Construction Sites | December Issue no. 113

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I ssue N o .113 - D ecember 2016

SITES Monthly Construction news, tenders, project focus, and forthcoming exhibitions in Qatar

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NEWS

Magical Festival Village achieves major milestone

Magical Festival Village is the first entertainment project of this size in Qatar by Ezdan Holding Group

Ezdan Holding Group has announced the leasing of 75% of the available commercial outlets at Magical Festival Village in the Katara area.

The number of outlets that are leased exceeds 400, spreading over an area of 50,000sqm.

They are developed in collaboration with local and international commercial agencies, some of which are showcasing their products for the first time in Qatar.

Designed in a European countryside style that flows seamlessly with the architectural lines of the Village, the commercial outlets are neighbored by the cafes area, featuring 19 cafes and 20 restaurants, next to the fountain square in the heart of the market, and bordered by the public seating area with a capacity of 800 visitors.

Talking about Magical Festival Village, Ezdan Holding Group CEO Ali Mohammed Al Obaidli said that acquiring the majority stakes in Magical Festival Village supported Ezdan Holding Group’s strategy aimed at reinforcing its investments in the retail and entertainment sector.

For his part, Magical Festival Village Operating Manager Abdulaziz Issa Al Mohannadi said the large turnout of exhibitors, entrepreneurs and international retail agencies for the upcoming season of the Village’s events were “expressively huge and an important indicator of the project’s success and impact”.

He pointed out that top-notch quality products would be displayed to meet a wide range of tastes and would vary between jewelry, clothing, leather goods, cosmetics, toys, electronics, sweets and furniture, noting that a German company had signed a lease for more than 80 outlets, through which it would offer a significant number of global brands.

Magical Festival Village is the first entertainment project of this size in Qatar. A seasonal project that takes advantage of the best time of the year when weather in Qatar cools down and tourism is at its peak.

The Village will witness events and festivals, involving major international artists, with activities varying between entertainment, education and fashion. As for games, Magical Festival Village contains about 130 of them, designed with the latest technology in mind. Some of them are presented for the first time in Qatar.

Qatari Sources GRP SECTIONAL WATER TANKS FIRE SECTIONAL WATER TANKS STEEL STRUCTURES PPR PIPES & FITTINGS LEED & GREEN BUILDING SOLUTIONS

Tel: +974 4487 3850 - Mobile: +974 55141030 Fax: +974 4487 3826 - P.O.Box 17175 Doha-Qatar e-mail: mohdzeli@gmail.com

Hochtief ViCon achieves Doha Metro project hat-trick Hochtief ViCon has accomplished a Doha Metro project hat-trick, delivering key building information modeling (BIM) services for all three Metro Lines in Doha: the Green Line, the Red Line and the Gold Line.

The QIRP Gold Line MEP Underground project consisted of Detailed Engineering Design (DED) services for 10 underground stations with an associated central cooling plant and 32 kilometers of railway tunnels for the client WorleyParsons.

ViCon’s scope of BIM management services on the project was divided into two consecutive phases, phase one being the BIM implementation, including the execution plan and the modeling guidelines, and phase 2 BIM process management and design co-ordination, including trainings and clash detections.

Within 30 weeks, ViCon conducted a total of 35 training sessions to discipline engineers from more than 120 staff members under one roof in the engineering and BIM integrated processes.

Having gained experience from previous Doha Metro projects, the Metro Green Line UG and the Metro Red Line South, ViCon surely was the right choice to deliver the desired BIM outcome.

The Gold Line MEP Underground project JV, consisting of Aktor, Larson & Toubro, Yapi Merkezi, STFA and AI Jaber Engineering, was awarded to execute the detailed design and construction, which again awarded WorleyParsons to provide DED services.

Contact : Amit Kelkar – Sales Engineer / Mobile : 55042481/ Email : amit@coastalgalvanizing.com

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Al Aziziya, Behind Quality Hypermarket, Block A, 1st Floor, Office # 1

Mob: 30072299 • Tel: 44515215

Email: euro.upvc@hotmail.com

New avenues foravenues growth exist for New for growth exist for transportation and logistics firms transportation and logistics firms By focusing on the right success factors, transportation and logistics companies can achieve profitable growth, says a new report

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any transportation and logistics (T&L) companies need to refine their current business models to capitalize on opportunities in industry segments that are attractive in terms of both growth and returns, according to a new report by the Boston Consulting Group (BCG). The report, titled “Transportation and Logistics in a Changing World: The Journey Back to Profitable Growth”, has just been released.

Some T&L companies have succeeded in combining strong growth with high returns, while for many others this has been an elusive goal.

To understand what sets apart the top performers, BCG conducted an industry-level analysis of critical performance metrics and complemented it with detailed analyses of business segments and individual companies.

“T&L players in the Middle East can definitely leverage the findings of the report to become more profitable; however, they will need to confront the transformational environment of the sector,” said Giovanni Moscatelli, a Principal at BCG, Middle East.

“In particular, to capture long-term opportunities, regional players would need to remove the emerging bottlenecks in infrastructure by creating seamless intermodal connections, adopt lean operations also across their corporate functions, and co-ordinate closely with Government entities - at different levels - to ease the evolving regulatory framework,” said Moscatelli.

“In addition, they must explore adjacencies by selecting business models with a lighter asset base, as well as screen, identify and secure long-lasting partnerships to explore neighbouring markets.

“The real challenge will be having a long term

view about key trends impacting the region, while - at the same time – reacting rapidly and selectively when it comes to exploring new business opportunities”.

Strong growth but returns lag Despite T&L’s growth in recent years, BCG’s industry-level analysis found comparatively low returns, measured in terms of return on capital employed (ROCE) and total shareholder return (TSR).

The ROCE for T&L from 2011 through 2015 was 10.1%, falling short of the industry’s weighted average cost of capital of 10.3%.

Not surprisingly given its low ROCE, the T&L industry did not reward its shareholders with high returns. During the five-year period from 2011 through 2015, the T&L industry ranked only 17th for annual TSR among the industries BCG studied.

Performance has varied widely at the level of T&L business segments. Combining the perspectives of growth and return on assets (ROA), the study found that the most attractive segments are logistics advisors, CEP (courier, express, and parcels) delivery, hinterland terminals, and, to a lesser extent, rail transport (outside of Europe). All other segments do not earn the cost of capital.

The segments facing the most intense challenges in terms of both growth and ROA include sea and air transport and postal delivery.

But challenging market conditions only partially explain why profits did not keep pace with revenue growth, according to the report.

For many T&L players, organic growth strategies aimed at gaining market share in new re-

gions and in new business segments failed to deliver profitability.

In some instances, companies accelerated growth through acquisitions, but these inorganic strategies also failed to realize the anticipated profit growth - often because the companies did not adequately integrate the acquired businesses into their operations and networks.

Capitalizing on opportunities To achieve profitable growth in the near term, companies in all T&L segments will need to adapt their traditional business models to the changing market environment.

Companies across all segments should design lean organization and governance structures to improve efficiency and seek to differentiate themselves through advanced IT and digital capabilities, HR excellence, dynamic value pricing, and balanced business portfolios.

The report highlights success factors in road transport (the largest segment), freight forwarding (two segments with relatively high ROA), and contract logistics (a segment with high growth).

To capture long-term opportunities, T&L companies also need to prepare for six key megatrends that are changing their industry: the rapid development of emerging markets, urbanization, sustainability, infrastructure congestion and scarcity, e-commerce, and digitization. These trends affect T&L segments in different ways.

Some segments will encounter headwinds (for example, road transport players will face margin pressure arising from new digital platforms and the need to meet sustainability objectives), while other segments will gain advantages (for example, freight forwarding and contract logis-

Giovanni Moscatelli Principal at BCG, Middle East tics stand to benefit from e-commerce).

Leading players will recognize how the trends are affecting their segments and be ready to react faster and more decisively than their competitors.

“Regardless of their industry segment, all T&L companies can benefit from opportunities to combine strong growth with high returns,” said Moscatelli.

“The winners will be distinguished by their ability to understand and implement the practices that foster high performance in today’s market conditions as well as in tomorrow’s transformed business environment.”

A copy of the report can be downloaded at www.bcgperspectives.com

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LEGAL

ALERT: Qatar leads the way with ALERT: Qatar leads the way with new standalone data protection law new standalone data protection law Lee Keane’s practice covers a wide range of areas including domestic and cross-border transactional work, investment and emerging market strategies (including local establishment), M&A, private equity, complex joint venture agreements and restructurings as well as general commercial work.

Lee joined Clyde & Co in 2008 as a Senior Associate based in the Dubai office. He recently spent 18 months in-house at Al Tayer Group, a privately-held, diversified company headquartered in Dubai and rejoined Clyde & Co in 2014 as a partner in the firm’s Doha office.

He has gained particular industry expertise in the retail, food and beverage, education and healthcare sectors and regularly advises both international and domestic clients on a variety of corporate and regulatory matters including complex franchising and distribution arrangements throughout the MENA region. Lee is admitted to practice as a solicitor in England and Wales.

Kellie Blyth is a technology, media and commercial (TMC) lawyer, with seven years’ experience. She moved to the Middle East in 2012 having previously worked as a senior solicitor at a top tier firm in the United Kingdom with a leading technology and privacy practice.

She advises clients in the financial services, technology and telecoms sector on a broad range of commercial matters with a special focus on technology, e-commerce and data privacy law. She routinely advises on all aspects of technology development and licensing, including regulatory issues and commercialisation as well as the implementation of distribution, agency and franchising structures. Kellie also attained the ISEB data protection certificate from the Chartered Institute of IT in the UK in 2011.

Lee Keane

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he Qatari government has passed a law requiring a minimum level of protection for personal data within the State of Qatar. It is the first GCC member state to issue a generally applicable data protection law.

Law No. 13 of 2016 Concerning Personal Data Protection (the Data Protection Law) was issued on November 3, 2016.

It will come into full effect in six months’ time (unless this period is extended).

The Data Protection Law gives rights to natural persons whose personal data is processed online, or obtained through any other means in order to be processed online, or processed through a combination of online and more conventional methods.

As such, the Data Protection Law is designed to address concerns of individuals on the availability and security of their personal information through technology.

Some of the key points from the new law are: • Individual rights the rights given to individuals include the right to consent to any processing of their personal data, and to withdraw consent at any time. An individual will also have a right to review any personal data being stored in relation to him or her, and to ask for it to be corrected where it is inaccurate.

• Data processors obligations to safe-guard personal data and to process it under certain restrictions are imposed on companies which process personal data.

• Sensitive personal data certain types of personal data are subject to tighter restrictions. Sensitive personal information such as data relating to race, health, religious beliefs, relationships and criminal records may only

Kellie Blyth

be processed with the permission of the The level of fines will be designed to relevant unit of the Ministry of Transport drive compliance and deter irresponsible personal data handling practices. and Communications (MOTC).

They also highlight how seriously the Qatari government is taking the protection • Safeguarding children information related to children is also of privacy in a fast changing technologisubject to specific restrictions, includ- cal environment. ing restrictions aimed at the owners and operators of websites which are directed The Data Protection Law envisages furat children. For example, such websites ther regulations being issued by the will be required to obtain the consent of MOTC to assist its implementation. the child’s parent or guardian before any Therefore, the level of regulation in this area is likely to increase rather than depersonal data may be processed. crease.

• “Spam” communications made electronically (in- Should you have any questions in concluding by wired or wireless communica- nection with this article or the legal tions) are also prohibited under the new issues it covers, please contact Lee law, where their purpose is unsolicited Keane, Clyde & Co LLP, at lee.keane@ clydeco.com or Kellie Blyth at kellie. direct marketing. blyth@clydeco.com High financial penalties will be imposed for breach of the Data Protection Law. For example, fines of up to QR1 million may be levied for breach of the ban on unsolicited electronic “spam”.

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DECEMBER 2016

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FOCUS

In search of energy-efficient solutions In search of energy-efficient solutions W

e are all reminded of our responsibility to counter the negative effects of our lifestyle and industrial development on the planet as climate change and carbon emissions continue to dominate global discussions.

Companies and industries across the Middle East are set to increase their efforts in using alternative coolants for air-conditioners and refrigerators, following the signing of a global agreement to reduce greenhouse gas emissions.

In October this year, more than 190 countries agreed to an amendment to the 1987 Montreal Protocol that would phase down the use of hydrofluorocarbon (HFC) materials, which are currently used in air-cooling systems, refrigerators and as blowing agents in foam for thermal insulation. This amendment is the result of efforts that began in 2015 during the Dubai Pathway meeting.

By reducing the use of chemicals with high globalwarming-potential (GWP), the historic amendment aims to limit the global temperature increase to no more than 0.5°C by the end of the century, according to a recent release by Honeywell Middle East.

For its part, Honeywell has developed and is producing next-generation, environmentally preferable alternatives that are available today under its Solstice product line as an option to accelerate the transition from HFCs and other high-GWP materials.

The company estimates that global adoption of Solstice products will reduce global greenhouse gas emissions by an equivalent of 475 million metric tons of carbon dioxide by 2025, the equivalent to removing 100 million cars from the road for one year.

Another environment friendly approach to the cooling dilemma is the district cooling option. Early in November, Qatar hosted the eighth annual Middle East District Cooling Conference which gathered key stakeholders, decision makers and leaders from the district cooling industry to engage in a dialogue on the future of district cooling technology in the region.

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The conference sponsors and exhibitors also demonstrated their innovative methods and technologies tailor-made for project developers and government agencies to equip them with energy efficient solutions for the future.

The opening sessions featured stellar presentations on technological advancements in DC, smarter water utilization, secrets to successful delivery of DC projects and insights on DC system maintenance by Hubert Poels, Managing Director at WATCO; Hussam Sammour, GM at Trane (Qatar); George Berbari, CEO at DC Pro Engineering, Jim Phene, Director of Business Development EMEA at LAKOS Separators and Filtration Systems (USA), Tim M Burbury, Partner at King & Spalding and Andrei Sleptchenko, Assistant Professor at Department of Mechanical and Industrial Engineering, College of Engineering, Qatar University.

