ME Consultant February 2019

For the construction specialist

Being Different F+G’s Paul Doherty on thriving in hospitality and providing new services to clients ON TOPIC

Performance of Dubai’s home and office sectors in 2018

IN PRACTICE

Tarek Shuaib on delivering Marassi Al Bahrain

ON SITE

Women in Construction profile: Laila Al-Yousuf

ISSUE 056

February 2019 Publication licensed by Dubai Production City A product of Big Project Middle East

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CONTENTS

On topic IndUstRY VIEWs FROm AcROss thE mIddLE EAst

07 AnALYsIs

06

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JLL highlights the biggest changes in the UAE in 2018 and examines the supply and performance of Dubai’s residential and office sectors 10 nEWs

New residential policy announced by UAE government; Abu Dhabi government renewable investments hit $2.17bn; Aldar announces $545m Alreeman development

In practice AnALYsIs, InsIghts And IntERVIEWs

16 OpInIOn

AESG’s Phillipa Grant discusses the various approaches to making buildings more energy-efficient in line with global standards 18 IntERVIEW

Jason Saundalkar talks to Faithful+Gould’s Paul Doherty about thriving through a focus on hospitality and offering value and new services to clients 24 cAsEstUdY

Middle East Consultant speaks to Pace’s Tarek Shuaib about the delivery of the transformational Marassi Al Bahrain mixed-use mega project in Bahrain

On site cAsE stUdIEs, OpInIOns And snApshOts

28 pROFILE

We talk to SAY Studio’s Laila Al-Yousuf about her influences, career and gender diversity in the construction industry 38 EVEnt REVIEW

Consultants win the first-ever competition pitting the best of the construction industry against each other for 18 holes of golf 40 thE BAck pAgE

Oracle Construction and Engineering’s Sherief Edabd on the role technology can play in end-to-end facilities management 2 FEBRUARY 2019

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Editorial

From BIM to CIM Sometimes it feels like technology and the regional construction industry are like cookies and milk, while at other times, it feels like pineapple and pizza. (I apologise if you do in fact like pineapple bits on your pizza...)

Building Information Modeling (BIM) has been around for several years and I think it’s fair to say that it can offer numerous benefits that more than make-up for the money, talent and time investment that’s required. Despite this, BIM has yet to fully permeate the industry and that really is a shame, because this ultimately means that the adoption and benefits of City Information Modeling (CIM) will also be impacted/delayed.

3D CIM models can connect with BIM and other data sources, as well as analysis tools, and when it’s all used together, the potential benefits are incredible. Users will have an interactive, 3D city model where massive amounts of data can be accessed, shared and analysed in real time. This will be immensely useful for urban planners, architects, municipalities and other stakeholders.

In fact, I reckon the smart and sustainable cities of tomorrow will only really become a reality using these two technologies together. Connecting the two will not only help during the planning and build stages of these future cities, it will make managing and improving them simpler and more efficient. Other benefits will also reveal themselves over time, as data is gathered, analysed and then used to make informed, data-driven decisions.

Unfortunately, what I’ve said above will only become a reality if the construction industry and other stakeholders understand the potential benefits of the technology and make an active effort to adopt it into their workflows.

With CIM - much like BIM - it will fall to governments and municipalities to take the first step. Project owners are a close second, especially those that dabble in large scale developments, as the technology will deliver results including significant energy and cost savings over a period of time.

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ON TOPIC

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ReAdeRS’ COMMeNTS

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CONSULTANT

Red SeA MeGA PROjeCT GeTS APPROVAL fROM BOARd Of dIReCTORS

ADFD global sustainable/ renewable energy investments total $1.18bn

fLeeT

Abu Dhabi’s Hyperloop to cost $20-40m per kilometre

Interview: The BIM differentiator with ellisdon’s Wissam Hijazi

CONSTRUCTION

Saipem wins contracts worth $1.3bn from Saudi Aramco

CONSTRUCTION

Saudi awards ‘sizeable’ EPC deal to McDermott

CONSULTANT

Woods Bagot’s Testolini: Dubai well-placed to realise smart city vision

6 FEBRUARY 2019

In reference to the ‘Red Sea mega project gets approval from board of directors’ article on your website, we’ve seen many conflicting sides to the ‘new’ Saudi Arabia over the past couple of years, that it can sometimes be unclear which vision of its future self we should believe. I am, however, looking to the Kingdom to lead the next phase of construction in the region, especially once the Expo 2020 Dubai building is complete.

Saudi’s current willingness to embrace leisure and tourism, as well as trade, should be welcomed by all of us in the industry.

While the ambition and scale is exciting, the test will be whether those at the top are willing to be transparent and open enough to get the international support they need to make their mega projects sustainable.

If they are, then the region’s construction industry can afford to be much more positive about the future.

Video: BPMe Contractors vs Consultants Golf day 2018

Name withheld by request

ON TOPIC

ANALYSIS

2018 Year in Review

JLL highlights some of the biggest changes in the UAE in 2018 and shines a light on the supply and performance of Dubai’s residential and office sectors

T

he UAE’s GDP grew by around 2% in 2018, marginally higher than in 2017. GDP is expected to grow at a slightly higher rate (3%) in 2019, supported by an expansionary fiscal stance, continued investment ahead of Expo 2020 and higher government spending. According to Oxford Economics, Abu Dhabi and Dubai contributed 37% and 28% respectively to the overall UAE GDP in 2018.

Inflation was 3.73%, higher than the historical average of 2%, due to the implementation of VAT in early 2018. Inflation is expected to return to its long-term average of around 2% per annum over the next three years.

In Dubai, GDP grew by 3.5% in 2018 and is expected to grow at 3.8% per annum over the next three years. The slow growth in 2018 was due to a decline in non-oil revenue. Dubai’s population reached around

three million in 2018 and is expected to grow at an average of 1.6% per annum, to reach 3.2m by 2021.

In Abu Dhabi, the government is pushing ahead with its Economic Vision 2030, a long-term development strategy that aims at economic diversification, expanding the role of the private sector and attracting foreign capital into non-oil sectors. Vision 2030 aims to increase Abu Dhabi GDP from $141bn in 2018 to $408bn by 2030.

2018 also saw the launch of Ghadan 21, a $13.6bn economic stimulus package aimed at accelerating the Abu Dhabi economy over the next three years and promoting the ease of doing business. The plan provides a set of ten economic initiatives, covering infrastructure and legislative projects, SMEs, and industrial and social projects. The aim is to diversify Abu Dhabi in a post-oil world, stimulate investment and create jobs.

FEBRUARY 2019 7

ON TOPIC

Dubai office supply, million sqm of GLA Stock Annual supply

Dubai office vacancy rates

10.0

8.0

8%

11%

Q4 2017

Q4 2018

6.0

Dubai office rents, USD/sqm/annum 4.0

2.0

2015

2016

2017

2018

2019

Q4 2017

Q4 2018

2020

New Visa Regulations

The UAE government announced initiatives to increase demand by relaxing existing regulations. Among these were several relaxations to visa regulations, aimed at attracting investment and population growth by attracting and retaining human capital to deepen economic diversification.

Long-stay 10-year visa: The UAE Cabinet has approved a new 10year visa for investors, entrepreneurs and executives, as well as specialists working in medicine, science or research. Outstanding students are also eligible for a long-term visa as part of the changes, which are expected to encourage professionals to settle in the UAE long-term.

Five-year retiree visa: The federal government has also announced a new five-year retiree visa targeting those aged over 55 with $545,000 in real estate investment ownership, $272,000 in savings or $5,445 monthly income, to help boost the real estate sector and the economy.

