ME Consultant July - August 2019

FOR THE CONSTRUCTION SPECIALIST

Paying it Forward Nicholas Harris on the secret of Omnium’s success and giving back to staff via education ON TOPIC

Steps to protect buildings and safeguard lives

IN PRACTICE

Chris Seymour on building a resilient business

ON SITE

WIC profile: Christine Espinosa-Erlanda

ISSUE 061

July-August 2019 Licensed by Dubai Development Authority

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CONTENTS

On topic INDUSTRY VIEWS FROM ACROSS THE MIDDLE EAST

04

06

06 ANALYSIS

Knight Frank’s Taimur Khan on the demand and performance of Abu Dhabi’s office market 10 NEWS

EllisDon wins Canada Pavilion contract for Expo 2020 Dubai; GAJ wins lead consultant role for Rumanza Golf Course Clubhouse 14 COMPETITION

In honour of the late Reem Dayoub, LACASA is partnering with Middle East Consultant to offer engineering students a chance to win an internship

10

16

In practice ANALYSIS, INSIGHTS AND INTERVIEWS

18 INTERVIEW

Jason Saundalkar speaks to Omnium’s Nicholas Harris about market trends and challenges, and investing in staff through the firm’s FUTURE Programme

18

24

24 INTERVIEW

Chris Seymour speaks to Middle East Consultant about building a more resilient business, being business relevant and why the industry has to come together around technology

On site CASE STUDIES, OPINIONS AND SNAPSHOTS

28

34

34 PROFILE

We talk to GAJ’s Christine Espinosa-Erlanda about her influences, career and gender diversity in the construction industry 38 OPINION

WSP’s David Kimmerly says it’s now time to embrace AI 40 THE BACK PAGE

Hepher Associates’ Kieran Chauhan on moving to the Middle East and hitting the ground running

38

40

JULY-AUGUST 2019 1

WELCOME

Group EDITOR’S NOTE

There’s No Time For Small Steps 50 years ago, astronaut Neil Armstrong set foot on the lunar surface and said, “That’s one small step for a man, one giant leap for mankind”. It was and still is a colossal achievement.

The journey to get to the moon began just eight years earlier, in 1961, when US President John F. Kennedy proposed the challenging goal of putting a man on the moon before the end of the decade. The challenge was issued for several reasons and while there were millions that didn’t see the value in such an enterprise, it focused the United States. Not even a year later, Alan Shepard and Gus Grissom became the first Americans to travel into space.

(They weren’t the first humans in space however, cosmonaut Yuri Gagarin secured that Space Race milestone on April 12, 1961.)

The Space Race and its associated missions have always fascinated me - I consider the era one of the most transformational parts of human history to date. While it was a byproduct of the Cold War, the era saw pioneering efforts to launch artificial satellites, human spaceflight, the creation of the incredible Saturn V rocket, in addition to increased spending on R&D and education. This resulted in technology and a world that we now largely take for granted.

Beyond this, I’ve always viewed the Space Race as a benchmark of what humans can achieve when they commit to something fully. Right now, I think it’s high time that we come together to take on a challenge that’s more local - Climate Change.

Day after day the scientific community issues indisputable reports that show we’re on a collision course with disaster. We’re said to be close to a crucial tipping point, which means we must take drastic steps in the way we generate power, build cities, travel and produce food. These industries are the biggest contributors of CO2 emissions according to scientific research.

I’m confident that humanity has the talent and resources to stave off disaster but, the time to act is now, and small steps just won’t cut it. We all need to take a giant leap forward, to protect our environment and ensure we all have a future.

