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THE NEWS OF THE AL HABTOOR LEIGHTON GROUP

ISSUE NO. 28 – 2008

Paradise Island

The key to community living

Growth through partnership:a retrospective

Alliancing – Building with new concepts

and much more...

Dear Colleagues,

Much of this edition of Akhbar Al Dar is dedicated to reminiscing about the last twelve months. After all, the Al Habtoor Leighton Group has a lot to celebrate, including many achievements of which we are justifiably proud. One year down the line from the unification, any post-merger ripples have completely subsided. This has left us with a truly robust Group that is firmly established as the leading construction company in the UAE. We have secured a number of exciting and record-breaking new projects, and have a great deal more in the pipeline, both in the UAE and in the wider Middle East and North Africa region.

But this is no time to sit back on our laurels. Whilst we are delighted to fill the pages of Akhbar Al Dar looking back at our numerous success stories, we must also keep a close eye on the future. The world is currently embarking on a tumultuous financial journey, and it is imperative that we weather it out. The progress that the Group has made in the year since the merger will certainly stand us in good stead. We have a focused and determined company that works well

CHAIRMAN’S MESSAGE

Editor-in-ChiefLina Sadek

Managing EditorShahnaz Imam

EditorsVanessa JamesReagan Creado

Yasaman TahmasebiNisrine KhadraHootan ZadehMichael Assad

DesignBenny Varghese

Hina Imran

DistributionUsha T. Bai

Sameer Sekathuveettil

ContributorsMartin Kelly

Mahmoud IrsheidJoe Dujmovic

Robert JohnstoneDavid Plowman

Chris GordonMay Martel

Disclaimer: Akhbar Al Dar is the newsletter of the Al Habtoor Leighton Group. 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 the Al Habtoor Leighton Group, nor its associates, can be held responsible for any inaccuracies arising or implied herein.

Contact us: [email protected]

together across all of the core business units, and additionally benefits from cross-pollination via the Associated Businesses. With such a broad and steadfast business base, we are confident we will stand firm in the face of global uncertainty. This will be a testing time, of that I am sure. However, the Middle East is unique in its composition and we believe that the UAE’s decisive leadership will help reduce any impact felt in the construction and financial markets. Furthermore, the Al Habtoor Leighton Group has been built on solid client foundations, allowing us to experience continued growth hand-in-hand with some of the world’s most dependable developers. And finally, our innovative implementation of Alliance Contracting with some of our clients will also go a long way towards providing stability in these difficult times.

Thank you for your hard work over the last year and, in advance, for your dedication and support over the coming year. Together we can look forward to a very bright future.

Riad T. Sadik

It seems hard to believe, but it has been just over a year since the establishment of the Al Habtoor Leighton Group. In this issue we reflect on our achievements over the past 12 months. We’ve achieved so much, and in doing so have firmly established ourselves as the premier construction group in the Middle East and North Africa.

This issue of Akhbar Aldar also features an article on the Tameer Towers project in Abu Dhabi. Whilst the project itself will be an icon of Abu Dhabi’s rapidly developing skyline, it is the project’s delivery method that is particularly noteworthy. The project will be delivered under an alliance – whereby the client, the contractor and the consultants all form part of one team to ensure the success of the project. We believe that this will be the first true alliance in the UAE, if not the GCC region, but it will not be the last. The increasing time and cost pressures on both clients and contractors makes the collaborative alliance approach an ideal method for all parties, and I’m sure it will become a much more common approach to project delivery.

MANAGING DIRECTOR’S MESSAGE

CONTENTS

04 Project in Focus

06 Project Update

08 Cover Story

12 Hear it from the Experts

18 Upclose and Personal

21 Congratulations

22 Face to Face

24 Corporate Development

28 Associated Businesses

31 In and Around HLG

38 Competition

39 Last Word

There has been much talk about how the global financial crisis will affect the Middle East in general, and the region’s contractors and developers in particular. It is likely that we will see some impact here, but I believe this part of the world is in a strong position to weather the economic storm better than almost any other market in the world, and that our business is in a great position to continue to build through this period. The Group has made careful client selection a feature of its approach to business. This will stand us in good stead during the turbulent time ahead.

We have some challenges and many opportunities ahead of us, and I am sure with the continued support and hard work of all of our team that the next year will be just as exciting as the last.

David Savage

4I S S U E N O . 2 8 – 2 0 0 8

PROJECT IN FOCUS

Al Habtoor Engineering Enterprises (HEE) has been responsible for the construction of 260 Key Villas at The Villa, an exclusive gated community set in the heart of Dubailand.

As completion approaches, the company and the staff are looking back with pride at the creation of such a special project. Over the years, HEE’s achievements have run parallel to the rapid growth of the UAE.

With an involvement in some of Dubai’s most iconic developments, including Burj Al Arab, Madinat Jumeirah, Business Bay Executive Towers and Trump Towers, HEE truly has a world-class portfolio. Based on this impressive background, it

is no surprise that Dubai Properties has chosen HEE as a preferred contractor.

A little over two years ago, HEE mobilised the site offices and the labour accommodation in order to begin the construction process at The Villa, with actual build commencing at the start of 2007.

A substantial proportion of the project has now been completed. From the very beginning, the project was a challenging one in terms of logistics, safety and construction, but the team’s expertise in engineering ultimately saw the site receiving the Best Team Award at the 2008 Al Habtoor Group ‘Awards of Excellence’.

The key to community livingAl Habtoor Leighton

Group completes

The Villa

4I S S U E N O . 2 8 – 2 0 0 8

Spanish styled homes at The Villa

5AL HABTOOR LEIGHTON GROUP

PROJECT IN FOCUS

The development consists of 260 Key Villas, a Clubhouse and the Gate House, and is a Mediterranean-styled residential retreat set amongst endless rows of soaring palm trees and lush, manicured gardens.

The interior and exterior finishes of the villas are of exceptional quality, with granite sink tops, high-grade chrome plated fixtures, glass shower doors, UPVC windows and cherry wood doors. The villas feature dedicated parking, cobbled driveways, balconies and terraces, terracotta hued roofs and harmonious warm exterior colours.

The Spanish-style villas are surrounded by a tranquil desert landscape, ideal for

those looking for a respite from city life, and the courtyard villas each feature terraces with views of the surrounding lush landscape and waterways. Walkways and horse trails wind their way around the attractive surroundings, and restaurants, shops and swimming pools are all within walking distance, for a relaxed and serene Spanish countryside lifestyle.

The project is located just behind the Arabian Ranches, additionally benefiting from superb access via the Emirates Road to Dubai, Sharjah, Abu Dhabi, Jebel Ali and Al Ain. With handover a short time away, it won’t be long before The Villa achieves its destiny as the flagship community of Dubailand.

The interior and exterior

finishes of the villas are

of exceptional quality,

with granite sink tops,

high-grade chrome

plated fixtures, glass

shower doors, UPVC

windows and cherry

wood doors.


6I S S U E N O . 2 8 – 2 0 0 8

Zayed University

PROJECT UPDATE

The Al Habtoor Leighton Group’s share is AED 1.5 billion. The project involves the design and construction of a new university campus on a plot of approximately 75 hectares and a built-up area of 200,000 square meters to provide educational facilities for 6000 students as well as related faculty and support staff.

The new campus will be located in New Khalifa City, near to Abu Dhabi International Airport, and will be part of the Capital District, one of the major strategic initiatives of the “Plan Abu Dhabi 2030” Urban Structure Framework Plan.

