a global corporate icon Iris Bay - CIMIC Group · a global corporate icon - iris bay ... the Burj Al Arab was built it marked the ... laying the foundation for architectural marvels

THE NE WS OF THE AL HABTOOR LE IGHTON GROUP

SPECIAL ISSUE

NO. 26 - 2008

a global corporate iconIris Bay

scaling broader horizons withTony Saadie

in conversation withDavid Leonard

developing aFlawless Image

LEEDing the way withGreen Buildings

and much more....

“When reviewing the past, I feel proud. When looking to the future, I have great hopes and high expectations.”

Dear colleagues, friends and family members,

Welcome back to Akhbar Al Dar. I would like to take this opportunity to extend my warmest congratulations to all those who have contributed to bringing together our forces and synergizing our expertise in our highly successful and triumphant achievements to date. With all the changes taking place, this year is expected to be a very interesting one for Al Habtoor Leighton Group. This is truly an exciting time, with a new corporate structure in place, new people who have joined our family, and the many new things that are underway or are about to begin.

This is an ideal time to consider new beginnings and explore fresh opportunities, challenges and goals. It is also a perfect time to reconsider our choices, to stay positive and affirmative, and to conduct ourselves differently and more consistently. We must all recommit ourselves to the core values of professional integrity, as we embrace the challenges ahead.

I would like to designate 2008 as a year for business excellence for Al Habtoor Leighton Group. We must all choose a positive attitude at work, seize every opportunity to strengthen the enterprise, and manage our work to the best of our individual and collective abilities. Therefore, I hope that each of us will align our emotions, ambitions and activities with the vision of the Al Habtoor Leighton Group, which will always remain ahead of the competition.

Looking forward to a great year together.

Riad T. Sadik

CHAIRMAN’S MESSAGE

Editor-in-ChiefLina Sadek

Managing EditorShahnaz Imam

EditorsReagan Creado

Yasaman TahmasebiNisrine KhadraHootan Zadeh

Graphic DesignerHina Imran

DistributionUsha

Sameer

ContributorsDavid Leonard

Tony Saadie Steve HudsonMunjid SalihAziz Elgozali

Disclaimer: Akhbar Al Dar is the newsletter of Al Habtoor Engineering Enterprises Co. (L.L.C.). Its purpose is only to establish internal and external communication links. A bulk of the matter contained herein is based primarily on verbal accounts. Hence, we cannot guarantee the accuracy of data used. Neither Al Habtoor Engineering Enterprises Co. (L.L.C.) nor its associates can be held responsible for any inaccuracies arising or implied herein.

Contact us: [email protected]

It gives me great pleasure to welcome all you loyal Akhbar readers back to our first issue of 2008. It has been and eventful and exciting year thus far, with massive changes taking place since the joining of forces of two proud regional industry leaders, Al Habtoor Engineering and Leighton Group.

As the structures and processes of our newly restructured company fall into place and the inevitable inefficiencies get ironed out, Al Habtoor Leighton Group has truly emerged bigger and stronger than ever. I thank you for all your support and for trusting us to evaluate the best options and to come up with the best solutions for all of us. It is now up to all of us to keep the positive momentum going and build off the solid foundation that we have established. It will require a real and sustained team effort but we are in a position to take Al Habtoor Leighton Group to previously unattainable heights, helping each and every member of the Al Habtoor Leighton family to grow and progress as professionals and individuals.

As each one of us gets used to our new roles, as well as the new corporate landscape that surrounds us, there will be significant challenges and we must all attack these challenges head-on, and find ways to improve our areas of responsibility and inspire those around us to do the same.

At times like these, we all have expectations. We hear things and expect immediate changes and quick actions. While we believe in the swift execution of work, we must also understand that it takes time for things to happen, and that gradual changes are more effective in the long-term. What we need most at a time like this is patience. Patience to wait for what has been communicated to take shape and to understand that even well thought out strategies take time to put into practice. If we all pull together and embrace the thrill of implementing these changes to the best of our individual and collective abilities, we cannot fail to succeed.

We appreciate your trust that we have your best intentions at heart.

David Savage

MANAGING DIRECTOR’S MESSAGE

04 PROJECT IN FOCUS

07 PROJECT UPDATES

10 ASSOCIATED BUSINESSES

15 CORPORATE DEVELOPMENT

CONTENTS 18 UP CLOSE AND PERSONAL

21 SEMINARS

22 SUSTAINABILITY

25 OUR SAFETY

26 ENVIRONMENTAL FACTORS

28 SPEAK EASY

30 HEAR IT FROM THE EXPERTS

34 IN AND AROUND HLG

46 COMPETITION

47 THE LAST WORD

PROJECT IN FOCUS

04SPECIAL ISSUE NO. 26 2008

a global corporate icon - iris bay

Ten years ago, when the Burj Al Arab was built it marked the beginning of an era, laying the foundation for architectural marvels to flourish in this part of the world. Today, most of the world’s renowned architects have their eyes focused here. The companies operating in the construction sector enjoy the challenge of being associated with these projects, as the design elements demand a high level of engineering expertise.

Project : Iris Bay

Client : Sheth Estate International

Consultant : Atkins

Value : AED 255 Million

Location : Business Bay Sheikh Zayed Road Dubai

Scope of work : 3 Basements + Ground Floor + 3 Podiums Levels + Podium Roof + 36 Storey Office Tower

PROJECT IN FOCUS

05AL HABTOOR LEIGHTON GROUP

One such landmark project is Iris Bay, a distinctive 34-storey commercial tower positioned at the gateway of Business Bay. Facing Sheikh Zayed Road in front and the Creek in the rear, it exemplifies a stylish architecture with a magnitude of iconic potency and distinction. The aesthetically alternative and instantly recognizable design gives the tower an air of commercial superiority, and its prime location will make it the hottest office tower in town.

The ClientAs India’s leading construction house, with a solid 21-year track record, Sheth Developers has built some of the country’s largest townships, complexes and residential and commercial towers. It also has to its credit the reputation of being the most customer-oriented and quality-conscious business house of its time. Sheth Developers’ motto is to create iconic structures that stand the test of life.

The ArchitectsIris Bay was designed by Atkins, which was also responsible for such iconic designs as the Burj Al Arab and Jumeirah Beach Hotel. They are world’s fourth largest global design firm and one of the world’s leading providers of professional, technology-based consultancy and support services. Operating in Europe, the Middle East, the Asia Pacific region and the Americas, Atkins has a broad range of skills and resources, and provides clients with comprehensive

Iris Bay is a one-of-a kind architectural masterpiece. It is set to become a destination of pride, status and exclusivity, where the world’s leading businesses vie to be located.

service throughout the entire project life cycle.

The ProjectThe innovative design of the AED 255 Million Iris Bay project is in the form of an ovoid. The design comprises two identical double curved pixilated shells, which are rotated and cantilevered over the podium. The rear elevation is a continuous vertical curve punctuated by balconies, while the front elevation is made up of seven zones of rotated glass. The tower, which will incorporate both passive and active environmental features, sits on a four-storey perforated podium that floats over a double height arcade and houses retail and commercial space totalling 36,000 square meters. The Tower comprises 3 basement levels, the ground floor, 3 podium levels, the podium roof, and the 36-story office tower.

Construction ActivityThe total construction period of the project is 26 months from the date of receipt of the building permit. Accordingly, the mobilization for the project commenced in the second week of July 2007. With the mobilization, substantial work was also carried out on activities including structural excavation, pile cut-off, blinding and waterproofing. As a result, most of the preliminary work was completed before the official project start date. Contractually, the project was launched on the 18th of November, 2007, following the receipt of


This project is challenging because of the design, but this is what excites us. The raft foundation has been poured in two stages; stage one was poured in February and stage two in March.

PROJECT IN FOCUS

partial building permit for the raft. Currently, the reinforcement for the raft foundation is in progress. The total raft foundation comprises 9,000 cubic meters of concrete. “We are pouring the raft foundation in two stages; stage one was poured in February and stage two

in March. Even though there have been slight holdups during certain stages due to the delay in getting the building permits and the release of construction drawings, the enthusiasm of the team deployed to site 609 – the Al Habtoor Leighton Group project code number – has not been affected. They have used the extra time to complete a significant portion of the structural excavation, pile cut-off, blinding and waterproofing work ahead of the start date. “In-spite of the delays, we are ahead of the planned construction activities schedule by three weeks”, remarked the Project Manager, Munjid Saleh.

The ChallengesThe biggest challenge in the management of the site is logistics planning. The whole plot is the project construction area. It is surrounded by ongoing projects on two sides,

while the third side is used for the site establishment requisites, including the site offices, stores, etc.

Another great challenge is the complexity of the shape of the project. The tower is a unique half-moon shape, covered with an aluminium and glass façade on the sides, glazing in the front and glazed floor decks in the rear. All these unique features require meticulous planning and extensive co-ordination to be completed on budget and on time.

The TeamThe people brought together for this exigent development have been carefully selected from various renowned projects of HEE. Many members of the expert team were deputed from Jumeirah Beach Residences (JBR), which was one of the most challenging projects completed last year.

This project is being managed by Gulf Leighton which is a member of the Al Habtoor Leighton Group.

PROJECT UPDATES – GULF LEIGHTON

Saadiyat Island is the largest single mixed use development in the Arabian Gulf. The 27 square kilometre natural island - half the size of Bermuda - lies only 500 metres offshore Abu Dhabi. Saadiyat Island is being developed into a complete visitor and residential destination. An artistic impression of the Saadiyat Island


The 27 square kilometre natural island – half the size of Bermuda – lies only 500 meters off the shores of the Island of Abu Dhabi. Saadiyat Island is being developed into a complete tourism, commercial and residential destination.