Short-stay transit visa: The UAE has also announced that 48-hour visas will be provided for transit visitors from almost all countries, free

“The residential market in Dubai remains tenantfriendly, allowing existing tenants to renegotiate their rents and providing attractive rentals and sales opportunities for new entrants to the market�

8 FEBRUARY 2019

1,553

of cost. This is expected to have a positive impact on the tourism sector, enabling Dubai to capitalise on the high passenger traffic of its airports.

Commercial Licensing

Although 100% foreign ownership of companies has traditionally been allowed within free zones, companies operating outside free zones have required a majority Emirati stakeholder as a sponsor, which has acted as a barrier to foreign investment.

The decision to allow 100% foreign ownership of onshore companies is therefore a welcome relaxation. Details of sectors on the positive list are not mentioned in the new law but are expected to include the manufacturing and services sector. While not all sectors are covered, the government has the authority to extend the future coverage of the law by adding further sectors.

This will make the UAE more attractive for investors who want to maintain full ownership of their businesses, increasing job opportunities and economic growth. The new law is also expected to provide a boost to FDI, with a number of new overseas businesses looking to establish operations in the UAE. Dual Licensing

A number of real estate projects have been granted dual licences in Dubai in recent years. This allows firms to combine their onshore and offshore entities in a single location, which is extremely desirable from a business perspective. With the increase in popularity and demand for dual licensing in Dubai, the Abu Dhabi Department of Economic Development (DED) has also announced a similar initiative to allow companies to qualify for more relaxed licences in the emirate.

This initiative will apply to most business sectors, to increase Abu Dhabi’s competitiveness and attract more foreign companies to invest in the emirate. This will in turn increase demand for both office space and housing by creating new job opportunities.

Source: JLL, REIDIN

2014

1,875

ON TOPIC

“Traditionally, the majority of expats have preferred renting over owning their home in Dubai, but this attitude is changing as a result of attractive payment plans from developers and the availability of visas�

Residential supply and performance in Dubai

Around 22,000 units were delivered in 2018, the most for the last five years. Key projects delivered in Q4 2018 include the Hayat townhouses phase II in Townsquare and Mira Oasis Phase I townhouses in Reem, bringing the total residential stock to 520,000 units at the end of 2018.

This year also saw Majid Al Futtaim launch Tilal Al Ghaf, its first residential community in Dubai.

While more than 60,000 units are expected to be delivered in 2019, there are likely to be far fewer actual completions (with average materialisation rate over the past five years under 50%). Major projects scheduled for delivery in the next two years include Azizi Riviera in Meydan and Al Habtoor City.

Supply is expected to reach 637,000 units by the end of 2020, an average annual increase of 11%. There are concerns of supply increasing ahead of demand, with anecdotal evidence suggesting an oversupplied market resulting in further downward pressure on both prices and rentals.

The residential market in Dubai remains tenant-friendly, allowing existing tenants to renegotiate their rents and providing attractive rentals and sales opportunities for new entrants to the market. Traditionally, the majority of expats have preferred renting over owning their home in Dubai, but this attitude is changing as a result of attractive payment plans from developers and the availability of longer-term residency visas.

Sales prices and rents declined over the year, with the apartment sector recording average declines of around 11% in rents and 8% in sale Dubai residential supply, thousand units Stock Annual supply

prices. Similar declines were experienced in the villa market, with sale prices and rents down 9% and 7%. With supply expected to increase further, sale prices and rent will face downward pressure in 2019.

Office supply and performance in Dubai

There was only 61,000sqm of office GLA delivered throughout the year, the least in the last five years. Only one office building was delivered in Q4 2018 (Arjan in Dubai Media City), bringing total office stock to around 8.83m sqm of GLA at the end of 2018.

Looking ahead, office supply is expected to reach 9.4m sqm by the end of 2020. Notable expected completions include ICD Brookfield Place in DIFC and Mashreq Bank Headquarters in Downtown Dubai.

While both projects are likely to complete on schedule, further delays are expected in projects that are not pre-leased or being delivered for particular occupiers.

Market conditions remain in favour of tenants, with ample choices available in the market. Average grade A rents have declined by almost 17% y-o-y to $423 per sqm, and vacancy has increased to 11% in the Central Business District (CBD).

In response to limited demand, a number of regulatory relaxations were introduced during 2018, with onshore activities now permitted within the DIFC and dual licences proposed in multiple locations. New regulations allowing 100% foreign ownership of companies in the UAE are expected to provide a further boost to office demand in the long run.

Dubai apartment rent and sale prices

700

600

-11%

-8%

Rent Y-o-Y

Sales Y-o-Y

500

400

Dubai villa rent and sale prices 300

200

-8%

-9%

100

Rent Y-o-Y

Sales Y-o-Y

2014

2015

2016

2017

2018

2019

2020

FEBRUARY 2019 9

ON TOPIC

Al Farwaniya Property hires Gary Burrows as new COO Gary Burrows has been appointed chief operating officer (COO) of Al Farwaniya Property Developments. Burrows will be responsible for key aspects of the development and delivery of the $1.2bn Reem Mall project.

According to a statement, Burrows has worked in over 35 cities and boasts over 29 years of international property management experience, specialising in retail, leisure, entertainment and mixed-use assets.

“I am very pleased to be returning to the UAE and joining Al Farwaniya Property Developments as COO. Reem Mall’s business proposition is very compelling, and I look forward to working with the team here to win the hearts and minds of partners, stakeholders and future customers, as we move towards completion. I am incredibly energised to help lead the company to its next phase of innovation and operational excellence,” said Burrows.

Reem Mall is being developed by Al Farwaniya Property Developments, a partnership between Agility, Agility affiliate United Projects for Aviation Services (UPAC) and National Real Estate Company (NREC).

Construction of the mall began in late 2017.

10 FEBRUARY 2019

New residential policy announced by UAE gov The UAE government has announced a national policy which includes regulations and standards that aims to improve living standards in the country. The policy stipulates that residential communities must contain facilities that will support the lives of their residents and provide a rich residential experience, such as shared gardens and sporting facilities.

The policy is in line with the National Agenda of the UAE Vision 2021 and the UAE Centennial 2071. It was approved by Vice President, Prime Minister and Ruler of Dubai, HH Sheikh Mohammed bin Rashid Al Maktoum.

The national policy includes several key components: a suitable location, integrated facilities, cohesive communities, areas for interactive living, cultural participation and smart systems, to prevent the isolation of residential neighbourhoods and facilitate transportation and communication, as well as to provide the necessary facilities.

At a ceremony held to launch the new policy, Sheikh Mohammed said that the UAE, under the leadership of President HH Sheikh Khalifa bin Zayed Al Nahyan, prioritises the quality of life of its citizens, while its government has prioritised housing and is achieving sustainability in the sector.

“We want our residential communities to bring people together and improve their health and social cohesion. The integrated role of government sectors and authorities is to improve life quality in the UAE. Today, we are beginning a new stage in developing vital residential communities which facilitate and improve the lives of all citizens without exception,” Sheikh Mohammed said.

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ON TOPIC

AUH renewable investment hits $2.17bn

Emaar launches new residential project in Dubai Creek Harbour Emaar has launched the Palace Residences, billed as a five-star waterfront residence.

According to Emaar, the Palace Residences by Address Hotels + Resorts is being designed for “boutique waterfront living that offers residents spectacular views of the Dubai Creek Harbour”.

Located on the promenade, the homes will offer views of Dubai Creek Tower and the nearby Ras Al Khor Wildlife Sanctuary and will be serviced by Address Hotels + Resorts.

The homes are also within walking distance of Dubai Square and adjacent to the upcoming 121-room Palace Dubai Creek Harbour hotel.

The developer says that the Palace Dubai Creek Harbour and Palace Residences are housed in two contemporary 44-storey towers. Residents will have access to several amenities in both the residential towers and the hotel, including a rooftop infinity edge swimming pool, a signature rooftop lounge and grill, a full-fledged gym, 24x7 concierge service and valet parking.

