NEWS OF THE AL HABTOOR LEIGHTON GROUP

ISSUE NO. 30 2009

Capital Gate The new icon of Abu Dhabi Al Bustan Mixed-use Development Abu Dhabi Market Watch The evolving scenario Incorporating Sustainability into Architecture Face to face with Graeme Dunn HLG Environmental Management and much more...

CHAIRMANS MESSAGE

Dear Colleagues, From a vantage point of most contractors across the region, the world seems to be waiting for the tide of the current financial crisis to pass. It is a buyers market and the economic barometer seems to favour the clients. It is therefore a time for the industry stalwarts to reassess their business models and devise constructive solutions that can help us to progress towards our common goals. As a responsible construction company, we are structuring programmes that address sustained growth through geographical expansions, negotiations with clients and developers, business partnerships, resource enhancements, and community service initiatives. There are a significant number of new projects coming our way and so much more to look forward to, as the regional governments announce the changes in the business climate of the region. On a parallel vein, we continue with our employees care and development programmes. Re-channelling our core skills may be one option necessary to focus primarily on getting the right aptitude and expertise in positions that will address our target markets. Securing business opportunities and monitoring markets requires agility and capability in one and all. During the economic boom of the past several years, we built a success momentum that has now become an addiction. We have set a benchmark that we ourselves need to surpass. Our pool of talent from the region and across geographical boundaries has been the key to our performance. We have been partners in success, and it is with this trust in your capabilities that I advise everyone to look optimistically towards the future, continue to be inspired by the past, and simultaneously focus on the positive aspects of the present.

Riad T. Sadik

Editor-in-Chief Lina Sadek Managing Editor Shahnaz Imam Editors at Large Reagan Creado Hootan Zadeh
Disclaimer: Akhbar Al Dar is the newsletter of

Supporting Editors Nisrine Khadra Michael Assad Wice Sawez Design & Layout Benny Varghese Hina Imran

Photographers Dilip Ghosh / Farooque Riyad Distribution Usha T. Bai Sameer Sekathuveettil Contact us akhbaraldar@habtoorengg.ae

Contributors Mohammad Zakaria Munjid Salih Graeme Dunn Ross Wood Khalid Marmay Sanjay Gawali

the Al Habtoor Leighton Group. Its purpose is only to establish internal and external communication links. A bulk of the matter contained herein is based primarily on verbal accounts. Hence, we cannot guarantee the accuracy of data used. Neither the Al Habtoor Leighton Group, nor its associates, can be held responsible for any inaccuracies arising or implied herein.

MANAGING DIRECTORS MESSAGE

Over the past couple of months there have been a number of positive signs emerging that would seem to indicate that we are nearing the bottom of the economic downturn this region has been experiencing, like the rest of the world, for the past six to nine months. After several months of doom and gloom in which the newspapers and airwaves, both here and abroad, have been filled with stories of project cancellations and mass redundancies, we are seeing a significant increase in new project opportunities and we are well placed to capitalise on them. The past six months has been challenging, and the remainder of 2009 is likely to be the same. However, I firmly believe that the positive signs emerging now will translate into a significantly improved operating environment in the region by the latter half of this year. From the Al Habtoor Leighton Groups perspective, there are certainly some positives to come out of the slowdown. Our large workload has allowed us to focus on successful project

delivery, and we have not been forced to chase new work on unfavourable terms as some of our competitors have. Our organisation is flexible and nimble enough to be able to adjust to the changing market conditions, and our diversity has helped us weather the storm affecting residential and commercial property. Our expertise in infrastructure development has meant that weve been able to pursue the large number of infrastructure projects throughout our key markets. The slowdown has also encouraged us to investigate opportunities in new geographic markets. We have identified a number of strong prospects in both Kuwait and Saudi Arabia, and are in the process of establishing relationships with local partners to improve our chances of securing these. We will emerge from this downturn much stronger for the experience, and confirm our status as one of the regions leading contractors.

David Savage

CONTENTS
4 Project in Focus 8 Project Updates 11 Market Watch 15 Corporate Development 18 Upclose and Personal 21 Health and Safety 24 Hear it from the Experts 26 In and Around HLG 28 Congratulations 30 Competition 31 Last Word

PROJECT IN FOCUS

Capital Gate

The new icon of Abu Dhabi

ISSUE NO. 30 2009

PROJECT IN FOCUS

The Capital Gate tower leans across the Abu Dhabi skyline, putting the Leaning Tower of Pisa to shame. What is this gigantic gravity-defying structure, and how on earth will it stand? Reagan Creado talks to Mohammad Zakaria, Al Habtoor Engineerings Project Director on the job.
Abu Dhabis rapid advances as one of the best living destinations of the world are obvious from the variety of high scale projects currently under development. The city is being embedded with world-class structures, facilities and infrastructure. The Capital Gate forms a major part of the Capital Centre development, a business and residential micro city that is being constructed around the Abu Dhabi National Exhibition Centre. Formerly known as Feature Tower, the Capital Gate is the new icon of the Emirate. The tower is being built for the Abu Dhabi National Exhibitions Company (ADNEC), and has been designed by the renowned global architects RMJM. Ever since its announcement, there has been much talk about the sophisticated diagrid technology used to shape the structure, which requires far less steel than a conventional steel frame would, thereby reducing costs and benefiting not only the developers but also the environment. Valued at approximately $ 233 million, the tower is designed to be 160 meters high with 35 floors of different sizes, which will collectively have a built-up area of 52,000 square meters. It is being constructed on top of a two meter deep concrete base filled with an incredibly dense mesh of reinforced steel. The base sits on a distribution of 490 piles that are drilled approximately 30 metres underground to accommodate the gravitational, wind, and seismic pressures caused by the lean of the building. Capital Gate is a mixed-use development that will house offices from the second level up to the sixteenth level, and a five star hotel from the eighteenth level right up to the top. Impressed by the challenge of building such a structure, Akhbar Al Dars editorial group interviewed the project team. When questioned about the sloping angle, Mohammad Zakaria, the Project Director described, The tower is tilted at an angle of 18 degrees westwards, which is more than four times the slant of the Leaning Tower of Pisa, currently inclined at 4 degrees. The tower may possibly be featured in the Guinness Book of World Records for 2010 as the Worlds most inclined building, surpassing even the Puerta de Europe in Madrid, Spain, which has two towers that lean at 15 degrees each. Interestingly, the current assignment, generally referred to as the third phase of the entire ANDEC development, was awarded to the company on the basis of a previous delivery and a proven track record on the same project. The former assignment included the construction of the exhibition halls as the first phase, and was completed

The base sits on a distribution of 490 piles that are drilled approximately 30 metres underground to accommodate the gravitational, wind, and seismic pressures caused by the lean of the building.
An artistic impression of Capital Gate

AL HABTOOR LEIGHTON GROUP

PROJECT IN FOCUS

The tower is tilted at an angle of 18 degrees westwards, which is more than four times the slant of the Leaning Tower of Pisa, currently inclined at 4 degrees. The tower may possibly be featured in the Guinness Book of World Records for 2010 as the Worlds most inclined building, surpassing even the Puerta de Europe in Madrid, Spain, which has two towers that lean at 15 degrees each.

