MY ARGUMENT AGAINST BAE SAUDI ARABIA.

1. Neil Doyle O‟Donnell.
In early November 1996, I had my contract with British
Aerospace Systems Security and Defence terminated after
being accused of an assault on another employee in a
company-sponsored bar, whilst working in Riyadh, Kingdom
Of Saudi Arabia. My belief is that I have been unfairly treated
I have had my good name and character criminalized by some
elements within British Aerospace management, as well as
members of the Military Survey Team in Riyadh. This was
after a period of fourteen years of good and loyal service to
the Company in the Kingdom of Saudi Arabia. My contention
is that I was Set-up, this is a belief of many ex-work
colleagues as well as me, and I totally believe that they or I
are not being subjective when stating this belief. One guest
who was in the company that evening believed that there was
a certain degree of undercurrent directed towards me from one
particular individual. In her statement this guest was aware
that the individual mentioned seemed to be on a collision
course with me and I being totally unaware of the fact.
Unfortunately this witnesses exact memory recall was
affected by the strength of the Libation, which is sold over the
counters in Company sponsored bars in compounds in Riyadh
and elsewhere in Kingdom. I myself had overheard a
comment directed at me from behind from a group who were
strangers to the compound and its bar. It was an
uncomplimentary one, which I ignored. Now in hindsight
remember that it came from a person who I had been
introduced to earlier in the evening. I dismissed this comment
as silly and of no consequence as I was used to racist remarks.
Being Irish I quietly suffered many similar remarks over a
period of twenty-six years, whilst a member of The Royal Air
force and British Aerospace: a person tries to ignore the
minority of bigots. I now firmly believe that a degree of
personal discrimination has been directed against me by
management within British Aerospace Headquarters staff at
Bilad in Riyadh, and element with in the Military Survey
Department Riyadh: as the result of this incident.
The evening in question when the incident happened was the
last day of October 1996, in the early hours of the 1st.
November 1997. I was asked on the afternoon 31st. October,

2. would I attend the club in the Company compound where I
resided. I really did not wish to attend but was persuaded to as
a good turn out was expected. Bodies were required to make
up numbers as a disco was arranged for that evening, nurses
would be arriving from the numerous hospitals in Riyadh. I
really wasn't interested as I was trying to come to terms with
the end of a long-term relationship but promised to look in
later in the evening. Earlier in the evening I met up with
friends in the married family‟s compound to talk to them
about my plans to finally decide to leave Saudi Arabia &
BAE. I knew that I would be able to trust these friends so I
discussed the reasons for my decision. I had no faith in the
Company's confidentiality system gained from experience of
others, I was clearly aware that it leaked like the Proverbial
Sieve: so needed to talk to people who were completely trust
worthy. Having spoken to my friends I arrived at a decision,
that the time had come to leave Saudi Arabia as having
completed fourteen years of continuous service I believed I
really had enough of the place. My final decision I didn't
disclose then to them, I also neglected to tell them that I had
been invited to a social later in the evening knowing my state
of distress this would have been frowned on: they believed I
was going straight back to my villa. I arrived at the club in the
Company compound at around 22.20hrs. Things were in full
swing and I joined some friends at the bar. As the evening
proceeded some strangers joined the group I was introduced
to them, one of them took offence when I joked “Oh you‟re
one of them” innocently meaning HQ, when he introduced
himself as employed at Al-Bilad Headquarters as member of
the Military Survey Team. This person for some unknown
reason seemed have taken a dislike to me for what I had said
in jest when introduced earlier. He definitely had an attitude
problem and was quite sourly. I have since been informed that
he had been asked to leave a party (Bonfire: A Guy Fawkes
Night!) in one of the Company's married family‟s villas
earlier in the evening because of this negative and sourly
attitude.
A number of us remained around the bar chatting and
drinking locally produced beer and wine, the main body of
guests had left as it was well after midnight so only a small
group remained. The person who I mentioned earlier was also
there it then became clear to me that this person had taken a
definite dislike to me shown by his attitude and demeanour.
Remembering this was the person who made the remark
earlier in the evening directed towards me. I felt under a