The Capital District concentrates the government, academic and knowledge-based sectors, accommodating departmental offices and embassies, as well as national health and educational

institutions. Work on the project will commence immediately, and will be completed in July 2011.

Mubadala Development Company (Mubadala) is a Public Joint Stock Company headquartered in Abu Dhabi, capital of the United Arab Emirates. The company manages a multi-billion dollar portfolio of local, regional, and international investments, projects and initiatives in sectors such as energy, aerospace, real estate, healthcare, technology, services and infrastructure.

Through its investment and development projects, Mubadala is both a catalyst for, and a reflection of, the drive for economic diversification of the Emirate of Abu Dhabi. Mubadala’s sole shareholder is the Abu Dhabi Government.

The Al Habtoor - Murray

and Roberts Joint Venture

has been awarded an

AED 3 billion contract

for the design and

construction of the

new Zayed University

campus in Abu Dhabi for

Mubadala Development

Company (Mubadala).

An artists perspective of Sheikh Zayed University


PROJECT UPDATE

Paradise Island

We take a look at a

recently completed TDIC

Leighton Contracting

project, the Desert

Islands Resort & Spa,

which is located on Sir

Bani Yas island, just off

the coast of Abu Dhabi.

The luxurious resort is

now open to the public.

The Desert Islands Resort & Spa •is a TDIC development with the international hotel chain AnantaraSir Bani Yas Island was originally a •royal wildlife reserve, developed by the late Sheikh Zayed Bin Sultan Al NahyanThe thousands of animals on the •island include one of the world’s largest herds of the Arabian Oryx, as well as many different species of antelope, giraffe, ostrich, etc, all of which are a part of the new tourism experienceTraditional wind towers have been •used in the designAll material and equipment are •transported to the Island by ferry bargeWater used for the project comes •from a desalination plant on the mainland

A collection of photographs of the Desert Islands Resort & Spa

8I S S U E N O . 2 8 – 2 0 0 8

Growth through partnership:a retrospective

Newspapers of late have been packed with tales of a new world order as the global economy faces an increasingly turbulent future. Stories of mergers and acquisitions abound as major financial players go through fundamental structural changes in order to survive.

Exactly one year ago, UAE-based Al Habtoor Engineering and Australia’s Leighton International joined forces in a planned merger, rebranding as the Al Habtoor Leighton Group. As firms across the globe grapple with such organisational changes, Akhbar Al Dar felt it was the right time to take an introspective look at the events of the past 12 months.

Undertaking a discussion forum with key senior management personnel, Akhbar Al Dar delves deep with an in-depth analysis of the reasons behind and the subsequent effects of the merger.

It’s all about… growth through partnership

The path of new business is not always smooth. Choosing which projects to undertake – and which to turn down – is an art that can take years to master.

The construction industry is no different, and it is often much harder to say ‘no’ than say ‘yes’. Establishing the right project, and the right partner, is a difficult task and one that requires a great degree of skill, if a profitable and pleasant working environment is to be maintained.

This art also applies to mergers. Back in 2007, Al Habtoor Engineering and Leighton International found themselves in similar positions. Each had reached a crossroad in its evolution. Huge opportunity beckoned in the Gulf region, but how could it be realised?

The companies had to make a difficult decision – maintain their positions as successful individual companies and compete against each other in the Gulf region, or take the plunge and merge.

Similarities between the companies were apparent, but so were the cultural and structural differences. Al Habtoor Engineering was a private family business whereas Leighton International was a

Al Habtoor Leighton

Group celebrates the

anniversary of the

Group’s merger.

The Al Habtoor Leighton Group is in every way a ‘turn-key contractor’, able to deliver complete contracting solutions for blue-chip clients.

Riad T. Sadik - ChairmanAl Habtoor Leighton Group

COVER STORY


corporate, publicly-traded multinational. Each company was faced with the very real question: ‘will it work?’

Historic decision delivers synergiesAl Habtoor Engineering and Leighton International asked themselves what the UAE’s biggest development clients want and the answer was clear – complete solutions packages and the opportunity for international expansion.

So, on September 1, 2007, Al Habtoor Engineering and Gulf Leighton signed a merger that would see these two great companies combine to form a new and formidable construction and contracting giant. The Al Habtoor Leighton Group was born.

The merger has added greatly to the two companies’ strengths and the Al Habtoor Leighton Group is already fast becoming the contractor of choice for large blue-chip clients in the Gulf and Middle East regions. Synergies were clear from the start, demonstrated by the companies’ common goal and complementary skills.

Bigger and more complex projectsBoth companies have considerable experience in large-scale construction projects. Al Habtoor Engineering has specialised in the building of hotels, commercial and residential towers and corporate headquarters. Leighton

International, on the other hand, has historically focused on large-scale civil infrastructure works such as oil refineries, highways and railways, and marine and mining projects.

The most successful synergy of all, the Group’s skills now cover the whole spectrum of construction. It can now offer clients ‘turn-key solutions’, managing projects from a plot of land to a completed building, with every aspect of the construction and fit-out process covered. This gives the Group the chance to partner with the largest blue-chip developers, making the leap from large-scale to mega projects.

Complementary combination of age and wisdomAl Habtoor Engineering has almost

40 years of constant and consistently successful operations in the UAE, the GCC region and other parts of the Middle East.

Leighton International is a division of Leighton Holdings, one of the oldest and most respected companies in Australia with 60 years of experience.

Combine the two and the Al Habtoor Leighton Group can boast almost a century of successful corporate growth. There are very few companies in the Middle East region with such a history.

Local knowledge with international reachAl Habtoor Engineering has possibly the most in-depth local market knowledge and connections of any UAE construction

Because we have got a much greater depth of resource and experience through the Leighton merger, we are able to do things that we did not have the skills to do before, like manage design-and-construct capabilities.

Nigel Poole - Deputy Managing DirectorAl Habtoor Leighton Group

COVER STORY

10I S S U E N O . 2 8 – 2 0 0 8

company, developed over its 40 years of operation.

Conversely, Leighton has an established presence in almost 20 countries from Australia and New Zealand throughout Asia, and most recently undertook a major advance into the Middle East.

Leighton International will gain much greater penetration into the local Gulf and Middle East market through Al Habtoor Engineering’s significant local standing, which offers growth and a way of de-risking through geographic spread.

Al Habtoor Engineering will gain by similarly beneficial access to international markets through Leighton International’s global footprint.

Shared long-term visionBoth Al Habtoor Engineering and Leighton International are supremely qualified in terms of financial integrity and the ability to commit to long-term projects and relationships. Each shares the vision of expansion within the Middle East and North Africa region, and beyond, and of becoming one of the top 50 construction companies in the world.

These shared beliefs are now becoming the core of the new Al Habtoor Leighton Group’s philosophy – to build deep, transparent and long-term partnerships with carefully selected blue-chip clients for security, risk reduction and mutual benefits.

Twice the reputation Al Habtoor Engineering is possibly the most recognisable and respected construction name in the UAE, and one of the most highly regarded in the GCC and Middle East regions. Leighton International brings to the table an internationally recognised brand, known

COVER STORY

One of Al Habtoor Engineering’s great strengths is knowing its limitations and how to overcome them to achieve its objective.

The company is an expert at recognising when it does not have all the resources but then

developing the right partnerships to access them.

Richard B Corish - Business Development DirectorAl Habtoor Leighton Group

The merger has added

greatly to the two

companies’ strengths and

the Al Habtoor Leighton

Group is already fast

becoming the contractor

of choice for large blue-

chip clients in the Gulf

and Middle East regions.