in record time, taking an astounding nine months from start to finish; an achievement anyone would be proud to claim. Halfway through, and moving at a feverish pace, Capital Gate currently employs close to a thousand people including staff and workers. The main structural element includes the core wall embodied in massive amounts of steel and vertical post tensioning, as described by the site engineers. One can see the interlocking steel diagrids in grey and blue, being hoisted and welded into their respective places. There are approximately 8,500 structural steel elements in the building, and the diagonal is formed by creating triangular structures with diagonal support tubular beams. Also discernible are the beginnings of the curve that will gradually take on a sharper incline as work proceeds. As we discuss the technology, Mohammad, explains, There are 722

diagrids in all, and each piece is unique. The smallest weighs 5 tons, while the largest weighs close to 16 tons. The total weight of the steel structure is estimated at 13,000 tons. He elucidates further, All this will be encased in a facade made out of massive diamond shaped glass panels. Each panel is about 64 square meters, and is made up of 18 triangular glass pieces. These glass panels are delicate and present a big challenge, as they need special arrangements and trailers for their transportation to site. We also have specially fabricated storage racks on site, so that these panels can be stored vertically and individually inspected, he clarifies. Another challenge is the scheduling of work. The tower is being constructed as part of the existing operational exhibition halls, and thousands of people visit the exhibitions that are taking place there every week.

Work goes on through the night

ADNEC visitors pass by the impressive Capital Gate

ISSUE NO. 30 2009

PROJECT IN FOCUS

There are 722 diagrids in all, and each piece is unique. The smallest weighs 5 tons, while the largest weighs close to 16 tons. The total weight of the steel structure is estimated at 13,000 tons. All this will be encased in a facade made out of massive diamond shaped glass panels.
Mohammad Zakaria
Project Director, Capital Gate Abu Dhabi

At times, work at site must be completely halted, as in the case of the International Defence Exhibition IDEX in February 09, where the sensitivity and security of the exhibits on display required the complete stoppage of work. Some of the other challenges are due to the limited space available for work. For instance, the two cranes on each wall are installed closer to each other than desirable, and this necessitates continuous monitoring at all times during lifting and moving. Health and safety is also of paramount concern on the project, and everyone employed needs to necessarily undergo intensive safety training. This is also one of the first construction projects to have a monthly inspection by the Abu Dhabi Governments Environmental Monitoring and Inspection Department. The project office houses about a hundred people from a number of companies, namely Al Habtoor Engineering, MACE, and RMJM staff, all under the same roof. This makes it much

easier for everyone to work together and co-ordinate with each other. Discussing the high-end finishes to be used on the building, which are another critical component, Mohammad explains, While the offices dont require any major finishes, the hotel will take a great deal of work. The five star hotel, named Hyatt at Capital Gate, will be run by the Hyatt, and will have 200 rooms, making it one of the most exclusive business hotels in the world. The building resembles a variety of objects from various angles. No one knows for sure what it is meant to look like, but some speculate that it is shaped like a giant boot, others say it is a dancing lady, and still others consider it the tail of a plane. Another element that gives the building its form is the splash, which is an independent structure that is fixed to the main building structure, and is shaped like a wave, covering the existing grandstand. This also has a positive influence on reducing the buildings

energy consumption, as the outer skin will reflect ultraviolet rays. The splash creates a thermal cushion in the open space between the skins. Similarly, the grandstand canopy will provide solar shading as it sweeps up to the tower, with perforated metal sheeting allowing views to be maintained. Undoubtedly a unique structure and an icon in the making, one could go on and on about the distinctive features and technicalities involved in the construction of this breathtaking building. While concluding discussions, Mohammad calmly reminds us that the projects envelope must be complete by the end of October 2009, and that all work is proceeding as planned. This is truly another big feather in the cap for the Al Habtoor Leighton Group.

AL HABTOOR LEIGHTON GROUP

PROJECT UPDATES

Al Bustan Development Abu Dhabi

Work is well underway at the Al Bustan Mixed-use Development Project

Located in the heart of the city, the Al Bustan project will mark the Abu Dhabi skyline through its towering structures. A combination of a four star business hotel, a serviced apartment tower, and two residential towers, the development is certainly geared to fill in the rising business needs of the city.

Regardless of the recession affecting the industry at large, the green capital smoothly sails through its development projects. Betting on the regions resilience as a tourist and business destination, leisure travellers can have more to look out for as the Al Habtoor Leighton Group increases its pace of work on the Al Bustan Complex. Awarded in July last year, the mixed use development project consists of a hotel and apartment towers and has been designed to provide value driven services. One of the prime attractions includes an ease of movement that will be experienced through 1840 parking space slots for both residents and visitors. The project also consists of a five storied basement that will house all

support facilities rendered to the hotel and apartments. A pre-function suite and a three storied ballroom have been designed on the eastern part of the basement. They have been designed to include 350 en-suite bedrooms, retail outlets and restaurant. A world class living experience is probably the right term to explain leisure. Five individual towers will be constructed from the ground level and each is designed to cater to a specific purpose. The main building comprises a seventeen storey hotel, an office tower and three apartment towers containing 620 apartments. The total floor area of the project is 300,000 square metres. Inspecting the

1 - Unfurnished West Apartments 2 - Unfurnished East Apartments 3 - Serviced Apartments 4 - Hotel 5 - Commercial Tower

ISSUE NO. 30 2009

PROJECT UPDATES

Since the pace of work has not been affected by any credit crunches that other regions are affected with, the levels of performance and delivery have been consistently high.
Munjid Salih, Project Director, Al Bustan Complex Abu Dhabi
work at site, the project director, Munjid Salih, clarified, Since the pace of work has not been affected by any credit crunches that other regions are experiencing, the levels of performance and delivery have been consistently high. Till date we have poured 80,000m of concrete, and we recently crossed a milestone with the commencement of the hotel superstructure. Although the team remains perennially optimistic, the project is not without its own set of complications, embodied by restricted access in and around the site. Munjid Salih, further emphasised that planning and logistics played a key role and the deliveries were managed on a timely basis, twenty four seven. To date the Al Bustan project has 1,300 labourers working on site. This figure is increasing by the day and the numbers are anticipated to rise to around 6,000 at its peak. The commencement of the hotel superstructure marks the beginning of the second phase of the project and commences the MEP works and the finishing including the faade works. The first part of the project is due to be completed in October 2010 and hopefully the second part will also be concluded as scheduled in early 2011.

Work going on at a hectic pace on the Al Bustan project

Project Factsheet
Project Client Main Contractor Consultant : Al Bustan Mixed Use Development, Abu Dhabi : Al Hamid Group : Al Habtoor Engineering : COX Architectural : WSP Structural & MEP : Page Kirkland - PQS : Canadian Project Management : AED 2.25 Billion : 300,000m : Airport Road, Junction 29th Street, Abu Dhabi

Project Manager Project Value Built Up Area Location

AL HABTOOR LEIGHTON GROUP

PROJECT UPDATES

Thiess Services ME

makes inroads into Abu Dhabi

TSME signs a contract for a landmark Waste Management Facility

Majid Al Mansouri and Tim Harwood at the signing ceremony in Abu Dhabi

The Centre for Waste Management, Abu Dhabi, has awarded a 15 year concession agreement to Thiess Services Middle East (TSME). Valued at US $ 300 million, this is the first major project for TSME in the region, and involves the design and build of a construction and demolition waste recycling facility in Abu Dhabi. This project will mark the beginning of a major diversification in Al Habtoor Leighton Groups business in the Gulf region. Commenting on the new contract, David Savage, said, Abu Dhabi is taking its carbon footprint reduction strategy very seriously indeed with projects such as this, and we look forward to enhancing environmental management within the Emirate by providing the market with high quality recycled products. So whatever may be happening around the globe, the green prospects of the region will appear sooner than expected.

