Majalis 53

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العدد 53 - �أبريل 2011م News for BAE Systems Saudi Arabia employees • Issue 53 • April 2011

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Working with universitiesPages 3 and 6Working with universitiesPages 3 and 6

People deliver in DhahranTurn to page 16 - 17

Award-winning Saudisation activitiesTurn to page 3

Cover ara eng majalis 53(april).indd 1 4/26/11 11:18:02 AM

April 2011 - Issue 532

AWARD WINNING SAUDISATION ACTIVITIES PAGE 03/ BAE SYSTEMS DISPLAY AT JANADRIYA PAGE 04/ NEW MODSAP DIRECTOR GENERAL PAGE 05/ DEVELOPING UNIVERSITY EDUCATION PAGE 06/ EOS FEATURE – LISTENING AND ACTING PAGE 08/ BUSINESS NAVIGATION PAGE 09/ ENGINEERING TOUR PAGE 11/ PROFIT SHARE PAGE 12/ NON LETHAL LASER PAGE 13/ NEW OFFICE SPACE PAGE 14/ KFAA SAFETY TRAINING PAGE 15/ PEOPLE DELIVER IN DHAHRAN PAGES 16 & 17/ LEADERSHIP CONFERENCE PAGE 18

© BAE Systems 2011. The publishers, authors and printers cannot accept liability for any errors or omissions. Articles or opinions expressed in this publication may not reflect company policy. All rights reserved. On no account may any part of this publication be reproduced in any form without the written permission of the copyright holder, application for which should be made to [email protected].

KSA ContactMike Glover

tel: 01 445 9100

mobile: +966 (0) 564 088562

e: [email protected]

KSA ContactFahad Al-Abdulmohsen

tel: 01 445 9100

mobile: +966 (0) 506 273398


UK ContactAshleigh McClure

tel: +44 (0) 1254 83500


Published by: Public Relations and Communications Department, BAE Systems Saudi Arabia, P.O Box 1732, Riyadh 11441, Kingdom of Saudi Arabia

BVS10 INFORMATIONPAGE 13PAGE 07

Since its introduction in 1996, the Chairman’s Awards scheme has grown and evolved to meet and reflect changing business requirements. Today it is BAE Systems’ premier employee recognition programme, reaching across all our home markets.

The scheme, now in its 15th year, helps to make the most of our collective capabilities, by bringing to life our core values of being Trusted, Innovative and Bold. It’s a powerful mechanism for capturing the best practice that occurs throughout our company on a daily basis.

BAE Systems Saudi Arabia has had some fantastic nominations in the previous years, demonstrating positive contributions to BAE Systems in the form of

business, operational, or customer benefits, detailing any innovative concepts and components that may have been a particular feature of the project.

Pete Murphy, VP SBDCP and new sponsor for the Chairman’s Award scheme for BAE Systems Saudi Arabia, said: “The Chairman’s Award Scheme is a great tool to improve the way we do things and to share best practice”. He continued: “Past winners have made good use of existing practices and pinpointed examples of any financial benefits and process improvements, which not only helps us as a business but in most cases our customers too.”

Chairman’s Awards recognise employees for delivering exceptional

performance within the following four categories.

1. Innovation - This category celebrates the results of behaviour that has stimulated or promoted innovation new to the Company or to its field in general. Award winners will present evidence of a proven and demonstrated solution that will lead – or has already led - to improved business performance.

2. Transferring Best Practice - Examples of best practice in knowledge, technology and ideas shared across BAE Systems are highly valued in our collaborative culture. They should demonstrate significant value to the business and can originate from within the Company, a partner organisation or an external company.

3. Enhancing Customer Performance - At BAE Systems we endeavour to deliver excellence in customer support and this category recognises employees who deliver cost, quality, schedule or other improvements, or who significantly enhance the customer/supplier business relationship.

4. Supporting Our Total Performance Culture - Employees are our greatest asset and this category rewards the efforts of employees who best represent

the Company’s commitment to maintaining a culture that promotes positive values in every aspect of its business. Nominations will reflect engagement with and promotion of BAE Systems’ culture of Total Performance.

The scheme opened for nominations on 1 March 2011 and will close again on 1 June 2011. The Intranet site is now live and you can also obtain further information about the scheme, search past nominations and find out who your local co-ordinator is.

For more information visit the following website:

http://ca.intranet.baesystems.com

Our new sponsor Peter continued: “This is your opportunity to now think carefully about whether there is an individual or team you could nominate and recognise for a Chairman’s Award.”

“I wish everyone the very best of luck and I look forward in seeing this years nominations success!”

Awards Team are:Pete Murphy, Sponsor:

[email protected]

Alan Whiteside, Champion: [email protected]

Mohammed Al-Thobaiti, Lead Coordinator: [email protected]

Chairman’s Awards

At the end of January, BAE Systems Saudi Arabia received the prestigious Prince Naif Saudisation Award in recognition of its efforts to employ Saudi nationals at a ceremony in Riyadh.

Under the patronage of HRH Prince Naif bin Abdulaziz Al Saud, Second Deputy Premier and Minister of Interior, the 7th Prince Naif Saudisation Awards Ceremony recognised

Award-winning Saudisation activities

Transferring knowledge

BAE Systems Saudi Arabia and Prince Saud University recently signed an agreement to help develop engineering knowledge within the Kingdom. The agreement will lead to engineering students being sponsored by BAE Systems, the Company supporting university awards for research engineering projects and the Company also agreeing to provide speakers for a number of lectures at the Prince Sultan Research Institute.

A ceremony under the patronage of His Royal Highness Prince Khalid bin

Prince Sultan Research Institute agreement

Peter Wilson, Managing Director of BAE Systems Saudi Arabia (right) recently thanked Paul Garstang (left) and Walid Abukhaled (centre) for their dedication and service to BAE Systems. Paul Garstang retired after 45 years of service and Walid Abukhaled, who completed 20 years with BAE Systems has joined GE International as the President and CEO for Saudi Arabia and Bahrain.

Thank you

FURNISHED WITH THE CAPABILITY

English Majalis 53.indd 2 4/27/11 3:25:39 PM


the Company’s commitment to maintaining a culture that promotes positive values in every aspect of its business. Nominations will reflect engagement with and promotion of BAE Systems’ culture of Total Performance.

The scheme opened for nominations on 1 March 2011 and will close again on 1 June 2011. The Intranet site is now live and you can also obtain further information about the scheme, search past nominations and find out who your local co-ordinator is.

For more information visit the following website:

http://ca.intranet.baesystems.com

Our new sponsor Peter continued: “This is your opportunity to now think carefully about whether there is an individual or team you could nominate and recognise for a Chairman’s Award.”

“I wish everyone the very best of luck and I look forward in seeing this years nominations success!”

Awards Team are:Pete Murphy, Sponsor:

[email protected]

Alan Whiteside, Champion: [email protected]

Mohammed Al-Thobaiti, Lead Coordinator: [email protected]

3

At the end of January, BAE Systems Saudi Arabia received the prestigious Prince Naif Saudisation Award in recognition of its efforts to employ Saudi nationals at a ceremony in Riyadh.

Under the patronage of HRH Prince Naif bin Abdulaziz Al Saud, Second Deputy Premier and Minister of Interior, the 7th Prince Naif Saudisation Awards Ceremony recognised

private companies that have achieved high levels of Saudisation within their organisations.

The award was formally presented by Minister of Labour Engineer Adel bin Mohammad Faqih to Tony McCarthy, Vice President Human Resources and Business Operations during the prestigious ceremony in the King Faisal Hall at the InterContinental Hotel, Riyadh.

Tony said: “This is the highest award in the Kingdom in terms of recognition for Saudisation, and I would like to thank our HR teams across the Kingdom, and the business as a whole, for your efforts and continuous support in the attraction, recruitment, training and development of Saudi nationals.

“I would also like to thank our colleagues in the Royal Saudi Air Force for their support as the Company continues its efforts to meet and surpass our Saudisation targets.”

“You have a good understanding of the labour market in the Kingdom and clearly you play a key role in maintaining and developing the abilities of both the RSAF personnel and your own employees. Working together, the RSAF and BAE Systems Saud Arabia are focused on

supporting and developing Saudi Nationals - this award reflects that approach and our successes to date” said Staff Pilot Brigadier General Al Zamami.

“As part of the ongoing development of ability in Saudi Arabia, we are delighted with the investments you have committed in terms of technology and knowledge transfer and - more importantly - in terms of our people.”

Tony added: “In 2010 we not only achieved our Saudisation recruitment targets but also exceeded some. In addition to an increasing awareness of the importance of our Saudisation plans amongst recruiting managers internally, we launched a new recruitment website in Arabic and in English last year to make the process easier for potential employees.”

