THE NEWS OF AL HABTOOR LEIGHTON GROUP Dubai - UAE ...
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ISSUE NO. 25 NOVEMBER - DECEMBER 2007<br />
<strong>THE</strong> <strong>NEWS</strong> <strong>OF</strong> <strong>AL</strong> <strong>HABTOOR</strong> <strong>LEIGHTON</strong> <strong>GROUP</strong><br />
<strong>Dubai</strong> - <strong>UAE</strong> • Abu Dhabi - <strong>UAE</strong> • Doha - QATAR
CEO CHAIRMAN’S MESSAGE<br />
Riad T. Sadik<br />
As usual, the year end is the time<br />
for reflection and looking forward.<br />
It is a time when we all measure<br />
our progress, remember the success<br />
stories and learn from the failures. It is<br />
always important to analyze and assess<br />
what has made the achievements<br />
possible and how the failures can be<br />
restored.<br />
The year 2007 witnessed the handover<br />
of several projects and new ones<br />
awarded. 2007 was also a year of change<br />
for HEE in numerous ways; among others<br />
it marked the historic partnership with<br />
Leighton which promises wider horizons<br />
for both companies. All this would not<br />
have been attainable without the key<br />
ingredient of trust. It has been trust in<br />
our own capabilities, the team around<br />
us, our business partners and the vision<br />
of creating something special together<br />
with our faith in God.<br />
The whole is greater than the sum of its<br />
parts, the power of oneness will unite us<br />
in moving forward and bringing about<br />
even greater achievements. On that note<br />
it is my pleasure to wish you and your<br />
family a peaceful, happy and successful<br />
New Year•<br />
It gives me great pleasure to wish you<br />
Eid Mubarak and a Happy New Year.<br />
We are at a time where there are a<br />
great number of announcements being<br />
made every day.<br />
You are aware of the re-structuring<br />
process that the company has been<br />
going through. I thank you for trusting us<br />
to evaluate the best options and to come<br />
up with the best solutions. Solutions<br />
that can take Al Habtoor Leighton to<br />
previously unattainable heights and<br />
that allow us to grow and progress<br />
as individuals. Presentations outlining<br />
the major changes in roles, titles and<br />
reporting structures for every SBU have<br />
been made. You will see these new roles<br />
falling into place shortly. With the latest<br />
round of meetings, we have been able to<br />
clearly define other sub-structures and<br />
the finer detail, so that there is clarity<br />
among all roles and all departments and<br />
SBU’s conform to standard guidelines.<br />
Job descriptions are also being clarified.<br />
At times like these, we all have<br />
expectations. We hear things and expect<br />
immediate changes, quick actions,<br />
etc. While we believe in quick working<br />
and swift execution of work, we also<br />
understand that it takes time for things<br />
to happen, and that gradual changes are<br />
more effective. What one needs most at<br />
a time like this, is patience. Patience to<br />
wait for what has been communicated to<br />
take shape, patience to understand that<br />
well thought out strategies take time.<br />
And along with all this, your trust that we<br />
have your best intentions at heart•<br />
MD MD’S MESSAGE<br />
David Savage<br />
Disclaimer<br />
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.<br />
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<br />
Engineering Enterprises Co. (L.L.C.) nor its associates can be held responsible for any inaccuracies arising or implied herein.
THIS ISSUE<br />
Project In Focus<br />
592 Business Bay<br />
Executive Towers<br />
4 8 12<br />
Project Update<br />
JW Marriot Hotel<br />
Abu Dhabi<br />
Special Feature<br />
Al Habtoor Leighton<br />
Group New Structure<br />
Project Update 9<br />
<strong>Dubai</strong> Tower<br />
Yas Island<br />
Convention Center<br />
Executive Development<br />
Learning in<br />
Al Habtoor-<br />
Leighton<br />
20<br />
23<br />
In and Around HEE<br />
Management<br />
Training<br />
Presentation<br />
Voices From Within 26<br />
A New<br />
Year’s<br />
Perspective<br />
Upclose and Personal 10 Hear it from the Experts16<br />
A Chat with<br />
The Mechanisms<br />
Crawford<br />
of Plants &<br />
Dunn<br />
Machinery<br />
In and Around HEE 22<br />
8th<br />
International<br />
Conference<br />
In and Around HEE<br />
Team<br />
Building<br />
Activity<br />
Competition<br />
Competition<br />
#25<br />
24<br />
27<br />
In and Around HEE 23<br />
AHI at<br />
INDEX 2007<br />
In and Around HEE<br />
Green<br />
Buildings<br />
25<br />
Contributors to this Issue<br />
Farooque Riyad<br />
Michelle Johnson<br />
Naschat Issa<br />
Keith Abbott<br />
Crawford Dunn<br />
Team of 592<br />
Editorial Team<br />
Lina R. Sadek<br />
Shahnaz Imam<br />
Reagan Creado<br />
Yasaman Tahmasebi<br />
Nisrine Khadra<br />
Hootan Zadeh<br />
Contact us<br />
akhbaraldar@habtoorengg.ae
NEW Perspecti<br />
PROJECT IN FOCUS<br />
592 Business Bay Executive Towers<br />
“AS BIG AS IT GETS”<br />
Those who are familiar with the<br />
history of the <strong>UAE</strong> and specially<br />
<strong>Dubai</strong> know that the legendary<br />
<strong>Dubai</strong> Creek was and still is an important<br />
aspect of <strong>Dubai</strong>’s trading activities that<br />
has shaped <strong>Dubai</strong> from a fishing and<br />
pearl diving center to an international<br />
business port.<br />
That is why through the Business Bay<br />
project the creek has been extended<br />
considering its significance as a trade<br />
centre that harbors the stance of<br />
<strong>Dubai</strong> as the business hub of the region.<br />
Business Bay is a symbol of <strong>Dubai</strong>’s<br />
progress as it embodies the crucial<br />
role the Creek played in <strong>Dubai</strong>’s past<br />
as well its future. For over 30 years<br />
HEE has played a significant role in the<br />
development and growth of the <strong>UAE</strong> in<br />
general and <strong>Dubai</strong> in particular and the<br />
testimonies to this statement are the<br />
locally and globally known landmarks<br />
such as the Burj Al Arab and Madinat<br />
Jumeirah. It is not surprising and well<br />
expected that HEE be a major key player<br />
and proud partner in the present surging<br />
development whereby its already existing<br />
brand name in the construction market<br />
is strengthening further and further.<br />
HEE’s growth has been closely related<br />
and parallel to the development of <strong>Dubai</strong><br />
and was chosen as the main contractor<br />
24 Tower Cranes<br />
More than 50<br />
2,151<br />
85 Elevators<br />
FIRST and LARGEST single project in Business Bay<br />
4<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
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The <strong>UAE</strong> has become a global commercial and business centre. And<br />
the Business Bay is a new city within the city of <strong>Dubai</strong> and is created as a<br />
commercial and business cluster along the new extension of the famous<br />
<strong>Dubai</strong> Creek extending from Ras Al Khor to Sheikh Zayed Road. <strong>Dubai</strong>’s<br />
Business Bay is similar in nature to Manhattan New York and Ginza<br />
Tokyo, making it one of the main business centers in the region.<br />
Million Man-Hours worked till date<br />
472,870 m3 of Concrete<br />
LARGEST ever Aluminum Cladding in MIDDLE EAST<br />
83,788 T of Steel<br />
312 Key 5 Star Hotel<br />
Apartments<br />
and Escalators<br />
3 Podiums with 4,500 Parking Spaces<br />
60 Villas & 8 Boutique Stores<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
5
NEW Perspecti<br />
PROJECT IN FOCUS<br />
by <strong>Dubai</strong> Properties who are the<br />
developers. That is why Akhbar decided<br />
to explore in detail the ongoing project<br />
in Site 592 and 592a located in <strong>Dubai</strong>’s<br />
Business Bay comprising of 11 Towers,<br />
Podiums, Villas and a 5 star Hotel.<br />
The Executive Towers was the first as<br />
well as largest single project in Business<br />
Bay and represents the beginning of a<br />
new era and is an impressive cluster<br />
of towers dominating the Creek shore<br />
line. The contemporary design and<br />
architectural theme of the towers<br />
reflect the modern image of <strong>Dubai</strong>. The<br />
Executive Towers and the lifestyle they<br />
represent are geared towards likeminded<br />
people that enjoy success and<br />
an intelligent way of living. This project<br />
which commenced in the latter stages of<br />
2005 is unique in many ways, and what<br />
better way to prove it’s uniqueness than<br />
to share with you some of the amazing<br />
milestones the team at 592 have<br />
achieved so far. It is worth mentioning<br />
that the sheer size of the project led to<br />
a lot of challenges whether logistically,<br />
safety or construction which through<br />
teamwork and cooperation the team<br />
The Executive Towers with a built up area of<br />
highest standard of living with luxury and style<br />
apartments ranging from studios to four bedrooms,<br />
with modern amenities, high-tech facilities and<br />
superb architectural innovation and breathtaking<br />
and elevated courtyards. The office tower has 176<br />
villas are located on the plaza. A retail mall, 2 spa<br />
approximately 360,000 sq ft of landscaped grounds<br />
The 592 Team<br />
6 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
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NEW Perspective<br />
was able to overcome these challenges.<br />
All the towers are being constructed and<br />
completed concurrently with horizontal<br />
and vertical construction at the same<br />
time with over 9000 manpower and 24<br />
cranes at site so one can imagine the<br />
significance of the logistical and safety<br />
issues. Approximately 500 office staff<br />
are continuously working non stop in<br />
order to complete the project before the<br />
planned delivery time of third quarter<br />
of 2008. In order to demonstrate the<br />
sheer volume of the project and how the<br />
milestones were met, the picture has<br />
been marked to present the statistics.<br />
approximately 9.3 million square feet offer the<br />
highlighted as the key words. The 2151 residential<br />
terrace and duplex apartments come equipped<br />
internationally designed interior spaces that embody<br />
views of the meandering Creek, landscaped gardens<br />
office studios and 60 villas along with 8 boutique<br />
and health clubs, 4500 car parking spaces and<br />
