Rula Portfolio Presentation 2014

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


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 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 - 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

SaSu Mo Tu We Th Fr

28/10/0729/03/08

Assiut611

22.1500.1528/10/0729/03/08

•Su Tu • • ••

Assiut611

22.15 00.1528/10/07 29/03/08

•Su Tu • • ••

Assiut

611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut611

22.15 00.1528/10/07 29/03/08

•Su Tu • • ••

Assiut611

22.15 00.1528/10/07 29/03/08

•Su Tu • • ••

Assiut611

22.15 00.1528/10/07 29/03/08

•Su Tu • • ••

Assiut

611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut

611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut

611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut

611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut

611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut

611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut

611

22.1500.15

28/10/0729/03/08

•Su Tu • • ••

Assiut

611

22.15 00.15

28/10/07 29/03/08

•Su Tu • • ••

Assiut611

22.15 00.15

28/10/07 29/03/08

•Su Tu • • ••

Assiut

611

22.15 00.15

28/10/07 29/03/08

•Su Tu • • ••

Assiut

611

22.15 00.15

28/10/07 29/03/08

•Su Tu • • ••

Rula Al DahlehDesign 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


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


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





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.






All other flights




25

30

20

7

55x

40x

20

Baggage Allowance Excess baggage charges applicable

from 1st September 2007: (Direct flights)




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


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





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.






All other flights




25

30

20

7

55x

40x

20





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

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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





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Karachi

17.35 17.50

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Doha28/10/0729/03/08

17.50 17.50

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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

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Latakia28/10/0729/03/08

12.30 14.10353

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07.15 12.35537

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Kozhikode28/10/0729/03/08

08.30 13.40595

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Kochi28/10/0729/03/08

07.55 13.10421

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Peshwar28/10/0729/03/08

553

17.10 18.00

Nagpur28/10/0729/03/08

411

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08.50 15.35

Khartoum28/10/0729/03/08

663

Mo We Fr

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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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vitae porttitor placerat, leo arcu mollis libero, sit amet malesuada mauris augue

sagittis libero.

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placerat, leo arcu mollis libero, sit amet malesuada mauris augue sagittis libero.

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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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placerat, leo arcu mollis libero, sit amet malesuada mauris augue sagittis libero.

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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mollis libero, sit amet malesuada mauris augue sagittis libero.

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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Proin facilisis nunc sit amet auctor tempus. Maecenas euismod,.

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mollis libero, sit amet malesuada mauris augue sagittis libero.

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


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.


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%


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.


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


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.


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

2

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


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



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

Need quote from Charu Odiam

ipsam ullestint enimusam lant

lante pelecaborit dolupturit

doluptur sit lab iuntus Ebis

alibusd antiae.

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.


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


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





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18

Portfolio ‘10 rula al dahleh

18

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65

title sequence

{process}

65

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Portfolio ‘10 rula al dahleh

converse

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60

short film visually communicating the meaning of the word ‘illuminate’ Design Portfolio ‘14 Rula Al Dahlehmotion

63

flip

{process}

illuminate video documentation

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{diagrammatic plan - wireframe}

{web page layout concept}

{sample web pages}

photographysample photos

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65

title sequence

{process}

65

Rula Portfolio Presentation 2014

Documents

rula al dahlehidentityc

logo rula al dahlehmodern

courtyard house design

heritage management

rula al dahlehidentitym

heritage area

rich cultural heritage

concept development