TSME one of the prime associated businesses of the Group and has a long standing experience and track record through its Australia based parent

company Thiess Services, in providing specialist waste management, utilities management, contaminated site remediation, and facilities management services. TSME is currently working closely with Abu Dhabis Tourism Investment and Development Company (TDIC) on Saadiyat Island, providing facilities and waste management services. They have recently implemented a construction waste recycling facility at Saadiyat Island, and have also been partners in the development of TDICs waste management strategy. Since they are providing services to a majority of the offices on Saadiyat Island, they are also reviewing some of the potential upcoming TDIC projects like the Louvre and the Guggenheim.

The plant will also separate demolition debris into plastics, wood, and metals, and will produce a range of aggregates that can be used in construction projects.
Tim Harwood
General Manager, TSME

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ISSUE NO. 30 2009

MARKET WATCH

The evolving market Scenario

The construction industry has taken a reverse spin, industry bodies ponder over the present and future challenges. Through various opinions, we scrutinize the options. This is a relatively new section in Akhbar Al Dar, and is designed to serve as a market watch that will observe opportunities and analyse industry trends through media excerpts and expert opinions.
It is a universally accepted fact that the effects of the recession will take a while to settle. All market segments including banks and investment bodies continue to remain cautious and apprehensive. With the cancelled projects list still active and real estate prices continuing to shrink, the industry needs a stimulus that can turn the tide. Most industry stalwarts believe the market turnaround is more than a year away, however they are optimistic about newer markets and related market segments emerging as a lead in the business cycle. With this in mind Akhbar Al Dar has introduced a new section that will observe market trends and provide capsules of information to its employees and various readers. This section will draw information from various media channels and individual opinions. The market downturn has undoubtedly hit us all. However, it has not had a major impact on our overall activities as our business strategy is moulded according to the changes affecting our business environment, says Richard Corish, Business Development Director. We are focusing on individual markets and tracking the potential available and have already secured strong contract signings, as well as targeted new markets in different regions. With these glimmers of hope, Akhbar Al Dar structured its study around its chief markets regions. Dubai, once the epicentre of the construction boom, is feeling the credit squeeze the most since it has the least oil and gas reserves. Consequently

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MARKET WATCH

the construction industry has taken a beating as quoted by EFG Hermes, The UAE economy will shrink by 1.7 per cent this year, with an expected steep decline in population leading to more pain for the property sector. In the same vein, Colliers released the Dubai House Price Index for Q1, which showed a decline of 41 percent for the first three months of 2009. As a turnkey solution, developers are increasingly forming strategic alliances with consultants, contractors, investors and funding houses. Some developers are even beginning to buy construction material in bulk. They then supply them to contractors working on their projects, in a bid to keep prices low and ensure supply. The other fear is of newer projects actually materialising. Dubai has been quick to react with the Real Estate Regulatory Authority (RERA) structuring a system that lists all projects under construction. It aims to develop a mechanism that will address an early warning indicator. Accordingly the status of the projects is shown on its website and updates will be provided. Each scheme is tracked, logged and given a progress bar indicator, so investors can see the extent of the development. This will improve transparency and build investor confidence, kick starting property sales in Dubai. This will boost cash flows and help the equity market regain. There has also been a move to grant multiple entry visas to foreigners investing in the UAE, which is

expected to boost sales. The contractors can therefore expect a positive flow of business. Among the other stimulus mechanism, future sustainability and environmental efforts like green building have begun to take priority, helping the environmental services industry to gain prominence. A recent report in the MENAFN pointed out that, the Dubai Municipality Green Building code is expected to be drawn up by the second quarter of 2009. Even the master- developer, Limitless has said that it will not step down from its sustainability commitment on the Down Town Jebel Ali project, part of which has been built by the Al Habtoor Leighton Group. Although there is mounting concern about the market, we are happy with our current order book and look forward to a good business year as we are delivering good results in the various sectors that we operate in, says Joe Dujmovic, Chief Operating Officer. Our proven capability in buildings and infrastructure has paid us good dividends; however our other capabilities too through our associated businesses have also gained strong ground.

Most of the major developers in Dubai have put their projects on hold due to the fact that they are waiting for building material prices to reach bottom, enabling them to have a good bargain with the contractors to start with. By this course their project finances through the banks will also ease and banks may offer better credit conditions. I still sense an undying optimism in the UAE, but the coming 8-12 months will be a very crucial period for the construction industry.

Fasahat U. Khan
Estimator

The market downturn has undoubtedly hit us all. However it has not had a major impact on our overall activities as our business strategy is moulded according to the changes affecting our business environment.
Richard Corish
Business Development Director

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MARKET WATCH

Although there is mounting concern about the market, we are happy with our current order book and look forward to a good business year as we are delivering good results in the various sectors that we operate in.
Joe Dujmovic
Chief Operating Officer
Habtoor Atco is building the massive Construction Village on Saadiyat Island, Thiess Services that provides facilities like site remediation, construction waste recycling, and soil remediation has also won a major contract with TDIC. Abu Dhabi resonates a more positive outlook. The government has committed to huge amounts of infrastructure and property developments. A series of announcements were made at the latest Cityscape held in the capital. These included increased hotel and commercial units to meet the demands of the globally acclaimed tourism industry thriving in the city. The Saadiyat Island expressway, scheduled to be completed later this year, will dramatically reduce the time it takes to travel downtown from Abu Dhabi International Airport. This will further boost the economy and investment patterns. Plan Abu Dhabi 2030 holds much promise for the companies operating in this market. A number of master plans are being put in place, as quoted by the popular trade weekly, Construction Week, Abu Dhabis UPC has approved three plans for the capital, including a concept for a

second government hub and suburb for 370,000 people.

The situation can be summed as both low and high. Low because the overall numbers of announcements are relatively fewer and high because it is an opportune time to look within and strengthen the internal systems and business models. However the future of the Abu Dhabi market looks very strong indeed. says Abdullah Muwahid, General Manager of Al Habtoor Engineering Abu Dhabi. Another media channel echoed similar trends in the city, Abu Dhabis Department of Transport will draw on government funding for the development of its surface transport master plan that includes the construction of the sheikhdoms first metro, read Dow Jones Zawya. Significantly positive trends have been seen in Qatar. Small as it may seem, the countrys huge gas reserves are expected to fund a great deal of the countrys development. Quoting Emirates Business 24/7, Construction in Qatar grew by 5.2 per cent in the fourth quarter, but raced by 24.1 per cent through 2008. Unlike other Gulf oil producers, Qatars economy has not been too affected by the global financial crisis this year as its GPD is projected to continue its big leaps in both nominal and real terms. The Al Habtoor Leighton Group currently has six major projects underway in the city of Doha. Potential new markets like Kuwait, Oman and Saudi Arabia are performing well economically. HLG has

Building and infrastructure contracts worth $11.2 billion (Dh41bn) are expected to be awarded in Abu Dhabi this year. However an abundance of manpower, material, and lower waiting time for machinery can make the competition so intense that companies are willing to quote for minimum profit. Clients are looking for technically sound and cost effective contractors to execute their projects, which in most cases are not schedule driven anymore.

