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My design portfolio presentation 2014
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rula al dahleh
Design Portfolio ‘14
identitystrategy and development
athar heritage management - research, analysis & conceptualization Design Portfolio ‘14identity
{Old logo}
{Image research}
{Keyword & color research significant to heritage area}
language
heritage
tradition
customs
folklore
culture
arabic
islamic
architecture
vernacular
sites
buildings
style
domestic
courtyard
open
private
details
oranaments
elements
geometry
islamic patterns
organization
rhythm
arch / arch ways
window tower
construction
material
tracery
functional
ventilation
support
light
{Word Analisys}
“heritage management” “Protection and promotion of the rich cultural heritage in the Arab region, and broaden access, appreciation and understanding of its past.”
1 2 “Improving the state of conservation and presentation of heritage places.”
{Arabic Letters Exploration}
راآاأآ ث ث
Rula Al Dahleh
Design Portfolio ‘14identity
{Concept Development} {Images}
1. Function serving architectural form: natural lighting, ventilation, support and cooling.
2. Ornamental intersecting stonework in the upper part of a window, screen or panel. Distinct pattern seen around the house in the heritage area.
3. Courtyard house design: a key principle of the courtyard domestic architectecure was the focus towards the interior or central space. Strengthened family bonds. Protection.
اآاأآ
رث ث
1 2 3
athar heritage management - research, analysis & conceptualization Rula Al Dahleh
athar heritage management - design & development Design Portfolio ‘14identity Rula Al Dahleh
Design Portfolio ‘14identity athar heritage management - design & development Rula Al Dahleh
Design Portfolio ‘14identity
hAthar h
athar heritage management - design & development (bilingual integration) Rula Al Dahleh
athar heritage management - design development & finalization Design Portfolio ‘14 Rula Al Dahlehidentity
Sharjah
Sharjah
Sharjah
Sharjah
Sharjah
SharjahSharjah
sharjah
Sharjah
Sharjah
Sharjah
Sharjah
Sharjah
Sharjah
sharjah
sharjah
sharjah
Sharjah
Sharjah
Sharjah
Sharjah
sharjah
sharjah
Sharjah
sharjah
Sharjah
Sharjah
sharjah
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity
لشارقە
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity
C 40 M 44Y 49K 6
R,G,B
C 10 M 23Y 55K 0
R,G.B
saturation
-10 %+10 %
-10 %+10 %
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity
athar heritage management - design implementation (stationary) Design Portfolio ‘14identity Rula Al Dahleh
engineering process group / johnson controls (us) - design research & development Design Portfolio ‘14logo Rula Al Dahleh
ENGINEERING PROCESS GROUP
ENGINEERING PROCESSGROUP
ENGINEERING PROCESS GROUP
ENGINEERING PROCESS GROUP
engineering process group - design development Design Portfolio ‘14logo Rula Al Dahleh
ENGINEERING PROCESSGROUP
engineering process group - design development & finalization Design Portfolio ‘14logo Rula Al Dahleh
modern building materials - research & conceptualization Design Portfolio ‘14 Rula Al Dahlehidentity
{Images}
modern building materials - strategy & design development Design Portfolio ‘14 Rula Al Dahlehidentity
M + B + M
+ +
{concept} {concept development + sketches}
Design Portfolio ‘14 Rula Al Dahlehidentity modern building materials - design iterations
informationinfo systems & layout design
air arabia flight schedule - organizational system developmentinformation systems
Assiut61122.1500.15
Tu,Sa
28/10/0729/03/08
Assiut611
22.1500.15
Tu,Sa
28/10/0729/03/08
Assiut611
22.1500.15
Tu,Sa
28/10/0729/03/08
Assiut611
22.1500.15
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28/10/0729/03/08
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28/10/0729/03/08
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611
22.15 00.15
28/10/07 29/03/08
•Su Tu • • ••
Rula Al DahlehDesign Portfolio ‘14
Design Portfolio ‘14
28/10/0729/03/08
Alep
po
323
08.50
Mo
15.3528/10/0729/03/08
Alep
po
323
08.50
Mo
15.3528/10/0729/03/08
Alep
po
323
08.50
Mo
15.3528/10/0729/03/08
Alep
po
323
08.50
Mo
15.3528/10/0729/03/08
Alep
po
323
08.50
Mo
15.35
28/1
0/07
29/0
3/08
Aleppo
323
08.5
0
Mo
15.3
5
28/10/0729/03/08
Alep
po
323
08.50
Mo
15.3528/10/0729/03/08
Alep
po
323
08.50
Mo
15.3528/10/0729/03/08
Alep
po
323
08.50
Mo
15.35
28/10/0729/03/08
Alep
po
323
08.50
Mo
15.35
28/10/0729/03/08
Aleppo
323
08.5015.35
M
28/10/0729/03/08
Alep
po
323
08.50M
o
15.35
28/10/0729/03/08
Aleppo323
08.50Mo
15.35 28/10/0729/03/08
Aleppo323
08.50Mo
15.35
28/10/0729/03/08
Alep
po
323
08.50Mo
15.3528/10/0729/03/08
Alep
po
323
08.50Mo
15.35
28/10/0729/03/08
Alep
po
323
323
08.50M
o15.35
air arabia flight schedule - organizational system development Rula Al Dahlehinformation systems
Design Portfolio ‘14
28/10/0729/03/08
323
Alep
po
08.5015.35 323 28/10/07
29/03/08
Aleppo
15.35
M
Aleppo
323
28/10/0729/03/08
08.50 15.35
28/10/07 29/03/08
08.50 15.35323 AleppoAleppo28/10/07 29/03/08
08.50323
15.35
28/10/07 29/03/08
08.50 15.35323 AleppoSu M Tu W Th F Sa
28/10/07 29/03/08
08.50 15.35323 AleppoM
Aleppo
323
08.5015.35
M
28/10/0729/03/08
Aleppo
323
08.5015.35
M
28/10/0729/03/08
Aleppo
323
M08.5015.35
28/10/0729/03/08
air arabia flight schedule - organizational system development Rula Al Dahlehinformation systems
Design Portfolio ‘14
441 28/10/0729/03/08
08.0510.20
M WTu ThSu
105 28/10/0728/10/0729/03/0829/03/08
17.2009.0017.3009.05
DailyDaily
Sa
Sa
Sa
28/10/07 28/10/0729/03/08 29/03/08
22.55 13.3001.10 14.50
Daily Daily
607
28/10/0729/03/08
17.5017.50
Daily
133
Colombo
28/10/0729/03/08
22.5501.10
Daily
505
Kathmandu
28/10/0729/03/08
22.5501.10
Daily
537 28/10/0729/03/08
22.5501.10
Daily
127
Jaipur
28/10/0729/03/08
22.3002.45
Daily
437
Tehran
28/10/0729/03/08
08.0510.20
M WTu ThSu
Yerevan
28/10/0729/03/08
08.0510.20
M WTu ThSu
445
Thiruvananthapuram
28/10/0729/03/08
08.0510.20
M WTu ThSu
Kochi
28/10/0729/03/08
08.0510.20
M WTu ThSu
671
Luxor
28/10/0729/03/08
08.0510.20
M WTu Th FSu
703 28/10/0729/03/08
08.0510.20
M WTu Th F
F
Su
595
Kozhikode
28/10/0729/03/08
08.0510.20
M WTu Th FSu
121
Kuwait
28/10/0729/03/08
08.0510.20
M WTu Th FSu
545 28/10/0729/03/08
08.0510.20
M WTu Th FSu
313
Damascus
28/10/0729/03/08
08.0510.20
M WTu Th F SaSu
663
Khartoum
28/10/0729/03/08
08.0510.20
M WTu Th F SaSu
353
Latakia
28/10/0729/03/08
08.0510.20
M WTu Th F SaSu
401
Mumbai
28/10/0729/03/08
08.0510.20
M WTu Th F Sa
Sa
Sa
Su
411
Nagpur
28/10/0729/03/08
08.0510.20
M WTu Th F SaSu
553 28/10/0729/03/08
08.0510.20
M WTu Th F
F
Su
Su
Sa
Sa
153
Riyadh
28/10/0729/03/08
08.0510.20
M WTu Th F
F
Sa
Sa
Sa
Su
Su
Su
111 28/10/0729/03/08
08.0510.20
M WTu Th F Sa
Sa
Su
28/10/0729/03/08
13.0015.00
M WTu Th F SaSu
28/10/0729/03/08
08.0510.20
M WTu Th F Sa
Sa
Su
103
Bahrain
Su
Almaty
28/10/0729/03/08
07.1513.20
M WTu Th F SaSu
225
Dammam
28/10/0729/03/08
07.1513.20
M WTu Th F Sa
28/10/0729/03/08
07.1513.20
M WTu Th F SaSu
521 28/10/0729/03/08
13.3014.50
WTu F
463
385
28/10/0729/03/08
08.0510.20
M WTu Th F
F
Sa
Sa
Sa
Sa
Su
Su
117
28/10/0729/03/08
08.0510.20
M WTu Th FSu
705
28/10/0729/03/08
08.0510.20
W FSu
Alexandria
28/10/0729/03/08
Su
Su
Assiut
611
W
W
F
F
Su
Su
28/10/0729/03/08
Aleppo
323
08.5015.35
M
22.1500.15
M
M
28/10/0729/03/08
22.4502.35
Daily
Ahmedabad
485
Astana
Beirut
28/10/0729/03/08
22.5501.10
Daily
475
Chennai
28/10/0729/03/08
22.5504.20
Daily
497
Amman
335
Flight Schedule
Doha
28/10/0729/03/08
22.5501.10
Daily
161
237603
Muscat
Coimbatore
663
Sana’a
201
Peshwar
Banglore
Karachi
Tu Sa
28/10/0729/03/08
Tu ThM F SaSu
261
W07.1513.30
29/03/0828/10/07
ThTu SaWSuM
381
F Tu
Tu
08.50
09.00
15.35
10.25
Sa
Sa
Th
Th
28/10/07
28/10/07
29/03/08
29/03/08
Chittagong
M Th SaSu08.5015.35
Su
317
797
Istanbul Jeddah
145
Su
545
Karachi
At air arabia, our aim is to make your travel experience as easy and convenient as possible and we’d like to ensure that you are aware of our baggage policy when you plan your travel.
It is important that you are familiar with the allowance that you are entitled to, so that you avoid any inconvenience at the airport.
Our Baggage Allowance policy is outlined below:
Cabin Baggage Allowance is the amount of cabin baggage you are permitted to carry onto the aircraft.