A presentation by Nauman Rashid, Marketing Director for MEA at GE Water & Process Technologies, titled “Water treatment technologies for sustainable and cost effective district cooling operations”, focused on water and treated sewage effluent (TSE) treatment as well as control automation and knowledge management solutions.

Another presentation titled “Cost saving with customized STARTING solution” by Thomas Zirk, Sales Director at AuCom MCS GmbH & Co, examined new motor starting concepts such as the multimotor starting concept and emphasized its advantages.

The second day of the conference dedicated sessions to sustainable development and energy efficient cooling systems, key developmental issues for new district cooling systems, solar cooling systems, best practices in district cooling and quality control.

It also featured an exclusive session titled “Ashghal: Application opportunities of treated sewage effluent in district cooling & challenges towards environmental compliance in Qatar” by Dr Ghazi El Sherif, environmental expert at Public Works Authority and a wrap-up panel themed “Investigating the challenges to implementing district cooling”.

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Six things to know about Qatar’s Marina District Cooling Plant: 1. A massive 175kms of district cooling network.

2. It is being developed by Lusail Real Estate Company and Marafeq Qatar Company 3. It will feature a staggering 1,000 energy transfer

stations 4. Once completed, this will be the world’s largest district cooling system.

5. The primary source of cooling for the plant is TSE

which is polished using ultra-filtration and reverse osmosis.

6. The plant is an engineering marvel and seeks to set a new benchmark for sustainable developmental projects.

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2016 HIGHLIGHTS

news stories news stories of of REVIEW: Biggest 2016

YEAR IN

2016

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The Ministry of Administrative Development, Labor and Social Affairs has given final touches to procedures related to the new system of employment contracts. Long-awaited changes to Qatar's “kafala” labor law for foreign workers take effect on December 14.

The new residency law is expected to address issues in the employee and employer relationship in Qatar.

02 NOC (no-objection letter) from the former employer will not be required if the worker is hired by a new employer.

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NEW SPONSORSHIP LAW

The two-year ban will no longer be applicable on the new work visa.

An expatriate who has received a new contract to work in Qatar can come back on the next day.

Expatriate workers will still have to sign contracts with their new employer in order to enter Qatar.

However, they no longer need to get an exit permit from their sponsor to leave.

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To leave the country, an employee needs to inform his employer at least three days in advance of and apply through Metrash2 system.

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01 02 Some 50 employees at Qatar Rail have been sacked as part of a “business efficiency review".

Global telecoms provider Ooredoo Group cut around 100 local jobs as part of a corporate review to “optimize” its operations.

MAJOR STREAMLINING & HIRES IN 2016

200 staff at Sidra Hospital have been made redundant as part of a “rightsizing” process.

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A Middle East Job Index Survey, conducted in February this year by the Middle East’s leading job site, Bayt.com, and research and consulting firm, YouGov, revealed that 57% of working respondents in Qatar expect their employers to be hiring in the next three months (March to May); 34% of them saying they will be definitely hiring. The majority of respondents in Qatar said that, in the next three months (March to May), they will be mostly hiring accountants (19%), sales managers (19%) and engineers (19%).

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The Qatar Railways Company is working on one of the most significant and largest rail projects in the world. The rail network is expected to satisfy the demands of Qatar’s rapidly growing population.

The Doha Metro will be one of the most technologically advanced and environmentally friendly rail transit systems in the world. It will consist of four lines with an estimated overall length of 300km and 100 stations.

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DOHA METRO: WORKS 50% COMPLETE

According to HE Jassim bin Saif Al Sulaiti, Qatar’s Minister of Transport and Communications, overall work on the metro is now 50% complete. The first train is scheduled to be delivered to Qatar Rail by the third of quarter of next year and the metro is planned to open its door to public in late 2019 or early 2020.

The whole project has been planned to build over two phases. The first phase includes the Red, Gold, and Green lines which are expected to start off in 2019, with 37 stations.

And the second phase will come with the introduction of an additional line (Blue) as well as 60 stations together with the extension of the existing ones.

To support the growth of hospitality sector, Qatar is working to open new malls. Mall of Qatar will be one of Qatar’s largest shopping and entertainment destinations with three levels of more than 162,000 square meters of retail leasable space. There will be a dedicated Metro station integrated into the mall, which will give all Doha residents unlimited access to the Mall of Qatar.

02 Doha Festival City, with over 245,000sqm of gross leasable area, will be one of the largest malls in the Middle East upon completion, offering 540 shops and stores and dining options through a carefully balanced selection of international and local brands. Doha Festival City is being developed by the Bawabat Al-Shamal Real Estate Company (Basrec) and is scheduled for opening on February 1, 2017.

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UPCOMING MALLS

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04 Tawar Mall will be the first mall in Qatar that includes a traditional souq in its premises.

This unprecedented area embraces local traditions through a varied range of small shops built to showcase a real souq. This upcoming shopping mall has more than 312 shops and restaurants.

At 105,159 square feet, AlHazm will be one of the biggest malls in Qatar. Delivering the realization of the vision behind Alhazm, Darzi is the newly-established luxury retail division of Al Emadi Enterprises, which will spearhead the choice of international luxury retailers destined for the mall. Place Vendome is an upcoming $1.25 billion mixed-use development underway in Qatar’s emerging Lusail City. The project, which broke ground on March 17, 2014, will package 800,000m² of retail, leisure, entertainment and luxury into a one-stop family destination by the seafront.

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Preparations for the 2022 FIFA World Cup are on track and progressing well. Qatar will build nine new stadiums and renovate three stadiums, with the 12 venues divided among seven host cities. The seven host cities are Al-Daayen, Al-Khor, Al-Rayyan, Al-Shamal, Al-Wakrah, Doha and Umm Salal.

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The 40-year-old, Khalifa Stadium is getting refurbished to fulfil FIFA regulations and will host the quarter-final of World Cup matches.

It will have acapacity for 40,000 spectators. The 40,000-capacity Al Wakrah stadium is expected tocomplete its steel roof structure in 15 to 17 months which will host the World Cup quarterfinals.

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STADIUM PROGRESS

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INTRODUCTION OF 5% VAT

02 As a result, more than 1.8 million of Qatar’s 2.1 million salaried workforce now receive their payment via bank transfer. The WPS initiative was enacted on November 2, 2015 to end the “cash-in-hand” culture that puts workers at risk throughout the world. In addition, it also grants new powers to the Qatari authorities to monitor wage payment, and ensure that migrant workers are being paid in full and on time, as stipulated in their contracts.

ONE YEAR ON, THE WPS IS ACHIEVING PROGRESS

The country's first man-made forest is nearing completion, some 50km from Doha, near Umm Salal Ali, Gulf Times reported.

03 01 02 “The 8.3sq km forest, which includes two lakes and four islands, is expected be completed by March 20, 2017,” Rafi Ohanian, operations manager, Nakheel Landscapes, told Gulf Times.

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From July 2016 onwards, considerable focus will be placed to preparing the business community for VAT. A number of GCC nations, alike Qatar, have already made significant advancement on setting up their tax administration systems for VAT.

In a relevant progress in Qatar, as part of its economic update on June 18, the Ministry of Development Planning and Statistics publicly confirmed for the first time that Qatar will introduce a 5% VAT in 2018 as part of the GCC-wide agreement.

Over 37,916 companies in Qatar are now fully compliant with the Wage Protection System (WPS), according to October 2016 figures from the Ministry of Administrative Development, Labor and Social Affairs. The remaining companies, which employ approximately 15% of Qatar’s workforce, have also committed to joining the WPS, and are in the process of meeting all requirements.

QATAR

And the 40,000-seater Qatar Foundation stadium will be used up to the quarter-finals of the football tournament.

The 60,000-seater Al Bayt stadium will host games until the semi-final stage, the design concept of this stadium resembles a traditional tent used by nomads around the region that is meant to symbolize Arab hospitality.

The falling oil prices have significantly affected the revenues of GCC countries, leading to the introduction of value added tax (VAT) in the region. GCC nations are intending to introduce VAT from January 1, 2018. The leaders of GCC countries have already reached a decision on the 5% rate after negotiating on a rate in between 3 and 5%.

GCC countries are yet to finalize their implementation policy. However, they have agreed upon the issue of not applying VAT on certain industries like education and health care.

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03 01

Meanwhile, the number of complaints made against employers in Qatar has dropped significantly. Between January and October in 2015, the total number of worker complaints received by the government stood at 3,845.

However, with the WPS fully enacted, complaints for the first half of 2016 fell to 2,676 representing a 30.4% decrease over this time reporting period, according to QNA.

The new transit visa structure allows passengers with a minimum transit time of five hours at Hamad International Airport, to stay in Qatar for up to 96 hours (four days), without the requirement to apply ahead of time for an entry visa.

The project is commissioned by the Public Works Authority (Ashghal).

Nakheel is sub-contractors under the main contractors, Keppel Seghers.

Ohanian told the daily his company started the work in January 2015 and was well on the course of completing the work on time.

According to Ohanian About 950,00 trees are being planted in the entire area. The two lakes, spread across 280,000sqm, are located next to each other.

Qatar Tourism Authority, Qatar Airways and Qatar’s Ministry of Interior announced recently a revised tourism visa scheme available to passengers transiting through Doha in a move to promote Qatar as a world-class stopover destination.

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Since the introduction of the system, 385 violations were issued against companies enrolled onto the WPS for failing to pay salaries on time. Punishments include fines between QR2,000 and QR6,000 and a prison sentence of up to one month, or both, according to the official Qatar News Agency (QNA).

MAN-MADE FOREST COMING UP IN QATAR

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NEW TRANSIT VISA

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04 The Qatar transit visa is free of charge and available on arrival at Hamad International Airport to passengers of all nationalities, upon confirmation of onward journey and completion of passport control procedures. All visas are approved and issued at the sole discretion of the Ministry of Interior.

This is a significant increase from the previous transit visa scheme, which allowed travelers with a minimum layover of eight hours to spend a maximum of 48 hours (two days) in Qatar.

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OUTLOOK

Business confidence upbeat Business confidence upbeat despite economic uncertainty despite economic uncertainty Responding directly to OBG’s questions, 52% of business leaders surveyed said they were “likely or very likely” to make a sizeable capital investment in the coming 12 months

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first-time survey of CEOs undertaken by the global publishing, research and consultancy firm Oxford Business Group (OBG) suggests that business sentiment across the GCC remains broadly positive, despite the current challenging economic climate.

As part of its landmark Business Barometer, GCC CEO Survey, produced in association with Saudi Hollandi Bank, OBG asked 196 business leaders a comprehensive series of questions on an anonymous basis to gauge their confidence levels and short-term plans for investment.

The surveys mark the latest addition to the firm’s extensive portfolio of research tools. All GCC markets were represented. The data was

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also used to assess the broader economic outlook across the region for the coming year.

Responding directly to OBG’s questions, 52% of business leaders surveyed said they were “likely or very likely” to make a sizeable capital investment in the coming 12 months.

Just under half of all respondents said they found gaining access to credit “easy or very easy”, while significantly, 57% estimated that government spending currently drives less than 40% of business in their respective sectors.

Andrew Jeffreys, OBG’s CEO and Editor-in-Chief, said the Group’s first CEO survey represented yet another research milestone for the firm at a time when investors were giving more importance than ever before to accurate data, com-

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piled at source using reliable methodology.

“While business leaders are increasingly keen to explore the openings that emerging markets offer, a lack of credible intelligence and information vacuums remain a concern,” he said.

“I firmly believe that our new CEO surveys will help to fill this void and give investors something they can immediately relate to, namely, the views and perceptions of decision-makers like themselves obtained at ground level.”

OBG’s Managing Editor for the Middle East Oliver Cornock added that the GCC CEO survey had produced some surprising results that would be of interest to investors.

“Despite global media reports that the region is in a period of economic turmoil, our GCC

CEO survey results point to a wholly more positive outlook, with sentiment across the sectors far from weak,” he said. “Of course, there are significant challenges. However, what can be deduced from the results is that the region’s corporates remain broadly positive and are positioning themselves to be able to compete when stronger growth returns.”

Cornock’s in-depth evaluation of the survey’s results can be found on OBG’s Editors’ Blog, which is titled ‘Next Frontier’. All four of OBG’s regional managing editors will use the new platform to share their expert analysis of the latest developments taking place across the sectors of the 35+ high-growth markets covered by the publishing firm’s research.

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MEP / HVAC

Creating perfection, building excellence Creating perfection, building excellence

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astern Synergy Contracting provides dedicated energy-efficient MEP & HVAC services that are synergized according to the requirement of customers. The company takes care of the clients’ needs based upon their personnel’s expertise, industry knowledge and the use of cuttingedge technology.

In an interview with Construction Sites (QCS) magazine, Engr. Pawan Agrawal, Projects Manager of Eastern Synergy, talks about the company’s growth strategy, innovation practices, plans and key challenges for the business among other topics.

We are very much focused in providing the best services to our customers beyond their expectations and achieving the highest rates of customer satisfaction

Q: In today’s business environment, innovation is the key to stay ahead of the curve. How do you foster innovation in your business practice?

A: Innovation only happens in the right environment where everyone is allowed to innovate as well as actively encouraged to speak up and bring new ideas to the table. We at Eastern Synergy Contracting are making sure that people feel free to express themselves. In Eastern Synergy, innovation is being encouraged and fostered by top management, including the CEO of the company who is passionate about work, have a positive and optimistic outlook, forward thinker, determined, concentrated on team culture, aiming to resolve problems quickly. We at Eastern Synergy follow these rules to foster innovation in the company: • Nurture diversity: We are having a team with different backgrounds, passions, and capabilities. Having a group with a diverse set of ideas, culture and problem-solving approaches help us to serve our customers and markets better • Open organizational culture: We empower our staff by building their confidence, and provision of autonomy and necessary resources, including opportunities for staff to develop. They are allowed to experiment with new processes and procedures and we encourage them to be on the lookout for improvements and opportunities • Team approach: The members in our company are encouraged to have regular team meetings for reviewing processes and projects.

• Open communication: We welcome free speech, debate and open contribution from team members. We also encourage regular brainstorming sessions between different business units. We offer regular training programs which expose staff to new ideas and knowledge and encourages innovation.

• Investing in and adopting state-of-theart technology: We take genuine interest in new technologies and encourage our staff members to review and report on them.