Rami Loulou

Business Development Manager

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MARKET WATCH

taken its first steps in Saudi Arabia with the $670 million Information Technology and Community Complex project in Riyadh. There are conflicting views echoed by various media groups too. Arabian Business, a popular business weekly said in a recent article that, Saudi Arabias construction industry is forecast to contract by 0.7 percent, down to SR72.57bn ($19.38bn) this year. On the same subject MEED stated that, the Saudi construction sector has overtaken Dubais to become the largest in the region. However figures from the Business Monitor International (BMI) assessing the Kingdoms infrastructure value between 2003 and 2013 estimate that the real industry value contracted by 0.2 percent year on year putting an end to positive growth until 2013.

for most the slowdown has provided some breathing space to take stock and evaluate how to improve all round business systems. This is an opportunity for developers to reassess viability of projects, contractors to analyse pricing structures, companies to strengthen systems and improve business processes, and finally the individuals to bring in efficiency and best practices. With many projects either postponed or delayed in Dubai, investors are not so sure about the prospects of the real estate and construction companies.

Today clients are looking for contractors to supply value for money and innovative approaches in both existing and future projects.

Christopher L. Gordon
Senior Commercial Manager

Low because the overall numbers of announcements are relatively fewer and high because it is an opportune time to look within and strengthen the internal systems and business models. However the future of the Abu Dhabi market looks very strong indeed.

The employment industry will pick up no doubt, and will allow for the movement, grouping, and re-grouping of talent in and around the regions hot spots.

The Market situation can also be analysed Abdulla Muwahid through other pointers. General Manager, Abu Dhabi For instance, the labour market statistics reveal that the number of people that are There has inevitably been a shift in the leaving Dubai has dramatically increased. kind and type of construction taking The Khaleej Times, the UAE national daily place. It is a market of opportunity for is saying, Data from the Dubai Ministry of those that are versatile, change savvy, Interior Naturalisation & Residency show and ready to take on the unknown. Smart that Dubai cancelled 54,684 residency investors have their ears to the ground, visas in January, or an average of 1,764 listening out for any signs of a bottomevery day, up 89 per cent from a year out in the market. Yet, while some are ago. While these trends and statistics gungho about future growth, it remains may reflect the immediate situation, a wait and watch game for many.
Disclaimer: The views, opinions, and quotes expressed in this article are all referenced to their original sources. They are not the views of Akhbar Al Dar or of the Al Habtoor Leighton Group, and neither do Akhbar Al Dar or of the Al Habtoor Leighton Group take any responsibility for them.

Hisham Burhani

Manpower Allocation Officer

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CORPORATE DEVELOPMENT

Incorporating Sustainability into Architecture Part 1 of 2

With sustainability becoming a key requisite in newer developments, it is imperative to understand this concept. Akhbar Al Dar probes how the theory would embed within the architectural designing stage.
The World Commission on Environment and Development has put forth a definition of Sustainability as, Meeting the needs of the present without compromising the ability of future generations to meet their own needs. This definition of sustainability does not specify the ethical roles of humans for their everlasting existence on the planet. The need for finding long-terms solutions that warrant continuing human existence and well-being is far more compelling than that of finding a proper terminology to describe the human

need. In this respect, the debate on the terms green, sustainable, or ecological architecture is not terribly important.

Sustainability in Architecture
Architecture is one of the most conspicuous forms of economic activity. A countrys economic development will necessitate more factories, office buildings, and residential buildings. During a buildings existence, it affects the local and global environments via a series of interconnected human activities and natural processes. This in turn increases the combined impact of architecture on the global ecosystem, which is made up of inorganic elements, living organisms, and humans. The goal of sustainable design is to find architectural solutions that guarantee the well-being and coexistence of these three constituent groups.

Principles of Sustainable Design

Extensive research studies have identified the three main principles of sustainability in architecture as; 1) Economy of Resources, which is concerned with the reduction, reuse, and recycling of the natural resources that are input to a building, AL HABTOOR LEIGHTON GROUP

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Principles of sustainability in architecture

PRINCIPLES
1) Economy of y Resources 2) Life Cycle y Design (LCD) 3) Humane Design

Water Conservation
A building requires a large quantity of water for the purpose of drinking, cooking, washing, cleaning, flushing toilets, irrigating plants, etc.. All of this water requires treatment and delivery, which consume energy. The water that exits the building as sewage must also be treated.

STRATEGIES
Energy Cons Conservation Conservation nser i n Pre-B ilding Pr Building Phas Phase Phase P esentation of Pres i of Natural Natura Condi ions Natural Conditions ua ditions iti

Material Conservation
A range of building materials are brought onto building sites. The influx of building material occurs primarily during the construction stage. The waste generated by the construction and installation process is significant. After construction, a low-level flow of material continues in for maintenance, replacement, and renovation activities.

Water Conserva ion Conser tion Conservation s

Building ildi Phas Phase Phase

Urb Urban Design ign n Site la in Site Pl nni Site Planning lanning

Material i l Cons Conservation Conservation nser i

Post-Building t B lding Phas Phase Phase

Design for i for Huma Huma Comfo Human Comfort man for ort

Principle 2: Life Cycle Design (LCD)

METHODS
The conventional model of the building life cycle is a linear process consisting of four major phases: design; construction; operation & maintenance; and demolition (refer to figure 2 - principle 2.1). The problem with this model is that it is too narrowly defined: it does not address environmental issues (related to the procurement and manufacturing of building materials) or waste management (reuse and recycling of architectural resources). The second principle of sustainable architecture is LCD (refer to Figure 3 - principle 2.2). This cradle-to-grave approach recognises environmental consequences of the entire life cycle of architectural resources, from procurement to return to nature. For the purpose of conceptual clarity, the life cycle of a building can be categorised into three phases: pre-building, building, and post-building, shown in figure 3.

Figure 1

2) Life Cycle Design, which provides a methodology for analyzing the building process and its impact on the environment. 3) Humane Design, which focuses on the interactions between humans and the natural world. These principles can provide a broad awareness of the environmental impact, both local and global, of architectural consumption. (refer to figure 1)

resources in the construction and operation of buildings. There is a continuous flow of resources, natural and manufactured, in and out of a building. This flow begins with the production of building materials and continues throughout the buildings life span to create an environment for sustaining human well-being and activities. Resources can be further divided into Energy, Water and Material Conservation.

Energy Conservation
After construction, a building requires a constant flow of energy input during its operation. The energy consumed by a building in the process of heating, cooling, lighting, and equipment operation cannot be recovered.