Please note that our responsibility for loss, delay or damage to baggage is limited and the settlement of any claim is based upon weight and not value at a rate of USD 20 per kilo.The maximum weight permitted per individual piece of baggage is 32kgs with total dimensions of 160cms (W+D+L). No single piece of baggage may exceed this allowance.
Checked Baggage Allowance is the amount of free baggage you are permitted to check-in to be loaded into the aircraft hold.
In addition to the above free allowances you may carry the following items as cabin baggage; a coat, a handbag/clutch bag, umbrella, small items of tax free goods and a laptop computer.
You are entitled to the following allowances as based on your destination:
Almaty, Astana and Yerevan
Within GCC (except Jeddah)
All other flights
Free Checked Baggage allowance:
The total dimensions of which should not exceed:
Cabin Baggage 1 piece with a maximum weight not exceeding:
25
30
20
7
55x
40x
20
Baggage Allowance
SuF SaSu
Su
Su
Su
Sa
Excess baggage charges applicable from 1st September 2007: (Direct flights)
Sharjah GCC (except Jeddah), Yerevan, Tehran
Beirut, Amman, Damascus, Aleppo, Latakia, Astana, Almaty, Jeddah, Alexandria, Luxor, Assuit, Peshawar.
India, Chittagong, Colombo, Kathmandu, Sana’a, Khartoum, Istanbul
AE
D 20
AE
D 25
AE
D 15
AE
D 10
Karachi
28/10/07 29/03/08
28/10/07 29/03/08
28/10/07 29/03/08
28/10/07 29/03/08
28/10/07
28/10/07
28/10/07
29/03/08
29/03/08
29/03/08
28/10/07 29/03/08
28/10/07 29/03/08
28/10/07 29/03/08
28/10/07 29/03/08
28/10/07
28/10/07
28/10/07
29/03/08
29/03/08
29/03/08
08.50
08.50
08.50
08.50
08.50
08.50
08.50
08.50
08.50
08.50
08.50
08.50
08.50
08.50
10.20
10.20
10.20
10.20
10.20
10.20
10.20
15.35
15.35
15.35
15.35
15.35
15.35
15.35
Alexandria
Beirut
Bahrain
Damascus
Kuwait
Muscat
Sana’a
Su
Su
Su Su
385105
133127
117705
Daily
Daily
DailyDaily
Daily
DailyM
M
Tu
Tu
Tu
Tu
W
W
W
Th
F
F
F
Sa
Sa
Sa
28/10/07 29/03/0828/10/07 29/03/08
08.5008.50 15.3515.35445 ThiruvananthapuramSu W
441
Tu F Sa
28/10/07 29/03/08
22.30 03.55Yerevan
Su Tu W F
28/10/07 29/03/08
201 TehranSu Tu W F
13.00 15.00
237603
607
381103
313121
111703
28/10/07 29/03/08
08.50 15.35Aleppo
M
28/10/07 29/03/08
13.00 15.00Jeddah
Su Tu Th F
28/10/07 29/03/08
11.00 13.50Karachi
Su Tu Th F
28/10/07 29/03/08
21.40 00.55Khartoum
M W F
28/10/07 29/03/08
07.55 00.55
KochiSu W F
28/10/07 29/03/08
08.30 13.40
KozhikodeSu W F
28/10/07 29/03/08
12.30 14.10
LatakiaM Tu
28/10/07 29/03/08
16.40 01.20
LuxorM Tu W Th F Sa
28/10/07 29/03/08
23.35 21.00
MumbaiTu F Sa
28/10/07 29/03/08
22.15 02.55
NagpurSu W
28/10/07 29/03/08
17.10 18.00
PeshwarM W Sa
28/10/07 29/03/08
10.00 11.40
RiyadhTh Sa
28/10/07 29/03/08
07.15 13.20Almaty
M Th
28/10/07 29/03/08
22.15 00.15Assiut
Tu Sa
28/10/07 29/03/08
07.15 13.30Astana
Su W
28/10/07 29/03/08
00.25 05.40Coimbatore
M Th Sa
28/10/07 29/03/08
22.00 03.15Dammam
Su M W F
28/10/07 29/03/08
22.45 02.35
AhmedabadDaily
28/10/07 29/03/08
13.30 14.50Amman
Daily
28/10/07 29/03/08
22.55 04.20Banglore
Daily
28/10/07 29/03/08
22.50 04.10Chennai
Daily
28/10/07 29/03/08
17.35 17.50Jaipur
Daily
28/10/07 29/03/08
07.15 12.35
KathmanduDaily
28/10/07 29/03/08
22.00 03.15Colombo
Daily
28/10/07 29/03/08
17.35 17.50
DohaDaily
475497
323
145545
663421
595353
671401
411553
153
225611
261463
133
28/10/07 29/03/08
22.00 00.35
IstanbulSu W
797485
335
437537
505161
At air arabia, our aim is to make your travel experience as easy and convenient as possible and we’d like to ensure that you are aware of our baggage policy when you plan your travel.
It is important that you are familiar with the allowance that you are entitled to, so that you avoid any inconvenience at the airport.
Our Baggage Allowance policy is outlined below:
Cabin Baggage Allowance is the amount of cabin baggage you are permitted to carry onto the aircraft.
Please note that our responsibility for loss, delay or damage to baggage is limited and the settlement of any claim is based upon weight and not value at a rate of USD 20 per kilo.The maximum weight permitted per individual piece of baggage is 32kgs with total dimensions of 160cms (W+D+L). No single piece of baggage may exceed this allowance.
Checked Baggage Allowance is the amount of free baggage you are permitted to check-in to be loaded into the aircraft hold.
In addition to the above free allowances you may carry the following items as cabin baggage; a coat, a handbag/clutch bag, umbrella, small items of tax free goods and a laptop computer.
You are entitled to the following allowances as based on your destination:
Almaty, Astana and Yerevan
Within GCC (except Jeddah)
All other flights
Free Checked Baggage allowance:
The total dimensions of which should not exceed:
Cabin Baggage 1 piece with a maximum weight not exceeding:
25
30
20
7
55x
40x
20
Baggage Allowance Excess baggage charges applicable
from 1st September 2007: (Direct flights)
Sharjah GCC (except Jeddah), Yerevan, Tehran
Beirut, Amman, Damascus, Aleppo, Latakia, Astana, Almaty, Jeddah, Alexandria, Luxor, Assuit, Peshawar.
India, Chittagong, Colombo, Kathmandu, Sana’a, Khartoum, Istanbul
AE
D 20
AE
D 25
AE
D 15
AE
D 10
Karachi
Flight Schedule
air arabia flight schedule - micro & macro system integration Rula Al Dahlehinformation systems
Design Portfolio ‘14
Aleppo28/10/0729/03/08
08.50 15.35323
Mo
Banglore28/10/0729/03/08
22.55 04.20497
Daily
Chennai28/10/0729/03/08
22.50 04.10475
Daily
Amman28/10/0729/03/08
13.30 14.50335
Daily
Ahmedabad28/10/0729/03/08
22.45 02.35485
Daily
Almaty28/10/0729/03/08
07.15 13.20225
Mo MoTh
Assiut28/10/0729/03/08
22.15 00.15611
Mo Sa
Astana28/10/0729/03/08
07.15 13.30261
Su We
Coimbatore28/10/0729/03/08
00.25 05.40463
Mo Th Sa
Chittagong28/10/0729/03/08
07.15 13.35521
Mo Tu Th Fr Sa
Colombo28/10/0729/03/08
22.00 03.15505
Daily
Yerevan28/10/0729/03/08
22.30 03.55237
TuSu We Fr
Tehran28/10/0729/03/08
11.00 12.15201
TuSu We Fr
Riyadh28/10/0729/03/08
10.00 11.40153
Th Sa
Jaipur28/10/0729/03/08
22.30 02.45437
Daily
Peshwar28/10/0729/03/08
553
Mo We Sa
Nagpur28/10/0729/03/08
411
WeSu
08.50 15.35
Mumbai28/10/0729/03/08
23.35 21.00401
Tu Fr Sa
Latakia28/10/0729/03/08
12.30 14.10353
Mo Tu
Sana’a28/10/0729/03/08
13.05 11.0014.45 12.35703
705MoSaWe
Istanbul28/10/0729/03/08
22.00 00.35797
Su We
Kathmandu28/10/0729/03/08
07.15 12.35537
Daily
Jeddah28/10/0729/03/08
13.00 15.00145
Su SaTu Th
Dammam28/10/0729/03/08
22.15 23.40317
MoSu We Fr
Khartoum28/10/0729/03/08
663
Mo We Fr
Kozhikode28/10/0729/03/08
08.30 13.40595
We FrSu
Kochi28/10/0729/03/08
07.55 13.10421
We FrSu
Karachi28/10/0729/03/08
11.00 13.50545
Tu Th FrSu
Alexandria28/10/0729/03/08
08.05 22.5510.20 01.10603
607
Su We Fr Daily
Damascus28/10/0729/03/08
09.00 10.25 17.50 17.50313
133
Mo Daily
Kuwait28/10/0729/03/08
08.35 09.15121
127
Mo Fr
Bahrain28/10/0729/03/08
09.00 09.05 17.20 17.30103
105
DailyDaily
Sa
Beirut28/10/0729/03/08
09.00 10.35 22.15 23.50381
385
Mo We FrSu Tu Th
Muscat28/10/0729/03/08
09.05 19.00 09.55 19.50111
117
SaTu TuWe ThFrSu Su
Thiruvananthapuram28/10/0729/03/08
09.10 11.0011.40 16.40445
441
SaTuWe FrSu
At air arabia, our aim is to make your travel experience as easy and convenient as possible and we’d like to ensure that you are aware of our baggage policy when you plan your travel.
It is important that you are familiar with the allowance that you are entitled to, so that you avoid any inconvenience at the airport.
Our Baggage Allowance policy is outlined below:
Cabin Baggage Allowance is the amount of cabin baggage you are permitted to carry onto the aircraft.
Please note that our responsibility for loss, delay or damage to baggage is limited and the settlement of any claim is based upon weight and not value at a rate of USD 20 per kilo.
Checked Baggage Allowance is the amount of free baggage you are permitted to check-in to be loaded into the aircraft hold.
In addition to the above free allowances you may carry the following items as cabin baggage; a coat, a handbag/clutch bag, umbrella, small items of tax free goods and a laptop computer.
You are entitled to the following allowances as based on your destination:
Almaty, Astana and Yerevan
Within GCC (except Jeddah)
All other flights
Free Checked Baggage allowance:
The total dimensions of which should not exceed:
Cabin Baggage 1 piece with a maximum weight not exceeding:
25
30
20
7
55x
40x
20
Excess baggage charges applicable from 1st September 2007: (Direct flights)
Sharjah GCC (except Jeddah), Yerevan, Tehran
Beirut, Amman, Damascus, Aleppo, Latakia, Astana, Almaty, Jeddah, Alexandria, Luxor, Assuit, Peshawar.