Q: The World Cup win and Qatar’s 2030 Vision means the country has become one of the most attractive construction markets in the world, with firms from all over the world keen to claim a share of the work. With several MEP & HVAC companies in the market, how do you maintain your market share?

A: In response to the question, I would like to quote the following message from our Chairman Sheikh Faisal Bin Jassim Al Thani.

“Our belief in Eastern Synergy derives from our need to help the State of Qatar achieve the 2030 National Vision, that’s under the auspices of the wise leadership of His Highness, Sheikh Tamim Bin Hamad Al Thani, Emir of the State of Qatar (may God protect him), and the vision of His Highness, Father Emir Sheikh Hamad Bin Khalifa Al Thani (may God prolong his life.)

“We look forward to being pioneers in our great nation by contributing to the sustainable development of the economy in co-operation with our partners, both locally and globally.

“For us to be a successful company, we first must invest in human beings as they are the true source of growth and development, and the creator of competence and knowledge.

“We thank God for all of the results that we have reached in the past, and we hope to continue achieving excellence in the future with superior customer and quality of service” In line with the above vision, we go by the following methodologies which help in increasing customer satisfaction, resulting in repeat orders from the existing customers as well as winning new customers based on the goodwill earned in the market: 1. Making use of automation – Though we are a young company, we are investing in software

EXPEriEnCE suCCEss...

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tools like ERP systems and Primavera for better planning and control of projects.

2. Build KPIs around customer service — We are building key Performance Indices of our team members around our customers’ requirements so that customers get high attention.

3. Respond to customers’ needs fast.

4. Implement customer feedback surveys—we listen to our customers and try to imbibe their suggestions in our work process to improve ourselves in line with their expectations.

5. Our employees: We keep on investing in our team and try to have most skilled and dedicated employees.

Q: How do you ensure safety operation for your every project? Do you organize any courses or training for your employees?

A: The personal safety and health of each employee of our organization is of primary importance. We believe that our employees are our most important assets and that their safety at the worksite is our greatest responsibility.

The prevention of occupationally induced injuries and illnesses is of such consequence that it will be given precedence over operating productivity whenever necessary. Management will provide all mechanical and physical facilities required for the personal safety and health of each of its employees.

Co-operation between our employees and management in the observance of this policy ensures safe-working conditions, helps result in accident-free performance and works to our mutual advantage. Eastern Synergy Contracting (ESC) is OHSAS 18001:2007 certified company and ensures strict compliance to its provisions.

Eastern Synergy Contracting provides safety training for supervisors and field engineers before project implementation. Also daily pep talk is being organized at site with the workers and other team members sensitizing them about the personal safety requirement as well as safe working methodologies by using only the proper tools for the assigned tasks.

MEP / HVAC

Q: What steps do you follow to gather high-level requirements and gain agreement on project goals? How do you manage the project schedule?

A: High-level requirements are defined during the conceptual phase of the project life cycle.

These need to be detailed enough to complete a project brief. They will relate to an output.

A clear and agreed expression of requirements and their acceptance criteria is essential for the success of any project. Most requirements will be generated by internal and external stakeholders such as clients and users.

Continuous discussions with all the stakeholders involved and the feedback on the understanding reached is followed to ensure that an agreement is reached for the desired outcomes.

Project goals define what the project should achieve, in other words, what the desired end results are. This means going beyond simply completing a scope of work on budget and on schedule. Project goals will satisfy the client’s needs and priorities.

ucts and achieving total quality excellence has become one of the key factors in our success in the Qatari market. Hence, we would like to assure our customers that we are committed to serve our customers in a credible and qualified manner.

We are very much focused in providing the best services to our customers beyond their expectations and achieving the highest rates of customer satisfaction.

We have a group of technicians and engineers with the highest level of efficiency receiving continuous training inside and outside the company to achieve customer satisfaction about our products and services.

Q: Are there any extraordinary projects you would like to tell us about?

Based on the contract and understanding with the client these activities are converted into schedule using the latest software’s. These schedules and milestones are discussed with client and agreed upon for execution.

A: For Eastern Synergy every project is unique in one way or the other. Among noteworthy projects is our association with the Lusail City development wherein we are associated with reputed developers for executing their requirement of MEP services. Also worth mentioning is our entry into the building sector for the cold storage wherein we are executing the complete MEP project for factory cold storage unit for one of our esteemed clients. Apart from the above, there are some confidential projects that are coming up for execution in 2017

Q: Do you also provide after sales services?

Q: What kind of challenges are you facing now and how do you address them?

A: We at Eastern Synergy Contracting maintains our relationship with clients even after handing over the project. If requested by the client, we provide post-installation services, through our well-qualified staff of engineers and foremen available, which is being handled by our in-house group company Just In Time for MEP maintenance & facility management.

A: When it comes to the construction of a project, the installation and construction of MEP systems and services are among the most crucial aspects of the job. Not only are MEP and HVAC systems vital to the long-term future of a building, but getting them right takes skill and careful planning. Like any other construction company, we do face challenges during the execution of the project which includes:

We offer a comprehensive (24/7) building services maintenance facility to government departments and buildings, royal palaces, banks, office blocks, schools, private villas, department stores and more.

project owners and MEP contractors, which tends to add pressure to the latter’s job

Q: What’s next in the expansion or growth plan for the coming year?

3. Unplanned variations in the cash flow

A: We as a company are always on the look-out for opportunities to grow and expand our horizon. We have plans to execute projects which are bigger (in terms of budget and complexities) than the ones we handle now. Also, very soon we will be entering into the infrastructure projects sector.

4. Testing and commissioning planning for the above easons.

There is a continuing and growing need for the next level of “value engineering” to projects as clients have an increasing desire to explore every design option in detail.

Engineers in our company keep abreast themselves of latest municipality and civil defense codes as well as latest engineering practices which are developing and are becoming more formalized in to written codes. This way they are able to provide the best solution to our clients.

Apart from the above we are looking for the inorganic growth in the form of acquisition of companies which best fit our growth matrices.

Hope you will find our market share in MEP projects increased substantially in coming years to become well known in the industry within Qatar as well as abroad.

1. Fluctuations in the pace of construction 2. Lack of a direct contractual link between

The belief of our management for the customer service and after-sales service for our prod-

Address: Eastern Synergy W.L.L Doha, Qatar PO Box 11764 Doha, Qatar

Phone Fax Website Email

: : : :

+974 4041 2233/44 +974 4041 2255 www.easternsynergy.com info@es-qatar.com sales@es-qatar.com

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REAL ESTATE

UDC revenues rise 7%7% toto touch QR1.3 billion UDC revenues rise touch QR1.3 billion

U

nited Development Company (UDC) has reported revenues of QR1.3 billion for the third quarter ending on September 30, 2016. The revenues showed an increase of 7% compared to the same period last year. The company achieved a third-quarter net profit of QR484 million.

The net profit attributable to owners of the company stood at QR452 million while earnings per share amounted to QR1.28. This was achieved despite the overall challenges affecting the real estate market.

Commenting on the company’s financial results, UDC Chairman Turki Mohamed Khalid Al Khater said that sustainable performance was

maintained over the past three months, as the company’s net profit increased by 37% from that achieved at the end of the second quarter of 2016.

“The third-quarter results reflect the company’s ambition for growth in different segments, and most notably The Pearl-Qatar, where our continued focus on project delivery of premium residential and outstanding commercial units

enables the company to be well positioned as leader in the real estate development sector,” Al Khater said.

“Our commitment is to work hard and deploy appropriate strategies to ensure continuity of focus on providing added value to our shareholders, and to achieve satisfactory returns for them, where percentage of return on equity reached to 4% as of September 30 this year.

“In doing so, we continue to grow and achieve our strategic objectives set and focus on improving our activities. We have our eyes equally set on new and innovative business ideas and opportunities in order to enhance the synergies with our operating companies,” added Al Khater.

UDC President and Chief Executive Officer Ibrahim Jassim Al Othman said that the stable financial results in the third quarter of 2016 were “a result of our continuous commitment to provide an added value to our shareholders and customers while concentrating on our core business”.

He noted that the reported results for the nine months’ period ending on September 10 this

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year were more than those budgeted.

Al Othman explained that during the third quarter, UDC signed a sale and purchase agreement for the sale of a residential tower plot in Viva Bahriya precinct while the company continued to work on generating continuous revenue from its core operation “as this is demonstrated in the company’s recorded remarkable growth in the core sources of income”.

Growth in the volume of residential units leased in the first nine months of 2016 witnessed increase by 2% compared to the same period last year.

Meanwhile, retail leasing volume has recorded an 11% increase in the nine months period of 2016 compared to 2015 figures.

Residential sales volume have also seen a rise of 81% in the period ending on September 30, 2016 compared to the same period last year, reflecting the company’s ability to achieve revenue and good operational performance.

Al Othman said: “We are in one of the most exciting phases of our growth story as UDC will soon start construction works on the main building of our newest development Al Mutahidah Towers, located in Viva Bahriya. (This is) in addition to

the construction of villas in Girdano area along with infrastructure works for the same area.

“While focusing to increase revenue streams in the fourth quarter, our primary focus will be to populate Qanat Quartier’s up and coming retail area, with an eclectic yet selective mix of retailers besides other vital facilities,” he said.

Throughout its 17 years of activity, United Development Company has played a key role in the development of Qatar through creation of successful partnerships and urban development projects, namely the flagship man-made Island, The Pearl-Qatar. Owned and developed by UDC, The Pearl-Qatar is one of the largest mixed-use urban developments in GCC and State of Qatar.

Other companies under UDC’s umbrella include Hospitality Development Company, Ronautica Middle East, Madinainova, United Technology Solutions and The Pearl Owners Corporation among many others.

UDC’s target areas of interest include: infrastructure, real estate management, urban development, environmental-related businesses, hospitality and leisure, information technology, business and facility management services.

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Cityland GroupGroup to build Cityland to $300 build million $300 million nature-inspired shopping mall inmall Dubai nature-inspired shopping in Dubai

Developer Cityland Group to build a 1.13-million-square -feet mall with green area at its core

By Gavin Davids Dubai

Cityland Group has announced plans to build a Dh1.1 billion ($300million) nature-inspired mall in Dubai, which is scheduled to launch in the second quarter of 2018.

The Cityland Mall, connected to Global Village, will be a single-level shopping complex with 1.13 million square feet of leasable space, all of which will be built around a massive green reserve at its core, according to the developer.

“We are delighted to reveal the details of Cityland Mall – a property that will carve a niche in the country’s bustling leisure and shopping sector,” said FahimuddinSharfuddin, chief executive officer and board member of Cityland Group, during a press conference to announce the project.

“The mall guarantees an immersive experience for all members of the family, led by a strong selection of renowned fashion retailers, convenience store, cinema theatre and dining options that are both internationally reputed and locally popular,” he said.

“What sets Cityland Mall apart is an open-air botanical garden that forms the nucleus of the mall – both literally within the mall architecture and symbolically, since it will be its hallmark attraction. Families, children and environment enthusiasts will be treated to an awe-inspiring assortment of floral specimens,” Sharfuddin added.

Cityland Group previously developed Dubai’s Miracle Garden and Dubai Butterfly Garden.

The new shopping mall will mix a retail experience with ecological preservation, sustainable design and interaction with nature. More than 12 million visitors are expected annually.

The 20,000sqft garden at the center of the project will consist of a mini-version of Dubai Miracle Garden, a mini-water park, a 300-yearold ancient tree garden, a Japanese garden, a 360-degree rooftop garden and a few restaurants and cafes, the developer explained.

A 3,000-seat amphitheater and a mini-amphitheater for children will provide space for performance arts and educational events. A walking track will run through the garden.

“This property furthers our legacy in championing green spaces that deliver meaningful entertainment and a refreshing retreat from the hustle and bustle of everyday life,” said Abdel Naser Rahhal, vice-chairman of Cityland Group.

“A central attraction within the mall, access to the park will be free of charge, and will ensure repeat visits owing to its invigorating environment that is carefully planned to cultivate a soulful experience.

“We are bucking the trend of visitors leaving the mall premises with only shopping bags. With Cityland Mall, they will also take home a part of nature and start the next day with rejuvenated spirit.”

Cityland Mall’s interior design will consist of six themed pavilions, each displaying a distinct culture and design style that will reflect the UAE’s many nationalities. A 14- to- 16-screen cinema will also be built, along with a 6,000-space car park.

“Cityland Mall will be launched at an exciting time for Dubai. The city is building a robust canvas for projects that provide a holistic sensory experience, setting off a ripple effect of commercial activity in the area,” said Rahhal.

“With this mall, communities surrounding Sheikh Mohammed Bin Zayed road, or E 311, will be turned into a mega destination with new theme parks and Global Village in close proximity. This is line with the trajectory of the city as it emerges a one-stop hub for unique shopping and entertainment for a global audience.

“We are enhancing the ecosystem of malls in the UAE by allowing nature to lead the experience, not only for aesthetics, but to provide a holistic engagement with their environment. With Cityland Mall, shopping aficionados, food connoisseurs, and fashionistas will relish a touch of ecology, nature, and overall well-being.”

The mall project, claimed to be the first of its kind in the world inspired by nature, will host more than 350 retail stores, with 48% of space allocated to fashion, 27% retail and service out-

lets, 10% entertainment spots and 15% for food and beverage outlets.

There will also be a 100,000-square-feet hypermarket and 75 dining options surrounding the interior.

As the creator and operator of the popular Dubai Miracle Gardens and Butterfly Gardens, Cityland brings together the landscaping expertise of its sister company AKAR Landscaping Services & Agriculture, with the commitment and network of its experienced Abu Dhabi partners and its own creative capacity and operations expertise to provide an exciting and distinct proposition in Cityland Mall.

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SAFETY

Proper road signs design key to safe roads Proper road signs design key to safe roads

A

ccording to an estimate by the World Health Organization (WHO), 1.25 million people died as a result of road traffic crashes in 2010. In the Middle East region, the rate of deaths per 100,000 population is higher than the 2013 OECD median rate of 5.13 per 100,000.

In a bid to address the road toll and reduce deaths and injuries, the Qatari government has introduced its National Road Safety Strategy 2013-2023. The goal is to significantly reduce road deaths by 2024. The strategy is built around four core elements: Safe roads; Safe vehicles; Safe road users; and Safe speeds.