Award-winning Saudisation activities

Transferring knowledge

BAE Systems Saudi Arabia and Prince Saud University recently signed an agreement to help develop engineering knowledge within the Kingdom. The agreement will lead to engineering students being sponsored by BAE Systems, the Company supporting university awards for research engineering projects and the Company also agreeing to provide speakers for a number of lectures at the Prince Sultan Research Institute.

A ceremony under the patronage of His Royal Highness Prince Khalid bin

Sultan, Assistant Minister of Defence and Aviation and Inspector General for Military Affairs was held. The agreement was signed by Peter Wilson, Managing Director of BAE Systems Saudi Arabia, His Excellency Dr Abdullah Al Othman, Rector of King Saud University and the signing was witnessed by Lt. General Mohammed bin Abdullah Ayesh Commander of the Royal Saudi Air Force.

During the ceremony, Prince Khalid bin Sultan said that the Ministry of Defence has made significant strides in training and the new phase now is the transfer of

technology and knowledge to the Kingdom in accordance with good planning, which aims to develop human resources.

Abdullah Al Kanhal, Vice President of Engineering at BAE Systems Saudi Arabia

added, “The agreement will provide applied knowledge and practical experience to help develop the next generation of Saudi engineers. For BAE Systems Saudi Arabia engineering is the master key.”

Prince Sultan Research Institute agreement

Peter Wilson, Managing Director of BAE Systems Saudi Arabia (right) recently thanked Paul Garstang (left) and Walid Abukhaled (centre) for their dedication and service to BAE Systems. Paul Garstang retired after 45 years of service and Walid Abukhaled, who completed 20 years with BAE Systems has joined GE International as the President and CEO for Saudi Arabia and Bahrain.



Air Vice-Marshal Sean Bell accompanied by his wife Jules arrived in Riyadh early in February to take command of the MODSAP Team from Air Marshal Peter Ruddock on 16 February 2011.

AVM Bell commenced his RAF career in 1980, when he joined the University of London Air Squadron while reading Aeronautical Engineering at Imperial College London. Following pilot training on the Jet Provost and Hawk aircraft and instructional duties at flying the Jet Provost Mk 5, he graduated from RAF Chivenor to join the Harrier Force in 1989. Since then he has served in a varied number of RAF appointments in the UK and overseas, including Sarajevo, Germany, Afghanistan and the Middle East.

In April 2006, he assumed responsibility for the full spectrum of Harrier operations when appointed Harrier Force Commander.

In September 2007, he joined the International Stabilisation and Assistance Force (ISAF) with responsibility for Air Ops.

In August 2008, AVM Bell returned to the UK and was appointed as Head of Capability (Theatre Airspace) in the MOD with direct responsibility for Typhoon, Hawk and advanced air-to-air weapons. This focussed MOD experience coupled

The six nations, which have already selected the Typhoon aircraft to protect their respective national airspace, have enabled the airframe to pass the significant milestone of 100,000 flying hours.

The six nations using the Typhoon are Saudi Arabia, UK, Italy, Germany, Spain and Austria which together possess a fleet of 260 in-service Typhoons.

In the UK, the Royal

Air Force working with BAE Systems’ support, ensures Typhoon is available for full operational duty, protecting and defending the national airspace 24 hours a day, seven days a week. The role of the aircraft includes air defence and air interception.

The UK’s contribution to the 100,000 flying hours was achieved through the combined efforts of the Royal Air Force at RAF Coningsby in

Lincolnshire, RAF Leuchars in Scotland, and Mount Pleasant in the Falkland Islands and also, in a range of operational deployments that tested the readiness, durability and reliability of Typhoon.

Chris Boardman, BAE Systems’ Managing Director, Combat Air, responsible for Typhoon said: “This is a significant achievement for Typhoon and the partner Nations’ Air

Forces. Such a milestone demonstrates the extensive operational capability of the aircraft both within the UK and in differing environments overseas. It also increasingly highlights the importance of Typhoon for NATO (North Atlantic Treaty Organisation) air defence responsibilities.”

BAE Systems is continuing to work with Eurofighter GmbH on Typhoon export sales globally.

Typhoon achieves 100,000 flying hours

Al Janadriyah

New Director General

BAE Systems Saudi Arabia will be promoting the Company at the national Al Janadriyah, Heritage and Culture Festival which will be held in April.It is an opportunity to build awareness of the capabilities of Typhoon and the benefits it brings to the RSAF. It will also increase awareness of the

Company’s contribution to the Kingdom in terms of supporting our customers and our industrialisation activities.

Abdullah Al Otaibi, Head of Public Relations at BAE Systems Saudi Arabia, explained, “The Company is keen on introducing festival visitors to the solutions and capabilities offered by

BAE Systems in defence and security fields and its contributions to the aviation industry in the Kingdom of Saudi Arabia.

“We hope that the hundreds of thousands of people who will attend the show this year will be able to find the time to come and see us on our stand. Our area will have a number of interactive displays to allow the general public to gain information regarding

BAE Systems role as a multi national defence company.”

The Al Janadriyah Festival is a heritage and culture festival which has been held annually since 1985. The festival is held under the supervision of the Saudi National Guard, and attracts many visitors from inside and outside of the Kingdom. A number of days are allocated for families during the festival.


April 2011 - Issue 53 5

Air Vice-Marshal Sean Bell accompanied by his wife Jules arrived in Riyadh early in February to take command of the MODSAP Team from Air Marshal Peter Ruddock on 16 February 2011.

AVM Bell commenced his RAF career in 1980, when he joined the University of London Air Squadron while reading Aeronautical Engineering at Imperial College London. Following pilot training on the Jet Provost and Hawk aircraft and instructional duties at flying the Jet Provost Mk 5, he graduated from RAF Chivenor to join the Harrier Force in 1989. Since then he has served in a varied number of RAF appointments in the UK and overseas, including Sarajevo, Germany, Afghanistan and the Middle East.

In April 2006, he assumed responsibility for the full spectrum of Harrier operations when appointed Harrier Force Commander.

In September 2007, he joined the International Stabilisation and Assistance Force (ISAF) with responsibility for Air Ops.

In August 2008, AVM Bell returned to the UK and was appointed as Head of Capability (Theatre Airspace) in the MOD with direct responsibility for Typhoon, Hawk and advanced air-to-air weapons. This focussed MOD experience coupled

with a very broad Operational exposure provided the ideal platform to support MODSAP, and AVM Bell is keen to leverage his previous experience in the full support of this exciting programme.

AVM Bell said “I am joining MODSAP at a very exciting time – as the Typhoon aircraft becomes a major part of the RSAF’s fleet of fixed wing aircraft. Through continued close co-operation and teamwork, we must do all we can to ensure that the RSAF maintains high levels of operational effectiveness. The Typhoon is an extremely impressive weapons system, and it is already a cornerstone of the RAF’s Fast-Jet fleet on operational duties both overseas and on Quick Reaction Alert in the UK. Maximising the potential of this world-class platform is a challenging undertaking, and I look forward to working closely with Peter Wilson and his team in BAE Systems in providing the best service possible to our Customer through both SBDCP and the Salam Project.”

AVM Bell is confident that his recent experience and knowledge gained from managing the UK MOD’s

Typhoon programme will prove invaluable as the RSAF commence operations with the Typhoon aircraft. He wants to ensure that through the development of the Typhoon aircraft the Partnership between the UK Royal Air Force and the RSAF, and in particular the UK and Saudi Governments, is enhanced further. He said “The UK Government is strongly committed to both the SBDCP and Salam Projects, and I intend to add my personal energy and commitment to those of MODSAP and BAE Systems to add substance, momentum and capability to that strategic intent.”

However, AVM Bell is acutely aware of his responsibilities as Director General of MODSAP and the challenges he faces on both the SBDCP and Salam Projects. He said ”It is crucially important for the ongoing security of the Kingdom of Saudi Arabia that the current platforms under SBDCP and the Salam Project continue to be properly supported by MODSAP and BAE Systems so that RSAF and RSNF levels of Operational Capability remain high. Furthermore, it is also vital to the success of our joint enterprise that this operational focus is closely aligned to initiatives to increase Saudisation and industrialisation – and I know that both BAE Systems and the UK Government are fully committed to all elements of this key partnership.”

Reflecting on the great success of the Government partnership over the past two decades, AVM Bell believes that it is the professionalism,

commitment and teamwork of all concerned that has been fundamental to the achievements and successes. However, there is no room for complacency, and AVM Bell believes we should continue to challenge our people to maximise the support provided across the full spectrum of MODSAP activity. He said “As the point-man in a strategically vital Government to Government undertaking, MODSAP has a pivotal role to play. Past successes are a great testament to the professionalism and commitment of our teams, but I remain committed to maximising our support to help the Customer meet their future objectives.”

