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1Rawabi News Issue 24 Jan-Mar 2011

QUARTERLY NEWSLETTERISSUE 24 JAN-MAR 2011

IN THIS ISSUE

TALENT EXHIBITKICKS-OFFRAWABI TALENT EXHIBITSHOWCASES YOUTHEMPOWERMENT PROGRAM

This year marked the launch of Rawabi Holding’s Youth Empowerment initia-tive, which aims to empower youth (aged 16-24) by allowing them to iden-tify their potential, assist in channeling their energies and providing them with the means for a bright and success-ful future. With the help of Rawabi’s

01 RAWABI HOLdING CORPORATE SOCIAL

RESPONSIBILITY

04 RAWABI HOLdING EVENTS

07 BUSINESS NEWS

10, 14 TEAMCONTRIBUTIONS

17 MAkING A dIffERENCE

18 POWEREd BY PEOPLE

24 CORPORATE EVENTS

CORPORATE SOCIALRESPONSIBILITY

stakeholders, the Corporate Commu-nications Department identified Youth Empowerment as a key area for com-munity investment. After consulting with employees, citizens and media representatives, it was found that this is an important cause to adopt, as 60% of Saudi Arabia’s population is below 30 years old, and they currently lack proper guidance when trying to pick their careers. Many of our youth are oblivious to their strengths and weak-nesses. Even those who aren’t are of-ten dictated by parents and society to choose careers they are not interested

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2 Rawabi News Issue 24 Jan-Mar 2011

in. Thus, we have a generation of de-motivated youth. The Corporate Social Responsibility (CSR) Unit is proud to report on the successful launch of Rawabi’s Youth Self discovery program with the Raw-abi Talent Exhibit (RTE), organized over the past year and a half. RTE was inaugurated by Mr. Zareb Al Qahtani, Assistant deputy Governor of the East-ern Province, and Sheikh Abdulaziz Ali Alturki, Chairman of Rawabi Holding. The Talent Exhibit ran for two weeks in Al-khobar, at the Sultan bin Abdu-laziz Center for Science and Technol-ogy, SciTech, from february 26 until March 10.

RTE attracted almost 9000 visitors in-cluding students from across the East-ern Province (including cities such as dammam, khobar, Qatif, Ras Tannoura and Al Ahsa) who visited 25 booths, each representing a different career, and each manned by an individual to give the youth an idea of the career, the requirements, and the day to day experiences of someone in such a position. Nearly 4000 of the visitors were high school students specifically recruited through the Ministry of Edu-cation to attend this event. Exit data collected throughout the two weeks showed that one in every three visitors changed their career choices after vis-iting the exhibit.

Over 100 professionals from Rawabi Holding and other companies across the kingdom were recruited to volun-teer their time and stand in the booths to share their real experiences with the visitors.

In addition to the exhibit, three promi-nent speakers gave motivational lec-tures in the SciTech auditorium in the evenings: The reporter Mr. Turki Al dakheel, the producer Mr. Abdullah Al Eyaf and the pharmacist-turned-entre-preneur dr. Badr Al Shibani.

At the Exhibit, Rawabi recruited stu-dents for short internships to give them the opportunity to experience jobs at first hand. Seventeen interns were placed in the Rawabi Holding de-

Rawabi Holding bRand launCH(Cont. fRom Page 1)

partments for one week between April 9-13. They were given various skills training workshops and hands on train-ing within the departments.

Sheikh Abdulaziz Alturki, Rawabi Holding Chairman commented; “We at Rawabi want to give the opportunity to every student from 16-24 years a live experience of the workplace.”

Visitors commented on the RTE face-book Page about how beneficial the ex-perience had been for them; “Wow the exhibition is inspiring and motivating. If only I was a few years younger... I know the young people of the region will be grateful for this wonderful ex-hibition!”

The CSR Unit utilized social media in-cluding facebook, Twitter, e-mail and the Rawabi Talent Exhibit website to communicate the event to our stake-holders. It was also advertised using street signs, flyers, and newspapers. The event was covered by various local and electronic newspapers. The larger cause of Self discovery was commu-nicated through a public service an-nouncement on Al Arabia and MBC.

The exhibit has attracted various social and public organizations with similar initiatives, presenting the opportunity for partnerships that allow for greater social impact on youth morale through a more targeted empowerment ap-proach.

RTE is a unique encapsulation of our CSR vision: “Guided by the company vision and mission, and based on the company’s core business practices, Rawabi’s CSR aims to contribute to the sustainable development of the communities the company serves. Rawabi’s social, economic and envi-ronmental contributions are guided by the interaction with stakeholders, and stem from pressing development needs, always acting within a transpar-ent and ethical framework, upholding human rights, the rule of law and in-ternational best practices”.

“RTe is a unique encapsulation of our CsR vision: “Guided

by the companyvision and mission,

and based on the company’s core

business practices, Rawabi’s CsR aims to contribute to the

sustainable develop-ment of the commu-nities the company

serves.“



Rawabi Holding CommunityInvestment Program

tive Care Patients at SCf, has won the 2011 International Expertise Exchange Week Award (IEEW) for his presenta-tion on leadership in charity activities titled “Balsam Committee: Pioneered by Saudi Cancer foundation.” IEEW, organized by Harvard Medical School and dana-farber Cancer Institute in Massachusetts, USA, from March 21-28, recognized Balsam Committee as one of the world pioneers in charitable activities.

The Balsam Committee, first of its kind in the Middle East, is made up of a number of volunteer doctors and social workers who provide care to terminally-ill cancer patients at dammam’s king fahad Specialist Hospital Palliative Care department.

The volunteers’ mission is to help re-lieve the suffering of patients by at-tending to their needs, be them medi-cal, emotional, or social. Volunteers also help ease the transition to end-of-life care.

The name of the committee “Balsam” comes from the Arabic word that means to sooth pain and heal wounds.

