The News of Al Habtoor Leighton Group, Issue 25

ISSUE NO. 25
NOVEMBER - DECEMBER 2007
THE NEWS OF AL HABTOOR LEIGHTON GROUP
Dubai - UAE
•
Abu Dhabi - UAE
•
Doha - QATAR
CEO MESSAGE
CHAIRMAN’S MESSAGE
Riad T. Sadik
I
A
s usual, the year end is the time
for reflection and looking forward.
It is a time when we all measure
our progress, remember the success
stories and learn from the failures. It is
always important to analyze and assess
what has made the achievements
possible and how the failures can be
restored.
The year 2007 witnessed the handover of several projects and new ones
awarded. 2007 was also a year of change
for HEE in numerous ways; among others
it marked the historic partnership with
Leighton which promises wider horizons
for both companies. All this would not
have been attainable without the key
ingredient of trust. It has been trust in
our own capabilities, the team around
us, our business partners and the vision
of creating something special together
with our faith in God.
The whole is greater than the sum of its
parts, the power of oneness will unite us
in moving forward and bringing about
even greater achievements. On that note
it is my pleasure to wish you and your
family a peaceful, happy and successful
New Yearn
MD MESSAGE
MD’S MESSAGE
t gives me great pleasure to wish you
Eid Mubarak and a Happy New Year.
We are at a time where there are a
great number of announcements being
made every day.
clearly define other sub-structures and
the finer detail, so that there is clarity
among all roles and all departments and
SBU’s conform to standard guidelines.
Job descriptions are also being clarified.
You are aware of the re-structuring
process that the company has been
going through. I thank you for trusting us
to evaluate the best options and to come
up with the best solutions. Solutions
that can take Al Habtoor Leighton to
previously unattainable heights and
that allow us to grow and progress
as individuals. Presentations outlining
the major changes in roles, titles and
reporting structures for every SBU have
been made. You will see these new roles
falling into place shortly. With the latest
round of meetings, we have been able to
At times like these, we all have
expectations. We hear things and expect
immediate changes, quick actions,
etc. While we believe in quick working
and swift execution of work, we also
understand that it takes time for things
to happen, and that gradual changes are
more effective. What one needs most at
a time like this, is patience. Patience to
wait for what has been communicated to
take shape, patience to understand that
well thought out strategies take time.
And along with all this, your trust that we
have your best intentions at heartn
David Savage
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.
THIS ISSUE
THIS ISSUE
4
Project In Focus
592 Business Bay
Executive Towers
9
Dubai Tower
Yas Island
Convention Center
Voices From Within
16
Hear it from the Experts
The Mechanisms
of Plants &
Machinery
Crawford
Dunn
23
In and Around HEE
26
Competition
A New
Year’s
Perspective
Contributors to this Issue Farooque Riyad
Michelle Johnson
Naschat Issa
Keith Abbott
Crawford Dunn
Team of 592
10
A Chat with
In and Around HEE
Management
Training
Presentation
Special Feature
22
In and Around HEE
24
In and Around HEE
8th
International
Conference
Team
Building
Activity
12
Al Habtoor Leighton
Group New Structure
Upclose and Personal
20
Learning in
Al HabtoorLeighton
In and Around HEE
Project Update
JW Marriot Hotel
Abu Dhabi
Project Update
Executive Development
8
23
AHI at
INDEX 2007
Green
Buildings
25
27
Competition
#25
Editorial Team
Lina R. Sadek
Shahnaz Imam
Reagan Creado
Yasaman Tahmasebi
Nisrine Khadra
Hootan Zadeh
Contact us
akhbaraldar@habtoorengg.ae
NEW
Perspecti
PROJECT IN FOCUS
592 Business Bay Executive Towers
“AS BIG AS IT GETS”
T
hose who are familiar with the
history of the UAE and specially
Dubai know that the legendary
Dubai Creek was and still is an important
aspect of Dubai’s trading activities that
has shaped Dubai from a fishing and
pearl diving center to an international
business port.
and proud partner in the present surging
development whereby its already existing
brand name in the construction market
is strengthening further and further.
HEE’s growth has been closely related
and parallel to the development of Dubai
and was chosen as the main contractor
That is why through the Business Bay
project the creek has been extended
considering its significance as a trade
centre that harbors the stance of
Dubai as the business hub of the region.
Business Bay is a symbol of Dubai’s
progress as it embodies the crucial
role the Creek played in Dubai’s past
as well its future. For over 30 years
HEE has played a significant role in the
development and growth of the UAE in
general and Dubai in particular and the
testimonies to this statement are the
locally and globally known landmarks
such as the Burj Al Arab and Madinat
Jumeirah. It is not surprising and well
expected that HEE be a major key player
24 Tower Cranes
More than 50
2,151
85 Elevators
FIRST and LARGEST single project in Business Bay
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AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
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Perspective
The UAE has become a global commercial and business centre. And
the Business Bay is a new city within the city of Dubai and is created as a
commercial and business cluster along the new extension of the famous
Dubai Creek extending from Ras Al Khor to Sheikh Zayed Road. Dubai’s
Business Bay is similar in nature to Manhattan New York and Ginza
Tokyo, making it one of the main business centers in the region.
Million Man-Hours worked till date
472,870 m3 of Concrete
LARGEST ever Aluminum Cladding in MIDDLE EAST
83,788 T of Steel
312 Key 5 Star Hotel
Apartments
and Escalators
3 Podiums with 4,500 Parking Spaces
60 Villas & 8 Boutique Stores
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
5
NEW
Perspecti
PROJECT IN FOCUS
by Dubai Properties who are the
developers. That is why Akhbar decided
to explore in detail the ongoing project
in Site 592 and 592a located in Dubai’s
Business Bay comprising of 11 Towers,
Podiums, Villas and a 5 star Hotel.
which commenced in the latter stages of
2005 is unique in many ways, and what
better way to prove it’s uniqueness than
to share with you some of the amazing
milestones the team at 592 have
The Executive Towers was the first as
well as largest single project in Business
Bay and represents the beginning of a
new era and is an impressive cluster
of towers dominating the Creek shore
line. The contemporary design and
architectural theme of the towers
reflect the modern image of Dubai. The
Executive Towers and the lifestyle they
represent are geared towards likeminded people that enjoy success and
an intelligent way of living. This project
highest standard of living with luxury and style
The Executive Towers with a built up area of
apartments ranging from studios to four bedrooms,
with
modern
amenities,
high-tech
facilities
and
superb architectural innovation and breathtaking
and elevated courtyards. The office tower has 176
villas are located on the plaza. A retail mall, 2 spa
approximately 360,000 sq ft of landscaped grounds
The 592 Team
6
achieved so far. It is worth mentioning
that the sheer size of the project led to
a lot of challenges whether logistically,
safety or construction which through
teamwork and cooperation the team
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
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was able to overcome these challenges.
All the towers are being constructed and
completed concurrently with horizontal
and vertical construction at the same
time with over 9000 manpower and 24
Perspective
cranes at site so one can imagine the
significance of the logistical and safety
issues. Approximately 500 office staff
are continuously working non stop in
order to complete the project before the
planned delivery time of third quarter
of 2008. In order to demonstrate the
sheer volume of the project and how the
milestones were met, the picture has
been marked to present the statistics.
approximately 9.3 million square feet offer the
By the trust vested on them by the
management, the construction team by
means of trust in each other along with
cooperation and teamwork are doing their
outmost to come up to management’s
expectations. Their efforts are in line
with the high standards HEE sets out for
all the projects it undertakes under the
slogan of “construction excellence”.
highlighted as the key words. The 2151 residential
terrace
and
duplex
apartments
come
equipped
internationally designed interior spaces that embody
views of the meandering Creek, landscaped gardens
office studios and 60 villas along with 8 boutique
and health clubs, 4500 car parking spaces and
make
up
the
3
podiums.