Although only weeks into his appointment, AVM Bell has already formed a very positive view of BAE Systems Saudi Arabia. He said “This is a tremendously challenging undertaking for any company, given the size, scale and complexity of operations. However, BAE Systems Saudi Arabia has an impressive array of professionals determined to support their customer, and it is very clear from their commitment to the programmes, and the size of their footprint in Riyadh, that they are serious about making Saudi Arabia a home market.” As ever, with such a complex array of capabilities to deliver, the Prime Contractor faces many challenges; however, in AVM Bell’s experience, “with strong leadership, professionalism and a firm commitment from all sides, we are set fair for continued success.”

Forces. Such a milestone demonstrates the extensive operational capability of the aircraft both within the UK and in differing environments overseas. It also increasingly highlights the importance of Typhoon for NATO (North Atlantic Treaty Organisation) air defence responsibilities.”

BAE Systems is continuing to work with Eurofighter GmbH on Typhoon export sales globally.

Typhoon achieves 100,000 flying hours

Sean Bell

New Director General

BAE Systems role as a multi national defence company.”

The Al Janadriyah Festival is a heritage and culture festival which has been held annually since 1985. The festival is held under the supervision of the Saudi National Guard, and attracts many visitors from inside and outside of the Kingdom. A number of days are allocated for families during the festival.



In 2009 Samir Sonbul became the first Saudi to be the Superintendent for the Maintenance and Operations section at King Faisal Air Academy in Riyadh and is the subject of this Saudi Profile.

Samir was born and raised in Riyadh. “As a child I spent lots of time helping my father who had a carpet business. The experience I had with him taught me a lot, especially in the principles of trade, and how to deal with customers and suppliers,” Samir explained.

“Once I had graduated from high school in 1995 I saw an advertisement regarding a recruitment drive at

Furnished with the capability

Professor Faisal bin Mubarak is Vice President for Academic Affairs at Al Faisal University, one of Saudi Arabia’s most prestigious academic institutions.

Q. Professor, please briefly explain your background?

A. “I was born in Riyadh and went to King Saud University where I graduated in architecture. I completed my Masters and Doctoral degrees in Urban Planning and Regional Development in the United States of America. Since I have worked in a number of government agencies as well as the private sector before I moved to join Al Faisal University as Vice President for Academic Affairs in 2010.”

Q. Can you explain why Al Faisal University was established and why so many government institutions and public companies backed the creation of the university?

A. “Al Faisal University is one of the initiatives of the King Faisal Foundation. The University compliments the support of research and study. The University was launched with the support and blessing of the sons of

King Faisal bin Abdulaziz, may God have mercy on him, and laid its first bricks in 1997. The University campus was built at the palace of King Faisal and the buildings were in the shape of a horseshoe. The University City design is modern and it provides the right environment for students to develop their scientific creativity.

“Along with the King Faisal Foundation, the business community within the Kingdom also contributed to establishing the university. The companies who contributed were BAE Systems, Dallah Al Barak Group, AAC, Saud Oger, Saudi Binladen Group, King Faisal Hospital, Boeing, United Technologies and Thales.”

Q. What partnerships has Al Faisal University formed with other global academic institutions?

A. “The University consists of four faculties: Business, Engineering, Medicine and Science and General Studies. Bachelor’s degrees can be gained in all areas, and in addition, a Masters degree is possible in Business Administration. We like to think of all faculties being flexible and smart, and this enables students to select subjects of other specialities which will support their future career.

“Since the University began, partnerships have been forged with a number of local and global bodies including: Partners of Harvard Medical International, the Massachusetts Institute of Technology, the International

Space University, King Faisal Specialist Hospital and research centre, the University of Cambridge, king Abdulaziz City for Science and Technology, the Saudi Organisation of the Industrial and Technology Zones, Thales, Baud Telecom and the Saline Water Conversion Company.”

Q. Can you tell us about the students and teaching staff at the University?

A. “The University already has over 500 (male and female) students and 55 per cent are from abroad; the University has students from 18 countries. Also many of the students at the institution have been backed by other institutions and grants to help fund their study programmes. Most students at the University achieved the 83 per cent level in the Qiyas exam which in effect means they are in the top two per cent academically.

“The University employs 40 academics from 14 countries. They all hold the highest degrees and in addition possess practical experience and have the ability to enable the students to be creative. As well as teaching the staff conduct academic research. Our

academics have an average of 60 articles being published by global periodicals each year, since the University was created.”

Q. Peter Wilson has given lectures at the University in the past. How does the Faculty of Engineering view the emerging aviation industry within the Kingdom and what challenges do you see facing its development?

A. “Peter Wilson from BAE Systems, is one of the active members on the Board of Trustees of the University. He has visited the University and given lectures to engineering students on the experience of the company and explained the strategy to transfer more technology to the Kingdom, especially in the field of aviation. This has inspired our students since many aspects directly related to their field of study.

“Aeronautical engineering is especially important to Saudi Arabia since it is one of the potential growth areas in the Saudi market. Consequently, the university has endeavoured to lead the way for students in this area of expertise. To assist with this we have collaborated with a number of international universities and companies to deliver the required academic courses, and also to enable the students to see the application from the classroom to the workplace. The University is hoping it can help prepare the next generation of Saudis with the knowledge required for them to contribute to the future development of this advanced technology.”

Developing university education



In 2009 Samir Sonbul became the first Saudi to be the Superintendent for the Maintenance and Operations section at King Faisal Air Academy in Riyadh and is the subject of this Saudi Profile.

Samir was born and raised in Riyadh. “As a child I spent lots of time helping my father who had a carpet business. The experience I had with him taught me a lot, especially in the principles of trade, and how to deal with customers and suppliers,” Samir explained.

“Once I had graduated from high school in 1995 I saw an advertisement regarding a recruitment drive at

BAE Systems to train aircraft technicians. Even though I enjoyed the work I was doing with my father, we both agreed that applying for the position would be a good opportunity.

“Anyway, I was one of the many who applied, and over the next year I completed various tests and interviews. In the meantime I had also completed the first year of a Business Administration degree at King Saudi University. However, when I was actually offered a place on the Aircraft Technician Training Programme I decided to take the opportunity.

“In 1996, I began the five year training course. I was with 23 others Saudis and we spent a year learning English, mathematics and

physics before going to Warton for a year

to be trained by technicians in

the UK. This experience was extremely valuable. As well as learning the basics of

engineering we were also able to see how BAE Systems operations worked in the UK. Following this stint, the group returned to King Faisal Air Academy for a

further three years of on-the-job training.

“Once I had passed the on-the-job phase of my training I was proud as a Saudi national to be performing the work of a fully qualified PC-9 flight line technician for aircraft maintenance.

“After two years I went to the Scheduled Maintenance Section where I worked for a year, and I then went to the Non Scheduled Maintenance Section. The different areas of work demonstrated the need to organise and plan correctly to ensure the maximum amount of work can be performed.

“In 2006 I became an Operations Supervisor within the Maintenance Department and in 2009, I was the first Saudi to be selected as Supervisor for the Operations and Maintenance section within King Faisal Air Academy.

“This role involves being responsible for the scheduling and planning, records and reports, operations and maintenance and the Department for Analysis and Production. The role is very challenging and enjoyable.

“Having spent more than 15 years with the Company and I have taken many training courses which I have

been able to use in my day job to help improve my job performance and consequently the service I deliver to the Royal Saudi Air Force. The courses such as English language for Business, Project Management, Engineering Management SHE and the training on supervisory skills have all been extremely helpful to me in the workplace.”

Outside of work Samir decided to make the most of his year at University. “I joined the Arab Open University to gain a Bachelors Degree in Business Administration.” Samir continued, “Again this has been extremely helpful in improving my on the job performance. The course was teaching me the theory behind issues such as rotating tasks between employees and the importance of achieving customer requirements.

“I was able to see the real life advantages of implementing what I was learning in the workplace. At some point I would like to go onto study for a Masters Degree in Operations Management.”

Samir is married and has three sons, Ahmed, Saleh and Joseph. “We love, as a family, being able to travel and experience different cultures,” Samir added.

Furnished with the capabilityacademics have an average of 60 articles being published by global periodicals each year, since the University was created.”

Q. Peter Wilson has given lectures at the University in the past. How does the Faculty of Engineering view the emerging aviation industry within the Kingdom and what challenges do you see facing its development?

A. “Peter Wilson from BAE Systems, is one of the active members on the Board of Trustees of the University. He has visited the University and given lectures to engineering students on the experience of the company and explained the strategy to transfer more technology to the Kingdom, especially in the field of aviation. This has inspired our students since many aspects directly related to their field of study.

