Construction Business News ME - September 2023

Experience the

CONSTRUCTING AND DESIGNING FOR ACCESSIBILITY

SUSTAINABLE FOREFRONT

and impairments effectively. It also emphasizes the seamless incorporation of assistive technologies from a designer's perspective. Collaborating closely with disabled communities during the design process is crucial to ensure their unique needs are met. The concept of universal design is central, aiming to create spaces accessible to people of all abilities.

Maintaining a balance between functionality and visual appeal is vital, underlining the intrinsic connection between accessibility and aesthetics. These combined efforts lead to spaces that are inviting, user-friendly, and empowering for all individuals. Prioritizing accessibility not only aligns with legal and ethical standards but also fosters social inclusion, stimulates economic growth, and strengthens community bonds. By integrating inclusive design principles into construction projects, designers contribute to a fairer society that enhances the quality of life for people with disabilities while benefiting society at large.

its economy. Saudi Arabia, with its abundant renewable energy resources and ambitious goals, has embraced sustainable construction as a pivotal element of its development strategy. The implementation of eco-friendly building practices, such as energy-efficient designs, water conservation measures, and the use of sustainable materials, has gained significant traction. The Saudi government has introduced strict regulations and incentives to promote sustainable construction, including the establishment of green building certification systems. Collaborations with international organizations and the active involvement of local communities have fostered the exchange of knowledge and innovative sustainable construction practices. These initiatives have not only reduced environmental impact but also generated employment opportunities and enhanced the overall resilience and appeal of Saudi Arabia's built environment. In this edition we dive deep into this topic. KSA’s construction powerhouses give us valuable insights into initiatives and strategies implemented to make construction projects more sustainable.

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onstructing and Designing spaces with accessibility in mind is essential, with various key aspects to consider. Inclusive design involves adopting best practices to accommodate disabilities

SCustainable construction projects have been on the rise in Saudi Arabia, reflecting the nation's dedication to environmental preservation and its vision for a sustainable future. The country recognizes the pressing need to decrease its carbon emissions and diversify

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LEADING & Shaping

Every year on August 28, Emirati Women's Day is observed. Her Highness Sheikha Fatima bint

Mubarak Al Ketbi, widely known as the Mother of the Nation, established Emirati Women's Day in 2015, to recognise significant achievements in gender equality and women's empowerment in the UAE.

ROMA ARORA MET WITH FOUR OUTSTANDING EMIRATI WOMEN WHO ARE ACCLAIMED FOR CARVING OUT A NICHE FOR THEMSELVES IN THEIR CHOSEN FIELD AND REPRESENT THE TRUE ESSENCE OF THE EMIRATI WOMAN.

EVERY YEAR ON AUGUST 28, EMIRATI WOMEN'S DAY IS OBSERVED. WHAT DOES THIS DAY MEAN TO YOU AS A SUCCESSFUL EMIRATI WOMAN IN YOUR FIELD?

Emirati Women's Day holds a very special place in my heart as an Emirati woman in the field of design and creativity. It serves as a powerful reminder of the significant progress that Emirati women have made in various sectors, including the design industry, celebrates the achievements and contributions of women in our society, and reiterates the immense potential that women possess to excel in any domain they choose. Personally, this day reinforces my commitment to breaking barriers and inspiring fellow Emirati women to pursue their passions fearlessly and relentlessly so they can continue to contribute to the nation's growth.

How have former and contemporary leaders and visionaries promoted and supported women's empowerment and talent? Who inspires you the most and why?

Throughout history, we have been fortunate to witness the role played by the unwavering support of former and contemporary leaders and visionaries in raising the levels of women's empowerment and talent in the UAE. Their efforts have paved the way for greater gender equality and opportunities for women across various sectors and created an environment where women can thrive and succeed. Among those who inspire me the most is Her Highness Sheikha Manal bint Mohammed bin Rashid Al Maktoum. As the President of the

UAE Gender Balance Council as well as of Dubai Women Establishment she has implemented numerous initiatives aimed at empowering women in all sectors. She has actively promoted women’s education, leadership opportunities, and participation in the workforce, thereby fostering a more inclusive and diverse environment in the region.

What is your definition of a powerful Emirati women?

A powerful Emirati woman, in my opinion, is someone who fearlessly pursues her ambitions, leaves a positive impact on her community, and empowers others along the way. She is a visionary and a compassionate leader who is not only successful in her professional endeavours but also actively contributes to the betterment of her community and society. Her strength lies not only in her achievements but also in her ability to inspire and create opportunities for others, leading with compassion, resilience, and a profound sense of purpose.

Describe your current role in your organisation and how your rich background and culture contribute to your success in your field.

As Senior Vice President of Dubai Design District (d3), part of TECOM Group PJSC, my role involves overseeing the development and implementation of strategies to promote creativity and design excellence. I leverage my experience to continuously shape and drive the creative vision of our dynamic hub – which is a global gateway for regional and >>>

In conversation with Khadija Al Bastaki, Senior Vice President of Dubai Design District (d3), part of TECOM Group.

DUBAI DESIGN DISTRICT is the region's first and largest design district, housing the most prominent worldwide, regional, and local names in the art, design, and fashion industries.

international brands with over 900 customers and 19,000 creative professionals – and my background has been instrumental in shaping my approach to leadership that ensures d3’s continued global impact.

I carry a deep appreciation for art, innovation, and heritage, and the Emirati values of respect, collaboration, and innovation guide my decisions and interactions with my colleagues and stakeholders. One way I ensure d3 enables this environment while contributing to the Dubai Creative Economy Strategy is by organising internationally renowned events like Dubai Fashion Week and Dubai Design Week. Dubai is a global hub for innovation and talent and this status is reinforced by its recognition as a UNESCO City of Creative Design.

How does your organisation promote gender equality or include women at all levels of the organisation?

Gender equality is of paramount importance at d3 and TECOM Group and our district is committed to promoting gender equality and creating an environment where women can excel. Today there are more than 31 homegrown companies just in the fashion segment at d3, and of these, 11 companies are owned by Emirati nationals and 18 with women entrepreneurs at the top. d3 has implemented initiatives to support women's professional growth, mentorship programmes, and networking opportunities. We also ensure equal opportunities for women to unleash their full potential and overcome barriers that might hinder their progress.

Women’s creativity and talent has been pivotal to d3’s growth – be it architect Maha Al Bwardy, whose work is featured in hotels, homes, and offices around the world, or Aljoud Lootah, whose studio at our district draws on Emirati heritage to develop modern furniture and jewellery. Dubai Institute of Design and Innovation (DIDI), located at d3, is also enriching the future of creativity and innovation through its multidisciplinary degree in design. For example, DIDI graduate Ayesha Abdulla Al Suwaidi is the co-creator of MiFloof, a phygital companion for children’s emotional regulation skills. It is one of the several groundbreaking ideas – from 3D printed shoe heels to visual stimulation devices – to have emerged from the institute.

Would you say that at this point in your career, do you have your dream job? How easy or difficult was it to get to where you are now?

I consider myself fortunate to be in a position that aligns with my passion for design and allows me to

contribute to the growth of the creative industry in Dubai. Reaching this point required determination, hard work, and the strong support system that Dubai and the UAE offer for women. Striking a balance between personal and professional aspirations is a continuous journey that has taught me valuable lessons and made me stronger as a leader. To me, d3’s impact on the global design community is what makes it all worthwhile.

What do you wish to do for women to encourage and guide them in their careers?

As an advocate for women's empowerment, my aim is to be a guiding light for aspiring Emirati women in their careers by providing mentorship and support. I believe in fostering a nurturing environment where women can voice their ideas and take on leadership roles without hesitation, embrace their uniqueness, overcome obstacles, and chase their dreams with unwavering determination.

For instance, in5 Design at d3 offers entrepreneurs and freelancers access to fully equipped, state-of-the-art Prototyping and Fashion Labs. d3’s community consistently hosts new events, pop-up stores, and activations for people to enjoy as well as grow their skills, including marquee events such as Dubai Fashion Week, Dubai Design Week and Sole DXB. Today d3 is the Middle East’s leading platform for design, fashion, architecture, and art, and with global industry leaders making a home at our district – be it fashion giant Burberry or architecture heavyweight Nikken Sekkei – our community continues to offer emerging homegrown talent a gateway to global recognition.