Akhbar would like to thank the 592 team
for their contributions in the compilation
of this articlen
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
7
NEW
Perspecti
PROJECT UPDATE
JW Marriot Hotel
Abu Dhabi
H
EE recently signed an agreement with Abu Dhabi
National Hotels (ADNH) to construct the second phase
and final touches of JW Marriot Abu Dhabi Resort and
Spa. The project which is expected to finish by the end of 2009
will have of 10 nos. Hotel Blocks, 88 chalets, venation village
including 33 apartments, SPA building, Staff Accommodation,
Ancillary buildings, service building, security building, 7 nos.
new substation, 86 pergolas, 11 gazeboes, 3 nos. shades
to swimming pools, tennis building and car park along with
external works with a total built up area of 177,791 m2. It will
be the first JW Marriot brand in the UAE’s capital and will be
constructed on the Abu Dhabi water canal opposite the Grand
Mosque. Chairman of ADNH his excellency Khalifa Nasser Bin
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AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
Huwaileel Al Mansoori, said: ‘We chose Al Habtoor Engineering
Enterprise to complete the construction work of JW Marriott
resort based on their expertise and reputation both in the UAE
and the Gulf region. JW Marriott resort is slated to be one of the
major landmarks in Abu Dhabi for business and tourism.’ Riadh
Tawfiq Sadik, Chairman of HEE also commented that: ‘We are
extremely happy to be working with ADNH, which is a pioneer
in the UAE’s hotel and hospitality sector. We look forward to
a long-term relationship and other mutually-beneficial projects
with ADNH in future.’ With its unique design and location
together with the executive and uxorious detail that will go into
making this landmark, the JW Marriot hotel will surely be a
huge attraction for tourists and locals aliken
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Perspective
“The Largest Pour”
Dubai Tower - Qatar
W
hat’s the largest concrete pour that you’ve heard
about? This is a pour that started on a Wednesday
and finished on a Sunday. In short, it went on for 5
days. Over these five days, a total of 15,000 cubic meters of
concrete was poured into a giant crater. In the preceding two
months, 5,000 tonnes of steel was installed in the foundation
area. This task kept the site working twenty-four hours
continuously. It then took two weeks of preparation before
the final pouring operation. The challenge was to cast this raft
without a cold joint. While an operation of this scale usually
has concrete pumps pouring in concrete from all sides off the
site, the unique location of this site meant that it could only be
approached from one of the four sides of the fence. So all the
concrete mixers had to come to this one side of the fence and
pour over an area of 6000 square meters, and upto a depth of
3.5 meters. A whopping 1,785 individual trips had to be made
by concrete trucks to the site to supply all the concrete. This
led to a logistical nightmare for those involved, and was really
a challenge to control. The project is a Joint Venture between
Al Habtoor Engineering and Al Jaber Engineering, and upon its
completion, it will be the tallest building in Qatar. Al Wataniya
Concrete, which is a subsidiary of Al Jaber, was the sole
supplier of concrete for this job and carried out the pour. It also
arranged for all the cement and the washed sand to be made
available. The Concrete Consultants were GHG, and high-flow,
self-compacting Grade 75 Concrete was used for the jobn
Yas Island Hotels
Abu Dhabi
The New JAFZA
Convention Center Dubai
H
EE has been awarded the contract to build two hotels
on Yas Island in Abu Dhabi worth a total Dh506 million
by Aldar. The project comprises of the construction of
two separate four-star hotels on adjacent plots on Yas Island
in Abu Dhabi. The first hotel comprises of 400 rooms and 30
suites; the second hotel will consist of 200 rooms and 10
suites. Also included is a ballroom, function rooms, food and
beverage outlets and recreational facilities. The construction
will commence immediately and will be completed in September
2009n
H
EE has secured the Dh1.9 billion contract for the
construction of the new Jafza convention centre in
Dubai for the Jebel Ali Free Zone Authority. The Jafza
convention centre complex will comprise the twin towers
for the convention centre, a food court, a 33-storey office
complex and seven-storey hotel. “These new contracts are
further evidence of the tremendous opportunities for growth
for Leighton International in the Arabian Gulf region, and the
UAE in particular,” said David Savage, managing director of Al
Habtoor Leighton Groupn
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
9
NEW
Perspecti
UP CLOSE AND PERSONAL
A Chat with Crawford Dunn
U
p Close and Personal attempts to get to know the
person behind the designation. This month we have
chosen Crawford Dunn, the Commercial, Legal and
Risk Director for the Al Habtoor Leighton Group. Many do not
know that, outside of his work, he is also a dedicated sportsman.
In this feature we actually see how one man’s passion for sport
and the outdoors has made his whole family go getters and
individuals who push their limits for the sports that they love.
Tell us about your childhood and your family
I was born in Northumberland in the North of England, and went
to school in Newcastle upon Tyne. My father was a butcher
with a chain of businesses throughout the Newcastle area. My
mother ran the business during the Second World War and
later went on to be a passionate golfer, playing her last round
three months before she died at the age of 89. I have a brother,
Maxie, who is two years older than me, and a sister, Judy, who
is nine years older than me.
I met my wife, Barbra in 1970 while I was competing on the
Scottish International Rally and we married in 1974. She is
a horse-riding and skiing enthusiast. We had our first child,
Amanda, in February of 1976, and she was just nine months
old when we first moved to Dubai. A qualified physiotherapist,
she and her husband Paul now live in New Zealand and are elite
Tri-athletes, both competing at the highest level with a number
of top placings at all distances including Hawaiian Ironman. Our
son Fraser was born in 1979. He is consumed by speed and
in his early years represented Great Britain in downhill skiing.
Having qualified as an automotive engineer he now follows
a more sedate life with Aston Martin Special Operations,
developing their race cars! It’s a hard life, but someone has
to do it.
What is your educational background?
I did all my secondary education in Newcastle where I attended
Dame Allan’s School. We lived immediately behind the school
which was very useful – especially in the winter when the playing
fields were water logged and we would be sent out on a run – I
was able to nip into the house and have a cup of tea while the
rest of the guys slogged it out.
Where and when did you begin your career?
My original career was to have been in the Hotel and Catering
Industry. I had been accepted at Strathclyde University to read
Hotel Management with the outline strategy that, following
qualification, the family would purchase an hotel, which I would
run and which would be supplied by the other parts of the
family business. Just prior to taking my place at University I
was working with my father when he died suddenly at the
age of 52. My brother and sister had left home to pursue
their careers and I found myself in the difficult position of not
wishing to leave my mother on her own in what were extremely
trying circumstances. In the next five days, I found a job at a
construction company. I knew nothing at all about construction,
( some say I still don’t!) but it was a job that enabled me to stay at
home. For the next five years
I worked on a ‘block-release’
programme, whereby I
would work for two months
and study for one month.
The downside of these
programmes is, of course,
while you are away at college
nobody else covers your
work, so there is a lot of
catching up to do when you
return to the site. Eventually,
in 1972, I qualified as a
Chartered Surveyor.
Chart out for us the career
path that you have taken
The first company I worked
for was Brims, a small to
medium size contractor
based in Newcastle. I was
at first involved in heavy civil
10
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
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NEW
Perspective
engineering and one of my earlier assignments was with the
completion of the Tyne Tunnel. After eight years I left Brims to
join Dowsett Engineering who were one of the top road building
companies in the UK during the 70’s. We had recently moved
to Yorkshire and I was able to work on the York By-Pass heading
up the claims team.