India, Chittagong, Colombo, Kathmandu, Sana’a, Khartoum, Istanbul
AE
D 20
AE
D 25
AE
D 15
AE
D 10
Karachi
Flight Schedule
17.35 17.50
Daily28/10/0729/03/08
17.50 17.50
Daily
Daily
Doha
133
161
17.10 18.00
08.50 15.35
17.50 17.50
00.5521.40
air arabia flight schedule - micro & macro system integration Rula Al Dahlehinformation systems
Flight Schedule
Baggage Allowance
08.05 10.20
Aleppo28/10/0729/03/08
08.50 15.35323
Mo
Banglore28/10/0729/03/08
22.55 04.20497
Daily
Chennai28/10/0729/03/08
22.50 04.10475
Daily
Amman28/10/0729/03/08
13.30 14.50335
Daily
Ahmedabad28/10/0729/03/08
22.45 02.35485
Daily
Almaty28/10/0729/03/08
07.15 13.20225
Mo MoTh
Assiut28/10/0729/03/08
22.15 00.15611
Mo Sa
Astana28/10/0729/03/08
07.15 13.30261
Su We
Coimbatore28/10/0729/03/08
00.25 05.40463
Mo Th Sa
Chittagong28/10/0729/03/08
07.15 13.35521
Mo Tu Th Fr Sa
Colombo28/10/0729/03/08
22.00 03.15505
Daily
Jaipur28/10/0729/03/08
22.30 02.45437
Daily
Sana’a13.05 14.45703
28/10/0729/03/08
11.00 12.35705
MoSaWe
Istanbul28/10/0729/03/08
22.00 00.35797
Su We
Jeddah28/10/0729/03/08
13.00 15.00145
Su SaTu Th
Dammam28/10/0729/03/08
22.15 23.40317
MoSu We Fr
Karachi28/10/0729/03/08
11.00 13.50545
Tu Th FrSuAlexandria
603
Su We Fr28/10/0729/03/08
22.55 01.10
Daily
Damascus09.00 10.25313
Mo
Bahrain09.00 09.05103
28/10/0729/03/08
17.20 17.30
DailyDaily
Beirut09.00 10.35381
Mo We FrSu28/10/0729/03/08
22.15 23.50385
SaTu Th
Muscat09.05 09.55111
Tu We FrSu28/10/0729/03/08
19.00 19.50117
SaTu ThSu
Thiruvananthapuram09.10 11.40445
28/10/0729/03/08
11.00 16.40441
SaTu FrWeSu
At air arabia, our aim is to make your travel experience as easy and convenient as possible and we’d like to ensure that you are aware of our baggage policy when you plan your travel.
It is important that you are familiar with the allowance that you are entitled to, so that you avoid any inconvenience at the airport.
Our Baggage Allowance policy is outlined below:
Cabin Baggage Allowance is the amount of cabin baggage you are permitted to carry onto the aircraft.
Please note that our responsibility for loss, delay or damage to baggage is limited and the settlement of any claim is based upon weight and not value at a rate of USD 20 per kilo.
Checked Baggage Allowance is the amount of free baggage you are permitted to check-in to be loaded into the aircraft hold.
You are entitled to the following allowances as based on your destination:
In addition to the above free allowances you may carry the following items as cabin baggage; a coat, a handbag/clutch bag, umbrella, small items of tax free goods and a laptop computer.
Almaty, Astana and Yerevan
Within GCC (except Jeddah)
All other flights
Free Checked Baggage allowance:
The total dimensions of which should not exceed:
Cabin Baggage 1 piece with a maximum weight not exceeding:
25
30
20
7
55x
40x
20
Excess baggage charges applicable from 1st September 2007: (Direct flights)
Sharjah GCC (except Jeddah), Yerevan, Tehran
Beirut, Amman, Damascus, Aleppo, Latakia, Astana, Almaty, Jeddah, Alexandria, Luxor, Assuit, Peshawar.
India, Chittagong, Colombo, Kathmandu, Sana’a, Khartoum, Istanbul
AED
20A
ED 25
AED
15A
ED 10
Karachi
17.35 17.50
Daily
Doha28/10/0729/03/08
17.50 17.50
Daily
133
161
Kuwait08.35 09.15121
Mo Fr28/10/0729/03/08
127
Daily
17.50 17.50
Yerevan28/10/0729/03/08
22.30 03.55237
TuSu We Fr
Tehran28/10/0729/03/08
11.00 12.15201
TuSu We Fr
Riyadh28/10/0729/03/08
10.00 11.40153
Th Sa
08.50 15.35
Mumbai28/10/0729/03/08
23.35 21.00401
Mo We SaTu Fr Sa
Latakia28/10/0729/03/08
12.30 14.10353
Mo Tu
Kathmandu28/10/0729/03/08
07.15 12.35537
Daily
Kozhikode28/10/0729/03/08
08.30 13.40595
We FrSu
Kochi28/10/0729/03/08
07.55 13.10421
We FrSu
Peshwar28/10/0729/03/08
553
17.10 18.00
Nagpur28/10/0729/03/08
411
WeSu
08.50 15.35
Khartoum28/10/0729/03/08
663
Mo We Fr
00.5521.40
Mo We SaTu Fr Sa
28/10/0729/03/08
17.50 17.50133
Daily
607105
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2
ACQUIS ITIONS
A LOOK AT WORKS BOUGHT BY...
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NAME SURNAME
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3 4
JOANA HADJITHOMAS AND KHALIL JOREIGE.
Faces Series, 2009Lambda print mounted on aluminium
44 piecesDimensions Variable
Acquired by British Museum.
HAZEM HARB. Beyond Memory Series 3/3. 2012. Photographic inkject printed on artist paper. 70 x 100 cm.
Acquired by Acquired by the British Museum, London.
SAMI AL-TURKI. Chatem Barn. 2013. Fine art print on dibond. 121 x 131 cm. Acquired by Greenbox Museum,
Amsterdam.
PARVANEH ETEMADI. Untitled. 1971. Oil and enamel on cement mounted on wood panel. 70x70 cm.
Acquired by Centre George Pompidou, Paris.
FARIDEH LASHAI. Between the Motion, and the act, Falls the Shadow. Two-channel video projection
on screen and oil, acrylic and pencil on canvas painting. 158 x 210 cm each. Diptych. Edition of five
plus two artist proofs.Acquired by LACMA.
SAMIRA HODAEI. Virtual Dance. 2013. Mixed media on canvas. Triptych
224 x 145 cm each. Acquired by National Museum of
Modern Art, Tokyo.
MOHAMED ABLA. Family by the Bridge. 2006. Mixed media on canvas-200 x 150 cm.
Acquired by the Guggenheim Abu Dhabi.
MOHAMAD-SAID BAALBAKI. Untitled II. 2010. Acrylic on paper. © Mohamad-Said Baalbaki / The
Trustees of the British MuseumAcquired by XXXX XXXXXXX
POURAN JINCHI. The Rose Quraan, 2013 Pen and stained glass paint on plexiglass
45.7 x 45.7 x 45.7 cmAcquired by Pratt Institute.
NASSER AL SALEM.Guide Us Upon The Straight Path. 2013.
Natural Ink on paper. 75 x 120 cm.
Acquired by LACMA.
SALOUA RAOUDA CHOUCAIR. Composition with two ovals. 1951. Oil on
canvas. 50 x 185 cm.Acquired by Tate Modern.
5 6
HASSAN SHARIF. Cardboard and Glue, 2005. HS/SC 137. Cardboard and glue
3 works, 68 x 61 x 30 cm, 59 x 63 x 30.5 cm,72 x 62 x 29 cm.
Acquired by XXXX XXXXXXX
ANNA DUDCHENKO. 2011. Psychedelic Stars. Oil on canvas. 200 x 120 cm.
Acquired by Bait Al Zubair Museum, Muscat, Oman.
AMMAR AL-ATTAR. Al Zubair Farms, Sharjah from the Prayer Room Series.
2012. Lambda c-print matte. 42 x 59.4 cm. Edition two of five.
Acquired by Sharjah Art Foundation.
ZOULIKHA BOUABDELLAH. Zoulikha Bouabdellah. ZB/I 075/1.
Wood, beads, shoes, led light and eightdifferent pantone paint.
8 doors, 235 x 160 x 30 cm each.Edition of 2.
Acquired by XXXX XXXXXXX
MOHAMMED KAZEM. Acrylic on scratched paper. 148 x 148 cm.Acquired by Louis Vuitton
Foundation.MANAL AL-DOWAYAN. Courage from the State of Disappearance Series. 2013. Archival
photo paper mounted on dibond with plexiglass lettering. 130 x 81 cm. Edition three
of three.Acquired by LACMA.
ANNA DUDCHENKO. 2011. Spring Has Arrived. Oil on canvas. 50 x 120 cm (triptych).
Acquired by Bait Al Zubair Museum, Muscat, Oman.
FATIH HASSAN. Glance Towards the Unknown. 1985. Photograph and calligraphy. © Fathi Hassan /
The Trustees of the British MuseumAcquired by XXXX XXXXXXX
ROKNI HAERIZADEH. My Heart Is Not Here, My Heart’s in the Highlands, Chasing the Deers. 2013. RH/PA 357. Gesso, ink and watercolour on printed paper. 30 x 40 cm.
Acquired by XXXX XXXXXXX GÜLIN HAYAT TOPDEMIR. Companions. 2011. Oil on canvas. 180 x 150 cm.
Acquired by 21C Museum, Louisville, Kentucky, United States
SARA RAHBAR. Love Left As Easily As It Came, Darkness Fell and We Had No One Left To Blame. 2011. Video.
Acquired by the Sharjah Art Foundation.
56 57
SHEIKH MOHAMMED BIN RASHID PA-TRON OF THE ARTS AWARDS MAYThe fourth Sheikh Mohammed Bin Rashid Patron of the Arts Awards was
celebrated on 13 May, in a ceremony that highlighted the remarkable
achievements and evolution of Dubai’s cultural scene. The awards honoured
40 organisations and individuals for their committed support and generous
contribution to strengthening the cultural and arts sector of the city. The
Distinguished Patrons of the Arts honourees included HH Sheikha Lateefa
Bint Maktoum Bin Rashid Al-Maktoum; Dr Rafia Ghubash; The Abraaj Group;
Jumeirah Group; Investment Corporation of Dubai (ICD); Emirates Airline;
and multiple-honouree Dr Farhad Farjam. Together, they have contributed
over $46 million towards the cultural and arts sector for 2012. A Special
Honouree Award, introduced in 2013, was awarded to HH Sheikha Hind Bint
Maktoum Bin Juma Al-Maktoum, for her continued support towards the arts
and culture scene of the UAE. Highlights of the event included the visual
interpretation of Rare Proverbs, a poem written by HH Sheikh Mohammed Bin
Rashid Al-Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai,
by an ensemble of Emirati, local, and international artists, while HH Sheikh
Mohammed’s private collection of art works were showcased at the venue.
has since been restored and operational as of 2005. IT will also feature a vast
electronic library and digital media.
