Saudi Arabia Report by CPI Trade Media

Rachel Willacy talks supply line innovation in a climate of change

GOING Delivering KSA’s Giga Projects - people, programmes and risks A SUPPLEMENT OF GIGAReportArabiaSaudi

Ian McGauley on WSP’s unique approach to local talent mentoring

PROCUREMENT

COACHING

Threat & Risk AssessmentŸ Gap AnalysisŸ Security System DesignŸ IT/AV DesignŸ Master Planning & DevelopmentŸ Operational RequirementsŸ Testing & CommissioningŸ Control Room DesignŸ System IntegrationŸ Policies & ProceduresŸ Site Surveys & AuditsŸ Crisis ManagementŸ

“The giga-projecttrue is about people”

08 Markets

Saudi Arabia Report 2022meconstructionnews.com Contents | 01

Coaching

“We specialise in complexity”

Paul Sweeney, Development and Program Director, Compass Project Consulting, explains why, for everything from technology to risk management, when it comes to the Giga projects, the highest levels have become the norm

What are the key issues raised by the new generation of Saudi’s gigaprojects and the sophisticated mechanisms best able to resolve them? Omnium’s first-ever Saudi Associate Director, Sultan Alsohaibi explains

22 18

In Practice

Ian McGauley, MD - Project Management Services at WSP in the Middle East, talks about the unique Accelerated Graduate Development Programme

Procurement

Rachel Willacy, Regional Head of Procurement, Compass Project Consulting, on the critical - and unique - challenges that giga-projects pose for the supply chain and the style of innovative solutions that are increasingly coming on-stream

What are the current factors determining market values across the Office, Residential, Retail and Hospitality sectors in Saudi Arabia?

JLL’s KSA Real Estate ResearchMarketQ22022

Surpassing Traditional Techniques

14 Integration Going Giga

Giga-projects are subject to an extraordinary range of demands - from supply chain issues, to the quest for expert personnel, to training, to innovation in construction techniques, and the use of digital platforms on a hitherto unseen level. These very issues are the reason why here at Middle East Consultant, we created this supplement - so we can all hear from the people at the ‘cutting edge’

• Incomplete front-end loading

ABDUL BAEIS UMAIR KHAN FOUNDER DOMINIC DE SOUSA (1959-2015)

The OpportunityPriceRealof

02 | Welcome

Design

• Failure to communicate (across, down and up the line)

Editor, Middle East Consultant

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about what’s working (and what’s not) and what constitutes true innovation in the face of overtAmongchallenges.theraft of issues identified here, the contributors speak about their own highly customised strategies. Throughout these, there is a consensus that the giga-projects will entail serious roadblocks arising from the following

A basic law of Thermodynamics is that in order to double the speed of an object, you have to increase the energy that’s used by a factor of four. In other words, there’s no equal exchange between what you have to put in and the results you can expect: the more speed you want, the more your need for resources will take off exponentially.

• Team members needing fast-track experience

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• Constrained funding

Saudi Arabia Report 2022 is a supplement of ME Consultant.

I’ve been particularly fascinated by the fact that when it comes to these projects, there is truly no ‘plain vanilla’ anymore. Whether it’s WSP’s extraordinary mentoring programme for Saudi nationals, Compass’ integrated supply chain solutions or Omnium’s multi-chain project management, the constant throughout is that bespoke scale requires bespoke answers in just about every facet of the endeavour. I hope you enjoy these expert testimonies.

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•‘hotspots’:Failure to do the basics well

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• Unproven technology

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So it is with Saudi’s giga-projects. They’re not in their infancy any more, and we can see now the sheer scale of input and resources they require. There’s no doubt that these are above anything that the world has seen before, and this kind of extreme enterprise brings any number of risks. Indeed, as the risk management guru Joseph Brewer observed in his book, ‘When Mega goes GIGA’, about 60% of large complex projects actually fail.

Editorial

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Work on a number of large-scale, iconic construction projects is well underway in the Kingdom of Saudi Arabia, as part of its Vision 2030 blueprint. While the Kingdom’s leadership aims to transform the country, it also wants to be mindful of what this transition means for its people, its culture and its environment.

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meconstructionnews.comSaudi Arabia Report 2022 4 | Markets

Riyadh continues to attract government & related entities, as well as global and local firms as they either expand their footprints or relocate to the kingdom’s business hub. Furthermore, we have witnessed that demand for good quality floorspace has been strengthening. As a result, average lease rates for Grade A buildings in the capital increased by 6% to SAR 1,475 per sq. m. per annum in Q2 2022. Over the same period, office availability tightened further as shown by a four-percentage point drop in the vacancy rate. These conditions have helped provide a boost to landlords’ bargaining power during negotiations.

we remain cautious about the timely delivery of a notable portion of the pipeline of projects as completion dates for some schemes have recurrently been rolled forward in the recent past.

In-line with the Iskan Program to increase homeownership for families to 70% by 2030, the government recently began work on the second phase of the Idle Lands Program across Makkah, Jeddah and Dammam. With an aim to develop infrastructure for housing, this phase focuses on land plots located within neighbourhoods and sized over 10,000 meters. The objective of the program is to encourage landowners to develop properties in order to increase residential supply in the market.

construction towards the west of Jeddah –namely Jeddah Central and the historical district – have been attracting government and semi-government entities as the city broadly expands in that direction.

What are the current factors determining market values across the Office, Residential, Retail and Hospitality sectors in Saudi Arabia, and how do we define the key dynamics driving a time of tumultuous change?

In both Riyadh and Jeddah, demand is robust for offices that have a wider provision of facilities (such as F&B outlets within buildings) and projects with flexible floorplates to cater to a range of tenant requirements.Activitylevels remained relatively low in DMA in the first half of this year, with no major changes recorded in rents or vacancy rates. In Makkah, office rental values decreased by around 3% year-onyear. In the near-term, we expect occupiers in both office markets to remain in a strong position during negotiations.