make up the 3 podiums.<br />
By the trust vested on them by the<br />
management, the construction team by<br />
means of trust in each other along with<br />
cooperation and teamwork are doing their<br />
outmost to come up to management’s<br />
expectations. Their efforts are in line<br />
with the high standards HEE sets out for<br />
all the projects it undertakes under the<br />
slogan of “construction excellence”.<br />
Akhbar would like to thank the 592 team<br />
for their contributions in the compilation<br />
of this article•<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
7
NEW Perspecti<br />
PROJECT UPDATE<br />
JW Marriot Hotel<br />
Abu Dhabi<br />
HEE recently signed an agreement with Abu Dhabi<br />
National Hotels (ADNH) to construct the second phase<br />
and final touches of JW Marriot Abu Dhabi Resort and<br />
Spa. The project which is expected to finish by the end of 2009<br />
will have of 10 nos. Hotel Blocks, 88 chalets, venation village<br />
including 33 apartments, SPA building, Staff Accommodation,<br />
Ancillary buildings, service building, security building, 7 nos.<br />
new substation, 86 pergolas, 11 gazeboes, 3 nos. shades<br />
to swimming pools, tennis building and car park along with<br />
external works with a total built up area of 177,791 m2. It will<br />
be the first JW Marriot brand in the <strong>UAE</strong>’s capital and will be<br />
constructed on the Abu Dhabi water canal opposite the Grand<br />
Mosque. Chairman of ADNH his excellency Khalifa Nasser Bin<br />
Huwaileel Al Mansoori, said: ‘We chose Al Habtoor Engineering<br />
Enterprise to complete the construction work of JW Marriott<br />
resort based on their expertise and reputation both in the <strong>UAE</strong><br />
and the Gulf region. JW Marriott resort is slated to be one of the<br />
major landmarks in Abu Dhabi for business and tourism.’ Riadh<br />
Tawfiq Sadik, Chairman of HEE also commented that: ‘We are<br />
extremely happy to be working with ADNH, which is a pioneer<br />
in the <strong>UAE</strong>’s hotel and hospitality sector. We look forward to<br />
a long-term relationship and other mutually-beneficial projects<br />
with ADNH in future.’ With its unique design and location<br />
together with the executive and uxorious detail that will go into<br />
making this landmark, the JW Marriot hotel will surely be a<br />
huge attraction for tourists and locals alike•<br />
8 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
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NEW Perspective<br />
“The Largest Pour”<br />
<strong>Dubai</strong> Tower - Qatar<br />
What’s the largest concrete pour that you’ve heard<br />
about? This is a pour that started on a Wednesday<br />
and finished on a Sunday. In short, it went on for 5<br />
days. Over these five days, a total of 15,000 cubic meters of<br />
concrete was poured into a giant crater. In the preceding two<br />
months, 5,000 tonnes of steel was installed in the foundation<br />
area. This task kept the site working twenty-four hours<br />
continuously. It then took two weeks of preparation before<br />
the final pouring operation. The challenge was to cast this raft<br />
without a cold joint. While an operation of this scale usually<br />
has concrete pumps pouring in concrete from all sides off the<br />
site, the unique location of this site meant that it could only be<br />
approached from one of the four sides of the fence. So all the<br />
concrete mixers had to come to this one side of the fence and<br />
pour over an area of 6000 square meters, and upto a depth of<br />
3.5 meters. A whopping 1,785 individual trips had to be made<br />
by concrete trucks to the site to supply all the concrete. This<br />
led to a logistical nightmare for those involved, and was really<br />
a challenge to control. The project is a Joint Venture between<br />
Al Habtoor Engineering and Al Jaber Engineering, and upon its<br />
completion, it will be the tallest building in Qatar. Al Wataniya<br />
Concrete, which is a subsidiary of Al Jaber, was the sole<br />
supplier of concrete for this job and carried out the pour. It also<br />
arranged for all the cement and the washed sand to be made<br />
available. The Concrete Consultants were GHG, and high-flow,<br />
self-compacting Grade 75 Concrete was used for the job•<br />
Yas Island Hotels<br />
Abu Dhabi<br />
HEE has been awarded the contract to build two hotels<br />
on Yas Island in Abu Dhabi worth a total Dh506 million<br />
by Aldar. The project comprises of the construction of<br />
two separate four-star hotels on adjacent plots on Yas Island<br />
in Abu Dhabi. The first hotel comprises of 400 rooms and 30<br />
suites; the second hotel will consist of 200 rooms and 10<br />
suites. Also included is a ballroom, function rooms, food and<br />
beverage outlets and recreational facilities. The construction<br />
will commence immediately and will be completed in September<br />
2009•<br />
The New JAFZA<br />
Convention Center <strong>Dubai</strong><br />
HEE has secured the Dh1.9 billion contract for the<br />
construction of the new Jafza convention centre in<br />
<strong>Dubai</strong> for the Jebel Ali Free Zone Authority. The Jafza<br />
convention centre complex will comprise the twin towers<br />
for the convention centre, a food court, a 33-storey office<br />
complex and seven-storey hotel. “These new contracts are<br />
further evidence of the tremendous opportunities for growth<br />
for Leighton International in the Arabian Gulf region, and the<br />
<strong>UAE</strong> in particular,” said David Savage, managing director of Al<br />
Habtoor Leighton Group•<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
9
NEW Perspecti<br />
UP CLOSE AND PERSON<strong>AL</strong><br />
A Chat with Crawford Dunn<br />
Up Close and Personal attempts to get to know the<br />
person behind the designation. This month we have<br />
chosen Crawford Dunn, the Commercial, Legal and<br />
Risk Director for the Al Habtoor Leighton Group. Many do not<br />
know that, outside of his work, he is also a dedicated sportsman.<br />
In this feature we actually see how one man’s passion for sport<br />
and the outdoors has made his whole family go getters and<br />
individuals who push their limits for the sports that they love.<br />
Tell us about your childhood and your family<br />
I was born in Northumberland in the North of England, and went<br />
to school in Newcastle upon Tyne. My father was a butcher<br />
with a chain of businesses throughout the Newcastle area. My<br />
mother ran the business during the Second World War and<br />
later went on to be a passionate golfer, playing her last round<br />
three months before she died at the age of 89. I have a brother,<br />
Maxie, who is two years older than me, and a sister, Judy, who<br />
is nine years older than me.<br />
I met my wife, Barbra in 1970 while I was competing on the<br />
Scottish International Rally and we married in 1974. She is<br />
a horse-riding and skiing enthusiast. We had our first child,<br />
Amanda, in February of 1976, and she was just nine months<br />
old when we first moved to <strong>Dubai</strong>. A qualified physiotherapist,<br />
she and her husband Paul now live in New Zealand and are elite<br />
Tri-athletes, both competing at the highest level with a number<br />
of top placings at all distances including Hawaiian Ironman. Our<br />
son Fraser was born in 1979. He is consumed by speed and<br />
in his early years represented Great Britain in downhill skiing.<br />
Having qualified as an automotive engineer he now follows<br />
a more sedate life with Aston Martin Special Operations,<br />
developing their race cars! It’s a hard life, but someone has<br />
to do it.<br />
What is your educational background?<br />
I did all my secondary education in Newcastle where I attended<br />
Dame Allan’s School. We lived immediately behind the school<br />
which was very useful – especially in the winter when the playing<br />
fields were water logged and we would be sent out on a run – I<br />
was able to nip into the house and have a cup of tea while the<br />
rest of the guys slogged it out.<br />
Where and when did you begin your career?<br />
My original career was to have been in the Hotel and Catering<br />
Industry. I had been accepted at Strathclyde University to read<br />
Hotel Management with the outline strategy that, following<br />
qualification, the family would purchase an hotel, which I would<br />
run and which would be supplied by the other parts of the<br />
family business. Just prior to taking my place at University I<br />
was working with my father when he died suddenly at the<br />
age of 52. My brother and sister had left home to pursue<br />
their careers and I found myself in the difficult position of not<br />
wishing to leave my mother on her own in what were extremely<br />
trying circumstances. In the next five days, I found a job at a<br />
construction company. I knew nothing at all about construction,<br />
( some say I still don’t!) but it was a job that enabled me to stay at<br />
home. For the next five years<br />
I worked on a ‘block-release’<br />
programme, whereby I<br />
would work for two months<br />
and study for one month.<br />
The downside of these<br />
programmes is, of course,<br />
while you are away at college<br />
nobody else covers your<br />
work, so there is a lot of<br />
catching up to do when you<br />
return to the site. Eventually,<br />
in 1972, I qualified as a<br />
Chartered Surveyor.<br />
Chart out for us the career<br />
path that you have taken<br />
The first company I worked<br />
for was Brims, a small to<br />
medium size contractor<br />
based in Newcastle. I was<br />
at first involved in heavy civil<br />
10 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
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NEW Perspective<br />
engineering and one of my earlier assignments was with the<br />
completion of the Tyne Tunnel. After eight years I left Brims to<br />
join Dowsett Engineering who were one of the top road building<br />
companies in the UK during the 70’s. We had recently moved<br />
to Yorkshire and I was able to work on the York By-Pass heading<br />
up the claims team.<br />
In 1976 I came to <strong>Dubai</strong> and joined Al Futtaim Wimpey where<br />
I worked on the construction of Mina Seyahi harbour and the<br />
breakwaters for Jebel Ali Port. Construction at that time was as<br />
hectic as it is today. I remember the Company being awarded<br />
a huge project one day and mobilising a complete site with<br />