BALSAm COmmITTEE FORPALLIATIvE CARE PATIENTS WINS 1ST INTERNATIONAL EXPERTISE EXCHANgE WEEK AWARd

The Saudi Cancer foundation (SCf), headed by Rawabi Group Chairman, Sheikh Abdulaziz AlTurki, proudly an-nounced that Dr. Saud AL-Motrafi, Head of Balsam Committee for Pallia-

“The balsamCommittee, first of its kind in the Middle east, is made up of a number of volunteer doctors and social workers who provide care to terminally-ill cancer patients at Dam-mam’s King Fahad specialist Hospital Palliative CareDepartment.”

Photos:Dr. Saud AL-Motrafi (left);A certificate presented by Harvard Medical School and dana-farber Medical Institute to Dr. Al-Motrafi for winning the IEEW 2011 Award for Presentation on the Lead-ership in the Charity Activities (bottom)


eVeNTsBRANd LAUNCHWhere: Seef Center for Exhibitions & Seminars, Al-Khobar, KSAWhen: 18 January, 2011

Our new brand is a reflection of who we are and the benefits we deliver to our people, our partners and our community. Our brandmark is inspired by the spirit of partnership. it aims to capture through its design Rawabi Holding’s unique ability to bring together marketing intelligence with innovative products and services.

Our tagline, Powered by People, captures the spirit of Rawabi Holding and de-scribes what is powering the company in its effort to realize its vision. It human-izes the brand and puts the focus squarely back on our most important asset — our people.

4 Rawabi News Issue 23 Oct-dec 20104 Rawabi News Issue 24 Jan-Mar 2011

5Rawabi News Issue 24 Jan-Mar 2011 5Rawabi News Issue 24 Jan-Mar 2011


eVeNTsNEW BRANdINTROdUCTION WORkSHOP

6 Rawabi News Issue 23 Oct-dec 2010

What: As 2011 promises to be an exciting year for Rawabi Holding, Rawabi group President & CEO, Osman Ibrahim, invited the Rawabi management team to a workshop to preview the new Rawabi Holding brand before its launch and to discuss how to best utilize it to help our business move forward.

Where: mercure Hotel, Al-Khobar, KSAWhen: 12 January, 2011



PETROCHEMICAL ENdUSERS LIST EXPANdEd

RENEWAL Of AGREEMENT WITH SABIN METALCORPORATION

Rawabi Trading & Contracting has com-pleted the prequalification and regis-tration with a number of petrochemical end users, namely Tasnee, Chemanol and Sipchem. This will allow the com-

pany to expand its business opportu-nities in the downstream industry with prestigious end users.

Rawabi Trading & Contracting renewed its exclusive agency agreement with US-based Sabin Metal Corporation for another five years.

Rawabi Trading & Contracting (RTC), a subsidiary of Rawabi Holding, formally signed a partnership agreement with Reservoir Monitoring Solutions Inter-national Corporation (RMS).

Headquartered in Calgary, Canada, RMS possesses a vast experience in the Oil & Gas Services Industry. RMS services include the following:

Real-time down-hole data acquisi-• tion

busiNess NewsRAWABI TRAdING & CONTRACTING

RTC’S LATEST PARTNER-SHIP AGREEMENT

Permanent, semi-permanent and • drop-spool applicationsSCAdA interface and web host • dataConsulting services for critical • SRO installations Project design and management • Complete field services•


Rawabi Trading & Contracting has be-come the exclusive agent for products of India-based Surya Roshni serving the Oil & Gas, Power and Petrochemi-cal Industries in Saudi Arabia.

RAWABI UNITEd SAfETY SERVICES

Saudi Aramco – Ethane Plant5.

Mohammad Al-Mojil Group (MMG) 6.

- Equipment Servicing

Moreover, RUSS has secured accredi-tation from the International Associa-tion for drilling Contractors (IAdC) to provide H2S awareness courses. Ac-creditation for providing HSE courses is in process. Such accreditations en-able RUSS to be more independent in providing internal and external training while controlling cost and generating revenue.

Rawabi United Safety Services (RUSS), a joint venture between Rawabi Hold-ing and United Safety Limited of Can-ada, announced widening its business spectrum providing up-to-date services to current and new clients. Recent business developments at RUSS in-clude the following projects:

SRACO & Hajjan drilling – Water 1.

drilling Projects

BJ Services – Coil Tubing 2.

Sabic Ibn-Zhar – down stream3.

Sabic Ibn-Sina – down stream4.

NEW EXCLUSIVE AGENCY AGREEMENT WITH SURYA ROSHNI LTd.

RUSS BUSINESSdEVELOPMENT

Surya Roshni is one of the largest ERW & HSAW Steel Pipe manufacturer and exporters in India with a history of over three decades in business.

Sabin Metal Corporation is a world class refiner of spent catalysts to re-cover precious metals such as Plati-num, Palladium, Gold, Silver, Rhodi-

um, Ruthenium, Rhenium etc. Sabin Metal serves diverse markets including Hydrocarbon, Petrochemical, Chemi-cal, and Pharmaceutical.


RAWABI SPECIALIZEd CONTRACTING

P• roject by National Water Compa-ny for infrastructure works

during the first quarter of 2011, Rawa-bi Specialized Contracting successfully completed the following projects:

S• howroom of Gymboree Play & Learn (franchise owned by Rawabi Holding and managed by its Retail division)f• ive W/P works for Grain Silos & flour Mills, HdPE in dammam, Computer School, HdPE Lining at Manifah Processing Core Hydrocar-bon in Jubail and Nesma School Building in Al-khobarC• ompletion of two dammam Port Projects for the supply and instal-lation of fenders and repair works for Grain Silo.

Rawabi Specialized Contracting (RSC), a subsidiary of Rawabi Holding for-merly known as ABACORP, has com-menced the construction of its new camp in Yanbu last January. further-more, RSC has been awarded with the following projects:

P• roject by Saudi Aramco to build trade services for Yanbu Gas Plant N• esma & Partners for W/P works in Nesma building, Al-khobarN• esma & Partners for W/P repair of tanks damaged PVC lining located in RabighN• esma Holding Co. Ltd. for W/P works for gymnasium of Athieb Vil-lage located in Al-khobarP• roject by dammam Port Authority for repair works for Quay Walls

RSC’S NEW CAMPIN YANBU

like children all over the world do every time they visit a Gym-boree play floor.