What are your future plans?

My plans revolve around further advancing women's empowerment initiatives in Dubai and the UAE through d3. I aspire to continue promoting creativity, innovation, and sustainability while ensuring that women play an integral role in shaping the design landscape. As part of this effort d3 will keep working to strengthen its relationships with global creative leaders and create a platform where Emirati talents can shine internationally. Additionally, I aim to collaborate with organisations and institutions to create platforms that amplify women's voices and celebrate their achievements on a global scale. d3 is a building block of Dubai’s knowledge-based economy and facilitates networking, knowledge sharing, and creativity. My hope is to continue enriching this offering at d3 so that together, we can build a brighter and more inclusive future for everyone.

Dubai is a global hub for innovation and talent and this status is reinforced by its recognition as a UNESCO CITY OF CREATIVE DESIGN

HOW HAVE FORMER AND CONTEMPORARY LEADERS AND VISIONARIES PROMOTED AND SUPPORTED WOMEN'S EMPOWERMENT AND TALENT? WHO INSPIRES YOU THE MOST AND WHY?

We are all proud and grateful for the encouragement of the leadership of the United Arab Emirates and its unlimited support for national talents. His Highness Sheikh Maktoum Bin Mohammed Bin Rashid Al Maktoum is a source of inspiration for all of us, and we promise to continue working diligently and exceptionally to solidify the UAE's position in the creative field. We are confident that his appreciation will serve as a driving force for the youth of the UAE to achieve the ambitions of their wise leadership. Former and contemporary leaders

in architecture and design as well have promoted women's empowerment by advocating for equal opportunities, mentoring, showcasing achievements, and establishing women-focused networks. Their efforts have shattered barriers and fostered gender diversity in the industry. As a studio, we draw inspiration from the collective drive and creativity of women in architecture, with both Zaha Hadid and Sumaya Al Dhabbagh being influential figures. Their groundbreaking designs, fearlessness, and commitment to excellence motivate us to push boundaries and contribute to a more inclusive and diverse architectural community.

What is your definition of a powerful Emirati woman?

A powerful Emirati woman, in my view, embodies strength, resilience, and determination while being a pioneering force in breaking societal norms and stereotypes. She fearlessly pursues her passions and goals, both in her personal and professional life, and leads by example with compassion and empowerment. Fostering a supportive community, she embraces her identity and culture, leveraging her unique perspectives to drive positive change. Balancing the importance of family and work, this visionary woman excels in both aspects of her life, and her remarkable achievements inspire others to follow in her footsteps, leaving an inspiring legacy of progress for future generations.

Describe your current role in your organisation and how your rich background and culture contribute to your success in your field. As the Creative Director of Studio D04, my role is multi-faceted and pivotal to the firm's success. I am responsible for leading and directing the creative vision, overseeing design projects from inception to completion, and collaborating with our talented team to deliver innovative and aesthetically captivating spaces for our clients. My rich background and culture play a significant role in my success in the field of architecture and design. Growing up in the United Arab Emirates, I have been immersed in a diverse and vibrant environment that embraces traditional values and a forward-thinking mindset. This cultural exposure has instilled in me a deep appreciation for aesthetics, art, and architecture, which are integral elements of the Emirati heritage. Moreover, being part of a society that values closeknit family ties and community has strengthened my ability to build strong relationships with clients and colleagues alike. It has also honed my communication skills, allowing me to understand and cater to the diverse needs and preferences of our clientele, which is essential in the world of design.

In conversation with Noora Al Awar, Founder & Creative Director, Studio D04. It's a niche architecture boutique studio in Dubai that specialises in residential, commercial, and interior design.

THE

How does your organisation promote gender equality or include women at all levels of the organisation?

At Studio D04, gender equality is ingrained in our organisational values. We prioritise evaluating individuals based on their work, skills, and contributions, regardless of gender. We promote an inclusive workplace where women are given equal opportunities to thrive and grow. Mentorship programs and professional development initiatives support all team members, fostering a diverse and innovative design process. sAt Studio D04, we are dedicated to ensuring that everyone's potential is recognised and celebrated, contributing to a fair and equal opportunity landscape for all.

Would you say that at this point in your career, do you have your dream job? How easy or difficult was it to get to where you are now?

At this point in my career, I can confidently say that I am living my dream job as the Creative Director of Studio D04. However, the journey to reach this point was not without its challenges. Starting and running a business in the competitive world of architecture and design presented numerous obstacles. Learning how to run a business effectively required dedication, resilience, and a constant willingness to adapt and grow. It involved understanding the intricacies of financial management, client relations, marketing, and team leadership. Overcoming these challenges was made possible by having the right partners who shared my vision and complemented my skills. Their support and expertise helped navigate the complexities of the industry. Additionally, the support from the government through workshops and initiatives played a crucial role in making this journey better and easier. Access to resources and guidance provided us with the necessary tools to navigate regulatory processes, expand our network, and stay updated on the latest industry trends.

What do you wish to do for women to encourage and guide them in their careers?

I am determined to foster an inclusive and empowering culture that embraces diversity and encourages women to confidently voice their ideas and make significant contributions to projects. We will create an environment where every team member feels valued and respected, regardless of gender, and where their unique perspectives are recognised as invaluable assets.

By nurturing an atmosphere of openness and collaboration, we aim to ensure that women in architecture and design have equal opportunities to influence projects, take on leadership roles, and shape the future of our industry.

What are your future plans?

Our future plans at Studio D04 are centered around a profound vision: to create designs that resonate with every individual, transcending cultural and regional boundaries. We are committed to crafting spaces that evoke the essence of domestic life, catering to the needs, aspirations, and unique identities of people from all walks of life. Embracing innovation, sustainability, and inclusivity, we strive to make our designs universally appealing and relevant to a global audience. Through cutting-edge technologies and contemporary design trends, we aim to leave a lasting impact on the architectural landscape, enriching the lives of people, irrespective of their background or origin. Our ambition is to inspire and connect with every person, creating spaces that become an integral part of their narratives, wherever they may be.

STUDIO APPROACHES EACH ARCHITECTURE PROJECT BY EXPERIMENTING WITH VARIOUS FORMS AND FUNCTIONALITIES WHILE KEEPING THE USER EXPERIENCE AT THE FOREFRONT. THE BODY AND MIND DETERMINE THE DESIGN LANGUAGE RATHER THAN TRENDS, REINTERPRETING CULTURE AND CUSTOMS.

JOD DESIGNS was established in Dubai in 2015 by Majedah Alawadhi. Her background was completely away from the design world as she studied civil engineering but always had a passion in printable items and design specify in graphic design. All her knowledge gained during the pasted 8 years was from self learning and the experience on the field.

PREVIOUSLY, THE FIRM WORKED ON GRAPHICS, GRAPHIC DESIGN, GIFTING AND PRODUCT DESIGN, JEWELLERY DESIGN, LEATHER PRODUCTS AND FOOTWEAR. SHE WAS NOW REALLY INTERESTED IN LEARNING MORE ABOUT INTERIOR DESIGN. AS A RESULT, THEY ARE BROADENING THEIR PRODUCT OFFERINGS TO INCLUDE CUSTOMMADE FURNITURE.

In conversation with Majedah Alawadhi, Founder of Jod Design Services. The company began as a small home business in 2015, with the primary service of providing digital graphics. From there, the offerings extended to include printed things like stationery and invitations.

EMIRATI WOMEN'S DAY IS OBSERVED. WHAT DOES THIS DAY MEAN TO YOU AS A SUCCESSFUL EMIRATI WOMAN IN YOUR FIELD?

It's a reminder to be grateful for being an Emirati lady and to give back to our beloved country for all of its efforts in women's empowerment and equality, as well as delivering the best for the nation.

How have former and contemporary leaders and visionaries promoted and supported women's empowerment and talent? Who inspires you the most and why?