3. certain amount of threat from him this feeling of unease was
quite alien; one not expected as people tend to mix well in
expatriate circles. I believe that this person imported his own
personal prejudices into the company that evening. The
discussion came around to N. Ireland and the events
concerning „Bloody Sunday‟ an incident that happened in
Derry/Londonderry (at that time) twenty-five years ago. I had
returned recently from Derry after attending the 25 th year
anniversary of the original march, which I was a member of in
October 1968. Only recently have I been openly going back to
Derry whilst on company leave keeping a low profile but
some times going to places only a few years ago I would have
been putting my life on the line. On one previous leave I was
stopped and detained by armed „RUC‟ officers with automatic
weapons who detained me for a number of hours: seeming I
was mistaken for someone else (informed later from a local
source) they were slightly embarrassed when I showed my
passport with many years of various stamps and visas, plus an
British Embassy insert.
When asked a question at the bar about the then situation in
the city, I believe myself to hold a somewhat moderate
viewpoint in all matters political being very aware of people‟s
sensitivities also aware of certain developments at the time. I
give a reply, a reasonable one, "that when the truth finally
emerged it would defuse the anger felt by a great deal of
people at home and maybe the chance for a lasting peace".
The person I already mentioned, the one with the attitude
problem took exception to this reply and started to verbally
attack me. He had been hostile from the time he was invited to
join the group at the bar clearly showing it through out this
time he was someone clearly bent on causing trouble. He then
became agitated again towards me in an aggressive fashion;
he insulted me with a racist remark saying "That we didn't kill
enough of you Irish Bastards that day”. I was flabbergasted by
this personal attack I became justifiably angry over the
blatantly racist remark having experienced in February 1972
after the Bloody Sunday incident when as a young airman
stationed in England was baited by other Royal Air Force
personnel, "On how we taught you Bogsiders a bloody
lesson" some thing's and attitudes have not changed much in
twenty five years. I had a disagreement with this person for
what he had said. There were heated words said, I eventually
returned to my accommodation. What I remember clearly was
this person was quite pleased with the outcome he seemed
content maybe achieving what he had set out to do: at my

4. expense. Due to this incident I was dismissed, the Company
refusing to pay me accrued Severance owing for a continuous
period of Fourteen Years of good and honourable service in
the 'Kingdom of Saudi Arabia'. I have been always been a
loyal employee supporting my Line management and
Company, and the Customer: 'The Royal Saudi Arabian Air
force' plus in the long run The British Government, who are in
the end the main benefactor with regards to the Al Yamamha
Contract.
I have always involved myself in helping and assisting my
fellow expatriates, was active in committee work for a
number of years have held the posts as the chairman of two of
the most successful Company Residents Committees In
Kingdom, these positions were voluntary and of a secondary
nature. I took my responsibilities seriously following the
Company line that the integrity of the compound security and
of its personnel and guests was of prime importance. To
protect the compounds I enforced a strict admission policy for
the many successful functions which where held in these
accommodation areas: The Shark Hotel & Izdihar Four
Compound in Riyadh. The adherence to a strict admission
policy was of serious importance due to the environment
where these compounds were situated. This due to the anti-
Western stance taken by some local religious authorities. Due
to the endeavours of myself and an excellent committee group
we never suffered any great problems from the authorities,
this was to our credit as we enjoyed as near a Western
lifestyle as possible within our accommodation areas during
our off work periods. This was also due to good logistics in
supplying the demands for vast quantities of certain beverages
plus the ability to provide live music and other entertainment:
therefore we became popular venues with company staff and
the western expatriate community in Riyadh: an outside it. I
and my committee would only admit outside guests if they
were invited by a resident of the compound and had their
names entered into a guest list and if they agreed to a cut off
time for admission: 22.00hrs. Most people adhered to the need
for such a guest list and a cut off admission point: but every
week there were the exceptions. Especially some personnel
from Head Quarters Bilad, who would profess their
indignation when politely, refused admission to a function
after turning up unexpectedly late in the evening with an
uninvited entourage in tow. On many occasions I and other
committee members would be threatened with various dire
consequences by persons purporting to be some one of