There are three main accident risk factors anywhere in the world. These factors are the environment, humans and vehicles. The environment is the area that road designers can influence to decrease accidents on the roads.

different factors related to proper use of road signs for maximum safety.

Kazemi pointed out that the first step in this regard should be the assessment. It should answer the main question: Do we really need a sign at this location? This is an important question, because according to Kazemi, the sign could be a hazard in itself. That means signs should be used only when they are absolutely needed.

After the need is established, the next step would be deciding how many signs are needed and the type or types of signs. This step involves the sign design. Kazemi said signs should deliver a clear, concise and consistent message all through the road to avoid commuters’ confusion. Signs should follow the Convention on Road Signs and Signals* so that people coming from abroad are able to follow and understand road signs.

According Tawab Kazemi, Technical Director, TRL, safe road design encompasses various elements, including: road surface, road side, road furniture, barriers, signs, landscape and drainage, among other elements.

The third step for road signs planning is deciding about their placement. They should be taken into account that commuters have sufficient time to read the sign and react to its content. Interference with other users should also be taken into account.

In a presentation at the Qatar Transport Safety Forum held recently, Kazemi explored

The last step for road signs design is placement of the sign and providing protection for

b

g

the sign itself. This stage includes answering questions like: Is the sign too close to running lane? Is it visible to target at all times?

Is it placed in the clear zone? Can it be mounted on existing elements of the road, like light rods for example?

Whatever the road designer decisions are, the main goal of road sign should be to minimize the risk of accidents and minimize the risk of injury if accidents do happen. *The Convention on Road Signs and Signals, commonly known as the Vienna Convention on Road Signs and Signals, is a multilateral treaty designed to increase road safety and aid international road traffic by standardizing the signing system for road traffic (road signs, traffic lights and road markings) in use internationally.

This convention was agreed upon by the United Nations Economic and Social Council at its Conference on Road Traffic in Vienna (October 7 to November 8, 1968) and entered into force on June 6, 1978.

This conference also produced the Vienna Convention on Road Traffic, which complements this legislation by standardizing international traffic laws.

Source: Wikipedia

b

ti

ti

ti Two Qatar based workshops with 40,000m2 production area High output capacity to meet customer requirements State of art bending facilities. Beam prooles: SHS-RHS-CHS sections up to 600mm FRIJNS STRUCTURAL STEEL MIDDLE EAST WLL

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17

OVERVIEW

T he year in a nutshell

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DEALS

Ministry of Interior seals 11 contracts Ministry of Interior seals 11 contracts worthworth QR260.05 million at Milipol QatarQatar QR260.05 million at Milipol M

ilipol Qatar 2016, an international exhibition dedicated to homeland security in the Middle East, has concluded its successful 11th edition in Doha.

Held under the patronage of HH the Emir Sheikh Tamim Bin Hamad Al Thani, the event was organized by Qatar’s Ministry of Interior in partnership with the French-based Comexposium Security.

HE the Prime Minister and Interior Minister Sheikh Abdullah bin Nasser Bin Khalifa Al Thani opened the Milipol show.

HH the Emir visited Milipol Qatar 2016 which was held at the Doha Exhibition and Convention Centre.

The Emir viewed the latest security technologies that major global companies have showcased at the exhibition. He was also briefed on the latest innovation in the field of securing industrial sites, transport and communications as well as the latest developments in civil defence and combating crime.

The Ministry of Interior alone generated 11 contracts worth QR 260.05 million during Milipol Qatar 2016.

The 11th edition, which also marks 20 years since the leading bi-annual event was first held in Doha, attracted 6,538 visitors from 103 countries which is comparable with the last edition. Thirty-five countries were officially represented by 246 official delegates this year, an increase of 68% compared to the last edition.

A key feature at Milipol Qatar 2016 was the introduction of a dedicated zone for Civil Defence, which saw a number of global and regional exhibitors showcasing products and developments within the sector.

The prime position zone was complemented by the stand of the Ministry of Interior which also allocated a portion of it to the Civil Defence.

When Milipol Qatar returns in 2018, the show floor will incorporate existing Civil Defence Exhibition & Conference.

Their merger will make the event the region’s

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leading show and conference on homeland security and civil defence.

The second and third days of Milipol Qatar 2016 featured a number of meetings and seminars.

They focused on such areas as crisis management and resilience, safe/smart cities & large events security management and “critical infrastructure protection – cyber threat Intelligence”.

Contracts signed at Milipol 2016

• Airbus Defence & Space bagged a contract worth QR11.5 million for the maintenance, support and up gradation of the TETRA system.

• De La Rue Int. LTD won a contract worth QR22.250 million for supplying travel documents printers.

• GET Group won a contract for the maintenance of residency printers and their consumables worth QR10 million.

• A contract worth QR7.8 million was won by Safran Identity & Security for the renovation of the finger printing system and expansion of finger printing database devices.

• Abdullah Abdulghani & Brothers Company won a contract for the supply of 120 different Toyota cars worth QR25.4 million.

• A contract was awarded to Saleh Hamad Al Mana Company for the supply of 30 different Nissan cars worth QRR6.7 million.

• Gulf Business Machines (GBM) won contract for the licenses for operating programs and the development of the central systems of information sys tems of the Ministry of Interior worth QR21.7 million.

• TELCO International won the eighth contract worth QRR7.8 million for the maintenance and data collection for traffic radar devices.

• The ninth, tenth and eleventh contracts were awarded to Al Tanmiyah for the maintenance and data collection for traffic radar devices for QR4.4 mil lion, Sail Labs Technology of Austria for Comprehensive Media Monitoring Systems worth QR2.5 million and Ares Beskitas of Turkey for the addition of equipment and weapons for boats worth QR140 million respectively.

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DISTRIBUTOR FOR COPPER PIPES, FITTINGS & VALVES

Barwa Commercial Avenue, SAFWA Building, Block No. 28, Doha - Qatar Tel: +974 44411410 Fax: +974 44425859 Email: info@salcoqatar.com Web: www.salcoqatar.com

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THE HISTORY OF THE Qatari entrepreneurs are making waves all across the globe, acquiring and investing in businesses both at home and abroad. A superb example of such success is Sameh Wadi, the founder of Al Wadi. In the early 1960s, Sameh Wadi came to Doha at a very young age to explore new ventures and business opportunities. At that time, the modern history of Doha was in its infancy, and an energetic sense of optimism, ambition and aspiration for the

FUTURE...

development of the city into a global player was felt throughout the nation. Sameh Wadi felt it too, and went on to identify a huge gap in the market for enough steel to supply expanding construction projects in Qatar. To address this need, he founded a steel workshop to fill the demand for local fabricated steel, and in 1971 Al - Wadi Contracting and Steel Works Company was born. And today, that tiny workshop has become a fully equipped, 12,000 sqm factory!

Since1971

From a Small Work-Shop to a 12,000sqm

Factory Industrial Area Street No. 17, Gate No. 174 P.O. Box: 40756 Doha - Qatar Tel: +974 44600982 • Fax: +974 4450 5194 info@alwadicontracting.net www.alwadicontracting.net

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INTERVIEW

HighHigh hopes for 2017 hopes for 2017 Gaby El Chaar, Sub-area Manager - GCC North, SIKA Arabia, talks about the company’s growth strategy and the construction market in this interview with Construction Sites

S

wiss-based Sika is the world’s number one manufacturer of construction chemicals, having a leading position in the development and production of systems and items for bonding, sealing, damping, reinforcing and protecting in the building sector and the motor vehicle industry globally since 1910.

Sika has subsidiaries in 94 countries around the world, manufacturing its products in over 170 factories. With more than 17,000 employees, the company generated annual sales of CHF 5.49 billion in 2015.

Sika Qatar, established in 2012, strives for a prime market position through technology leadership in all of its target markets. The company serves its customers with competitive technical solutions from basement to roof in construction projects and the manufacturing industry.

In this interview with Construction Sites (QCS) Magazine, Gaby El Chaar, General Manager, Sika Qatar, shares his thoughts about the current market condition and the company’s growth strategy, among other topics.

QCS: What is Sika Arabia’s core business?

GABY EL CHAAR: Sika Arabia mainly focuses on construction chemicals. We produce a full range of concrete admixtures, grouting and fixing, concrete repair and protection, structural strengthening systems, elastic sealing and bonding, steel protection, as well as a wide range of flooring, waterproofing and roofing products with a leading position in the development and production of systems and products.

QCS: What is the landscape of the construction industry today?

EL CHAAR: At Sika Arabia, we see a very high potential in the construction industry today. Despite the fall in oil prices and reduction in budgets in most of the GCC countries, the construction sector has taken the lead in contracts being awarded this year. Let’s take a brief look at the GCC countries: In Qatar, as part of its National Vision 2030 Plan, the government plans to spend billions on housing, transport, electricity generation, water supply and other projects between 2013 and 2018. Also in

the light of the World Cup in 2022, there is a substantial amount of projects, such as stadiums, hotels, rail and roads, to deliver.

In Saudi Arabia, the construction sector has just registered the highest non-oil GDP growth rate. This is a clear indication of the continuation of the previous year’s diversification plan, which provides major spending on construction in key government segments in line with the 2030 Vision.

The National Transformation Plan (NTP) aims to put Saudi Arabia as a global investment powerhouse with diverse economic pillars and less dependency on oil.

The UAE, especially Dubai, offers attractive investment opportunities due to its sophisticated infrastructure, encouraging investment policies, and a robust real estate market. Dubai will be hosting the World Expo 2020 which is likely to accelerate construction growth in the next five years.

The Crown Prince of Abu Dhabi and Deputy Supreme Commander of the Armed Forces, Sheikh Mohammed bin Zayed, recently said: “The UAE will continue to look ahead and plan for the future. Shifting towards the post-oil era is a major transformation in our history as Emiratis: success is the only option.

“We want the UAE to be a success story in shifting our economy from relying on natural resources to relying on Emiratis’ skills and knowledge.”

In Kuwait, the government is planning the construction of 45,000 housing units, a metro system, a railway network and a large number of mega oil projects, including a new refinery as part of a five-year $116 billion spend scheduled to be completed in March 2020.

In Oman, the country’s diverse geography, improved land, air and sea infrastructure, and its position as an under-exploited tourism destination, have helped secure significant regional and overseas investments. The country’s non-oil growth will be primarily be driven by its ambition to develop its logistics and tourism sectors and reduce dependence on hydrocarbon revenues.

QCS: Can you please update us on your revenues and profits this year?

EL CHAAR: For Sika globally, it was a record year, demonstrating the strength of its profitable growth strategy, with sales reaching 5,489.2 billion Swiss francs, an increase of 6.2% corresponding to the same period last year.

Also, at Sika Arabia, we managed to maintain steady growth, at an average of 25% on an annual basis for the past 20 years.

QCS: With the oil prices coming down, how has your business been affected?

EL CHAAR: Despite the decline in oil prices, we have maintained a continuous healthy growth at Sika Arabia. We believe that the GCC construction industry is set to witness robust activity in the building and infrastructure sectors regardless of the predicted adverse economic impact of the consistent plunge in oil prices. Education, infrastructure, healthcare and residential projects will be the top priority for the GCC governments.

QCS: Given the current market condition, what is your strategy and expectations for next year?

EL CHAAR: We are very optimistic about 2017 and expect the impact of the oil price volatility to be limited. This year, a number of mega projects have been announced across the GCC countries, taking into account the requirements of the unified Gulf economy. All these projects meet at one point - which is the year 2017.

QCS: What are the key drivers for Sika Arabia’s growth?

EL CHAAR: At Sika Arabia, our aim is to achieve market leadership by satisfying the needs of our customers through innovation in products and services, technical expertise and promoting practices which are environmentally friendly. We place sustainability at the core of our business and ensure to meet environmentallyfriendly global trends and needs.

Our strategy for the next five years is to double our turnover both by accelerating organic growth and through acquisitions.

We are confident that our excellent network with a strong supply chain presence in the region will enable us to achieve our vision and satisfy the growing demands of our customers.

Mr. Gaby El Chaar Sub-area Manager - GCC North, SIKA Arabia

QCS: Which are the main projects with Sika Arabia involvement in at the moment?

EL CHAAR: Some of the mega construction projects Sika Arabia has been involved in, across the region, include: In Qatar: Lusail, Doha Metro, Ashgal Infrastructure projects Saudi Arabia: Jeddah Airport , Riyadh Metro , King Abdullah Financial City , University of Dammam, King Abdul Aziz Sea Port, Makkah Underpass Khobar In the UAE : Blue Water, Al Ain Villas , Damac Towers In Bahrain: Sitra Bridge , Marina Reef, Landmark City View Tower, Isa Town Gate Interchange In Kuwait : Jahra Road , Grand Mosque , Al Bayan Stadium , Sabah Al Salem University In Oman: Muscat International Airport , Royal Opera house Muscat extension QCS: Can you please update us on plans for Sika in the GCC countries?

EL CHAAR: Our regional strategy is in tune with the different economic developments and plans of the GCC countries.

We have an excellent network of very wellestablished subsidiaries with a strong supply chain presence in the region. We will continue to invest and focus on training and development in local talents who are key to drive future success.

Our strong performance underscores the necessity of safeguarding Sika’s successful business model at Sika Arabia. Our strategy is to continue sustaining and maintaining our market leadership position in the region through innovation, quality of service and proper understanding of the markets and customers’ needs which is also our global strategy across the different target markets.

CONSTRUCTION

SITES

DECEMBER 2016

23

ASHGHAL

New medical give a boost Newbuildings medical buildings give a boost to Qatar’s to health-care services services Qatar’s health-care The new hospitals stretch over a build-up area of 227,000 m2, and include 559 beds distributed over the three buildings

T

he Public Works Authority (Ashghal) has completed the construction and equipping of Hamad Bin Khalifa Medical City hospitals. The project includes three buildings: the Ambulatory Care Center, Qatar Rehabilitation Institute and the Women’s Wellness and Research Center.

Ashghal has also completed examination, inspection and testing operation procedures of all technical and electromechanical systems ahead of handing over the buildings to the Ministry of Public Health.

