foreign language skills.
  • Concentration, arranging and organizing.
  • Listening and attention skills.
  • Helpfulness and cooperation.
  • Discipline and good manners.
  • Psychological and emotional balance.

At Al-Rifaie and Al-Dahsh, we seek to implement the most modern developments in business management by applying digital transformation processes to all of the Company’s activities, so we have adopted a highly effective enterprise resource planning system.

To guarantee the highest level of service for our clients, we have implemented a perceived service quality system, thus enhancing the five dimensions of quality represented in tangibles, reliability, responsiveness, assurance and empathy. Today, we are seeking to improve our operations continuously by adopting the Kaizen and Six Sigma methodologies and ensuring that our executive management is highly qualified in these areas, including the Advanced Black Belt Grade in Management Applications and the Master Black Belt Sigma Six Lean to measure and improve operational quality in the organization.

The Al-Rifaie and Al-Dahsh Law Firm also uses business model score cards in planning our programs and activities, conducting brainstorming workshops to create work programs, appointing a manager for each program and determining the associated concepts, components and work projects.

The following is a non-exhaustive list of examples of the topics covered by the Company’s programs:

• Litigation and legal consultation.
• Intellectual property rights.
• Arbitration.
• Establishing, merging and amending of company contracts.
• Insurance disputes.
• Zakat and tax disputes.
• Documentation services.
• Sports disputes.
• Maritime and international commerce.
• Dispute settlement and commercial mediation.

At Al-Rifaie and Al-Dahsh, we are committed to the strategic dimension of human resources management to develop the individuals working for the Company, since we believe that the quality of our staff is the most significant factor determining our success and that ensuring the ideal disposition of the labor force at all levels will help us to meet the Company’s objectives and safeguard our clients’ interests.

The human resources function includes the following activities:

• Determining what the Company needs from the labor force.
• Efficient recruitment and appropriate deployment of new employees.
• Establishing a sound wage and salary structure and a system of both tangible and intangible incentives in order to retain and motivate all employees.
• Setting out the discipline and behavior expected in the workplace and specifying the penalties to be imposed if such rules are violated.
• Employee training, both in the workplace, conducted by the direct manager, and within off-the-job official training programs.
• Drawing up job transfer and promotion policies based on individual records specifying the abilities required for each job.
• Designing robust safety programs to prevent accidents and injuries.
• Providing social and entertainment services, pension and social security benefits and other facilities.
• Creating an environment of trust and understanding among the staff and establishing a complaints system.

We at Al-Rifaie and Al-Dahsh fully appreciate the value of sustained staff performance, so we constantly seek to improve our ability to evaluate and appraise it, then wherever possible to improve it. This means ensuring that our performance management system will accurately measure the performance of individuals and administrative units in pursuit of the Company’s strategic objectives. To this end, we operate a four-stage performance management cycle:

1. Planning: At this stage, we set out the criteria to be met during the performance period and determine the performance indicators needed to measure these objectives.

2. Performance directing: While employees do their best to achieve the objectives, their managers direct their performance to ensure that it meets the agreed performance indicators.

3. Measurement: Here, managers compare the measured employee performance during a given period with the standards originally agreed upon.

4. Performance enhancement: By linking each employee’s performance with benefits such as salary increments, rewards and promotion, we reward and reinforce good performance while encouraging improvement in others. These elements are repeated in an annual cycle of performance management so that each employee remains accountable to an approved performance plan throughout the performance period.

The Company sees finance as one of the most significant pillars of management, integral to the success of the whole organization and every individual project and activity, all of which must be adequately funded. The specialized activities of the financial function can be summarized as planning, funding and control:

1. Financial planning is concerned with advanced estimation of the Company’s long- and short-term financial needs and with how to meet these from its various resources. The aim is to balance the flow of revenue and expenditure.

2. Funding: In order to operate, the Company needs both fixed and working capital. The funds required for its long- and short-term needs are provided from internal and external resources.

3. Financial control means making sure that the capital flow from revenue and expenditure complies with the financial plan and that any deviation from that plan is remedied by addressing discrepancies between approved budgets and actual figures.

We are keen at Al-Rifaie and Al-Dahsh to maintain excellent relations with our clients and to sustain clear communications with them. We have therefore built an active system of customer relations management, applied to both individual and corporate clients, whether current, past or potential. We also use automated systems to analyze the market activities of the public and their relation with the company. However, in the two cases, the human and automated processes serve the same mission, which is to improve communications with all clients so that they enjoy the best possible experience.

Given the importance of logistics, the Company has a department dedicated to supply chain management which operates according to CSCMP standards. Its functions include planning and management of all activities related to sourcing, purchasing and logistics, as well as coordination and cooperation among all parties in the supply chain such as suppliers, brokers, service providers and clients. The core of the supply chain management function is integrating demand and offer by ensuring coordination between the company, its suppliers and clients to create a high performance business management model.

Content marketing is important to Al-Rifaie and Al-Dahsh, so we are committed to applying the AIDA model to all aspects of marketing our business activities and services and we are further committed to improving the value provided to our clients by means of the Kano model.