JOHN JONES ART ON PAPER AWARD MARCHLaunched in 2012, this annual prize is a collaboration between Art Dubai and master-
framers John Jones. The award aims to recognise and provide further opportunities for
artists with potential for excellence and innovation on paper. On 20 March, organizers
announced the 2013 recipient, Pakistani artist Fahd Burki, who is represented by
Grey Noise, Dubai. His works frequently consist of geometric forms and lines created
with acrylic paint and digital print. Judges from the panel included visual artist Mat
Collishaw; curator and director, Carre Art Musee, Nimes, Jean-Marc Prevost; and writer
and curator, Tate, Nada Raza. “Fahd Burki’s enigmatic works mischievously elude
definition, appearing like strangely esoteric symbols, ideograms of contemporary
times. The works make multiple references to the history of art and pop culture,
between Primitivism and science fiction,” the jury members said in an announcement.
As part of the prize, Burki will be exhibiting in Dubai from March 2013 to March 2014
and the winning works have been acquired for the John Jones Contemporary Art
Collection in London.
INTERNATIONAL EMERGING ARTIST AWARD MARCHThe International Emerging Artist Award (IEAA), held under the
patronage of HH Sheikha Wafa Hasher Al-Maktoum, and supported
by the Dubai Culture and Arts Authority (DCAA) announced the
winners of the 2013 Emerging Emirati and Emerging International
artist award categories. The International Emerging Artist Award
2013 was announced on 18 March as going to Mexican artist Pablo
De Laborde Lascaris, with the International Emerging Emirati Award
2013 awarded to Dr Hamad Al Falasi. Lascaris’ work features a mix
of video, sculpture and installation, with the “aims to build a subtle
conversation between performance and sculpture, by blurring the
boundary between the static reputation of sculpture and the narrative
character of video,” explains Lascaris. The IEAA is the first of its kind
that offers contemporary Emirati artists the chance to showcase their
work outside of the UAE. Al Falasi’sworks feature digital photography
and a 3D calligraphy installation; self-described as an “ongoing project”,
which aims to capture the concept of colloquialism in the Arabic
language. The winners of both award categories saw their artwork
showcased in Dubai, Singapore, Istanbul and Marseille, the nominated
cities for the international road show represented by renowned art
galleries. Based in Dubai, the IEAA was created with the vision to
provide a world-class recognition for emerging artists, showcase their
work on an international level and contribute towards the UAE’s vision
as a global hub for emerging art. In 2014, the IEAA will be launching
the International Emerging Designer award, under the International
Emerging Emirati artist category.
ABRAAJ 2014 WINNERS ANNOUNCEDJUNE
Now in its sixth year running, the Abraaj Group Art Prize is awarded
annually to five artists on the basis of proposals for new artworks. These
then become permanent additions to The Abraaj Group Art Collection
following their unveiling at Art Dubai (19–22 March 2014). The winners
were announced on 11 June and comprise Abbas Akhavan (Iran), Anup
Mathew Thomas (India), Basim Magdy (Eygpt), Bouchra Khalili (Morocco)
and Kamrooz Aram (Iran). With a strong exhibition history both regionally
and internationally, their works have shown in recent editions of Art
Dubai, the Sharjah Biennial and Kochi-Muziris Biennale, among other
prestigious, international art events. “It will be exciting to see how these
five artists work with our guest curator towards the exhibition that will
be unveiled at Art Dubai in March 2014,” commented Chair of The Abraaj
Group Art Prize, Savita Apte. The artists will work closely with the selected
Guest Curator, Nada Raza who has the responsibility of supervising the
production of the artworks, their display at Art Dubai and the publishing
of the annual catalogue.
58 59
THE ARAB BRITISH CENTRE AWARD FOR CULTURESEPTEMBER
Launched in May, The Arab British Centre Award for Culture 2013 was presented
on 26 September to Hassan Abdulrazzak on, a London-based, Prague-born,
Iraqi playwright whose works address issues in the Arab world. The panel of
judges chose Abdulrazzak out of a shortlist of six nominees for his cultural
impact on the general British public’s understanding of the region. Judges
commented that through his work, Abdulrazzak had “risen to the occasion
at a time where the Middle East is highlighted as a volatile and inaccessible
place.” The judging panel comprised Baroness Helena Kennedy, Maxime Duda,
Rose Issa, Deborah Shaw and Brian Whitaker. The award has been tailored
to celebrate individuals who have made the most constructive contribution
to British understanding of Arab culture over the last two years. In addition
to the $4100 prize money, The Arab British Centre provides the winner with
opportunities to promote his or her work more widely. The Award for Culture
2013 is a successor to the Arab British Culture & Society Award, which ran for
four years between 2008–11 and celebrated organisations which had made a
considerable impact on the British public’s understanding of the life, society
and culture of the Arab world.
AGHA KHAN AWARD FOR ARCHI-TECTURESEPTEMBER
HE Aníbal Cavaco Silva, President of the Portuguese Republic
and HH the Aga Khan, presented the Aga Khan Awards for
Architecture at the Castle of São Jorge in Lisbon on 6 September.
The five winning projects include the Salam Centre for Cardiac
Surgery, Khartoum, Sudan; Revitalisation of Birzeit Historic
Centre, Birzeit, Palestine; Rabat-Salé Urban Infrastructure Project,
Morocco; Rehabilitation of Tabriz Bazaar, Tabriz, Iran and the
Islamic Cemetery, Altach, Austria. Bestowed every three years, the
Aga Khan Award for Architecture was established by HH the Aga
Khan in 1977. It recognises all types of building projects that affect
today’s built environment, from modest, small-scale projects to
sizable complexes. The main mandate of the award is to honour
projects of architectural excellence that also improve the overall
quality of life. The $1 million prize, which will be divided among
the five recipients, identifies municipalities, builders, clients,
master craftsmen and engineers who have played important
roles in the realisation of a project. Since the Award was launched
36 years ago, 110 projects have been rewarded and nearly 8000
building projects have been documented.
MAGIC OF PERSIA OCTOBERAt the Bridge of Persia fundraising auction in London on 14
October, in a speech given by Dr Anthony Downey, Chair of the
Judging Panel, Behnam Sadighi was announced winner of the
Magic of Persia Contemporary Art Prize for 2013. Sadighi was
awarded a year-long mentorship with curator and theorist Doreen
Mende, as well as a three-month long residency at the Delfina
Foundation. Over 10 months Sadighi will work closely with curator
and theorist Doreen Mende to develop a new project, which will
be exhibited in London in October 2014 during Frieze. A series
of events, including a curator’s talk and educational tours, will be
organised by Mende, Sadighi and Magic of Persia.
LEONORE ANNENBERG PRIZE FOR ART AND SOCIAL CHANGEOCTOBER
The prize is presented each year during the annual Creative Time
Summit to an artist who has ‘committed his or her life’s work to
promoting social justice in surprising and profound ways.’ The
$15,000 award (bestowed per artist) was given to Palestinian
Khaled Hourani and American Laurie Jo Reynolds in 2013,
marking the first year the award was not granted to a single
artist. The award was given on 26 October and included Hourani
in conversation with Sally Tallant, and Reynolds with John Forté.
The summit featured numerous talks, panel discussions and
workshops from international artists, including a film screening
by Halil Altindere. Hourani, born in Hebron, Palestine, is an artist,
writer, and curator based in Ramallah, where he is currently
Director of the International Academy of Art Palestine.
JAMEEL PRIZE FOR DICE KAYEKDECEMBER
The biannual Jameel Prize returned for its third edition, announcing Dice
Kayek as the winner on 10 December at a ceremony at the Victoria and Albert
Museum’s Jameel Gallery. Founded in 2006, the prize celebrates art and design
from the region that has been inspired by Islamic traditions in art, craft and
design and its relationship with contemporary art and culture today. Under the
patronage of Zaha Hadid, and with a the prize worth $41,000, 10 finalists were
selected by a jury comprising Thomas Heatherwick of the Heatherwick Studio;
Jameel Prize 2011 and artist Rachid Koraïchi; V&A Director Martin Roth, Nada
Shabout, Associate Professor of Art History and the Director of the Contemporary
Arab and Muslim Cultural Studies Institute at the University of Texas and Huda
Smitshuijzen AbiFarés, Founding Director of the Khatt Foundation. The work of
all the finalists opened to the public for display on 11 December, running until
21 April 2014. Kayek’s works will be on display alongside those of Faig Ahmed,
Nada Debs, Rahul Jain, Mounir Fatmi, Waqas Khan, Laurent Mareschal, Nasser
Al-Salem, Florie Salnot and Pascal Zoghbi.
60 61
HODA KHANOO MADE OBEDECEMBEROn 15 December it was announced that Hoda Al-Khamis-Kanoo, founder of the Abu Dhabi Music
and Arts Foundation (ADMAF) had been presented with the Officer of the Most Excellent Order
of the British Empire (OBE) by Dominic Jermey, the British Ambassador to the UAE. “I congratulate
Hoda Al-Khamis-Khanoo with all my heart,” said Jermey, “This is a great honour… and reflects the
enormous contribution to the deepening friendship between the UK and the UAE, which Mrs Al-
Khamis-Khanoo has fostered in the field of culture and arts.” Added Al-Khamis-Khanoo: “Since the
foundation of ADMAF, we have aspired to nourish the cultural exchange between the UAE and
the UK, as such dialogue allows our nations to breathe life into mutual cultural understanding, and
thus deepen our ties beyond commerce…Together, we will seek to develop the competencies of
Emiratis in the creative and cultural industries.”
ZAKI NUSSEIBEH HONOURED BY GERMANY, BRITAIN, EUROPEAN CULTURE FOUNDATIONMAY
Cultural Advisor at the UAE Ministry of Presidential Affairs Zaki Anwar Nusseibeh was the recipient
of a triad of accolades in May, beginning with the Commander of the Order of British Empire CBE.
