Free Case Study About When The Product Is Human Being!

Introduction:

Al Manal establishment is an import manpower housemaid that was licensed in 1993 by Abu Dhabi Government General Security Executive Council in Abu Dhabi. The firm is a family and was handed down by the founder to his Mohamed Saleh AlOthali, who is the current owner of the establishment.
Al Manal has experienced financial success over the years. It was started with AED 100,000 of owner capital. It broke even within the first 2 years of establishment and returned a profit of AED 245,000 in 1995. The profits have been increasing ever since. However, it experienced some turbulences and low performance leading to low profit in 2002-2004. IT could be attributed to the owner’s focus on new opportunities in the construction industry at the expense of Al Manal. In addition, the Ministry of Labor introduced new regulations that significantly increased operational costs of Al Manal. For instance, the cost of the licensing was increased from AED 100,000 to AED 1,000,000, bank guarantee was increased from AED 5,000 to AED 50,000. Besides, it obligated it to hire a local manager, provide housing for the maids and strict regulations for where the maids must finalize their medical test in conditional hospitals to assure the quality of reports.
The owner hired Mr. Abdulhameed as an expert manager from Bin Habib Establishment, which is a competitor establishment, in an effort to turn around the fortunes of Al Manal. He is the public relations manager. He travels regularly to renew agencies agreements and bring more valuable agreements. In addition, Mrs. AlaaALOthali joined her family business as General Manager of the establishment towards the end of 2011. The two new employees proposed future plans to the owner to turn around the fortunes of the entity.

The Owner:

At that time, the family had some licenses inherited from the father who died back in 1990 leaving multiple licenses that were rented to strangers for yearly profit percent as no one had the experience to run those businesses. Mr. Mohamed Saleh AL Othali took the initiative to obtain a manpower supply license for AL Manal Manpower Establishment in 1994 and manage it on behalf of the family.
He opened the first branch in AL Muroor Street in 1995 with a relatively small staff and operations. It became a successful establishment in the 1990s with reputable service & customer loyalty relationship. He later opened other business portfolios in between 2001-2005 including; Emirates steel establishment in Abu Dhabi, AL Irshad Agriculture, AL Irshad pest services, Galaxy for décor work and Desert garden & constructing desert. This diversified portfolio gave him a chance to support AL Manal establishment using revenues from the other entities when it was in low waters financially.

Culture

Al Manal tries to match maids from each nationality with staff from the same nationality or at least same culture in order to bridge the gap of understanding human and market needs. It very challenging to control customer and maid satisfaction relationship. When an unsatisfied customer comes angry to the Al Manal office, the strategy is to be welcomed by the staff who served him along with the Public Relation Manager to calm the customer down and show caring attitude that his case is very important. AL MANAL office receives complaints from clients in an average of 50% out of the supplied manpower on a monthly basis. The challenges are even worse in a few cases that reach the Police when clients report suspected theft, physical insult on children, or run away maid. Al MANAL staff feels frustrated in dealing with those cases as they are expected to calm down irritated and unsatisfied customers and convince them their concerns will be solved without any formal training on customer service and psychology. The staff has always expressed their concerns of the quality of the product delivered when it is human beings is very difficult to test its quality, qualification, skills with the current lack of integrity of the foreign agencies.
As mentioned before the owner divided the staff by nationality so that staff from each nationality can deal with maids from the nationality as it would be easier to understand them. The relative staff is responsible for explaining the culture of UAE families. Advise them on how to treat and overcome homesick and provide tips to complete the 2 years contract peacefully. The staff tends to sympathize emotionally with the housemaids, welcome them, and ensure they get some rest when they arrive and a good meal. They later explain the UAE culture of dressing code, distance & physical touch. They are also explained to the contract provisions which include; no vacation, no day out, not allowed to bring in the house of the family any stranger, not allowed to talk by the family phones without requesting permission. Al MANAL staff takes all mobiles in the custody of the housemaid upon arrival from their countries per the practice in Abu Dhabi; this has been always viewed by the housemaid as unfair treatment and an infringement of their personal rights. The maids always expressed to the MANAL staff their frustration of unfair treatment to the labor privacy and human rights. This sometimes explains their attitude toward the family they are working for, why they work inactively with minimal motivation, and in some extreme cases why they try to hurt the family they work for. In this regard, Al Manal, fails to match customer expectations and gap performance.