Gulf Leighton is playing a major role in developing the infrastructure for this massive development. It is responsible for the construction of approximately 20.3 kilometres of roadways, a total of eight bridge structures of various lengths and configurations, three tunnel structures, a potable water network of 27.9 kilometres of varying pipe diameters, a potable water storage reservoir, a sewage sanitation system, a storm water drainage system,

cruising towards

saadiyat islandSaadiyat Island - which translates from Arabic as the ‘Island of Happiness’ – is the largest single mixed-use development in the Arabian Gulf.

telecommunications civil works, and various mechanical and electrical projects.

The build-up of the project team for Saadiyat Link has seen numbers increase to over 100 personnel. This number will increase further over the next few months, as work faces are developed. The vast majority of staff members make the short boat trip from the Abu Dhabi Port area across to Saadiyat Island to get to and from work. Permanent works progressed on the site in December, with the commencement of bored piling and earthworks. The bored piling works are part of a value engineering proposal developed by the project team in consultation with an international

design house. The proposal revises the design for all of the bridges on the project, and will bring both time and cost savings to the project.

Al Habtoor Engineering also has a significant involvement in the project, with labour being supplied to help establish site controls and facilities. This involvement will increase, in terms of both labour and role, as the number of work sites and construction activities grows.

Among the developments going on in the Middle East, Qatar is a fast track ground.


Client : Al Jazi Real Estate Development CompanyConsultant : Diwan El AmaraProject Manager : Ziad Hodroge

Project Engineer : Willie Arceo

Planning Engineer : Ashish Dandekar

QA/QC Engineer : Mike Meniano

MEP Coordinator : Ananth Venkataram

Architect : Michelle Angeles

Structural Engineer : Vivencio Badua

Duration : 2007 - 2010

QUICK FACTS

PROJECT UPDATES – QATAR

Qatar is setting a blistering pace for ambitious residential and commercial developments, establishing a benchmark for other countries throughout the region. One significant project that is being developed by HEE Qatar is Dareen Tower, which is a residential tower located in the prestigious West Bay Area in Dafna. Its amenities include a swimming pool, a gym, a kids play area, a community room and underground parking. The building comprises 2 bedroom, 3 bedroom, and duplex apartments, and is serviced by six express lifts.

One of the challenges involved in this project is the logistics arrangement. Due to the on-going upgrading of underground services and roads in the area, the construction site is virtually inaccessible to trucks, and hence offloading material is quite a test. As explained by the Project Manager, Ziad Hodroge, “there is no place for any offices on the site, and we have had to set up at quite a distance – a good ten minutes walk from the site. This results in quite a bit of lost time moving back and forth to the site.”

Another challenge is the fact that the design is undergoing changes to meet the requirements of the new Civil Defence and Kahramaa regulations. There has been a constant and urgent updating of shop drawings, BBS, and site instructions, to ensure their timely and correct execution on-site.

mercury rising at qatar’s dareen tower

PROJECT UPDATES – ABU DHABI

a take off on abu dhabi airport

Client : Supervision Committee of the Abu Dhabi International Airport CompanyConsultant : Diwan El AmaraProject Manager : Ziad Hodroge

Project Engineer : Willie Arceo

Planning Engineer : Ashish Dandekar

QA/QC Engineer : Mike Meniano

MEP Coordinator : Ananth Venkataram

Architect : Michelle Angeles

Structural Engineer : Vivencio Badua

Value : $ 215 M

QUICK FACTS


During the ongoing construction process, several changes have been made to the original design plans. One of the main variants is the extension of the buildings’ check-in areas and lounge facilities for first and business class passengers. As a direct result of these changes, the completion date of the entire project has been extended from April to June 2008. The time extension will enable the company to carry out the additional work without compromising the airports functioning.

Project Director, Raed Hammad explains that he and his team had been working closely with the clients to formulate acceptable solutions. They intend to complete certain areas for a handover by the original completion date. For example, the pier area will be partially ready and open to passengers. This phased approach will also permit the airport authorities to increase the number and frequency of flights by utilizing the new section of airport.Al Habtoor Leighton Group has also been provisionally awarded the contract for the adjacent seven storey car park.

One of the notable achievements of this project is the realization of 6 million incident-free shifts, as of January 17th, 2008. Raed credits his team for this, saying, “This milestone would not have been possible without their commitment to the cause. Safety is everyone’s responsibility and we follow it in totality.”

The Etihad Interim Terminal project, a joint venture between Al Habtoor Engineering and Murray and Roberts, is making considerable headway, despite being subjected to a number of variations.

ASSOCIATED BUSINESS – AHI


Al Habtoor Interiors is an Associated Business of the Al Habtoor Leighton Group.

One of the noteworthy projects recently carried out by AHI is the grand Millennium Tower Hotel, part of the global Millennium Hotels chain. The hotel’s interior was aesthetically designed and required a high degree of creativity and technical skill to properly implement. Not many companies could handle the challenges it posed.

unique style in dubai millennium towerAnother environment of sophisticated luxury created by Al Habtoor Interiors

AHI continuously upgrades its capabilities, recently acquiring a range of sophisticated machinery from Italy, expanding its facilities and enhancing the expertise of its workforce. When project designs are complex, rework and waste management can pose an issue for some companies. However, if the correct expertise and processes are in place, it is not difficult to resolve hitches like these. AHI was responsible for a large amount of the interior work in the new Millennium Tower Hotel in Dubai. The interior designer was a very renowned personality, who was brought on specifically for the Millennium Tower Hotel project. The design requirements called for very specific and high quality abilities and materials – most of the timber was imported from abroad. It was indeed a challenge to ensure that the woodwork followed the colour schemes of the design. For the production unit, the task was indeed a test, but they were ready for it. Having recently worked on other challenging projects, such as the ADNEC Exhibition Halls in Abu Dhabi, the team delivered a standard of work that truly exceeded expectations.

The Project Manager Steeve Chahwan, guided us to the 12th floor, where a beautiful lounge was taking shape. He then led us up to the exquisite spa on the 18th floor, after which he took us down to the diverging walnut-finished corridors to rooms on the 6th floor. He was confident that, once completed, it

would be another project to be proud of for all those involved.

To ensure the timely completion of the project, it was divided into phases. Each section had overlapping actions of fine-tuning activities. Floor-by-floor, each phase of the project was completed and the premises were ready for the next set of requirements. Gradually, the exquisite interior design could be viewed in its totality and what met the eyes was grandeur in a league of its own. The goal of adopting targets that would exceed world benchmarks of excellence and innovation was achieved.

ASSOCIATED BUSINESS – HSSG

11

Al Habtoor STFA Soil Group is an Associated Business of the Al Habtoor Leighton Group.

AL HABTOOR LEIGHTON GROUP

With the vision and ambition of the UAE and the Al Habtoor Leighton Group moving in parallel, the Group’s associate businesses must also match the pace.

This is truly an exciting time for the Al Habtoor STFA Soil Group, the Al Habtoor Leighton Group’s piling and excavation specialist company. In this edition of Akhbar Al Dar, we will discuss some of the company’s latest assignments and describe what they entail. Specifically, we will cover the two large-scale projects that Al Habtoor STFA Soil Group was awarded over the last few months.

reaching down to greater depthsThere is no denying that the need for specialized construction support companies is on the increase.

The first is the Onyx Development project, for which Al Habtoor STFA Soil Group was contracted for all the enabling activities. The development is located on Sheikh Zayed Road, next to the Emaar Headquarters Building. The project belongs to Onyx LLC and KEO & Masharea is the project consultant. The timeframe is 200 days from the day the NOC is issued. The enabling work includes shoring, excavation, dewatering, piling and testing. The area of excavation is a total of 200,000 m3, and 581 rmt of shoring activity that includes ф 600 mm diameter contiguous shoring system with a row of anchors for a retained depth of 9.25 m from EGL. Finally, there are 1131 no’s (515 no’s ф 900 mm, 488 no’s ф 750 mm, and 128 no’s ф 600 mm) cast in-situ reinforced concrete piles.

The second major project is the enabling activities for the Matex Tower. This project is owned by the MAG Group FZE and the consultant is the National Engineering Bureau. Coded as site P133, the project is located in the prime corporate hub of the city, Business Bay. The total duration to complete the work is 200 days. The enabling activities include 297 rmt shoring, including ф 60 mm diameter contiguous shoring system with 1 row of anchors for retained depth of 10.95 m from EGL; 268 no’s (16 no’s ф 1200 mm, 112 no’s ф 1000 mm, 67 no’s ф 800 mm, and 73 no’s ф 600 mm) cast in-situ reinforced concrete pile and 65,000 m3 excavation.

Other important Al Habtoor STFA Soil Group news includes the recent completion and handover of two main projects. The two projects are the recently concluded piling work for the Rixos Ottoman Palace located on The Palm Island Jumeirah in December 2007, and the enabling work for ADNEC’s Future Tower in Abu Dhabi in February 2008.

ASSOCIATED BUSINESS - AHS

Al Habtoor Steel is an Associated Business of the Al Habtoor Leighton Group.


Throughout the years, Al Habtoor Steel Fabrication Division (AHS) has played a key role in many of Al Habtoor Engineering’s most prestigious projects. Therefore, it was no surprise when it was selected to help build the Cargo Mega Terminal, which is part of the second phase of the Dubai International Airports ambitious expansion project.

The client for this project was a division of global giant Siemens, which specializes in airport & cargo logistics as well as transportation systems. AHS was tasked with all steel fabrication and erection in the project. Initially, the project was given to a competitor but because they were unable to satisfy the client’s needs, the job was contracted to AHS. The result of this chain of events was that AHS had to cope with about a 6-month delay caused by the previous contractor’s incompetence, while committing to finish the project by its originally projected date in order to meet the milestones put in place by the client.

The project was massive, with approximately 30,000 bolts tightened in total. A very technologically advanced mechanism controls the cargo handling system, which consists of six levels within the building. When cargo is

dubai airport’s cargo mega terminal framed in steelAl Habtoor Steel Fabrication Division has been contracted to erect the cargo handling equipment & storage systems.

being unloaded and transferred from a plane to the Cargo Mega Terminal, the cargo will be placed on these lifts. Each lift has a smart camera that identifies the vacant slots and accordingly the lift will take it to the identified level, where the cargo is placed in the empty slot through a conveyor called a roller deck. The technology, which was developed by Siemens, is fully automated with no human labour required. The exact reverse operation is followed when cargo is being transferred or moved to another location, and it is all controlled and monitored by the system operators located in the logistics operations offices of the airport.

