hlg plays integral role in record-breaking tower · pdf file6 hlg plays integral role in...

NEWS FROM THE AL HABTOOR LEIGHTON GROUP

OCTOBER – DECEMBER 2010

HLG plays integral role in record-breaking tower– Capital Gate

Shaping up for completion– Zayed University

Building the future – Iris Bay

A pioneering approach– Keith Plumbe in Oman

Al Habtoor Leighton Group

The Al Habtoor Leighton Group (HLG) is one of the leading multi-disciplined contractors in the Middle East and North Africa. It functions through its two core operating companies, Al Habtoor Engineering and Leighton, and through its diverse range of complementary Associated Businesses.

The specialist services provided by these Associated Businesses include piling, interior fit-out, MEP services, steel fabrication and erection, facilities management and pre-fabricated modular structures, as well as offshore oil and gas expertise.

The Group operates through businesses in the UAE, Qatar, Kuwait, Saudi Arabia, Oman and Bahrain, and is looking to expand further into the Middle East and North African region.

It offers clients a complete, one-stop solution to all construction, development and asset management needs, and focuses primarily on five market sectors: BuildingCivil engineering and infrastructureOffshore oil and gasRailMining

Akhbar AlDar is an internal publication produced by the Al Habtoor Leighton Group. It provides information to staff on current and past projects as well as general information on the Group’s growth and direction.

You can contact us at [email protected] or through [email protected].

When you have finished with this magazine, please recycle it.

OCTOBER – DECEMBER 2010

Contents

6

22

18

9 26

6 HLG plays integral role in record-breaking

tower

8 Building the future

9 Shaping up for completion

10 New Leighton CEO announced in Australia

10 First Afghanistan project completed

10 Projects hit safety milestone

11 HISG restructures

11 New HLG Website

11 HLG awarded Daman contract

14 A pioneering approach in Oman

16 Staff profile - Babu Narayanan

17 Staff profile - Raghu Nathan

18 On the right track

20 Safety slogan competition heats up

21 Raising the bar on performance

22 HLG Iftars 2010

26 International Labour Day celebration at

Al Ghurair Centre Expansion

27 Documentary filmed at HLG camp

27 Mexican students visit HLG

27 HLG basketball championship

4 | Akhbar AlDar • October - December 2010

PROJECT IN FOCUS

I was delighted to see that the Capital Gate project that we are delivering for ADNEC in Abu Dhabi was recently certified by Guinness World Records as the “World’s Furthest Leaning Manmade Tower”.

The project is widely regarded as one of the world’s most complex engineering projects and has garnered significant interest in global engineering circles. National Geographic’s Megastructures program recently created a documentary on the project called “The Leaning Tower of Abu Dhabi”. The documentary has been translated into 44 languages and will be broadcast in more than 150 countries.

We have a long and proud history of constructing landmark buildings in the UAE, and Capital Gate further builds on this tradition. The project will stand alongside our Burj Al Arab and Jumeirah Beach Hotel projects as instantly recognisable symbols of this country.

Our ability to overcome difficult engineering challenges is what sets HLG apart from our competitors. Just like we did when we built the Armed Forces Officers Club in Abu Dhabi in the 1990s, on Capital Gate we developed workable solutions to complex problems and were able to seamlessly translate an architect’s vision into reality.

Our challenge now is to export our proven capabilities from the UAE into new markets. Already we are making a name for ourselves in Qatar, where the Doha City Centre development and Al Shaqab Equestrian Centre will be key elements of the Doha landscape for years to come. We now need to demonstrate our skills in other new markets such as Saudi Arabia, Kuwait and Oman, and we are taking the necessary steps to do so.

Riad T. Sadik

CHAIRMAN’S MESSAGE

We have a long

and proud history

of constructing

landmark buildings in

the UAE, and Capital

Gate further builds

on this tradition.

Al Habtoor Leighton Group | 5

PROJECT IN FOCUS

It’s hard to believe, but the Holy month of Ramadan and Eid ul-Fitr have already come and gone. Despite the traditional slowdown during this period, our operations have been as active as ever.

We’ve achieved significant progress on our major projects over the past few months. We completed and handed over the Sorbonne University in Abu Dhabi, and I would like to congratulate the project team on a fantastic effort in delivering a world-class facility. Zayed University has also been racing along (see story page 8) - and is on track to be handed over in 2011 – as has the iconic Capital Gate project (see story page 6).

We have commenced the handover of the Al Shaqab Equestrian Centre in Doha. The project’s activity levels have ramped up significantly over the past few months and most pleasingly, we have been progressing safely. The project recently completed 9 million man-hours without a lost-time injury in what we believe is a new company record.

Our expansion into new markets continues. Our operations in Oman and Bahrain were officially incorporated in July and August respectively, and we expect to achieve incorporation in Saudi Arabia and Kuwait shortly.

This issue of Akhbar Aldar also includes an article on our new Performance Management System, which is currently being rolled out across the business. The new system is part of our continued drive to develop a performance-based culture within the organisation, and I urge you to embrace it.

We were officially awarded the AED700 million “Buildings by Daman” project in Dubai in August. Let’s hope this is the start of a good run for us and we secure further new work across the business over the coming months.

