UDC Design Proposal

FOREWARD

THINKING

FOR THE

FUTURE OF DEVELOPMENT

TENDER GP/233 - FIT OUT WORKS TO UDC’S OFFICES ABRAJ QUARTIER 1, 7th, 37th & 38th FLOORS 2016.04.10/ SUNDAY The contents of this document (digital content, images, text and video) are made available by bluu Qatar. At no time may you reproduce a copy (printed or download) of materials from this document without prior written permission.

All items may be protected by the Qatar Copyright Law.

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“ Well, there are lots of ways to measure success...

“

but when the figures continue to show growth it means we are getting a lot of things right.

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Introduction

“

Introduction

L

eading Qatari shareholding company with a mission to identify and invest in long-term projects contributing to Qatar’s growth and providing good shareholder value.

Since 1999, UDC has progressively moved from the project research stage into the development, production and operations stage.

Project research has led to the creation of companies, considered to be among the most successful in their related fields. The company prides itself in its ability to create quality investment opportunities at home and overseas.

The company continues to quest for excellence and progress by identifying and adding new investments and partnerships to its diversified portfolio of excellent businesses.

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“ Contents Scope of Work

...........................07

Operative Floor- 7th floor

...........................09

Executive Floor-37th & 38th floor

...........................33

Technical Drawings

...........................69

Executive Summary of Previous Submission

...........................75

About Us

...........................84

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“ SCOPE OF WORK

Executive Floors 37th & 38th Levels

Operative Floor 7th Level

EXECUTIVE FLOOR - 38th Floor Receptionist CEO Main CEO P.A. Second CEO P.A. Third CEO P.A. Chairman Main Chairman P.A. Second Chairman P.A. Third Chairman P.A.

1 1 1 1 1 1 1 1 1

9

EXECUTIVE FLOOR - 38th Floor Receptionist CEO Main CEO P.A. Second CEO P.A. Third CEO P.A. Chairman Main Chairman P.A. Second Chairman P.A. Third Chairman P.A.

1 1 1 1 1 1 1 1 1

9

OPERATIVE FLOOR - 7th Floor Receptionist FINANCES Department HUMAN CAPITAL Department LEGAL Department AUDIT Department PMO Department

2 38 46 12 7 6

111

OPERATIVE FLOOR - 7th Floor Receptionist FINANCES Department HUMAN CAPITAL Department LEGAL Department AUDIT Department PMO Department

2 38 46 12 7 6

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“ OPERATIVE FLOOR

Occupation by Dept.

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Tripology of Areas

.............................18

7th Floor Option 1

.............................21

7th Floor Option 2

.............................23

Visuals

.............................24

Materials

.............................28

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“ OCCUPATION TABLE BY DEPARTMENT LEGAL Department

A D B

GENERAL LEGAL COUNSEL

SECRETARY

LEGAL MANAGER

COPORATE COUNCELOR

B-

SENIOR LAWYER

E ADDITIONAL

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6 STAFF (ADMIN. ASISTANCE close to Director & Managers)

MEETING ROOM 4-6 PEOPLE

MEETING ROOM 12 PEOPLE

STORAGES WITH ACCESS CONTROL

SENIOR LAWYER

LEGAL Department # 1 2 3 4

# 5 6 7 8 9 10 11 12

Name of Employee

Position

Noof Rashid Al-Sulaiti Serge Michel Sarkis Moataz Mahgoub Abbas El Araki Margie Ferrera Fortu

General Legal Counsel Legal Manager Corporate Counselor Secretary

Name of Employee

Position

Latefa Khalifa T Kh Al-Subaiei Mohamed Omer Mohamed Ahmed Osman Mekki Taha Suliman Elzain Mohamed Nouras Nehad Majid Nahed Kh. Sh. Alqam Mohamed Mamdouh Mohamed Elmeshad Ahmad Mohamad Mohamad

Lawyer Lawyer Senior Lawyer Senior Lawyer Shareholder Relationship Officer Administrative Assistant Document Controller Office Assistant

Typology Type of office Closed A

Size of office 6 m2 * 5 m2 total of 30 m2

B B D

Closed Closed Closed

5 m2 * 4 m2 total of 20 m2 5 m2 * 4 m2 total of 20 m2 3 m2 * 3m2 total of 9 m2

E E BBE E E E

Type of office Cubical Cubical Closed Closed Cubical Cubical Cubical Cubical

Size of office Open Space Open Space 3 m2* 4m2 total of 16 m2 3 m2* 4m2 total of 16 m2 Open Space Open Space Open Space Open Space

ADDITIONAL REQUERIMENTS 1- Storage with access control 2-Meeting Room 4-6 people - used 6 months/year by external auditor 3-Meeting room 12 people for team meetings twice/week (shared)