The insignia was awarded by HM the Queen at the end of a successful state visit by UAE President
Sheikh Khalifa Bin Zayed Al-Nahyan to the UK, which took place from 30 April–1 May. On 8 May the
UAE news agency WAM reported that Nusseibeh had been awarded the Commander’s Cross of the
Order of Merit of the Federal Republic of Germany by President Joachim Gauck, in recognition of his
efforts to cement relations between the UAE and Germany. Nusseibeh was presented the award on
behalf of President Gauck by Ambassador Nikolai von Schoepff, in presence of Sheikh Nahyan Bin
Mubarak Al-Nahyan, Minister of Culture, Youth and Community Development, Sheikh Shakhbout
Bin Nahyan Bin Mubarak Al-Nahyan, German diplomats and members of the German community.
Finally, on 21 May at the Leipzig Opera House, Nusseibeh was presented with the European-Arab
Culture Prize 2013 for his contribution to strengthening European-Arab cultural ties over the last four
decades. Nusseibeh remarked that he was “deeply honoured”.
SUSAN HEFUNA AND GUERLAINAPRILThe Contemporary Drawing Prize of the Daniel &
Florence Guerlain Art Foundation was awarded
on 11 of April 2013 to German-Egyptian artist
Susan Hefuna. The award was created in order
to encourage artists to pursue their creative
work in the field of drawing, and boost its
place within the canon of the creative arts. The
winner receives an endowment of $20,600,
with two other selected artists receiving $3400
each, which in this case went to Hans Op de
Beeck and Ulla von Brandenburg. Hefuna
studied painting at the Staatliche Akademie
in Karlsruhe and at the New Media Institute in
Frankfurt. She now divides her time between
Düsseldorf, Cairo and New York.
The 2013 edition of the Arab Woman Awards UAE honoured 16 women for their contributions
to fields such as literature, art, fashion, sports and medical, including the Lifetime Achievement
Award going to HE Raja Al-Gurg. Sheikha Hoor Bint Sultan was awarded in the sector of Arts,
with the title of Artist of the Year going to Dr Najat Meky. Held at the Rosewood Abu Dhabi, the
awards were founded by Sue Holt, Deputy Managing Director of ITP Consumer. “Tonight is the five
year anniversary of the Arab Woman Awards and during that time they have grown in stature and
relevance,” she said. “The caliber of women presented and their determination to contribute to the
long-term growth of the UAE is both inspiring and infectious.” Established in 2009 by ITP Consumer,
the Arab Woman Awards are held annually in the UAE, Qatar and Kuwait with the addition of Saudi
Arabia in 2014.
BOUCHRA KHALILI WINS SAM PRIZE FOR CONTEMPORARY ARTDECEMBER
Reports on 18 December announced
Bouchra Khalili as the winner of the 2013
SAM Prize for Contemporary Art. Receiving
a prize of $27,300 as well as an exhibition
at the Palais de Tokyo in December 2014,
the SAM Prize is organised by SAM Art
Projects, a private initiative that seeks to
promote Contemporary artists along with
cultural exchange between France and the
international arts scene. Khalili won for her
digital film project Foreign Office, a survey of
the International Section of the Blak Panthers
Party in Algier (active 1969–1972).
SHEIKHA HOOR AND DR NAJAT MEKY HONOURED AT ARAB WOMAN AWARDS UAE DECEMBER
NABIL NAHAS NATIONAL ORDER OF THE CEDARAUGUST
On 30 August 2013 New York-based Lebanese
painter Nabil Nahas was awarded the honour of
the National Order of the Cedar, for services to
Lebanese culture at a ceremony at the National
Museum of Lebanon. Established in 1936, the
order is the second highest honour of Lebanon
and comes in five grades. Presented the medal
by Lebanese President Michel Suleiman in
the presence of the Minister of Culture Gaby
Layoun and Former First Lady Mona Harawi,
Nahas credited Lebanon as the source of his
strength and energy, despite the distance
between him and his native country.
56 57
ALIF ART GALLERY OPENS IN DUBAIJANUARYCo-founded by Natalya Andakulova and Gayane
Umerova, Alif Art Gallery opened its doors with
its inaugural exhibition, Myths and Legends,
on 24 January at the gallery’s premises in the
DIFC. With a focus on art from Uzbekistan
and Central Asia, Alif is the first such gallery in
the Gulf to focus on Contemporary art from
Central Asia, representing both emerging and
established artists. The gallery held a dinner at
London’s Baku Restaurant on 10 October 2012
ahead of its 2013 launch, which saw works
by Russian artist Timur D’Vatz, running from
24 January–31 March. “Art from our region is
extremely concerned with detail,” commented
Andakulova in an interview. “We have many
reputable schools and education is classical so
artists are very skilled. Given this, I was surprised
when I first came to Dubai in 2007 to find very
little art from anywhere in the region, so I am
happy to be finally introducing it now.”
AYYAM EXPANDS TO LONDON AND JEDDAHJANUARY & FEBRUARY
The English winter saw the launch of Ayyam Gallery London’s
new space in Mayfair’s New Bond Street on 24 January.
Some 700 guests attended the gallery’s British debut, which
was marked by an exhibition of works by Lebanese artist
and architect Nadim Karam. Shooting the Cloud ran until 9
March and featured new works by Karam as well as some of
his unique ‘urban toys’. “Our presence in London will enable
us to better represent our artists in today’s contemporary
art market,” said founder Khaled Samawi, “firmly positioning
the Ayyam institution as a global gallery representing artists
with a global reach.” On 27 February, the gallery launched its
space in the Saudi Kingdom in Riyadh with a solo exhibition
of works by Syrian artist Mohannad Orabi, which ran until 11
April. “We have recently witnessed a revival of the Saudi art
scene and a concurrent flourishing of international interest
in Saudi artists,” said co-founder Hisham Samawi. “As was
the case in Damascus, Ayyam Gallery’s presence will help
strengthen existing creative infrastructure to ensure the
continued nurturing and success of Saudi artists”. The new
spaces join Ayyam Gallery’s existing locations in Damascus,
Beirut and Dubai.
FINE ART FUND COMES TO DUBAI JANUARYThe Fine Art Fund Group, established in London in 2001, is the largest and first
art advisory house of its kind worldwide, with expertise and representation
in Europe Asia and the Americas. It extended this remit in September 2012
to set up offices in Dubai in order to assist private collectors, as well as
institutional and public sector investors to develop investment strategies
and to procure museum quality art works ranging from the 15th century
to the present. On 28 January, it announced its expansion and launch, with
assets of over $200 million and a solid track record, the Middle East offices,
The Fine Art Middle East Trading L.L.C. will attract enormous stores of liquid
wealth looking for portfolio diversification. Led by former chairman of the
British Arts Council and Sotheby’s Lord Gowrie, the company is composed
of an elite team of over 40 professional and some of the world’s greatest art
experts. Having worked with important institutions in the region since 2004,
The Fine Art Fund decided that the company should have a permanent
presence in the region, with a focus solely on high quality Middle Eastern
art works. The group expects the value of its assets to double in 2013 and
has advised EFG Eurobank, Santander and Emirates NBD.
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58 59
Award-winning Iranian filmmaker and artist
Shirin Neshat was the 2013 Savannah College
of Art and Design (SCAD) deFINE ART honouree
and keynote speaker, marking the fourth edition
of the university’s fine arts showcase, running
from 19–23 February. A programme of major
Contemporary art exhibitions, lectures and
public events, deFINE ART promotes artistic
expression, dialogue and innovation in a new
generation of emerging artists. Speaking at
SCAD locations in Savannah and Atlanta, Neshat
also also had her work displayed, including a
screening of Women Without Men, her first
feature length film, and recipient of the Silver
Lion Award in the 66th Venice International
Film Festival in 2009. Later in the year, Neshat
also took part in The Ruth and Carl J Shapiro
Celebrity Lectures at the Museum of Fine Arts,
Boston. Over two nights on the 16 and 17
October, she presented Through the Lens: The
Life and Work of an Iranian Artist, which saw her
in conversation with Kristen Gresh, Estrellita and
Yousuf Karsh Assistant Curator of Photographs.
SHIRIN NESHAT IN SAVANNAH AND BOSTONFEBRUARY AND OCTOBER
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JEDDAH ART WEEKFEBRUARYFounded by Sotheby’s International
Contemporary Art Specialist Lina Lazaar, the
very first Jeddah Art Week took place between
25–28 February, marking a momentous step in
the country’s burgeoning Contemporary arts
scene. Partners included Athr Gallery, Ayyam
Gallery, Edge of Arabia, Sotheby’s, the Al-Madad
Foundation and Dar El-Hekma College, among
others. Events included, but were not limited
to, Sotheby’s Exhibition of Contemporary Art
in Jeddah at the Al-Furusiya Marina and Yacht
Club, a talk with Saudi filmmaker Ahd Kamel, the
Edge of Arabia Artist Mentorship Programme,
the grand opening of Ayyam Gallery Jeddah
(page XX) and an exhibition at Athr. “There has
been a real hunger for a week of arts events in
Saudi Arabia, a country which is brimming with
culture and history,” said Lazaar. “Therefore we
are delighted to have been able to create and
pioneer such a framework with ‘Jeddah Art Week’.”
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START RAISES A MILLIONMARCHBeauty Through the Raw was the theme of the third annual START Royal Gala Dinner, held on 16
March, whose auction and private pledges raised $1 million for art education programmes for
underprivileged children, orphans and refugees across the UAE, Palestine, Jordan, Lebanon and
India. The sale, which included lots by recognised Contemporary Western artists such as Aaron
Young, Cindy Sherman, Arman, David Mach, Lita Cabellut and Mr Brainwash, alongside those by
regional artists Athier, Mahdi Nabavi, Safwan Dahoul, Nadim Karam and Sacha Jafri, was led by UK-
based TV presenter Jonny Gould. START also announced three winners or the UAE Start Scholarship
Award, the Jordan START Scholarship Award and the Dubai Autism Scholarship Award.
66 67
TURKEY AND UAE TO HAVE PERMANENT PAVILIONS AT VENICE UNTIL 2034MAY/NOVEMBERIn May, ahead of the Venice Biennale, it was announced that the UAE, the first Gulf National to
participate in the Biennale, was to be given a long-term hospitality agreement in the Arsenale –
Sale d’Armi. Finalised through the UAE Ministry of Foreign Affairs, it will provide the UAE Pavilion
with a permanent pavilion for the next 20 years. Later in the year on 29 November, the Istanbul
Foundation for Culture and Arts (IKSV) announced that as of 2014, Turkey would also have a
permanent long-term venue at the Venice Biennale for the next 20 years at the Arsenale, one of
the two main venues for the event. This also allowed for the country’s first participation in the
International Architecture Exhibition, La Biennale de Venezia (curated by Rem Koolhaas and held
from 7 June–23 November 2014). The pavilion will be co-ordinated by IKSV, who have overseen
the country’s participation since 2007.