Laurie Voyer

CEO & MANAGING DIRECTOR’S MESSAGE

Our expansion

into new markets

continues. Our

operations in Oman

and Bahrain were

officially incorporated

in July and August

respectively, and we

expect to achieve

incorporation in

Saudi Arabia and

Kuwait shortly.


PROJECT IN FOCUS


PROJECT IN FOCUS


PROJECT IN FOCUS

Record BreakerAbu Dhabi’s Capital Gate building

HLG plays integral role in record-breaking tower

Currently under construction by HLG, Capital Gate, owned and developed by Abu Dhabi National Exhibitions Company (ADNEC), has been built to lean 18 degrees westwards - more than four times that of the world famous Leaning Tower of Pisa.

Capital Gate earned the Guinness recognition after rigorous evaluation by the Awards Committee, following completion of the exterior of the 160-metre, 35-storey tower earlier this year.

Capital Gate’s floor plates are stacked vertically to the 12th storey, after which they are staggered over each other by between 300mm to 1400mm giving rise to the tower’s dramatic lean.

The tower features other innovative construction techniques, such as the world’s first known use of a pre-cambered, post tensioned core, which contains more than 15,000 cubic metres of concrete reinforced with 10,000 tons of steel.

The core, deliberately built slightly off centre, has straightened as the building has risen, compressing the concrete and giving it strength, and moving back into a vertical position as the weight of the floors has been added.

Project Director for Al Habtoor Leighton Group, Phil Alcock, said the Capital Gate structure had been a challenging and enjoyable project to work on.

“Every day brings new challenges for the team, requiring us to come up with some exceptional solutions. The structure and envelope is now complete but the finishes present their own complications,” he said.

“However, with the continuing efforts and dedication of the site team and a number of excellent subcontractors, the completion of this iconic landmark for Abu Dhabi is within sight.”

Capital Gate will house the 5-star Hyatt Capital Gate hotel as well as approximately 20,000 square metres of premium office space.

Capital Gate in Abu Dhabi has been certified as the ‘World’s

Furthest Leaning Manmade Tower’ by Guinness World Records.

PROJECT IN FOCUS

HLG is currently working on the internal fitout of the tower. Progressive handovers to the client of all floors of the tower will take place over the coming weeks. External works and landscaping have commenced and erection of the helipad is currently underway

The tower was the focus of a recent documentary on National Geographic, Abu Dhabi, which provided an in-depth view of the tower’s construction.


PROJECT IN FOCUS

8 | Akhbar Aldar • October - December 2010

PROJECT UPDATE

Building the future

The Al Habtoor Leighton Group and Murray and Roberts’ joint venture began Abu Dhabi’s Zayed University project back in 2008. Project Director Ian Taylor says the project is currently on track for completion by next year.

The US$ 818 million Zayed University project is one of the Al Habtoor Leighton Group’s key construction projects in Abu Dhabi.

This project, for the design and construction of a new university campus, is a joint venture between Al Habtoor Engineering and Murray & Roberts for the Mubadala Development Company.

The finished building will provide educational facilities for 6000 students and related faculty and support staff. It will be constructed on a plot of approximately 175 hectares and feature a built-up area of 200,000 square metres.

The new campus is located in New Khalifa City, near Abu Dhabi International Airport. It contains academic buildings, recreation facilities, and residential accommodation, with separate facilities for men and women.

Project Director Ian Taylor said the design was substantially complete with finishing

work currently being undertaken on all of the buildings.“Currently the project is about 60 per cent complete with all concrete structural works substantially complete,” he said.

“The envelope on 23 of the 27 buildings are very close to completion, so we are pleased with this progress.”

Reaching this stage was not without its challenges with the site team working hard to overcome some hurdles.

“We had late changes to the design imposed on us, which compressed our schedule for the new central campus,” he said.

“With our architect based overseas and the engineer for the feature roof also based overseas, we had to contend with the logistical problems this brings. Also they were not used to working on a fast-track design and build project, which was an added complication.”

He said managing the scope of the project was also a challenge as there were in excess of 500 employees on site at any given time.

“The site itself is also vast, at 175 hectares it is a challenge to manage the sheer size of it, but thankfully we have a great team with the skills and ability to deliver,” he said.

Although the project had its difficulties, Mr Taylor said the project team had achieved much on site, including a great safety record.“We have achieved excellent quality standards and excellent productivity on site, as well as a good safety record,” he said.

“We have currently recorded more than 10 million man-hours without lost time caused by injuries. This is a great outcome, but obviously with workplace safety it is something we need to continually work at to ensure we can maintain a good record.”

The project is due for competition on 31 July, 2011


PROJECT IN FOCUS


PROJECT UPDATE

Shaping up for completion

The eye-catching design of HLG’s Iris Bay project has been taking form since the project began in 2007. As it nears completion, the elliptical design is more striking than ever.

The US$ 110 million Iris Bay tower on Dubai’s Sheikh Zayed Road was topped out at 36 floors in January this year, with the project now entering its final stages of completion.

Developed by Sheth Estate International and designed by WS Atkins, the tower consists of two identical double-curved pixilated shells which are rotated and cantilevered over a four-storey podium. It has three basements, a ground level, three podiums and a podium roof. The landscaped podium level features an open air shaded swimming pool and facilities and a clubhouse.