Jason Saundalkar Editor, Middle East Consultant 2 JULY-AUGUST 2019

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ON TOPIC

MOST POPULAR

READERS’ COMMENTS

FEATURED

CONSTRUCTION

EXPO 2020 DUBAI MARKS UK BECOMING AN INDEPENDENT TRADING NATION, SAYS MINISTER

‘We have the firepower to build Saudi’s future,’ Red Sea Project chief tells MECN

CONSTRUCTION

Aldar Properties wins multiple AUH contracts

Feature: How the Coca-Cola Arena was delivered ahead of schedule

CONSULTANT

EllisDon wins Canada Pavilion contract for Expo 2020 Dubai

CONSTRUCTION

Al Bawani wins $89m commercial tower project from Asharqia Chamber

CONSULTANT

Saipem wins contracts worth $3.5bn in Saudi Arabia

4 JULY-AUGUST 2019

Analysis: Dubai real estate market reaches ‘attractive levels of affordability’ in H1 2019

I truly hope I am not the only person to read this story (Expo 2020 Dubai marks UK becoming an independent trading nation, says minister) and pick up on the intrinsic ludicrousness of this soundbite from Dr Liam Fox. The UK has been an independent nation since its formation in 1707 (thank you, Google) and even managed to survive its assimilation (ahem) into the EEC and later the European Union. Whether the UK leaves later this year or not, its independent nation status is assured.

What is not a given is whether construction companies – and those on the supply chain – are helped to compete on the world stage. For years, we’ve seen them on the sidelines at trade events in the Middle East while other nations such as France, Italy and Germany have had the full backing of their governments. Expo 2020 Dubai is an opportunity to celebrate UK industry – I hope their government get behind them with clout rather than churning out a few choice words.

Name withheld by request

ON TOPIC

ANALYSIS

Abu Dhabi Office Market Review Q1 2019

A

bu Dhabi’s economy returned to growth in 2018, with GDP increasing by 1.9%, up from the 0.9% contraction a year earlier. This growth was primarily driven by the oil sector, which grew by 3.4%, up from the 2.9% contraction in 2017, whereas the non-oil sector’s growth slowed marginally to 0.6% in 2018 from 0.9% in 2017.

Despite these positive headline figures, the economic backdrop remains fragile in Abu Dhabi and indeed the wider UAE. Both consumers and businesses are looking for short- to medium-term stability before considering increasing consumption or capital expenditure. Businesses are beginning to show greater optimism, with the Purchasing Managers’ Index (PMI) increasing to 55.7 in March 2019, up from 53.4 a month earlier. Subsets of the PMI show 6 JULY-AUGUST 2019

that new orders and inventories have also increased, indicating that firms are anticipating greater levels of upcoming demand.

However, while employment increased slightly in March, only 2.6% of firms surveyed reported increased hiring and 1.1% of firms reported lower headcounts. Therefore, any recovery is still at a very early stage and at this moment is not being felt by consumers. In Abu Dhabi, this recovery may be aided by a range of initiatives and new regulations designed to increase the ease of doing business and to increase investment, as part of the three-year Ghadan 21 $13bn stimulus package and higher oil prices. As a result of these initiatives, alongside other investment programmes announced in early 2019, Abu Dhabi’s GDP in 2019 and 2020 is expected to grow by 3.8% and 4.8% respectively.

Source: Knight Frank Research

Knight Frank’s Taimur Khan on the demand and performance of Abu Dhabi’s office market

ON TOPIC

Consultants 11%

General Service 34%

Media 11%

Legal 11%

1,000-5,000 9%

>5,000 4%

<100 26%

500-1,000 4%

Demand by

Proportion of enquiries

sector (%), Q1 2019

by size (%), Q1 2019

Technological 11%

Engineering & Construction 11%

Financial 11%

Market Performance

We continue to see relatively low levels of activity in the market, with firms holding off on executing major corporate decisions until they are able to fully understand the impact of new regulations and the growing number of mergers in the banking sector. Overall, while the new regulations â&#x20AC;&#x201C; such as the 100% foreign ownership law â&#x20AC;&#x201C; have been well received, it is too early to know the magnitude of their impact on occupier demand, particularly as details of the scope of the laws remain limited.

In Q1 2019, average prime rent was $458 (sqm/year), a 6.1% decline compared to the same quarter a year earlier. The decline in grade A rents looks to have moderated in Q1 2019, with rents falling by 2.1% over the year to March 2019, a significant retreat from the Abu Dhabi office market performance Y-o-Y % change Q-o-Q % change 5%

100-500 57%

double-digit declines witnessed a quarter earlier. However, the rate of change in citywide rents has increased, with year-on-year rents to Q1 2019 falling by 16.9%. As a result, citywide rents are currently $250 (sqm/year) on average.