cabins, etc the very next day. Time for completion was just as<br />
tight then, but at least you could concentrate on the job in hand.<br />
Not only were there no mobile phones, we didn’t have landlines<br />
either! After leaving Wimpey I joined John Laing International<br />
and spent 4 years in Jordan and then a further 4 years in the<br />
Sultanate of Oman before returning to the UK in 1987. After a<br />
short period working within the building division of Laing in the<br />
UK I rejoined John Laing International firstly as Chief Quantity<br />
Surveyor before becoming Commercial Director, a position I<br />
held for 10 years. I then spent a further 4 years as Commercial<br />
Director for Jarvis Construction before deciding to go overseas<br />
again, before hanging up my boots.<br />
What brought you to HEE? Tell us about your role here<br />
I had been speaking to David Knowles about wanting to get<br />
involved with a major ‘signature’ type contract and to be based<br />
on site. I suppose there is an element of reliving your youth, but<br />
there is something incredibly satisfying about working in a site<br />
team. So I joined HEE as the Project Commercial Manager at<br />
Business Bay (Site 592). A few months later, the company’s<br />
Commercial Manager left and I was asked to take over his<br />
role. It is a fascinating job made all the more so by the recent<br />
alignment with Leighton. The major challenge in this region<br />
for the Commercial Department, is recruiting the right senior<br />
people in sufficient quantity. With the ever increasing demand<br />
with each new project that we are awarded, we are constantly<br />
on our toes to have our teams in place.<br />
Take us through your schedule of a typical workday<br />
I typically get in to the office at 7am and spend the first couple<br />
of hours dealing with ERP approvals and email.I never fail to<br />
be amazed at the way email traffic has increased over the last<br />
12 months, a fact which probably reflects the total growth in<br />
our business. A typical month will involve at least 14 separate<br />
meetings, some of which will last all day, some may take place<br />
in Abu Dhabi or Qatar and some of which involve our strategic<br />
partners – Murray and Roberts. Lunch varies from a rapidly<br />
grabbed sandwich at my desk or a slightly more relaxed trip<br />
to the Bin Sougat Mall with Richard Corish. Those afternoons<br />
when there are no meetings are used to catch up on other<br />
paperwork and correspondence. After work I normally put<br />
in about an hour of exercise, three times a week, followed by<br />
dinner, and then its off to bed at 11pm.<br />
What are your hobbies and how do you spend your leisure<br />
time?<br />
Cycling is my passion. I started racing when I was 15 and<br />
continued doing so until I was 22. The nearest I got to anything<br />
significant was a trial for the 100 kilometre Team Time Trial<br />
for the Mexico Olympics. Needless to say I didn’t actually go!<br />
I became disillusioned with cycling at that time, probably as<br />
a result of the huge effort required for minimum recognition,<br />
together with a realisation that there were other things going<br />
on in the world around me. I got into motor rallying through my<br />
brother and became absolutely hooked. I competed at National<br />
and International level for over 18 years with such results as<br />
2nd in the 1986 Middle East Rallying Championship, 3rd in<br />
the 1972 Motoring News Championship and 6th in the 1973<br />
RAC National Championship. My last event ever was the 1986<br />
<strong>Dubai</strong> International Rally which we were leading at the half way<br />
point, only to have the prop shaft fly out at high speed in Jebel<br />
Ali, thus gifting the win to Mohammed Bin Sulayem.<br />
When I went back to the UK, I did nothing for four years except<br />
putting on weight. I eventually persuaded myself to take out an<br />
old bicycle for a ride, and over a period of time got back into<br />
the swing of it. After doing 7 years of cycling, specifically for<br />
weight control purposes, 4 years ago, I began racing again in<br />
the UK. The changes that had taken place over the intervening<br />
30 years in training techniques, dietary control, bike design,<br />
aerodynamics and technology is staggering. At the age of 57<br />
I was able to ride a 40 kilometre time trial in a time only 25<br />
seconds slower than when I was 17! I now spend about 4 hours<br />
cycling each weekend in <strong>Dubai</strong> with a group that has been in<br />
excess of 120 on some Fridays and includes such luminaries<br />
as Graeme Dunn and Neil McKay from Gulf Leighton. My next<br />
major event will be L’ Etape du Tour which takes place in France<br />
in July at the same time as the Tour.<br />
What are the values that you cherish and live by?<br />
One of my key beliefs in my working life is ‘A problem shared is<br />
a problem halved’. I can never understand why people would<br />
want to keep problems to themselves. Once you share the<br />
problem, you have more minds working on trying to solve it, and<br />
therefore have a much better chance of reaching a solution. I<br />
try, whenever possible, to develop an understanding amongst<br />
the staff that nobody is going to shoot the messenger. The last<br />
thing management wants is surprises at the last minute, and<br />
it’s in everybody’s interest to get the issues out in the open as<br />
quickly as possible•<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
11
NEW Perspecti<br />
SPECI<strong>AL</strong> FEATURE<br />
Al Habtoor Leighton Group<br />
The New Structure<br />
Getting the structure<br />
right is the first step to a<br />
successful international expansion,<br />
and part of this is providing senior<br />
management with suitable<br />
autonomy and responsibility.<br />
Following the Habtoor Leighton partnership, the last<br />
issue of the Akhbar Al Dar attempted to familiarize the<br />
readers with Leighton International’s history and global<br />
presence. The goal was to enable readers to understand the<br />
background and ascertain the synergy that will arise when two<br />
industry leaders join hands. This issue will discuss the internal<br />
changes that are taking place as a direct result of the merger<br />
and the marketplace impact.<br />
A noteworthy aspect is that the marriage of these two brands<br />
will not lose their individual brand equity. Both companies will<br />
maintain their individual markets and clientele. Thus it will<br />
retain the individual brand strength and assets.<br />
A challenge nevertheless the Management has created a<br />
non commercial entity known as the Habtoor Leighton Group<br />
(HLG). Its nature is that of a holding company. It will provide<br />
guidelines, procedures and support to the operations of each<br />
individual entity.<br />
Internal Structural Changes<br />
A new management structure has been introduced within<br />
the organization. Under this structure a Board of Directors<br />
has been established. This includes Riad T. Sadek, the Group<br />
Chairman; Mohammad Al Habtoor, CEO of Al Habtoor Group;<br />
David Savage, Managing Director of Al Habtoor Leighton;<br />
Nigel Poole, Deputy Managing Director of Al Habtoor Leighton;<br />
Wal King, the Group Managing Director of Leighton Holdings<br />
and Michael Connolly, the Chief Financial Officer of Leighton<br />
International. As Chairman, Riad T. Sadik will preside over<br />
all board meetings. David Savage will manage the day to day<br />
operations of the Habtoor Leighton Group.<br />
The Group comprises four separate operating divisions based<br />
on the geographic areas of responsibility. It will continue to<br />
acquire business and promote growth under the HEE brand.<br />
Leighton’s individual market expansion will be progress under<br />
the Gulf Leighton brand. All four divisions are supported by<br />
HLG corporate team.<br />
Nigel as the Deputy Managing Director controls and manages<br />
the Group’s Associated Businesses, consisting of all the<br />
associated companies e.g. HSSG, Habtoor Specon, AHI and AHS<br />
and new business expansions. Abdullah Muwahid continues as<br />
head of Abu Dhabi operations as GM HEE Abu Dhabi, Nasr A.<br />
Nasr also continues as head of Qatar operations as the GM<br />
HEE Qatar and Tony Saadie has been appointed as the GM for<br />
HEE <strong>Dubai</strong>.<br />
Graeme Dunn is the GM for Gulf Leighton’s operations. Each<br />
division will function independent of the other with their own<br />
business development and profitability within the corporate<br />
guidelines. The divisions report directly to the Managing<br />
Director. Adel Lafi has been appointed as the General Manager,<br />
Finance and Administration of Leighton International.<br />
David Leonard has joined the Group as Chief Operating Officer.<br />
David will control and manage the group corporate support.<br />
Together with the Corporate Affairs team, these all form a<br />
part of the Al Habtoor Leighton Group. The Corporate team<br />
includes:<br />
• Procurement led by Ibrahim Huneidi.<br />
• Commercial, Legal and Risk led by Crawford Dunn.<br />
• Human Resources and Administration led by Hassan<br />
Bazzi.<br />
12 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
ve<br />
NEW Perspective<br />
• Planning led by Jafar Khair.<br />
• Information Technology led by Naghman Akhtar.<br />
• QHSE led by Ian Ratcliffe in an acting capacity.<br />
Corporate Affairs is led by Lina Sadek who will report directly<br />
to the MD and will be supported by the Leighton International<br />
Corporate Affairs Team. The corporate team members will<br />
work on systems and policies that will define processes and<br />
guidelines executed at the divisional levels. They will thus<br />
maintain the strategic control while the divisional counterpart<br />
will manage the operative control.<br />
What the merger means to the employees<br />
The company is undergoing a transition phase including<br />
reshuffling of people with the right expertise into the right<br />
places. This has given rise to speculation about job security<br />
and company management as would occur in any merger<br />
and acquisition situation. Queries about how the merger<br />
would function and what would be the impact on the merged<br />
company’s internal and external environment are being raised<br />
from all sides. As a result management is taking various<br />
steps to announce and communicate the new systems and<br />
plans. One of the important aspects of this partnership is<br />