Project Manager Mahmoud Irsheid said HLG was currently working on the external granite facade for podium levels one to four, as well as finishing work on the ground floor.

Although not considered one of the region’s tallest buildings, the distinctive architectural design of the unusually shaped Iris Bay was an early opportunity to explore the challenges of sustainable design in a hot climate, and it incorporates both passive and active environmental features.

The ovoid shape creates areas of negative pressure that draw air through the building and reduce the dependence upon mechanical ventilation for the underground car park in particular. The rear elevation is a continuous vertical curve punctuated by balconies while the front elevation is made up of seven zones of rotated glass. This includes naturally ventilated spaces and integrated solar energy and shading films in the glass facade.

Mr Irsheid said the safety aspect of the project was challenging, especially with the construction of the twin curve beams running from the first floor to the 11th floor on opposite sides of the project. These beams provide complete support to the tower structure.

“These structures were poured in-situ. The angle of the curves and the height to which they had to be constructed, coupled with the organisation of scaffolding, meant we had a difficult task to ensure there was enough working space for all the tasks that needed to be done,” he said.

“This led to many hours and days of coordination between the construction teams, safety team and the design teams to come up with a solution to this unique challenge.”

Working at a height while on a sloping gradient covered with steps was another challenge for the project team.

“We had to ensure that people would have the confidence to use the working platform structures,” he said. “Fortunately, the construction team was up to the challenge.”

With the project now in its final finishing stage, it won’t be long before we see the completion of this uniquely shaped building.

“Landscaping is currently taking place and wooden doors are being installed. External cladding is also taking place at the top of the tower and facade closure is almost completed with a few glass panels left to be installed,” Mr Irsheid said.

“Final paint and wall finishes are almost complete, ceiling closure and floor finishes are in the final stage, and mechanical and electrical final fixtures are undergoing testing and commissioning.”

The distinctive architectural design of the unusually shaped Iris Bay was an early opportunity to explore the challenges of sustainable design in a hot climate.


PROJECT IN FOCUS

Projects hit safety milestone

Al Shaqab Equestrian Centre in Doha and Zayed University in Abu Dhabi have recently completed 10 million man-hours without a lost-time injury.

Both projects’ safety records reflect HLG’s dedication to best-practice safety initiatives.

For more HLG Health and Safety news, see story on page 20

First Afghanistan project completedHLG has completed the first of its projects for the Australian Defence Force (ADF) in Afghanistan.

The project, located inside the Camp Holland military base at Tarin Kowt in the Oruzgun Province, was for the design and construction of a facility for military equipment known as Scan Eagle - an operating facility for remote surveillance aircraft. The project also included offices and supporting infrastructure.

Project Manager Dan Nijam said the project was handed over to the client on time and within budget.

“Although it was quite a small project, this is the first we’ve completed in Afghanistan so it’s an important milestone for us,” he said.

“This was a fantastic effort by the team who worked well together to achieve a great outcome for both HLG and the client. We look forward to continuing to work with the ADF at Tarin Kowt and completion of our other ongoing projects there ”

New Leighton CEO announced in Australia

NEWS

HLG’s major shareholder Leighton Holdings Limited has announced that Mr Wal King (left) will retire after 23 years as Chief Executive Officer and Managing Director, effective January 1, 2011. Mr David Stewart (right), currently the Chief Operating Officer of Leighton will assume the role of CEO effective from that date.

Leighton Chairman Mr David Mortimer, paid tribute to Mr King’s extraordinary contribution to Leighton over his 42-year career.

“During Wal’s leadership, Leighton has risen from being a middle ranking Australian construction company to a global leader as a contractor and the world’s largest contract miner. Just recently Engineering News Record ranked Leighton as the 12th largest

contractor by revenue in the world,” he said. Mr King will remain engaged in a consultancy role so Leighton can retain access to his skills and experience.

David Stewart has served as one of Leighton’s Chief Operating Officers since July 2009 and prior to that was Managing Director of John Holland for three-and-a-half years.

“David is an exceptionally capable manager having led John Holland to record levels of revenue and profitability, and he continued to expand the diversity of that company. He has been with the Leighton Group for some 24 years,” Mr Mortimer said


PROJECT IN FOCUS NEWS

New HLG Website

The Al Habtoor Leighton Group’s new website is now online. The website can be accessed at www.hlg.ae. The website is one of the key tools with which we can communicate

our capabilities and current activities to our key audiences. It features details about the Group, our structure, management, projects and capabilities

HISG Restructures

HISG – HLG’s Associated Business providing interior fit-out services to external clients – has recently undergone a restructure that has resulted in the creation of two separate businesses.

The company has been separated into:

ISG Middle East - which will provide fit-out and project management servicesAl Habtoor Leighton Interiors – which will provide joinery services

The restructure will have no impact on HISG’s current projects, and clients will expect to

continue to receive the same high standard of service and delivery that they have come to expect from HISG.

Both businesses are anticipating further growth in the future and are currently pursuing a number of strong new work prospects. Both businesses continue to operate from the same office in Dubai

HLG awarded Daman contract

HLG has been awarded an AED 700 million building project in Dubai by Daman Investments. The project involves the completion of Daman’s “Buildings by Daman” project at the Dubai International Financial Centre. The project has already commenced and HLG will be responsible for completing its delivery.