Synergies were clear from

the start, demonstrated

by the companies’

common goal and

complementary skills.

The complementary skill - sets of Al Habtoor Engineering and Leighton International, coupled with the capabilities of our growing number of Associated Businesses, has made the Al Habtoor Leighton Group unique in the Middle Eastern and North African construction markets.

David Savage - Managing DirectorAl Habtoor Leighton Group


across Australasia, throughout Asia, and into the Middle East, Europe and North America.

Since each brand fulfils separate market requirements and attracts different clientele, the Al Habtoor Leighton Group benefits by having both brands operating side-by-side.

It’s all about…innovation

There is no doubt that a fully-integrated company such as the Al Habtoor Leighton Group is of huge benefit to clients. The confidence of having the local-global blend of experience allows everyone to take a step forward. The sharing of ideas and experience has also meant ushering in some new ways of running parts of the business. After the merger was announced, an integrated team of managers was formed from both organisations, alongside an independent facilitator and consultant.

A programme of integration was drawn up to establish the background and philosophy of each company and to understand how processes could be combined to provide the best solutions, whether for professional operations or for social integration between staff and managers from the various companies and divisions.

It’s all about…tomorrow

The Al Habtoor Leighton Group is ideally positioned to expand rapidly within its key markets and throughout the region by capitalising on its diverse strengths and unparalleled new capacity. With projects in hand already valued at over US$ 2.7 billion, the future is bright. One of the most striking elements of

the merger is the amount of future work that has been won in the year since the merger was signed.

The Group has either secured, or is negotiating, a suite of works with Nakheel worth roughly AED 20 billion. But it is not just that the projects are bigger and more complex – they are also of a higher quality.

Furthermore, there is scope for environmental services through Associated Business, Thiess Services,

which provides solutions on waste management and other post-construction community concerns.

Regional ExpansionThe Group continues to grow its successful operations in Dubai, Abu Dhabi and Qatar, and is planning expansion throughout the MENA region. The Group will carefully select opportunities in the countries such as Kuwait, Morocco, Libya, Saudi Arabia and Syria, and has plans to expand through mainland Asia.

COVER STORY

The perception from our clients is that they are now contracting with a company that has this wealth of local knowledge and experience combined with the sophistication of an international contractor.

The merger has given the big clients the confidence that the Al Habtoor Leighton Group is the contractor that they would want to engage to build their flagship projects.

Joe Dujmovic - Chief Operating OfficerAl Habtoor Leighton Group

12I S S U E N O . 2 8 – 2 0 0 8

Alliancing– Building with new concepts

Akhbar Al Dar met with

David Plowman, the

Interim Alliance Director,

who explained how the

Alliance Contract was

being introduced in the

Middle East.

HEAR IT FROM THE EXPERTS

Akhbar Al Dar discovers all about an entirely new concept in the UAE – the Alliance Partnership. Last year’s merger resulted in numerous benefits for the Al Habtoor Leighton Group, but in Hear It From The Expert we are focusing on one in particular - the introduction of the Alliance Contract.

The Alliance Contract is a system of partnership that is used extensively in Australia, and has been championed by Leighton International, but was previously unknown in the Middle East. Alliance Contracts involve a collaborative process, which is meant to promote

openness, trust and risk sharing between principals and contractors, essentially creating a level playing field. The client and contractor co-own the project, accordingly sharing both the ‘pain’ and the gain.

Akhbar Al Dar met with David Plowman, the Interim Alliance Director, who explained how the Alliance Contract was being introduced in the Middle East.

: Please tell us a little about yourself, David.DP: I have recently transferred from Leighton in Australia, and have joined the Al Habtoor Leighton Group as Operations Director. I have spent 21 years with Leighton in Australia in various roles, including senior management positions as National Project Development Manager for Leighton Contractors and as Project Director on major development and infrastructure projects.

12I S S U E N O . 2 8 – 2 0 0 8

David Plowman being interviewed by Vanessa James

13AL HABTOOR LEIGHTON GROUP 13AL HABTOOR LEIGHTON GROUP

A key success factor

for the Alliance is

the development of

the Alliance culture

and a sense of team

ownership.


: How are you finding Dubai?DP: My role here in the UAE is fluid, just like the entire environment here. I learnt to be flexible in Australia and flexibility in the current environment is paramount, as you know it changes daily around here – but that’s what makes it fun and challenging.

My role, at the moment, is to ensure we look at the major and mega projects and best position the organisation to tackle them. This role includes moving the Group into different forms of contracting, and engaging with our increasingly sophisticated clients at different levels.

: We keep hearing about Alliance Contracting, can you shed some light?DP: The Alliance form of contracting is perhaps the most sophisticated form of contracting, and is founded on trust and a culture of absolutely ‘no blame’. This may sound a little vague, however, there is an extremely vigorous set of rules that support this, and of course, these rules do not suit all projects.

In the UAE, as in much of the rest of the world, contractors traditionally work almost exclusively on ‘master-servant’ type contracts. This form inherently leads to a blame/claim attitude, which typically results in a dispute. Resolving the dispute costs time and money, hence everyone suffers. But critically, the project also suffers.

Alliance Contracting turns this model on its head and focuses on what is best for the project. You will hear lots of terms bandied around – e.g. No Blame, Best-Man-For-The-Project, and Trust. However, Alliance Contracting is not about ‘buzz words’ as the model requires a huge

leap of faith from all parties - including ours. Most importantly, the Alliance is supported by a mature form of agreement that has been developed and successfully implemented in Australia.

: Which type of projects suit Alliance Contracting?DP: Alliance Contracting is best suited for complex projects, of which we have many on the drawing board right now! However, it tends to be best applied where clients have yet to fully define scope, or where risks on the project are ill-defined or largely unknown. So it is a ‘horses-for-courses’ approach. But don’t get me wrong, the traditional contract has a place for the foreseeable future, and the Alliance model is in no way a panacea!

: For which HLG projects is Alliance Contracting suitable?DP: We are using Alliance Contracting for Tameer Towers. This is an exciting project and is currently the largest single building project in Abu Dhabi, although I had best be careful with statements like that, as things change every day! But it is fair to say the project is huge: it comprises five massive towers within

14I S S U E N O . 2 8 – 2 0 0 8

a significant public realm, and project costs are estimated at AED 6.4 billion. Last month we entered into an interim Alliance agreement where we move towards developing and agreeing the final estimated price. This is called the Target Cost Estimate and it will be defined in conjunction with the client before the end of the year. The main benefit of the agreement is that it allows us to commence works without having priced the final outcome. This is a demonstration of the leap of faith I mentioned earlier.

The interesting thing about the Target Cost Estimate is that it considers the ‘probability’ of all project risks – including time. We also will be undertaking an Opportunity Analysis where we can help the client save money in areas that would otherwise have been defined and perhaps not able to be changed. We also apply this approach to the development of the Target Programme, which is


It is a credit to our

client, Tameer Holdings,

to move to a more

sophisticated form of

project delivery in a

true alliance.

Mr. David Savage

currently set with staged handover in late 2011.

: I see Corporate Affairs has developed a logo for the Alliance.DP: Yes, a key success factor for the Alliance is the development of the Alliance culture and a sense of team ownership. For example, I work for the Alliance, even though I am an employee of HLG. This attitude is shared by our management and each company involved in the Alliance. So, in the spirit of the Alliance, team members are not isolated, they are supported by the Alliance – a truly integrated team. Hence, the logo is an important component of the Alliance as it brings the team together as a family.