Principle 1: Economy of Resources

By economising resources, the architect reduces the use of nonrenewable

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Principle 2.1: The conventional model of the building life cycle

DESIGN CONSTRUCTION OPERATION & MAINTENANCE
Figure 2

DEMOLITION

These phases are connected, and the boundaries between them are not obvious. The phases can be developed into LCD strategies that focus on minimising the environmental impact of a building. The Pre-Building Phase includes site selection, building design, and building material processes, up to but not including installation. In the Building Phase, the building is physically being constructed and operated. In the Post-Building Phase, building materials

become resources for other buildings or waste to be returned to nature. The sustainable design strategy focuses on reducing construction waste by recycling and reusing building materials.

Principle 3: Humane Design

Humane Design is the third, and perhaps the most important, principle of sustainable design. In modern society, more than 70% of a persons lifespan is spent indoors. An essential role of architecture is to provide built

environments that sustain occupants safety, health, physiological comfort, psychological well-being and productivity. Because environmental quality is intangible, its importance has often been overlooked in the quest for energy and environmental conservation.

Summary
The current status of sustainable design in architecture is that of an ethic rather than a science. While a change of lifestyles and attitudes toward the local and global environments is important, the development of scientific knowledgebases that provide skills, techniques, and methods of implementing specific environmental design goals, is urgent. The ultimate goal and challenge of sustainable design is to find win-win solutions that provide quantitative, qualitative and psychological benefits to building users. The three principles of sustainable design Economy of Resources, Life Cycle Design, and Humane Design provide a broad awareness of the environmental issues associated with architecture. The strategies within each principle focus on more specific topics. These strategies are intended to foster an understanding of how a building interacts with the internal, local, and global environments. In the next issue of AAD, we will further discuss methods for applying sustainable design to architecture.
Courtesy: Introduction to Sustainable Design Jong-Jin Kim, College of Architecture and Urban Planning The University of Michigan

Principle 2.2: The Modern Life Cycle Design (LCD)

PRE-BUILDING PHASE

NATURE

EXTRACTION

PROCESSING

MANUFACTURING

POST-BUILDING PHASE
WAST WASTE WASTE T MANAGEMENT MANAGEMENT ANAGEMENT TRANSPORTATION

BUILDING PHASE
RECYC RECYCLE C CONSTRUCTION

REUS REUSE REUSE

OPERATION & MAINTENANCE

Figure 3

AL HABTOOR LEIGHTON GROUP

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UPCLOSE AND PERSONAL

Face to face with

Graeme Dunn

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ISSUE NO. 30 2009

UPCLOSE AND PERSONAL

Managing Director of Leighton Contracting, Abu Dhabi, a veteran with close to twenty years industry experience shares his role and goals and the valuable lessons he learnt in life.

: Al Habtoor Leighton Group is quite a large entity with so many divisions and business entities. You are the Managing Director of Leighton Contracting Abu Dhabi. Tell us about the role and the challenges you face in your day to day activities. GD: I have been in this position for the last six months and have been working with the Leighton Group for the past three years. I joined as the General Manager for Gulf Leighton, which was then the original arm of Leightons business in the Middle East. Post the merger, the company went through a series of restructurings to develop a unique business model controlled by the Al Habtoor Leighton Group. Now Gulf Leighton operates through various divisions across the Middle East and North Africa. For Leighton Contracting Abu Dhabi, the first project we picked up was the Saadiyat Link Express Way, which is a $ 600 million project. This led us in to a relationship with Tourism Development and Investment Company (TDIC), the master developer of leading tourism assets within Abu Dhabi. Some of the other projects include the Saadiyat Island Construction Village, which is being built to house up to fourty thousand workers employed during the construction phase of Saadiyat Island. Currently work is in progress for the first phase and I am pleased to say that work is moving at its scheduled pace. Our association with

TDIC has further been strengthened with the recently awarded project, the Saadiyat Beach Resort valued at approximately $ 528 million, to the Group in a joint venture with Murray and Roberts. Overall I have to say my role here has been quite diverse; with the changing industry demands, we need to plan for today and the future. We aim to work with several clients in Abu Dhabi, concentrating on infrastructure works, marine works, large infrastructure projects, oil and gas, and other related developments. : We would like to know more about you in terms of your prior work experience. Can you please provide us a brief overview? GD I started out at a large Australian construction company where I spent the first ten years of my career. I joined as a Project Engineer and progressed to a Project Manager. The nature of my assignments made me travel frequently across the mainland of Australia, Thailand and Malaysia. Eventually I was provided an opportunity to join another contracting company based in Australia itself but spread across New Zealand and Singapore. I worked there for six progressive years till 2004, when I received an offer from Leighton International to join its operations in the Middle East. In 2005 I came to

Dubai as the first general manager of Gulf Leighton. Along with the Leighton International management group, we established the companys operations in the region through projects such as the Al Shaqab Equestrian Centre in Qatar, and City of Arabia in Dubai. In 2007, the merger with Al Habtoor came along, and following that we decided to embark on new opportunities in Abu Dhabi, so I moved down here to reinforce our position. : Can you tell us a bit about your educational background? GD I am a civil engineer by education and completed my bachelors degree at Sydney University. After that I decided to continue my studies and get an MBA, which was a struggle because I had to work at the same time. I opted for most of the science related courses during my civil engineering studies, but the MBA introduced me to the financial and legal aspect of how things operate. : What are some of your strategies and goals to overcome the current market situation? GD: Our strategies are mainly long term. We want to create closer ties with government agencies and to continue developing a strong infrastructure portfolio, knowing well that Leighton Contracting is fully capable of taking on large-scale projects due to our extensive experience in the civil engineering field. AL HABTOOR LEIGHTON GROUP

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UPCLOSE AND PERSONAL

Our strategies are mainly long term. We want to create closer ties to government agencies and to continue developing a strong infrastructure portfolio, knowing well that Leighton contracting is fully capable of taking on large-scale projects due to our extensive experience in the civil engineering field.

We have a lot to offer to this region and we can be very competitive. Some of the ties we are working on right now are at the oil and gas related projects in Al Ruwais. Another interesting project we are considering is the new Khalifa Port in Abu Dhabi which is a large civil engineering project divided into two segments. Half of it is infrastructure, and the other half is building. We are working with Al Habtoor Engineering Abu Dhabi, to take advantage of the benefits of the merger between the two organisations. : Well we have discussed your professional profile at length but would also like to know about your personal life. Tell us more about your family, hobbies or if there is any sport that you are particularly interested in?

All of my children were born overseas and in a different countries. For instance one was born in Thailand, one in Singapore and the last one in New Zealand, so theyve also had some amazing experiences. However there are some down sides as well especially for the children, as they do not necessarily develop strong roots to the country from where they are. My eldest daughter has lived in six countries. I think this has been a great opportunity for all of us to work, travel and grow together. : Do you have any message for our readers? GD: Im a great believer in the benefits of planning a project, and successful projects are ones where everybody knows the plan. However, to really get the most out of planning you need to constantly review the plan and adapt, as things change during the project execution.