In Q1 2019, Knight Frank recorded a third of demand stemming from firms in the general services sector. A range of six sectors offering a broad range of professional services accounted for the remaining two thirds of office space according to Knight Frank data. Over the same time period, 82% of demand was for floor areas below 500sqm, up marginally from 79% six months earlier. As a result of weak market conditions, business consolidation and the delivery of new stock, we have seen the vacancy rate in the market rise to 24%, up from 23% a year earlier.

Abu Dhabi office supply (million sqm of GLA) Existing office supply Forecast office supply

4.0 3.5

0% 3.0 2.5

-5%

2.0 -10%

1.5 1.0

-15% 0.5

Prime

Grade A

Citywide

2008 2009 2010

2011

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

JULY-AUGUST 2019 7

ON TOPIC

Abu Dhabi average office rents (AED/sqm/year) Grade A office rents Prime office rents Citywide office rents 2,000

1,500

Given these market conditions, landlords are increasingly flexible in order to execute leases. Not only have they become accepting of lower lease rates, but many are willing to offer rent-free periods, among other incentives, to secure long-term leases.

Outlook

We expect that in the short to medium term, we are likely to see continued pressure exerted across Abu Dhabi’s commercial market, if the current trend of subdued demand continues. The prime and grade A segments of the market are likely to be less affected, given

the scarcity of such stock. The majority of the circa 136,000sqm of supply forecast to enter the market in 2019 is classed as citywide stock in non-core areas.

The delivery of additional supply and the recent consolidation activity mean we are likely to see the vacancy rate begin to rise. In the short run, we may begin to see pressure on the market ease if increased activity in the hydrocarbon sector leads to additional downstream contracts being awarded, which may drive private sector activity. In the long term, increased investment and easing of business regulations may help induce long-term demand.

“Looking ahead, we expect that in the short to medium term we are likely to see continued pressure exerted across Abu Dhabi’s commercial market, if the current trend of subdued demand continues”

8 JULY-AUGUST 2019

Q1 2018

Q3 2017

Q1 2017

Q3 2016

Q1 2016

Q3 2015

Q1 2015

Q3 2014

Q1 2014

Q3 2013

Q1 2013

Q3 2012

Q1 2012

Q3 2011

Q1 2011

Q3 2010

Q1 2010

Q3 2009

Q1 2009

Q3 2008

Q1 2008

Q3 2007

Q1 2007

Q3 2006

Q1 2006

Q3 2005

Q1 2005

Q3 2004

1,000

Etihad Towers | Abu Dhabi | UAE

ON TOPIC

EllisDon wins Canada Pavilion contract

GAJ wins lead role for Rumanza Golf Course Clubhouse Godwin Austen Johnson (GAJ) has been appointed as the lead architecture and interior design consultant for the concept design of the proposed new Rumanza Clubhouse in Multan, Pakistan. The contract was awarded by the Defence Housing Authority, Multan.

GAJ’s scope of work involves concept design and architecture, as well as interior design and specialist lighting.

According to a statement from GAJ, the clubhouse will be part of Pakistan’s first Sir Nick Faldo Signature 18-hole golf course.

Scheduled to open in 2020, the course is located within the Defence Housing Authority (DHA) Multan residential community in Pakistan’s fifth largest city.

“We’re delighted to work with the Defence Housing Authority (DHA) Multan on this exciting new project which will serve as an inspiration for golfers in the country, helping to develop the sport and provide a prestigious residential and leisure development. Once completed, the clubhouse will put the finishing touches on what is sure to be an award-winning facility in Pakistan,” said Brian Johnson, managing partner of Godwin Austen Johnson.

10 JULY-AUGUST 2019

EllisDon Construction has been awarded the contract for the design, build and operation of the Canada Pavilion and Public Presentation at Expo 2020 Dubai. The contract was awarded at a special ceremony in Canada by Jim Carr, Minister of International Trade Diversification.