Emaar said over 5,000 residents are expected to move in to their homes in Creek Marina this year, with over 12,750 residents to move in next year.

12 FEBRUARY 2019

A senior UAE government official has said that the Abu Dhabi government’s investments in the renewable energy sector have hit $2.17bn. Investment in the sector began over a decade ago in 2006 with Shams 1, which is billed as the largest renewable energy project in operation in the Middle East. The $599m solar project boasts 768 parabolic trough collectors to generate 100MW of clean electricity, according to Awaidha Murshed Al Marar, chairman of the Department of Energy.

“The emirate’s investments in the clean energy sector will witness significant growth this year due to projects in the production of reverse osmosis water and solar electricity production, to be announced in the coming days,” stated Marar.

He also said the emirate has built the world’s largest independent solar plant, Noor Abu Dhabi, in Sweihan with a 1.17GW capacity at a cost of $871m.

Part of the production of the power station is said to have been added to the electricity network. The entire project is expected to be operational in April and will be connected to the Abu Dhabi electricity network.

Additionally, Marar noted that new projects which will contribute to the sustainability of the energy sector in the emirate are planned. A 1,500MW solar energy facility is the first such project and is scheduled to be unveiled in Q1 2019.

ON TOPIC

Masdar introduces region’s first electric bus service Masdar has launched a fully electric passenger bus. The vehicle will be assigned to a six-stop route between Marina Mall, Abu Dhabi Central Bus Station and Masdar City.

The vehicle is said to have been designed to withstand the heat and humidity of the UAE climate, which poses performance challenges for electric vehicles. Jointly developed by Masdar, Hafilat Industry and Siemens Middle East, the Eco-Bus can accommodate 30 passengers and has a range of 150km per charge.

“The launch of the Eco-Bus is a milestone for the UAE in a number of ways. Masdar City has been an incubator of sustainable mobility technologies, including the iconic Personal Rapid Transport system and the Navya Autonom shuttle vehicle. Now we are exporting solutions beyond the city limits with our partners for the benefit of the wider community,” said Yousef Baselaib, executive director for Sustainable Real Estate at Masdar.

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FEBRUARY 2019 13

ON TOPIC

Saudi Arabia eyes 60GW of renewable energy by 2030 Saudi Arabia aims to produce 60GW of renewable energy by 2030, a senior official has said. According to a report by WAM, 40GW is to come from solar facilities, while 20GW is to come from wind and other renewable sources.

At the ninth General Assembly of the International Renewable Energy Agency (Irena), held as part of the activities of Abu Dhabi Sustainability Week, Dr Khalid bin Saleh Al Sultan said that there are plans to integrate the renewable energy network of the Kingdom.

Sultan is the president of the King Abdullah Atomic and Renewable Energy City.

He also pointed out that the country is working under the framework of KSA Vision 2030 and the National Transformation 2020 Programme. He added that the Kingdom is keen on building a sustainable renewable energy sector, which includes relevant industries and services, the Saudisation of technologies and training human resources, to find a balanced mix of fossil and alternative energy.

Sultan also pointed out that the Kingdom has launched programmes as part of its National Transformation 2020 Programme, with the aim of promoting the role of alternative energy.

14 FEBRUARY 2019

Aldar announces $545m Alreeman development

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Aldar Properties has launched Alreeman, a $545m freehold development in the Alshamkha area of Abu Dhabi. The mid-market, mixed-use development is spread over 2.8m sqm and is said to offer convenient transportation links.

According to a statement, the land plots include a series of residential clusters that will feature single and multi-residential villas and apartments, complemented by retail space, food and beverages (F&B), mosques, sports, education and commercial facilities. The development is designed to meet the needs of the future community, Aldar stated.

“The launch of Alreeman builds on Aldar’s successful development strategy and further expands our focus into new areas of Abu Dhabi.

Catering to the mid-income segment, this development responds to market demand to live in a desirable community with a range of facilities, while also appealing to investors looking to construct apartment buildings or villas to generate recurring income,” said Talal Al Dhiyebi, CEO of Aldar Properties.

According to Aldar, one of Alreeman’s key features is owners’ ability to design their units according to their specifications, within GFA limits.

Maan Al Awlaqi, executive director (Commercial) at Aldar, added, “On the back of our successful mid-market developments, we are witnessing significant demand for mid-market land plots. Offering smaller, more efficient sizes in a desirable up-and-coming location with ready infrastructure and places of interest in the vicinity, Alreeman represents compelling value.

Its location, expected appeal with investors as well as end users, makes Alreeman a fantastic opportunity for purchasers of all nationalities.”

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IN PRACTICE

01

OPINION

Phillipa Grant is division manager – Energy and Sustainable Development at AESG. 02 Bullitt Center, Seattle, Washington.

Energy Efficiency in Buildings AESG’s Phillipa Grant discusses the various approaches to making buildings more energy-efficient in line with global standards

01

W

ith increased awareness and criticism around the performance gap identified in buildings, a global drive towards near zero and net zero buildings has emerged. Government regulators and professional bodies are leading the way through the development of roadmaps, standards and target setting. Near zero buildings are recognised as best practice for new buildings, while more advanced developments aim for net zero and net positive solutions.

Near zero energy buildings are defined as high-efficiency buildings which have reduced their Energy Utilisation Index (EUI) to be equal to or less than a defined target. While this definition is consistent across the world, 16 FEBRUARY 2019

the defined EUI target differs by country. In Europe, the ‘Energy Performance of Buildings Directive (EPBD) 2010/31/EU’ requires all new buildings to be constructed to near zero standards by 2020. European near zero standards can differ widely, from 0-220kWh/ sqm per year, while in the UAE, the Emirates Green Building Council (EGBC) set the near zero energy definition in 2017 to be 90kWh/ sqm a year. With standards and targets established and set for near zero, industry bodies and innovators are looking towards net zero and even net positive to continue striving for higher performance.

The World Green Building Council (WorldGBC) defines net zero energy buildings as those that generate 100% of their energy needs on-site. While this may be the ideal solution, the WorldGBC acknowledges that in most scenarios net zero energy buildings are not feasible. Therefore, to provide a more viable alternative for mass-scale adoption of net zero and achieve the emissions reduction targets of the Paris Agreement, net zero carbon buildings may be adopted. A net zero carbon building is a building that is highly energyefficient and fully powered from on-site and/ or off-site renewable energy sources.

While net zero energy may appear unfeasible in many cases, particularly when considering areas of high density with minimal space for renewable energy systems,

net zero carbon is rapidly becoming a viable and affordable option for new construction projects. International design tools such as the Passivhaus scheme provide guidance on sustainable design solutions for advanced building efficiency. With a focus on airtightness and natural ventilation, the objective is to reduce energy consumption as much as possible, to minimise infrastructure and cost required for renewable generation systems.

Advancing Net Zero

With a focus on net zero carbon, the WorldGBC has launched Advancing Net Zero, a global project. The call to action urges the international community to participate, with a target for all new buildings to be net zero carbon by 2030, and for all buildings to be operating at net zero carbon by 2050.

Further to net zero, the International Living Future Institute (ILFI) defines net positive energy buildings as those that supply 105% of a project’s energy needs through onsite renewable energy sources on a net annual basis, without the need for on-site combustion.

Projects must also provide on-site energy storage for resiliency.

In order to compensate for existing building stock that is unlikely to achieve net zero status, net positive buildings can be developed to offset emissions. This approach may be especially effective for owners of

IN PRACTICE

multiple buildings, for example higher education campuses, targeting net zero status across a building portfolio/wider estate. Net positive buildings can also be considered as part of country-wide development strategies in order to achieve regional/government-scale emissions reduction targets and objectives.