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A D

DIRECTOR AUDIT SECRETARY

B C

HEAD OF AUDIT SERVICES

AUDIT SUPERVISOR

ADDITIONAL

MEETING ROOM 4-6 PEOPLE

AUDIT ANALISYS

AUDIT ANALISYS

DIRECTOR PROJECT MANAGEMENT OFFICE SECRETARY

STRATEGIC PLANNING MANAGER

ADDITIONAL page 12

AUDIT SUPERVISOR

STORAGE WITH ACCESS CONTROL

A D B

HEAD OF TECHNICAL AUDIT

MEETING ROOM 12 PEOPLE

SENIOR RISK SPECIALIST

STORAGES

BUSSINESS ANALISYS

SENIOR RISK SPECIALIST

AUDIT Department AUDIT Department # 1 2 3 4

#

Name of Employee

Position

Abdulla Ahmed A A Al Fadli Karim Samaha Vacant Sarah Soliman Hassan Soliman

Internal Audit Manager Head of Audit Services- Manager Grade

Name of Employee

Position

5 Wissam Jaber

#

Name of Employee 6 Vacant 7 Vacant

Head Of technical Audit -Manager Grade

Secretary

Audit Supervisor- Operations & Shared Services (considered Head)

Typology Type of office A Closed B Closed B Closed D Closed

C

Type of office Island office

Size of office Open Space

C C

Type of office Cubical Cubical

Size of office Open Space Open Space

Position

Audit Staff Audit Staff

Size of office 6 m2 * 5 m2 total of 30 m2 4 m2 * 4 m2 total of 16 m2 4 m2 * 4 m2 total of 16 m2 3 m2 * 3m2 total of 9 m2

ADDITIONAL REQUERIMENTS 1- Storage with access control 2-Meeting Room 4-6 people

PMO Department PMO Department # 1 2 3 4 5 6

Name of Employee

Position

Bakhtiar Hassan Shahzad Mohammad Ali Fazal Ahmed Shaik Khutubbuddin David Ford Vacant

Director- Project Management Office Strategic Planning Manager Senior Risk Specialist Business Analyst office required

vacant

Secretary

Typology Type of office Closed A

B B B B D

Closed Closed Closed Closed Closed

Size of office 6 m2 * 5 m2 total of 30 m2 5 m2 * 4 m2 total of 20 m2 3 m2 * 3m2 total of 9 m2 3m2 * 3 m2 total of 9m2 3m2* 3m2 total of 9 m2 3 m2 * 3m2 total of 9 m2

ADDITIONAL REQUERIMENTS 1-Meeting room 12 people (shared) 2-Storages ‫ﻗﻄﺮ‬

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HUMAN CAPITAL Department

A D B+ BC

DIRECTOR H.C.

SECRETARY

HEAD OF

ADDITIONAL

HEAD OF

HEAD OF

HEAD OF

13 STAFF

16 STAFF

MEETING ROOM 6 PEOPLE

MANPOWER PLANNING & RECRUITMENT PERFORMANCE MANAGEMENT & COMPENSATION MANAGER

GENERAL SERVICES MANAGER

E

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PAYROL SECTION (including filling room)

ADMIN. SERVICES DIRECTOR

STORAGE WITH HELP DESK

2 MEETING ROOMS 12 PEOPLE

STORAGE

HEAD OF

HUMAN CAPITAL Department #

Name of Employee 1 Nasser Abdulla A S Al-Harmi 2 3 4 5 6 7

# 8 9 10 11 12

# 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46

Saleh Mohammed Al-Jraidi Abdulaziz Al-Saey Ahmad Alfadala Mahmoud Al Maghribi Payrol Section Valerie Maldia Manay

Position

Executive Director Human Capital Manager- Manpower Planning & Recruitment / (Acting) HR Director Admin Services Director Manager- General Services Manager- Performance Management & Compensation Payrol Section including filing room

Executive Personal Assistant

Name of Employee

Position

Mohammed Ghanim Al-Kubaisi Turki Al Subaey Eyad Mhd Adnan Al Hamwi Meshal Al-Jabir Murali Gopal

Head of Government Relations (Admin) Head of Facilities (Acting) (Admin) Head of Performance Management Head of Personnel Head of Payroll

Name of Employee

Position

Ali Hotait Mohammed Zakaria Abuasba Hussein Mousa Khuloud Al Haddad Rachid Lfakir Youssef Laagourri Hani Mahmoud Molihan Maryam Alabaidli Nasir Hassan Osman Ibrahim Sabri Hamed Wagie Alla Mohamed Noor Sa'Id Musallam Salameh Al-Qaisi Sajan Kunnumpurath Cherian Wafaa Ibrahim Ahmed Abdulla El Hamayda Mohamad Youssef Kharboutli Abhilash T. Rajan Andreea Haydamous Catherine Jane Flanagan Charbel Khoury Aouad Elissar Bechara Genevieve Geronimo Hamil Lee Capatayan Jamie William Clarke Wafa Hassan Mohammed Ali Naqi Khalid Marani Mahmoud Ebarah Romio Said Shoukath Ali Shaji Sudha D'Souza Thaer Ahmad Abdallah Alzubi Vacant Vacant Vacant Vacant Vacant

Facilities Officer- Accom & Transport (Admin) General Services Supervisor- Contracts (Admin) General Services Coordinator- Technical (Admin) General Services Coordinator- PR's (Admin) General Services Coordinator- Inventories (Admin) Administration Asst- Mail (Admin) Government Relations Reprsentative (Admin) Administrative Assistant (Admin) Government Relations Reprsentative (Admin) Government Relations Reprsentative (Admin) Government Relations Reprsentative (Admin) General Services Coordinator (Admin) Administrative Assistant (Admin) Recruitment Officer (HC) Personnel Officer (HC) Recruitment Officer (HC) Employee Relations Officer (HC) Senior Insurance Specialist (HC) Personnel Officer (HC) Senior Policy & Compensation Specialist (HC) Manpower Planning Officer (HC) Sr. Manpower Planning Specialist (HC) Employee Relations Officer (HC) Training & Development Officer (HC) Sr. Personnel Officer (HC) Personnel Officer (HC) Senior Document Controller (HC) Personnel Officer (HC) Business Analyst (HC) TBC TBC TBC TBC TBC