The development comprises three towers – a 20-storey office block, a 60-storey hotel, and a 60-storey apartment block with an intricate steel inter-connection between the two towers. HLG will commence immediately and the project is due for completion by December 2011

Company expansion continues

HLG’s expansion into new markets continues apace. Keith Plumbe has established a new office in Muscat, Oman, and Al Habtoor Leighton LLC (Oman) was incorporated in July (see story, page 14).

Tony Crouch is heading up the Group’s operations in Bahrain and Al Habtoor Bahrain SPC was officially established in August.

Saudi Arabia and Kuwait are next on the list, with official incorporation for our existing operations in both countries due by the end of October


PROJECT IN FOCUS



PROJECT IN FOCUS


The team commitment to project delivery was exceptional, with team members working tirelessly to deliver a good project outcome.

Paris-Sorbonne University Project Director Stephen Bennet on finishing the AED 1.2 billion project in Abu Dhabi ahead of schedule.


PROJECT IN FOCUS

A pioneering approach

Q You have a background in entering new markets, has this positioned

you well for your recent move into Oman?

A My broad involvement in international construction has created opportunities

for me to gain specialist skills in such fields as project finance, which has broadened my understanding of the critical issues associated with establishing and running new businesses. I’ve also worked as Strategic Development Director for Gulf Leighton in initiating HLG’s entry into the Oman market.

HLG’s General Manager for Oman, Keith Plumbe, first began working in the region in 1974. As the

manager tasked with establishing Gulf Leighton in Dubai in 2004, he had a front row seat when Gulf

Leighton and Al Habtoor Engineering merged to become the Al Habtoor Leighton Group. Keith has

been married to his wife Judit for 37 years and they have three sons: Roan, Cian and Kyle (all born in

the Gulf). As General Manager for Oman, Keith is now in the process of setting up home in Muscat

and, with considerable assistance from the HLG corporate team, has just officially registered HLG’s

newest office location. Keith talks to Akhbar Aldar about the exciting times ahead for HLG in Oman.

Over the years, I have often found myself cast in pioneering roles, where the ability to independently handle everything competently and responsibly is often more important than being absolutely brilliant at everything. This suits my working style perfectly. In other international construction

STAFF PROFILE

The Business Plan for Oman sets out in some detail the strategies we are adopting in order to build a significant and sustainable business in the country, which does the HLG name proud.

If asked to characterise these with just three P’s they would be precision, partnering and professionalism.


PROJECT IN FOCUS

companies I have previously led autonomous project teams in the USA, Turkey, France, Hong Kong, the Philippines and Sri Lanka, as well as being the responsible manager for establishing new businesses in Kuwait, India, Vietnam and Sri Lanka.

It’s fair to say that my previous roles have equipped me well for the challenges of bringing success to HLG’s operations in Oman.

Q What makes Oman different to other markets in the GCC?

A You’d be surprised by just how many things make Oman distinctly different

from the other GCC countries. In terms of population, Omanis make up 70 percent of the country’s population, with non-Asian expats making up only some 10 percent of the population. The Omani people have diverse ethnic origins, with significant influences from Zanzibar, Baluchistan, India and other neighbouring countries.

In terms of operating in the physical environment, unlike most of the other GCC countries Oman’s terrain is not predominantly sand desert, but is instead comprised of vast mountain ranges littered with wide wadis.

The highest mountain in Oman is twice that of the UAE, where the climate at its summit is near temperate throughout the year. Oman is the only country in the GCC to experience a monsoon season that covers the landscape of the Dhofar region with lush green vegetation for up to three months of the year.

Q How has Oman fared in the difficult financial environment? Is

there optimism in the industry?

A The culture of Oman can be characterised by the relaxed and

friendly nature of its people. This relaxed way of life, complemented by the prudent leadership of His Majesty Sultan Qaboos bin Said, saw Oman developing at a modest pace, whilst its neighbours to the north were engaged in more frenetic development.

The consequent status of development in Oman has left the Sultanate in a much healthier state and with the financial strength to embark upon renewed growth objectives.

Independent surveys have pointed to Oman as one of the best prospects in the region for achieving significant economic growth in the coming five years. From a construction perspective, growth is certainly evident in the number and size of projects being initiated through the Tender Board, but one downside

of all the ‘good news’ coming out of Oman is that the country is awash with international contractors who are hungry for work.

Q As the general manager for Oman, where are you currently dedicating

the majority of your time?

A As almost 80 percent of the significant projects in Oman are offered for tender

through the government’s Tender Board, it is reasonably easy to keep track of what’s happening through the Board’s website.

The real trick for us, however, is to compile advanced knowledge of what is coming out for tender and to position the company in a way that provides acceptable prospects for success.

Oman’s market dynamic has encouraged us to focus our attention on relationship building, both in terms of relationships with the project consultants, as well as with suitable joint venture partners.

As with all of the Gulf countries, fostering these relationships is the key to our success. In this regard, time is also being spent in building relationships with the major client entities and with business advisors, so we can best promote what HLG and our tenders can offer to our Omani clients.

Although the majority of my time is dedicated to the pursuit and capture of quality work for the company, our set-up status inevitably means that I currently dedicate a considerable amount of my time to the establishment of the company, the opening of our office in Muscat and the recruitment of core staff for the office.