The benefits of the new Hamad Bin Khalifa Medical City hospitals project will be positively reflected on the efficiency of health-care services offered to Qatar’s citizens and residents. The new hospitals stretch over a build-up area of 227,000 m2, and include 559 beds distributed over the three buildings including, the Women’s Wellness and Research Center, Qatar Rehabilitation Institute and the Ambulatory Care Center.

Each of the three hospitals was built according to the highest specifications and international standards with regard to best construction materials used, paint colours and all the requirements and standards that would enhance the sustainability of the building and provide a comfortable indoor environment for patients, medical staff and visitors.

The project includes the main kitchen of Hamad bin Khalifa Medical City’s hospitals with a daily capacity of 8,000 meals, in addition to pharmacy robotic systems that transfer and prepare medications automatically for various sections.

Overview of the three buildings: 1. Ambulatory Care Center: The building includes 116 beds and 14 operating theaters with all major recovery rooms and support. The operating theaters include an integrated system through screens that are connected with all medical and non-medical systems in the room.

The building also has an extensive radiology and examinations suites and treatment rooms, in addition to 12examination rooms for ENT audiology. The Qatar National Diabetes Center is located in this building on an area of 3,400 m2 of total build-up area, has more than 30 examination rooms and more than 50 short-stay rooms.

This state-of-the-art facility will provide a range of clinic services, including diagnosis, observation and treatment for adult outpatients who do not require an overnight admission. The center aims to accommodate cases that require minor surgery, to eliminate the need of using hospital sections and operating theaters allocated for major surgical operations.

2. Qatar Rehabilitation Institute: Built on an area of approximately 38,000 m2, the institute includes 200 beds, and one adult hydrotherapy suite, which is considered to be one of the most advanced of its kind in the region. The project is equipped with a “patient lift” system across the whole center that helps patients not able to move, through automated equipment hung from the ceiling, helping them to stand up and move.

The building includes outpatient clinics covering occupational therapy, prosthesis, organ transplantation and inpatient therapy support.

The outpatient physical therapy has 12 treatment rooms, four gyms, group therapy room and a main suite for education and support services. The main laboratory is also located in this building.

This hospital will offer a wide range of specialised services, including physiotherapy, occupational and speech therapy, prosthetics and orthotics.

3. Women’s Wellness and Research Center: The center is built over an area of 72,000 m2, including 190 beds and 53 neonatal intensive care cots. It has seven operating theaters, 21

delivery rooms and 60 outpatient examination rooms.

The center includes a full accident and emergency department with a full series of rooms for C-section, triage, ultrasound, treatment rooms and rooms for emergency deliveries.

Additional operation rooms The Public Works Authority has also completed construction and equipping works of the additional operation rooms building at the Hamad General Hospital. Ashghal has completed examination, inspection and operation procedures for all of the technical and electromechanical systems in preparation of handing over the building to the Ministry of Public Health.

Works implemented by the Public Works Authority, in addition to construction, include equipping of the new operation rooms. The new surgery building has 20 operating rooms, 17 of which are general operation rooms and three for operation with diagnostic devices.

This is in addition to the Intensive Care Unit for accidents, recovery unit (post-anaesthesia care), Intensive Care Units for surgery, surgery preparation units and associated services, as well as a multi-storey parking tower to accommodate around 800 vehicles.

The surgery building includes a services unit

for project operation and the provision of water as well as medical gasses networks. In addition, there are two helicopter landing pads connected to the new surgery building to transfer emergency cases.

The new surgery building is equipped with advanced systems that are used for the first time in the operating rooms in Qatar, making it one of the leading countries to use techniques such as the ability to use radiography during surgical procedures to ensure the success of the surgical intervention and contain or avoid complications.

During the design and implementation of the general surgery building, Ashghal considered the environmental dimension and construction sustainability, being part of the elements taken into account in all projects implemented by it.

To achieve sustainability and reduce the consumption of energy and natural resources, Ashghal used local and international sustainability assessment systems such as the Global Sustainability Assessment System (GSAS) to promote the “Green Buildings” concept in order to meet the current needs without affecting the environment and resources in the future.

The total cost of the general surgery building is around QR900 million.

Ashghal Ashghalto toplant plantover over95,000 95,000trees treesaround aroundthe theDoha DohaNorth NorthSTW STW

U

sing the latest up-to-date technologies in treating the raw sewage it receives from Doha North main pumping station (PS70), the Doha North Sewage Treatment Works is considered as one of the major strategic projects in Qatar.

The facility produces high quality treated effluent for non-potable use, such as irrigation for public parks and landscaped areas, reducing the reliance on drinking water supply.

use, such as treated effluent for non-potable use.

In addition, the facility is equipped with a Thermal Drying Plant that processes the wastewa-

pact on the surrounding environment.

As Part of the Project, the Public Works Authority ‘Ashghal’ takes the initiative, the first of its kind in Qatar, to grow up to 95.000 trees

The state-of-the-art treatment plant is located in the Umm Slal Ali area which lies to the north of Doha. The catchment extends to Umm Slal area, 25 km north of Doha and includes Al Kheesa, Al Khariatiyat, Al Duhail and the Pearl and Lusail developments to the east.

24 DECEMBER 2016

CONSTRUCTION

Currently, approximately 40,000 trees have been planted, while the rest is supposed to be installed by the second Quarter of 2017. This extensive landscaping that is being implemented for the first time in Qatar surrounding the treatment plant helps to increase vegetation in the country.

Once the planting process within the landscaped area is completed, the desert area surrounding Doha North STW will be transformed into a man-made forest.

Phase one of the works is designed for a peak capacity to treat wastewater of up to 244,000 cubic metres per day and will serve a projected population of over 900,000 (in the year 2020).

This modern facility features advanced biological treatment processes as well as ultrafiltration membrane, which separates large particles and small granules from the water, and then it uses ultra-violet technologies to produce high quality reclaimed water for re-

which are appropriate to the desert environment, will be planted; reeds and shrubs will be cultivated and an artificial lake will be established.

Planting 95,000 trees surrounding the plant using the treated water

ter sludge, generated during the treatment process, to pellets for safe disposal, all in accordance with international standards. The facility is also the first to have the comprehensive odour control system to minimise the im-

SITES

over approximately 12 square kilometers, within the buffer zone surrounding the plant.

Different types of trees, some of them were brought from different parts of the world,

Trees have been carefully selected as they do not consume water in large quantities, and a variety of flowering trees were planted to line the entrance roads to the STW. The final completion of all landscaping and beautification works in the area surrounding the STW will be completed by the Contractor by the second quarter of 2017.

INFRASTRUCTURE

Ashghal opens Izghawa Ashghal opens Izghawa Interchange Interchangeand andbridge bridge The Izghawa Interchange, a key connection in a populated area, consists of three graded levels

T

he Public Works Authority (Ashghal) has opened the Izghawa Interchange and a bridge linking Al Huwaila Road with North Road to traffic as part of the North Road Corridor Enhancement Project.

The Izghawa Interchange, a key connection in a populated area, consists of three graded levels, ranging from a single to four lanes in each direction besides a light signal, says an Ashghal statement.

The new junction will make alternative access roads available from Lusail City to the Izghawa area into Al Shamal Road, which is the main route to commercial projects there.

The junction, called Duhail Intersection, will provide better access to local roads and alleviate traffic congestions on the northern side of Doha Golf Club, West Bay, Legtaifiya, Al Khor Coastal Road and the northwestern side of Lusail Development Project.

The intersection will add more local access roads to serve smooth-flowing traffic into Al Gharrafa, the southwestern side of Education City, Al Kharaytiat and Umm Salal Muhammad in the northwestern side.

In June this year, Ashghal had opened a new bridge at the Izghawa Interchange to traffic for people heading to Doha and another road linking Al Shamal Road to Lusail City in September.

Bridge linking Al Huwaila road to North Road The Lehwaila Interchange consists of two separate levels with two and three lanes in each direction.

The new junction links North Road to Al Huwaila Road, which has been opened recently, enhancing traffic flowing from and into the Ras Laffan area.

The Lehwaila Interchange Bridge will help with free-flowing traffic for heavy and light vehicles coming from Ras Laffan and heading towards Doha via Al Shamal Road.

In addition, the intersection has service roads which connect the local roads in the Al Kaaban Area to Al Huwaila Road.

North Road enhancement project As part of the North Road Enhancement Project, the approximately 5km Al Khor Link Road (from Al Shamal Road to Ras Laffan Roundabout at Al Khor) has been opened to traffic after being upgraded into dual three lanes with street lighting, guard rails, cycle paths, service roads on one side and multiple entry and exit points to farms on the other side and high-visibility lane markings for night driving.

The bridge linking the Al Huwaila road to the North Road

Ashghal began a two-month closure on both directions of Al-Kassarat Road in Bani Hajer (Area 51), in addition to closing the road connecting Al-Kassarat Road with AlRufaa Street.

The closure is required to carry out construction works of the infrastructure as part of the roads and infrastructure

in the Bani Hajer North – Rawdat Egdeem project.

During the closure, traffic coming from Doha on Dukhan Highway towards the north will be diverted to Al-Rufaa Street, and traffic heading to Doha from the north will be diverted to Al-Rufaa Street to make a U-turn on Dukhan Highway back to Doha.

The Izghawa interchange opening

Lebdaya Roundabout on Al Rayyan Al Qadeem Street closed for two years

The Izghawa interchange

Opening of the bridge linking the Al Huwaila road to the North Road

Closure of Al-Kassarat Road in Bani Hajer

Al-Khor Link Road previously was only a dual two-lane route, with no service roads and no street lightings and guard rails.

The revamp will double the traffic capacity of the existing road and enable a more efficient vehicle movement, since the link road is an artery which connects the strategic Al Shamal Road to Al Khor City.

The project enhances existing utilities networks in the local area through the installation of water supply lines, TSE line and electrical and communications cabling.

The North Road Enhancement project comprises the construction of service roads along North Road, starting from Al Duhail Interchange to Al Shamal city.

The project, designed to enhance connection with the new development projects near the highway, comprises the construction of two new interchanges in Izghawa and Umm Salal Mohammed areas, in addition to improvements to three existing interchanges, including Al Khraitiyat, AlKheesa and Lehwaila.

Al Sakhama and Umm Alamad interchanges have been upgraded and opened to traffic by introducing braiding structures on both sides of the bridge west of North Road for easy access to the suburbs and to North Road.

The contracting company has completed over 80% of the North Road Enhancement Project, due to be completed in 2017, achieving over 13 million man hours without lost injury time.

The Public Works Authority (Ashghal) has closed the Lebdaya Roundabout (also known as Sheikh Mubarak Al Thani Roundabout) and opened a newly-built roundabout and diversion routes to the south east of the existing route.

The roundabout exit from Huwar Street to Al Rayyan Al Qadeem Street will also be closed during works in the area.

The diversion, which has been planned in co-ordination with the Traffic Police Department, will last for a period of two years.

The diversion is required to enable Ashghal to commence construction of essential multi-level junctions as part of the Al Rayyan Upgrade Project C2.

Ashghal has established several alternative routes for road users to reach their respective destinations: Doha to Al Gharrafa: Road users can turn right at the Lebdaya Roundabout onto Al Beday Street and travel north before turning left onto the new Al Maqareen Street. Mo-

torists will need to travel along Al Maqareen Street before turning right onto Huwar Street. Drivers traveling from Al Gharrafa to Doha can follow the same route listed above in the opposite direction to reach their destination.

Doha to Bani Hajer: Road users can turn left at the Lebdaya Roundabout and travel south before turning right onto Al Rayyan Al Jadeed Road and continuing towards Bani Hajer. Road users traveling from Bani Hajer to Doha will be unaffected, as they can continue to travel eastbound along Al Rayyan Al Jadeed Road.

A significant portion of Al Rayyan Al Qadeem Street will remain open for residential and local use and U-turns will be provided at each end to facilitate transit to and from the area.

Ashghal has installed road signs advising motorists of the diversion. The Public Works Authority urges all road users to abide by the speed limits, which will be reduced to 50kph and follow the road signs to ensure their safety.

Improvement of Al Kheesa and Al Kharaitiyat junctions underway The Public Works Authority (Ashghal) will divert traffic on the Doha-bound carriageway between Al Kheesa and Al Kharaitiyat interchanges on the North Road for three months until January 28 next year.

In co-ordination with the General Traffic Department, a four-km long southbound segment is being shut between the two interchanges and traffic diverted onto the existing northbound carriageway.

The diversion maintains three lanes with reduced width, for each direction of traffic flow, with the provision of protective safety barriers segregating the two directions of the carriageway.

The Collector and Distributor Left (CDL) road is being closed between the Al Kheesa and Al Kharaitiyat interchanges and new connections are provided for accessing the loops on the westbound side of the relevant intersections.

The change is to enable the ongoing construction of a Doha-bound flyover, as part of improvements of Al Kheesa and Al Kharaitiyat junctions.

Ashghal has installed the necessary signage, ordering all road users to abide by the traffic instructions and speed restrictions.

CONSTRUCTION

SITES

DECEMBER 2016

25

TENDERS

ASHGHAL

Tender No.