RESIDENTIAL

Jeddah’s office market recorded similar improvements in Q2, with average rents for Grade A office buildings increasing by 7% year-on-year to almost SAR 1,060 per sq. m. per annum. Over the same period, the city’s market-wide vacancy rate fell to 9%. Office demand in Jeddah continues to rise as the availability of Grade A office space reduces. Moreover, projects currently under

f the four markets that we track in KSA, Jeddah delivered the largest quantum of office space in the first half of 2022. With the completion of 16,000 sq. m., the city’s total office stock rose to around 1.2 million sq. m. Over the same period, approximately 14,000 sq. m. of floorspace was added to Riyadh’s total supply and 1,400 sq. m. to Makkah’s stock. In the Dammam Metropolitan Area (DMA), there were no office completions recorded in H1.

In terms of upcoming supply in the second half of 2022, approximately 391,000 sq. m. of office gross leasable area (GLA) is planned to be delivered in total across the four markets. Although nearly 88% (or 346,000 sq. m.) of the new floorspace is scheduled to be handed over in the capital,

In the second half of this year, almost 16,000 units are scheduled to be delivered in the capital (equivalent to 1.1% of existing stock). Over the same period, 10,000 units (2.7%) are planned to be completed in DMA, 9,000 (1.1%) in Jeddah and 5,000 (1.2%) in Makkah. It’s also worth noting that, with the exception of DMA, upcoming

Saudi Arabia Report 2022meconstructionnews.com Markets | 5

In the first six months of 2022, Riyadh accounted for the largest share of new residential units delivered across the four markets which we track in KSA. The capital’s residential stock rose to 1.4 million in Q2 2022 with the completion of 16,000 units. Meanwhile, the number of units delivered across the remaining three markets totalled 9,000 in H1.

JLL’s KSA Real Estate ResearchMarketQ22022

Saudi Arabia Report 2022 meconstructionnews.com

High frequency indicators also point to a strong recovery in domestic demand following the relaxation of COVID-19 restrictions. The latest Purchasing Managers’ Index (PMI) reading of 57.0 in June was higher than May’s 55.7, remaining in expansionary territory for the twenty-second successive month. The results for so far this year point to healthy growth in private non-oil activity.

That said, excess availability of retail space in Riyadh has largely been responsible for dragging down rents. Despite a quarteron-quarter fall in the capital’s vacancy rate, the figure remained in double digits in Q2. Therefore, average rental values remained under downward pressure – dropping yearon-year by 4% and 7% for super-regional and regional retail centres in Riyadh, respectively.

supply in H2 2022 is lower in each of the other three markets when compared with the corresponding period of 2021.

In Riyadh, residential transactions have been trending down in recent months. The weaker demand was reflected in price performance across the apartment and villa segments, which on average declined by 2% year-on-year in Q2 2022. But rents have been increasing, helped by the capital’s buoyant labour market. In Jeddah, the ongoing redevelopment of the city and resultant growth in housing demand was broadly responsible for prices and rents rising in annual terms – by 3% and 7%, respectively, in Q2. In DMA, average rents registered an annual uplift of 2% but average sale prices declined by 1%. Meanwhile, in Makkah, both lease rates and sale prices declined in the second quarter (by 4% and 1% when compared with the same period of last year).

In Jeddah, rents rose by 3% on average across both regional & super-regional malls.

By comparison, the performance of retail centres in DMA and Makkah was broadly stable in the first six months of this year. In the former market, in annual terms, average rental values increased by 1% and the vacancy rate decreased by 1%-point. On the same basis, retail rents in Makkah remained stable and the vacancy rate ticked down. Makkah’s retail sector, of course, is heavily reliant on inflows of visitors for pilgrimage. For the first time in two years after the easing of restrictions relating to the COVID-19 pandemic, KSA is allowing over one million pilgrims to perform Hajj this month. This is expected to provide a boost to the holy city’s retail sector and, separately, should help the kingdom to meet its target of tripling foreign visitors (to 12 million) this year. Overall, the higher number of visitors will likely have positive implications for the kingdom’s retail market.

HOSPITALITY

Around RIYADH RESIDENTIAL SUPPLY 1.4m Total stockresidential 16k Expecteddeliveries2022 +3% Average rental rates change JEDDAH RESIDENTIAL SUPPLY 849k Total stockresidential 9k Expecteddeliveries2022 +7% Average rental rates change RIYADH OFFICE SUPPLY 4.9m Total stock (sq m GLA) 346k 2022 deliveries (sq m GLA) +6% Average Grade A rental rates JEDDAH OFFICE SUPPLY 1.2m Total stock (sq m GLA) 23k 2022 deliveries (sq m GLA) +5% Average Grade A rental rates

The latest data from the Saudi Arabian Monetary Authority points to robust consumer spending. Figures for the months of April and May 2022 showed that, across the kingdom as a whole, the value of pointof-sale transactions jumped by 16% year-onyear to a total of SAR 91.8 billion.

It’s also worth highlighting that landlords have been implementing various strategies to attract and retain tenants – for example, by incorporating F&B and entertainment facilities within their retail centres to drive footfall. Currently, developments with such positioning are outperforming the market in terms of both occupancy and footfall.

DMA and Jeddah recorded the highest number of completions in the hospitality sector in the first half of this year.

In the remaining six months of this year, approximately 180,000 sq. m. of retail GLA is scheduled to be delivered in the capital and 118,000 sq. m. in Jeddah. In DMA and Makkah, around 18,000 sq. m. and 35,000 sq. m. of floorspace is planned to come online, respectively.