GD: Yes, I do a lot of bike riding in Dubai; there are actually a large number of us from the Leighton Group that bike ride on a weekly basis. In fact three of us from the Group went from London to Paris As a rapid fire round of queries a few quick for a 3 day race that questions were shot at Graeme including his list covered 540km. I also of favourites for: enjoy watching football Sport Cycling and rugby, and am a fan of the English Premier Food Chocolate, Ice Cream and Pasta League, but have not Type of Music Alternative music with my played since I was young. current favourite being I have been married The Killers. 13 years now and have Favourite Topic Cycling and outdoor pursuits three young children. Mikaela is the eldest and TV Show Bones and Underbelly at eleven years of age, she (an Australian drama) is starting her first year at Recent Movie The Dark Knight high school, Isobel is nine and is currently in grade Recent Book David Baldacci (Divine Justice) and Andy Cave four, and Celeste, my (Learning to Breathe) youngest, is five, and has just started preparatory Person My wife school.

List of Favourites

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ISSUE NO. 30 2009

HEALTH AND SAFETY

The Al Habtoor Leighton Group &

Environmental Management
Hootan Zadeh caught up with Ross Wood, the Groups Environmental Advisor, to discuss how the company is implementing its environmental management system (EMS). Ross took us through the different components of our initiatives, and described how HLG is setting an example as a responsible contractor.
In todays world there has been an ever increasing push towards an awareness of sustainability and how it is applied to everyday life. One industry where sustainability and green initiatives are especially prevalent is the construction industry. With ever increasing demand for all things green, now is the time for companies to encourage and adopt an environmentally sound system of work. With this in mind, HLG is looking at how environmental management can establish the Group as one of the UAEs leading exponents in sustainable construction. HZ: What are the critical occurrences in the environment that make it imperative to develop a control mechanism? The environment can be defined as every living and non living thing that occurs naturally upon the earth. So from a definition like that its easy to see how we, as a company, interact and have an impact upon the environment. These impacts can be both direct, like water pollution, and indirect, like the burning of fossil fuels for electricity production. Direct and indirect, these impacts are having a detrimental effect upon our environment and the pressure is on to try and control them. In order to determine what our impacts are we need to look at our activities and the associated aspects involved. In other words we have to look at the cause (aspects) of these effects (impacts). All the impacts created by our activities are having a detrimental effect upon the local environment and the environment globally. As development around the world continues to pace ahead, so does the consumption of many natural materials and fuel sources. The activities involved in processing theses materials and creating power using fossil fuel sources (oil, coal) are creating an increasingly inhospitable environment for us to live in.

AL HABTOOR LEIGHTON GROUP

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HEALTH AND SAFETY

Climate change is a common term in our language that we hear every day now. The burning of fossil fuels is increasing the amount of carbon dioxide (CO2) in our atmosphere, which has been identified as having a direct link with the rapidly increasing global temperatures over the last century. These climate changes are resulting in more extreme weather patterns around the globe, resulting in more frequent natural disasters. Its been suggested that Hurricane Katrina in the USA could have been a result of these more extreme weather patterns. On a more local scale, there are various sources of environmental pressure that mean we must take environmental management seriously. HZ: What is HLG doing to manage its environmental impacts? In looking at how the company manages its impacts we need to break it down into two areas; Company Level Project Level If we look at company level, Al Habtoor Leighton Group has developed

an Environmental Management System (EMS) as part of its Integrated Management System. This system has been developed on the ISO 14001 standards, a globally recognised certification process that ensures the company upholds its duty of care toward the environment. The underlying idea behind this system is continual improvement. It encourages a proactive approach to the management of our environmental impacts by planning rather than reacting. This approach can then be replicated at project level through the creation and implementation of an Environmental Management Plan (EMP). This plan outlines how the site will work in a manner that will not compromise the environment. An EMP will include; Roles, responsibilities and contacts Site environmental objectives and targets Environmental training and awareness requirements Legal and other requirements (client, company, etc) An aspects and impacts register

(outlines all the project aspects and their corresponding impacts) Environmental control procedures (how the project impacts will be mitigated) Incident response plan HZ : What are our major impacts and how are we controlling them? As a result of the operations involved in the construction process a varying number of environmental impacts are identified. There are a few impacts that recur throughout all our sites, in particular waste management and pollution control. Waste management is one of the biggest problems a construction site will face. It is not only an environmental impact but also has wider reaching commercial impacts, and health & safety impacts to an extent. In many cases a site will pay at least four times for its waste; i.e. we pay for materials we pay for them to be delivered we pay to store them we pay to dispose of them

In many cases poor material storage is leading to perfectly good materials

CO2 emissions fuel rapidly increased global temperatures

Proper on-site material and waste segregation

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HEALTH AND SAFETY

becoming damaged and then thrown out. Not only does it not make environmental sense, it also doesnt make economic sense. Proper waste management on site will ensure that we are not throwing good materials out before they have been utilised fully.

Including waste management in the planning phase of a project can greatly increase your chances of eliminating waste and therefore producing plenty of cost savings. Further to waste management on site, the next most regularly occurring issue is pollution control.
savings. Further to waste management on site, the next most regularly occurring issue is pollution control. How we store, use and dispose of fuels, oils and chemicals plays an important part in reducing potential pollution incidents. With water being such an important and scarce resource in this part of the world, it is vitally important how we impact on our water sources. Storing fuels, oils and chemicals appropriately on site is the front line in preventing the pollution of the local water table or marine environment. All liquids with the potential to contaminate

Ross Wood

Segregation of waste streams gives us more opportunities to identify materials that can be used again, or at the very least, aid the recycling process off site. In dealing with waste on site, we follow what is known as the waste hierarchy where the most desirable option is to eliminate waste in the first place. This could mean requesting re-usable packaging or having take back schemes with suppliers. Including waste management in the planning phase of a project can greatly increase the chances of eliminating waste, therefore producing plenty of cost

should be stored within an impervious bund. This bund should have an appropriate capacity to hold all the contents, should there be an accidental spillage. For many operations around site, such as refuelling generators, a bund is not practical. Further preventative measures should be put in place that mitigate the potential for contamination. For example, when re-fuelling in the field drip trays should be used to collect any minor spills. Spill kits should also be located in areas close to sensitive receptors, such as surface water drainage. These kits will contain appropriate materials to contain and clean up any minor spills. These are just a few examples of the environmental issues that we as a construction company face every day. With better awareness and understanding of the issues HLG can go a long way towards reaching both their own goals and the goals of future generations.

Fuels should be stored in an impervious bund

Spill kits store appropriate materials capable of containing minor spills

AL HABTOOR LEIGHTON GROUP

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HEAR IT FROM THE EXPERTS

Building security in a

Changing World
Al Habtoor Leighton Group plans its crisis management strategy A crisis or emergency is an out of the ordinary event, announcement, disclosure or set of circumstances which threatens the safety or wellbeing of employees and other stakeholders and/or the integrity, performance, reputation, and survival of the company.
Given the current economic environment, a universal activity within business entities is an assessment of their systems, in order to understand their preparedness for any eventuality. The Al Habtoor Leighton Group has implemented a series of initiatives that assist in tackling the vagaries of business contingency and continuity planning. Earlier this year the company hired the services of Truscott Crisis Leaders, well known Sydney based crisis practitioners, to help understand and develop a format for crisis management that is suitable to its business structure. A string of concept - introducing training workshops were organised at all its divisions. The workshops included team - specific sessions, with two major objectives. They served to provide the management, as part of the corporate crisis management teams, with a comprehensive overview of the requirements, and they helped gauge their level of preparedness. More sessions followed, customised for divisional crisis management teams. The workshops examined the dimensions of a crisis that one could recognise and relate to. A poorly managed crisis destroys the attempt to resolve the situation or protect the companys reputation. The key challenge is reacting - with the right response - quickly. Failure to respond and communicate in ways that meet community standards and expectations results in negative outcomes. The sessions included the General Managers and functional divisional managers, as well as senior project team staff, so that each team may build their