The UAE is not unfamiliar with the concept of empowerment. We have been fortunate with visionary leaders who are supportive of and believe in women's abilities to work alongside men in creating this country and achieving success in all areas.

What is your definition of a powerful Emirati woman?

I would rather use inspiring Emirati women than powerful ones. An inspiring Emirate woman recognises her value/talent and follows her aspirations while maintaining her Emirati identity. A woman who effectively represents UAE culture and society on a global scale.

Describe your current role in your organisation and how your rich background and culture contribute to your success in your field. My day job currently takes me away from design because I work as a civil design manager. I am also the founder of JOD design services, which focusses on graphic and product design inspired by culture. Furthermore, I am a co-founder of Ajzal Gift Trading, where our items embody our society's principles of generosity and quality, as well as passion in design, sophistication in implementation, and uniqueness in the smallest aspects.

How does your organisation promote gender equality or include women at all levels of the organisation?

We had no issues with gender equality because women in the UAE are equal to males in all possibilities and work-related factors. I would rather say that organisations are more focussed on women's needs and providing them with the support and environment that allows them to maintain a work-life balance.

Would you say that at this point in your career, you have your dream job? How easy or difficult was it to get to where you are now?

I've recently reached a point in my work where I can balance my career and my passion for design. It was difficult, but the key to success was having a supporting team that shared the same values, talent, and vision.

What do you wish to do for women to encourage and guide them in their careers?

Be unique and explore inspiring ideas where you can blend in with other designers. Always desire the best for others; it's more of a trip than a competition. You should be your only competitor. Your success is determined by how much progress you have made to excel at what you do. Finally, keep learning and never be afraid to feed others.

What are your plans?

I enjoy experimenting with new materials and product lines. We have previously worked on illustrations, graphic design, gifting and product design, jewellery design, and leather products and footwear. I was very interested in learning more about interior design. As a result, we are expanding our product ranges to include bespoke furniture.

In 2020, the design services were expanded to include jewellery and footwear design, as well as specific bespoke products and gift items In the future, they hope to make small furniture items and home accessories.

HOW GCC COUNTRIES

PIONEER TRANSFORMATION

IN THE BUILDING AND CONSTRUCTION INDUSTRY

BY MARWAN BEJJANI, PARTNER, AND SUSIE ALMASI AND ELIAS KARAM, PRINCIPALS WITH STRATEGY& MIDDLE EAST, PART OF THE PWC NETWORK.

The GCC’s building and construction industry is on the brink of a transformation that could be felt globally. For the past 30 years, GCC governments have successfully used mega programs to diversify and expand their economies. From creating industrial port cities such as Yanbu and Jubail in Saudi Arabia, to building downtown Dubai with the Burj Khalifa as its beacon, mega programs have created landmark places to live, work, and visit. As of early 2020, there were close to 30 mega programs in the pipeline that should become largely operational over the next decade. With around $1 trillion in investment, they represent close to half of the region’s $2.3 trillion construction pipeline.

They range from urban regeneration programs to large-scale smart cities.

Mega programs are complex. They magnify the challenges inherent in building and construction: a fragmented and nonlocalized value chain, limited use of digital tools and technology, an insufficiently skilled workforce, lack of adequate planning, complex governance, and sometimes archaic regulations. The fragility of the economic climate could limit government funding for mega programs and reduce tolerance for time and cost overruns.

Indeed, the toll of a mega program’s failure is greater than of a standard construction project. Achieving visionary feats

requires discipline. GCC countries therefore should take full advantage of the long-overdue, ongoing, building and construction transformation that involves industrialization, professionalization, digitization, and consolidation. Changes that took other industries several decades could occur in GCC building and construction in under a decade, providing an opportunity for GCC countries to become leaders in mega programs.

Owners, investors, regulators, and suppliers need eight priorities.

1. It is vital at the outset to develop a clear mega program strategy. It should decide whether the approach is selfdevelopment, private sector partnership, or a combination. Self-development requires the most efficient design-build model. All cases require conscious choices about the project management and design model (e.g., modular versus traditional), which in turn affects building material choices, the difficulty of construction, and how the mega program will operate.

2. Mega programs should use “industrialized” construction and next-generation materials. There is a shift from labor-intensive methods to construction that is prefabricated and “productized” (breaking down a building into components and sub-components). Incorporating cutting-edge materials early in the design phase can enhance

economies of scale thanks to durability, performance, cost, and environmental sustainability.

3. Mega programs should source inputs strategically and resiliently. Centralized, coordinated, and holistic sourcing across a mega program can provide greater value and supply chain security, particularly when managing supply disruptions and constraints. Increased localization of construction materials supply chains makes sourcing more efficient and robust. That contrasts with the practice until now of scoping and executing procurement on a projectspecific basis, with a preference for the lowest price to the detriment of quality, durability, and ecological merit.

4. There should be fit-for-purpose mega program governance and operating model. These are essential for project delivery with appropriate checks and balances, but without unnecessary bureaucracy. That requires a uniform stage gate process (program lifecycle), governance committees, delivery operating organization and operating model, a set of standards and procedures, and talent management.

5. Mega programs need in-house centers of excellence to share knowledge and experience effectively, while enforcing compliance with technical standards. Centers of excellence define policies and procedures, set standards and material specifications, research and adopt latest

trends. They identify innovations in engineering and construction, promote their adoption, manage supplier relations, and develop talent.

6. Mega programs should pursue digitization from their inception. Digitization allows for transparent, data-driven, real-time, and efficient decision-making. For example, Building Information Modelling creates a 3D version of a development that project owners can manipulate to understand possible construction problems.

7. Mega programs need the right talent. Project owners can think about job families: white collar positions (for example, project management, project controls, and engineering) are in demand, requiring effort to hire talent. Blue collar positions are changing because of the move to industrialized construction, requiring manufacturing assembly line workers rather than unskilled labor.

8. Environmental, social, and governance (ESG) standards can enhance livability. ESG concerns should be intrinsic to mega program development, not secondary. That means deliberate trade-offs about cost, time, quality of asset, quality of life, and asset usability. Developments are now showcasing such distinguishing features as access to green spaces, micro-mobility solutions, live-work-play proximity, and carbon neutrality. Mega programs can achieve such outcomes if they incorporate ESG requirements at the design and development phase. These eight priorities cannot only support delivering mega programs on time and on budget, but also ensure delivery of high-quality assets that are designed around human wellbeing and environmental sustainability resulting in a better quality of life. They can also create leadingedge construction supply chains, capability systems, and delivery disciplines that put GCC countries in the forefront of global mega program development.

Marwan Bejjani, partner, Strategy& Middle East, part of the PwC network

Susie Almasi, principal, Strategy& Middle East, part of the PwC network

Elias Karam, principal, Strategy& Middle East, part of the PwC network

MISSED OPPORTUNITY THE CONSTRUCTION SECTOR’S OF USING LOW CARBON CEMENT

What are the main factors contributing to the expected difficulty that cement producers will face this year?

The key challenges in different regions are very different.

For example, in China we are seeing a reduction in demand. This has long been anticipated but nonetheless is proving very painful for the cement industry. The lower demand has resulted in significant overcapacity, and this has led to substantial reduction in prices at the same time as energy costs remain high. Most companies are struggling to even break even on their cement business.

In Europe the most important issue is the impact of higher carbon pricing at the same time as the number of free allocations under the ETS is gradually tightened. This has already resulted in the cement companies needing to buy carbon credits at the margin, adding about Euro 70 per ton to the cost of clinker. Over the next few years, this will apply to an increasing tonnage of production. European producers are concerned that cheaper imports from Turkey and MENA, where companies are not subject to the same costs, will undermine their markets.

In the MENA region there is generally a very large excess capacity, with capacity almost double domestic demand in many countries. This leads both to volatile domestic prices and exposure to export markets. Cement companies are facing margin pressures from lower prices and higher costs.

How will the current economic situation impact the demand for cement in the global market?

We expect very little change in global demand in the next 2 years with reduction of 5% in Chinese demand being offset by gains of 5% in the rest of the world. The biggest gains will be in South Asia (around 9% over the 2 years) and the smallest gains are forecast to be in the developed markets of western Europe and the US.