Business Model

The Business plan for setting up Al Manal Organization was developed by the owner and the senior staff. There were no mission, vision and a clear strategy for the firm. It was guided by business values of their housemaid's safety, customer satisfaction and to build loyalty.
The business plans were very traditional by targeting higher profit by acquiring forging agencies to supply the best available categories candidates of housemaids. AL MANAL offers supplying different occupations;
Housemaid : Philippine & Indonesia agents contracted with Al MANAL send their workers after being trained in their countries institutes on all housekeeping skills including; ironing, cleaning houses, washing cloths and all other housekeeping skills.
Babysitter: in this category there is the Education Bachelor degree labor, the client tends to take them to babysit children and help their children with school homework.
Cooker: Its one of the most scares resources in the agencies. It is very difficult to find a good cooking maid. Mr. Mohammed commented that it takes him double the standard period for ordering maid when he wants a cooking maid.
Male and female drivers: The preferable driver is one with a GCC driver licensing which is not very easy to find. Therefore, the client orders a driver with his own country driver licensing. Then the client pays the cost of UAE driving license, the period of having the license vary from one to another, causing problems with clients who will have to bear cost losses before the driver is licensed and start serving them.
Gardener: usually does not require specialization, if in some cases requires MANAL send the scope of work and requirement to their agents to provide.
Midwife & nurse: This category needs a nursing 2 years diploma and is required by families who have new born babies, disabled family member, or elder parents who need specialized care.
Supply since establishment is from different countries; Philippine, Indonesia, Sri Lanka, India, Ethiopia & Bangladesh. The nationality of supply fluctuates in supply based on the political and economic updates
AL MANAL establishment targeted to keep good relationship with loyal customers and target to keep them satisfied by price discounts and providing extra services, like easier exchange for a nanny, finalizing their request end to end (taking the housemaid to finish the health tests and issuing for them health card and UAE ID cards).

Positioning

AL MANAL establishment has the reputation of being price friendly compared to other Abu Dhabi manpower establishments. Al Manal is currently not the lowest cost provider of domestic workers. This can be explained by decision to comply with the new Philippines laws protecting workers from its country by requiring that employers pay a higher minimum wage despite other firms violating the laws and continuing to pay the old contract rates. Al Manal decided to stick to the directive for ethical reasons. It required that all its clients pay the new salary or opt for domestic workers from other nationalities if they were uncomfortable with the new salary scheme. The decision to stick to the new rules despite pressure improved the reputation of Al Manal as a straightforward and trustworthy. This built trust between the company and clients as well as foreign agents.
Competition is stiff the industry due to the high number of establishments. A customer has a wide variety of manpower establishments to choose from. Normally, customers pick up 2-3 establishments to visit or view their website then goes for the lowest prices with best guarantees for refund and exchange. Al Manal owner considers its significant competitors as the local old reputable establishments like AL NARJES services EST& Bin Habib as well as Manpower establishment in Emirates. Regulation of the industry is more flexible in Emirates hence firms in Emirates are able to offer better rates to clients. He explained that as the costs are fixed by embassies, ministries and internal affairs departments the costs is almost fixed for all the local competitors. The other internal costs are minimal hence it cannot lead to cost discrimination leadership. Mr. Mohammed explained that the bottom line of the competition is the “Quality” & “Variety” of CVs available for client. AL MANAL has vast experience of 20 years and survived competition and was always one of the best suppliers in the market. Between1995-2007, its famous competitors were “AL NARJES” &“Bin HABIB.” However, nowadays Al Manal does not consider them equal competitors as they are way below Al Manal both in client base and revenues. The current competitor in Abu Dhabi is I,ALMadina Agencies & Services and AL AHLIAY in Dubai. Those competitors not only recruit domestic servants but construction workers as well.
AL Manal opened its official operation in 1995 in Al Moroor Street. It started with few employees back then to kick off the operations. The location was chosen as it is closer to the local inhabitant areas AL Mushrif, & AL Muroor. After AL Manal was known to the clients and established its reputation it moved to another bigger location in Tourist Club Area to accommodate the expansion in both staff and operation. During the last 4 years they changed the location to Khalidya Street in Abu Dhabi behind AL Muhairi Center to avoid the crowd area of Tourist club, and car parking bottleneck. The owner had a great bargain to rent it for 5 years at fixed reasonable low rent price from a friend, which was great in the current increases in rent. The location is central and an active area in Abu Dhabi it is close from Cornish area where wealthy expat prefers to live. It is close to AL Bateen area, AL Kharamah, AL Za’ab areas where also locals are populated. Being close to Local families is very important as they approach AL Manal for two housemaids, one driver & Gardner every 3 years in average as many families with good treatment to their housemaids maintain their modes more than the two years contract.
MANAL website: http://manalmanpower.com/applicant_category.php?category_id=1Address: P.O. Box 44282 Abu Dhabi, Telephone: 00971 2631 8822, Fax: 00971 2631 3399 Email:

Operations

Al Manal tried to establish a relationship with foreign agencies in Indonesian & Philippine & other nationalities in 1995. The contracts with those agencies were very limited, as Al Manal had a relatively small team of 4 (manager, 3 staff) in 1995. Nowadays it has 13 employees’ specialized staff for each nationality.

The usual step in Al MANAL establishment for customers’ orders for different types of domestic servants are as outlined below:

Make an application and order for a housemaid from the ones available organized by nationality. The domestic servants’ curriculum vitae are accessible by clients so that they can acquaint themselves with the personal details of each and every domestic servant before selecting. The client is allowed to call the maid for a call interview for further information and ensure that the selected maid is willing to work for the client.
After placing an order, the client pays AED 1,000 as a deposit and provides one copy of his passport and a personal photo. The client is then required to start processing the visa within 15 days. The deposit paid is non-refundable.

After the visa is processed, the client pays half or the entire housemaid’s costs.

AL MANAL Establishment approves the work contract with the embassy before and sends the visa by email to the agents outside UAE. The contract will be signed in UAE embassy in the housemaid country after passing the security and heath check.
The agent sends back the signed contract to Al Manal, the examinations and tickets are then booked for the housemaids within 45 days.
AL MANAL office communicates to the client the housemaids arrival date, client pays the remaining costs upon delivery. In the meanwhile, the housemaid is lectured about UAE culture, tradition and duty expected. Al MANAL staff informs him/her the regulations in UAE, encourages the housemaids to work diligently. They also give them the address of the office in case of any complaints; urging them to seek the office for help not to run away.

The client can to interview the housemaids to see the extent of his/her expertise.

The office takes a photocopy for the contract between the client and the office, the contract between the office and the agents, the contract between the client and the housemaids, and the housemaids CV.
The client has 3 months to examine the housemaids in getting her/his work done in perfect way, then he/she can return the housemaids back or get the final contract to keep her/him for 2 years or more depending on the contract.

Lastly, the office keeps on checking each year with the customer if there are any complaints to ensure client satisfaction.