Faced with such a monumental task, the team at AHS, headed by Dr. Raymond Ho, based all their activities on a foundation of strong teamwork, increased and improved fabrication productivity, and a culture and commitment to on-time delivery for this key project. The key to AHS’s success can be summed up in its proactive approach, with detailed planning for each phase of the project and labourers working in two shifts. The result of this effective planning and efficient teamwork was that the 6-month delay was cut down to 3 months, and the client’s milestones of completing the erection of the mainframe before November 15th, 2007 and handing over the project by December 15th, 2007 were successfully achieved – a testament to everyone involved.

ASSOCIATED BUSINESS – PLANT AND MACHINERY

Al Habtoor Plant and Machinery Division is an Associated Business of the Al Habtoor Leighton Group.


dubai airport’s cargo mega terminal framed in steel

The Plant and Machinery Division has been developed into a complete asset management company in the Al Habtoor Leighton Group. From its new facility at Al Quoz, the newly developed company will satisfy the demands for construction machinery and ancillary equipment for the Group, while catering to needs of the outside market as well.

Plant Manager Naschat Issa explains, “Our role in the massive Business Bay project is an immense challenge. The project consists of 12 towers – each around 40-50 stories high and close to each other – this is undoubtedly the biggest job we’ve ever undertaken. We were responsible not for only providing the plant equipment and machinery, but also for setting up the tower cranes and hoist elevators. We conducted a comprehensive and detailed study of the project requirements and the construction techniques that would be adopted for the build-up. Accordingly, we developed the processes and solutions required.

Once the process was approved, we proceeded with the set-up process. This required constant coordination and communication with the ‘592’ construction team. The site needed 22 tower cranes and 24 lift hoists at a particular moment. As most of our equipment is spread across various sites, such a big number is never sitting idle at any given instant. However, we

swinging high over the gulf - tower cranesTower cranes and lift hoists setup challenges at the Executive Towers at Business Bay project.

did manage to provide them with the numbers needed. The fixing of the tower cranes started in 2005, and the lift hoists were fixed in March 2006.

We followed a step-by-step program for the cranes’ extension process. Even more critical than the set-up process is the dismantling activity, because they were fixed inside the towers (i.e. internal tower cranes). Moreover, due to the sheer size of the project, each step was a challenge, requiring us to be very accurate in our calculations and allocations of cranes, not to mention actively providing support and assistance on a 24/7 basis. We also provided the site with a strong technical support team, consisting of 45 expert technicians.

We are now in the process of dismantling the tower cranes from diverse heights of 150 to 225 meters. In order to execute the job, we bought two groups of Derricks and assigned two individual teams to operate them. This helped simplify the process and ensured safety, while also avoiding damage to the external façade of the towers. We must continue to develop our knowledge and expertise in understanding the fabrication requirements of these projects in order to lead the industry.”


ASSOCIATED BUSINESS – SPECON

checking MEP progress at the emerald palace

Al Habtoor Specon is an Associated Business of the Al Habtoor Leighton Group.

Al Habtoor Specon was recently awarded the MEP contract for the Emerald Palace at The Palm Jumeirah, one of the Nakheel’s renowned projects. This was the result of a direct nomination from the Emerald Palace Group after a bid was made. For Al Habtoor Specon, this is the third nomination in a row, a feat to be proud of following the Business Bay Hotel from Dubai Properties and the Habtoor Business Tower.

Al Habtoor Specon LLC, a turnkey MEP services contractor, has successfully completed its second successful year of operations with the Group.

The Emerald Palace is located on plots C11 & C12 of The Palm Jumeirah and consists of a residential building, a hotel, and 20 villas, as well as the landscaped area. The residential building (B + G + 8 floors) with ten adjacent villas (B + G + 1 floor) are located on plot C12, while the hotel, a deluxe property managed by Kempinski, and an additional 10 villas are located on plot C11. The challenge of this project is that its entire construction is planned on a critical path with interim milestone completion dates and an overall completion date set for August 2009. These have been internally set as phases. Al Habtoor Specon is executing Phase 1,

which consists of the residential building and the 20 villas. The MEP scope of work includes the supply, installation, testing and commissioning of the building services, including HVAC, the building management system, the electrical power distribution, the standby diesel generator, the indoor lighting system, the fire detection and fire alarm systems, the central battery and emergency lighting systems, the fire fighting system, and the plumbing and underground drainage network. The Palm District Cooling System will be providing the chilled water supply required for the project.

Al Habtoor Specon is now firmly established, with several major projects in collaboration with Al Habtoor Engineering Dubai, as well a few with other clients directly. The company is looking forward to expanding its operations in Abu Dhabi in the coming months. Negotiations and discussions are going on with various clients, as well as with Al Habtoor Engineering Abu Dhabi and Gulf Leighton.

In light of these developments, the coming year looks very promising for the company. The prospects in the region look very good. In fact, the company intends to increase its workforce from the current 2,500 employees. The goal is to double its workforce over the next 2 to 3 years to become one of the dominant MEP players in the region.

15

CORPORATE DEVELOPMENT

brimming with new initiatives


HEETS in association with Manchester Business School - MBA for Construction Executives

Annual Primavera User Meeting - Middle East Celebrating 25 years of Supporting Projects

Manchester Business School is the largest campus-based business school in the UK and is part of the University of

Manchester. The 2007 Financial Times survey ranks their MBA 4th in the UK, 9th in Europe and 22nd in the world. Manchester Business School is part of a small and select band of institutions worldwide which are accredited by all three major bodies - AACSB International, AMBA and EQUIS.

Manchester Business School has extensive experience in delivering world class MBA programmes by a blended learning approach which features flexible, part-time courses using face-to-face workshops, online support and self-study materials; students are assessed by UK faculty and supported by the Virtual Learning Environment facilities of discussion groups and interactive meeting rooms.

The MBA for Construction Executives has been developed in partnership with the UK Construction Industry Training Board - CITB- Construction Skills, and has been accredited by the Royal Institute of Chartered Surveyors (RICS). The programme comprises three key elements - course modules, workshops and the project stage.

The module stage comprises 12 modules covering both the core topics of an MBA and construction specific modules which are normally completed in five semesters over a period of 30 months. The Regional Centre located in Dubai Knowledge Village provides support for the entire student lifecycle experience and manages all aspects of programmes.

For more information applicants can contact Syed Shahid Imam,

HEETS Manager on [email protected]

Primavera Systems Inc. along with their authorised representatives in the middle east recently conducted the annual Primavera Users Meeting - Middle East on the 26th and 27th of March at Jumeirah Beach Hotel. The seminar showcased the latest innovations, technology, updates and best practices from the leading companies in the region.

On the second day of the event, Al Habtoor Leighton Group’s Planning Director, Mr. Jafar Khair was invited to speak on behalf of the company and to share his thoughts and experiences with regards to Enterprise Management Systems for Construction Companies, with a focus on project management using Primavera Version 6 (P6).

The delegates were impressed by Al Habtoor Leighton Group’s extensive experience in the field of Planning and how the company has been able to sustain such high standards of best practices throughout the years.



Why should we brand and what’s in it for me?

Everyone’s doing it. Some do it consciously and others do it on a subconscious level, and there is a good reason why; we all want to be perceived as attractive, skilful, professional, responsible, and trustworthy. As an individual, group, business or nation, we are attracted to successful brands and associate ourselves with the best and most influential of them to develop our own image of perfection. When the company speaks about developing its brand, what is it talking about? What is brand value? What does brand equity mean? What are the benefits of a strong brand to a company’s employees or the market? These are some of the questions that anyone without a degree in marketing would probably ask.

Creating an image in the market is one of the prime purposes of developing a brand. The image speaks about what that particular brand stands for and what it is promising to the market. Therefore, the brand carries a fair degree of goodwill, and this goodwill is the brand’s value. A brand’s value is linked to its image and represents one’s perception of a product or service. It impacts the company’s competitiveness and helps make profitability immeasurable. It also creates an association with some distinguishable perceptions, such as quality, durability and price. In this edition of Akhbar Al Dar, we are not going to focus on what

developing a flawless imageMost people think of an image or a logo when they think about brands, or perhaps they’ll go so far as to think of a mass media tagline like Nike’s “Just Do It.” However, a brand is a persistent, unique business identity intertwined with associations of personality, quality, origin, liking and much more.

and how to develop a brand but will discuss why we need to brand ourselves – why branding is important and how would the branding process affect and benefit the company and its employees. Branding creates your reputation, your identity and goodwill. The identity of the company is reinforced. It sets certain standards for itself. As an employee of that organization, your own value in the market increases. You become the brand advocate, and your potential and skills get reinforced. Thus, it is important to align yourself with your company’s brand values. If your company is known for high

quality and reliability, it is important that you imbibe the same values. Branding also develops the ‘memorability’ factor. Your name will not be lost in a crowd. However, in order to increase the memorability quotient, it is important to present yourself in a consistent manner. The presentation of the company should be unified and follow a steady pattern within both internal and external environments.

When people have a positive experience with a brand, they’re more likely to demand that product or service and consume related items of the same brand, rather than using competing brands. In addition, they are more likely to recommend the brand to others and to resist the lure of a competitor’s price cut. The brand identity helps to create and to anchor customer loyalty. Similarly, when potential employers hire people from a specific company and they demonstrate the professionalism and deliverables their company is known for, the employers will seek more people from that company, making them great contenders in the employment market.