“Aeronautical engineering is especially important to Saudi Arabia since it is one of the potential growth areas in the Saudi market. Consequently, the university has endeavoured to lead the way for students in this area of expertise. To assist with this we have collaborated with a number of international universities and companies to deliver the required academic courses, and also to enable the students to see the application from the classroom to the workplace. The University is hoping it can help prepare the next generation of Saudis with the knowledge required for them to contribute to the future development of this advanced technology.”

Developing university education



Leadership focus

Tom Gallagher was recently appointed as the Chief Counsel and Vice President Legal. Majalis spoke to Tom to find out the challenges of the new position.

Q. What did you do before joining BAE Systems Saudi Arabia?

A. “I started in what is now Military Air and Information, and worked on their US Programmes, including the F-35 Programme. In January 2008 I moved to what is now BAE Systems Saudi Arabia and relocated to Saudi in September 2008. Part of the professional appeal of joining BAE Systems Saudi Arabia was to be in a position to work closely with the business and help guide it through a number of challenging and constantly changing legal and regulatory environments. Also, in addition to the lines of business, BAE Systems Saudi Arabia holds shares in the Kingdom of Saudi Arabia Portfolio Companies (KPCs) which distinguishes it from many other business units within the Company and I certainly wanted to become involved with this aspect through the implementation of the home market strategy.”

“Prior to BAE Systems I worked as a Solicitor in a law firm in the UK and specialised in Technology, Media and Intellectual Property. It was a good grounding but after a series of in-house secondments I knew I wanted to work in industry, particularly to enable me to be fully involved in matters

Engineer Fahad Al Mutlaq recently returned from a two year secondment period in the UK and now has the responsibilities of being a Manager within the Business Development function. Majalis took the opportunity to speak with Fahad about his secondment experience.

“I joined the Company in 2008, and joined BAE Systems Saudi Arabia’s Marketing and International Sales team. For me it was a great opportunity.”

Prior to that Fahad, who is just 35 had already gained experience working with a number of Saudi companies after he had gained a Masters Degree in Contract and Business Management and a Bachelors Degree in Construction Engineering and Architecture.

“My previous work experience had already given me some management and leadership experience

During the recent BAE Systems Saudi Arabia Leadership Conference (see page 18), senior leaders from across the business were given an overview of the Employee Opinion Survey

(EOS) 2010 results and an update on EOS activity to date.

Based on employees’ feedback, the Leadership Conference had ‘Leadership Effectiveness’ as its theme.

“Following the initial analysis of the EOS 2010 results for the business and detailed reviews by both the Management Committee and the Operations Board, Trust in Leadership was identified as the priority area for us to improve” said Peter Wilson, Managing Director, BAE Systems Saudi Arabia.

“I can assure you that, as a Management Committee, we are committed to acting on the findings from this survey” Peter added.

This was echoed by Nigel Davey, VP Aircraft Operations who gave the EOS presentation. “These results are a clear indication that we as leaders need to engage our people more. Not only do we need to share more information with you about our plans for the business and celebrate our successes, but we need to listen to employees more.”

Leaders at the conference participated in round-table discussion to look at what they could do differently to tackle the issues raised around ‘leadership effectiveness’.

The discussions were captured and attendees voted on key activities that

have now been incorporated into the EOS Action Plan – a clear commitment from the leadership to listen and act on the results.

The five broad areas to be addressed are:• Demonstrate behaviours

to engender trust in leadership

• Improve Leadership Effectiveness

• Engage and communicate with all our employees

• Investigate further issues around Reward and Recognition

• Listening and Acting – show that participation in the EOS will make a difference

These activities will now be developed by the Operations Board and more information about the EOS Action Plan will appear in Majalis 54.

a large company, and for a new starter in my role it is vital for me to get a clear understanding of exactly what the company does and also what the company has the capability to do.

“During my secondment in the UK I gained a great deal of practical experience which complemented the numerous courses. I was working with Andrew Roscoe, Head of International Opreational Sales and Business Development as well as the rest of his team.

“This was a valuable opportunity since I was able to learn from others who have a vast array of experience in this very unique area of the business. I also gained by seeing the high professional standards of the department and the one-team spirit which was evident when they needed to overcome obstacles.”

but I was determined to develop my own professional competence and also improve my leadership skills.

“Because of these aims I decided that joining a global company would be the best way to achieve this. I was also keen to get international experience. When the opportunity at BAE Systems emerged, it was ideally suited to me, since it meant I would have to develop my

professional competencies and gave me the possibility of working in the UK.

“After I joined in 2008 I was working in the Marketing and International Sales team. The department helped me understand the global nature of BAE Systems business, as well as the Company’s operations within the region. This early learning was absolutely vital for me. BAE Systems is such

Business navigation

We’re listening and acting

Ambition leads to opportunities



Leadership focus

Tom Gallagher was recently appointed as the Chief Counsel and Vice President Legal. Majalis spoke to Tom to find out the challenges of the new position.

Q. What did you do before joining BAE Systems Saudi Arabia?

A. “I started in what is now Military Air and Information, and worked on their US Programmes, including the F-35 Programme. In January 2008 I moved to what is now BAE Systems Saudi Arabia and relocated to Saudi in September 2008. Part of the professional appeal of joining BAE Systems Saudi Arabia was to be in a position to work closely with the business and help guide it through a number of challenging and constantly changing legal and regulatory environments. Also, in addition to the lines of business, BAE Systems Saudi Arabia holds shares in the Kingdom of Saudi Arabia Portfolio Companies (KPCs) which distinguishes it from many other business units within the Company and I certainly wanted to become involved with this aspect through the implementation of the home market strategy.”

“Prior to BAE Systems I worked as a Solicitor in a law firm in the UK and specialised in Technology, Media and Intellectual Property. It was a good grounding but after a series of in-house secondments I knew I wanted to work in industry, particularly to enable me to be fully involved in matters

have now been incorporated into the EOS Action Plan – a clear commitment from the leadership to listen and act on the results.

The five broad areas to be addressed are:• Demonstrate behaviours

to engender trust in leadership

• Improve Leadership Effectiveness

• Engage and communicate with all our employees

• Investigate further issues around Reward and Recognition

• Listening and Acting – show that participation in the EOS will make a difference

These activities will now be developed by the Operations Board and more information about the EOS Action Plan will appear in Majalis 54.

a large company, and for a new starter in my role it is vital for me to get a clear understanding of exactly what the company does and also what the company has the capability to do.

“During my secondment in the UK I gained a great deal of practical experience which complemented the numerous courses. I was working with Andrew Roscoe, Head of International Opreational Sales and Business Development as well as the rest of his team.

“This was a valuable opportunity since I was able to learn from others who have a vast array of experience in this very unique area of the business. I also gained by seeing the high professional standards of the department and the one-team spirit which was evident when they needed to overcome obstacles.”

from the very outset until their completion, which you often do not achieve in private practice.”

Q. What are the aims of the legal function?

A. “The aim of the legal function is to build an inseparable relationship with the business by understanding its needs and delivering legal solutions that are truly valuable. We will offer a world class legal service and deliver solutions that both enhance and protect the value of the Company.”

Q. How will the legal function achieve this?

A. “In addition to conventional legal advice involving either controlling risk or responding to business requirements, such as supporting project or transactional work, we look to create business advantage through the effective strategic and tactical use of law, regulation and legal process.”

“The legal function’s engagement as part of the business, listening to and understanding particular issues, is helping to change perceptions of the legal function and how they can help the business achieve its objectives.”

Q. Does it help to create shareholder value with the legal function being represented on the Management Committee?

A. “Yes. By being on the Management Committee I can ensure that the legal function is involved at a strategic level which in

turn enables the function to positively influence the business strategy and to then guide the business through the relevant legal and regulatory frameworks towards the achievement of that strategy.”

Q. Is the legal function responsible for implementing ethical, ITAR and Operational Framework programmes across the business?

A. “You cannot outsource responsibilities such as ethics to one function. It is something everyone needs to take responsibility for by ensuring that they and their colleagues are operating in accordance with the correct principles. The same is true with matters such as the ITAR and the policies within the Operational Framework which are owned by the legal function. The legal function provides governance, assurance, training and subject matter expertise but all employees must take responsibility for ensuring compliance with the relevant

standards and for operating in accordance with the relevant principles.

“This approach will ensure long term shareholder value and the reputation of the Company is both enhanced and protected.”

Q. What support does the legal function provide to the KPCs?

A. “The legal function works very closely with the relevant KPC teams and we also provide support, advice and guidance to the Portfolio Management team and the BAE Systems appointed Directors who form part of this team.”

Q. What is the overall objective for the legal function within BAE Systems Saudi Arabia?

A. “In summary, I would say enabling the business to achieve its objectives by helping it navigate responsibly through a number of increasingly complex and ambiguous legal and regulatory environments.”