In february, Gymbo-ree organized the den-tal Awareness Week to

teach children (and their Moms) how to keep their teeth happy and shin-ning! following that, a friendship day was held where a large group of children celebrated friends and friend-ship. Gymboree also attended the an-nual “Harley davidson Bikers Event” at Saudi Aramco filling the air with Gym-boree’s famous ‘bubble oodles’ bubble blowing sets.

during the month of March, Gymboree worked with Saudi Aramco to promote its GCC Road Safety Awareness Cam-

Gymboree Play & Learn (Gymboree) has had a wonderful wel-come to Al-khobar as over 170 families enrolled in its classes by March! The very first Gymboree Play & Learn in the Middle East is proving popular with our little ones.

In January, Gymboree sponsored a local high school student on her trip to visit orphanages in kenya and provided her with Gymboree materials and equip-ment to distribute to several schools. The student provided training for some school staff on how to use Gymboree’s resources. It was wonderful that these children had the chance to enjoy Gym-boree’s signature parachute songs just

GYMBOREE PLAY & LEARN

NEWS fROM THEGYMBOREE PLAYfLOOR

“The very firstGymboree Play & Learn in the Middle east is provingpopular with our little ones.”


paign. The center printed copies of children’s awareness storybooks pro-duced by Saudi Aramco’s Loss Pre-vention department and distributed them at the Eastern Province’ Annual Charity Run and throughout various schools. Gymbo, the clown, was very busy teaching children about wearing seatbelts and using child car seats!

Moreover, Gymboree was privileged to hold a children’s puppet show for over 70 children. The show was performed by an American puppeteer who read a

selection of Gymboree’s favorite sto-ries.

during March Gymboree also celebrat-ed Mothers day where children and their moms participated in a special afternoon of fun.

keep up to date with Gymboree Play & Learn events and news on our face-book page and website www.gymboree-classes-ksa.com Hip Hip Horray! It’s a Gymboree day!!

THREE YEAR ENTERPRISE SUBSCRIPTION AGREE-MENT WITH MICROSOfT

integrity as one of its core values; the company has zero tolerance to piracy software usage.

Mario foster, Rawabi Group IT Manager, com-

mented; “we look forward to our coop-eration with Microsoft Arabia and Ara-bic Computer Systems. The Agreement ensures a better managed IT environ-ment to have a 100% authenticated Microsoft products.” ENTERPRISE SUBSCRIPTIONdETAILSMicrosoft Enterprise Subscription Agree-ment is a software volume licensing pro-gram designed for corporate customers, with 250 or more desktops, who prefer to subscribe to — rather than purchase — Microsoft software licenses. Corporate customers can standardize the enter-prise by licensing Microsoft Enterprise products (Microsoft Office Professional, Microsoft Windows Professional Up-grade and Core Client Access License) at discounted prices. Additional prod-ucts available under subscription offer a broad selection including Visio®, Mi-crosoft Project®, Windows Server® and Exchange servers.

Alkhobar – 23 march 2011 Rawabi Hold-ing announced the signing of a three year Enter-prise Subscrip-tion Agreement with Microsoft Arabia through its partner Arabic Computer Systems LTd. With Enterprise Agreement, Rawabi Holding will receive cost effec-tive ownership with annual payments over three years and enhanced work-place productivity by standardizing Mi-crosoft software. Benefits include the ability to manage licenses based on actual business needs, eligibility for the latest upgrades, training vouchers and e-Learning for Rawabi’s IT team, employee discounts and web support for enrolled products, to name a few.

Enterprise Agreement incorporates software assurance, meaning that the company has immediate access to the most current versions of products without a need to track license usage or software versions, reducing the risk of license noncompliance. This com-pliments Rawabi Holding’s long-term commitment to provide superior quali-ty products and services and upholding

RAWABI HOLdING

“enterpriseagreement

incorporatessoftware assurance,

meaning that the company has

immediate access to the most current

versions ofproducts without a

need to track license usage or software versions, reducing the risk of license

noncompliance. This compliments Rawabi Holding’s long-term

commitment toprovide superior

quality products and services and

upholding integrity as one of its core

values; the company has zero tolerance to piracy software

usage.”


NEOS GEOSOLUTIONS CLOSES $60 MILLIONfINANCING ROUNd

ARTICLE fROM WWW.BUSINESSWIRE.COM

with Ali AlTurki, founding Partner and CEO of Energy Capital Group, as both our newest Board member and as a strategic and commercial partner.”

NEOS – which provides explo-ration solutions to clients in the onshore oil & gas and mining industries that help them de-termine where to explore, lease, and drill – plans to use the proceeds to

fund its ongoing technology develop-ment program; expand its data acquisi-tion and data processing capacity; add functionality to its NeoSphere™ data integration and interpretation system; and support general corporate growth initiatives, including the expansion of its engineering, sales, marketing, field operations, and customer service teams around the world.

W. Michael Long, Executive Chairman of NEOS, added, “Our investors share a belief that we are at the dawn of a new age of natural resource exploration. They believe that NEOS has the abil-ity to drive the development and com-mercialization of a new generation of geophysical sensors capable of record-ing more measurements with greater accuracy from the Earth’s surface and subsurface. When these measurements are processed with advanced software algorithms that include state-of-the-art geostatistical and intelligent search features, our customers obtain more accurate 3d images of the subsurface at less cost and in shorter periods of

HOUSTON--(BUSINESS WIRE)--NEOS GeoSolutions, Inc. announced that it has successfully closed on a $60 mil-lion financing round. New investors Energy Capital Group and Bill Gates joined existing investors – including Goldman Sachs, kleiner Perkins Cau-field & Byers, and Passport Capital – in this oversubscribed funding round.

“We are delighted that our fundrais-ing efforts attracted interest from such high quality investors. I am thrilled that Energy Capital Group and Bill Gates have joined our existing inves-tors in this round.”

Commenting on the financing, Jim Hollis, President and CEO of NEOS, stated, “We are delighted that our fundraising efforts attracted interest from such high quality investors. I am thrilled that Energy Capital Group and Bill Gates have joined our existing in-vestors in this round.