Through the ILFI Living Building Challenge rating scheme, numerous case studies are now available for net zero carbon, net zero energy and even net positive energy.

These include the Bullitt Center in Seattle,

Washington; the Center for Sustainable Landscapes at Phipps Conservatory and Botanical Gardens in Pittsburgh, Pennsylvania; and the Natural Resources Defence Council in Beijing. Through the performance-based verification of the Living Building Challenge, these projects demonstrate sustainable solutions that ensure the performance gap between the designed for and operational case is virtually eliminated.

Net zero buildings thus represent the next step in the roadmap towards a more

sustainable future. While near zero energy buildings are rapidly becoming the norm within new construction, the industry should be looking to out-perform this new baseline through advanced sustainable design solutions. Though still a challenge to achieve, several case studies now set a precedent for meeting net zero targets, and as such are an important consideration for any public or private sector body looking to position itself as a global leader in energy efficiency by keeping pace with international best practice.

“With a focus on airtightness and natural ventilation, the objective is to reduce energy consumption as much as possible, to minimise the infrastructure and cost required for renewable generation systems�

02

FEBRUARY 2019 17

IN PRACTICE

INTERVIEW

Being Different Faithful+Gould’s Paul Doherty talks to Jason Saundalkar about staying ahead of the competition through a focus on hospitality and new business services 018 was a challenging year for the construction industry in the GCC, even when you look at the traditionally vibrant markets of the UAE and Saudi Arabia.

While both countries have committed to diversifying their economies away from oil, which has seen the announcement and ongoing construction of several mega projects, consultants and contractors still had to deal with a myriad of issues, apart from complexity on-site.

Only a small group of companies were able to finish 2018 on a positive note, one being integrated project and programme management consultancy Faithful+Gould (F+G). “We’ve grown as a business in the UAE by about 10% in terms of headcount and our margin has improved as well, so we have a solid business. Given the market, the growth is something for us to be really proud of,” says Paul Doherty, country director – UAE at F+G. “The success we’ve experienced in 2018 in the UAE was reflected across the region – we’ve had a successful 12 months and grown as a business in terms of headcount in all of our F+G operations. We have seen growth in several Middle East markets such as Oman and Qatar. We are winning work in Oman now, it has been a very quiet market for a few years but we’ve recently secured a significant project, which is the redevelopment of some of the land around the airport. It’s a mixed-use development and it’s the first big PMC project for us in Oman in quite a while.”

2018 was a milestone year for Doherty – he completed 20 years at F+G, the last 20 months of which have been in the UAE. He adds, “Today we’re involved in over 50 projects across the UAE, which is brilliant. In summary, 2018 was a really strong year for us despite overall market conditions. Now, we’re looking at what we can do in 2019 and beyond.”

One of the reasons F+G was able to finish the year strong is the company’s long-standing focus on the hospitality sector. In the UAE, this focus aligned perfectly with Abu Dhabi’s growing focus on culture and tourism, as well as Dubai’s build-up for Expo 2020, along with an already developed but still expanding tourism sector.

“Hospitality is our key sector, not only in the UAE but across the region. I can proudly say to clients that we are the number one project management consultancy in the hospitality sector, without a shadow of doubt. You have only got to look at our projects in the UAE – we have a 620-key hotel (three hotel brands in one development) in Business Bay that we are constructing, and we recently finished Bulgari.”

“On top of that, we’ve recently completed the successful refurbishment of the Jumeirah Beach Hotel for the Jumeirah Group and we are also PMC on the Royal Atlantis, the largest new hotel build in the region. In Abu Dhabi we are currently PMC for two five-star hotels in the capital, the Fairmont hotel, one in the city centre and one on Yas Bay. We recently completed the Four Seasons and Saadiyat Rotana hotel as well. Right now, we’re looking at four or five different five-star refurbishments across Dubai and a similar number in Abu Dhabi in terms of project management and cost management. We are also assisting a number of clients in developing

“The whole idea of places like Yas and Saadiyaat Island are creating tourist destinations. It is about attracting people to Abu Dhabi as a destination and I think over the next 12 months we will see more” 18 FEBRUARY 2019

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FEBRUARY 2019 19

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01 The Jumeirah Beach Hotel was closed for five months and went through a complete internal and external refurbishment.

02 Even the exterior pool, pool bar, kids club and arrival experience was refurbished at the Jumeirah Beach Hotel.

03 King’s College Hospital is now fully operational, serving the Dubai Hills Estate and wider Dubai community.

01

business models for new hotels. Hospitality is and will remain our most important sector, and we are the market lead.”

Asked whether the mix within the hospitality sector is changing from new builds to refurbishments, Doherty notes, “There are less new hotels and a lot of the hotels now – including the iconic ones – are nearing 20 years old and need a significant facelift. The Jumeirah Beach Hotel is a good example, which I think has been the biggest hotel refurbishment in Dubai in the last few years. A lot of the hotel operators are considering completely refurbishing the hotels, and we’ve got the track record for that.”

Discussing F+G’s team, Doherty is confident his firm has what it needs to continue thriving in the sector. “We have a team made up of exhotel operator staff and of contractors who understand how to build and refurbish hotels. We also have an experienced and strong team of GCCbased hospitality PMs, as well as a strong hospitality design management team. So, if you combine all of that, we boast a unique offering.”

Asked how his firm can leverage its experience and talent pool and bring value to hotel operators, he explains, “Not every hotel operator is looking at or in a position to close the hotel and completely refurbish it.

20 FEBRUARY 2019

If they can’t do that because of the loss of income, we must consider the scope and offer cost- and programme-effective solutions as to what can be done. That’s where we add value early on, it’s not just the projects we are managing, it is helping the client create the business case for the project.”

The Capital Question

Discussing markets that show potential for business in 2019, Doherty notes that in the UAE, the capital is the city to watch. “I think everybody has been saying for a number of years that Abu Dhabi is going to be the next big thing, and the Crown Prince injecting $13.6bn into the economy certainly helps. The relative stability in oil prices is helping as well, so basically in AD we have seen key projects progressing like Etihad Rail and Khalifa port, they’re two big projects which will stimulate the creation of other projects and employment in the capital.”

“Then you have new clients coming to market as well – we are working with Modon Properties who, among other things, are responsible for the management of the Emirati housing programme. We’ve helped them since day one, they are a new client and they are a new organisation with a growing influence and portfolio. They’re publicly funded and are a non-profit, and 02 we’ve helped them establish their business and supported them along the way. That’s been positive and I think over the next 12 months you will see more hospitality projects in AD, more infrastructure projects, more public realm projects as well.”

Summarising Abu Dhabi, he comments, “The whole idea of places like Yas and Saadiyaat Island are creating tourist destinations. Not just day tourists visiting the Grand Mosque and Ferrari World and returning to Dubai, it is about attracting people to Abu Dhabi as a destination and I think over the next 12 months we will see more opportunities in the capital. I genuinely

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“Today we’re involved in over 50 projects across the UAE, which is brilliant. 2018 was a really strong year for us despite overall market conditions. Now, we’re looking at what we can do in 2019 and beyond” believe that any growth in the UAE construction market in 2019 will be centred around Abu Dhabi.”

Saudi Arabia Focus

Unsurprisingly, another market that F+G is paying attention to is Saudi Arabia. Doherty comments, “Saudi of course is a strategic focus. In 2017/18, we made a significant investment in resources to lead on mixeduse infrastructure and property, resulting in a 50% revenue growth and 40% increase in staff in Saudi Arabia. The opportunities there are huge – I think of it as the land of opportunity. Crown Prince Mohammad bin Salman is a visionary and is changing the Saudi culture and experience, and there is an incredible injection of public funding for new projects.”