: What is HLG’s role in the project?DP: The Alliance consists of Tameer Holdings, HEE, Murray Roberts, Al Rahji and a series of key suppliers and

Representatives of the alliance partners joining hands in the spirit of the alliance


• AllianceContractscandiminish

the threat of disputes through

a more co-operative approach

between principals and

contractors

• Mostrisksremainwiththe

principal – the contractor is

entitled to be reimbursed for all

direct costs even in the case of

delay, negligence, cost overruns

or defective design

• Morecontractorsarelikelyto

bid on projects because of lower

liability exposures and a greater

ability to pass through cost

increases and delay risks

consultants. HLG has taken a lead role in the development of the Alliance and will execute traditional tasks, including site management and labour provision. However, one important factor is that HLG has a seat on the Board in the shape of Joe Dujmovic, our Chief Operating Officer. This ensures we have solid representation across the entire project.

: We look forward to project updates. Finally, where are you going from here?DP: As we all know, there are amazing challenges here in the UAE. The Al Habtoor Leighton Group is well placed with upcoming projects that are even larger and more complex. I want to remain a part of this, introducing clients to the different forms of contracts and making HLG the premier contractor in the region and first choice for negotiated contracts.

• Thedesignprocessshould

be more innovative and co-

operative when unconstrained

by liability apportionment issues

• Despitetheincreased

uncertainties of time and cost,

with suitable precautions and

the inclusion of appropriate

contingent equity and cost

overrun facilities, Alliance

Contracts can provide a

bankable project delivery

method

In a nutshell


Media launch of the Rise Above Alliance

16I S S U E N O . 2 8 – 2 0 0 8

There are amazing

challenges here in the

UAE. The Al Habtoor

Leighton Group is

well placed with

upcoming projects

that are even larger

and more complex.

Tameer Towers project alliance Identity

Rise Above

I am delighted to say that, in my opinion, the Alliancing Agreement that has been adopted on the Tameer project is certainly the way for the future. The principle of alliancing is the forming of an integrated team comprising of the Client, Designer, and Contractor, to deliver the project.

The success of the Alliance is very much dependant on the ability to have trust amongst all the parties, by ensuring that everyone works together as a single team with no boundaries, utilising the various skill sets each party brings to achieve the common goals of the alliance.

The principles that the JV has successfully operated on together over the last 15 years in delivering complex projects on time, within cost, quality and safety standards, will be the same ethics that are adopted for the Alliance. A strong Alliancing team is currently being assembled for the delivery of this truly exciting project.

Ramsay AbbassiGeneral Manager

Murray & Roberts, Abu Dhabi



The Tameer Towers project alliance logo was evolved around the “Rise Above” idea to portray this partnership. The symbol is a powerful abstract which is inspired by the project shape, evokes the unique engineering characteristics, aligned and centralized operation, stability and its distinctiveness in elevation. The lower triangle represents earth, and following that, the sequence of the rest of the triangle shapes aspire the sky on top, it is as if the structure bridges the Al Reem Island horizons from the ground to the sky. The colors – Gray and Dark Blue, illustrate a sense of completeness as well as distinctiveness for each of the logo elements and a balance of dark and light and a great visibility for the corporate Identity.

Yasaman TahmasebiAssistant Brand Manager

The Alliance for the landmark Tameer Towers project is a natural fit with Al Rajhi Projects’ vision of Excellence, Innovation and Integrity. We are delighted to be participating in a project that clearly suits our Vision and includes such outstanding partners as Tameer and our JV partners Habtoor Engineering and Murray & Roberts.

Peter QuinlanChief Commercial Officer,

Al Rajhi Projects & Construction LLC

Tameer is a magnificent project and requires all parties to align with the vision of providing a world class project on time and on budget and to the quality standard expected of a ‘7 Star’ project. My role now is to engender the correct culture and provide the commercial framework for this to happen. This is truly an exciting challenge.

Mark ScorerAlliance Project Director

Al Habtoor Leighton Group


The Logo is a

powerful abstract

evoking the project’s

characteristics of

unique engineering

features, and its

distinctiveness in

elevation.


18I S S U E N O . 2 8 – 2 0 0 8

It’s always about family

Akhbar Al Dar has a

cup of coffee with Joe

Dujmovic, the Chief

Operating Officer for


Group.

UPCLOSE AND PERSONAL

: Can you tell us a little bit about your childhood?JD: My early childhood was very eventful, although as I was so young I don’t really recall it. I was born in a Croatian town called Rijeka, during the country’s Communist era. The town was near the Italian border, and I grew up speaking both Croatian and Italian.

When I was two years old, we fled to Italy where we spent three months living in a refugee camp, before we were given the opportunity to emigrate. There were two ships – one went to America, the other went to Australia. My parents chose Australia, and after a long voyage we landed in Melbourne with no money and just two small suitcases. They borrowed the train fare to Adelaide and that’s where our new lives started.

: That’s quite a story!JD: Yes, my parents had to work very hard to provide for us. My father worked double shifts as a construction worker, while my mother worked as a cleaner

in hospitals and banks. I spent a lot of time looking after my younger brother, Ollie, and it instilled a strong sense of responsibility in me.

: Looking after your brother, did you have much time for study in Australia? JD: Yes, despite our meagre means, my parents were committed to giving us both a good education, and I attended a private school called Rostrevor College. I’m very grateful to my parents as they worked hard to make it possible and afford the fees.

Dad had a very good philosophy of never saying no to anything. If someone asked him to do something he had never done before, he would always say, “I’ll try”, an attitude that has been instrumental to me. I spent my school holidays working with Dad and, as a result, I’ve poured concrete, painted cars and fixed roofs amongst other tasks. During school breaks, I also worked as a labourer on the construction site of a power station for




six months, and these experiences gave me a nice balance between education and real-world work.

: Did you always want to be an engineer? JD: Not to start off with. I have a gift for maths, but I wanted to be a mechanic, as I loved fast cars! My teacher didn’t approve so he suggested I become an engineer. As soon as my father heard that, it stuck in his head and he became fixed on the words “Son, you’re gonna be an engineer”! I decided to study Civil Engineering at the University of South Australia, as I felt it was the most flexible field.

: After university, what was your first job?JD: Just four days after graduating, I started work as a Site Engineer with Baulderstone Hornibrook, a well-known contractor responsible for building the Sydney Opera House. I was with the company for 18 years and moved up the ranks during that time to Project Director for the company’s largest infrastructure project. My job took me all over Australia, and I also spent time in Malaysia and Papua New Guinea.

: Did you enjoy the travelling?JD: Not always! I had the hardest time of my life in Papua New Guinea; I really didn’t know what I was getting into. I volunteered to go for six months, but ended up having to stay for two years. The company was building an airstrip for some oilfields in the middle of the jungle. It took three flights and one helicopter ride each way just to reach

the site. You wouldn’t believe it; we lived in an 8 x8 foot tent with a timber floor, the place was tropical, humid, and had many mosquitoes, and some of the local workers were literally straight out of the jungle. An interesting time…

: When did you join Leighton?JD: I joined Leighton Contractors as a Civil Director in January 2000. I was

20I S S U E N O . 2 8 – 2 0 0 8

based in Hong Kong, which was great for my wife, as Hong Kong is home for her. After a few years, I became the General Manager for Hong Kong, Macau and China, and was responsible for all the projects in this region. I then was promoted to Managing Director of Leighton Asia.

: Why did you move to Dubai?JD: David Savage asked me to visit Dubai, to see if I liked it. I respect his opinion very much, and when I arrived, I was very taken by the city and all the opportunities it presents. The projected growth is phenomenal, plus I always rise to a challenge. I joined the Al Habtoor Leighton Group in July this year, as Chief Operating Officer.