Type

Tender Title

Participants

Issuing Date

Closing Date

Category

TENDERS AND

PWA/STC/066/2016

STC

Doha & Rayyan Sewerage Scheme, Miscellaneous House Connection Works, On-Call Contract No. OC-07/2016 IA/D-HC/2016/C/112/S

Qatari Companies Only

19-Oct-16

14-Nov-16

Drainage

PWA/STC/065/2016

STC

Renewal of Cisco IPS 4360 Licenses ISD/2016/SS/68/S

Qatari Companies Only

19-Oct-16

7-Nov-16

ICT

AWARDED TENDERS

PWA/GTC/055/2016

GTC

Road Improvement in Al Furousiya Street IA/2016/C/049/G

Qatari Companies Only Joint Venture - Non Qatari Companies

10-Aug-16

1-Nov-16

Roads

http://www.ashghal.gov.qa

PWA/ITC/032/2016

ITC

Qatari Companies Only

9-Nov-16

25-Dec-16

Roads

PWA/STC/083/2016

STC

Consultancy and Specialized Services

23-Nov-16

19-Dec-16

ICT

PWA/STC/082/2016

STC

Supply of 2017 Agenda & Calendar (PR/2016/S/003/S)

Qatari Companies Only

23-Nov-16

19-Dec-16

Procurement

PWA/STC/076/2016

STC

Firewall Security Manager (ISD/2016/SS/71/S)

Qatari Companies Only

23-Nov-16

19-Dec-16

ICT

PWA/STC/045/2016/R

STC

VMWARE Licenses for Virtualization Environment

Qatari Companies Only

23-Nov-16

19-Dec-16

ICT

Qatari Companies Only

23-Nov-16

19-Dec-16

Drainage

Qatari Companies Only

16-Nov-16

12-Dec-16

Drainage

Companies Eligible to Tender: 1. Qatari Companies Only 2. Joint Venture (JV) Companies, which includes a Qatari Company having a minimum of 51%, share holding of the JV 3. Non-Qatari Companies 4. Not Applicable * All financial values are in QAR

Supply, Install and Maintenance of Street Lighting System Throughout Qatar, Contract - 3 (AA/ROM/14-15/024/C3/I) ISO 9001:2015 Quality Management System Consultancy Services (Upgrade and Certification of The Existing Quality Management System for PMO) (ISD/2016/QS/73/S)

Doha & Rayyan Sewerage Scheme, Miscellaneous House Connections in Doha & Rayyan, On-Call Contract No. (09-2015) IA/D-HC/2016/ C/105/I Doha & Rayyan Sewerage Scheme, Misc. House Connection Works, On-Call Contract No. 08/2016 (IA/D-HC/2016/C/113/S)

PWA/STC/039/2016/R

STC

PWA/STC/077/2016

STC

PWA/STC/071/2016

STC

Supply and Implementation of CCTV Solutions (ISD/ 2016/SS/42/S)

Qatari Companies Only

2-Nov-16

12-Dec-16

ICT

PWA/STC/078/2016

STC

Supply of Paper Bags (PR/2016/S/002/S)

Qatari Companies Only

16-Nov-16

5-Dec-16

Procurement

PWA/STC/069/2016

STC

Purchase Engine for 4" and 6" Cornell Pumps (AA/DOM/2016/M/1816/S)

Qatari Companies Only

2-Nov-16

5-Dec-16

Drainage

General Conditions of Tenders • Full Documents for the Tender can be obtained from Contracts Department (CD) against a Non–refundable fee paid to PWA Account No. (0013-001813-052), Qatar National Bank together with a copy of the Company Registration and a Company Authorization letter.

• Project document may be examined at Al-Faisal Tower(1), Ground Floor, Al Corniche before purchasing from PWA. • Each Tender must be accompanied by a Tender Bond, either in the form of a “Certified Check” or a “Tender Bond’’ issued by a Bank acceptable to the PWA” in the amount mentioned above valid for (120 days). Any Tender received without the proper guarantee will not be considered.

• The Tender shall be submitted in two separate sealed envelopes (technical and financial offer) and both

TENDERS http://www.mme.gov.qa

Tender Number

Type

envelopes must be enclosed in a third sealed envelope which shall bear the tender number, subject and closing date.

• All Tenders shall be submitted in original and one copy or they will not be acceptance.

Tenders shall be delivered at or sent to arrive not later than 1.00pm local Doha time on the closing date and deposited in the relevant Tender Box of concerned Tenders Committee’s Chairman at PWA. • The successful Tenderer shall provide a Performance Bond in amount of ten (10%) percent of the Contract Price endorsed by an approved local bank in Qatar.

• For further queries about any of the tenders, please communicate in writing to the Contracts Department by Fax.: (+974) 44950777

Subject

Envelopes System

Interim Bond

Closing Dates

TC-B-96-2016

Tender

Maintenance and care of crops and irrigation systems in area six 2 Envelopes of Doha Municipality for three

300

330,000

25-12-2016

TC-B-93-2016

Tender

Construction of new spaces for agricultural product sale in (Ruwais and Muaither)

2 Envelopes

150

50,000

25-12-2016

TC-B-95-2016

Tender

Provide security personnel for sites across the municipality of Al Wakra for three years

2 Envelopes

300

350000

25-12-2016

Conditions: • Tender documents may be collected and bids must be submitted to the premises of the “Tenders & Auctions Committee” of the Ministry of Municipality and Environment, located at “Al Muntazah” area, administrative attache, 6th Floor,Bldg 2, St Saad Bin Malek 941,Zone24, Rawdat Alkhail Tender documents may be collected against the non-refundable amount stipulated in the Table above.

• Required Documents: Authorization letter signed by the company’s authorized person, in Arabic, and endorsed by an authorized person–Company’s Identification Card - Valid Commercial License Commercial Registration Certificate.

• In Tender : Tenders shall be accompanied with a provisional Bank Guarantee, or certified cheque, issued by a bank operating in Qatar, in the amount stipulated In the relevant table for each tender. Such cheques must be valid for one hundred & twenty days (120 days) following the date of opening the envelopes of all Bidders ,though ,The successful bidder shall provide final insurance equivalent to a minimum of ten percent (10% )of the contract value, and must not be Subject to any restriction or condition, must be valid for the entire performance period of the contract and remain valid for seven days (7 days) following the Completion of the contract.

• In Auction : shall be accompanied with a provisional Bank Guarantee, or certified cheque, issued by a bank operating in Qatar, in the amount stipulated in the Relevant table for each tender. Such cheques must be valid for one hundred & twenty days (120 days) following the date of opening the envelopes of all Bidders ,though ,to be in a separate envelope ,and in both of tender and auction : tender bond shall be addressed to the Chairman of the “Tenders & Auctions Committee” of the Ministry of Municipality and Environment.

• The bid will remain valid for ninety days (90 Days) from the date of opening the envelopes, and shall remain irrevocable during this period.

• • • •

•

• •

The deadline for accepting bids is twelve o’clock (12:00 noon) as per the date stipulated in the above Table.

In Tender : the Government on the approval of the Tenders and Auctions Committee has the right, during the Contract period, to increase or decrease the Works quantities or services, in compliance with the Conditions of Contract, by not more than 20% of the Contract price.

All Forms and Documents attached with the tender documents, including the tender Form, interim and final Bond form, must be filled and endorsed as Required, AND returned with the rest of the tender documents.

Bids must be deposited in those boxes specified by the “Tenders & Auctions Committee” of the Ministry of Municipality and Environment. Bids shall be Submitted inside envelopes( one or two ) sealed with red wax and addressed to the Chairman of the “Tenders & Auctions Committee” of the Ministry of Municipality and Environment, Envelopes shall be marked with the number & subject of the tender.

In Auction : The successful bidder shall collect and transport all relevant auction bid materials at his own cost within fifteen (15) days from the date following The Payment of the value of the auction bid. However, in case of delay without an acceptable reason, the successful bidder must pay demurrage fees Equivalent to (1%) of the value of non-received materials per each day of delay.

Technical & Commercial Proposal ( 1 Original + 1 Copies ) Must Be Submitted In Two Separate Envelopes Each Marked With Relevant Title & Tender Number, though, original Of Tender Bond Shall Be Attached In Technical Envelope & Copy Of Tender Bond Shall Be Attached In Financial Envelope.

Any bidder will be excluded if doesn’t submit the samples, and put copy of receipt from the concerned department ( if the conditions stipulated ).

KnowCrete by Aggregate Popouts - Part II Why do Concrete Popouts Occur?

The aggregate particle expands and fractures as a result of a physical action or a chemical reaction: Chemical The cause of a popout due to a chemical reaction is often related to alkali-silica reaction (ASR). Alkalis from cement or other source cause an environment of high pH (high concentrations of OH ions) causing the breakdown of silica and formation of an ASR gel, which absorbs water and expands, removing a small portion of the surface mortar with it. These are called ASR Popouts. They are typically small and are often ac- companied by a small spot that is discolored and/or appears to be damp. The aggregate particle does not often fracture and split as is the case of popouts from physical action. However,

26 DECEMBER 2016

Value of the documents

CONSTRUCTION

SITES

the ASR phenomenon can result in micro-fractures within the aggregate particles. Some alkali-silica reaction popouts can occur within a few days after the concrete is placed.

How to Avoid Concrete Popouts Most popouts are aesthetic defects that do not impact the structural performance of the concrete members. A large number of popouts however make it easier for water and other harmful chemicals to enter the con- crete, which can ultimately lead to other forms of dete- rioration such as corrosion of steel reinforcement. The following steps can be taken to avoid concrete popouts.

Physical Popouts 1. Avoid using aggregates which contain particles which may cause popouts, or that have a history of popouts. However, in

some parts of the United States, the available natural gravels contain some particles that are likely to result in surface popouts. Due to the unavailability of economic alternative aggregates, the occurrence of popouts on sidewalks and pavements is an accepted, albeit undesirable, likelihood in those locations.

2. If popouts are unacceptable, an alternate source of aggregates must be located. If appropriate, two- course construction can be used, whereby the popout susceptible aggregate is used for the lower course and the pop-out free aggregat that is likely to be more expensive is used for the surface course.

3. Aggregates can be beneficiated to remove light- weight materials, but the added cost of beneficiation can be prohibitive for most uses.

NRMCA Concrete In Practice (CIP 40) - Aggregate Popouts info@greymatters.ws www.greymatters.ws

SITES HVAC

•

Plumbing

Energy

Centers

•

& Street

Drainage Lighting

• •

Fire

Fighting

Maintenance

• •

Electrical Facility

&

ELV

Management

ENGINEERING

Established in 1974, TRAGS Engineering is recognized as the leading Grade-1 MEP Services, District Cooling and Facility Management Contractor in the State of Qatar. The scope of activities covers all aspects of building services including design, procurement, installation, testing and commissioning of multi-service installations. In addition, the company offers 24/7 Facility Management Services to government buildings, corporations, educational, healthcare, industrial, commercial and residential sectors.

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CONSTRUCTION

SITES

DECEMBER 2016

27

CAREER SITES

Strategies Strategies for for sourcing sourcing the the right right talent talent successfully successfully Corporations are often at a loss with regards to which hiring track to pursue

A

ny talent manager, CEO or board member will gladly attest to the fact that sourcing optimal talent is one of the main challenges facing corporations today and that the cost of suboptimal hiring practices and decisions are exorbitant and growing.

With hiring sources proliferating and online job-sites vying with social networking sites and traditional sourcing methods such as physical job fairs, newspaper advertisements, traditional headhunters and word-ofmouth scouting, it is no wonder corporations are often at a loss with regards to which hiring track to pursue.

Talent Sourcing, by definition, refers to the identification and uncovering of candidates or talents. This process is of paramount importance to any given organization and thus calls for patience, effort and professionalism from the employer’s end.

Many top employers who have identified the importance of sourcing and the positive effects it can have on a company’s culture and overall profitability, have developed teams that are strictly dedicated to talent hunting.

Intel, for example, spots and brings onboard a certain number of “strategic hires” every year before the announcement of vacant positions is even made.

“We may not need these individuals today, but we’ll need them 10 to 12 months out, and we’ll make the investment,” explains Grace Ong, strategic program manager for Global Staffing.

Why do companies need to make this investment? The equation is quite simple: successful sourcing eventually leads to successful hiring; it ensures that the right person is in the right place, that there is more employee productivity, enhanced customer satisfaction, more customer spending, and ultimately more organizational profitability.

What can you then, as an employer, do to ensure successful talent sourcing? Here are the top tips from Bayt.com, the #1 job site in the Middle East:

1. Source talent innovatively: Gone are the days when a simple job posting in a trade magazine or newspaper would attract all candidates in the relevant talent pool. For today’s networking proficient, tech-savvy, and globalized talent, a more holistic approach that does not favor traditional methods at the expense of new optimal sourcing tools and techniques is required.

Few would argue that there are better substitutes for online job-sites. Even fewer would argue that today’s top talent is not predominantly searching for jobs online. Indeed, online recruitment today, which includes leading, specialized, and pan-regional sites as such Bayt.com, remains by far the fastest, easiest, and most effective recruitment method.

Such job-sites cast a wide net enabling the attraction of top talent on global basis and provide sophisticated search tools to filter through applicants and hire the best candidates.

Bayt.com’s 2009 poll, “Using Online Job Site”, shows that online recruitment is the preferred talent sourcing method for 52% of employers in the Middle East and that an overwhelming 78% of employers are planning to use it to meet their hiring needs in the years to come.

2. Make your job descriptions noteworthy: No prospective candidate wants to read through a wish-list of static traits that does not clearly outline the professional landscape and what’s in the job for the candidate.

The job description is an ideal platform to showcase company successes, interesting projects that the bearer of a specific position would normally engage in, as well as to state clearly what the opportunities for professional growth and career development are.

Use the job description to rouse the talent’s interest in your vacancy and your company as a place of work! A leading online blog for hiring and retaining talent, Blogcatalog. com, suggests crafting a “Success Factor Snapshot” - which focuses on specific, mea-

28 DECEMBER 2016

CONSTRUCTION

surable deliverables and benchmarks and moves hiring out of the realm of static traits and into the realm of action and results.

3. Use interviews to “sell” the position and your company: You have finally managed to attract a prospective candidate to an interview. He or she has all it takes to excel in the job, but does your company have all it takes to fulfill the candidate’s professional and personal aspirations? Convince the candidate that indeed it does.

Play your part as an exemplary ambassador and prove it to the candidate. Sell your company and the position itself meticulously in order to ensure the desired professional walks out wanting the position and is excited about being a productive member of your team.

4. Keep your branding creative: You are an employer of choice and you have incontestably the best employer brand in your industry. Why settle for dull advertising campaigns, boring job postings, and clichéd mission statements?

You are unique. You are innovative. Differentiate yourself from other employers and let your distinct designs, content, vision, mission, values and website do the talking for you!

Need some inspiration? Ben & Jerry’s mission statement, for example, contains a social mission, an economic mission and a product mission, and all are linked to an exceptional, winning and progressive set of values. (Larry Kahaner – a seasoned corporate speaker and author of “Business Intelligence book”, a Business Week Bestseller, ranks Ben &Jerry amongst the top 50 companies with corporate mission statements that hit the mark).