5. importance because this person was a manager who held great
sway in Bilad Headquarters: their way of dealing with a
refusal of admission. I was lucky to have many friends
amongst the expatriate medical they warned staff of the local
hospitals who always had their ear to the ground regarding the
„Riyadh‟ social scene on many occasions that certain elements
in British Aerospace Headquarters staff disliked me. This was
re-enforced when some nursing colleagues who were
girlfriends of headquarters staff constantly berated a personal
friend as in the past had been refused entry to various
functions in The Shark or Izdihar Four, when were unable to
obtain tickets for functions.
Basically a gulf existed and still does between British
Aerospace Headquarters staff and the employees on the Bases
especially Riyadh Base, this believed by many continues right
up through management levels as well. I remember asked to
have dinner in Izdihars Fours restaurant with some managers
one of which was new to the Kingdom and had come over
from BAE. Warton on a Company visit. During the
conversation being aware that I was from an ex-service
background, was surprised by the fact that I came from a
Nationalist part of Derry (The Brandywell). He was quite
surprised as well as been allowed to be in charge of the
resident's committee that I was employed on a military
contract in the first place as I came from that particular area of
Derry/ Londonderry. This person before joining Aerospace
informed me that he had come over from England to attend
Magee University College in L/Derry to study. It was
disappointing to see that he suffered from an allusion that
every catholic from the city was a potential terrorist, (the
British press could be quite reactionary in it‟s views when
referring to the nationalist community in those days) I found
this quite insulting the comment showing the limits of an
ability to understand personnel. The main reason I enjoyed
my job and position in Saudi Arabia is the friendship and
respect I received from my Saudi friends and colleagues,
allowing me to believe that the job I was involved in was of
importance and I truly believed in my role 'The Kingdom of
Saudi Arabia'. For many years I felt a feeling of transience as
a member of the armed services: always doing my job to the
best of my ability but not really part of it and to an extent not
being accepted as part of it. This is around the time I and
others became aware of a change of management types and
attitudes could clearly foresee the demise of the old ex-
services type of manager. They I believe had a better

6. understanding of the on-base workforce due their ability and
insight for the wider view of things, unlike the management
system imported from Warton in Lancashire who dictated
their own particular style of management.
BAE‟s refusal to pay severance owing to me is unfair in any
moral sense; account must be taken of 'Natural Law'
governing any degree of a Balance of Fairness in an
individual's contract. What has to be considered is the
Company‟s history of inconsistencies with regards to its
treatment of others who have been dismissed and others who
have not: depending on their positions within the company.
Especially the case of a serving Royal Air Force officer a pilot
seconded to Aerospace as a flying instructor, who assaulted a
manager during a party in a villa in Riyadh by striking the
manager for no reason at all in front of a multitude of guests.
This serving officer was allowed to remain in Saudi with the
company the action taken against him was: a Written Final
Warning. This decision believed by all was, if this Royal Air
Force Officer were sent back to U/K, he would have been
court marshalled. Which would have had a detrimental effect
on his career: an exercise in damage limitation I believe?
Other well known and talked about incidents concerning
assaults which have happened in the workplace, notably in
Bilad, British Aerospace‟s Headquarters. These events
brushed under the proverbial carpet but the names of
individuals concerned are of general knowledge to many
personnel. What also beggar‟s belief is how individuals who
were implicated in illegal actions such as a telephone billing
scam concerning international billing charges were dismissed:
all but one I believe received their due severance. It is
strongly felt by the workforce that the investigation into this
affair became embarrassing that management terminated it by
calling an amnesty allowing those concerned to pay back
charges owing, others believing that to pursue it any further
may have caused a great deal of embarrassment to certain
senior individuals.
I am being objective in my view for I believe in fairness and
justice, raised in the tradition (within my own community) of
a belief in fairness, a great emphasis was the respect for a
work ethic a norm in my up bringing in my native city of
Derry (an area of high unemployment and institutionalised
discrimination against we Nationalists). The belief in fairness
preached to my contemporaries and me in our schools and