: Tell us a bit about your family.JD: I met my wife, Monita, in Hong Kong. She is also Leighton alumni, as she worked with the Group for over 20 years. We have five children; Michelle is an accountant based in Hong Kong, while

James is 22 and studies Architecture at my old University in Australia. He’s coming out to visit in February – you can imagine how keen he is to see the buildings and construction out here. We also have two younger daughters who are attending Brisbane’s Moreton Bay College. Jade is a 14-year-old budding mathematician, and Eve is just ten years old and an avid drama fan. Both will be coming to Dubai very soon for a holiday. There’s also Bonnie, who is 14 and is the head prefect at her college in Hong Kong. Monita is here with me in Dubai and we are looking forward to having the kids here.

: And finally, what do you do outside of work?JD: I love the outdoors. I also enjoy cycling, hiking and camping. I’ve competed in a few triathlons and marathons in Sydney, and I’ve also done a fair bit of Dragon Boat Racing in Hong Kong. But the indoor side of me loves going to the movies.


20I S S U E N O . 2 8 – 2 0 0 8

My favourite food: Anything my wife Monita cooks!My favourite book: The BibleMy favourite pastime: Family timeMy favourite activity: Anything outdoorsMy favourite line: I love you – the three most

beautiful words in the English language, whether given or received

My favourite artist: Elvis PresleyMy most treasured moment: Every moment with my wife and

childrenMy most prized possession: My family and my belief in GodI am passionate about: Finding the best in myself and in

othersWhat I dislike: Violence and closed

minded people

I have a gift for maths,

but I wanted to be a

mechanic, as I loved fast

cars! My teacher didn’t

approve so he suggested

I become an engineer.

As soon as my father

heard that, it stuck in his

head and he became

fixed on the words

“Son, you’re gonna be an

engineer”!


CONGRATULATIONS

Crisel Lingatong has been promoted to the newly created role of Audit Manager. Byron Gagtan has been reassigned to Head Office to work in the Audit Team. Jaime Manabat has been reassigned to Head Office to work as a Safety Engineer specializing in electrical and fire. Each has exhibited exemplary dedication in the execution of their assigned tasks and consequently being rewarded for their hard work. The Audit Manager role is a particularly exacting one as it covers the disciplines of quality, health & safety as well as environmental management systems auditing and their continual improvement through the instigation of initiatives.

To ensure consistency of coverage across this multi-disciplinary role, Crisel and two other members of the QHSE Dept. have recently undertaken and passed a quality auditing course. You may already be aware that the company now operates a scored audit scheme for health & safety. Crisel has been extremely busy rolling

Promoting from withinRecently the QHSE Dept.

has undergone several

personnel changes to

‘promote from within’

in order to cater for its

burgeoning workload.

out these audits across all of the Dubai projects. Byron brings to the Audit Team a wealth of experience gained in the field and he will soon be a familiar sight on projects across Dubai.

Jamie, having many years experience, is being tasked with driving the continual improvement of the Company’s electrical and fire safety provisions, not just on projects but also within warehouses, workshops and other establishments.

On a monthly basis, Crisel will publish a monthly league table of the health & safety audit scores attained by projects so that each can compare their performance with that of the others. It is through such transparency that all projects are being encouraged to improve their health & safety performance as it is our joint responsibility to eradicate all fatalities and make substantial reductions in the number of lost time incidents occurring.

– QHSE Department

Jaime Manabat and Byron Gagtan with Audit Manager Crisel Lingatong

22I S S U E N O . 2 8 – 2 0 0 8

Rob Johnstone was born in the industrial northeast of England, the younger of two sons of working-class parents. Taught the value of hard work at an early age, Rob excelled academically and passed the tough entrance examinations for his local Grammar School. Upon leaving school at 18, he undertook an Honours degree in Economics, graduating in 1977. He began his career in the construction industry, initially client-side, for a firm of Professional Quantity Surveyors. After three years at the firm, Rob decided to move to the contractor’s side of the business, or, as he jokingly puts it, “I decided to go legitimate”.

Rob met his wife, Sandra, on New Year’s Eve 1974 and they were married in 1979. By 1987, after a decade of Rob working on major petrochemical, industrial and building projects in the UK, the couple decided to relocate to Australia with their two young children, Christopher and Faye. “It was a difficult decision,” says Rob, of the move. “Sandra comes from a big family and both of us were very close to our parents and friends.” Rob suspects that on reflection, it was part madness, part bravery, but he also believes that with the benefit of hindsight, it was the right decision. As a result, and after just a few years, the family officially became Australian citizens.

Rob worked in Australia on a number of significant projects across major cities, including Canberra, Adelaide and Melbourne. By the early 1990s, he had moved into corporate management, initially with state and then subsequently national responsibilities. At different times this corporate role involved the management of some major claims and legal issues, which required him to work closely with internal and external

lawyers. Rob says, “I always had an inherent interest in the law and so by 1998 I decided to pursue it further.” Still in full time work, he enrolled in a Graduate Diploma in Commercial Law at Melbourne’s Deakin University. He graduated in 2001, and built upon his successful academic endeavours with a Masters in Commercial Law in 2003.

In 2005, Rob was offered the position of General Manager (Commercial) on a vast Melbourne toll road and tunnel project. The ‘design & construct’ contractor on the job was a joint venture of two Leighton companies, John Holland and Thiess. Rob is justifiably proud of this project, stating that “not only was it completed within budget, but it was some five months ahead of schedule.” Given Rob’s demonstrable commercial prowess, it is therefore no surprise that he was asked to move to Dubai to take up the position of Commercial Director, arriving in late July this year.

In focusRob explains the role of the Corporate Commercial Department at HLG. “If you break it down to the basic elements: Firstly, we need to remain commercially viable and profitable if we are to prosper – this is the ‘commercial imperative’. Secondly, we do this by entering into and managing contracts; we are ‘contractors’; all of our relationships with Clients, subcontractors, suppliers, consultants, etc, are based upon contracts which represent ‘the rules of the game’ and we must understand those rules if we are to be successful. This is the ‘contractual imperative’. Thirdly, projects are the focus of our business; that is where we make money and, if not managed professionally, that is where we can lose money very quickly.

Commercially viableAkhbar Al Dar has

a chat with Rob

Johnstone, the man

in the Commercial

Director’s ‘hot seat’.

FACE TO FACE


So, the commercial and contractual health of our projects is the main focus of the Corporate Commercial Department’s role. With this in mind, we have recently gathered together a small but highly experienced Corporate Commercial Team (currently comprising 5 individuals). Our goal is to establish and maintain ‘best practice’ standards, policies, procedures and processes in all commercial dealings, and provide expert commercial, risk management, legal, insurance, project management and business systems advice and support to senior management, operating divisions and projects.

One initial task has been to develop meaningful procedural controls in the commercial area which represent ‘the way we do business’ going forward. These procedures are well advanced and build on existing good processes and systems but, in some cases, will challenge a number of our current practices. They are being developed with a ‘risk management’ approach to commercial issues and will see the Corporate Commercial Team having an earlier involvement in project initiation, and a more structured support role in the commercial/contractual management, monitoring and reporting aspects of project delivery.

We will actively seek feedback, and through this, provide ‘continuous improvement’ of these procedures, systems and support tools. In the medium term, through the support role provided by the Corporate Commercial Team, the broader goals are to become proactive (rather than reactive) and to catch the arsonists rather than be called in to put out the fire!”