He adds, “We’ve been successful in securing projects in the Kingdom – we are the biggest PMC and cost consultancy in Saudi, with a significant number of Saudi nationals in our business, something that our clients are now recognising to our benefit. In Saudi we’ve secured some significant

projects where we are providing project management office (PMO) services for clients on mega projects involving 80-100 F+G staff. We’re looking at several large programmes and mega developments at the moment. I believe our Saudi business will increase in size significantly in 2019. It’s a strong market for us and one in which we are well established.”

Doherty explains getting to this point was not without difficulties, “Probably around 12 months ago, we had some difficulties because it’s a challenge to recruit people to work in Saudi. But we’ve come a long way, we are able to get good people quickly, not only recruit people but also mobilise efficiently. We now have a diverse workforce in SA, which is a testament to the profile of our business and the changing landscape in Saudi. I think success comes through diversity.”

Sustainable Business

With regard to F+G’s business and growth in 2019 and 2020, Doherty is quick to point out that building a sustainable and stable business is, 03

FEBRUARY 2019 21

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04 Paul Doherty is country director – UAE at Faithful+Gould.

and has always been, a priority.

“What we are going to see for the next 12 months from an F+G perspective in the UAE is a period of stability. We’ve grown year-on-year and I have always made sure that any growth we’ve enjoyed as a business is sustainable.

I don’t want a hire-and-fire business, we have never been in that space and I don’t want to be. So we have grown very steadily, and I think now the next 12 months is about stability. I’m not expecting to see the 10-15% growth in headcount that we saw previously, but I’m expecting us to deliver increased margin through doing things smarter.”

Talking about the investments F+G has made to differentiate itself in the 04 market, he comments, “I think you’ve got to look at different ways of winning and delivering work. With delivering work, we’ve put a lot of time and effort over the last two years to our digital offering. We now have automated project, programme and cost dashboards, which to us is business as usual, but there’s been a tremendous amount of time and investment that’s gone into that. We’ve refreshed all of our delivery toolkits and developed internal systems that assist in capturing project data and that make the manipulation of data more efficient. It is these investments that will create efficiencies and drive margin growth.”

“In terms of how we continue to win work, I think the more you are in a saturated market, the more you have to look at how you are differentiating yourself from the competition or maybe offering a service provision that the market maybe doesn’t know it wants yet. One of the things we are looking at doing, well it’s one of a host of things, is development management. That’s the space we want to move into. It is about providing a turnkey offering, with programme, project and cost management, as well as design and potentially construction, under one banner. In effect, we intend to deliver a one-stop shop to the client.”

Going into detail, he explains, “Our parent company SNC-Lavalin provides an EPC contracting service in the oil & gas and industrial sectors, and we are examining how we can adopt these principles to the property market. This doesn’t mean F+G is going to be a contractor, but we are in a unique space where we are able to harness the skills we 22 FEBRUARY 2019

have inherently as project managers, and bring together design and construction under one banner. We are talking to some of the big contractors at the moment, looking at how we can bring contracting and consulting much closer together and provide something different to clients. Add to that our ability to assist clients in sourcing funding and you start to develop an innovative offer, something we think the market will find attractive over the next few years.”

Another innovation F+G is looking at is different methods of construction.

“A lot of people talk about modular prefabrication and construction etc, but it’s not lost on us that we find ourselves in the land of block and concrete. However, I do think as we move forward, we must look at more modern methods of construction – more prefabrication, more off-site manufacturing, more modular design solutions. Now that can go from established solutions like bathroom pods in a hotel or apartment, which bring certain efficiencies, to providing a solution to a villa that is fully prefabricated off-site, delivered to site and constructed in a labour-, cost- and programme-efficient manner.”

“The technology was not there in the past, but it is now. We’ve joined forces with a modular construction consultant, modular building contractor and modular manufacturer. We’ve brought together a JV which for the first time is able to offer a solution from design to manufacture to install and facilities management. We are talking to a confidential client in the UAE and Saudi about modular prefabricated villas.”

“We’re also looking at how we can bring efficiencies in construction project procurement. We’ve just finished King’s College Hospital and that was delivered using a D&B procurement route, which is not the norm in the UAE. Historically, many clients have a nervousness around D&B due to quality control and difficulties around change management. There has also been issues around the maturity of the contracting market and experience of delivering D&B projects. But that’s changing and D&B can offer huge programme and cost efficiencies. I think people in the UK would raise their eyebrows at delivering a hospital using D&B, but we’ve successfully done this in the UAE!”

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IN PRACTICE

CASE STUDY

Building by the Sea

Middle East Consultant speaks to Pace’s Tarek Shuaib about the delivery of the transformational Marassi Al Bahrain mega project arassi Al Bahrain is a waterfront commercial and residential mega project within Bahrain’s largest private urban project, the master planned Diyar Al Muharraq community. A joint venture between Diyar Al Muharraq and Eagle Hills, it spreads over 875,000sqm and is set to become one of Bahrain’s major residential, shopping, family entertainment and dining destinations.

Located on the southern island shores of Diyar Al Muharraq in close proximity to major highways and the central business district, the development is expected to house approximately 22,000 residents within 5,600 high-end residential units. The project will also feature Marassi Galleria, a high-end shopping mall with 200,000sqm of gross floor area.

According to the developer, the mall is expected to attract worldclass brands, many entering the Bahrain market for the first time. The adjacent waterfront promenade is destined to house a range of highend food and beverage outlets, along with two hotels.

Eagle Hills appointed Kuwaiti multidiscipline firm Pace to provide value engineering and optimisation, as well as design integration based on input from multiple sub-consultants, detailed design and construction documentation, and construction supervision services.

Pace has offices in both Bahrain and KSA and provides architecture, engineering and planning services to a wide range of public and private sector clients locally and overseas. Pace, which 24 FEBRUARY 2019

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FEBRUARY 2019 25

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01 Numerous food and beverage outlets are expected to occupy the waterfront promenade.

02 Marassi Galleria will feature 200,000sqm of gross floor area and is expected to bring several new brands to Bahrain.

03 Eagle Hills Diyar appointed a contractor for Marassi Galleria, as well as the VIDA Hotel and Serviced Apartments in November 2018.

celebrated its 50th anniversary in 2018, is well established within its home market of Kuwait, through its involvement in the country’s transformation via several high-profile projects.

According to Pace, all the services on Marassi Al Bahrain were delivered by its in-house team. In areas of the project where specialists were needed, sub-consultants were engaged and supervised by Pace.

Discussing how Pace came to be involved, Pace CEO Tarek Shuaib comments, “Pace was appointed on the Marassi Al Bahrain project via direct appointment through client recommendation. The project required a consultant that could quickly deploy, had fast-tracking capability in construction and was able to deliver mixed-use projects within retail and hospitality under a multi-packaging approach. This is a key area of expertise for Pace, as demonstrated in numerous projects such as the Jahra Medical City and The Avenues Kuwait.”

With regard to the client’s objectives, Shuaib explains, “We work closely with the client on a day-to-day basis to achieve their objectives, which 02 includes the optimisation of the design process to reduce costs by 30%; fast-track release of early construction packages in parallel with the design, to enable the restart of stalled construction works; and completing the design into multiple construction and procurement packages, which allows optimum procurement for tangible improvements in quality and cost efficiency.”

In November 2018, Eagle Hills Diyar appointed JV contractors Shapoorji Pallonji Mideast and Cebarco Bahrain SPC for the construction of the Marassi Galleria Mall and VIDA Hotel and Serviced Apartments.

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Considering the size and scope of the project and Pace’s 01 deliverables, technology plays a vital role in the delivery of Marassi Al Bahrain. Shuaib comments that the project is being managed fully in BIM between multiple teams spread across Kuwait, Bahrain and Dubai. Given the geographic challenges, digital models and virtual coordination are a must to ensure coordination between stakeholders, which will ultimately culminate in the successful delivery of the project, Shuaib asserts.