In conversation with Ian Riley, World Cement Association’s CEO

Consumption in MENA is expected to see average growth of 2.2% p.a. from 2022 to 2025.

What steps are cement producers taking to mitigate the effects of rising energy and raw material costs on their operations?

Cement producers have redoubled their efforts to reduce energy consumption and improve energy efficiency. Some projects which previously had poor return on investment now look attractive. For example, with European electricity prices soaring over the last 2 years the return on waste heat power generation projects is much higher than before.

In addition to energy related countermeasures, companies are tightening control of all discretionary costs and in some cases even delaying major maintenance projects.

What are the biggest challenges facing cement producers in terms of meeting sustainability goals and reducing their carbon footprint, and how will these impact their operations this year?

The cement industry has the highest carbon emissions per sales dollar of any industry and so is extremely sensitive to the cost of decarbonisation. Most of the steps to reduce emissions taken to date have also reduced costs. For example, fuel switching has been largely from coal to waste derived fuels which either have lower costs or, in the case when preprocessing is required, pay gate fees.

In light of the expected difficulties in the cement industry this year, what strategies do you recommend for cement producers to remain competitive and successful?

One area of opportunity is in M&A. The profitability pressures on cement companies are reducing company valuations and making some producers more attractive as acquisition targets. However, execution of successful M&A strategy is very difficult. We will be discussing how to succeed with M&A in the cement industry at the WCA Annual Conference in Dubai this year and hearing from some companies who have been successful in this.

In Europe the increasing cost of carbon emissions under the EU ETS is also creating opportunities to differentiate in terms of both production costs and product offerings. We expect that this will start to be the case in other markets over the next few years.

What kind of support and policies could governments provide to help the cement industry overcome the challenges it will face this year?

The most important area for governments to address is in providing long term policy consistency for the industry. In particular, this must cover how policy will incentivise reduction in carbon emissions not just today but over the next 30 years. Public procurement can also play a big role here as about half of all cement & concrete is used on public projects.

How do you see technological innovations, such as the use of alternative materials in cement production, playing a role in addressing the challenges facing cement producers this year?

What happens in the EU will give a window on the future. In Europe cement producers are no longer issued with

sufficient free allocation of carbon credits to cover their emissions and must buy on the ETS market. This is likely to see much higher cement prices in the next few years which in turn will give greater space for alternative concretes and substitute products. It will also increase the incentive to reduce waste in the supply chain, including over-design, overspecification, and over-ordering. In most markets we expect to see cement demand fall over the next 10 years, despite robust construction activity. The main exceptions to this will be in India and sub-Saharan Africa.

What are the long-term implications of the current difficulties facing cement producers for the industry as a whole?

The cement industry faces a turbulent decade ahead as the implication of overcapacity and decarbonisation play out. We will see much more innovation than in the past, not only in cement but also the whole construction supply chain. Companies that have strong operational and cost management capabilities combined with far-sighted strategy to deal with the key challenges will remain profitable but weaker companies will struggle to survive.

FACILITIES MANAGEMENT POWERHOUSE

BY KASUN ILLANKOON

In the ever-changing world of business, few figures shine as brightly as Mr. Jamal Abdulla Lootah, the Group CEO of Imdaad. As a driving force behind one of the UAE’s foremost integrated facilities management companies, his leadership has propelled the organization to new heights. Today, we delve into the remarkable journey of Imdaad under his guidance, exploring the company’s 2023 performance, transformative evolution, innovative initiatives, sustainability efforts, industry prospects, leadership insights, and future expansion plans.

Imdaad’s Performance in 2023: A Continuation of Excellence

In the year 2023, Imdaad’s unwavering commitment to delivering top-tier integrated facilities management solutions to its esteemed clients has persisted. Over the initial two

quarters, the company has maintained its reputation for excellence, serving some of the UAE and the region’s most prominent clients. However, this year signifies more than mere continuity; it signifies a strategic shift in Imdaad’s operational approach.

In this year, Imdaad has intensified its commitment to not only delivering the customary level of service but also fundamentally altering how clients approach their facility management. The focus has shifted from maintaining the status quo to pioneering innovative changes in daily operations. This dedication to innovation and advancement characterizes an organization that is looking to the future. Furthermore, Imdaad has adhered to its commitment to explore opportunities for regional expansion actively. It is actively investigating possibilities in several exciting markets,

underscoring its ambition to broaden its presence and influence. Such expansion initiatives reflect Imdaad’s vision of becoming a global leader in integrated facilities management.

Evolution of Services and Solutions

Over the past few years, Imdaad’s evolution has been nothing short of transformative. Moving away from conventional service delivery, the company has transitioned to a comprehensive, integrated approach. This transformation has given rise to specialized business lines like Environmental Solutions, Isnaad, Farz, and HomePro, each tailored to meet distinct client needs.

Technological integration has played a pivotal role in this evolution. By harnessing the potential of Artificial Intelligence (AI), the Internet of Things (IoT), and advanced analytics, Imdaad has optimized its operations and enhanced the customer experience. It’s no longer just about maintaining facilities; it’s about doing so intelligently and efficiently.

Moreover, sustainability has become a central focus. Initiatives like the FARZ Materials Recovery Facility (MRF) and a commitment to reducing carbon emissions highlight Imdaad’s dedication to environmental responsibility. These efforts align perfectly with regional goals, such as Dubai’s waste diversion target, positioning Imdaad as a strategic partner in achieving circular economy objectives.

Through these comprehensive transformations, technological advancements, and an unwavering commitment to sustainability, Imdaad is better equipped than ever to offer comprehensive solutions to its clients. >>>

“IMDAAD HAS ADHERED TO ITS COMMITMENT TO EXPLORE OPPORTUNITIES FOR REGIONAL EXPANSION ACTIVELY. IT IS ACTIVELY INVESTIGATING POSSIBILITIES IN SEVERAL EXCITING MARKETS, UNDERSCORING ITS AMBITION TO BROADEN ITS PRESENCE AND INFLUENCE.”

Innovations, Technology, and Initiatives

Imdaad’s journey towards excellence has been underpinned by its embrace of innovation and technology. The company’s integration efforts have been groundbreaking in today’s market.

The use of advanced Computer-Aided Facilities Management (CAFM) software powered by AI has been a gamechanger. Robotics and IoT solutions have also been utilized to great effect. The intelligent facilities management

platform, Imtedaad, provides realtime insights into asset performance and trends, facilitating predictive maintenance recommendations and corrective actions.

Additionally, Imdaad has leveraged Oracle Fusion technology to create an advanced ERP module field cloud system. This system optimizes resource allocation, enabling the provision of costeffective solutions to clients.

Partnerships have been another avenue for innovation. Collaborations with organizations like Disrupt-X have led to pioneering solutions, such as the Smart Water Analyzer device for monitoring water quality. These initiatives underscore Imdaad’s commitment to pushing the boundaries of what is achievable in integrated facilities management.

Sustainability Initiatives

Imdaad’s commitment to sustainability goes beyond words; it is evident in concrete initiatives. A standout example is the FARZ Materials Recovery Facility

(MRF), a state-of-the-art facility spanning 45,000 square meters. This facility diverts waste from landfills while significantly reducing daily CO2 emissions. Its current capacity to recover materials from waste streams is already impressive, with plans to further enhance solid waste management rates. These efforts demonstrate Imdaad’s dedication to sustainability and environmental responsibility.

Reducing carbon emissions by 50% is another ambitious goal for Imdaad, and it has taken significant steps to achieve it. The company’s waste collection vehicles run on biodiesel and utilize biocatalysts, contributing to a greener environment.

Imdaad has also actively sought partnerships with technology-focused organizations and startups to elevate waste management operations. Collaborations with companies like Tomra have resulted in sensor-based sorting technology being installed at the FARZ MRF, making it the UAE’s first automated MRF. These partnerships are not only beneficial to the environment but also to all stakeholders involved.

The Facilities Management Industry: A Shifting Landscape

The facilities management industry is undergoing a significant transformation, and Mr. Lootah views it with keen insight.

