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introduction
The Construction and Reconstruction Company (CRC) More than 70 years of experience in the field of
Construction
• . The company is a pioneer in the field of construction with remarkable records of success since its
establishment in the year 1943.
• The company was nationalized in 1961 along with other companies, and by the year 1964 the company
changed its name to “El Gomhoreya Public Contracting Company – Mohamed Hassan Dorra”
• In 1986 the company became a joint stock company and continued to expand its outstanding records of
achievements by applying the “state of the art technology” in the construction field worldwide.
• Dorra is a well-known construction giant in Egypt and the gulf area, namely Dubai, Abu Dhabi, Sharjah,
Qatar and recently in Saudi Arabia
• During more than 70 years of operation, it has built more than 80000 residential units domestically and
internationally ranging from middle class housing to the most luxurious palaces.
• . Other projects include hospitals, hotels, factories, car parks, banks, administration buildings, complex
projects, infrastructure projects, and Resorts.
• Since the early 80’s, the company adopted a strategy of joining forces with international caliber
expertisesuch as British John Laing International and Costain, The American Harpers and Howards, The
Japanese Dia Nepon and The Spanish Cimy.
 Dora project
 Gala Center  Enppi Headquarters
• Client: Ministry of foreign affairs • Client: Ministry of Petroleum
  Al Rabban suites hotel apartments (Doha –
 Capital Business Park
Qatar)
• Client: Dorra development
 Central Utility Complex (KSA)  Al Masraf Tower (UAE)
OBS
•The Founder, Late Eng. Mohamed Hassan Dorra

•Chairman, Eng. Hassan Mohamed Dorra

•Chief Executive Officer (CEO), Tarek Soliman

• A Matrix form organization, where project managers report to operation directors and then to the general
manager, and finally to the executive officer.
 Mission
• Aims to maintain relationship with the customers to be the
construction company of choice in the Middle East and North Africa
(MENA) region.
• The company continuously strive to find better ways to operate,
deliver, and maintain various construction projects with outstanding
quality, safety, and environmental standards.
 Vision
• aspires to become a benchmark construction company of excellence in performance while delivering
outstanding value to all stakeholders.
 Values and Objectives

•Commitment delivering and fulfilling agreements with clients per their expectations and beyond.

•Reliance of stakeholders upon the company as they experience the professional and ethical way that the
company always operate with.

•Collaboration among the people using their expertise, loyalty, and team spirit is the company’s means for
continuous loyalty.

• Securing more private sector projects, migrating to paperless systems, maintain ISO and OSHA compliance,
expansion of work pipeline, improvement of workforce quality through training.
 Structure of the company

1. Upper Management (Corporate Level)

• The CEO and directors are more concerned with strategic roles, concerning with financial and strategic plan
goal setting which are discussed in annual meeting concerning management review, and vision. However,
PM's and functional managers are more focused on meeting project /functional technical and timely
objectives.
2. Middle Management (Business Level)
•Project managers are more concerned with milestones, project meetings to keep up with progress, monitoring
and achieving high KPIs (Key Performance Indicators).

•Functional roles (Technical and administrative)

3. Lower Level (Operation Level)
• Their roles are to deliver the company’s technical standards in work through complying with quality
standards. (Technical roles)
 SWOT Analysis

a) Strengths
1. An old company with an outstanding reputation.
2. Owns its own equipment.
3. Relies on sister companies for materials and different works if possible.
4. Offers job security, family-oriented culture, and flexible working environment for employees.
5. The company focuses on the development of their employees.

6. Dorra Academy, that helps fresh graduates from all faculties to be updated with market and fill the gap
between academic education and the market requirements
b) Weaknesses
1. Corporate aging is having a significant effect on the company. The Company is having a problem of tanking
behind in technology and migrating to paperless systems.
2. BIM is still recent in the company; it is just implemented from 2 years.

3. No implementation of any form of Enterprise Resource Planning (ERP) Cloud-Based systems.

c) Opportunities
1. Expanding to other types of construction projects such as infrastructure and medical facilities.
2. Implementing recent technologies and expanding dependence on BIM and ERP and training engineers and
employees on them.
3. Moving to document control software solutions.
4. Training employees and fresh graduate engineers.
5. Investing in part-time workers.
6. Hire more people that can work from home, especially in the era of COVID-19.
d) Threats
1. Governmental factor impacting taxes.
2. Sudden increase in prices of materials such as cement and steel, this gets us into being more aware of the
contract clauses and prices since lump sum contracts can potentially make them lose significantly, as
happened during the fluctuation of Egyptian pound.
3. A great deal of organizational functions still requires upgrade and modernization, can result of losing
competitive advantage due to corporate aging.