Dubai is like Las Vegas on steroids, and

without a doubt is the most exciting city

construction-wise, with Abu Dhabi and

Doha not far behind.

FACE TO FACE


Rob Johnstone, Commercial Director

24I S S U E N O . 2 8 – 2 0 0 8

With a number of different business units spread far and wide across the UAE, the logistics of running the Al Habtoor Leighton Group are mind-boggling. In order to maintain smooth operations, the Group is reliant on a number of systems, which help organise the many thousands of processes that need to be undertaken at any one particular moment.

Known as the ‘management system’, this vital tool is a framework under which the Group can manage – and continually improve – business policies, practices, procedures and processes. While the Group is made up of lots of different divisions with a common goal or responsibilities, the theory believes that the best businesses work as complete units with a shared vision.

This vision may be more than just the eventual goal of profitability, but may extend to information sharing, benchmarking, teamwork and working to the highest standards of quality, health, safety, and environmental practice.

Why are management systems important?Management systems are not simple and require a huge amount of effort to establish. But the hard work doesn’t end there, as the systems need to be fully documented and regularly maintained in order to make sure that they remain up-to-date with all new business processes.

Sound difficult? It can be, especially because it is often necessary to develop, operate and monitor a set of work processes that don’t always seem connected with exactly what you as an individual or company are trying to achieve.

Today’s businesses face many significant challenges, including profitability, competiveness, globalisation, speed of change, adaptability, growth and technology. Using a logical and effective management system can allow a company to manage these challenges, giving it the necessary tools to control social, environmental and financial risk, improve operational effectiveness, and reduce costs.

It can also help to increase customer and stakeholder satisfaction, protect brand reputation and promote innovation. By using a documented management system, companies such as the Al Habtoor Leighton Group are able to update strategies, operations and service levels to meet the ever-increasing demands of the modern business world.

Where did management systems originate?Documented management systems were first adopted in British ammunition factories during World War II, to reduce the number of bombs exploding during assembly. The Government at the time required the factories to prepare written

Managing in a systematic way

In a company the size of


Group, it pays to be

organised. Akhbar Al Dar

finds out what processes

are implemented to

make the Group run

smoothly.

CORPORATE DEVELOPMENT


manufacturing procedures and maintain records to prove that the procedures were being followed. This requirement was later formalised and published as BS 5750.

Almost half a century later, an American statistician, W. Edwards Deming, published a book that detailed a list of 14 key principles on the obligations and responsibilities of management for transforming business effectiveness. Many of Deming’s elements are still

used in management systems today. Continual improvement in the field of management systems has lead to a the modern concept of management systems. Today’s systems embrace how a company not only meets all legal obligations but also addresses all other requirements and expectations of both internal and external parties.

There are three basic elements on which this concept is based. Firstly, no one in the organisation is excluded, and

everyone is expected to participate in improving customer satisfaction.

Secondly, not only should the external customer’s needs be identified and satisfied, but internal ‘customers’ should be satisfied too. And finally, appreciation of the public may also play a vital role in securing the success of the business. Needless to say, this concept requires total commitment that must start from the top!

The ‘management

system,’ this vital tool is a

framework under which

the Group can manage –

and continually improve

– business policies,

practices, procedures

and processes.


Martin Kelly, QHSE Director

26I S S U E N O . 2 8 – 2 0 0 8

What is the Al Habtoor Leighton Group doing?The Group carefully follows a series of fundamental requirements, which help it maintain a competitive edge in the marketplace, and some of these are listed below:• Knowthecustomers,bothinternal

and external: who they are, what are their current and future needs and be in a position to respond to their changing needs

• Knowthecompetitors• Knowthecostofnon-

conformance• Measureperformanceagainstkey

customer expectations• Ensureeachemployee

understands and commits themselves to the objectives of the company

• Managecommitmenttocontinuous improvement

• Definethepurposeofeachdepartment and activity in terms of satisfying external and internal customers

• Enableemployeestoinfluencethe program of continuous improvement within their sphere of expertise

• Wheneverpossiblereplaceinspection and correction techniques with preventive actions and programs

• Neveracceptnon-conformingproduct for either external or internal customers

• Planeffectivelybeforeundertaking any actions


Regular readers of Akhbar Al Dar will recognise the “Plan – Do – Check – Act” cycle shown below. This is something we do every day of our lives without even thinking about it. You may know it better as ‘learning from experience’ or ‘not making the same mistake twice’.

But in order to maintain the edge, the Group has a single focus, or ‘mantra’: improve, improve, improve. As we all know, there is no end to the need for improvement, and the recognition of this is essential to the ultimate success of any business venture.

Today’s systems embrace

how a company not

only meets all legal

obligations but also

addresses all other

requirements and

expectations of both

internal and external

parties.



Governance Guidelines

Governance ResourcesBoard ofDirectors

HLG Policies

HLG Procedures

HLG Forms

Divisional Procedures

Divisional Forms

Legislative /Regulatory

Requirement

Client /Contractual

Requirement

Project Instructions

Project Forms

Al Habtoor Leighton Group

DivisionalO�ces

Projects

HLG Business Plans

Document Resource LibraryWork Method Statements Inspection and Test PlansaStandard Project InstructionsForms and Procedures

HLG System Manual

DivisionalBusiness Plans

ProjectManagement Plan

Work Method Statements

Inspection and Test Plans

Checklists

How is the Al Habtoor Leighton Group management system structured?

Key principles

• Createconstancyofpurposefortheimprovementof the product or service

• Adoptthenewphilosophy

• Ceasedependenceonmassinspection

• Endthepracticeofawardingbusinessonthebasisof a price tag

• Improveconstantly

• Institutemorethoroughtraining

• Instituteleadership

• Driveoutfear

• Breakdownbarriersbetweendepartments

• Removethebarriersthatrobemployeesoftheirrightto pride in workmanship

• Instituteprogramsofeducationandself-improvement

• Puteverybodytoworktoaccomplishthetransformation

28I S S U E N O . 2 8 – 2 0 0 8

The Al Habtoor Leighton Group (HLG) and leading UK-based fit-out construction company ISG Plc, have formally agreed to merge their respective UAE-based interior fit-out businesses.

Al Habtoor Interiors is part of HLG’s Associated Businesses Division, and has grown exponentially over the last three decades into a full-fledged joinery, carpentry and decoration production unit. Al Habtoor Interiors has now sold 50% of its existing interiors company to ISG, forming a new company that has acquired ISG’s Dubai-based project

management business. The resulting company will be known as Al Habtoor ISG (HISG), and it will focus on growing its participation in the UAE and greater GCC markets.

The merger comes about as a result of detailed business analysis. During 2006 and 2007, Al Habtoor Interiors’ work-in-hand demonstrated that over 80% of projects came as a direct result of their relationship with HLG. The new venture – HISG – has been formulated in line with a strategic focus towards seeking out

projects from business contacts external to HLG, while giving ISG a foothold in the dynamic and rapidly growing Middle Eastern market. The parties will jointly invest up to AED 80 million over the next three years to support the new company, which is expected to quickly become one of the region’s leading interior fit-out companies.

The joint venture will provide enormous benefits to the retail, hotel, residential and corporate sectors and to ISG’s multi-national clients operating within the region. The company will provide integrated fit-out solutions in combination with HLG’s building capabilities, project management and associated consultancy services plus interior fit-out contracting. In addition, the company will also feature a dedicated carpentry workshop.