The industry is adapting to evolving business and community needs, which demand responsive and flexible solutions. One notable shift is towards integrated facilities management,

allowing clients to partner with a single service provider for a comprehensive range of tailored solutions. Imdaad’s holistic approach places it at the forefront of this industry evolution.

Opportunities abound in addressing shifting consumer demands driven by technological advancements and sustainability priorities. The growing demand for innovative FM solutions is a testament to this changing landscape. As the industry continues to evolve, Imdaad aims to solidify its role in shaping a sustainable future by leveraging advancements like Artificial Intelligence (AI) and the Internet of Things (IoT) to offer efficient, customer-centric, and eco-friendly solutions.

Leadership Insights: A Progressive Approach

In Imdaad’s early stages, the focus was on addressing the growing needs of Dubai’s businesses and communities through a holistic approach. The aim was to ensure that solutions were not only responsive but also adaptable to changing circumstances.

As time has progressed, Imdaad has recognized the industry’s trend towards integrated facilities management. This realization has led to a shift in decision-making towards offering a comprehensive variety of services tailored precisely to clients’ unique demands. Imdaad’s approach has matured beyond fulfilling contractual obligations; it now encompasses strategic initiatives that go the extra mile, delivering exceptional value and meaningful impacts to clients.

Future Plans: Expanding Horizons

Looking ahead, Imdaad has ambitious plans for the future. The company is eager to bring its integrated services to a broader region, extending its footprint beyond the UAE.

Imdaad has strategically ventured into new markets, aiming to provide its innovative facilities management solutions to a global audience. Notable expansions include operations in Oman, where Imdaad partners with be’ah (Oman Environmental Service Holding Company) to offer waste collection services in Al Batinah and Musandam Governorates.

Furthermore, subsidiary Vision Safety has embarked on an expansion journey in Turkey, focusing on sustainable fire detection and protection solutions within the fire alarm system market.

Imdaad’s joint venture with LMD, a fast-growing developer in Egypt, marks the company’s entry into the Egyptian market with a range of maintenance, material recovery, and environmental solutions to sustain a wide variety of commercial, residential, and mixed-use developments based on New Cairo.

In summary, Mr. Jamal Abdulla Lootah’s leadership has propelled Imdaad into a pioneering force, revolutionizing integrated facilities management through innovation, sustainability, and regional expansion.

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Modul E-Drive

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SUSTAINABILITY Innovation Awards 2023

Sustainability Innovation Awards 2023 is one of the leading events applauding the achievements of the region’s sustainability initiatives and projects from all sectors in the Middle East. The awards strive to recognise individual excellence, corporate strengths, and project success from all sectors. Companies are invited to nominate the people, projects, and initiatives of which they are most proud of.

With countries in the region having an oil-dependent economy, a strong revival in the oil & gas sector became the priority for several nations, leading to a temporary shift in focus away from renewables. Factors such as various government’s plans to diversify the energy mix and increase investments in renewable energy and sustainability initiatives are expected to be significant contributors to the growth of the market. However, the increasing penetration of natural gas for power generation purposes, along with its lower prices is expected to hinder the market growth during the forecast period.

The UAE is expected to witness a significant growth in the Middle-East renewable energy and sustainability market during the forecast period, owing to the upcoming projects and government targets.

The event saw companies from UAE, Oman, Saudi Arabia, and more, winning various awards at the awards ceremony.

SUSTAINABILITY LEGAL PIONEER AWARD

ASHISH MEHTA & ASSOCIATES

This legal firm, founded in 2000, emerges as a forward-looking global law firm. Demonstrating an inventive stance across its diverse, multi-jurisdictional legal operations, the firm excels in areas such as Corporate & Commercial law, Property & Construction law, Banking & Project Finance, Cross Border Investments & Trade, Insurance, Transport Law, Cyber Laws, Regulatory Approvals, Mergers & Acquisitions, Corporate Restructuring & Insolvency, Human Resources & Employment, as well as Infrastructure & Environmental Law, and so much more

INNOVATIVE ENERGY PROJECT OF THE YEAR

SHAMS+ POWER PROJECT | AL MASAOOD

The UAE has three of the largest solar power plants in the world and is quickly expanding to build more to create a safe and clean energy environment thanks to renewable energy and sustainable initiatives that are rapidly growing in the Middle East. This project by one of the leading Power Solutions companies in the region, operates an off-grid high power solution, provides better flexibility and easier installation in various urban and rural locations, including agricultural areas, as well as in marine ports and hubs, all while providing customers with the utmost convenience and efficiency.

CBNME SUSTAINABILITY INNOVATION AWARDS 2023

SUSTAINABLE CONTRACTOR OF THE YEAR

SOBHA CONSTRUCTIONS

This firm is committed to integrating sustainable practices into its operations and promoting environmental stewardship and wellbeing of our people through responsible, ethical, and robust governance structure. Our strategy has been developed in alignment with multiple local and global frameworks including the Sustainable Development Goals, UNGC’s principles for responsible business, TCFD recommendations, ILO’s international labour standards, Paris climate agreement and the Montreal pledge. Our environmental strategy aims to address key areas

of concern and leverage opportunities to reduce our environmental footprint, optimise energy and water consumption, contributing to circularity, climate. action and biodiversity conservation. The Social pillar ensures wellbeing of our employees, enhances safety our operations, and supports welfare activities for communities. While the Governance pillar ensures commitment to sustainability, stakeholder inclusiveness, risk management and availability of resources to execute our ESG/Sustainability Strategy.

Presented by Mohammed K. Bin Dasmal - MD & CEO - Bin Dasmal Group

INTEGRATED UTILITIES COMPANY OF THE YEAR

NON-REVENUE WATER (NRW) | MARAFIQ

SUSTAINABILITY Innovation Awards 2023

Marafiq has been awarded the Integrated Utilities Company of the Year at the Sustainability Innovation Awards 2023 for their outstanding Non-Revenue Water (NRW) achievements and project.

Marafiq, is a trusted “one-stop shop” for centralized utilities in the Duqm Special Economic Zone, has achieved remarkable results in water efficiency. Their NRW study has made a significant impact by reducing water losses to an impressive 9.14%, the lowest compared to global benchmarks.

This accomplishment not only reflects their commitment to sustainability but also positions Marafiq as a leader in sustainability. They’re actively contributing to the green economy and water efficiency, aligning with the 2050 Net Zero commitment.

Their strategy includes upgrading systems, analyzing flow meters, continuous monitoring, and smart meter implementation. These efforts demonstrate their dedication to providing high-quality services while minimizing resource waste.

CBNME SUSTAINABILITY INNOVATION AWARDS 2023

VISIONARY LEADER OF THE YEAR - (In Construction)

SULTAN BATTERJEE | IHCC

Regarded as a visionary young business empire builder in the Arab world, this individual has showcased a fervor for entrepreneurship and achieved noteworthy tangible projects in the MENA region. They have been recognized among the top 100 leaders who inspire entrepreneurial advancement in Saudi Arabia’s real estate and construction industry.

SUSTAINABLE FM COMPANY OF THE YEAR

FARNEK SERVICES LLC

Presented by Christian Millar, Managing Director, KEO International Consultants, Sustainability and Environmental Services

A leader in sustainable and technology-driven Total Facilities Management in the United Arab Emirates, this company has been active in the UAE since 1980. Services are provided across various sectors such as Aviation, Hospitality, Retail, Telecom, and more.

ECOCABLE GREEN COMPANY OF YEAR

OMAN CABLES INDUSTRY

Aprominent cable manufacturer based in the Sultanate of Oman. This company specializes in the development, manufacturing, and marketing of a wide range of electrical products, including medium voltage power cables, low voltage power & control cables, instrumentation cables, pilot cables, overhead power transmission line conductors, and building wires. The company’s efforts to mitigate carbon emissions are integral to its long-term environmental objectives, embodying its commitment to creating a greener future for the next generation.