“Energy Capital Group is backed by Rawabi Holding, a leading Saudi-based industrial conglomerate special-izing in oilfield and industrial services, contracting, and retail. for over three decades, Rawabi Holding has proven to be a valuable commercial partner for more than 100 portfolio and joint ven-ture companies headquartered in over 25 countries. Rawabi provides not only growth capital, but also access to an extended international network of busi-ness and technology leaders who are committed to building distinctive ser-vice companies in the Middle East and North Africa. I look forward to working

CAPITAL fROM EXISTING ANd NEW INVESTORS TO SUPPORT GROWTH STRATEGY


time compared to conventional subsur-face imaging techniques. Since 2006, we have been assembling a world-class team of engineers and geoscientists and invested approximately $100 mil-lion to develop our multi-measurement interpretation methodology. The addi-tional capital that we have now secured allows us to further enhance our data acquisition and interpretation plat-forms and to make our geosolutions more widely available to our natural resource clients, wherever they explore and operate.”

ABOUT NEOS GEOSOLUTIONS NEOS helps exploration teams in the onshore oil & gas and mining indus-tries make faster, more informed deci-sions about where to explore, lease and drill. In partnership with its clients, NEOS acquires and simultaneously in-terprets multiple geological, geophysi-cal, and geochemical datasets to iden-tify hydrocarbons and minerals in the subsurface. The company is backed by a group of internationally recognized investors, including Bill Gates, Energy Capital Group, Goldman Sachs, kleiner Perkins Caufield & Byers, and Passport Capital. for more information, visit www.neosgeo.com.

for more information about Energy Capital Group, visit: www.energycapi-talgrp.com.

Ali AlTurki, founding Partner and CEO of Energy Capital Group


COOkING UP kEY PER-fORMANCE INdICATORSmeasuring business or work performance is more of an art than science, but we don’t know how to measure art. That is why a means is needed to validate our readiness for pursuing excellence and our progress toward a position for achievement. management dashboards are a means for achieving our objectives when they consist of a set of performance met-rics that indicate the state of the organization’s Critical Success Factors. managers are often faced with a need to launch measurement initiatives and commit ownership to ambitious staff members.

IHAB kHAYYATASSISTANT TO GROUP VP,

OILfIELd SERVICES

TeaM CONTRibuTiONs

Sometimes those initiatives are viewed as unwelcome control instruments that only benefit management. Therefore, staff often tend to display lack of trust and resist the implementation of those metrics in the work environment. In my last Newsletter contribution “Gap Analysis”, I alluded to a system of measurements called kPIs subject to gap analysis. developing kPIs is a con-sultative process involving people of experience and knowledge in the orga-nization. But time must also be spent educating and explaining the purpose of kPIs to all staff.

The organization can tremendously benefit from performance measures when they are easily understood and applied broadly and economically. Uniformity of interpretation is another enabler. They should cascade through the organization’s hierarchy such that achievement of the lower-level goals ultimately supports the achievement of the company’s mission.

Indeed, kPIs provide visibility and control, but it doesn’t necessarily fol-low that it is just for management’s purposes. kPIs should be empowering to staff, offering them the ability to see and react so that those lower in the hi-erarchy are empowered to take respon-sibility by actually removing some of the decision making and control from

the managers. Thus, giving staff the ownership and accountability for im-proving the organization’s performance bottom up.

The basis for developing kPIs is the organization’s mission and business strategy. Business plans should be based on corporate business strategy. From this flows the Critical Success factors which are those factors that must be achieved if we are to achieve our mission. This can happen via af-fecting the key Performance Indica-tors.

In my experience in high-tech product design and development, sharp focus, tight control, and rapid achievement are the paramount strategic contribu-tors in managing the company’s broad engineering projects and high-tech in-vestments. I have validated their appli-cability to commercial business man-agement. My working principle is that performance measures serve to align efforts to mission. With evaluation and control, managers can quantifiably monitor characteristics of department outputs and the performance of the individuals and the processes produc-ing them. Performance measures can support staff and managerial decision-making by providing useful information regarding:a) How much we are producing. This

“The basis fordeveloping KPis is the organization’s

mission andbusiness strategy.

business plans should be based on corporate business strategy. From this

flows the Critical success Factors which are those

factors that must be achieved if we are to achieve our mission. This can happen via

affecting the Key Performanceindicators.”


erwise, we’re measuring for measure-ment’s sake.

So, with those three ideas in mind, let’s look further at some other things you need to think about when you’re setting your measures. After you deter-mine what the measure actually is, you need to determine the source of the data. One thing you need to think about is do you already have the data or is it new. do you have to gather it or do you have it somewhere? A source of data would be the ERP system or your own data collected in spreadsheets for the Raw Information type. for the Prog-ress type, it might be the project plan or the business plan status reports. for the Change metrics, it could be sales data or P&L data on the financial sys-tem. The point here is to identify where you’re getting the data from. Your data collection system must be a proven re-liable system.

Another thing you need to think about is the frequency of collecting the data. Some data you can’t get in short peri-ods for certain measures or would be too exhaustive to collect too frequent-ly. Some measures would need data to be collected only monthly. In the case of new quotes (Raw Information), that might be weekly or daily. for Prog-ress metrics you may choose monthly or quarterly. for Change metrics, that data can be collected quarterly or what-ever the case may be. If it is only an annual metric, such as customer satis-faction, think about how you may get a monthly metric to track your progress in between the years as a proxy.