David Savage, Managing Director of HLG, said, “We are excited to see Al Habtoor ISG officially established and ready to operate within the region. This merger will expand on and further develop the interiors capability that Al Habtoor Interiors has successfully built up over the years, and will allow it to deliver a fully-integrated interiors service. This merger also represents another step forward in HLG’s plans to become a full-service, turnkey contractor.

Paul Watson, General Manager - Associated Businesses HLG also commented, saying, “ISG is a leader in the interior fit-out industry, and we’re delighted to have worked with them to establish this exciting new company. HLG’s existing workload and long list of prospective projects will ensure that HISG has immediate access to a large range of opportunities in this region.”

Venturing ForthA new fit-out company

joins the ranks of the

Al Habtoor Leighton

Group

ASSOCIATED BUSINESSES


The Al Habtoor Leighton Group (HLG) and Thiess Services have established a joint venture company in the UAE to provide operations and maintenance services to a growing number of Middle Eastern clients.

The joint venture, known as Thiess Services Middle East, brings together the strength of HLG and Thiess Services, one of Australia’s most versatile, innovative and diverse environmental, facilities and utilities contracting companies. Headquartered in Dubai, Thiess Services Middle East operates in a number of

complementary areas to provide a broad range of service requirements. The company specialises in waste management, facilities management, contaminated site remediation, industrial, utilities, and transport infrastructure maintenance and telecommunications infrastructure.

Thiess Services operates an extensive network of recycling facilities in Australia, and Thiess Services Middle East aims to set up similar operations in the UAE, a country with the highest rate of waste

generation per capita in the world.

The new company specifically focuses on the delivery of long-term operations and maintenance contracts, and its client base covers municipalities, utilities companies and infrastructure owners and developers that outsource provision of services.

Mr David Savage, Managing Director of HLG, said, “We are pleased to be a part of what is destined to be a great working partnership. This joint venture will allow Thiess Services Middle East to provide a one-stop solution for clients by operating and maintaining their assets with maximum efficiency.”

“The Al Habtoor Leighton Group is delighted to be working with a company as highly regarded as Thiess Services and we look forward to a successful partnership in this growing region.”

Executive General Manager of Thiess Services, Mr. Michael Wright said, “Thiess Services Middle East is already well underway in the region, providing a range of facilities management services to the TDIC-Leighton joint venture in Abu Dhabi.”

“We are also pursuing a number of large projects across the region and I am pleased to say that we have pre-qualified for a number of waste management and contaminated land remediation projects.”

This partnership utilises the experience and systems gained from projects in Australia and Asia, and combines it with the extensive local knowledge of the Al Habtoor Leighton Group. Thiess Services Middle East is ideally placed to grow its operations well into the future.

Joining hands with partnershipThe Al Habtoor Leighton

Group’s newest

division is dedicated

to environmental

management.


30I S S U E N O . 2 8 – 2 0 0 8

Currently headquartered in Dubai, Al Habtoor Specon recently opened an area office in Abu Dhabi, which has resulted in the securing of two new contracts in the Emirate.

The 27 sqkm Saadiyat Island is situated just offshore of the city of Abu Dhabi, and is currently being transformed into a landmark leisure, cultural and residential destination.

In order to facilitate the transformation of such a large area, a labour village for 20,000 workers is being constructed on the island by Al Habtoor ATCO. The village will provide workers with accommodation, dining and recreation facilities, as well as mosques and retail outlets. Al Habtoor Specon has been awarded a contract worth approx. AED 45 million for the internal MEP works of

construction phase one, and is currently finalising the contracts for phase two and the external MEP works.

The company has also been awarded an LOI worth in excess of AED 200 million for all of the MEP works for Abu Dhabi’s latest educational institution – the prestigious Paris-Sorbonne University.

The project is located on Al Reem Island, and will be carried out by the Abu Dhabi division of Al Habtoor Engineering, in conjunction with Murray & Roberts. The 93,000 sqm educational facility will be constructed in two distinct phases. The first phase will see Al Habtoor Specon completing all MEP works in time for the 2009 academic year. Phase two will increase the overall size of the facilities to allow the operation of additional classes, and completion is expected in 2010.

Next stop, Abu DhabiThe Al Habtoor Leighton

Group’s turnkey MEP

services firm, Al Habtoor

Specon, is pursuing

its strategic expansion

plans into Abu Dhabi’s

booming construction

market.


Labour Village for 20,000 workers by Al Habtoor ATCO


IN AND AROUND HLG

Our camp facilitiesA major publication in this region says “UAE is home to 3,113,000 foreign workers employed by approximately 260,000 firms”. These are big numbers and with these numbers come huge responsibility. Without doubt the largest fraction belongs to the construction sector. While companies will be vying to be the employer of choice of this segment, we look at some of the facilities that our people enjoy.


The company has one of the most efficient housing amenities to offer with in house recreation, laundry and medical services. Moreover improvements are ongoing with regular inspections. A team of professionals have been dedicated to provide a healthy living environment.

Qussais Camp No. 1

David Savage visiting Qussais Camp No.1 along with senior management

Medical facilities Kitchen

Gym

32I S S U E N O . 2 8 – 2 0 0 8

The week leading up to Thursday 18th September saw an extra flurry of activity in the Corporate Affairs Department as the final preparations were made for a spectacular Suhour celebration.

Held in the Al Nai Tent at the Habtoor Grand, and organised in conjunction with the HR and Administration Department, the Dubai Suhour was a mammoth undertaking that was enjoyed by all.

Celebrating the Holy Month of Ramadan, were over 450 guests, including members of the Al Habtoor Leighton Group’s management, representing all of the Group’s divisions.

It was a great opportunity for the newly merged Group’s staff to continue to

get to know one another better. Team members from the Al Habtoor Leighton Group, Al Habtoor Engineering (Dubai, Abu Dhabi and Qatar), Leighton Gulf, the Associated Businesses and Leighton Contracting chatted animatedly together through the night.

Everyone thoroughly enjoyed the evening’s activities, with the chance to try the many dishes of the delicious Suhour buffet, smoke exotically flavoured Sheesha pipes, and mingle with a large number of the Group’s key clients, consultants and subcontractors.

A busy and eventful evening, there were plenty of activities provided to keep guests entertained until the early hours of the following day. An Oriental singer amazed the crowd with his excellent

Dubai SuhourA busy and eventful

evening, there were

plenty of activities

provided to keep

guests entertained until

the early hours of the

following day.

IN AND AROUND HLG


performance and talented band, and a Tanoura Dancer left everyone enthralled by a colourful, spinning folk dance. Special Ramadan quizzes ensured plenty of good-natured heckling, and an opportunity for the non-Muslims in particular to learn even more about the customs of the Holy Month of Ramadan.

The guests also enjoyed a special Raffle, with flights and state-of-the-art electronic items available to the lucky guests whose tickets were drawn. But no one went home empty handed – a bumper bag of giveaways ensured everyone was a winner.

IN AND AROUND HLG

34I S S U E N O . 2 8 – 2 0 0 8

The Holy Month of Ramadan is an important event in the Muslim calendar, but it is also a vital month for the Al Habtoor Leighton Group.

The Group marks many celebrations throughout the year, religious and otherwise, but none are as important to the foundations of the company as the month-long celebrations of Ramadan.

During the 30 days of Ramadan, the Al Habtoor Leighton Group hosted no less than 21 Iftar and Suhour parties for the enjoyment of its staff, clients and subcontractors alike.

With the Group’s extremely multi-cultural workforce, not all of the guests were observing a Ramadan fast during this period, but all the staff were unanimous in their support and enjoyment of the special events that were organised.