Al Manal has staff from each of the nationalities it recruits from; for instance, for the Indonesian housemaids there are 2 Indonesian ladies staff and the same applies for Pilipino. This ensured smooth communication between Al Manal and the maids, embassies, foreign agencies. Using local staff overcomes communicational barriers such as language.
The foreign agencies ensure that there are adequate domestic servants who meet the demands of Al Manal client base. Clients select housemaids from Al Manal website or the physical offices of Al Manal and not the foreign agencies. The higher the foreign agent contracts the higher the supply of domestic servants which translates into higher profits. Therefore, during the low profits years Al Manal tried to turn around its fortunes by targeting more qualified agencies in Philippine and Indonesia as domestic servants from the 2 countries have the highest demand.
The agency contract usually states both parties' responsibilities and rights. AL Manal pays the agent an agreed margin and the agent commits to provide a certain minimum number of domestic servants monthly; usually between 50 and 100. The agent is responsible for submitting valid CVs to Al Manal establishment and deploying the selected worker within 20 days after receiving the visa and ticket. If the worker refuses to travel, the agent reimburses Al Manal the visa processing fees.
The contract also states that the agent shall provide 3 months probations period, for medically unfit and those who abscond duties for any reason including homesickness. In such a case, AL Manal will deduct remittance and cost of two way ticket from agent fees. If a worker refuses to work, the agent must solve the problem within 7 days, otherwise AL Manal will send the worker without notice and deduct all the resulting costs from agent.
The agents must provide the correct information about the worker. This information includes; real age, marital status, work experience, language, education, skills, and a recent photo. If this is contravened, Al Manal has the right to return the worker because of incorrect information as it would be regarded as intentional misrepresentation with the intent of deceiving Al Manal clients. Despite the existence of binding contracts with foreign agencies, there several instances where foreign agencies in some African countries and Indonesia have gone silent after receiving advances for domestic servants. AL Manal obtains bank guarantee to protect it from losses as a result of unethical foreign agencies who fail to send domestic workers after receiving advance money. However, Al Manal has still experienced financial losses as well as loss of clients. Clients may not understand why the domestic servant they selected was not brought.
Al Manal provides the clients with standard guarantees. The client may exchange his/her selected and delivered housemaid, obtain a refund costs they incurred in bringing housemaid to UAE within the probation period. On the other hand, if the housemaid runs away, the client will not be refunded and they will bear the whole loss as no guarantee is provided from the agents on such cases. The cost is around AED 14000 to 16600. These conditions are in the contract signed by the client before taking the housemaid. Mr. Mohammed provided a reason for inclusion of this clause in the contract. He explained that if a client takes his case to the Immigration Authority and files a case against Al Manal establishment or any other manpower office, the client might be refunded his losses. However, the worker was under the custody of the client and Al Manal will not get any refund from the foreign agency. Since this is a common occurrence, if Al Manal was to reimburse each and every client it would go bankrupt. With the provision, the client cannot sue sine he/she willing agreed to the term by signing the contract. Therefore, the provision is to protect Al Manal.
The commission charged for securing domestic workers was low back in 1995. It used to cost between AED 1500-3000 based on the nationality; AED 1500 for Indian, AED 2500 Indonesian, AED 3000 Philippine. The prices kept inflating over the years up to the current AED 14000 to AED16600 for Indonesian and Philippine. However, Mr. Mohamed said that profits have not changed significantly as the profit margin have remained constant within the range of AED 1000 to AED 1500 per housemaid. The prices rose in tandem with the rise in all manpower importing expenses. For example out of the AED 16600for Philippine made AED 15,000 goes fully to Philippine agent to cover the cost of medical check, the compulsory training cost, one way ticket and any other related embassies expenditure. The rest of 1600 covers the internal cost which varies from one worker to another. However, it is on average AED 400. It covers pick-up from airport, orientation, accommodation and meals before the clients pick up the domestic worker.

Turbulent times due to Industry & internal factors:

Al Manal’s performance between the years 2002-2004 was considerably poorer than in the previous years since it was established. Profit decrease reflected economic turbulent in 2002-2004. Profits reached a new low of AED 524,100 in 2011. Al Manal’s poor financial performance was attributed to a several internal and external factors.

Internal Factors:

The owner focus on expanding and diversifying the family business portfolio and business opportunities in other industries diverted his attention from Al Manal. The owner was busy establishing new business in Construction Industry and other service sector and delegated management of Al Manal to the available employees. This could explain the dismal performance the company and the downward trend in 2002-2004.
The staff was acting by experience with no formal training on interpersonal skills, marketing skills and communication skills to improve customer service and client satisfaction. In most instances, the staff from other nationalities were unaware of how to handle some local clients who would intimidate them with legal action when they presented their complaints or wanted a refund which Al Manal is not contractually bound to refund. The owner actively managed the business up to 2002 then left it to one of the family member who was following up on the business beside his university studies (Mr. Faisal AL Othali). However, the owner connection, touch and experience was missed. For this period, the customers’ complaints increased drastically. The customers complained that they did not have good application as the regular customers preferred the maid with experience and good cooking skills which most of the domestic workers lacked. As a result of the absence of the owner and the lack of experience of some employees; the efficiency and Al Manal services declined. Decline in customer satisfaction reduced the number of orders placed by clients. At the end of 2003 the owner realized that he must go back to focus on the business as the loyal customers had communicated their negative feedback and concerns to him directly in multiple occasions.
Towards the end of 2003, the owner hired Mr. Abudlhameed, who was at the time working for a competitor in Bin Habib establishment. He had expansive experience in the industry in Abu Dhabi and had experience in leadership leading previous recruitment teams in Bin Habib.
In December 2003 Mr. Abudlhameed arranged a trip to Asia to negotiate with foreign agencies in a bid to obtain better contractual terms, guarantees, experienced & trained candidates. He managed to sign several agreements and increased supplier agents’ agreements with numerous foreign agencies.