Q Who are the key clients in Oman and what market segments will

HLG be focusing its attention on?

A The initial focus has been on major infrastructure projects, for which the

client is the Government. Having said this, the resurgence of the Oman economy is also generating significant opportunities in the industrial and building sectors, where the clients are both government agencies and private entities.

Oman is some three-and-a-half times the size of the UAE, with a coastline that’s twice as long. This, coupled with the fact that Oman’s pace of development over the past decade has been modest compared to the UAE, is now generating major opportunities in the infrastructure sector - roads, railways, airports, marine ports, power stations, desalination schemes, waste management projects, etc.

Although Oman is finding ways to boost its oil and gas outputs, it nonetheless recognises that its future lies in strategic industrialisation and the prudent development of its immense tourism assets. As a result, four large industrial hubs are being developed, including one completely new industrial port city at Al Duqm.

On the tourism front, Omran (the equivalent of Abu Dhabi’s TDIC) has been charged with the development of a number of major hotels, resorts, themed attractions, convention centres and the like, which will generate building opportunities for the company.

Q What kind of strategies does HLG have in place to make the most of

this emerging market?

A The Business Plan for Oman sets out in some detail the strategies we

are adopting in order to build a significant and sustainable business in the country, which does the HLG name proud. If asked to characterise these with just three P’s they would be precision, partnering and professionalism.

We are the new kids on the block; we certainly don’t know our way around the market well enough to go it alone. We are therefore cultivating a few carefully chosen alliances with good, locally established contractors, as the basis for launching the business through project-specific joint venturing in the pursuit of suitable projects.

At the same time, we are working hard to create differentiators between ourselves and our competitors. We want the market to recognise that the HLG brand is synonymous with quality, reliability and a cooperative approach to providing the very best in international contracting. These are all factors that Oman cares about, and ones on which HLG can deliver

Oman’s market dynamic has encouraged us to focus our attention on relationship-building, both in terms of relationships with the project consultants, as well as with suitable joint venture partners.

STAFF PROFILE


PROJECT IN FOCUS STAFF PROFILE

Staff Profile – Babu Narayanan

Sitting in his office at the JAFZA Convention Centre project, Health Safety and Environment (HSE) specialist Babu Narayanan talks to Akhbar Aldar about his important role in the company.

Q Health and Safety management is a key function for any construction

company. What does your role involve?

A As the Senior Safety Engineer, my role is to ensure the smooth running of the

Group’s Health and Safety (HSE) policies and regulations on site. To do this, I have nine Safety Officers (SOs) and a number of sub-contractors’ Safety Managers reporting to me, and I also liaise with safety representatives of JAFZA our client, Arenco our consultants and EC Harris who handle project management.

A typical work day starts at 6am with update meetings with the SOs. I advise them on the issuing of work permits, risk assessments and the identification of hazards.

We go through our daily checklists which include third-party inspection reports, method statements, reviews, a plant and equipment checklist, a site inspection checklist and first-aid reports. Each of these requires careful checking to make sure that nothing has been overlooked.

This is followed up by a three-hour site inspection that I carry out on my own. I also visit critical areas on site. These include scaffolding erection, shaft work, decking and hot-work areas.

Q How are you tackling these at the JAFZA Convention Centre? Are

there any unique HSE practices that are being followed at the site?

A We’ve put in place several innovative systems and procedures on this site,

many of which have now been adopted on other HLG projects. A pre-cursor to any activity on site requires the preparation of a Risk Assessment (RA) and a Job Safety Environmental Analysis (JSEA).

We initially started out with a JSEA, and later brought in an RA to help in dealing with authorities. One of the SOs has been deputed as an Environmental Protection Officer, and he takes care of garbage collection, diesel spillage and concrete waste management. We’ve commissioned a simple but effective concrete washing area where concrete

mixers are washed out when empty. This stops the polluting of areas around the site with concrete waste, and the water used is filtered and used for other applications on site.

We installed anti-collision sensors on all nine tower cranes on the project, which audibly warn the crane operators if two or more cranes come within a distance of six metres from each other, and automatically immobilise the cranes if a collision is likely.

A return-to-work program was initiated on the project before being adopted at other HLG projects. This program reduces the number of lost-time injuries (LTIs) by giving anyone recuperating from a work-related injury the option to carry out a job on site that won’t exacerbate the injury.

We also carry out regular rescue drills on site in order to test our readiness and to evaluate the best rescue equipment to be used in case of an emergency. This is in addition to regular training and refresher courses in fire fighting, risk assessments, first aid and the use of power tools conducted by the Al

Habtoor Engineering Training School (HEETS) on site.

Q What is the greatest lesson that you have learned while at work?

A More than anything else, I’ve learned to be patient. This is a must when at work,

especially when dealing with so many people on a project. I believe you should ‘work and wait: you will get results’.

Q Tell us a little bit about your family. How does your extensive

knowledge in health and safety play a part in their lives?

A My wife Biju and I live in Sharjah. We have twin daughters Sree Lakshmi and

Sree Parvathi. When it comes to handling any emergency back home, I definitely feel more capable due to my knowledge of HSE. From baby-proofing the house when our daughters were little to making sure they know the emergency exits in our building, it’s all in a day’s work for me

I’ve learned to be patient. This is a must when at work, especially when dealing with so many people on a project.