In 1976 I came to Dubai and joined Al Futtaim Wimpey where
I worked on the construction of Mina Seyahi harbour and the
breakwaters for Jebel Ali Port. Construction at that time was as
hectic as it is today. I remember the Company being awarded
a huge project one day and mobilising a complete site with
cabins, etc the very next day. Time for completion was just as
tight then, but at least you could concentrate on the job in hand.
Not only were there no mobile phones, we didn’t have landlines
either! After leaving Wimpey I joined John Laing International
and spent 4 years in Jordan and then a further 4 years in the
Sultanate of Oman before returning to the UK in 1987. After a
short period working within the building division of Laing in the
UK I rejoined John Laing International firstly as Chief Quantity
Surveyor before becoming Commercial Director, a position I
held for 10 years. I then spent a further 4 years as Commercial
Director for Jarvis Construction before deciding to go overseas
again, before hanging up my boots.
What brought you to HEE? Tell us about your role here
I had been speaking to David Knowles about wanting to get
involved with a major ‘signature’ type contract and to be based
on site. I suppose there is an element of reliving your youth, but
there is something incredibly satisfying about working in a site
team. So I joined HEE as the Project Commercial Manager at
Business Bay (Site 592). A few months later, the company’s
Commercial Manager left and I was asked to take over his
role. It is a fascinating job made all the more so by the recent
alignment with Leighton. The major challenge in this region
for the Commercial Department, is recruiting the right senior
people in sufficient quantity. With the ever increasing demand
with each new project that we are awarded, we are constantly
on our toes to have our teams in place.
Take us through your schedule of a typical workday
I typically get in to the office at 7am and spend the first couple
of hours dealing with ERP approvals and email.I never fail to
be amazed at the way email traffic has increased over the last
12 months, a fact which probably reflects the total growth in
our business. A typical month will involve at least 14 separate
meetings, some of which will last all day, some may take place
in Abu Dhabi or Qatar and some of which involve our strategic
partners – Murray and Roberts. Lunch varies from a rapidly
grabbed sandwich at my desk or a slightly more relaxed trip
to the Bin Sougat Mall with Richard Corish. Those afternoons
when there are no meetings are used to catch up on other
paperwork and correspondence. After work I normally put
in about an hour of exercise, three times a week, followed by
dinner, and then its off to bed at 11pm.
What are your hobbies and how do you spend your leisure
time?
Cycling is my passion. I started racing when I was 15 and
continued doing so until I was 22. The nearest I got to anything
significant was a trial for the 100 kilometre Team Time Trial
for the Mexico Olympics. Needless to say I didn’t actually go!
I became disillusioned with cycling at that time, probably as
a result of the huge effort required for minimum recognition,
together with a realisation that there were other things going
on in the world around me. I got into motor rallying through my
brother and became absolutely hooked. I competed at National
and International level for over 18 years with such results as
2nd in the 1986 Middle East Rallying Championship, 3rd in
the 1972 Motoring News Championship and 6th in the 1973
RAC National Championship. My last event ever was the 1986
Dubai International Rally which we were leading at the half way
point, only to have the prop shaft fly out at high speed in Jebel
Ali, thus gifting the win to Mohammed Bin Sulayem.
When I went back to the UK, I did nothing for four years except
putting on weight. I eventually persuaded myself to take out an
old bicycle for a ride, and over a period of time got back into
the swing of it. After doing 7 years of cycling, specifically for
weight control purposes, 4 years ago, I began racing again in
the UK. The changes that had taken place over the intervening
30 years in training techniques, dietary control, bike design,
aerodynamics and technology is staggering. At the age of 57
I was able to ride a 40 kilometre time trial in a time only 25
seconds slower than when I was 17! I now spend about 4 hours
cycling each weekend in Dubai with a group that has been in
excess of 120 on some Fridays and includes such luminaries
as Graeme Dunn and Neil McKay from Gulf Leighton. My next
major event will be L’ Etape du Tour which takes place in France
in July at the same time as the Tour.
What are the values that you cherish and live by?
One of my key beliefs in my working life is ‘A problem shared is
a problem halved’. I can never understand why people would
want to keep problems to themselves. Once you share the
problem, you have more minds working on trying to solve it, and
therefore have a much better chance of reaching a solution. I
try, whenever possible, to develop an understanding amongst
the staff that nobody is going to shoot the messenger. The last
thing management wants is surprises at the last minute, and
it’s in everybody’s interest to get the issues out in the open as
quickly as possiblen
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
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SPECIAL FEATURE
Al Habtoor Leighton Group
The New Structure
Getting
the
structure
right is the first step to a
successful
international
expansion,
and part of this is providing senior
management with suitable
autonomy and responsibility.
F
ollowing the Habtoor Leighton partnership, the last
issue of the Akhbar Al Dar attempted to familiarize the
readers with Leighton International’s history and global
presence. The goal was to enable readers to understand the
background and ascertain the synergy that will arise when two
industry leaders join hands. This issue will discuss the internal
changes that are taking place as a direct result of the merger
and the marketplace impact.
A noteworthy aspect is that the marriage of these two brands
will not lose their individual brand equity. Both companies will
maintain their individual markets and clientele. Thus it will
retain the individual brand strength and assets.
A challenge nevertheless the Management has created a
non commercial entity known as the Habtoor Leighton Group
(HLG). Its nature is that of a holding company. It will provide
guidelines, procedures and support to the operations of each
individual entity.
Internal Structural Changes
A new management structure has been introduced within
the organization. Under this structure a Board of Directors
has been established. This includes Riad T. Sadek, the Group
Chairman; Mohammad Al Habtoor, CEO of Al Habtoor Group;
David Savage, Managing Director of Al Habtoor Leighton;
Nigel Poole, Deputy Managing Director of Al Habtoor Leighton;
Wal King, the Group Managing Director of Leighton Holdings
and Michael Connolly, the Chief Financial Officer of Leighton
International. As Chairman, Riad T. Sadik will preside over
all board meetings. David Savage will manage the day to day
operations of the Habtoor Leighton Group.
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AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
The Group comprises four separate operating divisions based
on the geographic areas of responsibility. It will continue to
acquire business and promote growth under the HEE brand.
Leighton’s individual market expansion will be progress under
the Gulf Leighton brand. All four divisions are supported by
HLG corporate team.
Nigel as the Deputy Managing Director controls and manages
the Group’s Associated Businesses, consisting of all the
associated companies e.g. HSSG, Habtoor Specon, AHI and AHS
and new business expansions. Abdullah Muwahid continues as
head of Abu Dhabi operations as GM HEE Abu Dhabi, Nasr A.
Nasr also continues as head of Qatar operations as the GM
HEE Qatar and Tony Saadie has been appointed as the GM for
HEE Dubai.
Graeme Dunn is the GM for Gulf Leighton’s operations. Each
division will function independent of the other with their own
business development and profitability within the corporate
guidelines. The divisions report directly to the Managing
Director. Adel Lafi has been appointed as the General Manager,
Finance and Administration of Leighton International.
David Leonard has joined the Group as Chief Operating Officer.
David will control and manage the group corporate support.
Together with the Corporate Affairs team, these all form a
part of the Al Habtoor Leighton Group. The Corporate team
includes:
• Procurement led by Ibrahim Huneidi.
• Commercial, Legal and Risk led by Crawford Dunn.
• Human Resources and Administration led by Hassan
Bazzi.
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NEW
Perspective
• Planning led by Jafar Khair.
• Information Technology led by Naghman Akhtar.
• QHSE led by Ian Ratcliffe in an acting capacity.
Corporate Affairs is led by Lina Sadek who will report directly to the MD and will be supported by the Leighton International
Corporate Affairs Team. The corporate team members will
work on systems and policies that will define processes and
guidelines executed at the divisional levels. They will thus
maintain the strategic control while the divisional counterpart
will manage the operative control.