David Borrill from Truscott Crisis Leaders conducting Crisis Management Training for all the business units of the Al Habtoor Leighton Group

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ISSUE NO. 30 2009

HEAR IT FROM THE EXPERTS

HLG CCMT

DCMT
United Arab Emirates & Oman

DCMT
Qatar, Kuwait & Bahrain

DCMT
Saudi Arabia

DCMT
Associated Businesses

PROJECT LEVEL ROJECT

PROJECT LEVEL L

PROJECT LEVEL ROJECT

PROJECT LEVEL

PROJECT LEVEL ROJECT

PROJECT LEVEL L

PROJECT LEVEL ROJECT

PROJECT LEVEL

ERMT ERMT ERMT ERMT

ERMT ERMT ERMT ERMT

ERMT ERMT ERMT ERMT

ERMT ERMT ERMT ERMT

ERMT ERMT ERMT ERMT

ERMT ERMT ERMT ERMT

ERMT ERMT ERMT ERMT

ERMT ERMT ERMT ERMT

set of processes and be able to adapt to any significant changes within the company in the future. The final outcome was to develop a well - reasoned strategic plan that is suitable for the existing industry environment and the company structure. Based on the recommendations made, the crisis management teams are in the process of being structured as in the chart above. Starting from the emergency response management teams at project sites, to crises teams at each division, to the corporate crisis team at the group level, they will all be aligned through a

mechanism that will enable the most effective delivery process.

HLG Crisis Management Plan

To respond effectively, the right setup must be in place. Each person must understand their role and what is expected out of them. In order to accurately comprehend ones role, the company is developing a crisis management plan. It is designed to cover all the business units of the Group, and defines a clear structure and method to handle any eventuality. The plan will list the crisis management team (CMT) at each level and location, along with their names and contact details. A CMT is the pre-selected list of senior management decision makers, and may also include some members who are brought on board with relevance to the particular crisis at hand. With respect to the organisation structure, the Al Habtoor Leighton Groups CMT plan includes the following levels: CCMT or the corporate crisis management team operating at the group level

DCMT or the divisional crisis management team operating at the divisional level ERMT or the emergency response management team operating at the project sites In a potential crisis situation, each level would alert their preceding CMT rank of the emergency or crisis, and this would swing the crisis management system into action. This could happen at any time of the day or night, and alternate representatives would be added to the team, should the primary members not be available. The team would have the ability to meet anywhere, be it at a construction site, corporate office, hotel room, or even a members house. Such flexibility would ensure the best use of resources at any time. Later this year a simulation may be planned at each location, to assess the effectiveness of the CMT and the state of our readiness. The true test of effective crisis management is in its results. When a crisis occurs, and if through smart handling, it can be turned into an opportunity, then we can truly say that we have mastered the art of crisis management.

AL HABTOOR LEIGHTON GROUP

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IN AND AROUND HLG

Engineering Delegates visit HLG

Hong Kong Institute of Engineers representatives attend HLG Presentations

Dr. Raymond Ho and Jaffar Khair along with the Hong Kong engineering delegates

As part of the companys community services policy, HLG entertains various student communities from the region and across the globe. The company has also been known to support students through varied sponsorship programmes. Al Habtoor Leighton Group was recently visited by a group of engineering delegates from the Hong Kong Institute of Engineers (HKIE), who intended to acquire global exposure and understand the new technologies employed in Dubais projects. Therefore two training sessions were arranged, one to be delivered by Jafar Khair, the Corporate Planning Director,

and the second by Dr. Raymond Ho, the General Manager of Al Habtoor Leighton Steel. Jafar Khair, welcomed the delegates with a brief introduction of the company and a presentation entitled Setting the standards in advanced and effective project management. The presentation highlighted the methods by which the companys planning department managed all its projects, showcasing the use of some of the latest tools, techniques and software deployed by the company that are in accordance with international standards and practices. Dr. Raymond Ho gave a second presentation on the construction

industry in the UAE, where he discussed, in detail, the current market conditions and the major issues and challenges posed by the industry, and the Groups business strategy. Both presentations were highly appreciated, and the level of knowledge imparted was in direct relevance to the need. The enthusiastic group had several questions, that made the sessions lively and interactive. Before leaving, the delegates handed out souvenirs to Raymond and Jafar, as a token of their gratitude. HLG encourages the global sharing of knowledge among both students and professionals, and plays host to several such delegate visits throughout the year.

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ISSUE NO. 30 2009

IN AND AROUND HLG

Kudos to the HLG Basketball team

Team bags second place in the Expats Basketball League, missing the top spot by a narrow margin.

It has been over a year that the companys various corporate sports group have been making waves in the sports arena. Whilst cricket had been the talk of the town and dominated the sports pages in several local papers, this time it is the basket ball team that has walked away with the accolades. The recently concluded championship tournament of the Expats Basketball League held at the Sharjah Sports Stadium had several corporate teams, both from Dubai and Sharjah, competing for the title. Winning through the initial eliminations and making it to the quarter finals and the semi finals, the team missed the top spot by a very narrow margin. However

the challenge is in the game and the team is proud to have given such a tough competition to their opponents. The team bagged the Sportsmanship Award as the most organized and disciplined team at the tournament. They were also awarded the title for being the Most Valuable Players in the league. The basket ball team was established in October 2008 by Hisham Sergany, a senior manager at the business bay project, and consists of the mixed group of basketball enthusiasts from various sites and locations. The members regularly coach and practice on the weekends at a predefined practice ground. Some of the players deserving a special mention

include Khalid Marmay, Carlos Bognot, Derrick Dicen, Oliver Koch, Erwin Sta. Ana, Benedicto Maderrazo, Mykell Roces, Jeffrey Mayo, Pasky Somoray, Fred Cachola, Giffrey Guinto, Oliver Turno, Ricardo Fabricante, Ian Rivera, Conrado Musngi Jr., Abusama Alim, Mohammed Ammache, Shaun Paul Aurello, Jerwin Brillante and Ali Fakih, as each ones contribution toward the common goal has been important. The team possess a winners attitude and that is the key to their success. They have demonstrated skill and strength of character on the field. They have pledged that this was only the beginning of a string of successes aimed for. With that we agree that such determinative victory cannot be too far behind.

The proud HLG basketball team with the Expats Basketball League Cup for second place

AL HABTOOR LEIGHTON GROUP

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CONGRATULATIONS

Al Habtoor Group Awards 2008

Outstanding performers honoured during the gala appreciation ceremony.