RETAIL

Around 55,000 sq. m. of GLA was added to Riyadh’s total retail stock in the first six months of 2022, which reached 3.3 million sq. m. Over the same period, retail space in Jeddah increased by 16,000 sq. m. to 1.7 million sq. m and the figure for Makkah rose by 17,500 sq. m. to 1.4 million sq. m. DMA was the only market in which no notable completions were recorded in the first half of 2022, leaving its retail stock unchanged at 1.2 million sq. m. | Markets

With the kingdom’s tourism sector growing and business travel bouncing back, demand from international & domestic visitors has increased. This has put a spotlight on the need for developing a greater range of hospitality projects to cater to the needs of the changing profile of visitors. Furthermore, the ongoing recovery of the hotel sector post-COVID has helped underscore its resilience and provided a boost to hoteliers’ confidence about the long-term prospects of the market. In fact, this is already materialising into strong interest from top global hotel brands in KSA; for example, Hilton Hotels & Resorts recently announced that they are planning to add 59 hotels to their portfolio in the kingdom over the next 5-10 years. both Riyadh and Jeddah, demand is robust for offices that have provision of facilities and projects with flexible floorplates”

a wider

level since 2019. As previously mentioned, the government has given the go-ahead for one million people to complete the Hajj this year – of which 850,000 are travelling from abroad, which should provide a boost to the city’s Q3 figures.

600 keys were added in the former market and 500 in the latter, which brought DMA’s total stock to 10,000 keys and Jeddah’s to 15,000. Over the same period, 400 keys were added to Riyadh’s stock. And since there were no notable completions in Makkah in H1, the city’s total supply remained unchanged at 43,000 keys.

Approximately 6,700 keys are planned to be handed over in the holy city of Makkah over the remainder of this year, albeit we remain cautious about the timely delivery of some projects given historic materialisation rates. Over the same period, around 3,700 keys are scheduled to be completed in Riyadh and approximately 1,000 keys in each Jeddah and DMA.

A combination of the recent easing in COVID-19 restrictions and changes to visa rules has largely been responsible for the sharp increase in the number of pilgrims visiting the kingdom to perform Umrah, especially during the month of Ramadan. Unsurprising then, Makkah’s hospitality sector posted a strong performance in the first five months of this year. The holy city’s occupancy rate increased almost three-fold (from 21% in the first five months of 2021 to 60% in the same part of 2022) and the average daily rate (ADR) saw a single-digit increase to USD 172. As a result, revenue per available room (RevPAR) jumped to USD 103 for January-May 2022 – the highest

As for the capital, the Riyadh Seasons entertainment festival helped drive the hospitality sector as it welcomed more than 15 million visitors over the five-month event which ended in March. Thus, the city’s occupancy rate jumped to 62% between January and May 2022 (from 46% in the corresponding part of 2021) and ADR surged by 23% to USD 179. Improvements on both fronts pushed up RevPAR to USD 111.

RIYADH RETAIL SUPPLY 3.3m Total stock (sq m GLA) 180k 2022 deliveries (sq m GLA) -7% Average rental rates change JEDDAH RETAIL SUPPLY 1.7m Total stock (sq m GLA) 118k 2022 deliveries (sq m GLA) +3% Average rental rates change RIYADH HOSPITALITY SUPPLY 20k Total(Keys)stock 4k 2022(Keys)deliveries 62% ratesOccupancyH12022 JEDDAH HOSPITALITY SUPPLY 15k Total(Keys)stock 1k 2022(Keys)deliveries 49% ratesOccupancyH12022 In

Similarly, the Jeddah Season festival welcomed over five million visitors over the two-month period since its launch at the beginning of May. This provided a boost to the city’s hospitality sector, as reflected in the figures. Indeed, the city’s occupancy rate rose from 42% in the first five months of 2021 to 49% in the same part of 2022 and ADR increased by 5% to reach USD 200. As a result, RevPAR increased by 23% to reach USD 98. DMA was the only market which experienced a fall in ADR (by 7% to USD 105), albeit this was more than offset by the increase in occupancy (to 54%) – which led to RevPAR seeing moderate growth to USD 57.

Saudi Arabia Report 2022meconstructionnews.com Markets | 7

“As an organisation, if we can get this rightand I think we can - we will have a group of highly educated, extremely talented people who are passionate about what they do, and will be very much drivers in delivering the goals of Saudi Vision 2030.

people”isprojectgiga-true“Theabout

Ian ManagingMcGauley,DirectorProject

urely, one of the most under-discussed areas when it comes to the present and future generation of projects in the Kingdom is the role of Saudi nationals themselves. Many senior construction, engineering and development professionals have long since been concerned that with experienced Expats taken out of the equation, it’s not so much a case of a skills gap, but the obvious reality that many young Saudi nationals simply don’t - as yet - have the experience of working on major projects. So how can the world’s most ambitious catalogue of public and private works be completed to the clients’ satisfaction, and what’s more, set proper benchmarks for onpoint build, delivery and handover?

One of the best solutions has been pioneered by WSP, with its multi-tiered Accelerated Graduate Development Programme - literally an ‘incubator’ that aims to fast-track both hard and soft skills development via real-world project engagement and a highlyevolved mentoring quotient. Middle East Consultant spoke to Ian McGauley, a Managing Director at the forefront of the programme, about his experiences with it to date and the mechanics of how accelerated development actually works.

clienttovaluetheProgrammeDevelopmentAcceleratedabouttheServicesManagementatWSPinMiddleEast,talkstheuniqueGraduateandextraordinaryit’sbringingprojectworkandliaisoninKSA 8 | Coaching

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“Having this local strength is extremely important to us as a business, because it’s a core part of how we work strategically. We pride ourselves on being a company that’s always led by its local presence: our international reach is there to help and inform where necessary, but for us, that local presence - whatever the market we are in - is all-important. There’s no better way of ensuring the quality of that approach on the ground than by having graduates who are passionate about their mission, passionate about the project, and passionate about their country. We don’t believe in superimposing the international business on the local operation, or in overriding what it’s doing. Now, we have exactly the right way of ensuring that quality on the ground.

First things first, Ian. If WSP can close the ‘experience gap’ and fully deploy Saudi locals, what will be the benefits?