5. Network, network, network! Networking does not only benefit candidates, it is also crucial in assisting employers to find the perfect talent for their companies. Make it a strategic habit, not just a tactical necessity, to fit into your busy schedule as a recruiter time for networking with top talent in your industry.

Seek to regularly call on friends, family, peers and acquaintances to ask for sourcing leads and expand on your circle of professional connections while also enquiring specifically about professionals who may be available and recommended for your vacancies.

Word of mouth does wonders. Make the effort to get in touch with highly recommended candidates and meet with them. Even if they are not suitable for an immediate vacancy they may be just right for a future job or as sources of further leads and market intelligence.

6. Target the right pool of candidates: Make sure you are fully aware of what the job entails and you have a crystal clear idea of the kind of candidates you need before narrowing down your search to a specific pool of candidates. This can be greatly facilitated via online CV Search options on top regional job-sites, targeted mailers, targeted online banners…,etc.

The advantages of online sourcing are not limited to the wide reach of the employer’s message; they also extend to candidate targeting using simple, user-friendly, and sophisticated filtering tools.

Online job fairs, such as those pioneered in the Middle East by Bayt.com, are another innovative and highly effective forum for sourcing top talent and have been extremely popular with job-seekers and employers alike since their introduction by Bayt.com in 2008.

About Bayt.com: *Bayt.com is the No 1 job site in the Middle East with more than 40,000 employers and 26,250,000 registered job seekers from across the Middle East, North Africa and the globe, representing all industries, nationalities and career levels. Post a job or find jobs on www.bayt.com today and access the leading resource for job seekers and employers in the region.

SITES

EVENTS

2016-2017 CALENDAR OF EXHIBITIONS & EVENTS 2016 3rd Annual Future Drainage & Stormwater Networks Qatar Organizer: Advanced Conferences and Meetings Event date (s): 5 – 6 December Location: Doha, Qatar Tel: +971 4 361 4001 Email: opportunities@acm-events.com Website: www.futuredrainagenetworksqatar.com Qatar HVAC Contracting Conference Organizer: IQPC Middle East Event date (s): 6 – 7 December Venue: Intercontinental Doha Location: Doha, Qatar Tel: +971 4 364 2975 Email: enquiry@iqpc.ae Website: www.qatarhvaccontracting.com Smart Buildings Middle East Organizer: IQPC Middle East Event date (s): 6 – 7 December Venue: Intercontinental Doha Location: Doha, Qatar Tel: +971 4 364 2975 Email: enquiry@iqpc.ae Website: www.smartbuildingsmiddleeast.com 2017 Qatar Motor Show Organizer: Elan events / Fira Qatar Event date (s): 28 Jan - 1 Feb Venue: Doha Exhibition Convention Center

(DECC) Location: Doha, Qatar Website: www.qatarmotorshow.gov.qa Intersec Organizer: Messe Frankfurt Middle East GmbH Event date (s): 22 – 24 Jan 2017 Venue: Halls 1 – 8, Sheikh Saeed Halls 1 – 3, Trade Centre Arena at Dubai Convention & Exhibition Centre Location: Dubai, UAE Tel: +971 4 38 94 550 Fax: +971 4 35 85 511 / 22 / 33 Email: Intersec@uae.messefrankfurt.com Website: www.intersecexpo.com Health, Safety and Environment Summit Organizer: Falcon Events Event date (s): 15 February Venue: Intercontinental Hotel Location: Doha, Qatar Tel: +91 9739867172 Email: info@falcon-events.com Website: www.falcon-events.com/HSE.html Cityscape Qatar Organizer: Informa Exhibitions Event date (s): 13 – 15 March Venue: Doha Exhibition Convention Centre (DECC) Hall 1 & 2 Location: Doha,Qatar Tel: +971 (0) 4 336 5161 Email: Website: www.cityscapeqatar.com

Façade Design & Engineering Innovation Exchange Qatar Organizer: IQPC Middle East Event date (s): 27 March Venue: TBC Location: Doha, Qatar Mobile: +971 4 364 2975 Email: enquiry@iqpc.ae Website: www.facadesqatar.com Arab Future Cities Summit Organizer: Expotrade Middle East FZ-LLC Event date (s): 10 – 11 April Venue: The Ritz Carlton Location: Doha, Qatar Tel: +971 4 4542135 Email: Website: www.arabfuturecities.com World Stadium Congress Organizer: IQPC Middle East Event date (s): 9 – 11 May Venue: Westin, Doha, Qatar Location: Doha, Qatar Tel: +971 4 364 2975 Email: enquiry@iqpc.ae Website: www.worldstadiumcongress.com Project Qatar Organizer: IFP Qatar Event date (s): 8 – 11 May Venue: Doha Exhibition Convention Centre (DECC) Location: Doha, Qatar Tel: +974 44329900

Email: info@ifpqatar.com Website: www.projectqatar.com Heavy Max Organizer: IFP Qatar Event date (s): 8 – 11 May Venue: Doha Exhibition Convention Centre (DECC) Location: Doha, Qatar Tel: +974 44329900 Email: info@ifpqatar.com Website: www.heavymaxqatar.com Qatar Stonetech Organizer: IFP Qatar Event date (s): 8 – 11 May Venue: Doha Exhibition Convention Centre (DECC) Location: Doha, Qatar Tel: +974 44329900 Email: info@ifpqatar.com Website: www.qatarstone-tech.com Power Qatar Summit (Incorporating Solar Qatar) Organizer: Expotrade Middle East FZ-LLC Event date (s): 9 – 10 October Venue: The Ritz Carlton Location: Doha, Qatar Tel: +971 4 4542135 Fax: +971 4 35 85 511 Email: Website: www.powerqatar.com

To download our MEDIA

KIT, Visit our website www.qc-sites.com

E ditorial Calendar 2017 JANUARY Editorial Highlights

• Labor Rights(WPS, Accommodation) • Waste management, Recycling • Traffic management

In Focus

Green building/ sustainable design

Special marketing opportunities Calendar Inserts New Industrial Area MAP

FEBRUARY Editorial Highlights

• Travel & Tourism / Hospitality • Resorts, Hotels, Airport Hotels: Latest development, Industry trends • Mall Update

In Focus

Construction Chemical and chemical products

Special marketing opportunities Inserts Email Blast Perforated Business Card

MARCH Editorial Highlights • Renewable Energy • Real estate focus • MEP focus

In Focus

Flooring, Roofing, Windows, Doors,

Bonus distribution and events • Cityscape Qatar • Qatar Projects • Smart Parking

JUNE

MAY

JULY

APRIL Editorial Highlights • • • •

Smart Cities Drainage system MEP IT / Cyber security for critical infrastructure

In Focus

Paints & Coatings

Bonus distribution and events • Arab Future Cities Summit

AUGUST

Editorial Highlights

Editorial Highlights

Editorial Highlights

Editorial Highlights

In Focus

• Stadium construction, Sports facilities • Construction Safety - Products - Education & Training

In Focus

Exclusive

• Project Qatar • Building Automation System • HVAC

Building Security Electrical

Bonus distribution and events • World Stadium Congress • Project Qatar 2017

SEPTEMBER

• Construction Technologies &Innovations

Exclusive

Heavy Equipment and Machinery exclusive

Pool & Spa Landscaping Lighting Outdoor furniture

Special marketing opportunities

Special marketing opportunities

Post Project Qatar Coverage

OCTOBER

Underground and deep foundations Concrete and ready-mix

Special marketing opportunities

Contact our QCS Sales Team for more details.

Contact our QCS Sales Team for more details.

NOVEMBER

DECEMBER

Editorial Highlights

Editorial Highlights

Editorial Highlights

Editorial Highlights

Exclusive

Exclusive

Exclusive

In Focus

Bonus distribution and events

Bonus distribution and events

• GIS (Geographical Information System) • Healthcare facilities Aluminum, Glass & Steel

Bonus distribution and events • Annual Future Interiors • Qatar Transport Safety Forum

• Safety in High rise Buildings, Fall protection • Education & Training Formwork & scaffolding • Power Qatar Summit • Future Landscape

• Building Maintenance • Cleaning Interior Design • Bridge and Road Engg Maintenance

• Year End report • Education & Training • Drainage system and stormwater management

Lighting (Outdoor & Indoor, Road Lighting, Sports lighting, Lighting design, Energy saving, LED light)

Bonus distribution and events

• Future Drainage • Smart Buildings ME

Special marketing opportunities Calendar Inserts

CONSTRUCTION

Regular monthly sections: • Local news • Regional news • Exclusive Interviews • Technology • Health and Safety • Legal • Knowcrete by Grey Matters • Career Sites by BAYT • The Report: Oxford Business Group • Qatar Abroad • Project focus • Tenders • Ashghal Round-up • Green Building & Sustainability news • In-depth analysis from local and

international construction industry professionals and experts

SITES

DECEMBER 2016

29

PROJECT FOCUS

To know more about GCC project data, visit & register at www.qc-sites.com Project Title

Client

Main Contractor

Value Range (QR) Million

Project Status

Type of Project

1.

C6 - LUSAIL

REGENCY REAL ESTATE

NA

165,540,000.00

Design stage

MIXED USE BUILDING

2.

FOXHILLS - A29

FURSAN REAL ESTATE

NA

20,091,000.00

Design stage

RESIDENTIAL BUILDING

3.

C5 - LUSAIL

RABBAN GROUP

NA

126,319,000.00

Design stage

MIXED USE BUILDING

4.

FOXHILLS - A30

FURSAN REAL STATE

NA

32,627,000.00

Design stage

RESIDENTIAL BUILDING

5.

C4 - LUSAIL

REGENCY REAL ESTATE

NA

108,070,000.00

Design stage

HOTEL APARTMENTS

6.

FV7 - MULTI PURPOSE HALL/ART CENTRE

REGENCY REAL ESTATE

NA

67,500,000.00

Design stage

COMMERCIAL

7.

FV9 AL ASMAKH HEAD OFFICE IN SUSAIL

REGENCY REAL ESTATE

NA

38,000,000.00

Design stage

OFFICE BUILDING

8.

FOXHILLS - A21

MR. NASSER SHAREEF ALEMADI

NA

22,505,000.00

On-going

RESIDENTIAL BUILDING

9.

FOXHILLS - D49

REGENCY REAL ESTATE

NA

29,299,000.00

Design stage

RESIDENTIAL BUILDING

10.

FOXHILLS - D21

REGENCY REAL ESTATE

NA

27,472,000.00

Design stage

RESIDENTIAL BUILDING

11.

FOXHILLS - D04

REGENCY REAL ESTATE

NA

25,273,000.00

Design stageE

RESIDENTIAL BUILDING

12.

FOXHILLS - A13

REGENCY REAL ESTATE

NA

24,918,000.00

Design stage

RESIDENTIAL BUILDING

13.

FOXHILLS - D14

REGENCY REAL ESTATE

NA

23,150,000.00

Design stage

RESIDENTIAL BUILDING

Project Title

Client

Main Contractor

Value Range (QR) Million

Project Status

Type of Project

1.

CBQ Boulevard

CBQ

HBK

N/A

Under Construction

Commercial, Bank, Office Plaza

2.

Five Residential Towers at Viva Bahriya at the Pear (project management)

Qatar Islamic Bank

AFQCO & REDCO - Al Mana

1.2-1.4 bn

Under Construction

Residential Towers

3.

Doha Festival City (Package 3250,3100 and 7500

Basrec

GCC/ALEC JV

N/A

Under Construction

Retail Mall

4.

Commercial Tower on Plot Com/49 Al Sedian Company

Yousuf Al Mahmoud

Al Balagh Trading & Contracting Co. W.L.L.

N/A

Under Construction

Office Building - Tower

5.

Office Tower (3B+G22+ Floors) Plot Com50- at Lusail Marina

Qatar Trading Agency

Redco - Al Mana

N/A

Under Construction

Office Building

6.

Marsa Malaz Hotel at the Pear Qatar (Main Works)

Alfardan Properties Co.

CDC

N/A

Under Construction

Hotel

7.

Qatar Sidra Village Project

Mazaya Qatar Real Estate Development QSC

Sinohydro Group Limited

N/A

Under Construction

Residential

8.

CBQ Towers at VB20 & VB21

CBQ

Power Line Engineering Qatar W.L.L.

N/A

Under Construction

Residential Towers

9.

Al Rabban Suites Hotel Apartments (3B+G+M50+Floors)

Al Sarh Real Estate WLL

CRC

N/A

Under Construction

Residential

10.

Office Buildings (3B+G22+) at Lusail Marina District

Sh. Hamad Bin Faisal Al Thani

REDCO Al Mana

N/A

Under Construction

Office Building

11.

Holiday Inn at Business Park

He Sheikh Mohammed Bin Hamad Al-Thani

Man Enterprises Qatar, WLL

N/A

Under Construction

Hotel

MADINAT ASH SHAMAL

AL GHUWARIYAH AL KHAWR

UMM SALAL

AL JUMALIYAH

DOHA AL RAYYAN

AL WAKRAH

Project Title

Client

Main Contractor

Value Range (QR) Million

Project Status

Type of Project

1.

Blusail Furnished Apartment at Lusail (3B+G+10)

H.E SH Abdulla Bin Mohamed Al Thani

Matta Contracting Qatar

89.5

Under Construction

Residential Building

2.

E's Hail Communication Network Building at Duhailiyat Camp

Qatar Armed Forces

Not appointed

N/A

Tendering Stage

Office Building

3.

Development of Ooredoo TEC Complex at Industrial Area

Ooredoo

Not appointed

N/A

Design Stage

Commercial Complex

4.

Private Villa at Pearl Qatar

Private Client

Not appointed

N/A

Design Stage

Villa

5.

Doha Education Centre

Doha Education Centre

Not appointed

50-30 Million

Design stage

Education

6.

Step 1 International Academy

Step 1 International Academy

Not appointed

40-20 Million

Design stage

School

Project Title

Client

Main Contractor

Value Range (QR) Million

Project Status

Type of Project

1.

Mix 11 Hotel Tower at Lusail City

Real Estate Services Group

N/A

600 Million

Design Stage

Hotel

2.

Al Jassasiyah White Beach Palace

UrbaCon Trading & Contracting (UCC)

N/A

400 Million

Design Stage

Mixed-Use

3.