KASHYA HILDEBRAND MOVES TO LONDON - JUNEOn 26 June, Kashya Hildebrand gallery officially
launched its new London space in Fitzrovia
with a solo exhibition of new works by Iranian
artist, musician and writer Reza Derakshani.
The Pink House Stories ran from 26 June–31
August and marked Derakshani’s second solo
exhibition in London, as well as his second with
the gallery. Before embarking on her career
as a gallery owner, Hildebrand worked for a
prestigious hedge fund for 14 years. During
her financial career, she lived in New York, Paris
and London – and she discovered art. After so
many wonder-filled encounters in galleries and
museums around the world, she found the art
world irresistible. She opened her first gallery
in Geneva in 2001 and later had galleries in
both New York and Zurich. The London space
currently operates in tandem with Hildebrand’s
eponymous space in Zurich. “London has an
international and cosmopolitan diversity that
I find very exciting,” says Hildebrand. “I am
excited to have a platform here.”
On 16 May it was reported that the Riyadh Development Authority has announced Pritzker Prize-
winning architect Zaha Hadid to build the new King Abdullah Financial District (KAFD) Metro Station
in Riyadh, Saudi Arabia. With over five million residents, Riyadh’s population has more than doubled
since 1990, the new project seeks to relieve the city’s congestion and is slated to open in 2017. At
20,434 square metre, the station will sit amongst a hub of pathways, metro lines and various sky
bridges amongst a three-dimensional lattice and will also provide access to the city’s Monorail. The
façade of the station will resemble the patterns made by wind on sand dunes, giving it an organic
shape, while interior sine-waves will act as the spine of the building’s circulation, allowing for daily
traffic flow within the station. “The project extends beyond the simple station typology to emphasize
the building’s importance as a dynamic, multi-functional public space; not only an intermediate place
perceived through quick transitions, but also a dramatic public space for the city,” said a statement from
Zaha Hadid Architects.
ZAHA FOR RIYADH METRO MAY
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NEW LIBRARY FOR BAGHDAD - JUNE
The Baghdad Library, announced on 10
June, will be the first public library to be
built in the city since the 1970s, will be
45,000 sqm in size and built under the
Ministry of Youth and Sport by London-
based AMBS Architects. “Iraq has a great
heritage for libraries, but currently there is
no outlet for knowledge there,” commented
Amir Mousawi, director of AMBS. “There was
an educated population, but everybody
left during the Saddam [Hussein] years,
so there is a vacuum of knowledge. The
war or occupation, or whatever you want
to call it, has done a lot of damage to the
knowledge infrastructure, so it’s important
to everyone that the library project
materialises. Iraq desperately needs it.” The
six-storey library will act as a public space
for public engagement, and will house 2.8
million books and accommodate over 5000
visitors and will complement the existing
Iraq National Library, which, while largely
destroyed in the 2003 invasion, has since
been restored and operational as of 2005. IT
will also feature a vast electronic library and
digital media.
the new new booklet coverpublication Rula Al DahlehDesign Portfolio ‘14
solar conference 2009event poster Rula Al DahlehDesign Portfolio ‘14
solar conference 2009event poster Rula Al DahlehDesign Portfolio ‘14
marketingcollateral designed at aon hewitt middle east
aon hewitt middle east collateral - presentation design/infographics Design Portfolio ‘14 Rula Al Dahlehlayout design
March 2013
Aon Hewitt Point of View & Partnership Approach
Diversity & Inclusion Learning offering WORKFORCE DIVERSITY
Is generally defined as acknowledging, understanding, accepting and valuing people across various demographics such as gender, age, ethnicity, physical and mental ability, race, class etc.
INCLUSION
Relates to how an organization utilizes its various relevant diversities. If the group is diverse, but the company takes little or no advantage of that breadth of experience, then the benefits of Diversity are lost!
Defining Diversity & Inclusion
DIVERSITY IS THE MIX! INCLUSION IS MAKING THIS MIX WORK!
The Diversity Canvas
VISIBLE DIVERSITY TRAITS
INVISIBLE DIVERSITY TRAITS
Diversity in the Region
DIVERSITY IN THE REGION: A DORMANT OPPORTUNITY
What Our Research Tells Us § Only 45% of the youth (under 25s) in the GCC report high tolerance to diversity § Female employees in the GCC report significantly higher tolerance to diversity than their male
counterparts § Only one out of two employees feels that they are treated fairly in their organizations regardless of
their origin
What We Hear From Our Clients
“We are stuck on moving diversity forward.”
“Addressing diversity from a talent perspective seems incomplete.”
“Do gender differences matter anymore?”
“We have four different generations in the workplace and they are not getting along.”
“How do we tell the difference between a true performance issue and a cultural misunderstanding?”
The key gap, we believe, is having organizational and individual cross-cultural competence to navigate the very real differences in world views that show up in a diverse workforce
The Important of Cross Cultural Competence
PROGRAMMATIC DIVERSITY
WORK-LIFE BALANCE
TOLERANCE SENSITIVITY
SUSTAINABLE DIVERSITY
WORK-LIFE INTEGRATION
CROSS-CULTURAL COMPETENCE
CROSS-CULTURAL COMPETENCE The ability to discern and take into account one’s own and others’ world views to be able to seize opportunities, make decisions, and resolve conflicts in ways that optimize cultural differences for better, longer lasting, and more creative solutions.
AON HEWITT APPROACH
TRADITIONAL APPROACH
How to Build Cross-Cultural Competence? The Power of World Views
Building an Inclusive Culture by developing Cross-Cultural Competence
Cross-cultural competence is developed by:
A better understanding of
3
2
1 Module It’s all about
me
them
us
self
others
together
An understanding of ourselves and how our own worldview shapes our beliefs and behaviors
An understanding of worldviews of others and what has shapes their beliefs and behaviors
An understanding of how to work efficiently across cultures to enhance the work we do
What You Can Expect
APPROACH AND METHODOLOGY
CO
NTE
NT D
ES
IGN
Duration Target Audience
Half to one day training program (customized to the needs of the organization)
§ Mid-level managers Supervisors
§ Professional Employees § Executives § Management trainees
§ Regional data on diversity & Inclusion § Intercultural theory and concepts § Real life experiences/stories § Role plays/case studies § Games, exercises and videos
Content Includes
RE
SU
LTS Y
OU
CA
N
EX
PE
CT
Key outcomes from the training:
§ Individuals being able to skillfully support diversity by being able to navigate working relationships with those who are different.
§ Managers better able to manage cross-cultural national and global teams. § Increase in productivity due to teams better able to address team issues created by
clashing world views. § Functional professionals better able to embed the implications of diversity into the
products and processes they design, market, and sell.
Illustrative Workshop Outline
SESSIONS
TIMELINES TOOLS USED
Introducing the presenter and and conducting ice breaker exercises to help group get to know each other Setting the tone and context for the day, and providing an understanding the evolution and rationale – with regional context – behind the Diversity & Inclusion
30 MINS § Ice breaker Exercise § Wheel of Life Exercise § Evolution & Rationale for
Diversity & Inclusion
Module 1: It’s All About Me Examining personal deep-rooted cultural preferences, Personal interpretations and perceptions Module 2: It’s All About Them Cross-Cultural communication, Verbal, written and Body Language, Prevalent cultures and their nuances. Module 3: It’s All About Us Working in teams, Managing Conflicts
3 HOURS
§ Demonstrations & Videos § D.I.N. Model § Milton Bennett’s DMIS
Dimensions of Culture § Collective, Conscious and
Unconscious Bias § Group Activities
Discussing the implications on a fictional organization and its diversity related challenges, channeling a solution mindset
45 MINS
§ Case Sharing § Break Out Group § Discussion & Synthesis
Closing Thoughts and Personal Development Planning
15 MINS
Personal Development Plan
INTRODUCTION
THE POWER OF WORLDVIEWS
CASE STUDY DISCUSSIONS
DISCUSSION AND Q&A
Aon HewittBest Employers Middle EastHighlights Report 2013
2
Best Employers in the Middle East
Highlights Report 2013
Journeyto HighPerformance
Highlights Report Aon Hewitt 2013Best Employers Middle East
3
Aon HewittBest Employers Middle EastHighlights Report 2013
6
Our research reaffirms that senior leaders, managers and human resource practices play a critical role in addressing these questions. Although Aon Hewitt Best Employers face the same business environment challenges as all other organizations, they have distinguished themselves by providing answers to the above questions for their employees. The end result is a focused, committed and engaged workforce. Chief Executive Officers and Managing Directors at Aon Hewitt Best Employer organizations consistently speak about employee engagement being within their control and a core part of their success – never settling for the strong results they have received or faltering in the face of adversity, but always seeking ongoing improvement.
Aon HewittBest Employers Middle EastHighlights Report 2013
7
Study Methodology
3
The 2013 Aon Hewitt Best Employers in Middle East and North Africa (MENA) study was conducted between December 2012 and March 2013. The results reflect the opinions of over 13,000 people at 133 organizations registering to participate. Over 20 industries were captured in the research, with the strongest industry representations coming from information technology, financial services, consumer goods, transport/logistics, hospitality, retail, and telecom.
Information Technology
Banking/Finance/Insurance/Investment Service
Transport/Storage/logistics
Fast Moving Consumer Goods (FMCG)
Hospitality/Restaurants
Retail
Telecom
Property/Construction/Real Estate
Electronics/Electrical Technology
Chemical/Petrochem/Oil and Gas
Government Owned
Pharmaceutical
Manufacturing
Media
Utilities/Resources
Diversified Manufacturing
Non-Government Organization (NGO)
Information Technology Enabled Services
Other
Travel/Leisure
1%
2%
2%
2%
3%
3%
3%
5%
5%
6%
8%
1%1%
1% 1%
15%
11%
11%
10%
10%
Aon HewittBest Employers Middle EastHighlights Report 2013
8
Aon Hewitt Best Employers has been running in Middle East and North Africa since 2009. Globally, we have been running this research for over 10 years. The data collected over the ten years allows Aon Hewitt to pre–define what it takes to be a Best Employer. In MENA, the study this year was conducted in key markets including UAE, KSA, Kuwait, Oman, Bahrain, Qatar, Egypt, Lebanon, and Jordon.
The accreditation is a three-step process:
In order to ensure the robust and credible outcome required, a selection of organizations are then audited by Aon Hewitt before judging commences. Organizations that successfully complete all three stages of the process are entered into the judging pool.
STAGE 1 STAGE 2 STAGE 3
Complete an Employee Opinion Survey (EOS) The Employee Opinion Survey (EOS): This survey is designed to gauge employees’ perceptions across a comprehensive set of people, organization and process related areas that drive employee engagement and business performance. It is completed by a statistically valid, random sample of employees and compared against benchmarks.