What the merger means to the employees
The company is undergoing a transition phase including
reshuffling of people with the right expertise into the right
places. This has given rise to speculation about job security
and company management as would occur in any merger
and acquisition situation. Queries about how the merger
would function and what would be the impact on the merged
company’s internal and external environment are being raised
from all sides. As a result management is taking various
steps to announce and communicate the new systems and
plans. One of the important aspects of this partnership is
that all employees have positives changes to look forward
to. The Al Habtoor Leighton merger necessitated some
changes to encourage further growth. These include
organizational restructuring to manage the current growth
and encourage further development. Management believes
that people perform better when given greater autonomy
and responsibility. This was a key factor in the restructuring
distinct market and areas of experience which includes multi
use buildings structure. Gulf Leighton’s primary expertise lies
in civil infrastructure works. Thus both operate as two distinct
brands in this market – Al Habtoor and Leighton – but they
are part of the same group. Both brands attract very different
clients, so HLG stands to benefit by having both brands operate
here.
David Savage pointed out that, “Robust systems are an
essential ingredient in moving into a new market, as are clear
and concise policies and procedures. Having strong systems
makes it significantly easier for new recruits to assimilate
into an organisation and begin operating as the company
expects them to. When systems and procedures are clearly
documented, new staff quickly learn what they are required to
do, and how they are required to do it, and are able to adapt
with much less supervision” David further explained, “Getting
the structure right is the first step to a successful international
expansion, and part of this is providing senior management with
suitable autonomy and responsibility. The keys to successful
international expansion, includes systems, flexibility, marketing
and branding, patience, presence and, most importantly,
people trust and confidence in our people, providing them the
opportunity to grow and enhance themselves is one of the
major focuses of the company.
Communication Plan
Internal
To communicate the new structure, presentations were
conducted in Qatar, Abu Dhabi and Dubai. Each General
process of the organization. Stronger systems and enhanced
policies are being developed. Staff development programs
are being introduced. More details of these programs will be
discussed in the forthcoming issues.
Manager was formally introduced. Their roles and
responsibilities were communicated to all. Each division
explained their responsibilities and accountabilities to their
respective teams.
What the merger means to the Industry
The first session was held in Qatar with Nasr A. Nasr, the
General Manager of HEE Qatar, giving a presentation to his
team. He also introduced David Savage who spoke about the
A critical element of the restructuring process is that there is
no change in the Al Habtoor brand and logo. HEE has its own
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
13
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SPECIAL FEATURE
changes taking place. Staff were assured of their jobs and
positive career movement. The session was held on the 20th
of November at Rydges Plaza Hotel in Doha, and was followed
by dinner. About fifty members from the Qatar division, some
members from the corporate team and the Deputy MD, Nigel
Poole attended the meeting.
The second session was held in Dubai. The attendees included
Corporate Managers, HEE Dubai Division Managers and most
of the Project-Directors and Project Managers operating within
Dubai. The meeting began with the MD’s address, explaining
the new structure. It was followed by Nigel’s expression of
faith and trust in the employees for their continued support.
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AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
Finally the new General Manager for Dubai, Tony Saadie was
introduced. Tony has 24 years of work experience in various
strategic roles. The last session was concluded in Abu Dhabi.
Mr. Abdullah Muwahid, General Manager of HEE Abu Dhabi
organised a meeting for key staff members in the recently
constructed ADNEC facility. The new structure was presented
by David Savage and Nigel Poole. It was followed by question and
answers. Recently the HLG Corporate team also met to discuss
and analyze their corporate and divisional functions. Detailed
procedural guidelines are being devised for smooth operations.
Hopefully these meetings and face to face discussion forums
will continue. For more queries and information please send a
mail to corporateaffairs@habtoorengg.ae
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Industry
To the market, the partnership between HEE and Leighton
International will be known as Al Habtoor Leighton Group. Al
Habtoor Dubai, Abu Dhabi and Qatar Division will maintain the
Al Habtoor Engineering brand and bid tenders and acquire
business under its own banner. Existing Clients will continue
to do business with the respective General Manager of HEE.
Gulf Leighton as a division of HLG will develop and acquire its
own civil infrastructure projects. All Clients and Consultants
can look forward to increased expertise and technical knowhow. They will continue to receive the same high standards as
before.
Media
All projects will be announced to the media as Al Habtoor
Leighton Group, indicating the division under which it would
operate. Although the last issue of Akhbar explained in detail
Leighton’s history however the diagram below will reflect
Leighton and Habtoor relationship.
This article serves to fulfil the initial queries of readers. More
articles will follow that will explain the various procedures
and systems that the company will be introducing. A market
communications program for the next six months is being
developedn
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
15
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Perspecti
HEAR IT FROM THE EXPERTS
The Mechanisms of
Plants & Machinery
Plant Manager - Nachat Issa
T
he department is largely responsible for managing the
entire plant and transportation equipments relevant
to the business. It is like a huge workshop functioning
nonstop. However a closer introspection reveals an elaborate
and structured system of management. It is divided into four
divisions. These include:
1 Plant and Machinery Management
This section provides relevant equipment to all project sites.
They ensure machinery is fixed and replaced within the
stipulated timeframes. It also provides support to sites from the
beginning to the very end, for example, shifting the port cabins,
providing various vehicles, power-generators, machines, tower
cranes and lift hoist.
The division is also responsible for arranging the external
machinery hiring required at sites, such as buses and mobile
cranes including maintenance and diesel supply. In addition
the department is responsible of arranging the cranes, the lift
hoists, placing booms, erecting, maintaining, and dismantling
them at the sites.
2 Transport and Vehicle Management
This section although under the strategic control of the Plant
Manager is managed by the Assistant Manager Bedros
Bedajikian. Mr. Bedros explained the services that transport
division offers which range from providing staff and labour
commutation facilities to materials’ transportation. Pickups
and mobile cranes are allocated for shifting and transporting
materials from the Store department to the respective sites.
A proper roster is maintained to control delays and optimize
costs.
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AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
This division was established parallel to
HEE’s inception in 1970. It used to be
a single office room with an adjoining
small workshop. It is successfully
managed by Naschat Issa till date.
Naschat Issa proudly displays the log
systems and database that are updated
at frequent intervals to guarantee an
error-free processing. It is a pleasure
to speak to him as he recounts his
various
experiences
and
solutions
given during critical issues. He is the
living history of the company and still
enjoys a direct control on activities.
3 Electric Workshop
This workshop includes three core functions which are carried
out in separate workshops. This includes:
a. Power electrical workshops: Provides temporarily
power supply to the sites, by providing them with
generators, power and cable connection from DEWA
(Dubai Electricity and Water Authority) and complete
maintenance. It also carries out routine day to day
maintenance of electrical hand tools, e.g. drill machines,
angle grinders and other power tools.
b. AC Workshop: This workshop is dedicated to the
maintenance and repair of AC units (window and split)
at all offices including the Head- Office, site offices and
labour camps.
c. Plumping Workshop: The plumbing workshop provides
connections for water supply at all locations.
d. Mechanic Workshop: As the name indicates all
mechanical services, tyre repairing, steel fixing, repairing,
denting and painting are managed here.
4 Plant Stores
Spare parts for vehicles and machines are purchased and
stored here. However another plant store is located in the
main yard as a huge land area is required storing the tower
cranes and lift hoists.
There are two other important activities that are performed by
the Plant department:
i. Managing the Accounts: Plant department has its own
asset management system through renting and leasing
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vehicles and machinery to the projects. Some projects
have their own tools and machines which are charged
for any mechanical or repairing services.
ii. Purchase: The department is also responsible of issuing
LPO’s from accounts, supplying spare parts and external
hiring for tools and machines.