PROJECT IN FOCUS


STAFF PROFILE

On a continuous learning curve

Raghu Nathan has worked with the company for 33 years, yet he manages to learn something new every day at work. The Plant Department executive secretary shares an insight into his role at HLG.

Q What roles and activities do you perform at the plant and

machinery department?

A I’ve done almost every role required at the plant and machinery department.

I currently handle the external hiring of machinery and international shipments, in addition to my role as Executive Secretary to the Senior Plant Manager Naschat Issa. But in the past I’ve gone through several roles including clerical work, storekeeping, timekeeping, typing, plant supervision, coordination, administration, ISO documentation, and shipping.

There’s always something new or different to be taken care of and I love the challenge.

Q What are the main functions of the department?

A The department provides plant, vehicles and machinery, and associated services

such as maintenance and repairing, to all of the companies under the Al Habtoor Leighton Group.

We are located in Al Quoz and have several divisions catering to vehicle repairing, painting and washing, electrical, stores, tower cranes, sand blasting, among other areas. The department has a fleet of over 1000 light and heavy-duty vehicles as well as other machines and equipment.

Q What was the department like when you first joined?

A The department didn’t exist when I joined the company in January 1977.

I began work as a Clerk at the mechanical workshop, and reported to the workshop’s manager Mohammad Younis.

My work involved filling in fuel slips and checking workshop job cards. We were located in a room at the head office yard, which was at the back of the current HLG office in Rashidiya, and the office had two tables at which another colleague, Mohammad and I would sit. Six months later we moved to new offices in the same location.

Q How has work changed over the past 33 years?

A Well, I’ve changed a number of bosses, 10 to be precise. They were from varied

nationalities and each one had their strong points and their nuances. I’ve worked for English, Syrian, Greek, Scottish, Indian, Palestinian and American bosses.

When I started work we had only one mobile crane and this crane could only be used on one project at a time. We had four buses and one shovel. We now have more than 250 buses and a huge inventory of all kinds of equipment.

There were no faxes, and I had to travel to Abu Dhabi just to collect documents if they were urgent. Trailer buses were used to transport labourers, but now we use buses.

We didn’t have formal systems or procedures such as those that are in place today, so everything was done in a different way and coordination was tough.

Q Why did you decide to join the company?

A I was born and brought up in Cannanore which is in Kerala, India. After finishing

two years of college in mathematics, I was eager to head to Dubai as I knew several people who had moved there. My cousin Babu was working here and he gave me a start in the company.

Q Tell us about your family?

A Anila and I were married in 1987, and we have two boys, Nithin and Rinil.

Nithin who is 20 years old is studying Civil Engineering in India, while Rinil, who is 17 years old, is studying here. We’ve lived in the same flat in Rashidiya for the last 20 years. I guess they are married to HLG as well, but they do get me out of work mode on our daily evening walks

When I started work we had only one mobile crane and this crane could only be used on one project at a time. We had four buses and one shovel.


PROJECT IN FOCUS

Guests from the rail industry, key HLG staff and potential partners and clients discussed the opportunities and challenges associated with the region’s rail infrastructure market at an internal Rail Summit held in Dubai in August.

HLG hosted the summit and invited guest speakers from Australia’s John Holland Rail Group and Calibre Rail, Atkins Engineering and client advisors Habib Al Mulla to discuss rail infrastructure and look at relevant case studies.

Al Habtoor Leighton Group Major Projects Director David Plowman said there was a

number of good rail prospects in the region and HLG was well-placed to play a role in their delivery.

“We have agreed to partner with John Holland, a subsidiary of Australia’s Leighton Group, to establish the Advance Rail Group to pursue rail opportunities in this region,” he said.

“The Leighton Group is also HLG’s largest shareholder. Other companies were considered however we focused on those with the capability to deliver in the challenging environments of the Gulf region.

On the right track

CORPORATE DEVELOPMENT

We want to investigate opportunities in a strategic manner, so we can ensure that we are equipped with all the tools we need to succeed and able to provide the best outcome for the business and our potential clients.

At a recent internal Rail Strategy Summit, key HLG staff discussed the Group’s strategy to help GCC

governments deliver quality rail projects throughout the region.

“Rail is one of HLG’s key market sectors. The strength of John Holland combined with our local expertise and knowledge of the region puts us in an excellent position to take advantage of the increased opportunities in this growing sector.

“But like everything we do, we want to investigate opportunities in a strategic manner, so we can ensure that we are equipped with all the tools we need to succeed and able to provide the best outcome for the business and our potential clients.”


PROJECT IN FOCUS

New rail venture launched HLG launched its new business, Advance Rail Group (ARG) to the industry at the GCC Rail Conference in September 2010.

It showcased ARG’s key capabilities and skillsto around 500 delegates. HLG was a key sponsor of the conference.

The newly formed Advance Rail Group is a highly resourced and experienced rail contractor. Combining the strengths of the UAE-based Al Habtoor Leighton Group and Australia’s John Holland Group, ARG is set to become the region’s most formidable rail contractor.

Its team of experienced and innovative project managers and specialist engineers are backed by access to modern, state-of-the-art plant and equipment.