Business navigationAmbition leads to opportunities

Tom Gallagher



Ahead of the inaugural BAE Systems Saudi Arabia Engineering Conference (page 14), Simon Howison, Engineering Director for Military Air and Information (MAI) recently conducted a tour of BAE Systems’ engineering facilities in Saudi Arabia with BAE Systems Saudi Arabia’s Vice President for Engineering, Abdullah Al Kanhal. Majalis took the opportunity to ask Simon a couple of questions following his tour:-

Q. What was the reason for your visit to Saudi Arabia?

“It has been a while since I last visited the Kingdom myself, and since Saudi Arabia is so important to MAI, I felt I should visit, and see the different locations and most importantly understand more about the environment in which our engineering colleagues here in Saudi Arabia work.”

Q. From what you have seen what stands out from your tour?

“The most impressive part of the visit has been the employees. Everyone is busy, committed and many people are performing very difficult roles. Most of the people I have met have been positive about the support they have received from both the business and from MAI. Some of the engineers have given suggestions on how things could be improved and, interestingly, most of those suggestions relate to cultural matters between our two businesses. Distance

The Commercial and Procurement function will be holding their 2011 Commercial and Procurement Conference for BAE Systems Saudi Arabia on Monday, 20 June in the Auditorium on Salwa Garden Village. The

theme for the event being ‘Strengthening Our Functional Capabilities’. Related events will also be held on 21 June in Riyadh, and on 7 July at Samlesbury.

Dave Osborn, VP Commercial and

Procurement explained, “The Commercial and Procurement function faces some significant challenges in supporting the developing BAE Systems Saudi Arabia home market strategy.” He continued, “These events will

support ongoing functional and individual development activities targeted at ensuring fit for purpose capabilities”. The events are planned to be informative and challenging and will include speakers from across the business.

Engineering tour

Strengthening Our Functional Capabilities

The Aircraft Operations Commercial Team discuss SHE during a recent strategy meeting

Driving safety

So far... so good…

The SHE Tool Box Talk in April focuses on ‘Driver Safety’. The Tool Box Talk follows on from the talk managers gave last year. David Buchanan, SHE Advisor, went onto explain that for some of the Tool Box Talks topicsa will be covered more than once. “This is to help ensure people are refreshed on some of the areas where accidents frequently occur and to make sure any new employees are briefed,” David stated.

The performance of

The first year of the two year Charity Challenge campaign has been a fantastic one, with £34,530.55 being raised as at the end of February 2011.

We still have 10 months remaining of the partnership between ABF – The Soldiers Charity and the UK Charity Challenge Team for BAE Systems Saudi Arabia and still plenty of opportunities to raise much needed funds and work those volunteering hours.

The amazing current total is broken down as follows, £11,035.49 has been raised for our chosen charity and

£23,495.06 has been raised for other charities which our employees have nominated to support in a variety of different ways, some of these charities are St Catherine’s Hospice, Help for Heroes, Guide Dogs for the Blind and Coeliac UK.

Dawn Roper, Charity Challenge Co-ordinator for BAE Systems Saudi Arabia said: “Thank you to everyone for supporting the Charity Challenge Team and the many different charities. Your support means the world to those you help.”

SHE has been regarded highly by employees in recent Employee Opinion Surveys and the SHE Tool Box Talks earned a Bronze Chairman’s Award last year.

This BAE Systems Saudi Arabia safety initiative has also been replicated by other BAE Systems business units.

In another SHE related development the latest SHE

business objectives for BAE Systems Saudi Arabia have been issued and are available to be viewed on the safety pages on Alshareka online.



Ahead of the inaugural BAE Systems Saudi Arabia Engineering Conference (page 14), Simon Howison, Engineering Director for Military Air and Information (MAI) recently conducted a tour of BAE Systems’ engineering facilities in Saudi Arabia with BAE Systems Saudi Arabia’s Vice President for Engineering, Abdullah Al Kanhal. Majalis took the opportunity to ask Simon a couple of questions following his tour:-

Q. What was the reason for your visit to Saudi Arabia?

“It has been a while since I last visited the Kingdom myself, and since Saudi Arabia is so important to MAI, I felt I should visit, and see the different locations and most importantly understand more about the environment in which our engineering colleagues here in Saudi Arabia work.”

Q. From what you have seen what stands out from your tour?

“The most impressive part of the visit has been the employees. Everyone is busy, committed and many people are performing very difficult roles. Most of the people I have met have been positive about the support they have received from both the business and from MAI. Some of the engineers have given suggestions on how things could be improved and, interestingly, most of those suggestions relate to cultural matters between our two businesses. Distance

support ongoing functional and individual development activities targeted at ensuring fit for purpose capabilities”. The events are planned to be informative and challenging and will include speakers from across the business.

is not really an issue since the team at MAI already support staff in many different countries, but we all need to understand the different cultural context across our home markets.”

Q. What were the differences you noticed?

“It was good to see a

(TPDMU) servicing and upgrade facility can only be described as world class. It is not just the best in Kingdom, it is the best in class and an excellent example of what can be achieved by working in partnership with the customer on specific tasks.

“Everyone involved in the TPMDU project should feel very proud of what has been achieved with this facility. The Company has not just

of Product design definition (DA) work can be done in Saudi Arabia and what is required to be performed in the UK. It will be a balancing act. Usually it is less risky to do the DA work with the team that initially developed the product, but this may limit the flexibility. Also the different platforms in use in Saudi Arabia are at different stages in their development. For example if Tornado and Typhoon were both considered, the potential business benefits to the business of DA transfer would be very different, and as a result, the impact on value to the Company would also be different.”

Q. What emphasis are MAI placing upon exports and how can BAE Systems Saudi Arabia assist with the export drive?

“Exports markets will be even more vital to the MAI business in the future. The UK market is declining but some platforms like Typhoon have significant export potential. BAE Systems Saudi Arabia is not an export sale. It is a government to government sale and Saudi Arabia is one of the Company’s five home markets

“Obviously any potential Typhoon export customer will ask the RSAF about their experiences with the aircraft, so we must ensure that Typhoon meets the customers’ expectations.

“The Company has a long history within Saudi Arabia and it is vital that all parts of the Company learns from this experience in Kingdom to improve the way we operate in our global operations.”

better mix of Saudi Nationals and Expats performing the engineering work, compared to my previous trips. The Company visibly now has many more Saudi Nationals who are both committed to our success and, increasingly, are setting the direction for the business.”

Q. Can you explain what aspects of engineering in Saudi Arabia impressed you?

“At Taif, I met with the Royal Saudi Air Force’s (RSAF) Base Commander, and was delighted to hear that he regarded the Salam Project as a team activity, and about the active dialogue between the RSAF engineering experts and BAE Systems staff.

“In Dhahran the Tornado Programmed Depot Maintenance & Upgrade

operated the same way it has always done things - it is a shining example of what can be done when people challenge themselves to do something very different in order to provide a better a better solution for, and with, the customer.”

Q. What next for engineering in BAE Systems Saudi Arabia and for engineering in the UK?

“For the continued development of engineering in the Kingdom, I can only describe the appointment of Abdullah Al Kanhal as inspired. I met him soon after he was appointed and have built a good working relationship with him. He has the background and ability to take forward Engineering in Saudi Arabia.

“In the future BAE Systems needs to agree what level

Engineering tour

Strengthening Our Functional CapabilitiesAbdullah Al Kanhal and Simon Howison

The Aircraft Operations Commercial Team discuss SHE during a recent strategy meeting

business objectives for BAE Systems Saudi Arabia have been issued and are available to be viewed on the safety pages on Alshareka online.



The Typhoon’s latest weapon is not something slung under the wing but a system with ‘brains’ that sits on the pilot’s head.

The ‘Helmet Mounted Symbology System’ designed by BAE Systems, is a highly sophisticated helmet and support system that lets the pilot ‘see’ through the body of the aircraft giving him a vital advantage when it comes

Look, lock - on and fireBold

Outlined within the BAE Systems Company Strategy was the need for the Company to continue to expand its global security services business in cyber and intelligence. This has been underlined by the proposed acquisition of specialist companies in Europe, the US and Australia recently.

At the start of the year the Company announced a recommended offer to acquire Norkom Group plc, a provider of innovative counter fraud and anti money laundering solutions to the global financial services industry.

BAE Systems reported to the financial market that the although the Group faces a more challenging trading environment as governments look for cost savings to address budgetary pressures, the broad base of activity results in a resilient business that is well positioned to withstand near-term market pressures.

“Affordability and value for money are increasingly the priorities for customers. Early recognition by the Group of customer budgetary pressures resulted in significant cost reduction and efficiency actions being taken in 2009 which have continued throughout 2010. These actions have resulted in net headcount reduction of approximately 15,100 (including contractors) in the past two years. This cost reduction programme will enhance competitiveness, deliver further improved value for customers, and be of sustained benefit to the Group’s performance,” the results stated.