WOMAN PROFESSIONAL OF THE YEAR

DR. MARYAM FICOCIELLO | RED SEA GLOBAL

This individual is responsible for developing effective, transparent, and accountable governance practices that are driven by transparency, fairness, and accountability on unprecedented scales. Her leadership role expands into identifying, assessing, and managing RSG’s internal and external risks to support the company, its Board, and Executive Management in achieving its objectives.

Her approach is driven by regenerative development. She professes that “regeneration, and not just profits” lies at the core of the business, and consequently measures success against metrics that serve to bring RSG’s destinations closer to a zero-carbon footprint, such as operating both destinations with 100% renewables, building the world’s largest, purposebuilt battery storage facility, and delivering a 30% net conservation benefit by 2040.

CBNME SUSTAINABILITY INNOVATION AWARDS 2023

SUSTAINABLE MIXED-USE DEVELOPMENT PROJECT OF THE YEAR

RED SEA DESTINATION | KEO INTERNATIONAL CONSULTANTS

The project’s innovative and sustainable features have led to its recognition as the first certified project at a Platinum Level in the MENA region under the LEED for New Cities rating system. KEO was engaged as Sustainability Consultant to certify the Red Sea Destination project – Phase 1 assets.

One of core design principles of the development is to facilitate high connectivity, promote walkability, and effective utilization of low-carbon transit options. The residential community within the development is a relatively car-free environment and the community centers with a strong mix of facilities are located within an 800m walking distance across the masterplan. This is further supported

by seamless connection of shaded cycle tracks to all the facilities. The Red Sea Destination uses only Electric Vehicles within the development. All the private vehicles will be parked in the long-term parking facility provided in the welcome centre at the airport and all the visitors & residents of the community will be using the Electric Vehicles operated by the owner.

The development’s main intent is to reduce demands and empower behavior change by prioritizing reducing demand at source through passive means and social interventions, employ efficient technologies, embrace circular economy principles, build on-site renewable energy generation “solar PV farm” to achieve Net Zero Development.

EV TRUCK LAUNCH OF THE YEAR

AL MASOOD CVE

This group together with their partners launched the first heavy vehicle of its kind in the Middle East, in support of the UAE’s netzero aspirations and environmental agendas. The electric vehicle is used by Tadweer - Abu Dhabi Waste Management Company, the sole entity in charge of handling garbage in the Emirate of Abu Dhabi, to collect waste from residents.

CBNME SUSTAINABILITY INNOVATION AWARDS 2023

ENVIRONMENTAL IMPACT CHAMPION AWARD

GREENER | IHCC

Aleading service provider in the field of sustainability and energy efficiency within the Saudi market and beyond. Demonstrating high levels of specialization and dedication, they offer top-notch services along with creative solutions. Their emphasis on quality and innovation guarantees client contentment and sets them apart with distinctive offerings.

SUSTAINABLE FIT-OUT PROJECT OF THE YEAR

AIRTEL | DESIGN INFINITY

The award-winning project Airtel Africa Services (UK) Limited HQ Headquarters by this leading firm was awarded LEED GOLD Accreditation, making it the first telecommunications firm in the UAE to do so, this project is the second largest project in Dubai and the fifth largest in the UAE to earn LEED GOLD certification.

At every stage of the project, sustainability was considered: 42% of the materials used were from sustainable sources, water efficient fixtures are predicted to lower usage by 51% compared to the baseline, and the percent lighting power reduction achieved is 29.36%.

RETROFIT PROJECT OF THE YEAR

DISCOVERY GARDENS -56 BUILDINGS RETROFIT & REFUR -

BISHMENT OF AC WORKS BETAM | BIN DASMAL ENGINEERING TECHNOLOGIES & MANAGEMENT CO. LLC

The objective was to tackle a series of interconnected problems identified in the chilled water (CHW) pipe systems of 56 operational residential buildings in Discovery Gardens. The goal was to investigate, diagnose, and remedy these issues, aiming to enhance the efficiency and integrity of the CHW systems in these buildings. The approach emphasized the use of quality materials and techniques to ensure long-term sustainability and to prevent the recurrence of these problems.

Presented by Hani Tannir, CEO at Al Masaood Industrial

ENERGY PROJECT OF THE YEAR

100 MW GREEN HYDROGEN PLANT | ORASCOM

CONSTRUCTION PLC

Part of the Green Hydrogen Consortium, the project involves collaboration with Fertiglobe, Scatec, and The Sovereign Fund of Egypt. This initiative is focused on developing Egypt’s inaugural green hydrogen production facility, which is projected to be the world’s largest privately owned complex of its kind. The involvement includes SPV membership and serving as the EPC contractor for construction. The first phase, a 15MW green hydrogen plant in Ain

Sokhna, was inaugurated during COP27, attended by the Egyptian President and the Norwegian Prime Minister. The plant aims to incorporate a 100 MW electrolyzer to produce green hydrogen for up to 90,000 tons of green ammonia for Fertiglobe’s facility. Additionally, government-approved wind and solar installations ensure electricity supply for electrolysis without affecting the existing grid, preserving the green hydrogen production process.

Presented by Hani Tannir, CEO at Al Masaood Industrial

SUSTAINABILITY LEADER OF THE YEAR

FARAH NAZ | AECOM

An acclaimed climate change strategist, boasting 20 years of experience in the built environment across the US, UK, Southeast Asia, and most recently the UAE. Since arriving in Dubai in 2015, this individual has taken the lead in promoting a sustainability and innovation agenda throughout

the Middle East. Their name has become synonymous with achievable sustainability and energy strategies, evident in their support for significant projects like the Museum of the Future, Louvre Abu Dhabi, Bee’ah HQ in Sharjah, and the Expo 2020 Sustainability Pavilion.

CBNME SUSTAINABILITY INNOVATION AWARDS

2023

RENEWABLE ENERGY PIONEER OF THE YEAR

JOUMANA HOSRI | SACOTEL ZNSHINE

Standing as a renewable energy leader, this individual is at the forefront of driving transformative change within the renewable energy sector across four continents. Their profound commitment and expertise have led to prestigious awards, including being recognized as the “Woman in Solar” of the year by MESIA (Middle

East Solar Awards) in Dubai in May 2021. They also received the “Visionary Leader of the Year” distinction at the Construction Innovation Awards in Dubai in October 2019. Most recently, they were presented with the “Excellence in Forward Thinking Leadership Award” at the Women in Energy award summit in Beirut.

Presented by Armin Moradi, CEO at Qashio

SUSTAINABILITY Innovation Awards 2023

URBAN MOBILITY TRANSFORMATION AWARD

CAFU

Since its establishment in 2018, the company has been a driver of innovation, dedicated to enhancing convenience and saving time for its customers. Founded by Rashid Ghurair, the company’s inception was spurred by the vision of creating a more intelligent and connected approach to refueling and vehicle services. The guiding principle has always been

centered around finding “a better way to do things,” propelling its expansion from on-demand refueling to an array of services such as mobile car wash, battery, tire, and engine oil changes. The core objective remains focused on not only enhancing the lives of customers with time-saving solutions but also positively impacting communities and the environment.

Presented by Armin Moradi, CEO at Qashio

CBNME SUSTAINABILITY INNOVATION AWARDS 2023

SUSTAINABLE 3D PRINTING COMPANY OF THE YEAR

3DXB GROUP

Prominent in the realm of innovative 3D printing solutions for the construction industry, the company operates through three dedicated branches: Machinery, Micro-concrete, and Training. Their focus is on providing fully integrated solutions coupled with highquality products and services.

Presented by Armin Moradi, CEO at Qashio

LAURE RUSSIER - BÈCLE | EGIS IN THE MIDDLE EAST GROUP

With a strong educational background and 15 years of international experience in Civil Engineering and Project Management, the individual has consistently displayed unwavering dedication. Since joining the organization in 2009, various roles across continents have showcased a passion for large-scale multi-sector infrastructure projects and a commitment to

sustainable development and innovation. In the past year, notable achievements include securing crucial contracts that enhanced the organization’s credibility in delivering environmental and sustainability services in the Middle East. Notably, significant environmental surveys were led, and a pivotal role was played in advancing sustainability practices in the region.