“Plus, that enthusiasm is really contagious. I can give you a good example: our Accelerated Graduate Development Programme features an important Mentoring element, and I’ve lost count of the number of times that I’ve seen ‘reverse mentoring’ take place. When we meet with the senior project teams to discuss what have been the highlights of the week, nine times out of ten they cite recent conversations with the graduates they’re mentoring - they’ve actually become inspired by the passion for the role and the project that the graduates have shown! The energy that’s been driven by that passion is astonishing - and remember, we’re talking here about some very senior, serious Expat professionals who aren’t noted for getting overly-emotional!“Ialwaysthink Mentoring is a two-way process, and that’s never truer than with what we’re seeing here. The interaction and enthusiasm coming from the Mentoring

Saudi Arabia Report 2022meconstructionnews.com Coaching | 9

has an important side-effect that we can’t afford to ignore.”

“It varies from person-to-person and for each mentor. For some, it might be about a certain amount of ‘homework’ or written exercises, for others, it’s about discussing progress on a particular project: but what is constant here is that the mentoring provides a series of regular ‘check-ins’ where the mentor can share the benefit of their experience, and where the more

“This isn’t a ‘quick fix’. It’s not a race, it’s a journey. The important thing is to get it right and to make sure that the Graduate Cohort is comfortable in the roles they are being given and feel extremely confident about the work that’s being delivered. One of the factors that I should mention here is that we have never had a client say they would prefer to have an experienced Expat working on a project: they have warmed to the local’s passion and energy, and appreciate the dynamics that are under way. We’re setting the process in motion, but this is a case of quality-first; it’s not something you rush unnecessarily.”

10 | Coaching

“At the end of the day, its also important to remember that we’re not just trying to create carbon copies of ourselves as Expats, but on-boarding people who will have different, complementary responses to challenges and opportunities.”

“For me, it’s not so much about a formal process as it is about listening and giving advice. From an HR perspective, of course there’s a platform of materials and a particular path through the curriculum - but it’s important to combine all the training in ‘hard’ skills with factors like emotional intelligence. It’s not really just about trying to create the best bridge engineer in the world, for example, but developing skills like leadership and the ability to work effectively with clients and colleagues - and knowing what to do when you’re under pressure.

A key element of WSP’s development programme is to have a highly interactive and mentor-led format.

generic tasks are always supplemented by a people-first approach and mindset.

Tell us more about the ‘mentoring’ aspect of the Accelerated Graduate Development Programme; how does it work in practice?

Saudi Arabia Report 2022 meconstructionnews.com

Realistically, how long will it take to phase-in Saudi graduates so they are the majority in the raft of roles that would previously have been taken by experienced expats?

Then, we also ensure that the sequence of projects each graduate follows builds up the right combination of skills and gives a properly-rounded training.”

“In fact, what’s happened here is that the Graduates’ great passion has rubbed off on everyone else, and has actually created a unique style of working culture, which has very much overcome any of the challenges that you’d normally expect.

Is there a good gender mix in the Graduate programmes, in the same way that we would see here in the UAE, for example?

“Remember, too, that there are many angles to this. It’s not a small undertaking, and we place a lot of importance on creating the right teams and the right working environment. This is actually a giga-project within a giga-project: we are quite literally building the future. After all, the true giga project isn’t about buildings and structures, it’s about people.”

Saudi Arabia Report 2022meconstructionnews.com Coaching | 11

“That’s a very good point, and a process that we certainly follow. But remember, that although a mega-project can provide in-depth, long-term exposure, you wouldn’t necessarily want to stay on it all your working life! So we make sure that people

In Year One, we hear that graduates are revolved across four key projects in order to build diverse experiences as quickly as possible. Is this the same four projects for each graduate, or does the project choice vary for each one?

Are there any cross-cultural issues when Saudi youngsters are working with international expats?

can also transition away from these longterm activities as required, and in a way that works best for their development.”

“Absolutely. This year, we had around 4,000 applicants for 13 positions on the Graduate Cohort, and seven of the graduates that we selected were women. One of the real tests here is how organically female graduates are involved in every aspect of the work we do. For example, they are increasingly at the absolute centre of the work on-site: I recently did a Safety Tour on one of our larger sites, and one of our female Graduate Architect’s attended, fully kitted-out in the required PPE - this would all have been unthinkable just a few years ago. Of course, these changes reflect the transitions taking place in Saudi society itself, and our Graduate Cohort reflects how women are now in the slight majority when it comes to degree-level study in the STEM disciplines.”

Are the graduates especially being deployed on the ‘mega-projects’ (where presumably, because of the longer development cycles, they can reach full maturity and go on to contribute 100%)?

“It varies for each one. We’re very concerned to customise the experience and make sure that each graduate is involved on a project that he or she can feel fully engaged with.

“No, there are none. When we first started this, there was a good deal of nervousness around concerns like ‘how will we make this work?’, or ‘what will happen if soand-so says this?’, but these fears were completely unjustified.

Is there a preference for experienced expats, or is the ‘Saudi’ talent factor very important?

afar, perhaps the most crucial question is this: how do clients react and respond to seeing new graduates working on their projects?

Depending on the sector, this may have been the case in previous decades. However, the role of the expat workforce in Saudi Arabia continues to evolve. At the moment, what we’re seeing is that the cycle is focussed on elevating skills transfer and knowledge sharing. This is an essential step in order to help Saudi talent build deep industry knowledge and understanding of the crucial areas for future development.

Digital skills will definitely play a major role in the future of all industries. However, for our emerging talent there is also a big emphasis on developing digital competencies alongside soft skills such as problem solving, professionalism and building future-ready leadership attributes. Helping them develop the holistic skillsets which are needed to levelup their careers will enable our graduates to thrive in their preferred areas of specialism. Akin to this, we aim to upskill them in how the advancement of technologies such as Project Management Information Systems and data analytics can inform decisionmaking and drive efficiencies for programme and project delivery.