Marina Com 05 Tower at Lusail City

Private Engineering Office / Mashour Real Estate Group

N/A

315 Million

Construction Stage

Office / Commercial

4.

Qatar Chamber of Commerce and Industry Building

Qatar Chamber of Commerce and Industry

N/A

270 Million

Design Stage

Office

5.

Com 02 - Barwa Bank Headquarters at Lusail City

Barwa / Hilson Moran

N/A

250 Million

Design Stage

Office

6.

National Cyber Security Center

Ministry of Interior / Al Ali International

N/A

180 Million

Design Stage

Office

MESAEED

JARIYAN AL BATNAH

NOTE: Whistle we take pride in keeping our Consultants Database with the most up-to-date information, please note that the above information is provided by the Consultants mentioned in the list; therefore QCS is not responsible for any incorrect data.

30 DECEMBER 2016

CONSTRUCTION

SITES

Project Title

Client

Main Contractor

Value Range (QR) Million

Project Status

Type of Project

1.

Fiber Glass Factory at New Industrial Area

German Tech Fibre Glass WLL

N/A

N/A

Tender stage

Factory Building

2.

Kitchen equipment factory at New Industrial Area

Justa Kitchen and Cookers

N/A

N/A

Tender stage

Factory, office Building

3.

Sand witch panel factory at New Industrial Area

Doha Sandwich Panel

N/A

N/A

Design stage

Factory Building

4.

Oil recycling plant at New Industrial Area

QAR Oil Recycling

International Work Group

N/A

Under construction

Oil recycling plant

5.

Cements product factory at Industrail Area

Al Simeh Cements Products

N/A

N/A

Design stage

Factory

6.

Accomodation and Store at Industrial Area

Ramco Trading and Contg.

Ramco Trading and Contg.

N/A

Tender stage

Acco. And Store

7.

Precast Factory - M IND AREA

Al Ghariya Precast

N/A

N/A

Design stage

Factory

8.

Oil Recycling plant - M. IND AREA

Gulf Oil Recycling

N/A

N/A

Design stage

Recycling plant

9.

Gulf Pallet Factory - MIC

Gulf Pallet WLL

N/A

N/A

Design Stage

Factory and office

10.

Abdul Noor Block factoryMIC

Abdul Noor Block Factory

N/A

N/A

Tender stage

Factory and office

SITES Contact us at :

+974 4469 3280 +974 4451 0428 info@qc-sites.com 40756 Doha, Qatar SITES

11.

Switch Gear Factory - MIC

Q- TECH WLL

N/A

N/A

Tender stage

Switch gear

12.

Warehouse and Store MANATEQ

Quality Group of Companies

N/A

N/A

Design stage

Store and Warehouse

Project Title

Client

Main Contractor

Value Range (QR) Million

Project Status

Type of Project

1.

Police College Academy

MOI

Not Appointed

N/A

Tender Stage

Educational Complex

2.

Health Care Centers (Pacakge 4 & 5)

PWA

ITC/UCE

600

Under Construction

Medical Centers

3.

Villas Complex (Al Fardan 9) at Abu Sidra

Danat Qatar

Ramaco

300M

Construction Stage

Residential Building

4.

Multi-level Cars Park at Hamad International Airport

Qatar Airways

N/A

N/A

Tender Stage

Cars Park

Warehouses

5.

Logistic City

Qatar Navigation

Ramco

450M

Under Construction

6.

4 Nos. Parks at Various Locations in Al Daayen Municipality

Ministry of Municipality & Environment

N/A

N/A

Design Stage

Landscaping & Parks

7.

Construction of 56 Nos. New Schools (Stage 9B)

PWA

Al Huda/Al Sraiya/JTC

500

Under Construction

Educational Building

JANUARY

In Green building/ sustainable design 2

3

4

5

6

7

8

Your ad here.

Your ad here.

Your ad here.

Your ad here.

Your ad here.

Your ad here.

Your ad here.

Coming

from SALWA

ST.

1 Your ad here.

22

Street 3

Street 2

Street 1

Street 4

Street 5

Street 7

Street 8

Street 6

20

Main Contractor

Client

Value Range (QR) Million

Project Status

Let’s Talk:

Type of Project

11

+974 4469 3280 +974 4451 0428 info@qc-sites.com

1.

Sheikh Mohamed Jassem

Not Appointed

198,500,000

Design Stage

Commercial

2.

5-Star Hotel at Ramda Signal

Babishtar Group W.L.L.

Bab Ishtar

70,000,000

Under Construction

Hospitality

3.

Office Building ECQ-D29 in Lusail

Abdulla Abdulrehman Abdula Heidar

Not Appointed

22,400,000

Design Stage

Office

4.

Residential Apartment Tower in Marina District, (RES 22) Lusail

Al Mohannadi Group

Not Appointed

81,000,000

Design Stage

Residential

5.

Residentials Building MU / P08 at Fox Hills, Lusail

Qatari Real Estate Group

Not Appointed

22,000,000

Design Stage

Residential

6.

Cold Stores & Meat Processing Facility at Industrial Area

Zad Holding

Qatar Mega Building

51,000,000

Under Construction

Industrial

9.

Twin Tower 13A & 13B at the Pearl

Sh. Nasser Bin Falah Al Thani Group

PLQ (Powerline Qatar)

482500000

Under Construction

Residential

Powerful Business Solutions

Getting Started

PLAN

Audience

STORY

Client

Main Contractor

Value Range (QR) Million

Project Status

Type of Project

1.

Al Emadi Twin Towers

IBA GROUP

Not Appointed

400

Design Stage

Commercial / Offices Towers

2.

City Tower

Mr. Saeed Ben Zayed El-Khayareen

Al-Huda

200-250

Under Construction

Office Building

3.

Fahd Suite Apartment Hotel

FBA GROUP

Not Appointed

200

Detail Stage

Shopping Mall & Office Tower

4.

IBA Hotel

IBA GROUP

Not Appointed

200

Under Construction

Hotel

5.

Al Attiya Compound

Tameer Real Estate

Al Seal Trading

160

Under Construction

Residential Building

6.

Flight Simulator

Qatar Airways

Redco

40 Million

On Going

Special or Laboratory

7.

El Doha Tower

Mr. Mohamed Ben Zayed El-Khayareen

Al-Huda

120-100

Completed

Office Building

N/A

Full Design Package from concept to preparation of tender documents included interior design

Mall

On Going

Farm

Al Meera

Equestrian Club

Not Appointed

Not Appointed

N/A

•

Content Marketing • Email Campaign • Online Advertising Trade show & Event Support • Strategic Marketing & Planning

Visual Content • • • • •

Infographics Videos Presentations Augmented Reality Design Concept

Channels PROCESS

Conversation

Note: Street # mentioned is for SITES reference purpose only.

MEASUREMENT

19

18 Your ad here.

17 Your ad here.

16 Your ad here.

15 Your ad here.

14

12

13

Your ad here.

Your ad here.

Your ad here.

New Industrial Area MAP SITES

SITES

Project Title

Your ad here.

SECONDARY GATE

Create a Variety of Content • Company Profile • Press Releases • Website Content • Product Descriptions • Blog Posts • eBooks • Case Studies • Marketing Inserts

40756 Doha, Qatar

Your ad here.

Commercial Tower in Marina District, Lusail (COM 17)

9.

Street 9

10 Your ad here.

Your ad here.

Project Title

Supervision of Breeding Farm near Zubara Village

Street 10

21 Your ad here.

www.qc-sites.com

Al Meera Hazm Al Markhiya Mall

Street 11

Offices & Services Building

Street 12

Under Construction

800

Your ad here.

Street 14

Al Aali International

MOI

SITES

8.

9

MAIN GATE

Your ad here.

Street 13

8.

Headquarter of General Directorate of Borders Passports, Expatriates Affairs, Nationality & Travel Documents Department

SITES

FEBRUARY

In Construction Chemical and Chemical Products

Perforated Business Card

CONSTRUCTION

SITES

DECEMBER 2016

31

SITES C o n s t r u c t i o n

Monthly construction news, tenders, project focus, and forthcoming exhibitions in Qatar Tel.: +974 4469 3280 - Fax: +974 4451 0428

Rania Queen St. Amman- Jordan Tel: +9626 5356616 - Fax: +9626 535 6606 - P.O.Box: 622 - Aljbeha: 11941 watan_newspaper@yahoo.com

Issue No. (113) December 2016, Doha - Qatar

Tap into the power of digital marketing Tap into the power of digital marketing Strategies for attracting sales lead in Qatar via digital (inbound) marketing

C

onstruction suppliers are always on the look-out for ways of generating more business – more projects and customers mean more sales and growth. The goal of every building material dealer is to connect with buyers during the construction planning stage, not the bid stage, to be able to take the competitor out of the equation.

When your presence as a supplier is heard only during the bid stage, then you are too late. So you need to raise your voice through a proper plan and strategy. But the problem is there’s a lot of information out there and it’s really hard to make sense of them all. There’s online marketing, offline marketing, in-person marketing and sales, automated marketing and dozens of other avenues for you to pursue.

To help you gain a better understanding of some of the options available to you, this article will outline about inbound marketing strategies.

Inbound marketing contradicts the traditional outbound marketing strategies. Outbound marketing strategies typically include trade shows, direct marketing, telemarketing, anything that “pushes” the promotion onto the consumer.

Inbound marketing does the opposite; it “pulls” the customer in with resources that consumers are searching for.

Long before purchase and immediately before purchase, consumers are seeking information.

Provide them with the information and they’ll keep you in mind when they are ready to purchase. This easily fits in with the construction industry.

Inbound marketing is a way to build awareness for and establish your business. Not only will your company be on the mind of the consumer when they are deciding on their construction service, but if you do it right, they’ll think of you as an expert, which increases your odds of being hired for the project.

Thought leadership One surefire way to build trust and respect for your brand is with thought leadership. Good thought leadership brings consumers to you when they are searching for information. This is one of the best ways to establish your business as an industry expert, something that is very important for complex and expensive purchases.

Keep in mind that content should be educational; avoid promotional tones. Create informative content in the form of construction studies, whitepapers, videos and surveys.

Blogging A construction blog is a way to expand your thought leadership strategy. Frequently update your firm’s blog to attract the attention of both peers and consumers. Blogs are also a great way to generate leads.

Creating a registration form on the blog allows the customer see your updates and provides you with contact information of potential business.

It is also beneficial for building your SEO rank: it builds your indexed page count, provides new website content, increases web traffic and uses keywords associated with your business.

Social media Social media is one of the most interactive marketing tactics. This allows your firm to talk directly to construction professionals, customers and even potential employees. Social media serves as an easy way to update followers with new company information and to respond to customers.

Search Engine Optimization

Word of mouth

Most searchers don’t look beyond the first page, or even the first three results. That being said, it’s critical for your business to improve its Search Engine Optimization (SEO) ranking. Be sure to optimize both locally and beyond.

Good content creates word of mouth (WOM).

Compelling information leads the consumer to discuss the findings with another person, spreading your name to someone new. It’s also easier than ever to spread the word through social sharing - a form of digital WOM.

Review your site to make sure it’s search engine optimized, maintain consistent citations, and update your page with new content frequently.

Further, your social media presence increasingly plays a role in your SEO as well. Search engines may look at the following and engagement in determining your rank within your category.

Pay-per-click If your SEO is poor, it’s going to take time and money to improve rank. Until you have a strong organic ranking, it’s smart to consider Pay-PerClick (PPC) - paid search advertising. This allows your business to rank on the first page of search and, with enough money, at the top of the search page.

In some commercial searches, PPC actually outranks organic search results, something very beneficial to construction firms willing to invest.

It also serves as an outlet for your website’s content, further increasing web traffic. When creating a social media strategy, keep in mind platform selection. The most frequently used are Twitter, Facebook, and LinkedIn, but construction firms could also do well on Google+, YouTube, Instagram, or even Pinterest.

Leverage events

Daring companies can try Snapchat, Tumblr, Periscope, or some other platform- just make sure an interested audience exists and you create content that users will be looking for. Make sure to post frequently; dormant accounts hurt your brand image.

With consumers increasingly preferring audio and visual content over written, this is a great way to connect. Webcasts and other events allow the consumer to actively participate, which helps to build your relationship.

Also, consider adding social icons on your website and links to your website on the platform.

This allows consumers to jump between platforms to your website and vice-versa.

Integrate with PR

Events can be both live and virtual. This is another way to establish thought leadership and generate leads. A construction webcast, for example, would be a cost-efficient and effective way to discuss industry issues and topics.

Unlike traditional PR-pushing press releases and statements onto the consumer, inbound PR allows your audience to find your company’s stories and news. This can be from web searches, social media posts, or site content.

At Construction Sites Magazine, we have more

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journey to offer creation and you reach your branding and business goal.

Use call-to-action (CTA) on all content. Always have registration forms and contact forms on your website and blog. This allows your content to create conversion. Create content that uses action verbs or offers incentives for registering or entering business.

Be sure to place CTAs effectively- somewhere where they’ll be seen and are most likely to be filled out. Track the effectiveness of your CTAs and their placement, then make updates based on your findings.

Integrated inbound marketing Finally, integrate your inbound marketing with outbound. Cross-promote using both methods.

Promote your website or social media sites at trade shows. Or share your attendance at an industry trade show online.

Have the two marketing strategies work together. This will lead you to creating your most effective construction marketing strategy.

Are your marketing tactics outdated?

It is often pointed out that construction firms are behind on technology or new marketing tactics. Don’t fit into this assumption. Allow your marketing strategy to evolve. Inbound marketing is becoming an increasingly preferred marketing method and it makes sense.

Inbound marketing is interactive and pulls the customer to your firm, rather than your firm pushing promotion onto them. Great content builds awareness and establishes your brand as an expert. If you haven’t already, create an inbound strategy today.

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than a decade of experience producing compelling content that captures customer attention and builds your brand. To do this, we create vital customer engagement with what we say and how say it. Instead of beginning with what you sell, we begin with defining your story. We start with the why - what makes you different to the rest! Why does this matter to your customer, and crucially, to what they care about? Then, and only then, can we create a conversation in the language that your customers use, empowering you to help both you and your customers find the commercial success that you both desire.

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