that all employees have positives changes to look forward<br />
to. The Al Habtoor Leighton merger necessitated some<br />
changes to encourage further growth. These include<br />
organizational restructuring to manage the current growth<br />
and encourage further development. Management believes<br />
that people perform better when given greater autonomy<br />
and responsibility. This was a key factor in the restructuring<br />
distinct market and areas of experience which includes multi<br />
use buildings structure. Gulf Leighton’s primary expertise lies<br />
in civil infrastructure works. Thus both operate as two distinct<br />
brands in this market – Al Habtoor and Leighton – but they<br />
are part of the same group. Both brands attract very different<br />
clients, so HLG stands to benefit by having both brands operate<br />
here.<br />
David Savage pointed out that, “Robust systems are an<br />
essential ingredient in moving into a new market, as are clear<br />
and concise policies and procedures. Having strong systems<br />
makes it significantly easier for new recruits to assimilate<br />
into an organisation and begin operating as the company<br />
expects them to. When systems and procedures are clearly<br />
documented, new staff quickly learn what they are required to<br />
do, and how they are required to do it, and are able to adapt<br />
with much less supervision” David further explained, “Getting<br />
the structure right is the first step to a successful international<br />
expansion, and part of this is providing senior management with<br />
suitable autonomy and responsibility. The keys to successful<br />
international expansion, includes systems, flexibility, marketing<br />
and branding, patience, presence and, most importantly,<br />
people trust and confidence in our people, providing them the<br />
opportunity to grow and enhance themselves is one of the<br />
major focuses of the company.<br />
Communication Plan<br />
Internal<br />
To communicate the new structure, presentations were<br />
conducted in Qatar, Abu Dhabi and <strong>Dubai</strong>. Each General<br />
process of the organization. Stronger systems and enhanced<br />
policies are being developed. Staff development programs<br />
are being introduced. More details of these programs will be<br />
discussed in the forthcoming issues.<br />
What the merger means to the Industry<br />
A critical element of the restructuring process is that there is<br />
no change in the Al Habtoor brand and logo. HEE has its own<br />
Manager was formally introduced. Their roles and<br />
responsibilities were communicated to all. Each division<br />
explained their responsibilities and accountabilities to their<br />
respective teams.<br />
The first session was held in Qatar with Nasr A. Nasr, the<br />
General Manager of HEE Qatar, giving a presentation to his<br />
team. He also introduced David Savage who spoke about the<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
13
NEW Perspecti<br />
SPECI<strong>AL</strong> FEATURE<br />
changes taking place. Staff were assured of their jobs and<br />
positive career movement. The session was held on the 20th<br />
of November at Rydges Plaza Hotel in Doha, and was followed<br />
by dinner. About fifty members from the Qatar division, some<br />
members from the corporate team and the Deputy MD, Nigel<br />
Poole attended the meeting.<br />
The second session was held in <strong>Dubai</strong>. The attendees included<br />
Corporate Managers, HEE <strong>Dubai</strong> Division Managers and most<br />
of the Project-Directors and Project Managers operating within<br />
<strong>Dubai</strong>. The meeting began with the MD’s address, explaining<br />
the new structure. It was followed by Nigel’s expression of<br />
faith and trust in the employees for their continued support.<br />
Finally the new General Manager for <strong>Dubai</strong>, Tony Saadie was<br />
introduced. Tony has 24 years of work experience in various<br />
strategic roles. The last session was concluded in Abu Dhabi.<br />
Mr. Abdullah Muwahid, General Manager of HEE Abu Dhabi<br />
organised a meeting for key staff members in the recently<br />
constructed ADNEC facility. The new structure was presented<br />
by David Savage and Nigel Poole. It was followed by question and<br />
answers. Recently the HLG Corporate team also met to discuss<br />
and analyze their corporate and divisional functions. Detailed<br />
procedural guidelines are being devised for smooth operations.<br />
Hopefully these meetings and face to face discussion forums<br />
will continue. For more queries and information please send a<br />
mail to corporateaffairs@habtoorengg.ae<br />
14 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
ve<br />
NEW Perspective<br />
Industry<br />
To the market, the partnership between HEE and Leighton<br />
International will be known as Al Habtoor Leighton Group. Al<br />
Habtoor <strong>Dubai</strong>, Abu Dhabi and Qatar Division will maintain the<br />
Al Habtoor Engineering brand and bid tenders and acquire<br />
business under its own banner. Existing Clients will continue<br />
to do business with the respective General Manager of HEE.<br />
Gulf Leighton as a division of HLG will develop and acquire its<br />
own civil infrastructure projects. All Clients and Consultants<br />
can look forward to increased expertise and technical knowhow.<br />
They will continue to receive the same high standards as<br />
before.<br />
Media<br />
All projects will be announced to the media as Al Habtoor<br />
Leighton Group, indicating the division under which it would<br />
operate. Although the last issue of Akhbar explained in detail<br />
Leighton’s history however the diagram below will reflect<br />
Leighton and Habtoor relationship.<br />
This article serves to fulfil the initial queries of readers. More<br />
articles will follow that will explain the various procedures<br />
and systems that the company will be introducing. A market<br />
communications program for the next six months is being<br />
developed•<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
15
NEW Perspecti<br />
HEAR IT FROM <strong>THE</strong> EXPERTS<br />
The Mechanisms of<br />
Plants & Machinery<br />
Plant Manager - Nachat Issa<br />
This division was established parallel to<br />
HEE’s inception in 1970. It used to be<br />
a single office room with an adjoining<br />
small workshop. It is successfully<br />
managed by Naschat Issa till date.<br />
Naschat Issa proudly displays the log<br />
systems and database that are updated<br />
at frequent intervals to guarantee an<br />
error-free processing. It is a pleasure<br />
to speak to him as he recounts his<br />
various experiences and solutions<br />
given during critical issues. He is the<br />
living history of the company and still<br />
enjoys a direct control on activities.<br />
The department is largely responsible for managing the<br />
entire plant and transportation equipments relevant<br />
to the business. It is like a huge workshop functioning<br />
nonstop. However a closer introspection reveals an elaborate<br />
and structured system of management. It is divided into four<br />
divisions. These include:<br />
1 Plant and Machinery Management<br />
This section provides relevant equipment to all project sites.<br />
They ensure machinery is fixed and replaced within the<br />
stipulated timeframes. It also provides support to sites from the<br />
beginning to the very end, for example, shifting the port cabins,<br />
providing various vehicles, power-generators, machines, tower<br />
cranes and lift hoist.<br />
The division is also responsible for arranging the external<br />
machinery hiring required at sites, such as buses and mobile<br />
cranes including maintenance and diesel supply. In addition<br />
the department is responsible of arranging the cranes, the lift<br />
hoists, placing booms, erecting, maintaining, and dismantling<br />
them at the sites.<br />
2 Transport and Vehicle Management<br />
This section although under the strategic control of the Plant<br />
Manager is managed by the Assistant Manager Bedros<br />
Bedajikian. Mr. Bedros explained the services that transport<br />
division offers which range from providing staff and labour<br />
commutation facilities to materials’ transportation. Pickups<br />
and mobile cranes are allocated for shifting and transporting<br />
materials from the Store department to the respective sites.<br />
A proper roster is maintained to control delays and optimize<br />
costs.<br />
3 Electric Workshop<br />
This workshop includes three core functions which are carried<br />
out in separate workshops. This includes:<br />
a. Power electrical workshops: Provides temporarily<br />
power supply to the sites, by providing them with<br />
generators, power and cable connection from DEWA<br />
(<strong>Dubai</strong> Electricity and Water Authority) and complete<br />
maintenance. It also carries out routine day to day<br />
maintenance of electrical hand tools, e.g. drill machines,<br />
angle grinders and other power tools.<br />
b. AC Workshop: This workshop is dedicated to the<br />
maintenance and repair of AC units (window and split)<br />
at all offices including the Head- Office, site offices and<br />
labour camps.<br />
c. Plumping Workshop: The plumbing workshop provides<br />
connections for water supply at all locations.<br />
d. Mechanic Workshop: As the name indicates all<br />
mechanical services, tyre repairing, steel fixing, repairing,<br />
denting and painting are managed here.<br />
4 Plant Stores<br />
Spare parts for vehicles and machines are purchased and<br />
stored here. However another plant store is located in the<br />
main yard as a huge land area is required storing the tower<br />
cranes and lift hoists.<br />
There are two other important activities that are performed by<br />
the Plant department:<br />
i. Managing the Accounts: Plant department has its own<br />
asset management system through renting and leasing<br />
16 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
ve<br />
NEW Perspective<br />
vehicles and machinery to the projects. Some projects<br />
have their own tools and machines which are charged<br />
for any mechanical or repairing services.<br />
ii. Purchase: The department is also responsible of issuing<br />
LPO’s from accounts, supplying spare parts and external<br />
hiring for tools and machines.<br />
The new facility at Al Quoz Yard No. 2<br />
The new plant facility, constructed at Al Quoz yard No.2, is a<br />
bigger and more sophisticated. The construction has recently<br />