7. churches in what the media describing as the Bogside area of
the city. "Not to give what was required in your workplace: a
good degree of work input and loyalty to an employer was
deemed morally wrong". Taught also that an employer was
also morally responsible to a good employee and reciprocate
in every: Degree of Fairness. An edict I always believed in
one I have followed: as my record with Aerospace must
clearly show. The company on the other hand shows itself to
be dishonourable and seen to be dishonest in retaining accrued
severance which I have worked hard and long for. To be
penalised by the Company with such a degree of viciousness
is surprising for as a supervisor I believe I give to the
Company more than most in my position: my record clearly
shows that. My argument is that I have been discriminated
against by elements within management of British Aerospace
Saudi Arabia. I believe with help a strong argument for this
can be put to a others enabling my case new light and
therefore projecting it into the open arena: hopefully with help
from the media. I have a strong belief that the rights of an
individual must be protected especially those who work on
overseas contracts for it seems their rights are denied to them.
I originally attempted to take my case through the channel of
ACAS via an appeal to a tribunal only to be informed that as I
was employed to work in Saudi Arabia I had no right to the
appeal process in England as I was employed to work outside
the United Kingdom. This surprises me as this was a British
Government/ Ministry of Defence Sponsored Contract the
lack of regard for the rights of so called British Citizens
causes concern as I was originally recruited in the United
Kingdom in September 1982: under the then: British Aircraft
Corporation on a contract construed under English Law. I've
since been informed by letter by the DTI London by a Mr.
Mitchell that via legal advice I will be able to take a case
against the company: this kind advice came about by initially
writing to the Prime Minister Blair's Office London. Checked
to here so far nod
I fully intend to fight my case and show that especially: Mr.
Paul Dugan, the K.F.A.A. Business Team Manager did not
give due concern to my appeal against dismissal. I believe the
appeal was not given its correct consideration due to the fact
that his time was taken up by a more political matter, a near
riot by the local Saudi populace, because of a bonfire and
party in one of the Company Married Compounds which
upset local sensitivities. Therefore I believe little time and
consideration was given to my appeal. I also appealed to the

8. Managing Director of Systems Security and Defence Mr.
Steve Mogford to no avail as the Company sat on the matter
for a period of weeks do to this delay, I almost missed the
twelve week dead line set by ACAS for appeal to a tribunal. I
finally received a reply a negative one, he the M.D. quoting
the Company line, supporting his management team‟s
decision. The Company arguing that they had a right to the
non payment of accrued severance as laid down in the
Conditions of Service an escape clause, in some cases used in
a discriminatory fashion depending who one is and position
held. I believe that I have been punished more than most, the
loss of my job, salary and bonuses, as well as loss of position
as a supervisor has and therefore of self-esteem, the
Company's vindictiveness surprised a great many of the
workforce. Changes to the before mentioned Conditions of
Service over the years since have be undertaken by Executive
Decision Making, under what could be deemed as a form of
authoritarian management with a workforce governed under a
system of tutelage. The system employing the tools of
misinformation and disinformation constantly confusing the
ever changing workforce including long time employees such
as myself, as we never really knew where one stood with
regards to contractual conditions. These changes where
promulgated every so often, times there would be a feast then
a scarcity of information, as great chunks were quickly
withdrawn for cosmetic repairs. Requests form employees
employed on air bases for clarification of changes to the
Management Manual were always replied to by the statement
that a copy was available with Line Management. This easier
said than done, as one who worked on an air base: King Fisial
Air Academy in Riyadh, information was not readily
available, until there would be a crisis. As had happened in
one of the technical areas recently where a political dismissal
occurred: now a manual is available in that particular work
area. The tools for communicating and downloading
information to the workforce are readily available when one is
employed in a purpose built headquarters, but not for
personnel working in a completely different environment: a
Royal Saudi Arabian Air force Base.
Aerospace tried to implement a British Quality System on the
bases but failed, due to the customer‟s satisfaction with the
existing American one. The British system easy enough to
establish in the cosy confines and environment of their
prestigious Head Quarters building but not on the workfare
Mr. Paul Dugan the Base Business Manager finally had to