Working with consortium members Moriyama & Teshima Architects and Lord Cultural Resources, the firm says it will deliver the pavilion and its public presentation space. Hatch, Kubik, Thornton Tomasetti, NGX and Cisco will also work on the project, according to Canada’s Ministry of International Trade Diversification.

Expo 2020 Dubai will attract 25m people and will be a platform to showcase Canadian innovation and to promote new business opportunities for Canadian companies and attract international investment in Canada.

This will create jobs for the middle class, the ministry said.

“As part of our long-term commitment to our operations in the Middle East, EllisDon is honoured to have been named the successful proponent for the delivery of the design, construction and operation of the Canada Pavilion for Expo 2020 Dubai. Together with our team of expert Canadian and Emirati partners, we look forward to delivering a pavilion that will represent all Canadians and of which we can all be proud,” remarked Jody K Becker, chief strategy officer and senior vice-president (services) at EllisDon.

Sheikh Zayed Grand Mosque | Abu Dhabi | UAE

ON TOPIC

AECOM signs training deal with Princess Nourah University AECOM and Princess Nourah University (PNU) have signed an agreement that enables both organisations to collaborate on activities such as teaching and learning, internships and graduate recruitment. The agreement is valid for four years and outlines the path for the progression of students onto AECOM’s internship and graduate programmes.

The agreement aligns with Vision 2030 and supports the Kingdom’s goal to engage more women in the workplace and enable them to play a bigger role in the country’s growth.

“An important element of our collaboration with PNU is sharing knowledge and expertise to foster innovation and improve our understanding of current and future challenges in the Kingdom. Our partnership will focus on training the next generation of professionals with the skills that the country needs to meet the objectives of Vision 2030,” said Mousa Mashraqi, HR Director at AECOM Arabia.

Over 10 PNU students are said to have already completed internships at AECOM’s offices, with the consultancy noting that this provided them with practical industry experience and insight.

12 JULY-AUGUST 2019

XtreeE and Concreative set up new UAE 3D unit Large-scale 3D printing AEC solution provider XtreeE and concrete 3D printing firm Concreative have signed a deal to open a new production unit in the UAE. It will be operated by Concreative and aims to use 3D printing in 25% of new construction projects in the next six years, incorporating XtreeE technology.

The launch is in line with XtreeE’s strategy of structuring a network of more than 50 globally connected 3D printing units by 2025. The firm is also said to be partnering with architecture firm Bjarke Ingels Group (BIG) on a new cultural project in North America to be announced later in the year.

XtreeE was founded in 2015 and recently won major investment from TTWiiN Investment Partners. In 2015, TT helped develop Dubai’s Office of the Future, a 2,000sqft structure designed by Gensler and created using a 20ft-tall 3D printer.

“There is a huge misconception within the AEC industry that 3D printing is a technology only of the future. We see it as a technology of today.

We are pleased to help XtreeE pioneer new applications that will enable project teams to push the frontiers of design through digital fabrication.

XtreeE is not only on the leading edge of this technology, but has the capability to deliver optimised structures,” said Ray Daddazio, president of Thornton Tomasetti.

XtreeE said it has secured its latest round of funding from several firms, including Shibumi International, in addition to sourcing additional commitment from existing investor Vinci Construction.

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ON TOPIC

COMPETITION

The Reem Dayoub Initiative One university student will have the opportunity to gain realworld experience through an internship with LACASA

I

n 2008, Reem Dayoub joined Hydro, LACASA’s sister firm, following which she moved to LACASA in 2012 as assistant MEP manager. She was promoted to MEP director in 2016, a role that she held until August 2018, when she sadly passed away.

Her work includes iconic projects such as the Prive Serviced Apartments Business Bay, Paramount Hotel, the Trump Estates and many others. She also directly and indirectly served as a mentor to many young women who worked with her during her 15year career in the male-dominated construction sector in the region.

In her honour, LACASA has launched an education and mentorship initiative to celebrate her life.