been concluded as a result minor works are still in progress.<br />
Shifting from the current location will commence in January.<br />
The total area is 22,630m2 including the open areas; the<br />
shaded area is 9,771m2. The offices area is 1,230m2. This<br />
consists of 40 new offices. Mr. Nachaat Issa showed us the<br />
art work and layout of the new office and area design. The<br />
place looks massive, well organized and well designed. The new<br />
sections added include:<br />
1. Fuel Station, with a system of electronic cards for each<br />
vehicle to trace the cost and number of times filled.<br />
2. A sand blast machine that has been imported from<br />
Holland and follows the environmental rules.<br />
3. Modern washing system: All vehicles from now on will be<br />
washed and cleaned from dust and concrete internally<br />
by using modern equipments. The washing area will<br />
include a Hydraulic Jack which will be able to lift a 25<br />
tons car for under cleaning purpose.<br />
4. Modern painting system has also been implemented.<br />
5. Upholstery work room<br />
6. Net air pressure<br />
7. Massive service area<br />
8. Main store, for storing all needed spare parts with big<br />
quantities and different sizes.<br />
The Plant Department Team<br />
The team is a group of 1293 dedicated professionals who work<br />
round the clock. They keep track of each and every vehicle and<br />
have developed very efficient systems to keep check and control.<br />
Nachat Issa, in a discussion with the Akhbar team, shared all<br />
his memories and fulfillments during the last 20 years of his<br />
tenure with HEE. He explained in details about the function<br />
of each division related to the Plant<br />
department and how proud he was of<br />
the efforts and great lengths that his<br />
team goes to for the achievement of<br />
excellent results.<br />
Jawdat Shawwa, Deputy Plant<br />
Manager, assists and manages all<br />
the Plant activities such as, tower<br />
cranes supply mobilization of new<br />
projects and lift hoist; he provides the<br />
sites with all machinery requirements.<br />
He spoke about the challenges the<br />
plant department faces, “the most<br />
challenging projects were the JBR<br />
and Business Bay Projects. The<br />
company wasn’t used to such massive<br />
projects, but we succeeded with our<br />
limited resources because of proper<br />
management”. We are implementing<br />
international standard facilities and<br />
manpower to be able to give better<br />
support to the future projects.<br />
Moeen Maarouf, Transport Supervisor<br />
is responsible for the daily schedule<br />
of the buses and trucks (logistics<br />
in transport), he takes care of all<br />
the drivers, their work hours, their<br />
problems, overtime, and he controls<br />
their tasks. He mentioned some<br />
statistics within five years as detailed<br />
in the chart below.<br />
Bedros Bederjikian, Assistant<br />
Transport Manager, heading<br />
transport department for all its<br />
activity, reports directly to the Plant<br />
Manager. He organizes all the<br />
Labourers and staff transport from<br />
camps accommodation to different<br />
sites and vice versa. He is responsible<br />
Jawdat Shawwa<br />
Moeen Maarouf<br />
Bedros Bederjikian<br />
Emad Sabti<br />
Ahmad Issa<br />
Transportation Statistics in the last 5 years<br />
Light Duty<br />
Drivers<br />
Pickups<br />
Mini Buses<br />
Heavy Buses<br />
0<br />
100 200 300 400 500<br />
Year<br />
2002<br />
2007<br />
Heavy Buses<br />
43<br />
166<br />
Mini Buses<br />
4<br />
38<br />
Pickups<br />
60<br />
123<br />
Light Duty<br />
Drivers<br />
165<br />
443<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
17
NEW Perspecti<br />
HEAR IT FROM <strong>THE</strong> EXPERTS<br />
Kabel Al Abbsi<br />
Ali Shour<br />
Khaled Abazly<br />
Hussam Naghi<br />
Ayad Al Kaissi Nasser<br />
of organizing material delivery related<br />
transport vehicles schedule, allocating<br />
the mobile cranes to the sites and<br />
locations as per requirement, leading<br />
a team of 10 offices staff including<br />
transport supervisor, Assistant<br />
supervisor transport, transport<br />
coordinator and assistant coordinator,<br />
fleet tracking controller, secretary and<br />
clerks. He controls the fleet tracking<br />
management system which is an<br />
advanced technology through which<br />
they can monitor the movement and<br />
the tracking of all the vehicles which<br />
leads to accurate revision for require<br />
traveling time and getting better<br />
performance of a vehicles during<br />
its duty. It is a software with a GPRS<br />
system and locators (small device)<br />
which is mounted in each vehicle<br />
separately. E.g.: we insert the vehicle<br />
number (fleet number) then we be<br />
able to get all details related (vehicle<br />
location, address and map), as we can<br />
also get tracking reports for maximum<br />
60 days from the same system for<br />
each vehicle. Another activity that he<br />
controls is the vehicles registration,<br />
renewal, updating insurance renewal,<br />
organizing light vehicles drivers and<br />
related matters are also part of his<br />
responsibilities. We asked him about<br />
the new plant department area and he<br />
said, “I believe it will be beneficial, the<br />
new facilities are equipped with new<br />
equipments, as it’ll reduce the repair<br />
cost of some kind of jobs in the local<br />
market, especially in the washing area<br />
service sector. We will be having 2 car<br />
wash areas, one automatic for small<br />
vehicles, and another one is manual<br />
for heavy buses and trucks.<br />
Ali Shour, Assistant Transport Supervisor, enjoys calling himself<br />
the middle man, between the transport and the plant. A man<br />
with a great sense of humour highlighted the importance of the<br />
vehicles management program that the company implemented<br />
to control their movement. An average of 80 cars light vehicles<br />
are moving around at all sites. He is in charge of light vehicles<br />
renewal registration, services and its updates, as he follows<br />
up all regulations with RTA. He spoke about the degree of the<br />
accuracy required by him and contingency provisions as urgent<br />
situation occurs anytime and a swift action is called for. “The<br />
company is growing fast, we have a lot of cars but fewer drivers,<br />
because of the difficult rules of allowing a driver with a new<br />
driving license to take the responsibility of a car, and they have<br />
to be trained well to be able to drive to different destinations”.<br />
Eng. Hussam Naghi, Electrical Engineer, coordinates between<br />
the Plant Department and the sites. He is responsible of Tower<br />
cranes, lift hoist, placing boom and generators in all sites<br />
(fixing, repairing and maintenance). He is so proud that he is<br />
a member of HEE family; especially that he is part of the Plant<br />
Department. He always says, “We are the unknown soldiers of<br />
HEE”.<br />
Eng. Khaled Abazly, Electrical Engineer, is in charge of providing<br />
support to all sites from the start to finish of a project. He<br />
provides all equipments needed for construction job and offices<br />
at the sites, by providing water and electricity. He arranges<br />
water supply and plumbing provisions, the air conditioning and<br />
water cooling systems to the sites. The systems they install are<br />
temporary and last for 6 months maximum, till approval from<br />
DEWA is obtained for installing the official system provided by<br />
them. He spoke about the circulation of the machines from<br />
one site to another, taking into consideration the stages of<br />
the different projects, “my responsibilities give me high level<br />
experience and qualification, it is so challenging”. “The systems<br />
I mentioned are the nerve of each project, without water and<br />
power a project will never be able to start”.<br />
Ayad Al Kaissi Nasser, Technical Engineer is responsible for<br />
the service and maintenance in general and accidents reports<br />
in specific. Everyday at 6:00am he is responsible for sending all<br />
service pickups to the sites, as he controls the services from<br />
Service areas in the new plant department<br />
The facilities in the new Plant Department in Al Quz<br />
18 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
ve<br />
NEW Perspective<br />
the head office. For accident and insurance management, he is<br />
responsible for taking photographs, preparing orders for spare<br />
parts for cars if needed, arranging the claim for insurance,<br />
follow with mechanical workshop, dental and painting. He orders<br />
different kinds of oil for the company’s engines and vehicles and<br />
all services requirement.<br />
Ahmad Issa, Sr. Plant Accounts in charge, is in charge of<br />
monitoring and recording monthly internal hire including<br />
repair charges / invoices for transportation, machinery and<br />
equipment for all HEE and Joint Ventures Sites. He takes care<br />
of the timely submission of a driver’s monthly timesheet. His<br />
other responsibilities include reconciling supplier’s statement<br />
to ensure all invoices are forwarded to the Accounts<br />
Department for processing payments. Finally he also prepares<br />
all the outstanding LPO’s (Local Purchase Orders) and monthly<br />
payables reports.<br />
Erwin Roque (Accountant): He is responsible of checking<br />
LPO’s, reconciliation of suppliers accounts, and making<br />
monthly approvals payable, transmittal of LPO’s to Accounts<br />
Department. Erwin spoke about the wide experience he<br />
acquired since he joined HEE internally and externally and he<br />
said, “I learnt how to communicate, coordinate and cooperate<br />
to our suppliers as well as to my colleagues”.<br />
Amer Siddiqi, Transport Coordinator, assists the transport<br />
supervisor by controlling and organizing the labourers’<br />
transportation to and from all construction sites. He checks<br />
the vehicle progress, the Labourers transport progress which<br />
should be achieved a 100% on time perfection ratio.<br />
Eng. Emad Sabbti, Mechanical Engineer, controls the vehicles<br />
and tools tracking system, and coordinates between the Plant<br />
Department and the sites. He checks the needs of each site<br />
and provides them with the tools and equipments needed<br />
to make sure that the work is on its right track. Equipments<br />
are: (concrete mixers, cranes, bar cutters, compressors,<br />
generators, block cutting machines).<br />
Kabel Al Abbsi, Mechanical Engineer, is responsible for the<br />