An important item that goes with your metrics is the target you are trying to hit. One needs to be careful, though, when setting targets. Overly ambitious targets might be too impractical and expensive to achieve. The best practice here is to benchmark your performance within the organization or the industry, then go from there. Interpreting any set of data starts by graphing it. Graphing the different sets of data to illustrate the individual indi-cators would become your dashboard. Raw numbers could be presented in bar graphs or scatter plots. Progress indictor data could be presented in a gauge illustration such as a gas tank indicator. Change metrics data could

is a question of productivity by in-specting the efficiency of processes and effectiveness of individuals.

b) How much we are spending in doing so. This is a question of waste con-trol by inspecting the cost effective-ness of operations.

c) Are we producing at a consistent level of quality? This is a question of work standards and the level of customer and stakeholder satisfac-tion.

d) Necessity for improvementse) Meeting the organization’s stated

goals

So, what are key Performance Indica-tors? We often use a bunch of differ-ent words: kPIs, measures, or metrics. They are the score part of the business strategy balanced scorecard. Here, the focus is just on the measure itself and the best practices around setting them, what needs to go into them, and how we use them. With that in mind, there are three types of performance indicators. This is only a rudimentary way of thinking about how to find your measures. The first type is Raw Information by picking out raw numbers such as the number of new customers, number of reports produced, number of quotes submit-ted, number of intelligence sources, number of products sold, or number of complaints. In product or process de-velopment, it would be Mean Time Be-tween failures (MTBf), process capa-bility (Cp, Cpk), process yield, number of tests failed, and so on. The second type of measure is a Progress measure in a given time; it comes in the form of percent complete, such as 65% complete. This is a project or activity oriented measure where the percent complete is the performance measure of interest. The last type of measure is a metric that indicates Change. It is a percentage or directional measure. So, an example would be increase in sales over last period (month, quarter, or year), market share, profit margin, or reduction in cost of sales.

A very important point worth mention-ing is that these measures are associ-ated with goals, whether department goals or corporate goals. They just don’t stand on their own. There’s a set of actions that should be taking place in order to move them forward. Oth-

be presented in line graphs.

In summary, if you have key perfor-mance indicators and you look at them on a periodic basis, you will keep your strategy on track. Achievement of kPIs can be rated into a scale. An ex-ample would be 5 for outstanding, 4 for exceeds requirements, 3 for meets requirements, 2 for does not meet re-quirements, and 1 for unsatisfactory. Achievement of kPI can be used by a manager to give reward such as bonus, yearly increase, or promotion. In Gap Analysis, kPIs can be used by task force teams to close gaps in perfor-mance, and that is a cause for celebra-tion.


What seems to be occurring is that many companies and organizations take it upon themselves to label their com-munity service activities and their phil-anthropic endeavors as CSR. Perhaps some of these initiatives are relevant to the field, however, they appear to only scratch the surface of what needs to be done. Of course, CSR cannot look exactly the same in every country, as each organization and geographic loca-tion has its own specifications and legal landscape. However, there have been many initiatives to bring countries to-gether to agree on principals that guide their CSR behavior, distinguishing CSR from traditional giving.

Let’s begin by trying to define the terms at hand: Community service, philan-thropy and CSR. Community service is defined by Princeton University as “a service that is performed for the ben-efit of the public or its institutions”. Traditional forms of community service involve setting sums of money aside for the benefit of the underprivileged, contributing money or time to social causes such as feeding the homeless, providing shelters for the homeless and donating sums of money to various dif-ferent causes. Philanthropy is defined similarly, however in the case of phi-lanthropy, organizations or individuals

tend to donate large sums of money to different causes, rather than donating time. Both of these concepts are often seen as virtuous behaviors that satisfy a company’s duty to society.

On the other hand, CSR is seen as a set of socially responsible initiatives that companies adopt in order to bet-ter serve the society and economy in which they operate. They are activities that do not directly contribute to the financial performance of companies, but that allow companies to operate in conditions that provide a more sustain-able climate for success.

CSR differs from community service and philanthropy on three main levels: the incorporation of the strategies into core business objectives, the involve-ment of stakeholders, and the em-phasis on sustainable practices that benefit society and the environment as related to organizational practices. CORE BUSINESS STRATEGYCSR is seen as a part of the core busi-ness operations, whereas community service is seen as an afterthought. A portion of the bottom line at the end of the year is taken and donated or used for a short-term community project in classic community service behav-

TeaM CONTRibuTiONsCOMMUNITY SERVICE ANd PHILANTHROPYVERSUS CORPORATESOCIAL RESPONSIBILITYAlthough there is no solid consensus on the definition of corporate social responsibility (CSR), many take it upon themselves to label their activi-ties as CSR while taking pride in their accomplishments. However, if we take a step back and examine what CSR has come to mean internation-ally, and the kinds of activities companies in Saudi Arabia are engaging in, we will find a clear gap.

HANAA ALMOAIBEdCSR UNIT HEAd

“CsR is seen as a set of socially

responsibleinitiatives that

companies adopt in order to better serve

the society and economy in which they operate. They are activities that

do not directlycontribute to the

financialperformance of

companies, but that allow companies

to operate inconditions thatprovide a more

sustainable climate for success.”


ior. With CSR, a clear budget is set for ongoing engagement that counter-effects the negative byproducts of a company’s activities and contributes to the sustainable development of the company’s stakeholders rather than segmented parts of society.

STAkEHOLdER CONSULTATIONCSR describes company engagement with stakeholders in order to provide goods and services that impact society and the environment beyond what the law constitutes. Although traditional forms of community service and philan-thropy do service the community and sometimes the environment beyond the requirements of the law, those who en-gage in either rarely consult their own stakeholders, or haphazardly choose a beneficiary of a financial contribution.

SUSTAINABLE BEHAVIORCSR considers the community and the environment key stakeholders, not lim-iting company and organization benefi-ciaries to shareholders and customers. In this case, CSR focuses on sustain-able practices that first engage stake-holders, then benefit them or minimize negative effects on them. Sustain-able behaviors are those that benefit us today without compromising future generations from benefiting from same resources. MOVING AWAY fROM COMMUNITY SERVICE IN THE PUBLIC ANdPRIVATE SECTORSAlthough these key differentiators dis-tinguish CSR from traditional forms of giving, how companies engage and what they do varies by sector, loca-tion and objective. Many companies aren’t sold on the idea that setting aside a budget for CSR will reap the necessary financial benefits to make it worthwhile, and prefer continuing with fragmented community service activi-ties from time to time to gain a positive reputation in the community. Compa-nies that operate in regions that disre-gard the importance of structured CSR and sustainability often do not realize the potential benefits of CSR strate-gies. The public sector and regulatory climate in a country also contributes to how companies engage in sustainable practices and which avenues they pur-sue. Research shows that a regulatory climate that does not push for higher social and environmental standards

leads to a disregard for the standards that are being adopted by others. How-ever, as more companies adopt CSR strategies and begin reaping the ben-efits of this (a more competitive inter-national edge, attracting and retaining HR, a better reputation, more mean-ingful engagement, increased efficien-cy, etc.) there will most likely be a shift towards more structured approaches—something that is already being seen in the region. The table below shows how CSR activities can look different from fragmented community service:

TYPE OFCOmPANY

Community Ser-vice Example CSR Example

Petrochemicaldonation to local orphanage

Community recycling campaign in co-operation with local municipality

Oil Planting treesParticipating in carbon off-setting ac-tivities that involve the strategic plant-ing of trees to curb CO2 emissions

Bankdonation to local female charity organization

Providing guidance on sustainable in-vestment funds

Health Sector

Holding a com-munity event for children with cancer

funding an “early detection” campaign offering mammograms to women at risk of Breast cancer in rural areas and pro-viding them with proper medical guid-ance and care.

food and Beverage

Hosting a recycling campaign

Ensuring that foods are sourced through transparent supply chains by requiring international certifications such as a FairTrade certification or a Rainforest Alliance certification

Electronics

funding an education initiative in a developing country

funding an awareness campaign about the proper disposal of electronics, providing a disposal point and working with local companies and municipalities to properly recycle and dispose of materials.

STANdARdS ANd REPORTSSeveral international organizations have codes, standards and benchmarks that help organizations determine what issues are material within their sectors and how to engage their stakeholders. These are based on global standards and benchmarks that vary but are similar in essence. These standards clarify the difference between com-munity service and CSR, mainly due to the level of detail and complexity of engaging in CSR. One example is a set of standards provided by the in-


ternational organization Accountability, which states that the codes help com-panies make strategic choices when selecting the codes and frameworks they will use in order to comply with initiatives, be them voluntary or regula-tory. It also claims to help companies determine the business value of adopt-ing practices. There is a set of ISO sustainability regulations, regulations set by the United Nations, as well as the Global Reporting Initiative (GRI) regulations. All of these guide compa-nies to engage in CSR initiatives that push towards sustainable development and the engagement of stakeholders in determining the effects of the or-ganizations’ activities on society and the environment. These reports can be audited to ensure that they are re-porting on issues that relate to global sustainability indicators. In 2008, only one company in Saudi Arabia had pro-duced a sustainability report that was checked by an external auditor, GRI: the National Commercial Bank (NCB). By 2011, only two more companies joined in: dr. Soliman fakeeh Hospital and the International Medical Center. This, however, is bound to change in the upcoming years due to pressure from international competitors and the increased awareness surrounding the issues.

MOTIVATORS ANd dETERRENTSThe motivation to engage in CSR comes from many directions—and some of the motivators are similar to those that motivate companies and individuals to engage in community service: a desire to contribute to the development of so-ciety through projects that benefit the communities in which they operate. Others engage solely because of the trend to “look” responsible by claiming to have social responsibility initiatives, and do it for marketing and PR purpos-es—or they are blamed for having this objective. However, the majority of companies will engage because of the global threats caused by unsustainable behavior in the private sector and be-yond, that are exasperated by a disen-gagement of business and government in issues of sustainability.

INTERNATIONAL COOPERATION The UN Global Compact is a policy initiative for businesses “that are com-mitted to aligning their operations and strategies with ten universally accepted principles in the areas of human rights,

labor, environment and anti-corruption. By doing so, business, as a primary agent driving globalization, can help ensure that markets, commerce, tech-nology and finance advance in ways that benefit economies and societies everywhere.” It describes common goals that businesses around the world are trying to achieve and provides a framework to develop, implement and disclose sustainability practices, as well as advance sustainable business around the world. Engaging in the Global Compact would signify a push toward transparent and sustainable business practices that would advance social development.

IN CONCLUSIONHaving a structured CSR strategy in-corporated into core business, and ensuring stakeholder engagement is a different approach to community de-velopment from traditional community service and philanthropy. In this sense, plastics manufacturing companies, for instance, will engage with government agencies in setting proper restrictions and regulations on the use and dispos-al of the materials they produce, hospi-tals would ensure patients are receiving efficient care in alignment with their needs, clothing factories would restrict the use of harmful chemicals and take proper measures to ensure the health and safety of their workers, as well as source materials that offer secure live-lihoods to farmers. These are all ex-amples of how organizations can take community service beyond fragmented initiatives, align them with core busi-ness practices, and still benefit from the positive feedback stakeholders will give the company.

References:Crowther, David. Perspectives on Corporate Social Responsibility. Ashgate Publishing Co. Vermont: 2005.Mc Williams, Abigail, Donald Siegel and Patrick Wright. “Corporate Social Respon-sibility: International Perspectives” Rens-selaer Polytechnic Institute, Department of Economics. March 2006Steger, Ulrich. “Perspectives for Corporate Social Responsibility” IMD, 2008. http://www.imd.ch/research/challenges/TC042-08.cfm UN Global Compact www.unglobalcom-pact.org

This article written by Hanaa Almoaibed was previously published in the Tamkeen Sustainability Advisors dNA Newsletter 2010 (Feb-march) Issue No. 1.

“Having a struc-tured CsR strategy

incorporated into core business, and

ensuring stakeholder engagement is a dif-

ferent approach to community develop-

ment from traditional community service and philanthropy.”

dISCLAImER: The authors of the “Team Con-tribution” articles are solely re-sponsible for their content. The views expressed therein do not necessarily represent the views of Rawabi Holding.

Rawabi Holding does not as-sume liability or responsibility for the accuracy, completeness, or usefulness of any informa-tion or process disclosed, or represent that its use would not infringe privately owned rights.