It boasts significant experience in rail projects in remote locations throughout the world, and delivers high quality rail design and infrastructure, including track construction, specialist tunnelling, rail maintenance, overhead line wiring and signalling.

ARG offers full service delivery for all its client needs, from complex metro systems to strategic rail projects, including key freight and resource-based solutions

CORPORATE DEVELOPMENT

HLG has the capability to undertake full design, construction, refurbishment and maintenance of all aspects of rail systems, including track laying, bridges, viaducts and tunnels as well as overhead systems, signalling and communication technology.

Mr Plowman said the regional rail market was expected to be worth US$ 75 billion by 2020 and HLG was positioning itself for a good percentage of this work.

“There are a number of future rail opportunities, with metro lines expected

to be installed in Oman, Kuwait, Qatar and Abu Dhabi.

“There are also a number of light rail lines, including tram systems and regional track networks, planned in various countries across the GCC,” he said.

“HLG’s in-house technical capability has been strengthened over the past year to enable us to prequalify and tender for projects. We have established Advance Rail Group to address future prospects”


PROJECT IN FOCUS

For the past month, HLG employees have been busy creating entries for the popular staff competition to develop a new catchy slogan to help convey HLG’s approach to health and safety across the company.

In July, bright yellow posters announcing the competition were put up at all HLG locations,

Safety slogan competition heats upThe Al Habtoor Leighton Group will soon announce its new slogan for health and safety, as organisers sort through the staff entries for a popular internal competition to choose a catchy new phrase to promote safety. Director of QHSE and Training Tom McGuire talks about how the whole company has become involved in the slogan’s selection.

with a cash prize of Dhs 3,500 awarded to the employee who developed the best one-line phrase promoting health and safety.

Mr McGuire said he had expected to get a number of entries, but was overwhelmed when the entries began to add up.

We want you to suggest an appropriate slogan that sums up the importance of safety and our approach to safety management. Examples of safety slogans include:

CreateOur New

Safety Sloganand Win Dhs 3,500

As part of our ongoing efforts to highlight the importance of safety across the Group, we are running a competition to create a new HLG safety slogan.

The employee providing the winning slogan will be awarded Dhs 3,500 cash!

We want you to suggest an appropriate slogan that sums up the importance of safety and our approach to safety management. Examples of safety slogans include: “Target Zero”, “Safety First” and “Safety - Own it, Live it”.

Please send entries to [email protected] by 15 July. A shortlist of suggestions will be presented to the HLG Safety Management Committee and a winner will be selected by 1 August 2010.

IN AND AROUND HLG

“Almost 1,500 entries came in to the dedicated email address set up for the competition, and I even had hand-written entries being delivered by mail or individuals directly to my office,” he said.

“Most entries suggested one or two slogans, but many individuals sent in several slogans, with up to 50 entries coming in from a single individual.”

Entries have been received from employees working across the board, from safety, HR, quantity surveyors, clerks, security officers, secretaries, general managers and architects. Even business partners of the Group and children of employees have sent in entries.

Now that the competition is closed, Mr McGuire is down to the tricky task of selecting the top entries. A team has been working to narrow the entries down to the top 20.

He said the top 20 all had originality, and many of them came along with logos and illustrations, making them truly stand out from the rest.

“We’ve had some really creative entries and it’s been really hard for us to choose. We’re basing our evaluation on the slogan’s suitability to the organisation, its clear representation of our values, and the possibility of its use along with our corporate image,” he said.

The final round of selection is currently taking place where the number of entries will be cut down to the top five.

These entries will be presented to senior management and a winner will be chosen.

“Everyone has had a part in selecting the slogan, and everyone will own it,” Mr McGuire said.

Those that do not make it to the finals need not lose heart, as several entries have been also chosen to be used on posters with safety messages on them. Watch this space for the results in the next issue


PROJECT IN FOCUS IN AND AROUND HLG

Raising the bar on performanceHLG’s Performance Management Process has been established to help drive a performance-based culture throughout the business. A new system to help staff identify goals and meet workplace targets will benefit both employees and the company, according to HLG’s Group Manager for Organisational Effectiveness Cameron Brooks.

Aligning individual goals with business unit objectives is a central component of the performance management process and will help achieve the strategic direction of the company.

Under the new system, all staff are required to establish an Individual Performance Agreement (IPA). This agreement outlines key job accountabilities and deliverables for the year and identifies ways to measure when these targets are met. This Individual Performance Agreement will form the basis of an annual review of job progress and identify improvement opportunities as well as linking job performance to rewards.

HLG’s Group Manager for Organsiational Effectiveness, Cameron Brooks, said the system was common in top performing companies and helped employees take an active interest in their role and performance in the workplace.

“A real benefit of this system is it helps give individuals greater role clarity and give direction to their day-to-day work. It also helps connect them with the greater vision of the organsiation,” he said.

“Setting the Individual Performance Agreement is only the first step. It’s not a process of ‘set and forget’,” Mr Brooks said.

“The process forms the basis for line managers to provide regular feedback and coaching to help employees achieve their goals and objectives throughout the year.”

As part of the systems roll-out, employees meet with their manager to set mutually agreed milestones for the year.

Once the goals are established line managers will provide coaching and regular feedback to ensure employees are on the right track and identify areas for improvement.

A mid-year review and a final review at the end of the year will be held, to ensure employees have a clear idea where they stand.