The new facility at Al Quoz Yard No. 2
The new plant facility, constructed at Al Quoz yard No.2, is a
bigger and more sophisticated. The construction has recently
been concluded as a result minor works are still in progress.
Shifting from the current location will commence in January.
The total area is 22,630m2 including the open areas; the
shaded area is 9,771m2. The offices area is 1,230m2. This
consists of 40 new offices. Mr. Nachaat Issa showed us the
art work and layout of the new office and area design. The
place looks massive, well organized and well designed. The new
sections added include:
1. Fuel Station, with a system of electronic cards for each
vehicle to trace the cost and number of times filled.
2. A sand blast machine that has been imported from
Holland and follows the environmental rules.
3. Modern washing system: All vehicles from now on will be
washed and cleaned from dust and concrete internally
by using modern equipments. The washing area will
include a Hydraulic Jack which will be able to lift a 25
tons car for under cleaning purpose.
4. Modern painting system has also been implemented.
5. Upholstery work room
6. Net air pressure
7. Massive service area
8. Main store, for storing all needed spare parts with big
quantities and different sizes.
The Plant Department Team
The team is a group of 1293 dedicated professionals who work
round the clock. They keep track of each and every vehicle and
have developed very efficient systems to keep check and control.
Nachat Issa, in a discussion with the Akhbar team, shared all
his memories and fulfillments during the last 20 years of his
tenure with HEE. He explained in details about the function
of each division related to the Plant
department and how proud he was of
the efforts and great lengths that his
team goes to for the achievement of
excellent results.
Jawdat Shawwa, Deputy Plant
Manager, assists and manages all
the Plant activities such as, tower
cranes supply mobilization of new
projects and lift hoist; he provides the
sites with all machinery requirements.
He spoke about the challenges the
plant department faces, “the most
challenging projects were the JBR
and Business Bay Projects. The
company wasn’t used to such massive
projects, but we succeeded with our
limited resources because of proper
management”. We are implementing
international standard facilities and
manpower to be able to give better
support to the future projects.
Jawdat Shawwa
Moeen Maarouf
Bedros Bederjikian
Moeen Maarouf, Transport Supervisor
is responsible for the daily schedule
of the buses and trucks (logistics
in transport), he takes care of all
the drivers, their work hours, their
problems, overtime, and he controls
their tasks. He mentioned some
statistics within five years as detailed
in the chart below.
Emad Sabti
Bedros
Bederjikian,
Assistant
Transport
Manager,
heading
transport department for all its
activity, reports directly to the Plant
Manager. He organizes all the
Labourers and staff transport from
camps accommodation to different
sites and vice versa. He is responsible
Ahmad Issa
Transportation Statistics in the last 5 years
Light Duty
Drivers
Pickups
Mini Buses
Heavy Buses
0
Year
100
Heavy Buses
200
Mini Buses
300
400
500
Pickups
Light Duty
Drivers
2002
43
4
60
165
2007
166
38
123
443
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
17
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HEAR IT FROM THE EXPERTS
Kabel Al Abbsi
Ali Shour
Khaled Abazly
Hussam Naghi
Ayad Al Kaissi Nasser
of organizing material delivery related
transport vehicles schedule, allocating
the mobile cranes to the sites and
locations as per requirement, leading
a team of 10 offices staff including
transport
supervisor,
Assistant
supervisor
transport,
transport
coordinator and assistant coordinator,
fleet tracking controller, secretary and
clerks. He controls the fleet tracking
management system which is an
advanced technology through which
they can monitor the movement and
the tracking of all the vehicles which
leads to accurate revision for require
traveling time and getting better
performance of a vehicles during
its duty. It is a software with a GPRS
system and locators (small device)
which is mounted in each vehicle
separately. E.g.: we insert the vehicle
number (fleet number) then we be
able to get all details related (vehicle
location, address and map), as we can
also get tracking reports for maximum
60 days from the same system for
each vehicle. Another activity that he
controls is the vehicles registration,
renewal, updating insurance renewal,
organizing light vehicles drivers and
related matters are also part of his
responsibilities. We asked him about
the new plant department area and he
said, “I believe it will be beneficial, the
new facilities are equipped with new
equipments, as it’ll reduce the repair
cost of some kind of jobs in the local
market, especially in the washing area
service sector. We will be having 2 car
wash areas, one automatic for small
vehicles, and another one is manual
for heavy buses and trucks.
Service areas in the new plant department
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AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
Ali Shour, Assistant Transport Supervisor, enjoys calling himself
the middle man, between the transport and the plant. A man
with a great sense of humour highlighted the importance of the
vehicles management program that the company implemented
to control their movement. An average of 80 cars light vehicles
are moving around at all sites. He is in charge of light vehicles
renewal registration, services and its updates, as he follows
up all regulations with RTA. He spoke about the degree of the
accuracy required by him and contingency provisions as urgent
situation occurs anytime and a swift action is called for. “The
company is growing fast, we have a lot of cars but fewer drivers,
because of the difficult rules of allowing a driver with a new
driving license to take the responsibility of a car, and they have
to be trained well to be able to drive to different destinations”.
Eng. Hussam Naghi, Electrical Engineer, coordinates between
the Plant Department and the sites. He is responsible of Tower
cranes, lift hoist, placing boom and generators in all sites
(fixing, repairing and maintenance). He is so proud that he is
a member of HEE family; especially that he is part of the Plant
Department. He always says, “We are the unknown soldiers of
HEE”.
Eng. Khaled Abazly, Electrical Engineer, is in charge of providing
support to all sites from the start to finish of a project. He
provides all equipments needed for construction job and offices
at the sites, by providing water and electricity. He arranges
water supply and plumbing provisions, the air conditioning and
water cooling systems to the sites. The systems they install are
temporary and last for 6 months maximum, till approval from
DEWA is obtained for installing the official system provided by
them. He spoke about the circulation of the machines from
one site to another, taking into consideration the stages of
the different projects, “my responsibilities give me high level
experience and qualification, it is so challenging”. “The systems
I mentioned are the nerve of each project, without water and
power a project will never be able to start”.
Ayad Al Kaissi Nasser, Technical Engineer is responsible for
the service and maintenance in general and accidents reports
in specific. Everyday at 6:00am he is responsible for sending all
service pickups to the sites, as he controls the services from
The facilities in the new Plant Department in Al Quz
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the head office. For accident and insurance management, he is
responsible for taking photographs, preparing orders for spare
parts for cars if needed, arranging the claim for insurance,
follow with mechanical workshop, dental and painting. He orders
different kinds of oil for the company’s engines and vehicles and
all services requirement.
Ahmad Issa, Sr. Plant Accounts in charge, is in charge of
monitoring and recording monthly internal hire including
repair charges / invoices for transportation, machinery and
equipment for all HEE and Joint Ventures Sites. He takes care
of the timely submission of a driver’s monthly timesheet. His
other responsibilities include reconciling supplier’s statement
to ensure all invoices are forwarded to the Accounts
Department for processing payments. Finally he also prepares
all the outstanding LPO’s (Local Purchase Orders) and monthly
payables reports.
Erwin Roque (Accountant): He is responsible of checking
LPO’s, reconciliation of suppliers accounts, and making
monthly approvals payable, transmittal of LPO’s to Accounts
Department. Erwin spoke about the wide experience he
acquired since he joined HEE internally and externally and he
said, “I learnt how to communicate, coordinate and cooperate
to our suppliers as well as to my colleagues”.
Amer Siddiqi, Transport Coordinator, assists the transport
supervisor by controlling and organizing the labourers’
transportation to and from all construction sites. He checks
the vehicle progress, the Labourers transport progress which
should be achieved a 100% on time perfection ratio.