ECO-FRIENDLY PROFESSIONAL OF THE YEAR

CBNME SUSTAINABILITY INNOVATION AWARDS 2023

AECOM

Their core mission is focused on generating positive and enduring impacts on both people and the environment. This objective is realized through their comprehensive strategy called Sustainable Legacies (SL), which is firmly rooted in Environmental, Social, and Governance (ESG) principles. Launched in May 2021, the SL strategy is guided by a Global ESG Council, which reports to the Executive Leadership Team and the Board of Directors. Overseeing internal sustainability endeavors, including target setting and reporting, is a dedicated Global Corporate Sustainability team. A central element of their strategy is a bold commitment to achieving science-based net zero emissions by 2040.

GREEN CONSULTANT COMPANY OF THE YEAR

SUSTAINABLE INDUSTRY LEADER OF THE YEAR - (In Logistics)

HANI TANNIR | AL MASAOOD GROUP INDUSTRIAL

In his capacity as CEO of Al Masaood Group Industrial, he manages crucial business development initiatives and creates new revenue streams, primarily for the Group’s operations in the fields of manufacturing, logistics supplies and solutions, power, and marine transportation. His primary objectives are to promote sustainable development initiatives and guarantee ongoing innovation in Al Masaood’s business practises and product lines in order to achieve the company’s objective of reducing carbon emissions in accordance with the UAE’s sustainable growth agenda.

CBNME SUSTAINABILITY INNOVATION AWARDS 2023

SOFTWARE/DIGITAL SOLUTIONS PROVIDER OF THE YEAR

HITEK SERVICES LLC

Comprising an array of intelligent Smart & Green solutions, this solution offers businesses a unified approach that links support with operational units and management with the workforce. This strategy effectively overcomes potential communication and information gaps, resulting in the desired productivity and efficiency outcomes that are now essential.

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CBNME SUSTAINABILITY INNOVATION AWARDS 2023

GREEN PORTS COMPANY OF THE YEAR

ABU DHABI PORTS

Recognizing the value of comprehensive success in business, the organization underscores the importance of addressing environmental, social, and economic dimensions. Aligned with the UNSDGs, a long-term sustainability strategy has been adopted, focusing on reducing resource consumption, waste, pollution, and carbon emissions. The organization’s commitment extends to community support, particularly given its presence across diverse trade, maritime, and tourism regions. Prioritizing societal contributions, the sustainability strategy is underscored by increased investments in this endeavor.

CEO OF THE YEAR - (Developer)

JOHN PAGANO | RED SEA GLOBAL

The individual is at the helm of a group driving ambitious tourism projects along Saudi Arabia’s northwestern coast, pivotal for the nation’s Vision 2030 economic plan. With nearly four decades of international experience in overseeing significant multi-billion-dollar undertakings, the individual has spearheaded the growth of the group and the

creation of eco-luxury, sustainable, and regenerative tourist destinations. These ventures contribute to reshaping the global tourism industry and diversifying the Saudi Arabian economy. Supported by a growing portfolio of subsidiary firms, the group is committed to environmentally conscious developments, addressing challenges like climate change and biodiversity loss.

CBNME SUSTAINABILITY INNOVATION AWARDS 2023

NOTHING PHONE

DRIVE THE NEW WAY

NEW IVECO T-WAY: HIGH PRODUCTIVITY AND SAFETY ON OFF-ROAD TERRAINS

With a complete line-up of AWD and PWD versions and the the 16-speed HI-TRONIX automated gearbox, the IVECO T-WAY features a host of functionalities such as Rocking Mode, Off-road Mode, Creeping Mode and 4 reverse gears to tackle with ease the toughest off-road conditions. The new architecture of the EBS system, combined with disc brakes on all wheels, greatly improves the vehicle’s performance and the driver’s safety in the most demanding applications.

NEW IVECO S-WAY: HIGH TECHNOLOGY AND EFFICIENCY FOR ON-ROAD MISSIONS

The new IVECO S-WAY, with a completely redesigned and reinforced cab, offers a wide choice of Euro III/V diesel engines, a delivering class-leading power from 360 HP to 560 HP Euro III / 570 HP Euro V and superior fuel-saving devices, such as anti-idling feature, Ecoswitch, Ecoroll and Smart Alternator. 12-speed HI-TRONIX automated transmission with the most advanced technology in its category, electronic clutch and best-in-class torque-to-weight ratio.

LEADERSHIP DECISION MAKING

IN A RACE TO BE MORE TECHNOLOGICAL DEPENDENT, WE FIND OUT HOW MOHAMED SAADEH, GM AT DARWISH INTERSERVE FACILITY MANAGEMENT, THROUGH HISLEADERSHIP AND DECISION MAKING ARE ENSURING THEIR COMPANIES ARE INVESTING IN THEIR OWN TECHNOLOGY TO PROVIDE BETTER SERVICES AND HOW IT CAN ENHANCE VALUE-ADDED SERVICES.

In today’s fast-paced and dynamic business landscape, the integration of technology has become a pivotal factor in ensuring sustainable growth and a competitive advantage across industries. Darwish Interserve Facility Management (DIFM) stands at the forefront of this transformation, exemplifying how leadership decision-making drives technological investments to elevate service quality and enhance value-added offerings. I would like to delve into the strategic choices made by DIFM’s FM C-level executives, elucidating how our forward-thinking approach is shaping the company’s technological journey and propelling it to new heights.

In this era, where technological innovations are reshaping traditional business models, DIFM’s leadership recognizes the immense potential that lies in embracing technology. By placing technological dependency at the heart of our strategy, we position DIFM to remain agile, efficient, and relevant in a rapidly evolving industry. The leadership’s astute decision to prioritize technology investments serves as a testament to our commitment to delivering cutting-edge solutions and exceeding customer expectations.

At the helm of DIFM’s technological transformation are its FM C-level executives, whose visionary decision-making shapes the course of the company’s evolution. We understand

that technology is not merely a tool but a strategic enabler that unlocks new avenues for growth. Our forwardlooking perspective empowers us to identify opportunities for innovation, assess potential risks, and allocate resources judiciously to ensure seamless technology integration aligned with the organization’s overarching goals.

One hallmark of DIFM’s leadership decision-making is its emphasis on proprietary technology. Rather than relying solely on off-the-shelf solutions, as the General Manager of DIFM, I set an example by recognizing the value of bespoke technology tailored to the specific needs of facility management. This strategic approach enables DIFM to differentiate itself by offering unique and tailored services, fostering stronger customer relationships, and solidifying its position as an industry leader. Our CAFM system is one of the technologies

that make our services more organized and connected with both our team and clients.

DIFM’s leadership is acutely aware that technology not only enhances existing services but also paves the way for innovative valueadded offerings. By leveraging cuttingedge technology, such as advanced data analytics, Internet of Things (IoT) devices, and predictive maintenance tools, DIFM is positioned to offer predictive and proactive solutions that transcend conventional facility management practices. This proactive stance enables the company to anticipate client needs, optimize operational efficiency, and minimize downtime, thereby fostering long-term partnerships. While technology is undeniably transformative, DIFM’s leadership recognizes that human expertise

remains irreplaceable. The company’s approach to technology integration underscores a harmonious synergy between human capabilities and technological advancement. By upskilling and empowering its workforce to harness technology effectively, DIFM ensures that innovation is not a replacement for skilled professionals but a catalyst for their enhanced performance.

Darwish Interserve Facility Management’s journey toward technological dependency exemplifies the role of leadership decision-making in propelling an organization into the digital age. By prioritizing technology investments, embracing proprietary solutions, and enhancing value-added services, DIFM’s FM C-level executives are steering the company toward a future where technological innovation and human expertise converge to redefine the landscape of facility management. As DIFM continues to evolve, its story serves as an inspiring testament to the power of visionary leadership in navigating the intricate realm of technology and business.

“AS THE GENERAL MANAGER OF DIFM, I SET AN EXAMPLE BY RECOGNIZING THE VALUE OF BESPOKE TECHNOLOGY TAILORED TO THE SPECIFIC NEEDS OF FACILITY MANAGEMENT.”