9. inform us at a meeting of supervisors of the customer‟s
rejection of the British system. Informing us that it was found
to be unsuitable for implementation on an air base work
environment, he with tongue in cheek described us as: 'The
Men behind the Wire'. Stress which is a hidden problem in the
workforce, especially those employed on the air bases, a
group of people mostly recruited from the Armed Forces, who
would be the last to admit that they may be suffering from the
results of stress. The build up of stress manifests itself in the
abuse of alcohol, which there is abundance of in different
strengths and varieties, readily available in Company Clubs
These clubs with their various bars are important to the work
force in Saudi Arabia especially the single unaccompanied
bachelors, who's main interest is to build up an nest egg. In
the hope in allowing them to leave Saudi as soon as possible,
so a great deal of leisure time is spent in these areas.
Unfortunately, separation from family usually has a
detrimental effect on relationships/marriages; there is a high
degree of divorce amongst the workforce. Therefore an
employee remains in Kingdom to pay for the property
settlement that usually follows: adding again to the increase in
stress. I like many of my work colleagues, employed on the
air bases, have experienced this situation resulting from
separation from families and the ensuing trauma of divorce. I
have attended counselling since returning from Saudi Arabia,
have been told that I have and still am experiencing the
typical symptoms of stress: surprise was expressed that it had
not been highlighted and acted upon. It is a well-known fact
that In-Kingdom Executive Management has no sympathy for
anyone who is considers as having a problem: their answer is
“if there is a problem get rid of it”. Therefore problems with
stress are not recognised as the culture forbids it.
As civilian supervisor who was involved in Desert Shield and
Desert Storm, awarded The Gulf Medal and Clasp probably
having more involvement than most personnel in K.F.A.A.
Riyadh, can see how stress and separation brings to the
surface the cracks in relationships. This was just as bad for the
part of the workforce which was sent home at their own
request, during the Gulf Crisis and others who were unable to
return to Saudi due to the cessation of air travel to the Middle
East. Experiencing through a protracted stay at home, feeling
totally out of place due to the effect of de-coupling, a
recognised symptom related to separation from family over a
long period of time. I add at this point, that at 11.am on the
24th. Of January 1991, the workforce was called to a meeting,

10. held in the K.F.A.A. hanger's crew room. Personnel given the
option of either repatriation to U/K or remaining at the work
place due to an understandable fear of injury or death from
Scud missile attacks on Riyadh at that time. Two other
supervisors (J.Grant & Flash Rush) and I were taken to the
side by Mr. Paul Dugan then the deputy K.F.A.A.
Maintenance Manager before this meeting, we were requested
to stay due to a shortage of line management. These managers
had to remain at home in U/K unable to return to Kingdom
due to the cessation of international air travel to the Middle
East at the time of the Gulf Crisis. We agreed to remain for
the sake of the contract, as the customer, the Royal Saudi
Arabian Air Force mistakenly may have believed that the
British Aerospace workforce in K.F.A.A. was about to leave
them to their own devices. I agreed to stay as did the other
two supervisors as well as forty plus personnel to fulfil the
Customers Requirements. Others decided to opt for the cosy
option and decided to return to the UK and other places
including Israel via another country and awarded on return a
medal & clasp for their brave affords in kingdom. The main
reason put forward to we three supervisors was that jobs in
U/K could very well depend on the good faith been shown to
the customers needs, also this may be reflected in the future
contracts and sales.
I believe that I was fundamental in creating a programme that
may have saved at least one KC135 Aircraft if not others
belonging to the United States Air force. These aircraft were
of great importance during and after the Gulf War 1: used in
refuelling tasks supplying in-flight aircraft with fuel. A
serious problem existed (Vicious Cycling or Thermal
Runaway of the Aircraft's On-Board Ni Cad. Battery systems)
that could have caused a catastrophic condition in a worst-
case scenario: if an aircraft had crashed in any of the
populated areas surrounding the base at KFAA. This threat
measured by a response from an American at RSAAF HQ,
finally grasping the seriousness of the situation contacted me
on a number of occasions introducing himself as
understanding the need to take assertive action to push for the
correction to the numerous fault conditions in case of
potential worst-case scenario situation occurring. My belief is
if I had not acted (supported by my Senior Training and
Maintenance Manager at the time), that there were a number
of serious problems with the USAF KC135's and other
aircraft‟s Ni-Cad. Battery charging systems, a situation may
have arisen that would have put Saudi /USA relations beyond