Eng. Emad Sabbti, Mechanical Engineer, controls the vehicles
and tools tracking system, and coordinates between the Plant
Department and the sites. He checks the needs of each site
and provides them with the tools and equipments needed
to make sure that the work is on its right track. Equipments
are: (concrete mixers, cranes, bar cutters, compressors,
generators, block cutting machines).
Kabel Al Abbsi, Mechanical Engineer, is responsible for the
vehicles’ maintenance and passenger cars (Heavy & Light
vehicles). Also he controls the
maintenance for the civil construction
machines, such as, air compressors,
rollers, and plate compactors.
He receives the job card for each
vehicle from the transport section,
then he checks up for the vehicle, if
spare parts are required, then he
orders the part through a material
requisition, after receiving the parts,
he fixes them and transfers back the
repaired vehicle to the transport, after
this the job card is closed. He spoke
about how maintenance take place
at the sites also, by saying, “When we
receive any complain from any site,
we send mobile service pickup to do
the service and test there as per the
service program for all machines at
the sites”. When questioned about the
new workshop in Al Qouz, he said, “It is
completely different! It is a wide area
with modern tools and equipments. It
gives our technicians ability to be more
productive, especially that we are
following all safety and environmental
regulations”.
Erwin Roque
Basel Soudah
Amer Siddiqi
Basel Soudah, Purchaser, is
responsible for receiving MTO
(Material Transfer Order) from
engineers, after getting the approval
of the Plant Manager; he seeks
Raghunathan
quotations and accordingly issues
the LPOs, for a purchase. To him his job is so exciting; he
is in a direct contact with the suppliers and the machinery
field, updated for all new materials in the market.
Raghunathan, Executive Secretary is one of the earliest
employees at HEE, and assists the Plant Manager in all
administrative works. He is the right-hand of the manager and
supports all projects by providing machines and vehiclen
The new plant will be bigger and better
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
19
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EXECUTIVE DEVELOPMENT
Learning in Al Habtoor-Leighton
Keith Abbot, Group Manager
Organisational Development & Learning
The future success of our business depends on our
ability to continually develop our employees’ skills
and abilities. Successful companies understand that
supporting the ongoing learning and development
of employees is a competitive advantage.
A
l Habtoor and Leighton have made commitments to
their employees’ development, even prior to the merger.
These commitments include initiatives such as Habtoor
Engineering Enterprises Training School (HEETS) and Leighton
University. Learning and development at Al-Habtoor-Leighton is
underpinned by a belief that learning;
• Is a key to our long term competitive advantage
• Is a shared responsibility of the employee, their manager
and the organisation
• Improves employee job satisfaction
• Is supported by, but not limited to, training programmes.
Significant learning occurs on the job.
So what can you expect in regard to your development with
Al-Habtoor-Leighton?
Everyone can expect to be involved with some or all of the
following:
• An individual development plan agreed with your
manager
• Regular feedback from people you work with about what
you are doing well and where you can improve
• Significant opportunities for learning on the job
• Attendance at technical/professional development
courses, seminars and workshops
• Participation in leadership and management
programmes
• Involvement in team building. What do I do to ensure my development?
Every employee, supported by their manager, should have a
development plan. A comprehensive development plan should
include the following steps;
1. Assess
2. Plan
3. Implement
4. Review
20
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
1. Assessing development needs
There are many things that can be the focus of someone’s
development, and determining learning priorities is paramount
to ensure energy is directed towards the right areas. To identify
these areas requires both an assessment of your capabilities
and an evaluation of your current and future role requirements.
There are several tools that can assist with identifying your
strengths and development needs. These include structured
feedback (e.g. 360º assessment and aptitude tests) and
informal feedback from colleagues, clients and manager (e.g.
“Can you tell me how I can improve?”). Similarly discussions with
your manager to clarify the key deliverables of your role, the
skills required, expectations about who you need to work with
effectively and other expectations about conduct and behaviour
will inform you where to focus development to optimize your
performance.
2. Development planning
Effective development planning is about finding effective ways
to enable the improvement of knowledge, skill development
or behavioral change. A common assumption is that training
courses are the best, or even the only way people learn. A
study of learning in corporations indicated that 70% of real
learning actually takes place on the job. People learn largely
by doing, or practicing the skills and competencies required
in “live” situations. Approximately 10% of learning occurs
in a formal training setting. That is not to say that training is
not effective, but it requires on the job application to ensure
learning is retained. The most effective development plans
include identifying workplace opportunities to learn.
There are other ways people learn. We all learn from the
people around us, and finding a suitable role model or coach
can be an integral part of a development plan. Learning from
others can be done informally - observing others, and formally
- agreed coaching and mentoring programmes. You should
also consider reading (magazines, journals, and books), various
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multi-media (the internet has a wealth of knowledge on just
about every topic ever imagined) and peer/industry networking
opportunities (seminars, industry networking evenings etc).
Effective development planning is ensuring that learning
goals are SMART (specific, measurable, achievable, relevant
and timely). Successful learning is a combination of having a
specific goal, the resources and motivation to achieve it, and
a time frame by when the goal should be achieved. Shared
responsibility for identifying development needs with your
manager ensures learning outcomes are relevant.
3. Implementation of development plan
Successful implementation requires the discipline and support
to follow through. Review your development plan frequently
and plan ahead to ensure the day to day ‘urgent’ issues do
not swamp your development actions. Treat each learning
goal as seriously as you would a job related goal. Celebrate
achievements and share your learning achievements with your
manager regularly throughout the year.
4. Reviewing learning and development
Reviewing learning should be a continuous and ongoing event.
Planning regular discussions with your manager is a good way
to seek formal feedback on your development progress, reevaluate your plan, note achievements, and make adjustments
where required. Your manager and the organization also
have a shared responsibility for reviewing and recognising
your improvements.
Where to from here?
The merger of Al-Habtoor and Leighton provides opportunities
to support and encourage the development of our people over
the next twelve months;
• HEETS will continue to focus on further developing the
skills of our labourers and trades.
• We will revise and further develop our induction
efforts,
• More structure and resources will be provided for
ongoing professional and technical development
• Additional leadership development programmes, such
as the Management Development Programme.
When each individual takes responsibility for their development
this ensures the growth of the individual and the organization.
We encourage you to look for opportunities to learn in your
workplace everydayn
Al Habtoor Engineering launches its first publication:
“Building Services Planning Manual”
A
l Habtoor Engineering’s Planning Department recently
announced the distribution of its first “Building Services
Planning Manual”, a comprehensive guide to building
services. As explained by the Chairman, this is the first of its
kind in the entire UAE and is the result of a year’s research
and planning. The Planning Department had been working on
the research and spade works for more than a year.
In the third week of May 2007, a brainstorming seminar was
organized and was attended by several industry stalwarts
including Dubai Municipality, renowned Developers, Project
Managers, Clients and Consultants, leading Contractors, MEP
Specialists and other industry giants in order to address the
common needs and find appropriate solutions for them.
Critical aspects of mechanical, electrical and plumbing have
been discussed with detailed guidelines ensuring technical
gaps in the current environment are bridged. This is the
beginning of several other publications in the future, which
will relate to various technical and engineering aspects of the
construction industry. This publication is available for anyone
from the industry to order from the company by sending a
mail to corporateaffairs@habtoorengg.aen
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
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IN AND AROUND HEE
8th International Conference on
Multi-purpose High-rise Towers and Tall Buildings in Abu Dhabi
I
n the 8th International Conference on Multi-purpose Highrise Towers and Tall Buildings which was held in the Le
Royal Meridian hotel in Abu Dhabi, Al Habtoor Engineering
Enterprises was one of the proud Bronze sponsors. The
theme of the conference was “Innovations in Conquest of
Vertical Space – Reaching for the Skies” with hot topics
such as structural analysis and design, sustainable and eco
architecture, foundations, earthquakes and smart buildings.