ADDITIONAL REQUERIMENTS

Typology Type of office A Closed

Size of office 6 m2 * 5 m2 total of 30 m2

B B BBB D

Closed Closed Closed Closed Closed Closed

5 m2 * 4 m2 total of 20 m2 5 m2 * 4 m2 total of 20 m2 3 m2* 4m2 total of 16 m2 3 m2* 4m2 total of 16 m2 30 m2 3 m2 * 3m2 total of 9 m2

C C C C C

Type of office Cubical Cubical Cubical Cubical Cubical

Size of office Open Space Open Space Open Space Open Space Open Space

E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E

Type of office Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical Cubical

Size of office Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space Open Space

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1- Storage with help desk 2-Meeting Room 4-6 people - interviews (behinde reception) 3-Two Meeting room 12 people and reconfigurable to become trining room (shared) 4-Sorages:

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FINANCE Department

A D B+ BE

DIRECTOR FINANCES

SECRETARY

ACCOUNTING DIRECTOR

HEA OF COMITMENT

HEA OF REVENUE

HEA OF GENERAL LEDGE

11 STAFF

6 STAFF

3 STAFF

ADDITIONAL

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CORPORATE FINANCE DIRECTOR

MEETING ROOM 6 PEOPLE

MEETING ROOM 2-3 PEOPLE FOR PAYMENTS TO SUPPLIERS

HEA OF CORPORATE FINANCIAL SUPERVISOR

HEA OF BUDGET

1 STAFF

RECEPTION INDEPENDENT FOR SUPPLIERS

4 STAFF

STORAGE: FILLING + SAFE STORE + ARCHIVE

OTHERS

4 STAFF

CABINETS

FINANCES Department #

Name of Employee Maher Omar Shaban Naim 1 2 3 Vacant 4 Karim Farhat

#

Position Executive Director Finance PA for Executive Director Accounting Director Corporate Finance Director

Typology A D B B

Type of office Closed Closed Closed

Size of office 6 m2 * 5 m2 total of 30 m2 5 m2 * 4 m2 total of 20 m2 5 m2 * 4 m2 total of 20 m2

Closed

3 m2* 3m2 total of 9m2

Typology BE E E E E

Type of office Closed Cubical Cubical Cubical Cubical

Size of office 3 m2* 3m2 total of 9m2 Open Space Open Space Open Space Open Space

Cubical

Open Space

E E E E E E

Cubical Cubical Cubical Cubical Cubical Cubical

Open Open Open Open Open Open

Name of Employee Mohamed Abdullah Feras Tayseer Mahmoud Supervisor Mahmoud Itani Fadi Nabhan Mohamed Fouad Joby V cherian

COMMITMENTS - Position - sepatared area Head of Commitments Commitments (Payments) Supervisor - Commitments (Invoices) Sr. Accountant Accountant

Mohamed Noufel Roshan Perera Azeer abdul azeez Paul A. Varghese Vacant Vacant

Accountant Accountant Assistant Accountant Sr. Accountant (Cash Expenditure) New Employee New Employee

# 17 18 19 20 21 22 23 24 25 26 27

Name of Employee Ahamed Ameer Mohamed Shakir Mohameed Lafir Subhashana Manaram Fazal Mohamed M.K Vacant Vacant Musthakeem Abdul Hamead Fouzul Aleem Haneefa Abdulbar Vacant Ahmad sallay Nawas

REVENUE & GENERAL LEDGE - Position - sepatared area Head of Revenue Accountant - Residential Leasing Revenue Financial Controller (Retail & Office Leasing Rev) Sr. Accountant (Retail & Office Leasing Revenue) Sr. Accountant (Residential Sales Revenue) New Employee New Employee Head of General Ledger 24-i-Accountant - GL New Employee Financial Controller - Projects

Typology BE E E E E E BE E E

Type of office Closed Cubical Cubical Cubical Cubical Cubical Cubical Closed Cubical Cubical Cubical

#

Name of Employee

BUDGET & FINANCIAL ANALISYS - Position - sepatared area

Typology

Type of office Size of office

28 29 30 31 32

Pradeep wijesinghe Vacant Kapil Goel Kamal Hadieb Vacant

Head of Budget New Employee Corporate Finance Supervisor Senior Financial Analyst New Employee

5 6 7 8 9 10 11 12 13 14 15 16

Senior Accountant

33 Vacant 34 Vacant

New Employee New employee

# Name of Employee 35 Thushantha Shaman Punchihewa

Position Financial Controller - Revenue

36 Deepak Somnath Gupta 37 Vidya Orena D'Souza 38 Geethapriya Bhuvaneswaran

Senior Cost Accountant (Community Management) Sr. Cost Accountant (Community Management) Senior Billing Coordinator