11. repair if a serious air incident had happened over the city: (A
Pre.9/11. Situation) The U.S. Forces at the time unable to
comprehend the danger of a major incident over Saudi
Arabian territory: cities and towns that could have led to such
a situation: A Total Catastrophe. We were told not to allow
the customer any information on what we were doing: a little
difficult if you have Saudi Nationals working for you and
surrounded in the workplace by Royal Saudi Arabian Air
force personnel. I was awarded a number of good shows for
my endeavours as well as recognition in the form of a
company video for my involvement. A copy of this can be
viewed as part of this web page to explain the extent of my
endeavours in always involving myself in the company's
interests, needs and requirements. I had to push the issue to
have the job completed: asking staff to go for that extra afford
to complete an ever increasing work load; this significantly
increased by the numerous problems to the USAF aircraft
battery problems.
An issue I did push was with a similar fault condition on
newly arrived Pilatus PC9 Aircraft, which superseded the old
trainer aircraft we had at KFA.A. Pilots experienced problems
during flight and had to return to base due to overheating
battery conditions. At least one situation was quite serious
resulting in a „Board of Inquiry‟ involving senior „Royal
Saudi Arabian Air Force‟ officers: representing the customer.
Of course this was the talk amongst the BAE staff on base and
compound bars. Blame was automatically pointed at my bay
personnel and me by other sections of „The Avionics Flight‟,
this I knew to be wrong and unfair as my bay staff produced
work of an excellent quality: as was their norm. I investigated
the situation and created a report that was accepted by the
„Board of Inquiry‟ who fully supported my finding as did
BAE Head Quarters Bilad (Engineering). It transpired that
during the Commissioning of the PC9 that the Air Electrical
Section (Part of The Avionics Flight) failed to adjust the on-
board voltage control requirements to suit the high ambient
temperature levels experienced in the 'Hot Climate' conditions
experienced in Middle East. My then Senior Maintenance
Manager: Mr. Fred Collins congratulated me nothing more
was said as things were laid to rest, to avoid embarrassment to
others who jumped the gun in the 'Blame Game'.
Trying to settle back into a normal life away from the Middle
East is difficult, it presents its own problems and trauma's.
Especially if a person is in danger of losing his home, due to a

12. reliance on a hoped for severance. The myth of big money in
Saudi Arabia is incorrect for as a family man and divorced
who supported his children through their teens as a distant
single parent, it is quite financially demanding. Fine if one
enjoys the huge salaries that say pilots earn: may I add
deservedly so. The main recipients of huge benefits from
contracts such as the Al-Yamaha today are the main players in
the system: BAE. Executive Management. I have tried to find
employment in main land U/K; I even attempted to settle in
my native city of Derry knowing that it would be difficult. I
will not easily be forgiven for having joined the services in
1969: I am „Beyond the Pale‟ in some minds, even changes to
an accent after years away can lead to difficulties therefore
the need for long drawn out explanations.
In a place such as Derry depending on the where you are and
who you meet, a person such as myself will always be looked
on as an ex-member of the „Crown Forces‟: even though I
never served in N. Ireland or would have done as I was
classed as „Current Condition Nil‟. It was clear to me that this
was an unsuitable attempt at settling there at that period of
time as it put great stress on my family due to the fact that it
was never mentioned to others outside the family that I and
my brother had been members of the Royal Air force: I later
employed by British Aerospace Saudi Arabia on a military
contract. In company it is extremely difficult to hide your last
twenty-nine years of past life unless one is an accomplished
liar. I must add at this point I have returned to live and work
in the UK (January 2005) after working in the Republic of
Ireland for a number of years after my time in the Middle
East. It is from here in the U.K. with the help I will endeavour
to claim right to my due „Severance Pay‟ for a period of 14
years of honourable employment.
 I intent to write to the 'Company's' main office in London.
 The Prime Minister's Office.
 The First Minister and First Deputy Minister of the
Northern Ireland Exec.
 The Ministry of Defence.
 His Majesty King Abdullah of Saudi Arabia.
 The United States Ambassador to the United Kingdom.
 The European Commission.
 Al-Jazerra news.co/english

13. As a closing note it is only recently I have been able to put together
in writing my side of the story of this particular time in Riyadh. I can
now clearly see this was a period when I experienced a type of house
arrest (Passport withheld and Saudi ID Agama taken off me)
isolated, unable to think clearly. I was unable to comprehend my
situation therefore could not to form an adequate defence; this was
accommodating to the BAE Managing Team.
Sincerely Neil O‟Donnell.
Nottingham, England.
netnoddy@netscape.net