Ramadan Kareem andEid Mubarak to all

In addition to the main Al Habtoor Leighton Group Suhour, held in Dubai and the Iftar held in Abu Dhabi, the Group also held 19 other Ramadan celebrations across the Emirate.

These included Iftars for the Associated Businesses, and site-specific celebrations such as the one held at the site of the under-construction JAFZA Convention Centre.

Each site, department, and group held its own Iftar party, not just to celebrate the Holy Month of Ramadan, but also to provide an opportunity for employees to meet, socialise and relax in a non-work environment.

Special mention must go to the Corporate Affairs Department who worked tirelessly throughout Ramadan to ensure each event was an overwhelming success. Mabrook!

During the 30 days of

Ramadan, the Al Habtoor

Leighton Group hosted

no less than 21 Iftar

and Suhour parties

for the enjoyment of

its staff, clients and

subcontractors alike.

IN AND AROUND HLG


IN AND AROUND HLG

36I S S U E N O . 2 8 – 2 0 0 8

Tuesday 16th September was a date marked in over 500 people’s calendars, as it was the date of an eagerly awaited event: the Al Habtoor Leighton Group’s Abu Dhabi Iftar celebrations.

Expertly prepared by the Corporate Affairs Department, with the welcome collaboration of Al Habtoor Engineering’s Abu Dhabi division, the event was a truly glamorous and relaxing affair.

Set alongside the delightful pink marble backdrop of Emirates Palace, the Iftar was held in the extremely classy ambience of the seven-star hotel’s dedicated Ramadan tent.

The carefully manicured lawns of the venue made for a delightful place to spend the evening, and the light breeze wafting over the hotel’s

A palatialiftar

kilometre long beach made a warm September evening infinitely more pleasurable for the many guests who were enjoying the view.

An Oriental band playing traditional music provided an aural background for the evening’s animated chatter.

People mingled at the event, enjoying light canapés, refreshing drinks and an awe-inspiring Iftar buffet courtesy of Emirates Palace’s team of expert chefs.

Traditional favourites were on hand, including dates and ice-cold milk to break the fast, and a number of other much-loved classics including a continental buffet, a wide variety of hot and cold mezze, shawarma, and the deliciously sweet Kunafeh.

Over 500 guests attended the event, including Corporate Directors from the Al Habtoor Leighton Group, staff from the many Abu Dhabi-based divisions and branch offices, plus a large number of clients, consultants and subcontractors.

Judging by the feedback that was received the following day by Corporate Affairs, it is safe to say the event was a resounding success.

An Oriental band

playing traditional

music provided an

aural background for

the evening’s animated

chatter.

IN AND AROUND HLG


Our company always strives to encourage change for the better and one way is the introduction of our staff suggestion scheme. We launched the staff suggestion scheme nearly a year ago with the objective of creating a healthy and innovative work culture. So far it has completed two successful rounds. A committee was formed as the judging jury, to review and analyze the applications. The members were selected from varied fields and levels so that justice is done to every application without any bias or prejudice to anyone. The team included Nigel Poole, Steve Hudson, Richard Corish and Lina Sadek.

A new member Joe Dujmovic has also recently joined the group. As the evaluation process begun detailed discussions and debates took place. It was very difficult to select a winner out of 12 very good suggestions. Each of

SuggestionschemeresultsThe company launched

the staff suggestion

scheme nearly a year

ago with the objective

of creating a healthy

and innovative work

culture. So far it has

completed two

successful rounds.

IN AND AROUND HLG

them well presented and well defined. A rating sheet was given to each jury member. The results were then totaled and the final winners decided. The winning suggestions were then sent to the Managing Director, who was pleased at the suggestions and forwarded to the relevant departments for implementation. Winners during the first round of collection went to Ali Hussain Khurdi, Syed Jawad Zaidi, Wilfred A. Sarimiento and Alan Justini. The company would like to thank everyone for their contribution. This activity has made the mind think of progressive ideas and solutions that can be implemented for better and more efficient system. Although each round has to pick only 3 winners every employee has the chance of being a winner. Therefore the suggestion committee encourages everyone to participate and let the creative juices flow.

Steve Hudson, David Leonard, Richard B Corish, David Savage, Ali Hussain Khurdi, Syed Jawad Zaidi, Wilfred A. Sarimiento and Alan Justini

Competition # 29

Competition # 28 winners

71 3 7

8

31 6

73

6128 9

4856

82

9

25 2

2

The goal of this competition is to solve the Sudoku number puzzle in a way which the numbers 1 thorugh 9 must be placed into a grid of cells so that each row or column contains only one of each number.

Send in your answers to

[email protected] or mail

them to Corporate Affairs at the HEE Head

office by the 15th of December 2008.

All the best.

We got a great response for our math competition. Out of all the participants who sent in correct answers, these are the 5 lucky winners.

1. Dia Hamid Mosa Sr. Architect, Site 6082. Ahammad Kabeer Programmer, IT Department, HO3. Shyshad S.V. HR & Admin Dept. Clerk, Head Office4. Naveed Akram Security Officer, Head Office5. Rosilita G. Cutto Quality Assurance Engineer, QHSE, HO

COMPETITION

38I S S U E N O . 2 8 – 2 0 0 8

1

4

2

5

3

Given the inter-connectedness of world business, the global financial recession was bound to have an effect everywhere and on every person. In such a scenario it becomes paramount that we relate to the needs of our employers, colleagues and direct reports.

Performance is no longer about whether an employee is doing a poor, adequate or superior job; now it encompasses an organisation’s performance in the marketplace, its contribution to the environmental sustainability, and the value the company places on it employees.

We are doubly tasked with the duties associated with these changes and communicating its effects to all. However, while change is often difficult, it represents an opportune time to re-evaluate the company’s corporate culture. It creates the need to conduct surveys and check the organization’s health.

Akhbar Al Dar as the employee’s magazine, intends to create an online or e-forum for all staff to discuss vital issues affecting their place of work and their peer relationships. This will assist in developing solutions that can help bridge and link the organization and employee needs.

Some of the most promising discussions will be printed. Akhbar Al Dar aims to provide a formal medium for a two way communication between the employees and the management.

So gear yourself up and start sending us your queries, concerns and any issue that needs a wider audience to resolve it. We need to learn from each other as well as learn from the organization‘s top talents. The learning investments you cultivate today are the ones you will benefit from tomorrow.

Good luck and best wishes!

Shahnaz Y. Imam

Working together

Akhbar Al Dar as the employee’s magazine intends to create an online or e-forum for all staff to discuss vital issues affecting their place of work and their peer relationships.


LAST WORD

Al Habtoor Leighton Groupwww.habtoorleightongroup.com

Al Habtoor Leighton GroupP.O. Box 320, Dubai – United Arab EmiratesTel: +971 4 2857551 – 2857215 – 2857555

Fax: +971 4 2857479 – 2852843

Al Habtoor Engineering Enterprises - DubaiP.O. Box 320, Dubai – United Arab EmiratesTel: +971 4 2857551 – 2857215 – 2857555

Fax: +971 4 2857479 – 2852843

Al Habtoor Engineering Enterprises - Abu DhabiP.O. Box 4284, Abu Dhabi – United Arab Emirates

Tel: +971 2 6262036 – 6263114Fax: +971 2 6263073

Al Habtoor Engineering Enterprises - QatarArea Office, P.O. Box 22478, Doha - Qatar

Tel: +974 4130044 – 4130549Fax: +974 4130055

Gulf Leighton Dubai (L.L.C)P.O. Box 123065, Dubai – United Arab Emirates

Tel: +971 4 3046333Fax: +971 4 3046369

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