The common theme that our clients and project partners see within our graduates is their collective ambition; they are eager to learn, develop, and gain experience in order to equip themselves with the tools required to help drive the Kingdom’s growth and global competitiveness. The excitement and optimism of the younger generations paints a very promising picture for the future of Saudi Arabia. As our Accelerated Graduate Development Programme matures, our aim is to empower even more young Saudis with the opportunity to acquire global experience, mentoring, and skills development on some of the Kingdom’s most iconic projects.

Following Ian McGauley’s comments about the Accelerated Graduate Development Programme, we spoke to Jafar Alsenan, Client Services Lead, WSP Middle East, to get a ‘ground-up’ glimpse of how the Saudi graduates are managing work on some of the world’s most complex projects experience“Accruing with the best”

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The response from many of our clients is very positive. They’re impressed to see how WSP is creating building blocks for the next generation, and, equally, they’re inspired to experience the unique energy and passion that is evident in our young talent.

We hear many things about Digital platforms being crucial when it comes to winning and managing key accounts: how familiar are young graduates with these Digital tools?

The Saudi workforce participation is in a good position. This is driven by the new waves of young Saudis joining the labour force and contributing to the realisation of Saudi Vision 2030. As more of the younger population pursue higher education and go on to gain real-world experience from multi-national organisations like WSP, the collective pool of knowledge will help the youth boost national capabilities and play a growing role in the national economy.

Do you believe that having Saudi graduates working on client projects can overcome specific challenges - and if so, how?

WSP values Saudis as immensely valuable assets to the company’s sustainable legacy and future projects in the country. Bringing our clients along on this journey is very important in this process and we are proud to be supporting the statement of HRH Crown Prince Mohammed bin Salman, when he said that “vibrant and lively young talented Saudis” are the future leaders for the Kingdom.

12 | Project Management

There is a real pride aspect for many of our graduates in relation to key aspects of the Kingdom’s Vision Realization Program. That’s why, from Day One, they are given the opportunity to pursue roles on projects that are aligned with their development journeys and future aspirations. These range from various major infrastructure projects within Jeddah, transport and mobility focussed projects, to roles on many of the landmark giga-projects.

Our role as experienced leaders in this industry is to help them grow as experts in their discipline areas. Giving our graduates first-hand exposure to client projects is a vital step towards improving their knowledge of our clients’ strategic visions. Having this deep knowledge of our projects and stakeholder visions shapes their ability to interpret challenging situations and apply the best solutions to achieve the desired outcomes. We really appreciate the current clients that are supporting us to help boost the capacity of talented young Saudis in engineering professions.

Are there now projects where we see Saudi nationals from the Accelerated Graduate Development Programme actually headingup the client interface?

Our Accelerated Graduate Development Programme is very much a fast-tracked programme designed to maximise our graduates’ exposure to a variety of technical applications and discipline areas. The rotation process enables them to accrue experience with the industry’s best technical experts, project management professionals, and advisory strategists.

Our graduate programme is still in its infancy - having recently started in 2021 - but we’re on track towards enabling more Saudi nationals to play an integral role in client interface and engagement.

The journeys our Saudi graduates are on are part of a much greater legacy for WSP in KSA. As they grow in their respective fields, they will grow in unison with our KSA business to help drive future transformation and deliver clients’ needs. In the build up to 2030, and with everything that the Kingdom aspires to beyond that, we see our role as enablers of this talented generation by nurturing development at marker points along a much larger developmental roadmap. In due course, having more of our Saudi nationals leading the client interface is very much a core part of WSP’s longer-term vision.

of 55,000+ experts and international offices to offer our Saudi graduates international experience. In Q4 of this year, our first-ever group of graduates will travel to the UK to gain global exposure in a range of disciplines that are vital to the future of the Kingdom. This opportunity will engage them in crucial areas such as the energy transition to netzero, promoting resilience and safeguarding

Building on this, WSP Middle East is proud to be leveraging its global network

The common theme that our clients and project partners see within our graduates is their

natural resources, and innovating futureready designs and advice for clients.

How important is the role of pure experience when it comes to working on some of the famous ‘mega-projects’ in KSA?

competitiveness”growthdriveexperiencedevelop,areambition;collectivetheyeagertolearn,andgaintohelptheKingdom’sandglobal

How long do you believe that it takes to bring a talented graduate ‘up to speed’ on a core account? The learning timeframes for any professional vary depending on their learning styles and propensity for knowledge comprehension and retention. On top of this, some of our graduates are developing expertise in a mix of disciplines in relation to their respective development journey. At WSP, the main differentiator for getting our graduates and young professionals up to speed on key accounts is strong leadership and inclusive working environments. We pride ourselves on having workplace cultures where everyone has a chance to voice their ideas and be listened to. We believe this drive for equality and inclusion more than anything else strengthens the unity and collective success of our teams.

Following the induction process of each intake, our graduates have the opportunity to be involved in a diverse mix of projects. These projects are all, in one way or another, being delivered to enhance the future of Saudi Arabia.

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What are some of the key projects where Saudi graduates have been involved from Day One?

Jafar Alsenan is Client Services Lead at WSP Middle East.

meconstructionnews.comSaudi Arabia Report 2022

14 | In Practice “WE SPECIALISEirstly,Sultan,doesthesheerscaleofSaudi’smega-projectsleadtoparticularpre-andpost-contractualissues?

What are the key procedural and contractual issues raised by the new generation of Saudi’s giga-projects and the sophisticated mechanisms best able to resolve them? Paul Godfrey spoke with Omnium’s Sultan Alsohaibi, the firstever Saudi Associate Director of the multinational firm, and a highly-qualified QS. His fascinating, ground-up view is something of ‘first principles’ masterclass…

“The astonishing variety of projects launched in Saudi recently have certainly given rise to important contractual and practical challenges and considerations

SPECIALISE

IN COMPLEXITY” Saudi Arabia Report 2022meconstructionnews.com In Practice | 15

“Fundamentally, it is a race to find the right talent. Many more people now than historically are willing and even keen to work in KSA, but the enormous scale, complexity and tight programme deadlines associated with these projects require specific talents and experience which really limits the ‘pool’ of suitable applicants.”