Industry Challenges &New Policies

In the past five years regulations in Manpower has been changing making it more difficult to hire from abroad. In general, the business of foreign domestic workers’ recruitment is getting slower, and supply of foreign domestic helpers is reducing as a result of the insistence of some countries to follow their own laws rather than those of the UAE.
It is increasingly difficult to get new maids and nannies into the UAE because two sets of rules needs to be followed; one set from the labor sending country and one set from UAE. It is even more difficult when these rules are constantly changing as each labor supply country has different policies based on their own labor laws on maids ‘minimum age and salary and the prescribed working days.
Ministry of Labor in the UAE aims to standardize these requirements through the joined contract. However, countries with existing labor laws will have to agree with the amendments.
The owner explained that another reason for the dismal performance in 2002-2004 was due to intensive competition internationally from different countries of the world targeting the low cost labor in Asia & Africa. For example, big companies in Saudi Arabia and Qatar which go to Asia with huge liquidity signing exclusive contract with most of the reputable foreign agencies, leaving for Al Manal with small agencies that are not reputable. The owner wants to increase the fees paid to foreign agencies in order to win valuable deals and elite foreign agencies so as to provide his loyal customers with the best labor. Due to this competition and annual inflation the fees paid to foreign agencies Al Manal is struggling to break even and make profits.

Industry Factors:

In 2011 the Ministry of Labor issued new regulations for this industry. It increased the License cost from AED 100,000 to AED 1,000,000 onetime payment that is kept as guarantee as long as the license is active. It also increased annual bank guarantee from AED 5,000 to AED 50,000. It also required agencies to hire a local manager, pay for License to Department of economy at a cost of AED 8,000. This huge jump of expenses caused the company to lose a big portion of their income to cover the additional costs reflected in the lowest record profit ever achieved.
In addition, the UAE Ministry of Interior introduced the common contract for housemaids on 1st June 2014 to protect the interests of both housemaids and their employers. This led to a shortage of maids especially from the Philippines which already imposes strict measures in maid deployment from their home country. Philippines laws mandate all foreign agencies in the country to verify contracts for housemaids before deployment to ensure that their rights are protected. However, with the new standard contract verification is not possible and without necessary verification, foreign agencies in Philippines cannot deploy housemaids.
The verification of contract in Philippines is to ensure that they get a minimum monthly wage of $400 (AED 1,469), 23 years as the minimum deployment age, a day off every week, and no placement fees. Once the contract is ratified, the Philippines overseas labor office would issue a verification letter that permits domestic staff to travel. However, currently the Philippines refuses to approve the new contract; therefore, there are no verification letters issued. Consequently, domestic staff wishing to work in the UAE cannot do so legally.
Philippine workers who are eager to work in UAE, leave their home country for a visit to a close by country such as Hong Kong, Malaysia or Singapore then depart to UAE to work violating their own country regulations. In UAE they are welcomed when they do so as the Immigration issues their visas are normally sorted out. However, this group works with the old conditions and salaries.
Another foreign legislation that restricted supply of domestic workers was by the Ethiopian government. It imposed a ban on visas for Ethiopian domestic helpers to the UAE in 2012 which is still effective. The Indonesian government is also making changes in its legislations on deployment, which may affect domestic workers supply and consequently cause a shortage of housemaids in the industry. Al Manal has survived those challenges due to long experience in the field of 20 years. The owner liquidity strength enhanced his position. Its’ high quality of suppliers´ agreements it focused on maintaining made it an industry leader. Up to 2003, it had one agency for each nationality and after 2004 it had at least 3 reputable big agencies for each nationality. When one nationality supply becomes limited Al Manal quickly focuses on another nationality supply to compensate the low supply from the other country. For instance, currently Al Manal is not recruiting Philippine maids and has; therefore, focused on Indonesian and increased the agents to 4 agents to compensate the cease supply from Philippine.
Another change in the industry is that in UAE manpower supply establishment like Al Manal were stopped to deal directly with embassies. Recruitment agencies should now require potential domestic workers to deal with embassies when signing contracts. This rule currently applies to Philippine, Indonesia and Sri Lanka and may extend to other nationalities any time. This forced manpower suppliers who wish to issue a visa for those nationalities to direct the domestic workers to go to the UAE embassy in their countries and do health and security check; if they pass those tests they can resume their visa deployment. This law was to the benefit of clients as the results were more reliable compared to the previous system that was subject to the flexibility and fraud of those countries.
The factors discussed in the previous paragraphs resulted in drastic decline in the number of domestic workers available that has gradually increased clients’ waiting time for domestic workers. Consequently, client were keen to maintain their current maids by offering salary increase and better working terms to ensure that they have a domestic worker who will not escape or terminate his/her contract. Similarly, Philippine maids who like their work in UAE are afraid to go back home for vacation as they may be unable to return owing to the new legislation. With the increase number of competitors and demands from the clients for high and specific standards for their recruited housemaid and the increasing difficulties in recruiting foreign maids, the available supply of maids went to those who have reputable foreign agents. This explains why Al Manal has returned a profit the last 3 years whereas most firms in the industry have been making losses.
The challenge of having returned housemaids and nannies from their clients has a big impact on the company performance. It can be figuratively compared to removing a faulty product from the market for a production company. The reasons of having returned domestic helpers can be due different reasons. The common complaints by maids range from being forced to overwork, being underfed and underpaid, being denied visitation rights to their home countries, physical abuse and sexual harassment. Similarly we cannot ignore the clients’ side of the story as according to police records, crimes involving housemaids went up 20 per cent in 2009 as compared to 2008. The reported cases in 2009 were 451 with 17 involving assault of children.
Al Manal as a recruiter acts differently in each situation. Sometimes it acts with bias towards the worker or the clients when solving complaints depending on the cause of the problem. The firm first studies the reasons the client wishes to return the helper or the reasons the worker wishes to return back to her home or work for another family. If the problem is not resolved within three months the domestic helper will be returned back home and the client will be provided with an alternative helper for free which would translate to a financial loss to the company. However, if the issue was as a result of the client’s undoing then the maid will be given an opportunity to work for another family.
The owner explained his worries of the current situation with Philippine as their recent requirements are considered very ambitious by the UAE families in particular and immigration departments. The demands include one day off per week, using mobiles and a maximum working day of 8 hours. For UAE nationals they are used to having the maids living with them, a day off is not easy to swallow. Some conservative families see it intruding their home privacy as they feel they have the right to determine how long the maid works. Most client find the 8 hour work days with maids allowed the freedom to take a nap, break and they have the advantage of free accommodation and food absurd and very ambitious. Most of them are willing to settle to Indonesian maids or from other countries which do not have such laws.