vehicles’ maintenance and passenger cars (Heavy & Light<br />
vehicles). Also he controls the<br />
maintenance for the civil construction<br />
machines, such as, air compressors,<br />
rollers, and plate compactors.<br />
He receives the job card for each<br />
vehicle from the transport section,<br />
then he checks up for the vehicle, if<br />
spare parts are required, then he<br />
orders the part through a material<br />
requisition, after receiving the parts,<br />
he fixes them and transfers back the<br />
repaired vehicle to the transport, after<br />
this the job card is closed. He spoke<br />
about how maintenance take place<br />
at the sites also, by saying, “When we<br />
receive any complain from any site,<br />
we send mobile service pickup to do<br />
the service and test there as per the<br />
service program for all machines at<br />
the sites”. When questioned about the<br />
new workshop in Al Qouz, he said, “It is<br />
completely different! It is a wide area<br />
with modern tools and equipments. It<br />
gives our technicians ability to be more<br />
productive, especially that we are<br />
following all safety and environmental<br />
regulations”.<br />
Erwin Roque<br />
Basel Soudah<br />
Amer Siddiqi<br />
Basel Soudah, Purchaser, is<br />
responsible for receiving MTO<br />
(Material Transfer Order) from<br />
engineers, after getting the approval<br />
of the Plant Manager; he seeks<br />
Raghunathan<br />
quotations and accordingly issues<br />
the LPOs, for a purchase. To him his job is so exciting; he<br />
is in a direct contact with the suppliers and the machinery<br />
field, updated for all new materials in the market.<br />
Raghunathan, Executive Secretary is one of the earliest<br />
employees at HEE, and assists the Plant Manager in all<br />
administrative works. He is the right-hand of the manager and<br />
supports all projects by providing machines and vehicle•<br />
The new plant will be bigger and better<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
19
NEW Perspecti<br />
EXECUTIVE DEVELOPMENT<br />
Learning in Al Habtoor-Leighton<br />
Keith Abbot, Group Manager<br />
Organisational Development & Learning<br />
The future success of our business depends on our<br />
ability to continually develop our employees’ skills<br />
and abilities. Successful companies understand that<br />
supporting the ongoing learning and development<br />
of employees is a competitive advantage.<br />
Al Habtoor and Leighton have made commitments to<br />
their employees’ development, even prior to the merger.<br />
These commitments include initiatives such as Habtoor<br />
Engineering Enterprises Training School (HEETS) and Leighton<br />
University. Learning and development at Al-Habtoor-Leighton is<br />
underpinned by a belief that learning;<br />
• Is a key to our long term competitive advantage<br />
• Is a shared responsibility of the employee, their manager<br />
and the organisation<br />
• Improves employee job satisfaction<br />
• Is supported by, but not limited to, training programmes.<br />
Significant learning occurs on the job.<br />
So what can you expect in regard to your development with<br />
Al-Habtoor-Leighton?<br />
Everyone can expect to be involved with some or all of the<br />
following:<br />
• An individual development plan agreed with your<br />
manager<br />
• Regular feedback from people you work with about what<br />
you are doing well and where you can improve<br />
• Significant opportunities for learning on the job<br />
• Attendance at technical/professional development<br />
courses, seminars and workshops<br />
• Participation in leadership and management<br />
programmes<br />
• Involvement in team building.<br />
What do I do to ensure my development?<br />
Every employee, supported by their manager, should have a<br />
development plan. A comprehensive development plan should<br />
include the following steps;<br />
1. Assess<br />
2. Plan<br />
3. Implement<br />
4. Review<br />
1. Assessing development needs<br />
There are many things that can be the focus of someone’s<br />
development, and determining learning priorities is paramount<br />
to ensure energy is directed towards the right areas. To identify<br />
these areas requires both an assessment of your capabilities<br />
and an evaluation of your current and future role requirements.<br />
There are several tools that can assist with identifying your<br />
strengths and development needs. These include structured<br />
feedback (e.g. 360º assessment and aptitude tests) and<br />
informal feedback from colleagues, clients and manager (e.g.<br />
“Can you tell me how I can improve?”). Similarly discussions with<br />
your manager to clarify the key deliverables of your role, the<br />
skills required, expectations about who you need to work with<br />
effectively and other expectations about conduct and behaviour<br />
will inform you where to focus development to optimize your<br />
performance.<br />
2. Development planning<br />
Effective development planning is about finding effective ways<br />
to enable the improvement of knowledge, skill development<br />
or behavioral change. A common assumption is that training<br />
courses are the best, or even the only way people learn. A<br />
study of learning in corporations indicated that 70% of real<br />
learning actually takes place on the job. People learn largely<br />
by doing, or practicing the skills and competencies required<br />
in “live” situations. Approximately 10% of learning occurs<br />
in a formal training setting. That is not to say that training is<br />
not effective, but it requires on the job application to ensure<br />
learning is retained. The most effective development plans<br />
include identifying workplace opportunities to learn.<br />
There are other ways people learn. We all learn from the<br />
people around us, and finding a suitable role model or coach<br />
can be an integral part of a development plan. Learning from<br />
others can be done informally - observing others, and formally<br />
- agreed coaching and mentoring programmes. You should<br />
also consider reading (magazines, journals, and books), various<br />
20 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
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NEW Perspective<br />
multi-media (the internet has a wealth of knowledge on just<br />
about every topic ever imagined) and peer/industry networking<br />
opportunities (seminars, industry networking evenings etc).<br />
Effective development planning is ensuring that learning<br />
goals are SMART (specific, measurable, achievable, relevant<br />
and timely). Successful learning is a combination of having a<br />
specific goal, the resources and motivation to achieve it, and<br />
a time frame by when the goal should be achieved. Shared<br />
responsibility for identifying development needs with your<br />
manager ensures learning outcomes are relevant.<br />
3. Implementation of development plan<br />
Successful implementation requires the discipline and support<br />
to follow through. Review your development plan frequently<br />
and plan ahead to ensure the day to day ‘urgent’ issues do<br />
not swamp your development actions. Treat each learning<br />
goal as seriously as you would a job related goal. Celebrate<br />
achievements and share your learning achievements with your<br />
manager regularly throughout the year.<br />
4. Reviewing learning and development<br />
Reviewing learning should be a continuous and ongoing event.<br />
Planning regular discussions with your manager is a good way<br />
to seek formal feedback on your development progress, reevaluate<br />
your plan, note achievements, and make adjustments<br />
where required. Your manager and the organization also<br />
have a shared responsibility for reviewing and recognising<br />
your improvements.<br />
Where to from here?<br />
The merger of Al-Habtoor and Leighton provides opportunities<br />
to support and encourage the development of our people over<br />
the next twelve months;<br />
• HEETS will continue to focus on further developing the<br />
skills of our labourers and trades.<br />
• We will revise and further develop our induction<br />
efforts,<br />
• More structure and resources will be provided for<br />
ongoing professional and technical development<br />
• Additional leadership development programmes, such<br />
as the Management Development Programme.<br />
When each individual takes responsibility for their development<br />
this ensures the growth of the individual and the organization.<br />
We encourage you to look for opportunities to learn in your<br />
workplace everyday•<br />
Al Habtoor Engineering launches its first publication:<br />
“Building Services Planning Manual”<br />
Al Habtoor Engineering’s Planning Department recently<br />
announced the distribution of its first “Building Services<br />
Planning Manual”, a comprehensive guide to building<br />
services. As explained by the Chairman, this is the first of its<br />
kind in the entire <strong>UAE</strong> and is the result of a year’s research<br />
and planning. The Planning Department had been working on<br />
the research and spade works for more than a year.<br />
In the third week of May 2007, a brainstorming seminar was<br />
organized and was attended by several industry stalwarts<br />
including <strong>Dubai</strong> Municipality, renowned Developers, Project<br />
Managers, Clients and Consultants, leading Contractors, MEP<br />
Specialists and other industry giants in order to address the<br />
common needs and find appropriate solutions for them.<br />
Critical aspects of mechanical, electrical and plumbing have<br />
been discussed with detailed guidelines ensuring technical<br />
gaps in the current environment are bridged. This is the<br />
beginning of several other publications in the future, which<br />
will relate to various technical and engineering aspects of the<br />
construction industry. This publication is available for anyone<br />
from the industry to order from the company by sending a<br />
mail to corporateaffairs@habtoorengg.ae•<br />
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21
NEW Perspecti<br />
IN AND AROUND HEE<br />
8th International Conference on<br />
Multi-purpose High-rise Towers and Tall Buildings in Abu Dhabi<br />
In the 8th International Conference on Multi-purpose Highrise<br />
Towers and Tall Buildings which was held in the Le<br />
Royal Meridian hotel in Abu Dhabi, Al Habtoor Engineering<br />
Enterprises was one of the proud Bronze sponsors. The<br />
theme of the conference was “Innovations in Conquest of<br />