BE BE E E E Typology E E E E

Space Space Space Space Space Space

Size of office 3 m2* 3m2 total of 9m2 Open Space Open Space Open Space Open Space Open Space Open Space 3 m2* 3m2 total of 9m2 Open Space Open Space Open Space

Closed Cubical Closed Cubical Cubical

3 m2* Open 3 m2* Open Open

3m2 total of 9m2 Space 3m2 total of 9m2 Space Space

Cubical Cubical

Open Space Open Space

Type of office Size of office Cubical Open Space Cubical Cubical Cubical

ADDITIONAL REQUERIMENTS 1- Meeting Room for 6 People for External Auditor and Internal Finance Meeting 2-Closed Space for Suppliers and customers payments (Delivery & Collection) 3- Separate Reception For Finance 4- Adequate storage for filing( Finance Document store Room, Safe Store Room, Archive Store Room & Corporate Finance Document Store Room) 5- Storages: Cabinets to be available for each Finance Section

Open Space Open Space Open Space ‫ﻗﻄﺮ‬

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“ TYPOLOGY OF ROOMS TYPE A Department Director

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TYPE D Executive Secretary

TYPE B Manager

TYPE C Head of Section

TYPE E Staff

M.R-10p Meeting Room 10 people Reconfigurable

M.R- 3p Visitor & Interview Room

M.R-12p Department M.R 12 people

M.R- 6p Department M.R.

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“ 7th FLOOR OPTION 01

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“ 7th FLOOR OPTION 02

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keyplan

“ 7th FLOOR RECEPTION page 24

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“

Material Finishes - 7th Floor Elegance of Form Interlinking Mass

Suspended elements, vibrant metal segments, soft and natural textures and open spaces are the proposed sculptural pieces for the areas of the 7th floor. They will reflect the concept idea and give to the operative floor a comfortable space where become more productive.

The sustainable management will ensure that resources will be maintained and provided for future generations. Rapidly increasing awareness of the importance of such management has led to a change in the businesses practices for many companies. These companies are providing green products, enhancing the efficiency of their supply chain and management strategies, and yes, adorning their offices with eco-friendly decorations.

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7th Floor - Material Board

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“ EXECUTIVE FLOOR

37th Floor Plan

.............................35

38th Floor Plan

.............................37

Visuals

.............................38

Materials

.............................64

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“ 37th FLOOR

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“ 38th FLOOR

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keyplan

“ 37th FLOOR CEO OFFICE Option 1 - Wood flooring page 38

Option 2 - Marble Flooring

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“ 37th FLOOR PA OFFICE page 40

keyplan

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“ 37th FLOOR RECEPTION Option 1 - Stone Flooring page 42

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Option 2 - Mahogony page 43

keyplan

“ 38th FLOOR RECEPTION page 44

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“ 37th FLOOR MAJLIS Option 1 - Wood Flooring page 46

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keyplan page 47

“ 37th FLOOR MAJLIS

Option 2 - Marble Flooring page 48

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keyplan page 49

“ 38th FLOOR CHAIRMAN OFFICE keyplan

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Option 1 - Walnut Finish

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“ 38th FLOOR CHAIRMAN OFFICE

Option 3 - Wood Flooring

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Option 2 - Wood Flooring

keyplan

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Option 2 - Wood Flooring page 53

37th FLOOR

P & CEO CONFERENCE ROOM

keyplan

“ Option 1 - Wood Flooring page 54

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Option 2 - Stone Flooring page 55

“ 38th FLOOR BOARDROOM page 56

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37th FLOOR

MEETING ROOM

“ Option 1 - Stone flooring page 58

keyplan

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Option 2 - Wood flooring page 59

keyplan

“ 37th FLOOR EXECUTIVE OFFICE page 60

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Option 1 - Wood flooring page 62

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Option 2 - Marble Flooring

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“ Elegance of Form Interlinking Mass An Impactful Moment Using neutral tones of gray, brown, and blacks and whites for flooring, furnishings, lighting fixtures and textiles on the 38th floor. Contemporary colors leave the details of your furniture metal details to shine through or leave the ability for your imagination to get creative with textures and patterns. Using neutral colors for a more sleek and classic look. Classic iceWd oak timber, chocolate leather wall cladding with satin champagne metal detailing for the wall treatment for example is beautiful to the touch and the eye.

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38th Floor -Material Board

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“ 7th Floor - General Plans

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Technical Drawings

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“ 37th Floor - General Plans

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Technical Drawings

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“ 38th Floor - General Plans

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Technical Drawings

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“ Executive Summary of Previous Submittals

Record of Tender

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Record of previous submission

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RECORD OF TENDER 2016.02.28

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Board Room

Reception Display Area

Chairman Office

Display Area Material Board

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Board Room

Board Room Lounge Chairman Office

VIP Lounge

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Reception

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RECORD OF PREVIOUS SUBMISSION 2016.03.27

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CEO Meeting

Board Room

Majlis

Reception

CEO Meeting

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Board Room

Chairman Office

Chairman

CEO Office

Majlis

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CEO PA Office

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About Us

“ Roots B

luu Qatar Is a 100% Qatari owned company with offices in Qatar, London, Dubai, and Philippines specializing in interior design, interior fit out and creating powerful environments in the residential, commercial, retail and hospitality market sectors.

together is the beginning.keeping “ Coming together is progress.