Pace inherited the architectural design from the previous internal consultant and optimised and enhanced it in line with the client’s requirements, comments and guidance. In doing so, the firm was able to quickly gain the client’s approval and move into the construction documentation phase.

As the project was inherited, Pace had a number of challenges to overcome. “The primary challenges were to absorb the original concept design documentation, optimise it to achieve cost reductions of 30% and generate early construction documentation, allowing

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03

“The primary challenges were to absorb the original concept design documentation, optimise it to achieve cost reductions of 30% and generate early construction documentation, allowing early start of construction” early start of construction while the design is still under progress,” Shuaib points out.

“Further challenges were identified, including existing conditions on-site that differed from assumptions, further client requests for more packages and granular submissions, and more challenging cost targets introduced after the design started.”

Delivering True Value

As the client wanted to reduce spend, Pace identified and eliminated unwanted costs while maintaining the intent and quality, through a considered approach to value engineering. Shuaib notes, “We looked at the selection of materials and other such details in order to give a luxury look and feel. Alternative materials and look-a-likes were selected, rather than natural stones and hand-made/custom-made fabrications. The team also optimised the structural framing to reduce overall system cost and delete expansion joints, shear walls, etc.”

He adds, “We also relied on new material technology such as COBIAX in the slabs to reduce concrete cost by 20% and overall

building structural weight. By conducting a CFD analysis on the smoke ventilation system, we were even able to optimise and reduce the use of fans and air handling units by 22%. Our teams analysed and optimised the project using a full system approach, rather than individual units, equipment and zones. This meant that optimising one system resulted in the further roll-over optimisation of other systems on the project.”

Shuaib emphasises that Pace’s track record of delivering projects of similar magnitude and complexity under a fast-track scheme is part of the reason his firm was chosen for the project. That said, he notes that the challenges are slightly different on this project. “The difference here is that the project is located in Bahrain with challenging cost targets, where the client wants to achieve maximum design quality but at cost targets below those customary for this kind of project.”

As a result, Pace has had to display a significant amount of technical ingenuity and prowess to come up with a design and finishing solution that provides the look and feel of a luxury mall but at 70% the cost of similar projects, Shuaib concludes.

FEBRUARY 2019 27

ON SITE

INTERVIEW

WIC Profile: Laila Al-Yousuf Jason Saundalkar talks to SAY Studio’s Laila Al-Yousuf about her inf luences, career and gender diversity in the construction industry ollowing our special edition dedicated to women in the construction industry, Middle East Consultant continues to share the inspiration and experiences of women working in the male-dominated industry across the GCC. Here we catch up with Laila Al-Yousuf, design director at SAY Studio.

ago for the Adidas office, and the other one was setting up the Surge (the global water crisis NPO) design competition, and looking around the room in the first year to see the hundreds of people that came to support designing for a good cause. Surge’s work has now made an impact on nearly one million people; a large part of that is directly due to the design competition and gala.

What are some of the barriers to women entering the construction

What drove you to get into construction and your very first role in the industry?

From a very young age I would study spaces. I was fascinated by how spaces could influence a person’s behaviour. As an interior designer, I am captivated by the idea of imagining a space and then, a few months later, watching it come to life and moving through it.

My first role was in Los Angeles working for an interior designer on celebrity homes. Soon after, I returned to Dubai and started working in the commercial interiors sector. This sector has primarily appealed to me because I’ve always seen it as the blend between art and science. As designers in this field, we have to analyse how individual companies are operating today and then design spaces that give them the flexibility to develop into what they might grow into over the next five to 10 years.

industry? What was your personal experience?

There are many components of the industry. On the design side, I don’t believe there are barriers to women; however, the build component is where you see fewer women take part. I think this is primarily due to an association of it being a physical role. Maybe there is a lack of understanding around the many facets of the build component, and maybe targeted internships and apprenticeships in this field offered to students at local universities would help. Women make up less than 10% of this field but with the onset of more construction-related career path offerings in universities, I see this number going up in the future.

The GCC construction sector is still male-dominated, but diversity is beginning to increase. If you agree, comment on what is driving this and how you see the GCC changing in the coming years. If you

Share a brief about your career.

do not agree, please share your thoughts/views of the market.

In June 2018, my former colleague Matthew Sexton and I started our own design firm. We’ve had an exciting start, with a wonderful response from the industry. Prior to that, I worked at Perkins+Will for seven years, having delivered over 30 projects with an amazingly talented team. During my time at that firm, I was named ‘Young Interior Designer of the Year’ and my team also won the ‘Best Office of the Year’ award for the Adidas office.

The UAE is consistently making efforts to champion women’s empowerment across the workforce, and actually tops the Arab world in developing career opportunities for women. Through efforts to constantly develop strategic plans and policies to promote gender equality, the UAE is targeting being among the top 25 countries in the world for gender balance by 2021. However, worldwide, the construction sector is still male-dominated but there are opportunities to promote women in construction.

I believe it starts with education. We need to see more courses in local universities in construction administration, construction

What’s the proudest moment of your career?

I actually have two moments that I’m very proud of. One is winning the previously mentioned award with my team at Perkins+Will two years 28 FEBRUARY 2019

ON SITE

“We need to see more courses in local universities in construction administration, construction engineering and construction management, for example, along with internships and opportunities for fresh graduates to shadow experienced professionals�

FEBRUARY 2019 29

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engineering and construction management, for example, along with internships and opportunities for fresh graduates to shadow experienced professionals in the field. There are also a few female networking groups for women in the field of construction that are becoming more and more popular as the numbers of females in the sector increase.

We need to also ensure that construction sites are made safer. Several companies have developed very strict health and safety policies, but there are still many out there that have not. However, there are new technologies that can help improve the conditions.

What would you like to see

governments

and

construction firms do to increase diversity and make pay a level playing field?

I think the government is already doing a lot to promote gender equality in the workforce. Their goal to be among the top 25 countries worldwide for this is part of the UAE’s Vision 2021. In 2016, the UAE Gender Balance Council launched a guide that will help entities implement internal projects and initiatives to reach this goal.

Companies themselves need to first be aware of what their own statistics are in terms of staff numbers, but also with regard to salary and benefits equality, then they need to take action to correct any imbalances. There should also be initiatives put into place to reach certain target numbers and engage personnel to work towards that goal.

More visibility in the universities and internships targeted specifically at women will also help promote these goals externally and thereby encourage women to consider a career in the construction industry.

develop policies to ensure that women are receiving the rights that should be afforded to them. However, the main responsibilities of this will always live with the government authorities and construction firms.

As

a

woman

construction

in

the

industry,

what has your experience been working in the GCC? If you have worked in markets outside the GCC, how does your experience here compare with what you’ve experienced in other markets?

So far, I’ve had a very positive experience working in the GCC construction sector.

Outside the GCC, I had one experience that wasn’t very positive where I believed I was being judged on my age and gender, but in cases like that, I see it as a challenge to overcome the obstacles of people’s perceptions.

In doing your job, what sort of discrimination (if any) have you faced and how did you/your employer address it?

Luckily, I haven’t had any issues with this, but I would address any potential issues quickly and fairly. Looking after our colleagues is our most important priority – they are, of course, our largest asset.

How does your firm approach diversity in the workplace?

The wonderful thing about starting our own firm is the opportunity to introduce policies that promote diversity. My business partner Matt and I aim to build a flat organisation that harnesses the skills and talents of each individual, with unlimited growth opportunities. We are both very open, personable and approachable and fill our office with laughter.

Besides government authorities and construction firms, who else

What advice would you give to a woman entering the GCC

can play a part in increasing diversity and balancing pay scales?

construction industry today?