Thus, the branding process helps the company develop a premium image and a premium price. The distinctive value inherent in a brand can even lead people to dismiss evidence they would normally use to make buying decisions. Branding can lift what you sell out of the realm of a commodity, so that instead of dealing with price-shoppers



you have buyers eager to pay more for your goods than for those of your competitors. Another important reason to focus time and energy on branding is that it encourages familiarity and induces liking. Consequently, people who have never done business with you but have encountered your company identity a sufficient number of times are willing to recommend you even when they have no personal knowledge of your services. Reading about you in the news and seeing your ads, they spread your name for your benefit.

With a well-established brand, you can spread the respect you’ve earned to a related new service or location, and more easily win acceptance of the newcomer in the market. For instance, when you’re a company with a great regional reputation that starts expanding overseas, to new geographical locations or even to a new line of business, each market or business introduction benefits from the positive perceptions already in place.

Making a company name into a brand usually means that the dollar value and credit value of the company will increase. This is known as greater company equity, or brand equity. An employee of a known brand could walk into any bank and take out a loan based only on his or her association to the brand’s name.

Although you must invest money to create a brand, once it’s created, you can maintain it without having to tell the whole story about the brand every time you market it. There is less risk involved, because as business decisions are usually more difficult when a relationship starts, a company may feel pressured and therefore tends to choose the

brand-name supplier over the no-name one. The outcome is that building your brand will increase your bottom line! To conclude, let’s not forgot that an essential factor in achieving and gaining the benefits of a strong brand is to be relevant and sustainable over time and create a branded business culture rather than solely a branded image. This is, in essence, the opposite of developing a series of external brand images in the hope that one of them will eventually be attractive to the target audience.

A company must figure out its core values and understand why, beyond the profit motive, it exists. This means that, essentially, a company must develop an ethos and a worldview that it absolutely believes in, and then perpetually act in accordance with that ethos and worldview. Everything the company does — every product or service it offers; every public statement, advertisement, and website it generates; every internal policy, memo, and business decision it makes — must be congruent with its ethos and worldview.

How can you gain and contribute?

So far, we have discussed many of the advantages of developing a strong brand. You, as an employee, stand to gain all of the above elements because, just by being on the employee rolls, you are already branded. You are the brand ambassador and everywhere you go your business card will help ensure that you receive the same image and goodwill that your company enjoys. In a corporation, it is everybody’s business to be brand-conscious and brand-driven. This means seeing, hearing, breathing as well as thinking, speaking and behaving in harmony and consistency with the company brand. In a brand-centric organization, every person is seen as a disciple of action that holistically integrates all the corporate functions to implement processes throughout the organization. Therefore, you need to make a promise to fully deliver systematic value and to communicate it to your organization’s internal and external environment effectively and convincingly.

In a corporation, it is everybody’s business to

be brand-conscious and brand-driven. This

means seeing, hearing, breathing as well as

thinking, speaking and behaving in harmony

and consistency with the company brand.

UP CLOSE AND PERSONAL

scaling broader horizons with tony saadie


My father and mother migrated to Sydney, Australia

from Lebanon in the early 1950’s. I was born in

Sydney in 1959 as one of nine children, so from an

early age I learned how to operate and cooperate

within a large organization! I am married to Zeina,

who is Lebanese-born, and we have three great

children – Andrew (6 years), Alexander (4 years) and

Estelle (6 months).


I was attracted to the Al Habtoor role as it reminds

me a lot of the very first company that I worked for in

that it has a multicultural workforce which are united

by the company’s culture which is dynamic and has a

strong “can do“ attitude.


I graduated from the University of Sydney in 1982 with a B.E. in Civil Engineering. My construction career started off with an innovative engineering and construction company in Australia called Transfield, which was responsible for building the Sydney Harbour Tunnel. My first assignments involved working largely in remote locations throughout Australia, living in fairly basic construction camps. I often refer to these early years as my “military service” years but they were highly satisfying and a great way for a young engineer to learn about self sufficiency, resourcefulness and dealing with a vast array of different people from all over the world under very extreme conditions. In the early 1990’s I was looking to gain overseas experience, and accepted a position as the company’s General Manager in Thailand, where they wished to develop their Asian operations. As the work volumes increased in Malaysia, I then relocated to Kuala Lumpur for two years and then to Jakarta for three very busy years as Operations Director for the largest contractor (in a Joint Venture with the company I was working with) in Indonesia at the time. We built gold mines, petrochemical plants, shiploaders, food processing plants, bridges, and coal overland conveying systems. During this time, I was also responsible for their fabrication facility, which was the largest in Indonesia. After spending six years in

Akhbar Al Dar interviews Tony Saadie, the General Manager of the Dubai Division of Al Habtoor Engineering Enterprises. Tony has been involved in a wide range of Design and Construct projects, from residential apartment buildings, power stations, roads, and bridges to food processing plants, tunnels and water projects.

Asia, my company asked me to take on the role of General Manager for their largest engineering and construction business, back on their home territory in Sydney, Australia. However, when I realised that the company was intending to change their strategic direction (they later sold their construction business to Leighton Holdings), I was offered and accepted a new role by a company called Downer EDi (the second largest contracting company in Australia behind Leighton) to develop their newly acquired contracting

business. Once the new business was well established and profitable, I was promoted to the role of Executive General Manager, responsible for all of the company’s capital works businesses, which spanned New Zealand, the Pacific Islands, Australia, Papua New Guinea, Singapore and Hong Kong. At that time, I oversaw six General Managers, who were involved in Design and Construct projects ranging from

residential apartment buildings in Singapore, New Zealand and Fiji, to power stations, roads, bridges, food processing plants, tunnels and water projects. I joined Leighton International in 2007 and Al Habtoor Engineering Enterprises Dubai in December 2007.

Why were you attracted to the role at Al Habtoor Engineering Enterprises Dubai?I was attracted to the Al Habtoor role because it reminded me a lot of the very

first company that I worked for in that it has a multicultural workforce that is united by the company’s culture, which is dynamic and has a strong ‘can do’ attitude. The opportunity to play a direct role in determining the Group’s growth strategy and execution, as well as being personally associated with some of the Group’s spectacular architectural and engineering projects, also played heavily into my decision to join Al Habtoor.



What are your plans and objectives? My plans for the Dubai business are simple. I want to solidify Al Habtoor Leighton Group’s position as the preferred partner for the region’s blue chip developers, who are willing to negotiate (and not tender) long-term deals with Al Habtoor Leighton Group. In particular, we should focus on improved client management. We should focus our resources on clients who have an ongoing pipeline of work and who have plans of expanding overseas, where we can then have the option of also establishing new geographical operations in conjunction with them. In parallel with our market positioning, we must achieve growth on our margin returns and consistently meet and better our tendered budgets. Clearly, in order to fulfil these objectives, we must always be exploring ways to improve our approach in how we deliver projects – in terms of speed to market, quality, safety, and cost effectiveness. Not only will these results deliver improved margins to our shareholders but we must also create a working environment that our people will enjoy and find professionally satisfying. If our staff are motivated and engaged, then I am confident that all else will fall in place.

As Al Habtoor Engineering Enterprises Dubai has grown rapidly over the last several years to become a market leader in its field, it really hasn’t had an adequate opportunity to optimize its procedures, processes and business improvement initiatives, which we must now implement in order for us to manage the continuing and ever increasing work flow that will come our way.

The business improvement initiatives, once implemented, will assist the Dubai team to undertake more complex and larger projects, and deliver them with greater certainty in terms of safety, quality, and profit. It is important to remember that, at the end of the day, the systems are only as good as the people who use them, so we must always continue to invest in our staff. They will, after all, determine the business’ ultimate degree of success.

I understand that Al Habtoor Engineering Dubai is the ‘heart’ of the Al Habtoor Leighton Group, so there is a great deal of work to be done in order to protect and enhance the company’s position within the booming marketplace. Management Style I genuinely enjoy interacting with my staff and providing opportunities for their professional development. I firmly believe that clients recognize and value professionalism, so I expect all of our staff, particularly our senior staff, to behave and interact professionally with all parties that deal with Al Habtoor Leighton Group. This includes suppliers, subcontractors or clients. It’s a simple policy but highly effective and I truly believe that people will always recognize and value professional behaviour. This is a basic philosophy for my team.

I am an inclusive manager, always encouraging collective solutions from my senior staff, which I hope stimulates creative and innovative outcomes for our business’ many challenges. I also like to encourage the up and coming members of our team, as they will be the future managers of the business. As such, I am fully supportive of the newly introduced

Management Development Program, recently launched throughout Al Habtoor Leighton Group. The Al Habtoor Leighton Partnership

The Al Habtoor Leighton partnership is already paying dividends, as clients are responding very positively to the combination of Leighton International’s expertise and footprint married to Al Habtoor’s local presence, history and pedigree. In particular, our clients are reacting favourably to our Design and Construct offerings, which will be the trend in the years to come in Dubai. With Leighton’s design expertise and Al Habtoor’s construction expertise, we have a formidable and unique combination. I hope to make more announcements of good negotiated contracts with these new clients in the coming months but I am pleased to say that the Al Habtoor Leighton partnership is being extremely well received by the marketplace.

My typical day is quite a hectic one. I’m in

the office by 7.30 a.m., clearing my emails

and mapping out what I plan to achieve

that day. Generally, I meet with clients –

either existing ones or those we are trying

to win.

I try and squeeze in a different site visit

each day to catch up with the project

directors, and then I’m in and out of

meetings. I try to be home by 7 or 8 p.m.,

so I can see my children before they go

to sleep. Then, generally, I do a couple of

work assignments after the children are in

bed. Like everyone else at Al Habtoor, I’m

extremely busy – it is a once in a lifetime

experience so I’m trying to make the

most of it, as I think we all should!

Typical Day

arabian world construction summit

SEMINARS


The summit, which was organised by MEED (Middle East Business Intelligence), addressed the key issues faced by an estimated USD 1.6 trillion industry, focusing on vital issues such as infrastructure, planning, procurement strategies, and the role of governments, as well as inward and outward investment risks.

All the topics were openly discussed by different panels that consisted of CEOs, Chairmen and Managing Directors of the industry’s leading companies.