Working together is success.

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About Us

“ Who We Are Over the last 8 years Bluu have built an enviable reputation for consistently delivering projects that exceed our clients expectations.

employees with a group business turnover that exceeds 4 Billion Riyals. Throughout all our existing and completed projects it has been Bluu’s goal to achieve 100% client satisfaction. We are very proud that we have managed to achieve this goal ur client base stretches across many and in the majority of projects we have sectors including Financial, Oil & Gas, surpassed this.

Telecommunications, Legal and Media organizations. Our offices are staffed with a highly qualified team of architects, dehe construction industry in this region signers, contract and project managers, is strewn with complications. We at Bluu all with many years experience in the De- acknowledge that challenges may arise sign & Build market. Bluu has expanded but have the processes in place to ensure rapidly over the last couple of years, with that these are mitigated. The Project team projects in retail, hospitality and residen- will ensure a clear understanding of the tial sectors, having completed villa proj- design and ultimately the delivery of this ects for VVIP clients, and retail units and project. Our approach ensures a fluidity showrooms. in thought process that will address challenges before they occur and therefore Bluu Qatar is proud to be part of the Redco ensure projects are completed on time Almana Group in Qatar and the Ace Group and to budget. of Business´s in Dubai, totaling over 7,000

O

“

Bluu Qatar have opened the latest experience with our brand new office in the hub of Pearl.

With our senior partners, partnering us in the collaboration with over 1,800 square meter floor psace, showcasing luxury brands along side us

T

VISIONNAIRE

LONGHI

CRAVT ORIGINAL

ITALIAN MARBLE DESIGN

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“

Resource & Management

B

luu Qatar is regarded as one of the larger firms of its kind in our market and as such is well resourced in all areas.

However, the business retains the smaller company feel by operating out of two offices that know and understand their respective markets well.

Each unit is run by an independent board of directors to ensure the highest level of support and service to our clients.

Bluu Qatar currently turns over QAR 3.5m and has enjoyed

three record years of business employing a well-resourced and successful team.

W

e have the financial stability and resources to issue a dedicated and experienced team to this project. Bluu Qatar form part of the Redco Almana and the sales turnover for the group should exceed QAR 600k this year. We also benefit from the wider resources, skills and knowledge of the group when required.

Qatar spend 3 times the national average “ Bluu company spend on training its staff

“

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About Us

GENERAL MANAGER

2 NOS. MATERIAL SPECIALISTS

DESIGN DIRECTOR

4 NOS. PM ARCHITECTS

PRINCIPAL ARCHITECT

20 NOS. DESIGN ARCHITECTS (QATAR & PHILIPPINES)

DESIGN COORDINATOR

BIM TEAM

CREATIVE DESIGNER

OPERATIONS MANAGER ‫ﻗﻄﺮ‬

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Lorena Rodriguez’ Commercial Principal Architect

We back your business ideas with over 45 Architects with commercial expertise with over 10 to 20 years accummilated experience.

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About Us

Key Project... Key People

Having just completed a similar project with Motability, key members of that team are now available to work on your project.

Lorena Rodriguez, Commercial Principal Architect, will act as project sponsor, and given the stature of this work Lorena will be working with Daniel Gereis to control the resource and liaise with both this project.

hence is ideally placed to control these works, given the scope of that element.

The remainder of the team have been with Bluu Qatar for a number of years. We are fortunate to operate with an enjoyable culture that breeds loyalty and familiarity within the team. For our clients this assures them that the faces with which they interact and build relationships at the start of the project are still there at the end and beyond. It also ensures that our whole aniel Gereis is our most experienced team is familiar with our processes and Pre-Contracts Director and understands their duties to aid with a smooth delivery. this type of full refurbishment intimately.

He has an Architectural background and

D

see this project as a landmark development “ We for the business and as such we have seconded

“

our most senior team.

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Collaboration

Clearly principal in this structure is the Bluu Qatar who are ably surrounded by their professional team of Redco Almana, Autonomy and Italian Marble Design. Bluu Qatar has tasked Daniel Gereis and Lorena Rodriguez with managing the collaboration process between the client and their professional team and our service offering. Our entire team ethos is based around that of collaboration. For the project to be a success the team must all be able to communicate honestly and openly in a clear and professional manner. Our experience of working with professional teams on exactly this type of project will only ease this process.

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luu Qatar will employ a number of consultants on our team to police and endorse our design work prior to issue to your professional team, this ensures best practice is maintained and no time is lost through poor drawing or inefficiency. Fitting neatly under the management of Bluu Qatar lies our subcontractor chain who have all been verified thorough our rigorous monitoring process. We are confident in all of their abilities to underpin the project.

“All the talent in the world won’t

take you anywhere without our team collaboration.

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WORK TOGETHER FOR SUCCESS ‫ﻗﻄﺮ‬

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Programme

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Key to the success of the project is the programme detailing and micro programing of the second phase design works.

Utilising the knowledge of our in house team and sub-contract trade contractors, to ensure that all designs and specifications can be achieved on time and understanding the phasing of the works. Our programme shows the detail required to undertake the complete project and how project delivery will be achieved.