During 2010 the International Operating Group, which comprises the Group’s businesses in Australia, India, Saudi Arabia, together with interests in the pan-European MBDA joint venture and Air

Astana reported sales of £4,534m

(up from £3,828m in 2009). The increase was predominantly a result of increased activity on the Saudi British Defence Co-operation Programme in the Kingdom of Saudi Arabia and progress on the Landing Helicopter Dock programme in Australia. The Group’s profit margin dipped to 10.5 per cent, reflecting the low margin being traded on increased activity on the early stages of the Salam and Landing Helicopter Dock programmes.

Specifically regarding Saudi Arabia the report stated that, “The business continues to develop its presence in Saudi Arabia and remains committed to developing a greater indigenous capability in the Kingdom. This strategy

is being enhanced by the entry into service of Typhoon aircraft and subsequent development of the Typhoon in-country industrial base.”

According to Ian King, Chief Executive, “The Group has delivered another robust set of results with the business performing well in a challenging business environment. We are successfully meeting the affordability challenge with both improved returns for shareholders and lower costs for our customers. There continues to be sustainable growth prospects across our markets and we have a clear strategy which provides confidence in the resilience and strength of our business.”

Eligible employees have

been rewarded with £391.50

for the full award, or £195.75

for the half award of shares

following the company

results which were reported

in February. This is the

seventh consecutive year

the high performance of the

Company has triggered an

employee share issue. The

award was made on the 31

March.

“We delivered awards

to all eligible employees

in Saudi Arabia in the

form of shares, subject to

the necessary securities

laws approval.” Roger

Woods, BAE Systems

Saudi Arabia’s Pension

and Benefits Manager

explained.

Ian King, Chief

Executive of BAE Systems,

on the announcement of the

award said, “This award

recognises the hard work

of BAE Systems employees

around the world and

continues our strategy of

encouraging employee

share ownership to support

the alignment of individual

and Company interests.

Employees will benefit from

this year’s share award

and may also benefit from

any future success of

BAE Systems.”

Based in Dublin, Norkom has about 350 employees and its financial crime and compliance solutions are deployed in more than 100 countries.

At the end of 2010, the Company entered into a definitive agreement to acquire ETI A/S, a leading cyber and intelligence company providing advanced technology products and services to government and commercial clients worldwide.

ETI, which employs more than 250 people, is headquartered in Denmark with operations in the UK, the US and the Asian and Middle East regions.

These proposed acquisitions follow the previously announced agreements to acquire L - 1 Identity Solutions. Together the acquisitions will strengthen BAE Systems’ position in cyber and intelligence activities in the Services market segment.

Ian King, Chief Executive, said; “We help government and commercial clients collect and manage information to reveal intelligence, maintain security, manage risk and strengthen resilience in today’s complex operating environment.”

In Australia, the Company entered into a definitive agreement to acquire stratsec.net Pty Ltd, an information security company with facilities in Canberra, Sydney, Melbourne, Singapore and Kuala Lumpur.

Cyber growth

Full year results

Profit share

HIGHLIGHTS• Headline sales £22.4bn,

up 1.8%• Underlying EBITA

£2,214m, up 0.8%• Underlying earnings per

share 40.8p, up 1.7%• Cash flow from operating

actvities £1,535m• Dividend for full year up

9.4% to 17.5p

At the IDEX defence show in February the Company featured on the stand the BvS10 all terrain armoured vehicle, which is produced by BAE Systems Land Systems Hagglands of Sweden.

To highlight the capabilities of this vehicle to

BvS10 information



The Typhoon’s latest weapon is not something slung under the wing but a system with ‘brains’ that sits on the pilot’s head.

The ‘Helmet Mounted Symbology System’ designed by BAE Systems, is a highly sophisticated helmet and support system that lets the pilot ‘see’ through the body of the aircraft giving him a vital advantage when it comes

to split-second decision-making.

Using the new helmet system, the pilot can now look at multiple targets, lock-on to them, and then, by voice-command, prioritise them. It’s a lightning-fast system to let the pilot look, lock-on, and fire.

The pilot can even do this when looking at targets over the shoulder – or at targets picked up by the radar which

is directly underneath the floor of the aircraft.

This ‘look and shoot’ capability, married to a super-wide field of view gives the Typhoon pilot a 24 hour all-weather field of vision.

The helmet works by having a number of fixed sensors around the cockpit area. As the pilot moves his head, the sensors on his helmet move in relation to the sensors on the aircraft ensuring the aircraft knows exactly where and what he is looking at.

Imagery projected onto the pilot’s visor gives, amongst other information, speed, heading and height – and crucially, it also gives the precise position of any enemy aircraft or missiles. The imagery, which remains stable and accurate at all viewing angles, means the pilot can make rapid decisions without ever having to take his eyes off the target.

Mark Bowman, Chief Test Pilot for BAE Systems said: “This is a major advance in terms of combat capability and is something that gives Typhoon pilots a significant advantage when it comes to air combat. There is no doubt in my mind that the Typhoon leads the world in terms of this kind of capability – and this is something that all who have worked on the system can feel extremely proud of. It is a major advance in aviation capability. What’s more,” he said, “is that the best is still yet to come.”

The new helmet system is expected to go into service with the UK’s Royal Air Force this year.

Look, lock - on and fire

is being enhanced by the entry into service of Typhoon aircraft and subsequent development of the Typhoon in-country industrial base.”

According to Ian King, Chief Executive, “The Group has delivered another robust set of results with the business performing well in a challenging business environment. We are successfully meeting the affordability challenge with both improved returns for shareholders and lower costs for our customers. There continues to be sustainable growth prospects across our markets and we have a clear strategy which provides confidence in the resilience and strength of our business.”

Non-lethal laserBAE Systems has successfully demonstrated a prototype device that will serve as an effective non-lethal deterrent against pirate attacks on commercial vessels such as oil tankers and container ships.

As pirates increase their range of operations and their capabilities, commercial shipping agents are increasingly looking for ways of preventing attacks while avoiding armed guards on ships.

To help combat this growing piracy threat BAE Systems developed the non-lethal laser, which would leave only temporary effects, to distract and deter potential attackers from a distance.

The laser beam is capable of providing a visual warning to pirates at distances greater than 2km, and of disorientating attackers sufficiently at lesser distances so that weapons cannot be targeted effectively. At all times the power levels of the laser remain eye safe.

Roy Evans, BAE Systems capability technology lead for laser photonic systems, said; “We successfully showed that the laser works not just during the night, but also in full day light. But, there are many more requirements to meet before placing a non-lethal laser weapon on commercial ships.”

These proposed acquisitions follow the previously announced agreements to acquire L - 1 Identity Solutions. Together the acquisitions will strengthen BAE Systems’ position in cyber and intelligence activities in the Services market segment.

Ian King, Chief Executive, said; “We help government and commercial clients collect and manage information to reveal intelligence, maintain security, manage risk and strengthen resilience in today’s complex operating environment.”

In Australia, the Company entered into a definitive agreement to acquire stratsec.net Pty Ltd, an information security company with facilities in Canberra, Sydney, Melbourne, Singapore and Kuala Lumpur.

HIGHLIGHTS• Headline sales £22.4bn,

up 1.8%• Underlying EBITA

£2,214m, up 0.8%• Underlying earnings per

share 40.8p, up 1.7%• Cash flow from operating

actvities £1,535m• Dividend for full year up

9.4% to 17.5p

At the IDEX defence show in February the Company featured on the stand the BvS10 all terrain armoured vehicle, which is produced by BAE Systems Land Systems Hagglands of Sweden.

To highlight the capabilities of this vehicle to

potential Arabic prospects the Business Winning and PR and Communications teams of BAE Systems Saudi Arabia teamed-up to produce an Arabic version of the Corporate BvS10 video. Anyone who would like a copy should contact Andrew Cubbage.

BvS10 information



Pictured above are representatives at King Faisal Air Academy who recently passed a BAE Systems Saudi Arabia safety course in emergency first aid. Pictured in the front row from the left are:- Yagob Yoyusif, Abdullah Al Bosaily, Khalid Al Badr, Salah Al Juwair, Zaid Al Husain, Mamdouh Maodah, Ali Al Noaman, Abdulrahman Al Amodi and Walid Al Hadlag.

All were congratulated

KFAA safety training

BAE Systems Saudi Arabia together with the Saudi Maintenance and Supply Chain Management Company (SM&SCMC), are jointly sponsoring the

Procurement & SupplyOn 1 March, BAE Systems Saudi Arabia held its first Engineering Conference in Saudi Arabia.