“It is an extremely exciting time for Omnium KSA. We are delighted to be involved in a number of the big ‘hallmark’ projects, including NEOM, Diriyah Gate, Al Ula, Rua al Madinah, Qiddiya and Amaala.

What are some of the key, ‘hallmark’ projects that Omnium is involved with?

“Amaala is actually where the Vision 2030 journey started for Omnium - we were approached by the Client back in 2018 with a request to be seconded into their offices as the Executive QS during the very early days. From there, our team worked closely with the Amaala team on the development budgets. We are also currently providing post contract QS services for the Amaala Airport Work Package 1, a spectacular development!

“We have recently celebrated our appointment on a very high profile and complex project; unfortunately, we cannot yet give details due to confidentiality agreements but we look forward to sharing the news as soon as we can.”

What are the main benefits that Omnium’s services can bring to a ‘giga-project’ and its smooth ongoing delivery?

“Omnium specialise in complexity. Our portfolio includes many of the region’s landmark projects and we pride ourselves on navigating our clients through unchartered territory. We were the sole QS firm on the Burj Khalifa. The engineering and indeed the cost management of such a structure

for everyone involved. With many of these vast, ambitious and complex developments aiming to break ground at the same time, I liken the current environment to that of a race - one to appoint the right consultants, overcome the market-capacity and supplychain issues and establish a cohesive project team that will ably support the delivery of these unprecedented projects.

“Currently, around 33% of our KSA-based staff are Saudi Nationals. We have no maximum percentage of Saudi nationals in place, but it is difficult to find nationals who have the right qualifications to suit the particular services we provide. In fact, there are no courses in Quantity Surveying in the local universities, despite the demand being here. For employees of Omnium, however, we have established a fantastic training and mentoring programme through our ‘FUTURE’ programme (Furthering and Unleashing Talent Utilizing Resources and Education). Investing in the youth, the future workforce of Saudi Arabia, is an area I am very passionate about - the Saudi nationals who join our company, myself included, often do so with Engineering degrees and through the FUTURE Programme, our staff can access the appropriate education, training and development sources to attain the same qualifications as would be expected of any other nationality where, for example, a QS degree is available in their home country.

“Vision 2030 has been a wonderful facilitator for the transfer of experience and knowledge throughout our offices. Rather than recruiting externally many of our UAE team have transferred to our Jeddah and Riyadh offices - for example a few years ago, our project lead for Dubai Creek Harbour transferred to the Kingdom and is now utilising his skills and knowledge to facilitate the delivery of one of the hallmark Giga Projects. That level of experience in significant projects is very hard to come by, and we are proud that our staff have those really unique skills and expertise.”

“I endeavour to provide the same opportunities I was granted when I joined Omnium over seven years ago as a ‘fresh’

Is your team in Saudi Arabia comprised of Saudi nationals - and do you have a training/mentoring programme for the graduate cohort?

Sultan Alsohaibi is Saudi Associate Director at Omnium.

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“We pride ourselves on having one of the most comprehensive and up-to-date rates and benchmark databases, our Jeddah office have a full team dedicated to market testing and rate analysis which ensures that we have every costing eventuality covered. Omnium have been working in the Kingdom since 2007. Our KSA-based Main Board Director Peter Nathan has been in the Kingdom from the very beginning. He knows our clients personally and also the complexity of the Saudi construction scene. In the early days, we were involved on some of the Kingdom’s unique projects at the time, including Jeddah Tower, King Abdul-Aziz Economic City and master plan developments in Jeddah and Al Khobar, just to name a few!

Assistant QS and as this is a common wish for the management staff, I truly believe that there are no limits within Omnium. Last year, I was honoured to become the first Saudi Associate Director of Omnium and I encourage our Saudi team to take every opportunity to grow their careers with us.

“One of the FUTURE programme’s most popular initiatives is our sponsored Post Graduate Quantity Surveying and Masters programme with Heriot-Watt University in Dubai and UK. It creates gateways for staff to progress their career by not only gaining a relevant qualification but also to receive the support, experience and guidance, as well as professional CPD, required to be successful Quantity Surveyors. Currently two of our female Saudis are in the process of obtaining their post graduate degree in Quantity Surveying through this programme and we are excited to add our first female Saudis to our QS ranks. As a father of two small children, I remain hopeful that local Quantity Surveying degrees will become available to Saudis in the future - this gap has certainly been noticed. I have been approached by one local University and there is definitely interest from their side in introducing not only a QS degree, but for the potential to eventually establish an internship programme. I am also keen to foster guest-speaking opportunities to spread awareness of our profession amongst the future Saudi workforce.”

Saudi's giga projects harbour complex stakeholder relationships and require active first-stage management. was unprecedented at that time, so we had to create new benchmarks and guide our Client and the Project Team into what was then an entirely new niche of the construction industry. This experience has resonated time and time again throughout the years and our clients often consult us for our ‘lessons learned’ on unique and complex projects.

Our Jeddah office have a full team dedicated to market testing and rate analysis which ensures that we have every eventualitycostingcovered”

not achievable for one reason or another.

“Proactive and strong communication underpins our approach to Cost Management. By establishing excellent working relationships with key stakeholders,

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How do you successfully assess the costs and logistical requirements of an open-ended project that might last 10 years or longer?

“Omnium has a lot of experience of working with multiple stakeholders. In fact, at one stage, there were over 60 stakeholders working on the Burj Khalifa! We have always been of the opinion that regardless of the size of a development, the structure of any contract should be balanced. Doing a lot of conflict resolution work (in fact we have our own CR division as we do so much of it), Omnium has long since realised that a reasonable apportionment of risk between the Employer and the other party is the best way to avoid complications and conflict down the line. Using clear language to set out responsibilities and obligations is also a critical key to success, as is endeavouring to ensure that all stakeholders work collaboratively in achieving the Employer’s goals of cost, time, and quality.”