Mohamed Saadeh, GM at Darwish Interserve Facility Management

ASSET MANAGEMENT AND ASSET LIFESPAN MAXIMISING EFFICIENCY AND PERFORMANCE

BY KHALID MUKADAM, GM OF OPERATIONS AT EFS FACILITIES SERVICES GROUP

In the world of asset management, understanding and optimising the lifespan of assets is crucial for businesses and organisations. It is a complex endeavour requiring careful consideration of various factors and stages directly impacting an asset’s durability, performance, and overall value. In this article, we delve into the critical steps that shape the lifespan of MEP (Mechanical, Electrical, Plumbing) assets, exploring the intricate interplay between design, production, selection, installation, and environmental factors. By unravelling these key aspects, we aim to unlock the secrets of asset longevity and offer insights into maximising efficiency and performance throughout an asset’s lifecycle.

Product Designing:

The journey of an asset begins with its designing stage, where a design engineer proposes visual and functional theories. This stage considers factors such as the asset’s purpose, ideal installation location, surrounding conditions, durability,

maximum running hours, space optimisation, design standards, peak load, comfort load, cushion load, safety features, and more.

Production:

Once the design is finalised, the production team starts manufacturing the product according to market demand and feedback. The team may manufacture it accurately as proposed in the plan or introduce a few changes for practicality in consultation with the design team. Any changes proposed at this stage may affect the original lifespan of the asset, either reducing it, increasing it, or keeping it the same.

Product Selection:

The next step in the asset’s journey is determining the selection of assets during the building construction or project design stage. Most consultants play it safe by selecting products already

available or proven in the market rather than experimenting with customised designs. This practice often leads to selecting products with higher or lower ratings, resulting in higher costs for developers. Another common practice is over-designing or incorporating a cushion range, which is debatable in effectiveness.

Installation & Commissioning:

The installation and commissioning process plays an important role in deciding the lifespan and performance of the asset. If a non-authorised or untrained installer is involved, they may not follow the correct installation steps or possess the right tools. This increases the chances of wear and tear and compromising output parameters. Coordinating with all installation stakeholders is crucial so that access restrictions and interference from other installed assets do not occur during operations.

Asset Takeover:

Regarding economic turnover, many buildings have installed MEP assets, tested, and commissioned but have yet to put them into operation. The duration between the installation of MEP assets and building operation directly impacts the asset’s lifespan. Usually, an asset in operational use has a longer life than those kept in idle mode in unmaintained surroundings.

Surrounding & Environment:

An asset placed in a clean and controlled environment is more likely to achieve its intended lifespan. Therefore, assets installed in basements or air-conditioned mechanical rooms tend to be healthier than those installed on rooftops. In general, assets installed on rooftops near the sea are more prone to degradation based on experience. It is also important to select the neighbouring asset. Having the right neighbourhood for critical asset installation is utterly important. Furthermore, if there are uncontrol events such as water leakages, fire, material collapsing, or similar incidents on the asset due to other factors, the asset’s lifespan gets marginalised.

Operations:

Even selected assets with industry expert installation will only achieve their lifespan if it is effectively operated. All assets have a safe operating range, and the operators need to get effective training and SOP to be defined to ensure they know how to manage the systems safely. Overloading or not following the sequence of operations will lead to earlier asset failure.

Maintenance:

An asset needs maintenance based on time gap or run hours. Following manufacturer guidelines & having competent staff for maintenance regime ensures that the assets are safe to operate and have a lower failure rate. Nonmaintained assets may save operating costs for some landlords but will increase their capital expenditure as the asset needs to be replaced earlier than its expected life span.

Maintaining the record of asset maintenance and reviewing the data captured from preventive care will help the engineering team to adjust their frequency of PPM or task for productive maintenance.

Spares and Consumables:

Using company-recommended spares and consumables is mandated to ensure the systems operate to their expected lifespan. Performing cost savings and going with alternatives is a strictly unhealthy practice for system performance. Saving a small portion of operational expenditures using alternative spares and consumables will lead to early capital expenditures for replacing the assets before their expected lifespans. Furthermore, consumables need to be refilled or replaced on due dates. Prolonging the replacement will lead to the degradation of asset performance. Similarly, any spares noted with wear and tear must be replaced immediately rather than waiting for them to fail and create other complications to the system.

Software Upgrades:

The first industrial revolution occurred in the late 17th century when creating goods by hand moved to using machines. Much later, the 1980s witnessed the integration of PLCs with machinery. Along with PLCs came software. During the early phase of PLC implementations, software updates occasionally occurred until dramatically new logic was launched. But with the current era of technology, regular software updates are available. Most of the upgrades are complimentary from the manufacturers. These upgrades ensure more security, performance, and rectification of any identified bugs during the operations. However, it is the site representative or maintenance contractor’s responsibility to ensure these complimentary updates are downloaded and implemented. Major technology shift upgrades are usually paid versions from the manufacturers, but they offer decent pricing to existing users. Failure to update the software will lead to blocking the expected performance and thus putting extra strains on mechanical and electrical parts, reducing the overall system lifespan.

MKhalid Mukadam, GM of Operations at EFS Facilities Services Group

CBNME ASSET MANAGEMENT

Obsoletion in the Market:

While procuring the systems, most consultants or engineers prefer to have systems with a longer lifespan. But what they fail to understand is that despite having a longer lifespan, if the manufacturer is not going to support the maintenance or spares or software till the end of the lifespan, it will result in the failure of the main goal. There is continuous news in the market that a particular version of software, equipment, or model will be obsolete because a manufacturer has merged with another entity or that they have launched a better product, or simply because the manufacturer has closed down. Your procurement team needs to closely watch such news and replenish their stock levels for spares and consumables. By doing so, you can achieve the asset’s maximum lifespan despite the market closedown. If such systems feed critical load, it’s better to start planning your replacement cost budget exercise and shift those machines/ systems to non-critical areas.

Technology Upgrade:

In a few cases, replacing a system with new models or technology is preferable despite a system being healthy and functioning. Considering the cost savings, it can improve energy efficiency and reduce maintenance costs. While ESG governs today’s market, the replacement would positively impact the environment. The best example for such cases would be replacing fluorescent lights with LED; or replacing refrigerators using CFCs with HFCs. A few years ago, most projects would have water filtration systems with numerous waterline networks. These days, the introduction of Atmospheric Water Generators serves the requirement without any direct water consumption or need for water networks. The water networks have a chance for leakages and causing various indirect damages. Though AWG technology has yet to reach its highest potential, it can still be considered an effective alternative.

Lifespan:

Many end users feel comfortable using systems or equipment beyond their desired lifespan. It’s debatable whether doing so gives them cost savings by

prolonging their capital expenditure or increasing the cost of operational expenditure by higher maintenance needs. The calculations to derive such efficiency models are very complicated as well. Hence the thumb rule states if the assets are feeding critical areas, then plan to replace them before their expected lifespan. The other proven methodology uses Cost Based Risk Assessment (CBRA) theory.

Continuous Monitoring and Evaluation:

To ensure the longevity and optimal performance of assets, it is crucial to implement a system of continuous monitoring of lagging and leading indicators and evaluation. This involves regularly assessing the asset’s condition, performance metrics, and operating parameters. By monitoring key indicators such as energy consumption, output efficiency, temperature variations, and any signs of wear or deterioration, asset managers can proactively identify potential issues and take timely corrective measures. Regular inspections, data collection,

and analysis allow for early detection of problems, enabling preventive maintenance and minimising the risk of unexpected failures or downtime. Implementing condition monitoring technologies, such as sensors and predictive analytics, can provide realtime insights into asset health and performance trends, enabling datadriven decision-making.

Furthermore, evaluating asset performance against established benchmarks and goals helps identify areas for improvement and optimise asset management strategies. By leveraging performance data and feedback from operations and maintenance teams, asset managers can make informed decisions regarding maintenance schedules, equipment upgrades, and asset replacement plans. Continuous monitoring and evaluation enhance asset lifespan and contribute to overall operational efficiency and cost-effectiveness. It allows for proactive maintenance planning, reduces unplanned downtime, and maximises the return on investment throughout the asset’s lifecycle.