Al Habtoor Leighton Group was proud to be a Gold Sponsor of the first ever Arabian World Construction Summit held at the prestigious Emirates Palace Hotel in Abu Dhabi.

Richard Corish, the Al Habtoor Leighton Group Business Development Director, was one of the panel members and spoke of the importance of dialogue and new methods of procurement in a highly competitive environment such as the construction industry. Mr. Corish emphasized the importance of getting rid of the “us against them” mentality, more detailed involvement by all the concerned parties, negotiating instead of tendering, and accepting that at the end of the day trust and agreement will be key to success.

The Corporate Affairs Department deployed a stand for the Al Habtoor Leighton Group at the summit to promote and educate people about the recent partnership. The attendees were impressed by the strength and depth that the partnership has created, acknowledging the fact that by synergising of the two companies’ expertise, they are effectively positioned to not only consolidate their strong position in the market, but to also take new strides towards entering new ones.

The theme of the event was ‘Risk versus Opportunity: Understand, Debate, Resolve’. It aimed to examine and discuss possible solutions to issues of sustainability and the pace of development, as well as their implications on the future of the construction

industry in the Middle East region.

SUSTAINABILITY

LEEDing the way with green buildings

Steve Hudson receiving a certificate on Al Habtoor Engineering being a founding member of the Emirates Green Building Council from Dr. Sadik Owainati.

SPECIAL ISSUE NO. 26 2008 22

SUSTAINABILITY

Akhbar Aldar (AA) had a chat with Steve Hudson, QHSE Manager, who is our representative with the Emirates Green Building Council (EGBC) where he not only is a member of their Management Committee but also their Events Coordinator.

23

This ‘brave new world’ of building design is already

upon us and will affect Al Habtoor Leighton directly as

we are about to construct a new Head Office which is

to be LEED accredited, hopefully to Platinum grade!


The times they are a-changing!Yes, thank you Bob for those prophetic words. The construction industry in Dubai and elsewhere in the region is about to undergo a radical change. A change that has been ongoing in the USA, the UK, Australia and a numerous other countries for a number of years. A change relating to how buildings are designed, materials used in their construction, the equipment selected for their operational phases.A change that is solely directed towards reducing the environmental impact they cause – first during the construction phase but far more during the operational phase of the development.

Akhbar Al Dar (AA) had a chat with Steve Hudson (SH), QHSE Manager, who is our representative with the Emirates Green Building Council (EGBC), where he is not only is a member of their Management Committee but also their Events Coordinator...but more on that later.

AA: So, why has environmental sustainability become so important? SH: Well, unless you have been impersonating Rumple Stiltskin of late and have failed to read newspapers, watch the news, or documentaries, you must have heard of the phenomenon of ‘global warming’ or, as it is more accurately known ‘climate change’. Climate change has become increasingly evident and accepted over recent years, and affects us all.AA: What brings about climate

change?SH: Climate change is caused by the ill effects on the atmosphere of all the greenhouse gases that we are all responsible for producing. The pie chart below indicates the principal greenhouse gases that are doing the damage and clearly shows over 80 percent of greenhouse gases are caused by the burning of fossil fuels.

AA: So, unless something is done, how long will climate change last?SH: Perpetuity, and it will get a whole lot

worse than we’ve experienced to date. You must have noticed the increasing variability and unpredictability in the climate. The changes in weather ‘norms’ have been ongoing for a number of years. In the UK, for instance, winters are now warmer and summers wetter than when I grew up.AA: What about here in the UAE?SH: Just think back a couple of months to the torrential downpours of January this year. I’ve been told that on the

rainiest day, 75 millimetres of rain was recorded at Dubai airport, which is unprecedented for Dubai! AA: Tell us some more about what we’re doing wrong?SH: Take a look at the diagram below, which clearly indicates that we’re overloading our atmosphere through the burning of fossil fuels used in power generation, transport and industrial activities.

AA: So, what needs to be done to help this situation?

SH: Drastic and timely action to reduce the generation and release of greenhouse gases. AA: Is this being done already and how?SH: Yes. In other parts of the world, this is being undertaken on many fronts. These include renewable energy initiatives, development of more fuel-efficient vehicles and, something that will immediately affect the Al Habtoor Leighton Group - green buildings.


SUSTAINABILITY

AA: A green building like the one below?SH: Not quite, but nice try. Green buildings will not appear any different to the untrained eye but will be far superior in terms of their operational efficiencies, and consequently, environmental sustainability credentials.AA: Well, why are buildings so important?SH: The construction of buildings, and more importantly their occupation throughout their operational phases, adds dramatically to generation of greenhouse gases.AA: How will green buildings be assessed?SH: It isn’t enough just to say that a building is ‘green’, you will have to substantiate that claim through certification procedures based on a green building rating scheme. The green building rating system currently being developed for the Emirates by the EGBC is based upon the Leadership in Energy and Environmental Design (LEED) system from the USA.AA: Have you been involved in this development work?SH: That’s much too technical for me and has been undertaken by experts in the field, who generally work for consulting firms in Dubai. AA: So what has your role been within the EGBC?SH: I’ve been involved in arranging LEED rating system technical review workshops. So far, there have been almost 600 people trained about the LEED rating system. AA: Are any more LEED workshops planned?SH: Yes, with the increasing interest in green buildings here, the EGBC intends to host LEED workshops quarterly throughout 2008.

AA: Can you outline the main headings used in the LEED rating system?SH: The section headings and points scored for each in the Emirates version of the LEED rating system are:

AA: How do the US and Emirates versions of LEED differ?SH: The two are similar and only differ in that things that wouldn’t work here have been removed, while green roofs (vegetated roofs), water conservation and energy efficiency have been given greater allocations of points.AA: So, what is needed to pursue the LEED accreditation of a building? SH: Initially, to abandon the traditional

‘silo’ mentality adopted for the design process and through the deployment of a LEED Accredited Professional (LEED AP), skilled in such matters, ensure that the design process is truly interactive, and pardon me as I slip into some ‘Americanese’ here, think ‘outside the box’ and ‘push the envelope’. Utilise the latest and most efficient equipment and control systems to minimize environmental impact and ensure the most efficient operation of buildings.AA: Great, when do we start?SH: This ‘brave new world’ of building design is already upon us and will affect Al Habtoor Leighton Group directly as we are about to construct a new Head Office, which is to be LEED accredited, hopefully to Platinum Grade! AA: Would this be the first LEED Platinum building in Dubai?SH: No, that accolade has already gone to Pacific Controls for their new Headquarters. Never mind, you can’t win them all! However, it would be the first constructed, owned and occupied by a construction company!

25

OUR SAFETY

all in the attitude - safety practices


Employee behaviour plays a significant role in workplace safety and injury prevention. While this concept is relatively easy to understand, the harder question is figuring out what determines behaviour. Every person’s behaviour is unique, and even one particular person’s behaviour can change from day to day. What, then, accounts for the change? Attitude. Employees harbour a host of different workplace attitudes each day.

Understanding and Changing AttitudesAttitude is key to understanding employee behaviour and preventing on-the-job injuries. Before any safety program can be instituted, however, employees must understand that a workplace injury is possible and it can happen to them. For this sort of attitude change to happen to every employee, the organization must undergo a cultural change that starts at the top and filters its way down to all employees.

Fostering this sort of safety culture doesn’t happen overnight. Rather, this transformation happens slowly so that all employees embrace safety, buy into the process, and accept their new safety responsibilities so they feel like they are making a difference in the company. Employee responsibility and ownership for safety throughout an organization is critical to creating a safe environment.

Attitude to the Rescue Next on your journey is realizing

Wrong Attitude, Wrong Outcome. Employee behaviour and attitude is one of the greatest determinants of workplace safety, especially when surrounded by a range of potential safety hazards in an environment such as a construction site.

that employees do have attitudes. The key is to ensure that safety programs emphasise proper attitudes so the behaviour is positive and the consequences are safe. To aid in this, companies with an already intact safety culture can consider monitoring behaviour through peer observations, data analysis, or surveys (or hopefully all three). This approach will help determine where, if any, breakdowns occur.

This isn’t to say, though, that even with the most firm safety commitment in place at an organisation, that its employees won’t make poor safety decisions. It’s at these times that we need to rely on the other effective components of the safety program, especially safety coordinators and committees, training and outside safety

professionals.

Training is also critical. Employees, especially long-term employees, often become nonchalant or indifferent about their jobs, or think they simply have nothing more to learn. Training is motivation to continually excel in that position, and serves as a reminder that no amount of time on the job keeps employees immune from injury.

Al Habtoor Leighton Group, through its training school “HEETS”, is constantly conducting safety-related training programs in accordance with the British Safety Council. These programs bring fresh new ideas to an organization, serve as a visible reminder of safety’s importance, and continually motivate employees to take safety seriously. It goes without saying that the goal of any safety program is to ensure the safety of the company’s employees, so every one of them can return home safely each night to their families. The road to getting there may be lengthy, but once employees feel like they are an active part in the process and aren’t just along for the ride, companies are sure to be getting close to the right attitude. With a firm top-down safety commitment acting as the map and employees’ attitudes and behaviours as the compass to guide safety efforts, workplace safety will be right around the corner.

Source: Extract taken from Occupational

Health & Safety Magazine – Dina Schultz

Employee behaviour

plays a significant role

in workplace safety and

injury prevention. While

this concept is relatively

easy to understand,

the harder question

is figuring out what

determines behaviour.

ENVIRONMENTAL FACTORS

initiatives at site - paper recycling


ENVIRONMENTAL FACTORS


CASE STUDY: Paper is made from one of the most precious natural resources on earth, trees. Trees are a vital component of the global ecosystem, producing Oxygen and absorbing Carbon Dioxide, and thereby acting as the lungs of the planet and retaining the ecological balance of nature. It is estimated that for every ton of paper that is manufactured, 17 full-grown trees have to be cut down and sent to the paper factories. It is, therefore, vital that we consume less paper and send used paper for recycling.