With literally dozens of stakeholders being involved in some of the bigger projects, what are the protocols that Omnium uses to structure contracts fairly? Creating ‘Balanced Contracts’, and so forth?

“With our broad portfolio, Omnium is often able to forecast problems that are likely to develop on these major projects. Even if we haven’t seen the precise problem, we certainly see similarities that suggest a course of action from our experience base.

“Adding to this, given the complexity of Clients’ developments, we consider that the critical factor to their success is agreement of a realistic project budget, which balances cost and quality - again, this is a result of our previous experiences. For example, we see many firms proposing budgets that are obviously unrealistically low, cutting out steps that are quite clearly necessary. This may win them the contract initially, but it will lead to huge costs and delays just a few years down the line when the realities of the costs and contract omissions become clear to the developer. This often results in Omnium Resolve becoming involved to mediate contract conflicts, and often results in the QS being replaced. It is a lengthy, often acrimonious and indeed, unnecessary stage if the initial steps are done properly. The best way to keep a long-term project on budget is to get the full and correct information, and the right contractor, at its inception!

“Once agreement has been reached, we strongly advocate that the budget and an elemental breakdown of such is shared with the Design Team to encourage a ‘design to cost’ philosophy. From our experience, this works as a robust tool in monitoring and managing the evolving design, reducing the risk of redesign and late-notice despecification of the project in an effort to meet unexpected budget constraints. Our project teams adopt a proactive attitude towards the monitoring and protection of the approved budget. Our proactive attendance in regular design meetings will identify potential risks and opportunities amongst the evolving design that can be either minimised or maximised. Our PreContract team is also active in market engagement and is familiar with new design products and construction techniques which can offer added value in terms of cost, time or quality, during the critical design stage.”

including the Project Manager/Engineer and the Design Team, we make sure to understand right from the outset of the project its principal objectives, budgets and aspirations. That gives us a vital insight and the information we need to deliver an efficientlymanaged end result that minimises redesign and respecification, maintaining the quality envisaged for the project. We recognise that as the development evolves, stakeholder requirements invariably change, affected by movements in the market and potential investment returns. Wherever necessary, we will respect those changes and suggest what remedies to implement elsewhere in the design to maintain an overall budget target, or offer advice where remedying is

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GOING GIGA

Giga decadeinConstructionopportunitymainrepresentprojectsthepipelineofinthesectorKSAforthenextandbeyond”

For example, with the type of in-depth experience we have as an organisation, we have a fairly mature understanding of what clients want from consultants, and we believe in offering a people-first solution: one that puts a high premium on matching the right experience to the projects in question. This means we can also protect clients in terms of their development and their contractual and project aspirations.

he first thing I should say”, says Paul Sweeny, “is that Giga projects are hugely significant to us as a business - and indeed, for every business in our industry sector. Giga projects represent the main pipeline of opportunity in the Construction sector in KSA for the next decade and beyond. Of course, this scale brings with it a unique set of working requirements - and companies need to understand this before they start.

What are some of the other factors that need to be put solidly in place from Day One? For example, what would be the key steps in putting together a full project programme for one of the major verticals in a KSA giga-project? “It may sound obvious”, Paul continues, “but first and foremost ensure that the Statement of Work is clear, agreed and communicated to all the parties involved. Once this is done, you need to immediately start thinking about your ‘next steps’ - for example, who will actually be driving the project? For us, we ensure that all senior positions

are filled quickly, so that effective services can be undertaken from the outset. This early deployment allows confidence to be established, because it’s obvious that there is clear control and a communication/ planning structure in place, enabling all parties to operate in their preferred area of expertise - whether that’s project management, design and engineering, commercial management, procurement, construction or facilities management.”

“Giga projects also feature a very dynamic working environment, and we can ensure that we put people in the frame who have the skill-sets, experience, and professional behaviours to perform effectively in that challenging contextwhich is not for everyone.”

20 | Integration

Saudi Arabia Report 2022

What about agility - being quick, adaptable and flexible? Is it just an overworked idea and a ‘nice to have’? Paul continues: “Again, these expectations have become the new normal. For example, we are a very agile business, with a highly responsive Senior Management Team; the co-founders of the business are involved in every aspect of the day-to-day, and decisionmaking is actioned very quickly through our flat organisational structure.

With BIM now becoming near-universal amongst all the leading players, and the expectation from clients that there will be a paperless, digital dashboard for all project data, workflow, inventory and deliverables, how does Compass go about differentiating itself with strong digital programme management? “Well, today it’s essential”, says Paul, “to leverage technology in the construction sector, and as such, we have formed a strategic relationship with Mastt. Mastt is a capital works specific cloud software solution for project, programme and portfolio management; it integrates finance, risk, reporting, and analytics features in a single automated system for the most efficient and effective facilitation of PM services and reporting.

We aim to build trust by being open, honest, clear and vigilant at all times and across all facets of the project. The client needs to understand that we are there to protect their interests, in line with all the formal contracts - and that these best interests are non-negotiable.

As giga-projects demand new levels of technology - the highest levels have now become the norm - and place a high premium on customised staff match-up, have there also been new demands in terms of the major stages in client liaison and the style of interaction that this would require?

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Strong digital programme management is a fundamental across giga projects, uniting finance, resources and supply chain.

“These things are found at the core of the business, too: Governance procedures are robust and agile, and overview corporate decisions can be made very rapidly, which is well received by clients who demand a responsive consultancy service. Because we’ve given these aspects a good deal of thought, We’re able to offer quick responses on general business commitments, staffing, deployment, specialist support and commercial negotiations. Put simply - ‘We do as we say and are as good as our word!’. The clients we are dealing with across the giga-projects would never accept anything less.”