The proud winners of the Awards along with Mr. Khalaf Al Habtoor, Chairman of the Al Habtoor Group

Distinction Awards
Award Title Name and Designation Outstanding Achievement Abdullah Muwahid General Manager Al Habtoor Engineering Abu Dhabi Excellence in Leadership Outstanding Teamwork Innovation/Improvement Customer Service Osama Al Taher Sr. Project Director Mahmoud S. Ghandour Project Director Fadi Hani Hawarna Jr. Site Engineer Venugopalan K Telephone Operator

Department Awards
Award Title Special Project Housekeeping Dept/Site Site 275 - ADNEC Phase 3 Capital Gate Project Abu Dhabi Site 611 - JAFZA Convention Center Project Dubai

Individual Performance Awards

Award Title Administrative Employee Name and Designation Pulukkool Manoharan Labor Immigration Representative Syed Jalaluddin Finance Manager Amro Mohd El Chabti Sr. Architect Muhammad Iqbal Ali Shovel Operator Walid M Kharbat Projects QA/QC Manager

Financial Employee Engineering Employee Field Employee QHSE Excellence

Longterm Service Awards

Maqbul Mahmood, Chief Cashier Mohammad Ashraf Sr. Mason Foreman Usha T Bai, Executive Secretary Mohiddin Al Sheikh, Traffic Clerk Peter Wilfred, Sr. Land Surveyor

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ISSUE NO. 30 2009

CONGRATULATIONS

Long Service Awards

Acknowledging thirty years of dedication

Our employees are our greatest assets. Every year the company recruits a record number of people and every year employees who have served their full term leave simultaneously. Each retiring person is presented a certificate and a token of appreciation as a souvenir. This time we say farewell to Nek Aawaz Khan, Abdul Wahid, Mohammed Ashraf, Arulappan Victor and Mohammad Azad, who have been working with the Group for over thirty years. Throughout their tenure, they have been fully committed to helping the Group reach its goals, and they are an inspiration to the rest of the employees.

Abdul W ahid, S hovel O

perato

Mohammed Ashraf, Carpenter

p Arulap

an Victo

er r, Weld

Moham

Nek Aawaz Khan receiving an appreciation certificate and gift from Hassan Bazzi, HR & Administration Director

mad Aza

d, Towe r

Crane O p

erator

Gold Medal Winner

CIOB picks Shaun Evans for Construction Manager of the Year
Shaun Evans, Construction Manager at the Al Bustan Complex in Abu Dhabi, won a prestigious Gold Medal at the Construction Manager of the Year awards, for the category of Housing over 15 million pounds. The medal was presented to him by the Chartered Institute of Building (CIOB), which is the professional body that sponsors, judges, and awards the title in the UK. It is a unique award, with only 10 medals being issued every year, and receiving it has been the proudest moment till date in Shauns 15 year career. The Construction Manager of the Year is the UKs construction

industrys most celebrated awards evening, and Shaun was short listed for it prior to joining the Group.

AL HABTOOR LEIGHTON GROUP

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COMPETITION

Photography

Competition
Dear Akhbar Readers, As human beings we all have different capabilities and we are all gifted with talents which, if practiced, can even end up surprising ourselves. But one very important factor in performing any act or practicing art and craft, is the emotional intelligence in each of us, and this is what makes everyones understanding of the world around them different from the others. To make a point here, we have decided to switch our focus from numbers and figures to pictures and photographs. We want you to send us your perspective of the company, projects, and people at your workplace, as a picture or a unique photograph. Add a title or topic to the picture, so that we can get a clear comprehension of the subject. Please note that: Entries will be judged based on technical aspects such as the uniqueness of the picture and its relevance to HLG. The pictures should be in high resolution, clear and in a JPEG format. Entries that have topics that are not related to the main theme of the competition cannot be accepted and would be dismissed. The top three entries will be chosen and displayed in the next issue of AAD for all viewers. Along with all entries, you need to submit the date, place of the photograph, and a clear message (one liner) which talks about the subject. AAD reserves the right to use the pictures in future publications and presentations. We wish you good luck, and look forward to seeing the world around you from your perspective. Please send your pictures to us at akhbaraldar@habtoorengg.ae or mail them to Corporate Affairs at the HEE Head Office by the 30th of June. Akhbar Al Dar Team

Previous Competition winners

The last competition, our Samurai Soduku proved to be a truly challenging one, with only two lucky and very smart individuals able to solve our Soduku. Each one walked away very happily with AED 500 worth of Carrefour gift vouchers. Congratulations to them on a job well done and good luck to everyone in our future competitions. 1. Nagarajan Perumal, who is a plumbing foreman at the Abu Dhabi International Airport expansion project. 2. Durga Prasad Thota, a hard working Mason at the Abu Dhabi International Airport expansion project.

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LAST WORD

All for one,

and one for all

Dear Readers, There is no denying that the current global financial crisis has led to a downturn in business activities and financial performances around the world. While some choose to put their hands up and surrender and wait for a sudden turn of events to change their fortunes, we aim to be part of that force which will inevitably change the current situation for the better. As Mahatma Gandhi once said, be the change you wish to see in the world. It might be easy to focus on the negative aspects and the shortcomings now laid bare, but lets not forget that whenever a door closes, another one opens, and so too should our eyes realise the opportunities in front of us and take advantage of the current situation and benefit from it. A sense of teamwork that encapsulates a spirit of all for one and one for all should be our focus in the workplace, because results are how we are judged at the end of the day. Without this mindset it will be very difficult for everyone involved to achieve their operational and financial goals. We should all refer to the story we have heard time and time again about the group of people traveling in a boat, and how only one of them had a hole under his seat and the rest ignored it since it was only under his seat, ignoring the fact that everyone is affected to the same extent. It is only when we work together that we can help each other out by acknowledging that we have to face these challenges together and not in isolation. I would like to take this opportunity and quote a famous Persian poet Saadi, who wrote a poem in the 8th century that later became a motto on the entrance of the United Nations building in New York. Saadi, eloquently manifested: Of one essence is the human race, thusly has creation put the base one limb impacted is sufficient, for all others to feel the mace. Let us be inspired and motivated in our daily efforts for personal growth and the continued success of the Al Habtoor Leighton Group, and prove once again that we are built on a solid foundation, and by believing in ourselves and the capabilities of the people around us, we can weather this storm and emerge a stronger group. Best Regards

A sense of teamwork that encapsulates a spirit of all for one and one for all should be our focus in the workplace, because results are how we are judged at the end of the day. Without this mindset it will be very difficult for everyone involved to achieve their operational and financial goals.

Shahnaz Y. Imam

AL HABTOOR LEIGHTON GROUP

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Al Habtoor Leighton Group

www.habtoorleightongroup.com

P.O. Box 320, Dubai United Arab Emirates Tel: +971 4 2857551 2857215 2857555 Fax: +971 4 2857479 2852843

Al Habtoor Leighton Group

Al Habtoor Engineering Enterprises - Dubai

P.O. Box 320, Dubai United Arab Emirates Tel: +971 4 2857551 2857215 2857555 Fax: +971 4 2857479 2852843

Al Habtoor Engineering Enterprises - Abu Dhabi

P.O. Box 4284, Abu Dhabi United Arab Emirates Tel: +971 2 6262036 6263114 Fax: +971 2 6263073 Area Office, P.O. Box 22478, Doha - Qatar Tel: +974 4130044 4130549 Fax: +974 4130055

Al Habtoor Engineering Enterprises - Qatar

P.O. Box 123065, Dubai United Arab Emirates Tel: +971 4 3046333 Fax: +971 4 3046369

Gulf Leighton Dubai (L.L.C)

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