Complete a Human Resource Survey (HRS) The HR Survey is a comprehensive data gathering tool that collects information on business performance, organization structure, people / HR strategies as well as the practices, programs and policies.
Complete a Leadership Team Survey (LTS) This survey is designed to collect the CEO and the most senior executive’s, strategic business direction, people related actions needed to enhance business performance and perceptions of other leaders, managers, employees, high potential employees and human resources.
Aon HewittBest Employers Middle EastHighlights Report 2013
10
Accreditation Pathway
START THE JOURNEY
Employee Opinion
Survey (EOS)
Leadership Team Survey
(LTS)
Human Resource
Survey
On Site Audit
Independent Judging
Panel Review
Organizations that m
eet the criteria
Aon HewittBest Employers Middle EastHighlights Report 2013
11
Geographical Spread
Qatar
7
UAE
30
Kuwait
7Bahrain
8
Oman
8Saudi Arabia
19Egypt
Middle East
21
133
Jordan
Lebanon
7
2
In 2013, 15 organizations were accredited by Aon Hewitt as Best Employers. The judges also identified 3 emerging employers and a special recognition for the employer with an increased focus on Diversity and Inclusion.
Aon HewittBest Employers Middle EastHighlights Report 2013
38
Benefits of Becoming an Aon Hewitt Best Employer
6
Best Employers define and implement this process better than the rest in the following ways:
1. Higher Employee Engagement:A key component of the Best Employers study is employee Engagement—the extents to which employees are emotionally and intellectually connected to the business. Aon Hewitt’s research of 10,500 organizations from its global Engagement client and Best Employer database found that those organizations, typically Best Employers, with greater than 65% of their workforce engaged, have a higher level of financial performance. Business results can begin to erode for organizations with less than 45% of their employees engaged.
2. A Strong Reputation that Attracts TalentIn today’s competitive climate, it is becoming increasingly difficult for employers to source high quality talent. Consistent with this, both Best Employers and other organizations considered that skill shortages are primarily driven by an overall market shortage. However, 80% of the ‘best’ compared to 62% of the ‘rest’ believed their organization was not experiencing a talent shortage. Inadequate leadership pipeline is the biggest risk for others. Combating these market shortages appears to be a challenge for these organizations, thus the importance of attracting, retaining and engaging employees has become a paramount concern for them.
3. Better Retention of Key TalentBest Employers lose less of their talent to competition. The employee turnover at Best Employers is less than 7% when compared to the “Other Organizations” at 14%.
Destructive zone
Performance / Best
Employers Zone
Uncertainty
Neutral
0% 100%
30%
45%
65%
aon hewitt middle east collateral - proposal design (qatar airways)/ diagrammatic design Design Portfolio ‘14 Rula Al Dahlehlayout design
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Qatar AirwaysConsultancy ServicesStrategy to Manage Qatari Talent Engagement
Technical proposal April 2013
RFT-2013-005
Our Understanding of your Context (1/2)
To conduct organizational analysis and design systems that can aid Qatar Airways in their objective to be recognised and respected as one of the country’s leading organizations in the development of Qatari Talent.
§ Review of current Qatar Airways roles and conduct a talent mapping and manpower planning exercise to identify roles which can/should/must be held by Qataris or non-Qataris over a set period of time
§ Development of short, medium and long term Qatarisation Strategy
§ Setting Key Performance Indicators and targets to measure Qatarisation throughout Qatar Airways
§ Development of a Performance Management System for Qatari Nationals
§ Design of Qatar Airways Employment Value Proposition for Qataris
§ Development of Assessment Criteria and mechanisms for successfully selecting new recruits, including graduates
§ Review and recommend improvements of Career Development Programmes designed especially for Qataris including Internship; Graduate Rotation Development; and Aviation Management
Objective
Requirements
Objectives § Align Qatar Airways developmental programmes to the business needs
§ Select and assess Qatari Nationals who match the commercial and value-based profile of Qatar Airways employees
§ Design Qatar Airways developmental programmes to build Aviation industry experts with operational and commercial acumen
§ Manage the development of Qatari Nationals through a performance management process and system
§ Build a pipeline of talent who can manage, lead and inspire teams to deliver excellence in everything Qatar Airways does
Our Understanding of Your Context1 Our Understanding of your Context (2/2)
Why Aon Hewitt2TALENT POOL
Demand Side (Specific Roles within QA)
Supply Side(Educational Institutions)
Qatarisation Management(Qatar Airways)
§ Estimating the Demand / Requirement for Skilled Talent, both from a Qualitative and Quantitative perspective through internal Qatar Airways interaction
� Defining roles that should immediately or over a specified period of time be occupied by Qataris
� Defining roles that can be held by non-Qataris
� Understanding the Skills required for each Role
§ Understanding the Supply of Skilled Talent, both from a Qualitative and Quantitative perspective through:
§ Defining key sources that Qatari talent is drawn from
§ Estimating the supply of talent from various sources (Educational Institutions, Short Term Training Courses)
§ Understand Students’ aspirations and expectations
§ Define the Talent Demand – Supply Gap both in Quantitative as well as Qualitative terms
§ Define a Qatarisation Strategy for bridging the Gap through various interventions influencing the quality and quantity of talent
§ Review and Enhance the ‘Employment Value Proposition’ for attracting talent specifically Qatari Talent into Qatar Airways to undertake training and become employable
§ Develop Assessment Criteria and Mechanisms for selecting Qataris and recommendations on Qatari Career Development Programs
Our Framework for Sourcing, Selecting, Developing and Managing Qatari Talent
Organizational Strategy and Goals
What do we expect from our people?
What do we expect from our people?
What strategic priorities of the organization and what are the business results the organization is trying to achieve?
EngagementWhat are the current engagement levels of existing Qatari talent
Capability Requirements What business capabilities and
strategies provide competitive advantage?
PeopleRequirements
Qatarisation Strategy and EVP
Qatarisation Strategy and EVP
Candidate Assessment
Employee Issuesand Needs
What are the roles that can be or should be occupied by Qataris
How effective is our Qatarisation strategy?
Once Qataris are attracted – how should they be assessed Re-aligned programs, practices and
delivery methods that drive business performance and Qatarisation
Source
Qatarisation Strategy and EVP
Qatarisation Strategy and EVP
Align
Our Overall Approach
This phase will set the stage for the engagement, in terms of formation of the Project Committee, identification of stakeholders, refinement of project objectives and a formal project kick-off
Project Planning and Kick-Off
Mod
ule 0
Key Performance Indicators and Performance Management
3.1 DEVELOP QATARISATION KPI’S, MEASURES AND TRACKING MECHANISMS
3.2 DEVELOPMENT QATARISATION PERFORMANCE MANAGEMENT PROGRAM
Mod
ule 3
Assessment Criteria and Mechanisms
5.1 COMPETENCY FRAMEWORK
5.2 ASSESSMENT CRITERIA, TOOLS AND MECHANISMS
Mod
ule 5
Career Development Framework
6.1 INTERNSHIP
6.2 GRADUATE ROTATION DEVELOPMENT
6.3 AVIATION MANAGEMENT
Mod
ule 6
Employment Value Proposition (EVP)
4.1 EVP DEVELOPMENT
Mod
ule 4
Manpower Planning and Qatarisation Strategy
1.1 QATARISATION INTERNAL SWOT ANALYSIS
2.1 MANPOWER PLANNING
1.2 QATARISATION LEGAL REQUIREMENTS REVIEW
2.2 QATARI TALENT MAPPING AT QA
1.3 QATARI TALENT SUPPLY ANALYSIS
2.3 QATARISATION STRATEGY
Mod
ule 1&2
Module 0: Project Planning and Kick-Off
Key activities
Outcome
Proposed Timeline
Project Planning:
§ Create an effective Project Committee with representation from HR Committee, Nationalisation Steering Committee, HR Department, Nationalization Department, Leadership & Executive teams at Qatar Airways
§ Agree on critical Project Management issues (Communication, Escalation, Scope Change, Risk Management, Transition, etc.)
§ Submit a detailed work-plan which contains activity steps, expected time of completion responsibilities for the Project Committee and Aon Hewitt team
§ Develop Quality Assurance Plan
Official kick-off meeting with the project committee of Qatar Airways to:
§ Finalize project objectives
§ Confirm project steps and timing
§ Determine project responsibilities
§ Discuss final project objectives - scope, timelines, and deliverables
§ Submit a detailed work plan which contains activity steps, expected time of completion, responsibilities for the Project Committee and Aon Hewitt team and Quality Assurance processes
§ Finalization of detailed project plan for the entire duration of the project
§ Formation of Project Committee with well defined roles and responsibilities
§ Sign-off on project plan for the entire duration of the project
One week
Overall Project Workflow
Module 0
Project Planning and Kick off
1 week
Key Performance Indicators and Performance Management
weeks
Module 3
Employment Value Proposition
6 weeks
Module 4
Assessment Criteria
3 weeks
Module 5
Graduate Development Programme
4 week
Module 6
Manpower Planning
Qatarisation Strategy
weeks
Module 1&2
1
2Q
UDUR
AT
Aon Hewitt’s Groundbreaking Research Initiative Dedicated to the Middle East Workforce
5
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7
Figure 1: What will drive and influence the labor market in the future?
TalentLandscape
PolicyImperatives
Economic & Business
Environment
What will drive and influence the labor market in the future?
Demand & Supply of Talent
Attitudes & Behaviors
Expectations & Aspirations
Business Goals
Organization Culture
Budgets for Rewards & Development
Retain
Develop
Engage
Attract
99 10
Despite the global financial crisis and the more recent Arab Awakening, the Middle East and North Africa (MENA) region continues to provide a positive and optimistic growth story, compared to many regions across the globe. The region’s rapid economic evolution has certainly captured the attention of political leaders, policymakers, and business executives. The Arab Awakening triggered momentous and pervasive changes in the region’s political and economic dynamics and has had significant implications for government policy, private markets, and foreign investment. The changes it has set in motion are still unfolding, though early indications of reform in most cases seem positive. In line with this, much of the recent media attention and global interest has been focused on the economic and political opportunities and risks afforded by this region, which on average has an abundance of energy resources. In economic terms, MENA countries have experienced strong growth in the past decade. Alongside the oil & gas industry, new industries have started to gain prominence and together have helped the Arab world achieve an average 5% annual GDP increase over the past 10 years, significantly higher than the Organization for Economic Cooperation and Development (OECD) average of 1.5% or the world’s, 2.5%v.