The Conference, which was opened by the Managing Director BAE Systems Saudi Arabia and Chief Executive Saudi Arabia, Peter Wilson, was a key gathering of the Company’s Engineering Leaders to consider the development of the Saudi Arabia Home Market Engineering Sector Strategy.

The BAE Systems Saudi Arabia VP Engineering, Abdullah Al Kanhal, who chaired the Engineering Conference, said that to successfully progress the Home Market Engineering Strategy it was important to transfer, maintain and develop our

Engineering Capability in KSA whilst supporting indigenous industry.

He re-iterated the quote from Peter Fielder at the Programmes & Support / International Engineering

Conference – “Our Company couldn’t exist without Engineering skills and capabilities”.

“Whilst BAE Systems Saudi Arabia is no different from other business units in that

respect, our role is unique in as much as the scope of our work covers the Air, Naval, Ground Systems and C4I and Security Systems sectors. We need to ensure that we have the Engineering Capability to fulfil our Prime Contract Engineering responsibilities, as required by the Operational Framework” said Abdullah.

The Engineering Function is divided into 4 key areas and the VP Engineering is supported in these areas as follows:• Engineering• Safety • Maintenance • Capability and Strategy During the coming editions of Majalis, these different elements of Engineering will be explained and the teams introduced.

The Al Shaheen office complex is being expanded to ensure that the Company can continue to develop its presence in the Kingdom as the home market strategy continues to be implemented.

A purpose built two-storey building will have a capacity to cater for up to 250 employees next to BAE Systems headquarters in Riyadh. The facility will be completed by the end of May and will assist the Company to continue to fulfil contractual requirements by catering for Salam Project and C4I employees.

“Originally when we moved into Al Shaheen we had just 400 employees based at the Headquarters”, explained Ian Crawford, Director of Support Services. “However, Al Shaheen is already housing 610 employees and this is having a knock on effect on the business in terms of meeting room availability and desk space for the various

functions. As a result the new office space will help the business to cater for the existing and future demand.

“Existing plans on exactly how the office space will be utilised are being finalised by the appropriate departments, but the additional office room will incorporate the much needed conference and meeting rooms. The building will reflect Al Shaheen’s open plan working approach with a limited number of offices.”

Electro Saudi Services are the prime contractor for the new building and they have selected sub-contractors Newfab and J&P to deliver the various aspects of the work.

“On behalf of the Company I would like to thank all employees and visitors to Al Shaheen for following the Health and Safety guidance and, for their understanding with the associated parking issues,” Ian Crawford added. Additional parking spaces are now being provided at Al Shaheen.

New office space

Engineering Our Future Home Market



Pictured above are representatives at King Faisal Air Academy who recently passed a BAE Systems Saudi Arabia safety course in emergency first aid. Pictured in the front row from the left are:- Yagob Yoyusif, Abdullah Al Bosaily, Khalid Al Badr, Salah Al Juwair, Zaid Al Husain, Mamdouh Maodah, Ali Al Noaman, Abdulrahman Al Amodi and Walid Al Hadlag.

All were congratulated

by those the in back row (from the left) Turky Fagihi, Staff Pilot Brigadier General Abdulhakeem Hattab (Administration Wing Commander KFAA), Major General Staff Pilot Ali Bin Juer Al Hamad (KFAA Commandant), Staff Pilot Brigadier General Khalid Abdullah Al Laboon (Academic Wing Commander KFAA, Pete Barrett and Kevin Summerfield.

KFAA safety training

BAE Systems Saudi Arabia together with the Saudi Maintenance and Supply Chain Management Company (SM&SCMC), are jointly sponsoring the

second cohort of the Supply Chain Apprentice Training Programme (SCAPT 2).

This training programme will enable a further 12 Saudi Nationals to be developed,

which will assist with departmental resource plans and ensure Saudisation targets are achieved. The structured accreditation programme for Procurement and Logistics specialists will enable the Apprentices to add value to their business groups from when they start their training.

The apprentices are: Abdulaziz Al Bulateeh, Abdullah Al Dusaymaani, Abdullah Al Luhaymi, Fahad Al Manee, Mohammed Al Misharie, Mshari Al Ojami, Fahad Al Otaibi,

Abdulrahman Al Qahtani, Sultan Al Rowayshed, Abdulrahman Al Sanea, Abdullah Al Shehri and Mohammed Al Shehri.

Saudi Development and Training (SDT) is providing the total training service delivery on behalf of BAE Systems and SM&SCMC including provision of, teaching, assessment, external training and examinations, Project Management and reporting.

SCAPT 2 is based on the successful SCAPT 1 which commenced in 2008 and which successfully trained 12 Saudi Nationals who are now performing procurement and logistics roles in either BAE Systems or SM&SCMC.

SCAPT 2 commenced in October 2010 and will be completed in November 2011.

Dave Osborn, Vice President Commercial and Procurement for BAE Systems Saudi Arabia commented, “This programme further highlights our commitment to the home market strategy, Saudisation and to the training and development of young Saudi Nationals.”

Procurement & Supplyrespect, our role is unique in as much as the scope of our work covers the Air, Naval, Ground Systems and C4I and Security Systems sectors. We need to ensure that we have the Engineering Capability to fulfil our Prime Contract Engineering responsibilities, as required by the Operational Framework” said Abdullah.

The Engineering Function is divided into 4 key areas and the VP Engineering is supported in these areas as follows:• Engineering• Safety • Maintenance • Capability and Strategy During the coming editions of Majalis, these different elements of Engineering will be explained and the teams introduced.

functions. As a result the new office space will help the business to cater for the existing and future demand.

“Existing plans on exactly how the office space will be utilised are being finalised by the appropriate departments, but the additional office room will incorporate the much needed conference and meeting rooms. The building will reflect Al Shaheen’s open plan working approach with a limited number of offices.”

Electro Saudi Services are the prime contractor for the new building and they have selected sub-contractors Newfab and J&P to deliver the various aspects of the work.

“On behalf of the Company I would like to thank all employees and visitors to Al Shaheen for following the Health and Safety guidance and, for their understanding with the associated parking issues,” Ian Crawford added. Additional parking spaces are now being provided at Al Shaheen.

Engineering Our Future Home Market

25 - years awardPaul Baxter, Engineering Advisor for Typhoon (centre) was recently presented with a 25-years Long Service Award from David Rennison, Vice President Salam (right) and by Lt Colonel Mansour Bin Eid the RSAF’s Director for the Salam Project (left).



Dhahran is in many ways BAE Systems epicentre in Saudi Arabia. More than 1,600 people work at the location where the company is delivering on some of the most technically advanced projects to the Royal Saudi Air Force (RSAF) and where

BAE Systems works side by side with the Royal Saudi Air Force in delivering training at the Technical Studies Institute. As a result, Majalis visited the Dhahran HQ to find out more.

John Broadbent, BAE Systems’ General Manager for the Eastern Area, is understandably proud of the service BAE Systems employees have continued to deliver to the customer locally. “BAE Systems has had a presence in Dhahran ever since the Company first started supplying Lightning and Strikemaster aircraft. The Technical Studies Institute was established in Dhahran in 1968, and since then our operations have evolved in

tandem with the RSAF’s. “Of the 1,600 employees

I am delighted to say that more than 50 per cent are Saudi Nationals. The majority of employees work with the Royal Saudi Air Force at King Abdulaziz Air Base, but we also have employees working with the Royal Saudi Navy at Jubail. At our Headquarters, over 80 per cent of HR employees are Saudi Nationals and the corresponding figure for Support Services staff is 95 per cent. Together they help deliver HR support, Support Services facilities, Learning and Development requirements and SHE support.”

Dhahran’s HR Manager,

Tornado Programmed Depot Maintenance Unit Ahmed Al Shamrani explained that the local support team provides support to the organisation at all levels. “Within the HR team in Dhahran we have been particularly successful in developing our employees, which has enabled us to gain such a high Saudisation rate.”

Abdullah Al Mousa, an HR professional, is an example of this. He joined the Company’s HR team 17 years ago as a HR assistant, but as he improved his capabilities, he was allowed to take on more responsibility and has been gradually promoted as he developed. “The responsibilities being handled by Saudi employees are much greater than in the past. I am sure as development

continues the levels of Saudisation will continue to increase.”

In the critical area of flight simulator training, Murad Bujlea, a Tornado IDS Pilot Simulator Instructor at King Abdulaziz Air Base, explained that over half of all instructor pilots working for the Company in Dhahran are now Saudis. “When I joined the Company 12 years ago most of the instructor roles were performed by non Saudis. It is great to see more Saudi nationals delivering the high quality training which is required.”

In the Learning and Development office at Dhahran’s headquarters Majalis spoke to Miteb Al Mutair, the Learning and Development Adviser’s Assistant. He explained how his role is involves coordinating internal and external training for employees. “I am kept very busy, since many staff in Dhahran are keen to take the latest training which is offered. Currently courses which focus on supervisory, communication, time management, meeting management, leadership and problem solving are all very popular.”