TECHNOLOGY IN PARTNER LIAISON

“Another factor that’s important here is the impact of tech on risk management. Mastt transforms current risk management and reporting processes out of the existing manual spreadsheet into a cost-integrated digital solution, based on the client’s own risk management framework. We are then able to provide an automated roll-up of risk data at project, programme and portfolio levels, allowing for views and never-before possible levels of data interrogation and visualisation for the project’s client.

Paul argues that: “I can only speak for ourselves here, and the Compass approach is to be highly collaborative from the outset - to perform as a true project partner. To be an extension of our client’s team, we want to understand our clients, their priorities, challenges, and opportunities.

“This same approach extends to our interaction with the many other stakeholders inevitably engaged on a gigaproject: and remember, there can be dozens of these. Stakeholders can never be ignored. They all have a role to play at some stage in the design, construction and sign off processes. You might imagine that you want

to reduce this complexity, but you need to understand that ‘no engagement’ (or exclusion from the process) results in delay and frustration for all parties - and that can happen at any stage in the development process. So, the clear aim should be to communicate with and overmanage all the relationships. In other words, to make sure that stakeholders feel involved and connected to the wider success of the project message and that they have an important part to play.”

GIGA-PROJECTS AS INNOVATORS OF CLIENT RELATIONS

“This technology also helps to optimise consultant time on reporting and administration, whilst maximising the thinking time available to develop the right solutions for project problems. I believe this is where the real value in technology lies.”

“This represents multi-dimensional and complex portfolio information in creative new ways - such as interactive d3 charts - which allow the identification of key project interdependencies and mean we can therefore identify and prioritise the areas of critical delay/adverse circumstances on any project. This in turn enables timely active intervention to implement effective corrective action.

Paul Sweeney is Development and Program Director at Compass Project Consulting.

here is a kind of ‘urban myth’ in circulation that in order to meet the current supply chain requirements for all of KSA’s giga-projects, it would in fact be necessary to marshal the entire supply chain capacity of the GCC. This might be an exaggeration, but there’s no doubt at all that the extreme gravity and complexity of the giga-projects demand solutions that have scarcely - if ever - been part of the global construction agenda.

Rachel

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comingthatinnovativechainposethatuniquetheConsulting,CompassofRegionalWillacy,HeadProcurement,Projectoncritical-and-challengesgiga-projectsforthesupplyandthestyleofsolutionsareincreasinglyon-stream 22 | Procurement

SURPASSING TRADITIONAL

TRADITIONAL TECHNIQUES

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“It’s an important point, but the appointment of experts is dependent upon a range of factors including scope, complexity, pace of deliverables, clarity of brief, capacity of those experts, together with the market dynamics created by competing client projects.

“We’re able to be agile and adaptable to client needs whilst balancing the inherent risks associated with fast track or expedited programmes or projects. We’ll also work collaboratively with client teams to develop the most appropriate solution to achieve the time, cost or quality objectives.”

At what stage would you typically be asked to initiate a procurement push?

24 | Procurement

“We can actually go back one step and say that already, global supply chain capacity is under significant strain due to a range of challenging geo-political factors. Rather than think in terms of the challenges posed by the giga-projects, I would actually say that they represent a huge opportunity for global supply chain solutions across consultancy, construction and materials provision; but of course, there are also significant challenges to deliver against this“Webackdrop.shouldn’t forget there are measures in place to help build the need for critical mass and additional resources through routes such as inward investment. Strategic approaches such as Invest Saudi are integral to attracting international inward investment, support increases in country capacity and the capability to respond to these challenges.

Saudi Arabia Report 2022 meconstructionnews.com

Rachel Willacy is Regional Head of Procurement at Compass Project Consulting.

“By enabling clients to maximise value throughout every stage of their project lifecycle, our involvement is key from the outset of a programme or project. However, we can enter and support a client at each step of the lifecyclewhether that means support by strategy development, with early supply chain engagement, or right the way through to contract signature of the solution providers.”

“That’s interesting. Over the last four years, the shift from operational or tactical procurement to strategic and integrated procurement or supply chain solutions within giga projects has been profound, as clients have matured.

“Here at Compass, our regional and international market knowledge, gained from extensive engagement in giga and mega projects, allows us to identify such challenges, collaborate with clients and supply chains and to enable balanced solutions to be created and employed.”

Do the giga-projects require you to source people with very ‘niche’ skills in certain types of construction technique?

What kind of speed of turnaround would you typically be able to provide when it comes to sourcing key experts?

Does your work require detailed interaction with the many other stakeholders inevitably engaged on a giga-project?

“Stakeholder engagement and management is fundamental within any project but especially within giga-projects. Identifying the required stakeholders and developing an effective communications strategy to establish, build and maintain relationships is key to programme and project

Rachel, does your work on the giga-projects pose particular issues in terms of the sheer scale of requirements?

“The scale and speed required within many of the giga-projects calls for alternative and innovative methods of design and construction to achieve client aspirations.“Traditional construction techniques and procurement routes are often being surpassed by modern methods of construction due to the positive schedule impacts that these entail, along with reduction in costs and the offsite capabilities being pioneered by the leading firms expanding globally.

“Fromsuccess.aprocurement perspective, the ability to engage and develop effective solutions to works, services or materials requirements on a giga-project will require co-ordination of a collaborative team, to present a viable solution which delivers against schedule, budget, and the quality aspirations of the client.”

C M Y CM MY CY CMY K

“Throughout, we’re supporting and enabling clients to effectively assess, procure and contract with such solutions through our supply chain knowledge and assessment of global providers.”

CELEBR AT E A R CHI TECTU R A L i nno v a ti o n A ST O UND I N G su cc es s G LO B AL r ec o g n itio n I N O VE R 2500+ P R O JE C T S since 1956 D E S IG N RE -I M A G IN E D

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