However, anyone who has traveled, lived or worked in this region will, in equal measure, highlight the opportunities and challenges faced by the masses of foreign and local workforce who drive these economies forward. The region, and more specifically the Gulf Cooperation Council (GCC) countries, has a compelling
opportunity to be perceived favorably and to compete for talent on a global scale. Against a backdrop of rapid economic development and unprecedented population surge, the Middle East workplace is constantly evolving, both in terms of local population growth and some of the highest rates of net inward migration. With one of the youngest populations in the world, some of the highest rates of youth unemployment and increasing rates of female participation in the workforce, there is a greater urgency for change aimed at creating jobs and providing meaningful opportunities to the local population.
From a demographic perspective, the region has a huge window of opportunity over the next decade. The GCC’s employable population is expected to almost double by 2050 to reach 278 million from the current 145 millionvi. This shift, especially the unparalleled rapid increase in the proportion of young people and the broader integration of women into the workforce, will significantly affect workplace dynamics. These factors will not only alter the size and quality of the talent pool, but also the employment and talent development practices of current employers and those seeking to establish operations in the Middle East.
The Talent Landscape in the M
iddle EastA M
acro Perspective
Ch
apter 2
11
Figure 2: Youth Unemployment Rates around the Worldvii need (Percentage of employees....) statement from charu
Figure 3: Youth unemployment rates in the Middle East over the yearsvii need (Percentage of employees....) statement from charu
0
5
10
15
20
25
30
World
17
.7%
14
.0%
14
.4%
27
.5%
27
.6%
EuropeanUnion
South-East Asia & the
Pacific
Latin America & the Caribbean
Middle East North Africa
12
.7%
2007
24.8% 25.2% 26.5%27.5%
28.6% 29.0%
2009 2011 2013(projected) (projected) (projected)
2015 2016
Source: International Labour Office - Geneva
Source: International Labour Office - Geneva
13
Figure 5: The demographic imbalance across the GCC Countriesxii
need (Percentage of employees....) statement from charu
GCC Nationals % GCC Expatriates %
66% 34%
52% 48%
80% 20%
75%
23%
80%
31%
25%
77%
20%
69%
Bahrain Kuwait Oman Qatar Saudi Arabia UAEGCC
Source: Center for International and Regional Studies, Georgetown University, School of Foreign Service in Qatar
21
Figure 7: Global Engagement Trendsneed (Percentage of employees....) statement from charu
North America
53% 52% 57%
2010 2011 2012
Europe
54% - 49.5%
2010 2011 2012
Qudurat GCC
58% 53% 48%
2010 2011 2012
Africa
73% 71% 74%
2010 2011 2012
Latin America
58% 58% 60%
2010 2011 2012
Global
59% 58% 58%
2010 2011 2012
Asia Pacific
GCC average level of employee engagement is from the Qudurat study. All other regional norms are based on Aon Hewitt’s employee egagement studies across the globe and engagement data analysis based on a 6.5 million respondent-base covering 150 markets and more than 65 industries. Overall respondent data in Aon Hewitt’s overall database has grown to encompass 25 million employees from 11,000
64% 64% 63%
2010 2011 2012
23
Figure 8: Regional Engagement Levels (%)need (Percentage of employees....) statement from charu
*Differences are significant at the 95% confidence interval
Overall
Nationals
Expats
Legend:
GCC
0
10
20
30
40
50
6049.55%
43.67%
56.14%*
OMAN
0
10
20
30
40
50
60
48.40% 47.60%*51.10%
BAHRAIN
0
10
20
30
40
50
60
48.40%
63.60%
KUWAIT
0
10
20
30
40
50
6061.90%
43.90%
63.70%*
KSA
0
10
20
30
40
50
60
46.90%40.60%
51.30%*
QATAR
0
10
20
30
40
50
60 53.30% 51.00%56.40%
UAE
0
10
20
30
40
50
6049.40%
41.60%
56.80%*
44.80%*
27
Figure 9: Attrition Risk Levels across the GCC need (Percentage of employees....) statement from charu Kuwait
14.8% 15.2% 14.8%
O N E
Bahrain
17.0% 18.1% 12.0%
O N E
Qatar
15.7% 16.2% 14.8%
O N E
UAE
19% 22.7% 15.5%
O N E
19.0% 21.7% 17.1%
O N E
Saudi Arabia
19.3% 19.3% 19.1%
O N E
OmanO: Overall N: Nationals E: Expatriates 29
Figure 10: Engagement Levels by Ageneed (Percentage of employees....) statement from charu
55+ Engagement (%
)
Ages
25
- 34
Enga
gem
ent (
%)
Ages 45 - 54 Engagement (%
)
GCC (N) 2012
GCC (N) 2010
GCC (E) 2012
GCC (E) 2010
GCC (O) 2010
GCC (O) 2012
44.6
4
7.1
40
.1
45.
1
50.7
5
1.2
50.4 52.3 43.4 48.8 56.2 53.8
59.2 60.7 50.9 57.6 64.7 61.7
47.8 63.6 47.7 63.6 48.2 64.7 63.9 62.3
57.8 58.7
66.0 62.8
Under 25 Engagement (%)
Ages 35 - 44 Engagement (%) 32
On average, the manufacturing sector1 reported the highest engagement levels, followed closely by the energy sector. Banking and service orientated industries seemed to report the lowest scores at 43.9% and 46.6%, respectively.
*Differences are significant at the 95% confidence interval
Banking, Financial Services, and Insurance (BFSI)
ExpatriatesNational
Overall
43.9%
49.1%43.4%
*
Energy
ExpatriatesNational
Overall
60.4%
70.1%58.7%
*
National
Services
Expatriates
Overall
46.6%
56.2%40.8%
*
National
Manufacturing
Expatriates
Overall
61.7%
60.1%*64.3
% National
Conglomerates
Expatriates
Overall
51.3%
55.0%*44.7
%
Figure 12: Engagement Levels by Industryneed (Percentage of employees....) statement from charu
1The Qudurat study was conducted in online mode only. The engagement scores for the manufacturing sector may not be representative of the entire population, as blue-collar employees may not have had ready access to computers. Team members/front line employees form only 17% of the respondents in the manufacturing sector.
36
Figure 13: Education & Work Preparedness (Percentage of employees who believe that their educational background adequately prepared them for their jobs)
GCC
O
N
E
78.0%
69.3%
85.7%*
O
N
E
81.0%
62.1%
82.9%*
Qatar
O
N
E
80.0%
69.0%
89.5%*
O
OmanN
E
77.6%
75.9%*
83.0%
Bahrain
O
N
E
74.1%
70.1%*
91.4%
UAE
O
N
E
80.3%
71.1%
85.7%*
KSA
O
N
E
75.8%
65.8%
83.1%*
Kuwait
EDUCATION & WORK
PREPAREDNESS
O: Overall N: Nationals E: Expatriates
*Differences are significant at the 95% confidence interval
39
Figure 15: Prevalence of learning modes in GCC organizations for developing national talentneed (Percentage of employees....) statement from charu
Formal Induction Program
Fresh Graduates Junior Level Nationals Middle Level Nationals Senior Level Nationals
Internal/external class-room training
Internships
Defined career tracks with criteria for movement
Job rotation
Coaching
Educational Assistance
Formal Sponsorship
Mentorship
Secondments
77% 58% 52% 36%
26%
3%
29%
10%
39%
45%
29%
16%
29%
52%
16%
26%
39%
48%
58%
32%
23%
23%
65%
23%
42%
45%
48%
58%
36%
39%
19%
68%
64%
58%
52%
52%
42%
36%
32%
23%
49
Figure 19: Confidence in Organizational Leadership by Country(Percentage of employees who believe that their senior leaders are making the right decisions in running their organization and managing their employees)
Oman
34.4%
31.7%
42.6%
Bahrain
36.2%
32.9%
50.6%
UAE
50.0%
52.8%
47.0%
Saudi Arabia
41.0%
37.5%
43.6%
Qatar
51.7%
53.4%
50.2%
Kuwait
52.3%
40.9%
53.4%
Overall Nationals Expatriates
62
Figure 23: Factors Impacting Engagement for GCC Nationalsneed (Percentage of employees....) statement from charu
OpportunityThreat
50
40
30
20
10
0
-10
-20
-30
-40
-50
Level of support from Organization
25% 40% 44% 30% 17% 36% 42% 69% 58%
Confidence at Leadership
Learning and Development
Level of Support from Manager
Fairness at work Pride in work Positive Relationships
Pay Growth
27%
-8%
27%
-17%
27%
-20%
21%
-9%
21%
-4%
18%
-10%
16%
-12%
16%
-35%
14%
-19%
aon hewitt middle east collateral - 100-page qudurat report (infographic + diagrammatic design) Design Portfolio ‘14 Rula Al Dahlehlayout design
aon hewitt middle east collateral - range of print material Design Portfolio ‘14 Rula Al Dahlehlayout design
{Qudurat Executive Report} {Best Employer’s brochure}
aon hewitt middle east collateral - range of print material Design Portfolio ‘14 Rula Al Dahlehlayout design
{HR Leads invite} {Aon Hewitt Brand Cube}
{Website banners}
{Roll ups}
Enabling Talent
١٣ يونيو ٢٠١٣
األفضل ب
أفضل أرباب العمل في الشرق األوسط
إقتدي Best Employers Middle East
from theBest
Learning
13 June 2013
aon hewitt middle east collateral - range of print/web material Design Portfolio ‘14 Rula Al Dahlehlayout design
illustrationimage design using various media
calligraphic animals (zoomorphic calligraphy)creative calendar Design Portfolio ‘14 Rula Al Dahleh
calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
athar heritage management Design Portfolio ‘14 Rula Al Dahlehidentity calligraphic animals (zoomorphic calligraphy) Design Portfolio ‘14 Rula Al Dahlehcreative calendar
sample of icons and illustrations that were used in award-winning infographs (gulfnews) Design Portfolio ‘14 Rula Al Dahlehillustration
18
Portfolio ‘10 rula al dahleh
18
film title sequence - using 3d modeling (cinema 4d + after effects) Design Portfolio ‘14 Rula Al Dahlehmotion
65
title sequence
{process}
65
flash animation - typographic conversation (synced to audio) Design Portfolio ‘14 Rula Al Dahlehmotion
60
Portfolio ‘10 rula al dahleh
converse
kinetic typhography
60
short film visually communicating the meaning of the word ‘illuminate’ Design Portfolio ‘14 Rula Al Dahlehmotion
63
flip
{process}
illuminate video documentation
website concept design - personal portfolio Design Portfolio ‘14 Rula Al Dahlehwebsite
{diagrammatic plan - wireframe}
{web page layout concept}
{sample web pages}
photographysample photos
misc. photographs Design Portfolio ‘14 Rula Al Dahlehphotography
65
title sequence
{process}
65