Manning the Safety Health and Environment desk in Dhahran, Majalis found Wafi Al Zayed and Ahmed

Some of Dhahran’s HR team

David Carry and Miteb Al Mutair Ahmed Albaiz and Wafi Al Zayed Ali Ibrahim and Fahad Al Dossari

John Broadbent

People deliver in Dhahran



Tornado Programmed Depot Maintenance Unit Ahmed Al Shamrani explained that the local support team provides support to the organisation at all levels. “Within the HR team in Dhahran we have been particularly successful in developing our employees, which has enabled us to gain such a high Saudisation rate.”

Abdullah Al Mousa, an HR professional, is an example of this. He joined the Company’s HR team 17 years ago as a HR assistant, but as he improved his capabilities, he was allowed to take on more responsibility and has been gradually promoted as he developed. “The responsibilities being handled by Saudi employees are much greater than in the past. I am sure as development

continues the levels of Saudisation will continue to increase.”

In the critical area of flight simulator training, Murad Bujlea, a Tornado IDS Pilot Simulator Instructor at King Abdulaziz Air Base, explained that over half of all instructor pilots working for the Company in Dhahran are now Saudis. “When I joined the Company 12 years ago most of the instructor roles were performed by non Saudis. It is great to see more Saudi nationals delivering the high quality training which is required.”

In the Learning and Development office at Dhahran’s headquarters Majalis spoke to Miteb Al Mutair, the Learning and Development Adviser’s Assistant. He explained how his role is involves coordinating internal and external training for employees. “I am kept very busy, since many staff in Dhahran are keen to take the latest training which is offered. Currently courses which focus on supervisory, communication, time management, meeting management, leadership and problem solving are all very popular.”

Manning the Safety Health and Environment desk in Dhahran, Majalis found Wafi Al Zayed and Ahmed

Within the Support services team is Sultan Al Oraimah, a Broker who deals with passports, explained his work and responsibilities. “Obviously accuracy is extremely important for this area, but what I like about the management is that they are open to ideas on how we can improve ways of doing business. If we can demonstrate that it will save time and produce the same quality they will let us introduce it. For example, with expatriate employees, we have many staff who leave on exit only visa’s only to rejoin at a later date. Consequently we now have a system in place which keeps the necessary data of staff, to enable us to speed up the visa application should they decide to rejoin the Company again.”

Mu’az Al Shawi, an English teacher at the Technical Studies Institute explained how recent changes introduced by the RSAF have helped to significantly improve the standards of teaching at the academy. “The RSAF recently changed the syllabus, and more training has been given to the teachers to ensure the training standards remain high. Also the Company now takes a more active role in the running of the school which means we help the RSAF with the initial selection process. All the changes which the

RSAF have introduced have helped result in a quantum leap for the training and it is leading to enhanced customer performance.”

Albaiz. The two are both SHE from the SHE department. They emphasised just how important SHE is in Dhahran. “The Company applies the highest standards of safety at sites where it has control and it is vital we help all of our employees adopt a more robust safety culture. Obviously most of our employees work at customer locations so co-ordination with the RSAF is of paramount importance. We are also involved in programmes to increase the awareness of staff to a whole array of safety matters.”

Fahad Al Dosari and Ali Al Ibrahim were both in the warehouse. Fahad is a Administration Assistant and Ali a Tradesman. Ali explained the importance of ensuring that the employees have the right clothing and equipment necessary to do the job. “We supply items locally, so we try to get the best possible prices for the Company when we buy items. However, obviously, it is not just about price as that would be a false economy, it is also about quality.”

Ahmed Sabri, the Support Services Team Leader, explained how the support services team have created an atmosphere of competition. “We all want to do a good job, and to ensure it is performed quickly.”

Hassan Hamza, John Broadbent’s Office Manager Support Services, organised the employee’s day in Dhahran. “The day was held at the coastal village of Makarim. It was a beautiful location. Over 160 staff attended the day and thankfully we were blessed with great weather. Organising the event was a new experience for me and I hope to improve upon it when the day is held again. If any employees have any suggestions into how the day could be improved upon please let me know.”

Ahmed Albaiz and Wafi Al Zayed Ali Ibrahim and Fahad Al Dossari Saffer Al Dossari

Sultan Al Oraimah Hassan Hamza


The BAE Systems Saudi Arabia leadership conference took place in Riyadh on 22 and 23 March.

Attended by senior leaders from across the business, and with the theme ‘Leadership Effectiveness’, the conference looked at the business’ strategy and Integrated Business Plan (IBP), the objectives for BAE Systems Saudi Arabia during 2011 and the key issues raised by last year’s Employee Opinion Survey (EOS) (see page 08).

Peter Wilson, Managing Director said: “This conference was an opportunity for us as the senior leaders of the business to discuss key issues affecting our business and our employees and look at the challenges ahead.

“Hopefully everyone who attended the conference left with three clear messages.

“As a business we have a

clear strategy that supports the Company’s Strategic Action to ‘Implement the home market strategy to grow our business’. The approach we have adopted underpins our commitment to Total Performance and our 2011 Objectives give us a clear direction for the year ahead.

“Longer term, we need to grow as a business and Saudisation and Industrialisation, as well as looking at how we can improve the way we work, are key elements to the successful implementation of the strategy.

“The EOS results have re-inforced the fact that we need to engage our employees more and improve communications to help people understand our plans and the role that they play.”

In addition to breakout sessions where senior leaders discussed these topics and key actions from

the EOS in more detail, Professor Tariq Ali Al-Habeeb – a Professor of Psychiatry and Consultant Psychiatrist – shared his views on understanding personality types and culture at work.

Stephen Rowe, Director Future Support Solutions said: “There are a number of challenges facing the business as we move forward. If we want to continue to grow and develop our presence in the Kingdom, then we all need to think about how we can help achieve our objectives by implementing the strategy.”

“For me, I left the conference with a clear view that engaging our workforce more on key business issues - and listening to them about their concerns and ideas - is the way forward. We all have a role to play in communicating more and then acting on what’s been said” said Abdallah Al Slaim, Director HR Operations.

Leadership Conference 2011


حظيت ور�ش العمل امل�شاحبة للم�ؤمتر عدًدا من النقا�شات املهمة

مكــافـــــاأة

ا�ستثنـــائيــة

�سدور وقبل القيادة موؤمتــر خالل

ويل�سون اأبلغ بيرت الر�سمي الإعالن

املنتدب والع�سو التنفـيذي الرئي�س

ـ ال�سعودية فـي بـــي اأيــه اإي �سي�ستمزـ

ال�سركـــة قـــرار العليـــا القيادة

مكافاأة �سهرين راتــــــــب �ســــرف

ال�سعــوديـــــني للعــــاملني ا�ستثنائيـة

العربية املــمــلــكــة فـــــي واملــغــرتبــني

ال�سعودية.

متـا�سًيا ــرار ـــ ـــ ــق ال ــذا ـــ ه ويـــــاأتــي

للمر�سـوم امللكي الذي اأ�سدره خادم

عبداهلل امللك ال�سريفـني احلرمني

ــز ويــقــ�ــســي مبنح ــعــزي ــدال بـــن عــب

القطاع ملوظفـي نف�سها املــكــافــاأة

احلكومي.

بيتــر حتــدث الــ�ــســدد هــذا وفـــــي

املر�ســـــوم �ســدور "بعــد قــائــاًل:

امللكي قـــررت بـي اأيـه اإي �سي�ستمـز

ـــ الــ�ــســعــوديــة وبــو�ــســفــهــا اإحـــدى ـــ ـ

املنطقـة فـي ــدة ــرائ ال ال�سركـات

�سرف مكافــاأة ا�ستثنائيــة للموظفني

الذين يعملون فـي اململكــة العربيـــة

القرار هــذا ويعكـ�س ال�سعوديـــة،

اإ�سرتاتيجية بتحقيق الــتــزامــنــا

ال�سوق الرئي�سي فـي اململكة العربية

ال�سعودية".

ExtraordinaryPayment On 18 March, the Custodian of the Two Holy Mosques, King Abdullah bin Abdulaziz issued a Royal Decree granting bonuses to government employees and urging the private sector in the Kingdom to follow this example.

During the conference, ahead of the release of the official notice, Peter informed the senior leadership of the Company’s decision to make an extraordinary payment to employees in Saudi Arabia.

Peter said: “In line with the announcements by King Abdullah, BAE Systems Saudi Arabia, as a leading employer in the Kingdom, has taken the decision to implement an extraordinary payment for employees working in Saudi Arabia. This decision reflects our commitment to delivering our home market strategy in the Kingdom.”

One of the breakout sessions at the conference

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