“The golden rule of the review should be ‘no surprises’. This system will help to lay the foundation for a consistent approach to managing and rewarding staff performance,” he said.

Mr Brooks said the Performance Management System would help the business meet its vision of becoming the leading diversified international construction company in the Middle East and North Africa.

“When employees are clear about their role and are accountable for their performance, they produce much better results,” he said.

A real benefit of this system is it helps give individuals greater role clarity and give direction to their day-to-day work. It also helps connect them with the greater vision of the organsiation.

“With attention put on defining roles, setting and achieving targets and understanding company goals, employees will be more productive and more motivated, which has added benefits for the business.

“Research shows that companies perform better when employees understand the goals and objectives of the business.”



Al Habtoor Leighton Group Iftar 2010

Dubai, Habtoor Grand Hotel, 22 August

To mark the Holy Month of Ramadan, HLG held its annual Iftars for staff, clients and partners in Dubai, Abu Dhabi and Qatar.



Qatar, Sharq Village and Spa, 25 August



Abu Dhabi, Emirates Palace, 29 August


PROJECT IN FOCUS

International Labour Day Celebration at Al Ghurair Centre Expansion

UAE National Career Fair 2010The Al Habtoor Group was a participant at the Careers UAE 2010, which took place at the Dubai International Convention and Exhibition Centre earlier this year.

The event brought together talented UAE nationals and recruiters from across the country, enabling prospective employees to meet directly with HR and recruitment managers.

Representatives from HLG were present at the Al Habtoor Group’s stand, and received several requests from visitors for jobs and internships.

The exhibition was visited by His Highness Sheikh Mohammed bin Rashid Al Maktoum

The Al Ghurair Centre Expansion project was selected by the Ministry of Labour to host an International Labour Day celebration earlier this year. The celebration saw all employees

being presented with gifts as an appreciation of their work and as a token of respect. Moral Guidance Director for the Ministry of Labour, Mohamed Sayed Al Shehy, Project Manager

for HLG Nissar Hamdan and Government Affairs Manager for HLG, Ashraf El Shibrawi, were all present

IN AND AROUND HLG


PROJECT IN FOCUS

Mexican students visit HLGCivil Engineering students from the Department of Civil Engineering ITESM – Tecnologico de Monterrey, Monterrey Campus - visited HLG for a one-day insight into the company. Around 20 students studying in semester three to semester nine at the university were given a two-hour presentation by Group Manager Planning, Jafar Khair, on HLG and its capabilities as one of the region’s biggest contractors.

The presentation also included a detailed look at the construction of the Burj Al Arab, which had been requested by the students. Following the presentation the students visited the Iris Bay construction site where they were given a presentation by Project Manager, Mahmoud Irsheid

Documentary filmed at HLG campEarlier this year, officials from the Labour Ministry visited two of HLG’s camps: Al Quoz Camp Number 1 and Sonapur Camp Number 1.

The camps were selected by the Ministry as examples of exemplary camps in the UAE, and will appear in a documentary to be showcased internationally

HLG basketball championship

Basketballers from the Al Quoz Camp Number 1 have wonthe HLG All-Filipino Summer Basketball League 2010 competition.

Held at Al Quoz Camp Number 1 every Friday from 7 May to 25 June, teams from the Emerald Palace and the JAFZA Convention Centre projects, Al Quoz Camp 1, the Dubai head office, the plant departments’ tower crane operators and the transport department battled it out on the basketball court with three games played each day.

The finals were closely contested with Al Quoz Camp Number 1 taking out the championship.

The tower crane operators placed as runners-up, and Erwin B. Sta Ana was awarded with the title of Best Player in the finals.

All winners received trophies and prizes

IN AND AROUND HLG


PROJECT IN FOCUS

CORPORATE OFFICE

Airport Road, RashidiyaDubai, United Arab EmiratesPO Box 10869T: +971 4 285 7551 F: +971 4 285 7479

UNITED ARAB EMIRATES

Airport Road, RashidiyaDubai, United Arab EmiratesPO Box 123065T: +971 4 206 0686F: +971 4 285 5450

Villas 2 – 8 Sector 23, Plot 28A/BBain Al Jessrain AreaUmm Al Nar Abu Dhabi, United Arab EmiratesPO Box 4284T: +971 2 401 5959 / +971 2 401 5969F: +971 2 558 7996 / +971 2 667 5592

QATAR

4th Floor, Al Jassim Tower BuildingNear Ramada Signal, C - Ring RoadDoha - QatarPO Box 22478T: +974 4405 9444F: +974 4441 0563

KUWAIT

Block No 3, Street 4Villa 93Yarmouk Area, KuwaitT: +965 2 535 6206 / 207F: +965 2 535 6208

SAUDI ARABIA

Immam Saud RoadNear Old SascoRiyadh, KSAT: +966 1 214 3096F: +966 1 207 5971

BAHRAIN

Level 22, West Tower Bahrain Financial HarbourKing Faisal Highway, ManamaKingdom of BahrainT: +973 1 750 2770F: +973 1 750 3030

OMAN

Building 425, No. 24618th November StreetAl Obaida NorthSultan Qaboos CityMuscat, OmanT: +971 4 285 7551F: +971 4 285 7479M:+971 50 654 9405

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