MR. ROBERT LACEY

Mr. Lacey’s major book published in 1981 “The kingdom” was a revelation to the outside world of a Saudi Arabia which was at that time shrouded in

mystery to many. He has followed this up with a recent book “Inside the king-dom” which he researched while living in the kingdom for several months, as he did before publishing his first book. It has enhanced his reputation in Sau-di Arabia and elsewhere.

dR. VENETIA PORTER

dr. Porter, cura-tor of Islamic art at the British Mu-seum, has won the award for her achievements in presenting Islam-ic art, and Saudi art in particular,

to the British public. She organized the calligraphy exhibition “Word Into Art: Artists of the Modern Middle East” at the British Museum in 2006. She helped organize the “Edge of Arabia” exhibition of Saudi contemporary art in several cities. Her current project is the exhibition to open at the Brit-ish Museum in 2012 called “The Hajj: journey to the heart of Islam”, which will bring to Britain many treasures from the pilgrimage routes in Saudi Arabia. dr. Porter has published many books on Islamic art.

THE 16TH ANNUALCHARITY RUN

RAWABI HOLdINGUk AWARdS

Theme: Traffic Safety AwarenessWhere: Corniche, Al-khobar, kSAWhen: 10 March, 2011

What: The 2011 Rawabi Holding Uk AwardsWhen: Saudi British Society’s Annual dinner, 2 february, 2011Where: Institute of directors, 116 Pall Mall, London, United kingdom

The awards, for making a significant contribution to Saudi-British relations, were presented by Rawabi Group Chairman, Sheikh Abdulaziz AlTurki to:

MaKiNG a DiFFeReNCe



Yasar Arabath Abdul RahmanSENIOR SYSTEMSAdMINISTRATORBachelor of Science in computer science, Annam-alai University, India8 years experience in inter-national companies

Yousef Mousa Al AsadiORACLE ERP TECH CONSULTANTBachelor in Management Information System, Lake-hurst University

Tamara Mohammad AlqadiSECRETARYdiploma in Public Adminis-tration, University of Jordan

Janga Bahadur MajhiOffICE SERVICE TEAM MEMBER

Mostafa Said El ShareefORACLE ERP fINAN-CIAL fUNCTIONALBachelor of Science in accounting, faculty of Commerce, University of Alexandria, Egypt

RAWABI HOLdINg

Vijay Pratap SinghHEAT TREATMENT TECHNICIAN

Mahfooj Alam AnsariHEAT TREATMENT TECHNICIAN

Sabah Uddin Nazim UddinNdT TECHNICIAN

Ram Sarikha Shesh NathHEAT TREATMENT TECHNICIAN

Mohammad Tauqeer AlamHEAT TREATMENT TECHNICIAN

Mohammad Asjad HafizNdT TECHNICIAN

RAWABI INduSTRIAL SuPPORT SERvICES

Bikash dasHEAT TREATMENT TECHNICIAN

Ahmed faridAl dossariHEAT TREATMENT TECHNICIAN

Saleh Adel RatroutNdT TECHNICIAN

POweReD PeOPLeNEW EMPLOYEES


The people of Rawabi Holding are at the core of our company. As a united team, we boldly reach for the sky while respecting what holds us firmly to the ground.

It is our people who enable us to tackle new challenges, extend our services and actively add new offerings to our growing portfolio. The personal sense of responsibility each employee feels fuels our hard work and deter-mination and helps make us a success each and every day.

We welcome all new members and wish them a successful journey with Rawabi Holding.


khaled Mohammad Abu-HellwhNdT TECHNICIAN

Ahmed Rabae Al ShammariNdT TECHNICIAN

Nasser Saad Al faihaniHEAT TREATMENT TECHNICIAN

fadi farouq Jad AllahNdT TECHNICIAN

MohammedAbdulwahab Al fayezAdMINISTRATIVE CLERk

Ahmed Mohammad Al SafwaniNdT TECHNICIAN

Hussain Ali Al RadhiNdT TECHNICIAN

Siva Subramaniyam RamasamyNdT TECHNICIAN

Hamad Mubarak Al MunifHEAT TREATMENT TECHNICIAN

Burair Abdullah Al darweeshNdT TECHNICIAN

Samer fathi Abu GhaneyehNdT TECHNICIAN

Jagdish Pal HukumNdT SUPERVISOR

Abdullah Jaber ThaljiNdT TECHNICIAN

Osama SalahMohamed AliOPERATION SUPPORT MANAGERBachelor of Science in mechanical engineering29 Years experience in

Ahmed IbrahimAli Al Sulaibikh HEAVY dUTY dRIVER

Ibrahim khader Riziq GhannamPROJECTS ENGINEER/PLANNINGBachelor of Science in civil engineering, Hashemite University, Jordan

Jay-Jay ConchingLa PenaSUPPORTCOORdINATORBachelor of Science in commerce, Major infinancial Accounting, Philippines

Salem Mubarak Ali Al MarriHEAVY dUTY dRIVER

democrito Reyes CruzatMECHANICALSUPERVISORBachelor of Science in mechanical

RAWABI SPECIALIzEd CONTRACTINg



Ibrahim Mansour Al YahyaSECURITY GUARd

Salman AliAl MuhaimeedSECURITY GUARd

Ali IbrahimAl SaihatiSECURITY GUARd

Louie CerezoSalvadorWAREHOUSESUPERVISORBachelor of Sciencein mechanical engineering15 years experience in national and international companies

RAWABI TRAdINg & CONTRACTINg


Moammad SaeedAl SebaeMECHANICTECHNICIAN

Moath YaseenAl-ArabMECHANIC

Habeeb Abdulrazaq Al khalafPURCHASINGCOORdINATOR

Majed Mohammad Al OmairiLIGHT dUTY dRIVER

Hassan Saleh Al RashidMECHANICTECHNICIAN

Enrico JulianEstrelladoAUTOCAd OPERATORBachelor of Science in architecture, BiocalUniversity, Philippines

Mahdi Hassan Al fateelASSISTANT PURCHAS-ING REPRESENTATIVE

kumail Hussain Al JishiMECHANICTECHNICIAN

Anwar RehmanBahadur GulINdUSTRIALELECTRICALTECHNICIAN

Carlo de Guzman CrisostomoTECHNICAL CLERkComputer Science, STICollege Recto, Philippines

Aleo Gonzales JopiaELECTRONICTECHNICIANBachelor of Science in elec-tronics & communications engineering, Philippines


Adel Abbulazim AlGhareebRECEPTIONIST

Hussain AlawiAlSaddahdRIVER

RAWABI SPECIALIzEd ENCLOSuRES

Imran AshrafMohammedELECTRICAL dESIGN ENGINEER

Waleed Yousif Al YousifSAfETY INSTRUCTORCertified professional HSE instructor

RAWABI ELECTRIC RAWABI uNITEd SAFETY SERvICE

NEWBORN BABIES

Sukainahdaughter of fadel AlManasif, Group Recruitment Representative, born March 17th 2011

Lellian daughter of Mohammed Mahmoud Abd A. Nassar, Site Supervisor of Rawabi Industrial Support Services, born february 3rd 2011

Omarson of Engr. Naser Alshibrawi, General Manager of Rawabi Indus-trial Support Services, born March 10th 2011

an unexpected blessing is always the best gift!babies are the most beautiful gifts from God.