Aim & ObjectiveSite 605 recently launched a paper recycling program. The basic aim and objective of this campaign is to reduce, reuse, segregate and recycle the paper used at the site so as to minimize the quantity sent to landfills. This campaign will enhance the knowledge of and the care for the environment among individuals working at the site.Benefits of Paper RecyclingThe numerous benefits of this campaign to recycle paper include:1. Enabling recycled paper to be produced for further use2. Reducing the quantity of waste going to landfill sites3. Saving precious raw materials and energy4. Helping to reduce pollution5. Encouraging other sites adopt a similar processProcessPaper is a resource that is used extensively on all construction sites in the UAE. The reason for this is that many engineering drawings related to the design need to be prepared by the architects, and the building services group uses much paper for planning the development’s electrical, mechanical and plumbing requirements. Since a project involves several companies – including clients, consultants, contractors, and sub-contractors; discussions and approvals of the work are done several times over throughout the project lifetime. Moreover, the communication links and documentation needs

utilize a lot of paper. This leads to the accumulation of a considerable amount of waste, and sending it all to landfills was becoming not only a cost factor but also a tedious process. During one of the weekly evaluation meetings, the issue was raised. A need to tackle the issue in a cost-effective and environmentally friendly manner was essential. A consensus was immediately reached to develop and implement the recycling plan.As a result, collection bins were placed at several central locations. An awareness campaign was effectively executed and every staff member was instructed to reduce his or her paper consumption. A team was organized to manage and document the process. This included the office boy and his associates. They were responsible for putting all the papers in the bins.As the next step, the collected waste paper was sent to the recycling facility,

Tadweer. A one-day advance request on the phone is sufficient to call for free transportation from Tadweer. Environment Ally Tadweer, working in close coordination with the Dubai Municipality, was established to meet the rapidly increasing waste requirements of the city of Dubai. It is involved in minimizing the quantity of waste that is directed to landfills.Future PlanIn view of the effective implementation of

the paper recycling system at site 605, the

key members of the site would like to share

their knowledge and practice with other

project sites throughout the company. The

goal is to develop a functional collection

centre at each site. As an intended inclusion

in the housekeeping policy, the system would

also include any cans or plastic waste. The

housekeeping staff at each site needs to be

well trained to ensure the systems continues

successfully.

in conversation with david leonard

SPEAK EASY


I was born in the United Kingdom to English parents, who I am pleased to say are both fit and looking forward to visiting me here in Dubai in the very near future. I have one sibling, an older brother, who still lives in England and is a Policeman in the City of Sheffield. My wife, Supatra, who is Thai by nationality, and our four-year-old daughter, Alice, will be joining me here as soon as the visa

May I start by thanking all the staff of Al Habtoor Leighton Group for the warm

welcome afforded to me since my arrival in Dubai at the beginning of January. It is

a real pleasure to be joining such a dynamic organization at a time when so much

opportunity exists to grow and develop the company. That said, I welcome the

opportunity given to me by Akhbar Al Dar to tell you a little bit more about myself.

formalities are completed. I also have two other children, Katharine aged 24 and Daniel aged 22, who both currently live in the UK. Daniel is in his final year at Manchester University studying Nutrition and Dietetics whilst Katharine graduated from Sheffield University in 2006 and now works for the University as a Quality Manager. For the past 17 years, I have called Thailand home. However, during

this period of time, Supatra and I have travelled the world, living and working in London, England; Toronto, Canada; and most recently New York, USA.

I started my working life in 1977 as an Articled Student with one of the UK’s largest construction companies, John Laing Ltd (now O’Rourke). I worked full-time and studied part-time in my chosen field of Quantity Surveying. In 1981, I became a full member of the Royal Institute of Chartered Surveyors. In 2004, I was appointed an Assessor of Professional Competence by the Institute and I now sit on the review panels in both New York and London. My career path moved from project Quantity Surveyor through to Commercial Director before I changed focus in 1995 and became a Project Director with North West Water International in Bangkok for the US$ 400 million DBOT Wastewater & Resewerage project. Since the completion of that project in 1998, I have worked for AMEC plc, a British Engineering & Construction company. My most recent role there was as President of their construction businesses in North America.

29

SPEAK EASY

I started my working life in 1977 as an Articled

Student with one of the UK’s largest construction

companies, John Laing Ltd (now O’Rourke). I worked

full-time and studied part-time in my chosen field of

Quantity Surveying. In 1981 I became a full member

of the Royal Institute of Chartered Surveyors.


My professional career has taken me to many parts of the world, including Asia, Europe, North America, and even a brief period here in Dubai in 1992, when the landscape of this city was very different to that which I see today. My personal and professional values can be summed up in three words: honesty, integrity and candour. I believe in working ‘smart’ and I see my role as bringing the care, diligence and skill necessary to insist on performance and work sustainably.

Outside of work, I have always been a keen sportsman. Today, my participation is limited to playing golf, a passion that I share with my wife, and certainly something I look to continue on the wonderful courses here in Dubai. In my formative years, I played soccer and rugby and, like most youngsters in the UK, I dreamed of a career as a professional soccer player, but a serious car accident at age 18 put paid to those ambitions. Travel is also a great passion of mine. I really enjoy living in different places and learning about the history, culture and way-of-life of new locations. My favourite place in the world is Bangkok, were I lived and worked for many years. It is a city that you either love or hate – the hustle and bustle of everyday life, the noise, the climate, the people, the temples, and the infamous traffic congestion all add to rich infusion of life and culture. It is both unforgettable and strangely magnetic.

Let me, at this time, tell you a little bit more about my role as Chief Operating Officer at Al Habtoor Leighton Group. Having not previously worked for either Al Habtoor Engineering or Leighton International, I am able to join the new Al Habtoor Leighton Group without any preconceived notions or

subjective views. The merger of the two companies, especially at a time when we are experiencing unprecedented levels of growth, is a very intensive and, at times, difficult process. Inevitably, there has been and will continue to be change – changes in strategy, changes in the organizational structure, changes in the roles and responsibility of certain personnel, changes in systems, processes and procedures. These changes, combined with the blending of cultures and the integration of skills, style and staff, all make for a very challenging process. My role will be to work closely with Mr. Sadik, David Savage and Nigel Poole to bring about these changes in the most effective and efficient manner,

and to communicate with the staff, at all levels in the organization, so that we have common and shared objectives for success. More specifically, I will be taking responsibility for all the Corporate Functions, including Commercial, Legal, Risk Management, Business Development, Human Resources, Procurement, Planning & Business Systems, Information Technology and

Quality, Safety, Health and Environment. The Functional Directors for each of these activities will all report to me directly. Our aim is to provide the Divisional General Managers, Associated Business Leaders and Joint Venture Boards with expertise in functional support areas and assist this operational leadership in the achievement of their business objectives. There are some immediate priorities to address in areas of staff and labour recruitment, systems & procedures integration, and organizational restructuring. However, I am sure that if we work together as a team then all these issues can be addressed successfully. We must delight our customers, motivate and reward

our staff, and provide an above average return to our shareholders.

Finally, both my wife and I are looking forward to setting up home here in Dubai and experiencing all the cultural diversity that exists here in the Emirates. I look forward to meeting and working with you all in the future.

the quintessential office managers


HEAR IT FROM THE EXPERTS

Executive Secretaries and Personal Assistants combine the organizational talents of an office manager, the record keeping know-how of a financial expert, and the professional foundation of a dedicated secretary –all in one flexible role. You could almost say they are the best thing to happen since the famous invention of sliced bread. However, don’t be misled by the title. As Akhbar Al Dar discusses the role and responsibilities with some of the best in the business, it will become clear that this job is not for the easily frazzled.

“Although it’s a challenging job that demands long hours of hard work, the desire to excel continues to inspire me to do my best. My job demands effective communication, high confidentiality, punctuality, efficiency

and great attention to detail”, says Mohammad Ali, who is the Executive Secretary and Personal Assistant of the Chairman of Al Habtoor Leighton Group. He has been with the Company for the last eight years.

“While my main responsibility is to assist the Senior Plant Manager with all his administrative requirements, I am also in-charge of keeping records on the movements and allocation of plant operators, keeping and updating the plant asset

record, and coordinating the requests from various projects for equipment or maintenance. I am also the centre point for all the external and internal communications of the Department.” Raghunathan has been with the Company for over 31 years.

“After completing 14 years of service with Al Habtoor Engineering, it gives me immense pleasure to be part of an organization that is considered one of the leading construction companies in the Gulf region, acting as the Executive Personal Assistant to the Group’s Managing Director. Maintaining business confidentiality, diplomatic liaison with other departments and senior staff, devising and maintaining office systems to efficiently deal with paper flow are some, but not all of what is expected from an executive secretary or personal assistant in a highly competitive environment such as the construction industry.” Sincerity, dedication and honesty are of paramount importance to Mohammad Arshad, who tries to combine his extensive experience in this field with his background in Human Resources and Personnel Management to perform his role to the best of his abilities.



Why have Executive Secretaries or Personal Assistants? Well, as long as there has been a ‘Big Cheese’, there have been assistants to the ‘Big Cheese’. Top executives need support to perform their jobs effectively, and their assistants are considered indispensable to their success and to the success of the organization as a whole.

“Having been with Al Habtoor Engineering for almost 24 years, I have come to appreciate the challenges and dynamic responsibilities that an executive secretary faces on a daily basis – confidentiality, time management, and constant correspondence

to name a few.” Vasudevan Pillai, who is the Executive Secretary to the Deputy Managing Director, Al Habtoor Leighton Group, knows from experience what is needed to be successful and is more than happy to lend a helping hand to his colleagues.

“Even though it is a very challenging and demanding job, I do manage to complete my responsibilities successfully on a daily basis. These challenges push my enthusiasm to greater heights, since I have not only gained confidence in what I do but have also had a taste of being a successful person.” Zaharan Saldin, who is the Executive Secretary in the Planning Department, has gained much experience in performing a wide range of tasks over the last four years at Al Habtoor Leighton Group.