Vertical Space – Reaching for the Skies” with hot topics<br />
such as structural analysis and design, sustainable and eco<br />
architecture, foundations, earthquakes and smart buildings.<br />
Organized in association with The International Federation<br />
of High-Rise Structures (IFHS), with previous venues being<br />
Bangalore, Singapore, London, Kuala Lumpur, Madrid, Toronto<br />
and more recently <strong>Dubai</strong> in 2005. The decision by the IFHS to<br />
choose Abu Dhabi and stick with the <strong>UAE</strong> as the 2007 host,<br />
is out of recognition of the Emirate’s emergence as one of<br />
the fastest growing cities worldwide in terms of towers and<br />
tall buildings and HEE’s presence and sponsorship further<br />
enhanced and confirmed its paralleled development with the<br />
<strong>UAE</strong>. The conference lasted for two days (10th and 11th of<br />
December) with distinguished local and international guests<br />
and speakers getting further equated with HEE’s history, its<br />
landmark projects, current and future projects and the recent<br />
Al Habtoor stand at the conference hall<br />
partnership with Leighton International through our stand in the<br />
conference hall. The stand was organized and maintained by the<br />
Corporate Affairs department in <strong>Dubai</strong> and the senior figures<br />
in Abu Dhabi participated in the conference. The feedback was<br />
very productive and the conference was a complete success•<br />
Al Habtoor Engineering participants in the Abu Dhabi Conference<br />
A Visit to Thiess Leighton India<br />
The Corporate Affairs Department embarked on its first<br />
Leighton International assignment. Shahnaz Imam was<br />
sent to Theiss Leighton India to assist them in their<br />
corporate communication strategy. Theiss Leighton India<br />
specializes in mining, infrastructure and related construction<br />
activities•<br />
Marcus Carroll - Executive Manager HR, Deepak Chitgopekar - General Manager,<br />
Corporate Affairs, his wife and other members of Thiess Leighton India<br />
Genan Sijercic - Business Systems Manager, Shahnaz and Marcus at TLI<br />
22 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
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NEW Perspective<br />
AHI at INDEX 2007<br />
Delegates visiting the AHI stand<br />
The Impressive AHI stand at INDEX<br />
On the 17th of Dec HEETS conducted a Project<br />
Management training presentation in site 590. The<br />
presentation was prepared and presented by Mr.<br />
Mahmoud K. Irsheid the project manager at the site. The<br />
attendees who were mostly project engineers become more<br />
familiar with market demands and perceived needs, planning,<br />
construction, pre-qualification, contracts and different team<br />
members responsibilities. Even management issues such as<br />
cost, change management were discussed. An interesting<br />
method used by Mr. Mahmoud was to propose different<br />
challenges and scenarios for the attendees and they would right<br />
down the solutions and strategies they would find appropriate<br />
and double check with the instructor. In the end all the covered<br />
topics were reviewed and the feedback was very positive. The<br />
team who attended the training session will receive certificates<br />
from Habtoor Training School•<br />
Every year, Al Habtoor Interiors (AHI) sponsors students<br />
from various universities at INDEX, the largest exhibition<br />
for Interior Design in the region. INDEX 2007 was held<br />
at the <strong>Dubai</strong> International Exhibition Centre from the 1st to the<br />
5th of November. AHI sponsored a large stand called the <strong>UAE</strong><br />
Student Pavilion. There were students and professors from<br />
four Universities in the <strong>UAE</strong>, where Interior Design is taught,<br />
namely, Ajman University of Science & Technology, American<br />
University In <strong>Dubai</strong> (AUD), Zayed University and American<br />
University of Sharjah (AUS). The stand was strategically<br />
located in the main-concourse area of the exhibition, which<br />
always draws a large number of visitors. Each university was<br />
given their own space on the stand, with adequate wall space<br />
to hang up the designs and projects of students. In the centre,<br />
AHI displayed its products and expertise in Interior Design<br />
work. The stand was constructed in house by AHI. The GM of<br />
AHI, Basel Ahmed and the Project Manager of AHI, Ibrahim Al<br />
Saheb, were keenly involved in the exhibition. The objective of<br />
AHI in sponsoring these students, is to enable them to be seen<br />
by industry professionals. Students get to meet the decision<br />
makers in their industry and can interact with them on a oneto-one<br />
basis. They were delighted with the visitors, and many<br />
students received on-the-spot offers for work, internship or<br />
implementing their projects. Not to be left out, AHI also received<br />
a few serious offers for Interior work on large projects in the<br />
region•<br />
Project Management Workshop organised by HEETS<br />
Project Management workshop in progress<br />
Mahmood Irsheid with Project Managers, Senior Engineers and others<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
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NEW Perspecti<br />
IN AND AROUND HEE<br />
Team Building Activity<br />
In today’s business world, due to the huge projects and vast<br />
operation area in every field and industry, many projects are<br />
divided into smaller tasks, each being performed by different<br />
people and sum total of all leading to the final result. Though<br />
this process might seem very simple it has its own challenges<br />
in terms of task synchronization and follow-ups, coordination<br />
and communication of required actions and results. To carry<br />
out all of these the main ingredient is a properly defined<br />
and interlinked system among the individuals called “Team”.<br />
David addressing the participants<br />
The word “Team” is one of those words that has countless<br />
definitions and denotations - all of them more or less the same;<br />
on the contrary it is “How teams are built” that needs time,<br />
effort, planning and understanding of roles and responsibilities<br />
among the people involved in the project.<br />
Different short term and long term educational methods have<br />
been introduced and tested to create teams, but the most<br />
effective ones are the ones that can be practiced and rehearsed<br />
among the individuals to create the link and understanding<br />
to one another’s mind set in a simulated environment with<br />
controlled outcomes.<br />
One such event was planned and executed by Corporate<br />
Affairs Department for the new Al Habtoor Leighton Group<br />
to strengthen the bond and connection among key managers<br />
and directors. Over 160 different managers and director<br />
from different locations and sites were invited to the “Chariots<br />
Challenge” which was held in Zabeel Park on 28th November<br />
2007. The event commenced with a casual conversation for<br />
people to introduce themselves followed by a warm up exercise<br />
to know each person capability of bonding and team spirit.<br />
The main exercise was building chariot using the equipments<br />
and the guide manual provided. To this, all invitees were<br />
randomly divided in 12 different teams each differentiated by a<br />
color. Each team had to coordinate with one another through<br />
the whole process; right from planning, assigning tasks, forming<br />
smaller teams for cutting parts, building each piece and finally<br />
assembling all pieces to complete the chariots.<br />
The last phase of the team building exercised was to put these<br />
into test; which boosted a sense of competence and proficiency.<br />
All twelve teams had to assign a rider for the chariot and some<br />
chariot men to pull it in a race.<br />
The day winded up with a lot of excitement and stronger team<br />
spirit among all. Company Managing Director, David Savage and<br />
Deputy Managing Director Nigel Poole awarded medals to the<br />
first three teams for their efforts and proven team synergy•<br />
*more pictures available on the company intranet.<br />
24 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
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NEW Perspective<br />
“Green Buildings and Construction Industry in the <strong>UAE</strong>”<br />
- Seminar organized by HEETS<br />
Green building is the practice of increasing the efficiency<br />
of buildings and their use of energy, water, and materials,<br />
and reducing building impacts on human health and<br />
the environment, through improved building envelopes, high<br />
performance glass, increased insulation, significant open office<br />
space plans, using daylight and alternative energy sources such<br />
as Fuel cells and wind. Nowadays construction development at<br />
any cost is not an option, it has been made very clear with recent<br />
rules and regulations that green buildings and sustainable<br />
construction are the only way forward. Right from the design<br />
phase which will be green architecture and green design, up<br />
until the completion everything will be done with preserving the<br />
environment and its priceless resources in mind.<br />
Habtoor Engineering has always been a pioneer in new methods,<br />
procedures and achievements, and you might be interested<br />
to know that before the recent hype of green buildings in the<br />
<strong>UAE</strong>, back in 2005 HEE was one of the founding members of<br />
Emirates Green Building Council (EGBC). Very recently Habtoor<br />
Engineering training school conducted a training seminar on<br />
“Green Buildings and Construction Industry in the <strong>UAE</strong>”, with<br />
the aim of keeping HEE engineers and architects up-to-date<br />
with recent developments.<br />
The venue of the seminar was Habtoor Grand and the<br />
conductor and speaker was Mr. Mario Seneviratne, who is the<br />
founder of Emirates Green Building Council and the director of<br />
Green Technologies. Mario’s association with HEE goes back<br />
to nearly 30 years when he worked as a project manager on<br />
Metropolitan Hotel on Sheikh Zayed Road. A postgraduate<br />
from the University of Alabama, Birmingham, USA, Mario has<br />
specialized in HVAC design and construction and has been<br />
recognized as a Member of ASHRAE, IEEE, and as a Fellow of<br />
the Institute of Mechanical Engineers. He is now the Director<br />