A client of mine on a previous project had a very strict policy on labour rights to ensure that labourers were given basic human rights, and all contractors had to abide by this rule. I think that this line of thinking could also be applied, whereby companies could in a similar way

The greatest advice that I could give anyone wanting to go into the field is to believe in yourself. You have to continually push yourself to achieve more than you believe you can achieve and reach for any opportunity that presents itself, as well as create your own opportunities.

30 FEBRUARY 2019

ON SITE

INTERVIEW

WIC Profile: Morgan Tuckness Jason Saundalkar talks to Drees & Sommer’s Morgan Tuckness about her inf luences, career and gender diversity in the construction industry ollowing our special edition dedicated to women in the construction industry, Middle East Consultant continues to share the inspiration and experiences of women working in the male-dominated industry across the GCC. Here, we catch up with Morgan Tuckness, head of Global Hospitality, Technical Services & Development at Drees & Sommer.

What drove you to get into construction and your very first role in the industry?

From around the age of five, I knew that I wanted to be in construction and, more specifically, architecture. I’ve always had a passion for drawing and building models with everything from LEGO to Lincoln Logs. Creating something out of nothing was just more rewarding, and quite frankly a lot more fun, than any other childhood activity.

However, as time passed I started to evaluate other career options, and it was only when I went to university that I needed to critically revisit the career discussion. Like many university students, the options seemed endless, and I actually thought that dentistry would be a suitable career.

However, being from a long line of headstrong women, I naturally sought out advice from my grandmother. After some sage advice and her recalling those precious memories of my childhood dream, she had the keen sense to encourage me to follow my love of the arts and construction.

My very first role in the industry was working as an AutoCAD draftsman in a local architectural firm, while I was studying at university. I continued to work on projects ranging from civic projects, governmental buildings and institutional projects. Not long after that, I wanted to seek out more opportunities, when I was accepted as an architectural intern for a renowned hospitality developer.

32 FEBRUARY 2019

It was during this first internship in real estate development that I realised that I enjoyed working in the field of real estate development more than in architecture. That internship changed my life. It exposed me not just to design but to full development management and real estate strategy, giving me more perspective on how to influence and responsibly shape the built environment.

Share a brief about your career, mentioning key achievements with regard to your role.

Through my development internship programme, my boss and mentor took me under his wing and encouraged me to ask more questions, attend as many meetings as possible and learn as much as possible. He was hard but fair. He was of the ‘sink or swim’ mentality and at the age of 22 offered me a chance to run design management and assemble the team for a $7m F&B renovation.

By the age of 28, I had the opportunity to manage an international regional real estate and development portfolio with assets and development valued at roughly $972m. From that point onwards, my

“I believe that it should be our goal as women to be activists, to get in the community and show girls of all ages that engineering, construction and design are equal playing fields for both men and women”

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FEBRUARY 2019 33

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focus has been on international markets such as Asia-Pacific, Europe, the Middle East and Africa.

How have you made your mark in the industry working on projects? What is your proudest moment?

I find that in the field of development, whether you sit on the owner side, the design side or the construction side, there are conflicting goals, and it’s natural. The owner wants to protect his strategy, the designer wants to protect their design integrity and the contractor just wants to get in and get the job done. Due to the varying perspectives, I do believe most women have a unique skill set to think strategically and spherically (i.e. in many directions at once), versus a traditional linear sequence. With the spherical thinking, this allows creative problem-solving and allows for pushing boundaries of design and development.

In most cases, women are inclined to be better communicators than their male counterparts. Statistically, women use twice as many words as men, and as a result can often get to the core issues quicker through discussion, allowing for better results by understanding each party’s priorities versus a trial-and-error methodology. My proudest moment is every project I get across the finish line!

What are some of the barriers to women entering the construction industry? What was your personal experience?

“I am a firm believer in trade schools globally. The use of trade school education in construction allows both males and females to have equal opportunities to learn a trade skill set on equal footing and evolve the stigma that is attached to working in construction”

Although women are becoming more prevalent in the construction industry, there is still a lack of professional mentors and public figures in construction and engineering industries. I believe that it should be our goal as women to be activists to get in the community and show girls of all ages that engineering, construction and design are equal playing fields for both men and women.

I have been extremely blessed in my career to have worked for such progressive companies as Marriott and Drees & Sommer, who put a strong focus on internship programmes and mentoring programmes, and encourage gender equality. A focus that gender is not the determining factor, but merit and hard work is what prevails.

encouraging of how the industry is changing to bring women into the workforce on-site.

The GCC construction sector is still male-dominated, but

Everyone has a part to play in diversity and equal pay. What would

diversity is beginning to increase. If you agree, comment on what

you like to see government authorities and construction firms do

is driving this and how you see the GCC markets changing in the

to increase diversity and make pay a level playing field?

coming years. If you do not agree, please share your thoughts/

I am a firm believer in trade schools globally. The use of trade school education in construction allows both males and females to have equal opportunities to learn a trade skill set on equal footing and evolve the stigma that is attached to working in construction. By using trade schools as a methodology, this also allows contractors to pull qualified and bright individuals who are early in their career and helps them deliver better product to the market.

I would love to see much more joint affiliation between government entities and privatised contractors to work together to enhance and create comprehensive education systems that encourage

views of the market.

Although the presence of women is increasing, there is still a large disparity of site-based positions between women and men. There are a few reasons for this: some of it is due to lack of interest in site-based positions by women, some of it is due to lack or no opportunities to work as sub-trade due to labour laws, religious belief, cultural norms and safety for women across the world, not necessarily just the GCC. However, you do see women far more often on the job-site in markets in Europe, Australia, Thailand and Indonesia, which is extremely 34 FEBRUARY 2019

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As discussed earlier, the office-based and design-based positions for GCC countries are well advanced for women, but our challenge is really going to be on site-based positions. There is a need to educate and open opportunities to allow them to work in these capacities.

In doing your job, what sort of discrimination (if any) have you faced and how did you or your employer address it?

I have been so blessed to work with truly wonderful companies, like Marriott and Drees & Sommer, who encourage learning and see the value of diversification. These organisations have strong leadership beliefs with a focus on meritocracy, and fight discrimination at all levels to ensure they are companies that people want to work for.

Do you feel there’s a limit with regard to how far you can progress in your career within your organisation?

With Drees & Sommer, they focus on fostering and growing talent. The company realises the value that can be derived from long-term commitment from its associates and encourages all associates to strive for a path of partnership within the company.

How do you personally push for diversity and equal pay in the construction sector?

both men and women to look at construction as a serious career, not just a job.

As a woman in the industry, what has your experience been working in the GCC construction sector? If you have worked in markets outside the GCC, how does your experience here compare with what you’ve experienced and observed in other markets?

The GCC region is actually quite strong in equality for developmentrelated jobs between males and females, especially when related to the field of design. Today, there are some incredibly strong international firms throughout the GCC that offer world-class service, and many other regions in the world could learn from our region, and from what Dubai is doing.

What is the biggest challenge women in the construction sector face in GCC countries? How can it be addressed?

Are you involved in any groups/councils etc that focus on increasing diversity and equal pay?

While I was in the US, I volunteered for many years for the Big Brothers/Big Sisters programme, which is a mentor-based programme for at-risk children. Within the programme, I worked with girls of primary school ages to focus not only on tutoring for schoolwork, but also on self-esteem and goal-setting to encourage them to follow their career dreams. Regrettably, I have not yet been involved with any sector-based councils focusing on diversity in the GCC. What advice would you give to a woman entering the GCC construction industry today?

Do not be discouraged, and do not give up. Focus on growing your network and make it a point to seek out mentors who can show you different sides of the construction industry, so you can hone your professional skills.