“Coordinating with all Project Commercial Managers and Senior Quantity Surveyors, forwarding the relevant reports, and trying to keep my Manager’s hectic schedule as flexible as possible by effectively organizing all his meetings and

arrangements”, replied Ramaswamy Rajaraman, when asked about his core responsibilities. His role can be very challenging, considering he is the Executive Secretary of the Commercial Director of Al Habtoor Leighton Group, and the General Manager of Al Habtoor Engineering, Dubai.

“Although there is a lot of repetitive work that we need to do, I have endeavoured to make the document control system more professional and consistent through standardisation, in order to assist both existing and future Document Controllers in their work”, says Muhammad Imran, the QHSE Department Administrator and Personal Assistant to the Department Manager. Mohammad uses his expertise in finance and computer science to manage all his duties.



“Being the Executive Secretary in the HR & Administration Department is a great challenge, but one which I am more than pleased to address every day. As you can imagine, working in an organization as big as Al Habtoor Leighton Group with a vast

number of employees and several functional departments, the workload is massive. All departments depend heavily on the HR & Administration Department. While assisting the HR Director in all administration duties, I have to look after all the correspondence of the Department, as well as being the point of contact for other departments.” With six years of experience in Al Habtoor and over 22 years of experience in total, Kurian Chacko knows what it takes to be a successful Executive Secretary.

“As part of my core responsibilities, I follow up with the executives of my department on various activities assigned to them. It acts as an alert for them to execute their job on time, and it helps the Manager to know the status of the work. I need to keep the file of necessary documents ready for monthly progress review meetings as required by the Department Head, and provide authentic and reliable information to the management. I always try to work in a smart way and to be proactive, soft-spoken, and loyal to the management. Being a Secretary, I work as the eyes & ears of the boss, for the smooth and successful functioning of the Department, whilst maintaining business secrets and credibility.” Haridas Gopalan, who is the Executive Secretary of the Procurement Department, has more than 20 years experience in this field in various countries.

“I work in the Estimating Department and am in charge of generating requisitions on the ERP system. I am also involved in the preparation of tender documents for submission, maintaining a liason with other departments and site offices, the collection and delivery of tender documents, and the coordination of the receipt and communication of drawings to consultants and clients. Of course, as part of my core responsibilities, I am involved in assisting the Estimation Manager in his requirements. I am very happy and satisfied working here”, says Fakhar Uddin Muhammad, who is the Executive Secretary in Al Habtoor Leighton Group’s Estimation Department.

“As the secretary to the CFO, I simultaneously perform various tasks. I spend my days arranging the CFO’s schedule, writing correspondence, distributing pertinent documents concerning accounts to different departments, document controlling, coordinating

all projects’ accounting matters, screening all applications with regards to account’s procedures for approval by the CFO, and many other tasks assigned by the CFO”, says Jane Zacarias, the Executive Secretary of the Finance Department.

“My days are busy providing administrative support, preparing and arranging reports and meetings, site-project updates and IT necessities, as well as assisting the Company’s IT Director with all his daily requirements. I achieve this by having a positive outlook in life, encouraging myself, being open to opportunities and challenges, remaining resourceful, having a sense of humour, and loving my work. These are the ingredients that I focus on in order to be successful and productive for the Department and Company as a whole”, says Frances Jane R. Guerrero, the Executive Secretary in the IT Department.



“I know that my interaction with my colleagues – from the managers down to the labourers – has a major role in my success. Although I do not have an engineering background, I have managed to gain a fair understanding of how

big contracting companies function over my 28 years working at Al Habtoor Engineering. On a daily basis, telephone calls for the General Manager are screened, meetings, letters, faxes and memos are drafted continuously, and the prequalification documents and company presentations are also prepared and updated.” Mary John joined Al Habtoor Engineering back in 1980 and is now acting as the Executive Secretary at Al Habtoor Engineering‘s Abu Dhabi Division.

“I have been working in the Company for 32 years. Currently, I’m working as the Executive Secretary and Personal Assistant to the Director of the Corporate Affairs Department. I handle not only administrative requirements but also all the company’s outgoing mails and packages through various means. Moreover, I handle receipt of the Department’s deliveries as well as distribution of the different items that need to be sent to the concerned parties on a company-wide basis. I also attend to the Department members’ requirements, messages and calls, assisting them by making the required arrangements and follow-ups. I enjoy my job and the things I do every day, and I especially enjoy the dynamism of the environment around me.“ Ushabai T. Bai has always tried to keep up with the changing times.

“Every day at 7:30 am, with a cup of tea in my hand, I login and check email and schedules for both my bosses, the Business Development Director and the General Manager of Associated Business. My day is always busy collecting and collating data for the preparation of the prequalification documents needed for bidding for new projects, as well as managing the written correspondence with clients and other internal managers. I also take care of the document distribution process to various other departments. It is a very satisfying job for me, as I have been well trained for this role.” After almost 20 years, Leena Noronha still enjoys the challenges of being an Executive Secretary, and the responsibilities that it entails.

“To get the work done in a snap, though challenging, is not an impossible task. That is the usual pace of work here, since no one can wait for their cheques – whether it is a supplier or employees or reimbursement, everyone wants to get

their payments at the same time we receive them. Nonetheless, that’s exactly how we want to do our work, with no delays unless we require a submission or a clarification”, says Shiela Marie B. Tecson, who is the Executive Secretary in the Audits Department and has been with Al Habtoor for almost four years.

“Undoubtedly this is a very critical role, as we do not have any rest period and need to constantly look at the various incoming and outgoing documents and calls to do our jobs effectively. There is always much to do, between planning and arranging appointments and meetings, and coordinating with all departments regarding their requirements and signing documents. In short, it would not be a stretch to say that we function as the information centre for the entire Qatar team”, says Lasitha Girish Kumar, who is the Executive Secretary in Al Habtoor Engineering’s Qatar Division and the Personal Assistant to the Qatar General Manager.

the big picnic

Our 4th annual corporate picnic was bigger, better and even more fun compared to our previous picnics. Almost 4,000 Al Habtoor Leighton staff participated in a day of family fun and activities and had the chance to unwind and socialize in an atmosphere outside the office. Zabeel Park was a see of yellow and blue with the participants parading the company corporate colors, as well as banners and Toblerone stands all around the park.

Reliving the joy

IN AND AROUND HLG


Mascots greeted the children and attendees to the picnic, where they were escorted to the different areas of the park such as designated family areas, children’s and adults play area and of course the food buffet area. While the children were getting their faces painted or winning prizes in the different activities, their parents had the chance to catch up with friends and colleagues and enjoy a fun afternoon.

Everybody had the opportunity to participate in the raffle draw and try their luck in winning some of the amazing prizes such as return tickets to the destination of their choice, LCD TV’s and numerous toys and home accessories. The event DJ was active throughout the event, serving up all kinds of music catering to different styles and languages.

IN AND AROUND HLG



IN AND AROUND HLG

Before the draw, Mr. Riad T. Sadek the Chairman of Al Habtoor Leighton Group along with Mr. David Savage Managing Director of the Group addressed the enthusiastic crowd and thanked them for their participation in the annual corporate picnic. Both further emphasized on the importance of having

such events and the attention the company pays to its employees needs. The feedback from the participants was very encouraging with most of them wanting to know when the next picnic is due!

IN AND AROUND HLG


three cheers for our champions


IN AND AROUND HLG

Games and sporting activities are an inherent part

of an organizations’ corporate culture these days.

They help in team building and in creating a positive

working environment. Recently, Al Habtoor Leighton

Group launched its own series of fun sporting events.

SPORTS

IN AND AROUND HLG


The objective was to create team spirit and stimulate motivation. Research has shown that playing sports not only develop ones health but also stimulate one’s brain to better intellectual performance.

Games are a tuning machine to the mind. Like mathematics, one develops an understanding of the winning formula. It helps one to develop timing, calculate movements, set procedures, and manage intuitive changes. Game players approach the game with a set of assumptions that may also reflect on other spheres of their lives.

Based on a survey last year, employees showed maximum preference to participate in soccer, cricket and basketball. Although there was also a lot of interest in athletics and several other sports, the company decided to make an initial start with the three most preferred sports before including others.

the basketball braves


IN AND AROUND HLG

Each sporting activity has a committee that is responsible for driving the whole process. The soccer committee is headed by Ashraf Shibrawi, the Government Affairs Manager; the cricket committee is headed by Naghman Rafique, Director IT & Systems; and the basketball committee is headed by Hisham Sergany, Curtain and Façade Manager at the Business

Bay project (Site 592). The games take place every Friday at a selected location where the players practice and groom themselves. The company sponsors transportation for those residing in camps. It also covers costs associated with providing snacks, venue booking fees, various kinds of sports equipment, t-shirts, etc.

the mighty football fanatics

IN AND AROUND HLG


The games have been met with a lot of excitement and enthusiasm. The players are practicing hard every weekend. All this hard work and dedication should also result in the development of some very good players and enable the

company to enter teams in local and inter-company contests. If all goes well, in the next few years we should have our own champions to celebrate.

the HLG cricket league

HLG goes out on the greens


IN AND AROUND HLG

On the 5th of March Al Habtoor Leighton Group was one of the main sponsors of the Australian Business Council Golf Day held at the impressive Arabian Ranches Golf Club. The HLG employees comprising two teams of four players participated in a full day of golf competing against delegates from other companies. The event was a perfect opportunity to enjoy a fine round of golf in perfect conditions and to network amongst other professionals in different fields. The HLG Toblerone Banners were visible throughout the course, with participants showing a lot of interest to know more about the partnership between a leading UAE local and Australian company.

SPORTS

IN AND AROUND HLG

AL HABTOOR LEIGHTON GROUP 43

blood donation campaign

Service to the community is indeed one of the noblest tasks to embark upon. As part of its corporate social responsibility programs, companies big and small are all jumping onto the bandwagon in training their workforce to fulfil this duty. There are many ways of accomplishing one’s social service and various companies take their own individual routes to do so. One of the most common and vital is a blood donation drive, which should always be done in association with a respected hospital, for the safety of all participants.