Organized in association with The International Federation
of High-Rise Structures (IFHS), with previous venues being
Bangalore, Singapore, London, Kuala Lumpur, Madrid, Toronto
and more recently Dubai in 2005. The decision by the IFHS to
choose Abu Dhabi and stick with the UAE as the 2007 host,
is out of recognition of the Emirate’s emergence as one of
the fastest growing cities worldwide in terms of towers and
tall buildings and HEE’s presence and sponsorship further
enhanced and confirmed its paralleled development with the
UAE. The conference lasted for two days (10th and 11th of
December) with distinguished local and international guests
and speakers getting further equated with HEE’s history, its
landmark projects, current and future projects and the recent
Al Habtoor stand at the conference hall
partnership with Leighton International through our stand in the
conference hall. The stand was organized and maintained by the
Corporate Affairs department in Dubai and the senior figures
in Abu Dhabi participated in the conference. The feedback was
very productive and the conference was a complete successn
Al Habtoor Engineering participants in the Abu Dhabi Conference
A Visit to Thiess Leighton India
T
he Corporate Affairs Department embarked on its first corporate communication strategy. Theiss Leighton India
Leighton International assignment. Shahnaz Imam was specializes in mining, infrastructure and related construction
sent to Theiss Leighton India to assist them in their activitiesn
Marcus Carroll - Executive Manager HR, Deepak Chitgopekar - General Manager,
Corporate Affairs, his wife and other members of Thiess Leighton India
22
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
Genan Sijercic - Business Systems Manager, Shahnaz and Marcus at TLI
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AHI at INDEX 2007
E
Delegates visiting the AHI stand
The Impressive AHI stand at INDEX
very year, Al Habtoor Interiors (AHI) sponsors students
from various universities at INDEX, the largest exhibition
for Interior Design in the region. INDEX 2007 was held
at the Dubai International Exhibition Centre from the 1st to the
5th of November. AHI sponsored a large stand called the UAE
Student Pavilion. There were students and professors from
four Universities in the UAE, where Interior Design is taught,
namely, Ajman University of Science & Technology, American
University In Dubai (AUD), Zayed University and American
University of Sharjah (AUS). The stand was strategically
located in the main-concourse area of the exhibition, which
always draws a large number of visitors. Each university was
given their own space on the stand, with adequate wall space
to hang up the designs and projects of students. In the centre,
AHI displayed its products and expertise in Interior Design
work. The stand was constructed in house by AHI. The GM of
AHI, Basel Ahmed and the Project Manager of AHI, Ibrahim Al
Saheb, were keenly involved in the exhibition. The objective of
AHI in sponsoring these students, is to enable them to be seen
by industry professionals. Students get to meet the decision
makers in their industry and can interact with them on a oneto-one basis. They were delighted with the visitors, and many
students received on-the-spot offers for work, internship or
implementing their projects. Not to be left out, AHI also received
a few serious offers for Interior work on large projects in the
regionn
Project Management Workshop organised by HEETS
O
n the 17th of Dec HEETS conducted a Project
Management training presentation in site 590. The
presentation was prepared and presented by Mr.
Mahmoud K. Irsheid the project manager at the site. The
attendees who were mostly project engineers become more
familiar with market demands and perceived needs, planning,
construction, pre-qualification, contracts and different team
members responsibilities. Even management issues such as
cost, change management were discussed. An interesting
method used by Mr. Mahmoud was to propose different
challenges and scenarios for the attendees and they would right
down the solutions and strategies they would find appropriate
and double check with the instructor. In the end all the covered
topics were reviewed and the feedback was very positive. The
team who attended the training session will receive certificates
from Habtoor Training Schooln
Project Management workshop in progress
Mahmood Irsheid with Project Managers, Senior Engineers and others
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
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IN AND AROUND HEE
Team Building Activity
I
n today’s business world, due to the huge projects and vast
operation area in every field and industry, many projects are
divided into smaller tasks, each being performed by different
people and sum total of all leading to the final result. Though
this process might seem very simple it has its own challenges
in terms of task synchronization and follow-ups, coordination
and communication of required actions and results. To carry
out all of these the main ingredient is a properly defined
and interlinked system among the individuals called “Team”.
David addressing the participants
The word “Team” is one of those words that has countless
definitions and denotations - all of them more or less the same;
on the contrary it is “How teams are built” that needs time,
effort, planning and understanding of roles and responsibilities
among the people involved in the project.
Different short term and long term educational methods have
been introduced and tested to create teams, but the most
effective ones are the ones that can be practiced and rehearsed
among the individuals to create the link and understanding
to one another’s mind set in a simulated environment with
controlled outcomes.
One such event was planned and executed by Corporate
Affairs Department for the new Al Habtoor Leighton Group
to strengthen the bond and connection among key managers
and directors. Over 160 different managers and director
from different locations and sites were invited to the “Chariots
Challenge” which was held in Zabeel Park on 28th November
2007. The event commenced with a casual conversation for
people to introduce themselves followed by a warm up exercise
to know each person capability of bonding and team spirit.
The main exercise was building chariot using the equipments
and the guide manual provided. To this, all invitees were
randomly divided in 12 different teams each differentiated by a
color. Each team had to coordinate with one another through
the whole process; right from planning, assigning tasks, forming
smaller teams for cutting parts, building each piece and finally
assembling all pieces to complete the chariots.
The last phase of the team building exercised was to put these
into test; which boosted a sense of competence and proficiency.
All twelve teams had to assign a rider for the chariot and some
chariot men to pull it in a race.
The day winded up with a lot of excitement and stronger team
spirit among all. Company Managing Director, David Savage and
Deputy Managing Director Nigel Poole awarded medals to the
first three teams for their efforts and proven team synergyn
*more pictures available on the company intranet.
24
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“Green Buildings and Construction Industry in the UAE”
- Seminar organized by HEETS
G
reen building is the practice of increasing the efficiency
of buildings and their use of energy, water, and materials,
and reducing building impacts on human health and
the environment, through improved building envelopes, high
performance glass, increased insulation, significant open office
space plans, using daylight and alternative energy sources such
as Fuel cells and wind. Nowadays construction development at
any cost is not an option, it has been made very clear with recent
rules and regulations that green buildings and sustainable
construction are the only way forward. Right from the design
phase which will be green architecture and green design, up
until the completion everything will be done with preserving the
environment and its priceless resources in mind.
Habtoor Engineering has always been a pioneer in new methods,
procedures and achievements, and you might be interested
to know that before the recent hype of green buildings in the
UAE, back in 2005 HEE was one of the founding members of
Emirates Green Building Council (EGBC). Very recently Habtoor
Engineering training school conducted a training seminar on
“Green Buildings and Construction Industry in the UAE”, with
the aim of keeping HEE engineers and architects up-to-date
with recent developments.
The venue of the seminar was Habtoor Grand and the
conductor and speaker was Mr. Mario Seneviratne, who is the
founder of Emirates Green Building Council and the director of
Green Technologies. Mario’s association with HEE goes back
to nearly 30 years when he worked as a project manager on
Metropolitan Hotel on Sheikh Zayed Road. A postgraduate
from the University of Alabama, Birmingham, USA, Mario has
specialized in HVAC design and construction and has been
recognized as a Member of ASHRAE, IEEE, and as a Fellow of
the Institute of Mechanical Engineers. He is now the Director
of Engineering, Green Technologies, U.A.E, a company of
mechanical and electrical engineers committed to Sustainable
Development.