Within our programmes we have focused heavily on the micro detail of the key design period, highlighting the commitments needed from both the Bluu Qatar and the Redco Almana Project team, showing project review meetings, drawing production and client sign off. Whilst reviewing the project we have taken the opportunity to produce an alternative programme based upon the site possession by the contractor being advanced by two weeks to the original programme.

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e have evaluated the project and deconstructed it into manageable sections comprising of the tender period, detail design period, mobilization and the detailed micro programming of construction. This has been formulated into an overall project programme and shows all the key elements, milestones and the critical path required for the successful delivery of the project.

build period on the recent hospitality “The project, 63,000sqft project was 14 weeks.

luu Qatar demonstrated a diligent and knowledgeable approach from project inception with clear cost plans to assist in the financial control of the project, showing patience and empathy through the design phase together with excellent contract administration which allowed the project to flow smoothly through what I am sure you will agree was a tight programme with challenging logistics.

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Risk Register It is critical that the project is delivered within the programme limitations, budget expectations and expecting standards as outlined in the tender documentation. The goal of risk management on a project of this nature is to protect all parties involved and their ability to deliver on all of the items of risk.

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nformation resources and the processes to use them are a vital part of the project and its goals and objectives. Project threats, vulnerabilities and impacts will need to be considered in detail across all facets of the project requirements. Threats can be both internal and external and come in many different forms. The common element is they work against the project integrity, and availability of information resources. Some of the possible threats would be the alteration of specifications or systems or release of information whether intentional or unintentional. Vulnerabilities are weaknesses or holes in information resources and processes, which allow the potential for unauthorised or unintentional change or manipulation of resources which impact the project. Impacts are the costs associated with failure in protecting the project. These costs can be increased expenses or outflows (products, man hours, equipment replacement, etc.)

The threats, vulnerabilities, and impacts to information resources are not constant and will change over time. Due to this this, the threats to vulnerabilities of, and overall impact for every information resource, not only must be evaluated, but reevaluated at every project meeting to ensure that each element of risk is continuously managed.

Managing risk

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o manage risk we must know what the risks are. To do this we must identify all information, resources and data, determine their importance and level of impact if compromised, determine the acceptable risk tolerance, and define the appropriate controls. In addition, we must also ensure processes are in place to allow and adjust for changes in the three key elements which will occur over time. We will analyse risk and the likelihood and impact will be considered as a basis for determining how they should be controlled and managed. This analysis will not only assess the impact of basic or inherent risks, but will also look for any prolonged or residual risks, like the lack of or the use of change controls or processes. We will undertake a regular assessment to ensure current resource and information are accurate and the appropriate controls are in place based on the latest project team reviews and comments.

to the success of the project, is the understanding and “Key management of risk at the earliest possible stage in the process. The objective of risk management is not to eliminate all risk, but rather to keep risk at a level where protection failures are within anticipated and acceptable ranges.

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About Us

Communication on a project like this occurs in a broad sense, flowing down, across, and up the entire project team to ensure all information which aids the project is made available.

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o make sure we capture all of the detailed information required the entirety of risk management is monitored and modifications are made as required. Monitoring is accomplished through ongoing management activities, separate evaluations, or both and enforced by the project team.

Be proactive instead of reactive.

The project internal and external sources will need to perform regular risk assessments of the information and processes they are in control of. These assessments will identify risks, but it forces all those involved to be placed in a reactive mode to fix all the findings of the assessment. It is preferable to have members of the project team and sub-contract team perform self–assessments and become aware of the risks associated with their aspect of work and processes and be able to identify and offer solutions prior to the project commencement.

It is a team effort Identifying these critical resources or processes requires that all professional parties work closely and collaborate about the critical processes in their control and within their control. It is necessary to identify associated weaknesses, to evaluate and prioritise the associated risks, and to create teams who can help develop and implement an effective response strategy. This teamwork forms the foundation for an effective information programme and successful conclusion to the project that we will lead. An extract from the risk register (included in the supplementary methodology section of our submission) is shown here to highlight the early items of risk that have been considered for the project. The register clearly shows the item, the level of risk that it carries and the consequence of it not being completed on time. The control and management of these items in the first week of appointment will be key to the success of the project going forward.

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Relevant Experience

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s market leaders we have been fortunate to partner with a wide variety of companies and institutions on a range of projects. Importantly for the structure of this project team, we have worked extensively with the Professional Consultant teams on some of our larger and more complex projects and hence have a firm understanding of the process involved, checks in place and the spirit of collaboration with which this type of project is successfully delivered. We trust that Redco Almana will testify to our good work on our recent project with them for ‘The Partners Group’.

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Bluu Qatar worked well within the constraints and complexities of the historical elements of the property and the project was delivered on time, on budget and to a high quality.

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Proposed Methodology It is critical from a Bluu Qatar perspective to create as much inertia in the early days of the tender process as possible to allow us to produce the level of information and documentation necessary to deliver the project successfully. It very soon became clear that without this focus we would not have been have been able to create the level of submission necessary for a project of this nature. Knowing that the tender documentation was being issued on Thursday 4th of February, we decided that the very best start to the process would be to visit the building the same day to gain an appreciation of the works necessary. We then all took a copy of the document home to read over the weekend allowing us to re-focus our energy on the specifics of the tender requirements.