At Al Habtoor Leighton Group, the annual blood donation campaign has become more of a tradition than just an event. Every year, in association with Al Wasl Hospital in Dubai, employees eagerly participate and donate their blood for a good cause. Over 100 employees turned out for this year’s drive, showing their support and dedication for helping those in need.

Dr. Maha Abdullah, the Al Wasl hospital team leader, pointed out the important aspects of having such events and the benefits they have to patients who are in need of these donations at critical times. She emphasised that donating blood is not only harmless and relatively painless, but also has profound effects on the donor’s health. These include reduced cholesterol and blood pressure, not to mention the great feeling of knowing that you may have just helped a child suffering from Thalassemia.

straight from the heartAnnual Blood Donation Campaign supported by Al Habtoor Leighton employees.

ISO 9000:2000 series certificates in health & safety fields

BSC level 2 award ceremony


IN AND AROUND HLG

certificates and awards

First row (left to right):

Walid Kharbat: Projects QA/QC Manager – ISO 9000:2000 Series Auditor/Lead Auditor

Tayyab Butt: QHSE Auditor – ISO 9000:2000 Series Auditor/Lead Auditor

Steve Hudson: QHSE Manager Crisel Lingatong: Safety Engineer – Occupational

Health & Safety Management Systems Auditor/Lead Auditor

Second row (left to right):

Tarek Omaish: Senior QA Engineer – Occupational Health & Safety Management Systems Auditor

Conversion Training Course Andrew Land: Project Safety Manager –

Occupational Health and Safety Management Systems Auditor/Lead Auditor

Rose Cueto: QA Engineer – ISO 9000:2000 Series Auditor/Lead Auditor

On February 12th, 2008, David Savage, Managing Director of the Al

Habtoor Leighton Group, presented the following employees with

British Safety Council certifications in recognition of their successful

completion of various programmes. Joining a larger group of certified

Al Habtoor Leighton Group employees, these twelve worked hard to

enhance their knowledge and skills in this critical area of our business.

Steve Hudson has been instrumental in implementing this initiative,

with support from the Training School. To obtain more information

about these programmes, please contact Syed Shahid Imam at

[email protected].

First row (left to right):Shaikh Moinuddin from Site 596/609 is a Project Safety Officer. He completed the BSC Level 2 Exam related to Fire Risk & Safety.Mohamed Aboud from Site 275 has is a QC Inspector. He completed the BSC Level 2 Exam related to Fire Risk & Safety.

Second row (left to right):Joseph Acad from Site 275 is a Project Site Engineer. He completed the BSC Level 2 Exam related to Fire Risk & Safety.Aries P. Deguzman from Site 275 is a Project Safety Officer. He completed the BSC Level 2 Exam related to Fire Risk & Safety.Dino Agulto from Site 275 has is a Jr. Production Engineer. He completed the BSC Level 2 Exam related to Fire Risk & Safety.

IN AND AROUND HLG

45

training and development


The launch ceremony brought together most of Al Habtoor Leighton Group’s senior leadership team to congratulate and inspire the participants, and to share their vast experience about what makes a leader successful.

The participants in this inaugural batch are:Hassan Aboul Hoda, Mahmoud Abu Marasa, Zaheer Ahmed, Sinan Api, Paul Benseley, Walid Chabti, Ahmed Ghani, Angela Linnane, Wissame Nehme, Khan Slam, Shadi Subhi and Leo Yao. The MDP aims to accelerate the development of experienced and professional engineers, quantity surveyors and others, to prepare them for more senior leadership roles. The 18 to 24 month programme uses a range of development strategies, including on the job learning experiences, mentoring, formal

the launch of MDP batch 1

training and selected self-paced learning material. The programme is open to both external and internal candidates.

The major benefits of participating in the program are:• Learning to work within an international business• Preparing for leadership roles that involve managing people, projects and functions• Broadening the participant’s skill and knowledge base from a specific technical or functional discipline to a broader business perspective

The nominations for the next intake of the programme open in June 2008.

Twelve carefully selected engineers and quantity surveyors from three divisions began a journey of learning, as the first Management Development Programme (MDP) kicked off on 20th February.

a meeting with stanford university delegatessaying a farewellRecently a group of 30 delegates arrived from one of America’s leading academic institutions, the Stanford Graduate School of Business. They were working on a project related to the booming construction industry in the Middle East, and were very interested to hear all about Al Habtoor and its landmark projects.

Antony Babu Stephen decided to call it a day after 31 years of service to the company. Working as a Land Surveyor, he joined the organization in July 1977 and took his retirement in March 2008. Seen in the picture are Hassan Bazzi, Antony B Stephen with his long term service reward and Ali Naqvi.”

competition # 26

Shiela Marie B. Tecson

Syed Shiraz Ali Rismy Mohammed Farook Kamalur Rashid Aslam Ansari

competition # 25

COMPETITION


WinnersWhile we are sure that Internet search engines played a big hand in finding the answers for the tough questions in the last competition, we would like to congratulate all the lucky winners whose names were picked randomly from a total of 35 correct entries. Here they are:

1. Shiela Marie B. Tecson, Executive Secretary in the Audits Department, Head Office

2. Kamalur Rashid, Cashier in the Accounts Department, Head Office

3. Aslam Ansari, Arabic Typist in the Personnel Department, Head Office

4. Rismy Mohammed Farook, Server Administrator in the IT Department, Head Office

5. Syed Shiraz Ali, Assistant Estimator in the Estimation Department, Head Office

Industry Watch1. Middle East Economic Digest

estimates the value of projects in the GCC last year at _____________.

2. Name three major real estate development companies that HEE has worked with in Dubai.

3. How much will the Palm Jebel Ali and Palm Deira increase the Dubai coastline?

4. What are the five major construction companies in Dubai?

Dear Akhbar Readers, In this issue of Akhbar Al Dar, we will test your knowledge of construction industry issues, statistics and figures. So, let’s see what you know...

5. The term for a holistic sustainability building approach that focuses on performance in five key areas of human and environmental health: sustainable site development, water savings, energy efficiency, materials selection, and indoor environmental quality is?

Resources and Tools6. About 50 percent of professional

staff in the construction industry are between ____________ years old.

7. One of the primary concerns that

affects any building’s cost base is? 8. What was Dubai’s steel reinforcement

bars consumption (rebar) in 2007?9. The Middle East construction industry

has one-quarter of the world’s usage of _____________.

10. What is the power tools market growth rate in the GCC?

Please send your answers by the 30th of May

Sources: Construction Week, Property Weekly, Gulf News

LAST WORD

AL HABTOOR LEIGHTON GROUP 47

the last word

Let your ideas be our inspiration!

There are so many benefits to having a successfully run suggestion scheme in a company. The obvious ones are identification of weak areas in the company and their rectification, hence resulting in savings for the company. Another is related to the elimination of inefficiencies, waste or duplication of processes that exist in a company. The biggest mistake when thinking about what the benefits are, is to limit your thinking to only the benefits to the company.

At Al Habtoor Leighton Group, we are committed to performance excellence and always try to foster an environment that supports continuous improvement, both for the Group and for every member of our team. At the end of the day, the company has two important bottom lines: to make a profit and to benefit and take care of you, on whose hard work the company is realising successes. Progress is a team effort and one great way that we have been able to all work together to make Al Habtoor Leighton Group stronger is by making your ideas come alive.

You see, when you make the effort to put your innovative suggestions on paper, you are helping the company in its efforts to promote and encourage the continuous improvement in behaviours and good practices which benefits you in your work environment. With your good suggestions, you are also helping us to identify where we have training needs and gaps. And of course, through your suggestions, we have the opportunity as a company to nominate those of you who deserve a thank you. In the last suggestion round, the judging committee was impressed with the level of

articulation, thought, logic and style of presentation of some of our colleagues who sent in their suggestions. This was an opportunity for us to identify them personally and realise that their current level of employment is non commensurate with their true abilities.

As I’m sure you’ve all seen, suggestion boxes are prominently placed at each of our sites and at the head office as part of the Group-wide suggestion scheme. This is a simple and practical way to develop practical solutions, which together take our Group to new heights.

We would like to encourage you to share your ideas and thoughts, as you are in an ideal position to see what no one else can see about how to improve the operations and processes around you. It will also give the senior management an opportunity to identify individuals in the company who are innovative and committed to supporting the growth and development of our company.

It’s really easy to do! Just fill out the forms and drop them off in the collection boxes. Each month, all the suggestions will be collected and evaluated by a dedicated committee in a fair and impartial way. Then, if your suggestion is selected, there will be a ceremony and reward to celebrate your valuable contribution to the betterment of our Group. And maybe even a promotion for those of you who prove your outstanding abilities!

Please take the time to make Al Habtoor Leighton Group a better place for all of us.

Lina Sadek

Al Habtoor Leighton Groupwww.habtoorleightongroup.com

Al Habtoor Engineering Enterprises - DubaiP.O. Box 320, Dubai – United Arab Emirates

Tel: 2857551 – 2857215 – 2857555 Fax: 2857479 – 2852843

Al Habtoor Engineering Enterprises - Abu Dhabi

P.O. Box 4284, Abu Dhabi – United Arab EmiratesTel: 6262036 – 6263114

Fax: 6263073

Al Habtoor Engineering Enterprises - Qatar

Area Office, P.O. Box 22478, Doha - QatarTel: 00974-4130044 – 4130549

Fax: 00974-4130055

Gulf Leighton Dubai (L.L.C)

P.O.Box: 123065, Dubai – United Arab EmiratesTel: +971 4 3046 333Fax: +971 4 3046 369

Documents

a global corporate icon Iris Bay - CIMIC Group · a global corporate icon - iris bay ... the Burj Al Arab was built it marked the ... laying the foundation for architectural marvels