Buildings have a profound effect on the environment, which
is why green building practices are so important to reduce
and perhaps one day eliminate those impacts. However, the
environmental impact of buildings is often underestimated,
while the perceived costs of building green are overestimated.
Here in HEE with the backing of our Chairman and Managing
Director we are making it part of our professional duty to
conserve the worlds diminishing resources, while at the same
time help shape the future of Dubai and the regionn
Mr. Seneviratne receiving a certificate of appreciation
from the HEETS Manager Mr. Shahid Imam
Project Directors & Managers along with other
senior staff participating in the Seminar
The presentation was about the different benefits of green
buildings, how they can be implemented, why they should be
implemented and how they are rated. Green buildings are
scored by rating systems, such as the Leadership in Energy
and Environmental Design (LEED) rating system developed by
the U.S. Green Building Council, Green Globes which Mr. Mario
happens to be an accredited Professional. In this rating scale
building are ranked using a medal scheme with platinum being
the highest and bronze being the lowest. The target is that
when a building is rated as high as a gold or silver building,
energy savings will go up by 30%, carbon savings by 35%, water
savings by 40%, raw material by 50% and electricity savings
by 60% in an instantaneous time frame. Not only is it about
environmental responsibility, from an economic perspective
it also makes sense. with lower operational cost and many
business opportunities especially for mechanical and electrical
engineers.
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
25
NEW
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VOICES FROM WITHIN
A New Year’s Perspective
Michele Johnson
General Manager Human Resources Leighton International
The word Trust is defined as placing confidence
and having faith in somebody or in somebody’s
good qualities, especially fairness, truth, honor
or ability. Do you find it easy to trust others? Do
others find it easy to trust you?
H
ave you ever thought about how your life or work could
be impacted positively if you extended more trust in your
relationships? I recently read a book which was given to
me by some friends as a going-away present as we departed KL
and headed to Dubai. It’s called “The Speed of Trust”, written by
Stephen M. R. Covey, the son of the Stephen R. Covey, author of
“The 7 Habits of Highly Effective People”. The Speed of Trust is
an interesting book, and given the recent merger of Al Habtoor
with Leighton, its key messages are noteworthy. Covey says
that trust is “The one thing that changes everything” and he
starts the book with the following passage: “There is one thing
that is common to every individual, relationship team, family,
organization, nation, economy, and civilization throughout the
world – one thing which, if removed, will destroy the most
powerful government, the most successful business, the most
thriving economy, the most influential leadership, the greatest
friendship, the strongest character, the deepest love.
On the other hand, if developed and leveraged, that one thing
has the potential to create unparalleled success and prosperity
in every dimension of life. Yet, it is the least understood, most
neglected, and most underestimated possibility of our time.
That one thing is trust.” When I first read this I thought “that’s
nice, but what has trust got to do with the word in the title of
the book itself, speed”?
The author demonstrates a linkage of trust with speed and
cost, and argues that high trust increases speed and therefore
lowers cost. Conversely, Low trust decreases speed and raises
cost. He gives a macro level example of this in the current state
of world affairs and how it impacts air travel. Since 9/11, it is
fair to say that our trust in flying has decreased. If terrorists are
trying to harm people, then obviously we need a better system
of ensuring passenger safety. Now that new safety procedures
are in place, we have to arrive at the airport earlier than before,
and go through increased security procedures. So it takes more
time for us to travel (the speed has gone down). These new
security measures, such as bomb scanning technology, placing
liquids in clear plastic bags, increased security personnel and
checkpoints also cost more (the cost goes up). Can you think of
a time when extending a high degree of trust made something
happen faster and cost less?
Let’s take an example that applies at work. If you carefully teach
a subordinate how to complete their tasks, put simple control
mechanisms into place and then entrust them to carry out their
job, you will spend less of your valuable time checking their work
(decreasing cost) and you will gradually be able to entrust them
with more complex tasks, thus aiding in their development. Get
the idea?
Covey warns however that we should not give trust blindly. He
defines “zones” of trust in the below matrix. He emphasizes the
advantages of extending “Smart Trust”. The matrix is based
on two main factors – your “propensity to trust” (the degree
to which you give trust based on your personal beliefs and
experiences) and “analysis” (your ability to evaluate a situation
and make good decisions). If we are in Zone 1 (gullible) we will
surely be taken advantage of. In Zone 2 (the sweet spot), we
are using good judgment and enjoying the benefits. If we are
plagued by indecision (in Zone 3) we feel we can’t trust anyone,
not even ourselves! But Zone 4 (suspicion) is the worst place
Continued on Page 27
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COMPETITION
Competition
Competition # 24 Results
Hazrat Bilal
Shaikh Altaf Ali K
The last competition was very interesting but difficult. That
is why there were only a few entries and people were left
confused by the elaborate and cryptic challenges.
They are:
Shaikh Altaf Ali K, is an Assistant Accountant in the Audit
Department in our Head Office in Dubai.
As always, the answer had to be decided by random selection
from among those who gave the right answers. We have two
winners of AED 500 each in Carrefour vouchers.
Hazrat Bilal, is an Accountant/Document Controller in Al
Habtoor Specon
Competition # 25
W
e all know that Dubai is the City of Gold. Most
cities around the world are known for something
special. For our 25th Competition, we would like
you to tell us what these cities from all around the world are
know for. Match the following names of cities with the names
they are known best by. Send in your answers to akhbaraldar@
habtoorengg.ae or mail them to Corporate Affairs at the HEE
Head office by the 10th of February 2008. All the best.
What cities are most commonly known by these nicknames? (There is more than one answer for some):1.
2.
3.
4.
5.
6.
7.
City of Magnificent Distances
City of the Angels
City of Love
City of Peace and Justice
The Eternal City
Stab City
Crescent City
8.
9.
10.
11.
12.
13.
14.
Empire City
The Fair City
Forbidden City
Granite City
Emerald City
Monumental City/Charm City
Orchid City
Continued from Page 26
to be… people here only trust themselves and in their effort
to verify every detail they can become a victim of “analysis
paralysis” which leads to missed opportunities, and ultimately
decreased speed. Because people in this zone only trust their
own analysis, they don’t tend to collaborate and may not realize
that they are missing out on the valuable perspective of others.
So as you are pondering your new year’s resolutions, why not
give some thought to this concept of trust. Think about which
zone you operate in. Think about your personal and work
relationships. Think about your new colleagues in Leighton. You
might find that a difficult or awkward relationship could be due
15.
16.
17.
18.
19.
20.
Quaker City
Soul City
The Stampede City
Windy City
Motor City
The Steel City
to lack of trust. Consider whether the lack of trust is on your
side or their side, and once you determine where it is, think of
what you could do to increase the trust level and therefore the
benefits. A little forgiveness goes a long way, and in the words
of Mahatma Gandhi “The weak can never forgive. Forgiveness
is the attribute of the strong”. The Speed of Trust is written
by Stephen M.R. Covey, copyright ©2006 published by Free
Press, a division of Simon & Schuster, Inc.
The above is merely a flavor of its content. If you are interested
in reading it in its entirety I’d be happy to lend you my copy and I
trust you will return it when done! Happy New Year!
AKHBAR ALDAR - NOVEMBER / DECEMBER 2007
27
AL HABTOOR LEIGHTON GROUP
Al Habtoor Engineering Enterprises - Dubai
P.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 Emirates
Tel: 6262036 – 6263114
Fax: 6263073
Al Habtoor Engineering Enterprises - Qatar
Area Office, P.O. Box 22478, Doha - Qatar
Tel: 00974-4130044 – 4130549
Fax: 00974-4130055
Gulf Leighton Dubai (L.L.C)
P.O.Box: 123065, Dubai – United Arab Emirates
Tel: +971 4 3046 333
Fax: +971 4 3046 369