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ur team have now visited the building several times with different trades, designers, engineers and suppliers to make sure that we get the very best value out of the process and consider every aspect in as much detail as possible. Out of the above process, we have produced a project methodology on how we propose to design, de-

tail, specify and construct the project in accordance with your requirements. Contained within the appending ‘Methodology Document’ is the detail methodology of how we propose to approach and deliver the project. This process will ensure that the transition from tender documentation to the completed building refurbishment is as considered and well balanced as possible.

The methodology demonstrates how Bluu Qatar will enhance the project through our management structure, taking the concept ideas and developing them fully for client approval and sign off within the timescales required. The early highlighting of areas of risk, associated risk analysis and proposals of how these can be managed and reduced will play a major role in all phases of the refurbishment.

Our appending ‘Methodology Document’ shows that we have a clear and full understanding of the project as do our subcontractor chain and all suppliers and wherever possible we have either dispersed or highlighted the potential risks associated with the refurbishment and have a management plan in place to deal with them going forward.

soon as we had been informed that Bluu Qatar had been “As shortlisted for the tender process, we set up a dedicated project room to allow our key personnel a separate area to focus their energy on the project at the earliest opportunity.

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Methodology Overview

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Existing Building Information Location and Amenities Existing Mechanical Services Existing Electrical Services General Building Overview

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Completion & Handover

Company Procedures Furniture Installation IT Set Up Client Relocation Client Occupation After Relocation Services Defects and Maintenance Period

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02

Project Overview

Tender Information Planning Application Environmental Impact Health and Safety Client Migration

Quality Control & Implementation Company Procedures Design Management Pre-Contract Management Document Control Off Site Material Management On Site Material Management On Site Labour Management Snagging and De-Snagging Completion and Handover

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08

Risk Management

Risk Register Design Assessments and Product Selection Procurement / Sub-Contractor Management Key Aspects of Project

About Us

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03

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Design Schedules & Procedures

Client Review of Initial Brief Client Review of Tender Drawings Engagement of Technical Services Team Production of MEP Drawings Schedule of Detail Drawings to be Produced Drawing Approval Process Schedule of Samples to be supplied

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Specification of Products

Construction Procedure

Client Review of Initial Brief Client Preferences of Finishes Consultation on Best Practice Environmental Choices and Options Samples of Finishes Maintenance

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Construction Implementation & Management Site Set Up Equipment and Plant Sub-contractor Method Statements Delivery Schedules and Routes Personal Access Routes Public Highway Rights of Way Sequencing Progress Reporting Waste Management

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Management Procurement Sub-Contractor Management Installation Environmental Management

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Programme

Master Programme Design Timelines and Drawing Production Milestone Tasks Critical Path Exposure to Risk ‫ﻗﻄﺮ‬

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CERTIFICATE OF REGISTRATION The Quality Management Systems of BLUU QATAR SPC.

BLUU QATAR SPC.

CERTIFICATE OF REGISTRATION The Quality Management Systems of BLUU QATAR SPC.

Unit 375, Parcel 17, Porto Arabia, The Pearl Qatar, P.O. Box 200701, Doha, Qatar

Unit 375, Parcel 17, Porto Arabia, The Pearl Qatar, P.O. Box 200701, Doha, Qatar

Unit 375, Parcel 17, Porto Arabia, The Pearl Qatar, P.O. Box 200701, Doha, Qatar

Has been audited and found to conform to

Has been audited and found to conform to

Has been audited and found to conform to

ISO 9001:2008

ISO 14001:2004

OHSAS 18001:2007

For the following activites

For the following activites

For the following activites

Design and Installlation of Partition Elements including Carpet Tiles, Floors, Ceilings, Gypsum Walls, Wall Finishes, Windows, Doors, Iron Mongery, Joinery, Aluminium Skirts and Decoration Activites

Design and Installlation of Partition Elements including Carpet Tiles, Floors, Ceilings, Gypsum Walls, Wall Finishes, Windows, Doors, Iron Mongery, Joinery, Aluminium Skirts and Decoration Activites

Design and Installlation of Partition Elements including Carpet Tiles, Floors, Ceilings, Gypsum Walls, Wall Finishes, Windows, Doors, Iron Mongery, Joinery, Aluminium Skirts and Decoration Activites

Date of Issue: 22 May 2015 Date of Expiry: 21 May 2018

Date of Issue: 11 June 2015 Date of Expiry: 10 June 2018

Date of Issue: 12 June 2015 Date of Expiry: 11 June 2018

Initial Certification: 22 May 2015

Initial Certification: 11 June 2015

Initial Certification: 12 June 2015

Certification No. 779910

Certification No. 719935

Certification No. 02319

The validity of this certificate can be verified from the following website www.gicg.co.uk

The validity of this certificate can be verified from the following website www.gicg.co.uk

The validity of this certificate can be verified from the following website www.gicg.co.uk

Guardian Independent Certification Ltd Registered in England Sovereign House 212-224 Shaftesbury Avenue London England WC2H 8HQ Accredited by Member of the IAF MLA

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CERTIFICATE OF REGISTRATION The Quality Management Systems of

Guardian Independent Certification Ltd Registered in England Sovereign House 212-224 Shaftesbury Avenue London England WC2H 8HQ Accredited by Member of the IAF MLA

Guardian Independent Certification Ltd Registered in England Sovereign House 212-224 Shaftesbury Avenue London England WC2H 8HQ Accredited by Member of the IAF MLA

About Us

Health & Safety

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t is the intention of the Bluu Qatar Board to take all reasonable precautions to ensure the Health and Safety (H&S) at work of all its employees and to ensure that all work activities are carried out in accordance with the Environmental Policies.