May your small one grow strong & happy under your care and love.

it is our hardwork anddetermination that creates results.

we are Rawabi Holding.Powered bydedicated,talented andcommitted people.



INSPIRATIONALQUOTES

“Change will not come if we wait for some other person or some other time. we are the ones we’ve been waiting for. we are the change that we seek.”Barack Obama, 44th and current President of the United States

“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every dif-ficulty.”Winston Churchill, (1874 – 1965) British politi-cian and statesman

“Never let your memories be greater than your dreams.”Doug Ivester - Retired Chairman and Chief Ex-ecutive Officer of Coca-Cola Company

“when one door closes, another opens; but we often look so long and so regretfully upon the closed door that we do not see the one which has opened for us.“Alexander Graham Bell - (1847–1922) an emi-nent scientist, inventor, engineer and innovator who is credited with inventing the first practical telephone

“My life is my message.”Gandhi - (1869–1948) Political and Ideological leader of India

“Honesty is the first chapter in the book of wisdom.”Thomas Jefferson - (1743–1826) was the third President of the United States (1801–1809)

“every second you spend thinking about someone else’s dreams you take time away from your own.”Yogi Ramen

“watch your thoughts; they be-come words. watch your words; they become actions. watch your actions; they become habits. watch your habits; they become character. watch your character; it becomes your destiny.”Lao-Tze - a mystic philosopher of ancient China

“if wrinkles must be written upon our brow, let them not be written upon the heart. The spirit should not grow old.” James A. Garfield - (1831–1881) 20th Presi-dent of the United States

“The positive thinker sees the in-visible, feels the intangible, and achieves the impossible.”Unknown

“every moment you get is a gift. spend it on things that matter. Don’t spend it by dwelling on un-happy things.”Unknown

“if you do not fear future conse-quences and have no shame, then do as you please.”Abu Tammam – (796-843) Famous Arab Poet

“The positive thinker sees the invisible,

feels the intangible, and achieves the

impossible.”


HOW WELL dO YOU kNOW RAWABI HOLdING?

ACROSS

2. Rawabi Holding’s new slogan6. Remal Electric’s rebranded name8. What month was the new brand unveiled?9. Collectively, we are ___. It is our common bond and shared

equity.

ANSWERS:1) operate; 2) Powered by People; 3) better; 4) partnership; 5) yellow; 6) Rawabi Electric; 7) capital; 8) January; 9) Rawabi Holding

dOWN

1. We aim to improve economic development and quality of life everywhere we ___.3. Rawabi Holding is a responsible diversified company that makes everything it touches ___.4. The new symbol was inspired by the

spirit of ___. 5. New corporate colors are blue, grey

and ___.7. We wanted to capture that extraor-

dinary result that occur when we combine our human ___ with the resources of the nation.

Test your knowledge about Rawabi Holding. Use the questions and incomplete sentences as a clue to the word that goes into the corresponding blank spaces. Happy puzzling!



CORPORaTeeVeNTsWhat: Contracting & Industrial Services division 1st Orientation Workshop Where: Mercure Hotel, Al-khobar, kSAWhen: 13 January, 2011

RAWABI NEWS BROUGHT TO YOU BYRAWABI GROUP CORPORATE COMMUNICATIONS dEPARTMENT

Please email your articles and/or suggestions [email protected]

P.O. Box 79800, Al khobar 31952, kSATel: +966 3 864 9909 fax: +966 3 894 [email protected] www.rawabiholding.com

Mr. Hassan Ramady, Group Vice Presi-dent (VP) Contracting & Industrial Services, organized the first orienta-tion workshop for the Contracting & Industrial Services division on January 13th at the Mercure Hotel, Al-khobar. Around 54 employees including gen-eral managers, their deputies and key Staff from: Rawabi Industrial Support Services, Rawabi Electric, Rawabi Specialized Contracting, Rawabi Cor-rosion Technology, Rawabi Special En-closures and Rawabi NGNS attended the event.

The aim of the workshop was to:1) To learn about each business unit activities to be able to grasp and un-derstand their obligations2) To foster the spirit of cooperation and camaraderie among sister com-panies in the Contracting & Industrial Services division3) To extend cooperation with the Oil-field Services Division

The event started with a welcoming note from Mr. Ramady, followed by introductory presentations from each business unit conducted by general managers or business unit (BU) repre-sentative.

The Group VP then explained Rawabi Holding’s vision of integrating BUs and their services stressing the importance of communication in order to achieve

“One Company, One Team” work en-vironment across sister companies. He further emphasized that the Contract-ing & Industrial Services division is eager to succeed and has tremendous potential for growth.

Topics like Employee Advancement, Procurement, Stocking & Inventory, Budgets and Occupational Health & Safety Advisory Services (OSHAS) were discussed during the workshop.

A 24-question quiz on presented mate-rials followed the workshop; Wael Bata (RISS, Business development Man-ager) and Muneer Zakour (RSC Opera-tions Manager) managed to gain the highest points among participants.

The general consensus following the Contracting & Industrial Services di-vision orientation workshop was to or-ganize another workshop in the next three months and expand it across the Group to include a larger number of employees.

Some participants raising hands for more clari-fications from the facilitator

Participants actively listening to the presenter

Participants from Contracting & Industrial Services division Business Units

Quiz winners: (L-R) Naser Al-Shibrawi RISS-GM awarding Wael Bata – RISS – Business development Manager and Mr. Ramady award-ing Muneer Zakour

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