Profits analysis

Profitover the years; source Mohammed AL Othali, owner:
Provided by MANAL owner:
The tables show that Al Manal establishment has been able to achieve stable supply of maids in average of annual of 1400 maid, monthly average of 120 maid over the last 5 years.
It also shows a steady growth of Al Manal operational revenue over 20 years. The tables reflect the information provided earlier by the owner regarding the decrease profits in 2002 &2003 due to low quality supply due to owner absence. Although the highest recorded supply of maids was 1653 maid in 2011, it was a companioned with significant decrease of profits due to the phenomenal new regulations costs. Otherwise stable revenue is maintained over the 20 years of operations.
*1,225,700 profit was sucked by 1Million paid to renew the license leaving the profit only AED 225,700

Heading to Ambiguity

In 2014 Mrs. Alaa Al Othali MANAL General Manager proposed to the owner new expansion plans. She joined late 2011 per the new regulation in 2011 to hire Local Manger. After spending two years in the business she prepared expansions options to open new branch. She advised that Khalifa City is one of the most dynamically developing parts of Abu Dhabi. Up to date it consists of three separate administrative divisions – Khalifa City A, and Khalifa City B. These new areas are specifically focused on the young& local families. In order to address the rising population density, a branch of MANAL manpower supply is a prospering expansion option to observe the demand increase & to have bigger portion of the industry promising profit.
Her proposal included suggestion of establishing strategy, changing the web site image, add to the website mission, vision, values to reflect higher standards of focused management approached. If going for opening new branch she suggested hiring more Arab native speakers as this will be good timing to inject Arabs to the current staff, as the current staff are loyal and been with the office for long years and no one wants to replace them. She advised that this will contribute substantially to the potential customers and retention of the existing ones.
On the other hand, Mr. Abdulhameed suggested not to expand now, the changes are huge in the industry, human rights are active for labor rights & maximum hours worked, those changes may lead us to change the business into part timers maids, or switch the current branch from the maid category to labor & construction or any other upon updates.