Our policy sets out the Bluu Qatar procedures for managing H&S throughout its operations and the Board has nominated Mr. Rahman Ghani Khattak as the person responsible for Health, Safety and Welfare for Bluu Qatar.

Bluu Qatar will provide all practicable measures, including equipment, information, instruction, training and supervision for employees and contractors, to ensure that their work activities do not put themselves, their colleagues, occupiers of premises, contractors, visitors or

members of the public at risk. To provide H&S assistance, as required under current legislation, the services of an external H&S consultant will be utilised when necessary. Where the need for additional training of employees is identified all necessary resources will be provided.

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ll sub-contract workers will be required to demonstrate proof of their training and competence prior to their appointment.

Bluu Qatar policy is that all employees will be consulted on aspects of their work activities impacting upon Health, Safety and Welfare. This policy will be brought to the attention of all employees and contractors employed by Bluu Qatar. The contents of the policy will be reviewed annually using the assistance of an external consultant where necessary.

have carried out a specific H&S assess“ We ment of the proposed works and processed our thoughts in accordance with our H&S policy.

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Over the last 3 years we have had 1 reportable accident per 383,613 hours (3 in 1,150,839 hours)

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Value Add We are fortunate to benefit from our experi- work as they have done for this project to ence over the last few years where we have schedule out and plan the design phase to faced similar challenges. hit the key timescales.

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great example was on the Interpublic tender where all of our competitors insisted that the project could not be delivered in 14 weeks. We recognised the challenge of this build, and as we have done for this project started a ‘can do’ approach during the bid/ tender period to ensure that we were in a position to start on site at pace and without any design delay. Daniel Gereis and Lorena Rodriguez played a key role in this up front

We have gained the following beneficial experience on these projects: • Full mechanical design and installation • Window replacement • Stakeholder engagement • Letting brochure production • HSE assessments • Construction capabilities • Aftercare and maintenance : Every client!

Qatar have created a project room within our premises to “ Bluu analyse all aspects of this project, understand and mitigate the risk, brainstorm ideas and add any value we can to the process. The whole team work out of this room and are locked together for the duration of the lead in period and first 4-5 weeks onsite to ensure that no stone is left unturned.

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Partnership

to processes that ensure high quality execution “Committed of projects. Our achievements and green credentials have

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seen Bluu Qatar recognized by its industry peers.”

About Us

AMAR CONSTRUCTION

AL MADADD AL QATARIAH CO -AL MANA

Amar is committed to supplying construction services of consistent quality that conform fully with company and statutory requirements and in meeting our client’s documented and implied expectations in terms of technical, budget and time compliance.

With pride and much confidence, AL MADADD AL QATARIAH CO. ALMANA has been one of the frontiers and specialized company in the supply of MEP materials. Throughout its entire wide field of experience, the company have made it the priority to cover the market’s needs with the finest top products and solution.

QATAR ELECTRO MECHANICAL GROUP AL-MANA

ALU MANA

A local Electro-Mechanical and HVAC Contractor.

A part of REDCO Almana, the Company has served private industry, public companies and government in the fields of electromechanical service. QEMG intends to provide the Clients with First Quality equipment sources and high quality workmanship via its well-experienced personnel and its documented quality control procedures which will be developed in accordance with ISO 9000.

ALUMANA INDUSTRIES offers a complete line of architectural aluminum products for today’s complex designs. Heavy-duty aluminum windows, doors, storefronts, and curtain walls are all included in ALUMANA product portfolio. Take a moment to view our industry leading products and superior levels of service.

THE MAINTAINERS AL JASRA Al Jasra Ready Mix is a Class A ready mix supplier with 2 Liebher German Specialized Batching Plants which produces 3,000 cubic meters of concrete mix per day.

The Maintainers is an Operation & Maintenance company, established in 2007 to respond the needs of the demanding Qatari Maintenance market by providing comprehensive preventive and corrective maintenance packages for facilities ranging from single villas to compounds and high rise buildings.

BG2

REDCO ALMANA CONSTRUCTION

BG2 Global Solutions is an inspirational Sustainability Consultancy Company, with a contemporary approach to environmental issues and BREEAM/LEED certification. We concentrate on achieving excellence in energy efficient solutions, whilst maintaining a commercial outlook.

Redco Construction – Almana Is A Certified Iso Standard Company With Grade (A) Classification As A General Contractor, And Specialises In Constructing Medium And High-Rise Buildings, Residential, Offices, Hospitality Projects, Large Housing Complexes, Sporting Venues, Educational And Recreational Facilities.

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“ with compliments

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bluu Qatar Spc Unit 375, Parcel 17, Porto Arabia The pearl Qatar Doha, Qatar ‫ﻗﻄﺮ‬

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t +974 4491 3700 f +974 4491 3701 w www.commercial.bluuarchitects.com/

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