of Engineering, Green Technologies, U.A.E, a company of<br />
mechanical and electrical engineers committed to Sustainable<br />
Development.<br />
Buildings have a profound effect on the environment, which<br />
is why green building practices are so important to reduce<br />
and perhaps one day eliminate those impacts. However, the<br />
environmental impact of buildings is often underestimated,<br />
while the perceived costs of building green are overestimated.<br />
Here in HEE with the backing of our Chairman and Managing<br />
Director we are making it part of our professional duty to<br />
conserve the worlds diminishing resources, while at the same<br />
time help shape the future of <strong>Dubai</strong> and the region•<br />
Mr. Seneviratne receiving a certificate of appreciation<br />
from the HEETS Manager Mr. Shahid Imam<br />
Project Directors & Managers along with other<br />
senior staff participating in the Seminar<br />
The presentation was about the different benefits of green<br />
buildings, how they can be implemented, why they should be<br />
implemented and how they are rated. Green buildings are<br />
scored by rating systems, such as the Leadership in Energy<br />
and Environmental Design (LEED) rating system developed by<br />
the U.S. Green Building Council, Green Globes which Mr. Mario<br />
happens to be an accredited Professional. In this rating scale<br />
building are ranked using a medal scheme with platinum being<br />
the highest and bronze being the lowest. The target is that<br />
when a building is rated as high as a gold or silver building,<br />
energy savings will go up by 30%, carbon savings by 35%, water<br />
savings by 40%, raw material by 50% and electricity savings<br />
by 60% in an instantaneous time frame. Not only is it about<br />
environmental responsibility, from an economic perspective<br />
it also makes sense. with lower operational cost and many<br />
business opportunities especially for mechanical and electrical<br />
engineers.<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
25
NEW Perspecti<br />
VOICES FROM WITHIN<br />
A New Year’s Perspective<br />
Michele Johnson<br />
General Manager Human Resources Leighton International<br />
The word Trust is defined as placing confidence<br />
and having faith in somebody or in somebody’s<br />
good qualities, especially fairness, truth, honor<br />
or ability. Do you find it easy to trust others? Do<br />
others find it easy to trust you?<br />
Have you ever thought about how your life or work could<br />
be impacted positively if you extended more trust in your<br />
relationships? I recently read a book which was given to<br />
me by some friends as a going-away present as we departed KL<br />
and headed to <strong>Dubai</strong>. It’s called “The Speed of Trust”, written by<br />
Stephen M. R. Covey, the son of the Stephen R. Covey, author of<br />
“The 7 Habits of Highly Effective People”. The Speed of Trust is<br />
an interesting book, and given the recent merger of Al Habtoor<br />
with Leighton, its key messages are noteworthy. Covey says<br />
that trust is “The one thing that changes everything” and he<br />
starts the book with the following passage: “There is one thing<br />
that is common to every individual, relationship team, family,<br />
organization, nation, economy, and civilization throughout the<br />
world – one thing which, if removed, will destroy the most<br />
powerful government, the most successful business, the most<br />
thriving economy, the most influential leadership, the greatest<br />
friendship, the strongest character, the deepest love.<br />
On the other hand, if developed and leveraged, that one thing<br />
has the potential to create unparalleled success and prosperity<br />
in every dimension of life. Yet, it is the least understood, most<br />
neglected, and most underestimated possibility of our time.<br />
That one thing is trust.” When I first read this I thought “that’s<br />
nice, but what has trust got to do with the word in the title of<br />
the book itself, speed”?<br />
The author demonstrates a linkage of trust with speed and<br />
cost, and argues that high trust increases speed and therefore<br />
lowers cost. Conversely, Low trust decreases speed and raises<br />
cost. He gives a macro level example of this in the current state<br />
of world affairs and how it impacts air travel. Since 9/11, it is<br />
fair to say that our trust in flying has decreased. If terrorists are<br />
trying to harm people, then obviously we need a better system<br />
of ensuring passenger safety. Now that new safety procedures<br />
are in place, we have to arrive at the airport earlier than before,<br />
and go through increased security procedures. So it takes more<br />
time for us to travel (the speed has gone down). These new<br />
security measures, such as bomb scanning technology, placing<br />
liquids in clear plastic bags, increased security personnel and<br />
checkpoints also cost more (the cost goes up). Can you think of<br />
a time when extending a high degree of trust made something<br />
happen faster and cost less?<br />
Let’s take an example that applies at work. If you carefully teach<br />
a subordinate how to complete their tasks, put simple control<br />
mechanisms into place and then entrust them to carry out their<br />
job, you will spend less of your valuable time checking their work<br />
(decreasing cost) and you will gradually be able to entrust them<br />
with more complex tasks, thus aiding in their development. Get<br />
the idea?<br />
Covey warns however that we should not give trust blindly. He<br />
defines “zones” of trust in the below matrix. He emphasizes the<br />
advantages of extending “Smart Trust”. The matrix is based<br />
on two main factors – your “propensity to trust” (the degree<br />
to which you give trust based on your personal beliefs and<br />
experiences) and “analysis” (your ability to evaluate a situation<br />
and make good decisions). If we are in Zone 1 (gullible) we will<br />
surely be taken advantage of. In Zone 2 (the sweet spot), we<br />
are using good judgment and enjoying the benefits. If we are<br />
plagued by indecision (in Zone 3) we feel we can’t trust anyone,<br />
not even ourselves! But Zone 4 (suspicion) is the worst place<br />
Continued on Page 27<br />
26 AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007
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NEW Perspective<br />
COMPETITION<br />
Competition<br />
Competition # 24 Results<br />
Hazrat Bilal<br />
The last competition was very interesting but difficult. That<br />
is why there were only a few entries and people were left<br />
confused by the elaborate and cryptic challenges.<br />
As always, the answer had to be decided by random selection<br />
from among those who gave the right answers. We have two<br />
winners of AED 500 each in Carrefour vouchers.<br />
Shaikh Altaf Ali K<br />
They are:<br />
Shaikh Altaf Ali K, is an Assistant Accountant in the Audit<br />
Department in our Head Office in <strong>Dubai</strong>.<br />
Hazrat Bilal, is an Accountant/Document Controller in Al<br />
Habtoor Specon<br />
Competition # 25<br />
We all know that <strong>Dubai</strong> is the City of Gold. Most<br />
cities around the world are known for something<br />
special. For our 25th Competition, we would like<br />
you to tell us what these cities from all around the world are<br />
know for. Match the following names of cities with the names<br />
they are known best by. Send in your answers to akhbaraldar@<br />
habtoorengg.ae or mail them to Corporate Affairs at the HEE<br />
Head office by the 10 th of February 2008. All the best.<br />
What cities are most commonly known by these nicknames? (There is more than one answer for some):-<br />
1. City of Magnificent Distances<br />
2. City of the Angels<br />
3. City of Love<br />
4. City of Peace and Justice<br />
5. The Eternal City<br />
6. Stab City<br />
7. Crescent City<br />
8. Empire City<br />
9. The Fair City<br />
10. Forbidden City<br />
11. Granite City<br />
12. Emerald City<br />
13. Monumental City/Charm City<br />
14. Orchid City<br />
15. Quaker City<br />
16. Soul City<br />
17. The Stampede City<br />
18. Windy City<br />
19. Motor City<br />
20. The Steel City<br />
Continued from Page 26<br />
to be… people here only trust themselves and in their effort<br />
to verify every detail they can become a victim of “analysis<br />
paralysis” which leads to missed opportunities, and ultimately<br />
decreased speed. Because people in this zone only trust their<br />
own analysis, they don’t tend to collaborate and may not realize<br />
that they are missing out on the valuable perspective of others.<br />
So as you are pondering your new year’s resolutions, why not<br />
give some thought to this concept of trust. Think about which<br />
zone you operate in. Think about your personal and work<br />
relationships. Think about your new colleagues in Leighton. You<br />
might find that a difficult or awkward relationship could be due<br />
to lack of trust. Consider whether the lack of trust is on your<br />
side or their side, and once you determine where it is, think of<br />
what you could do to increase the trust level and therefore the<br />
benefits. A little forgiveness goes a long way, and in the words<br />
of Mahatma Gandhi “The weak can never forgive. Forgiveness<br />
is the attribute of the strong”. The Speed of Trust is written<br />
by Stephen M.R. Covey, copyright ©2006 published by Free<br />
Press, a division of Simon & Schuster, Inc.<br />
The above is merely a flavor of its content. If you are interested<br />
in reading it in its entirety I’d be happy to lend you my copy and I<br />
trust you will return it when done! Happy New Year!<br />
AKHBAR <strong>AL</strong>DAR - NOVEMBER / DECEMBER 2007<br />
27
<strong>AL</strong> <strong>HABTOOR</strong> <strong>LEIGHTON</strong> <strong>GROUP</strong><br />
Al Habtoor Engineering Enterprises - <strong>Dubai</strong><br />
P.O. Box 320, <strong>Dubai</strong> – United Arab Emirates<br />
Tel: 2857551 – 2857215 – 2857555<br />
Fax: 2857479 – 2852843<br />
Al Habtoor Engineering Enterprises - Abu Dhabi<br />
P.O. Box 4284, Abu Dhabi – United Arab Emirates<br />
Tel: 6262036 – 6263114<br />
Fax: 6263073<br />
Al Habtoor Engineering Enterprises - Qatar<br />
Area Office, P.O. Box 22478, Doha - Qatar<br />
Tel: 00974-4130044 – 4130549<br />
Fax: 00974-4130055<br />
Gulf Leighton <strong>Dubai</strong> (L.L.C)<br />
P.O.Box: 123065, <strong>Dubai</strong> – United Arab Emirates<br />
Tel: +971 4 3046 333<br />
Fax: +971 4 3046 369