FEBRUARY 2019 35

ON SITE

SHOW PREVIEW

Middle East Electricity

International trade event will unite power sector players and shine a light on the fast-growing demand for electricity, diversification and conservation

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iddle East Electricity, the region’s leading international trade event for the power industry, is readying for the biggest industry gathering in the event’s history. The 2019 event will welcome the most recognised names in the Middle East and North Africa (MENA) power sector, energised start-ups and trail-blazing national delegations, demonstrating the latest trends and technological breakthroughs to meet fast-growing demand for electricity, diversification and conservation.

The annual mega event, which combines five dedicated shows within a single exhibition, will run at the Dubai World Trade Centre March 5-7 against a backdrop of increasing regional power demand, keen investor appetite and shifting industry dynamics, which see renewables rising up the agendas of governments across the region and beyond.

The unprecedented demand for power will see industry players large and small, new starters and established leaders using the unique platform of Middle East Electricity 2019 to engage visitors in gamechanging, across-the-board opportunities throughout the show’s five focused sectors: Power Generation, Transmission and Distribution, Lighting, Solar, and Energy Storage and Management.

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“Massively upscaled demand, supply diversification and conservation have helped to create enhanced opportunities for industry players and boosted the potential of the region’s power industry,” explained Claudia Konieczna, exhibition director – Informa Industrial Group. “Analyst expectations for the region put the exhibition in the top global league of power investment, which explains why international interest in the show keeps rising annually.”

The Arab Petroleum Investment Corporation (APICORP) estimates that between now and 2022, MENA power capacity will expand by an average of 6.4% per year, corresponding to additional capacity of 117GW and sector investment of $260bn. Of the investment total, $152bn is expected to be allocated for generation, with $108bn going into transmission and distribution (T&D).

The region’s major focus on renewables and advanced technology solutions, including smart grids, for which the Northeast Group forecasts MENA investment will reach $17.6bn by 2027, has opened the sector to huge end-to-end transformation. Informa believes the seismic shift will be evident among the more than 1,600 exhibitors from 131 countries due to take to the 2019 exhibition floor.

ON SITE

EVENT REVIEW

Contractors vs Consultants Cup 2018 Consultants win the first-ever competition pitting the best of the construction industry against each other for 18 holes of golf

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ig Project Middle East and Middle East Consultant hosted more than 70 golfers from across the construction industry for the inaugural Contractors vs Consultants Final. Held in Dubai at The Address Montgomerie on December 12, 2018, the day-long event brought together the winners of the two previous events – the Contractors Golf Day and the Consultants Golf Day. Teams from both sides of the industry faced off over 18 holes, while also competing in on-course competitions and networking in a relaxed, fun-filled environment.

Targeted at senior executives and decision-makers from the region’s most prominent consultants and contractors, attendees included representatives from Multiplex, Six Construct, Faithful+Gould, The VERO studio, HKA Global Consulting and many others.

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After a long day of competition, the Consultants took the prize, winning by 21.2, with a total of 52.32 Net, in comparison to the Contractors total of 54.44 Net. “A special thank-you is due to our sponsors and partners for this event: Airolink, AGMC, CCS, Electric Mirror, Driver Trett, Izuzu D-Max, LACASA, Metsec, Multiplex, RMD Kwikform, Sto, Stretch Ceilings, The Furniture Practice Middle East, Trimble, Truelux Group, Al-Maeda, Cryo and Sandy Beach Hotel and Resort,” said Raz Islam, publishing director of CPI Trade.

The Furniture Practice Middle East held a lucky draw for an AED 2,500 cash prize, won by Sandeep Singh, while The Construction Executive Golf Society donated a four-ball at Dubai Hills to the winning team of the day – this was given to Karolina Barron, Hassan Yezdi,

ON SITE

Chris Graham and Ross Hopwood, who collectively registered a score of 53.84 Net. CCS also held a lucky draw for a dinner for two on the Bateau Dubai, which went to Mark Hunt. On the driving range, Stretch Ceilings sponsored a ‘hit the bullseye’ competition which saw Liam Loftus win a voucher worth AED 250 at The Address Montgomerie Golf Club, shops and restaurants.

Loftus also won the Closest to the Pin in Two competition on Hole 1, and the prize of an AED 500 voucher to Joe’s Backyard Grill. This prize was sponsored by Truelux Group.

Paull Wallet took home AED 500 to spend at Caesar’s Palace in Dubai for winning the Straightest Drive Competition on Hole 5. Aqueel Perreira won the Longest Drive Competition, winning a complimentary Friday brunch for two at Al-Maeda in DoubleTree Hilton JBR, a onemonth unlimited membership at Cryo and a weekend stay for two at the Sandy Beach Hotel and Resort.

Metsec sponsored the Nearest to the Pin Competition, with Gary Williams winning a Friday brunch for two at Al-Maeda in DoubleTree Hilton JBR, a one-month unlimited membership at Cryo and a weekend stay for two at the Sandy Beach Hotel and Resort.

Thanks to all our sponsors

PURLINS

Building with conscience.

G r o u p

FEBRUARY 2019 39

THE BACK PAGE

LAST WORD 01 Sherief Edabd is director of Industry Strategy and Innovation at Oracle Construction and Engineering.

Technology Driven FM Oracle Construction and Engineering’s Sherief Edabd on the role technology can play in end-to-end facilities management

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n a time of rising costs, complex portfolios and the importance of brand image, facilities and asset management is undergoing a profound change.

Traditionally, executives have treated spending on such activities as a sunk cost, but forwardthinking businesses are now embracing these activities to drive organisational value.

Traditionally, there’s been a silo effect, with a marked disconnect between the design and construction phase and the post-handover management phases of an asset’s lifecycle. This is mainly because the project data flow seems to stop at the end of the build phase rather than transition to the facilities and asset management (FM) team.

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When an asset is handed over, a digital record of the asset lifecycle activities to that point should also be handed over, providing a digital twin of the project to assist in the running of that asset. Such an approach gives the FM team visibility into the project – the assets involved, reasons for decisions on different aspects of the build, etc – and provides almost a virtual narrative or manual of the entire project.

It’s as if as soon as the construction phase is complete, organisations lose sight of the value provided by efficiently and effectively managing the facility throughout the rest of its life. But the impact of this can be profound not just on the safety, usability and longevity of an asset, but also on the brand reputation of the organisation responsible for building it in the first place.

The industry needs to look beyond the physical completion of a project as the end of the digital story, and consider how the data collected about the build should be seen as one of several chapters detailing the asset’s life.

Challenges to Overcome

Generating asset registries and manageable spaces for operations can be an overwhelming or burdensome job, as the facilities team has no understanding of the capital construction deliverables. Sometimes the level of detail isn’t enough to allow facility teams to start their jobs.

Manuals, warranty information, maintenance schedules – these are just a few examples of what operation teams are looking for.

BIM plays a vital role here to facilitate the digital transition from the capital model

elements, using COBie (Construction Operations Building Information Exchange), an international standard relating to managed asset information including space and equipment.

This standard helps capture and record important project data at the point of origin, including equipment lists, product data sheets, warranties, spare parts lists and preventive maintenance schedules. This is essential to support operations, maintenance and asset management once the built asset is in service.

The Role of Technology Going Forward

As technology evolves, we’re seeing more flexibility and configurability within facility and asset lifecycle management solutions, enabling the data and processes to be brought onto one platform – and still serve the needs of a business. Modern solutions now transcend a jumble of disparate tools and processes to achieve visibility and data continuity across the entire facilities and asset lifecycle.

The outcome is that organisations are increasingly able to meet the often-competing demands that many corporate real estate and facilities management decision-makers must face on a daily basis, answering the question: “How can I balance financial discipline, operational excellence and risk management, not just for one building or asset but across my entire portfolio?”

This is a space that will continue to iterate and hopefully grow to plug the gap that currently exists between the construction and FM phases of an asset’s lifecycle.

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2015, 2016 & 2018