Competition Mechanics

The competition is open to graduate-level engineering students in their final year of university and will run for a period of three months (June through August). LACASA, in collaboration with Middle East Consultant, is looking for the best and brightest students in the UAE. Winning the competition will require innovative thinking and outof-the-box solutions!

Once the time limit of the competition has lapsed, the student who has showcased the most exciting and innovative solutions to the challenges listed below will be invited to join LACASA as an intern. The student will be mentored through the internship programme, which is designed to give the student real-world work experience and will help shape their future as a construction professional.

Students can address questions and their solutions to Middle East Consultant Editor Jason Saundalkar at jason.s@cpitrademedia.com.

The Challenge

The project consists of 12 buildings (as shown in the master plan) located on a common basement and ground floor, with one mosque on the ground level. The project will be cooled via a district cooling plant.

14 JULY-AUGUST 2019

Students must select two of the three challenges listed below and email their solutions to jason.s@cpitrademedia.com.

1. The student needs to study and present the best and most efficient design for the chilled water pumping stations strategy, with the required comparison from initial cost, maintenance cost, operation and low DT control to have central pumping stations or to have one for each building.

2. As per the AC load summary shown here, the calculated load for the project is 3,737 TR, while the allocated load from the district provider is 2,500 TR. The student needs to present ideas on how to reduce the total cooling load to match the allocated load.

3. As per the AC calculation shown here, the output for the mosque where it is showing the resulted RH is 63%. The student needs to present the following: • The best action plan to control the humidity and bring the mosque’s internal condition within the comfort zone • The best action plan to control the AC system during the partial load LATEST TOTAL TONNAGE Buildings

CHW (L/s)

CHW (GPM)

Total Tonnage

Basement

13.51

214.13

89.22

1

69

1093.65

455.69

2

75.59

1198.10

499.21

3

59.47

942.60

392.75

4

42.25

669.66

279.03

5

30.75

487.39

203.08

6

29.52

467.89

194.96

7

25.84

409.56

170.65

8

57.41

909.95

379.15

9

57

903.45

376.44

10

33.73

534.62

222.76

11

44.64

707.54

294.81

Nursery

7.12

112.85

47.02

Mosque

20.14

319.22

133.01

Total

565.97

8970.62

3737.76

ON TOPIC MASTER PLAN

AIR SYSTEM SIZING SUMMARY FOR AHU Air System Information

Coil ADP

13.5 �C

Air System Name

AHU

Bypass factor

0.100

Equipment Class

CW AHU

Resulting RH

63%

Air System Type

SZCAV

Design supply temp.

14.4 �C

Number of Zones

1

Zone T-stat check

1 of 1 OK

Floor Area

1096.0 m2

Max zone temp. deviation

0.0 �K

Location

Dubai, UAE Central Heating Coil Sizing Data

Sizing Calculation Information

Max coil load

41.2 kW

Zone L/s

Sum of space airflow rates

Coil L/s at Des Htg

22077 L/s

Space L/s

Individual peak space loads

Max coil L/s

22077 L/s

Calculation Months

Jan to Dec

Water flow @ 11.1 �K drop

0.89 L/s

Sizing Data

Calculated

Load occurs at

Des Htg

W/m2

37.6

Ent. DB / Lvg DB

19.9 / 21.4 �C

Central Cooling Coil Sizing Data Total coil load

526.7 kW

Sensible coil load

331.0 kW

Supply Fan Sizing Data

Coil L/s at Jul 1600

22077 L/s

Actual max L/s

22077 L/s

Max block L/s

22077 L/s

Standard L/s

22065 L/s

Sum of peak zone L/s

22077 L/s

Actual max L/(s-m2)

20.14 L/(s-m2)

Sensible heat ratio

0.629

Fan motor BHP

0.00 BHP

m2/kW

2.1

Fan motor kW

0.00 kW

W/m2

480.6

Fan static

0 Pa

Water flow @ 5.6 �K rise

22.69 L/s

Load occurs at

Jul 1600

Outdoor Ventilation Air Data

OA DB / WB

45.7 / 29.4 �C

Design airflow L/s

3020 L/s

Entering DB / WB

27.3 / 21.0 �C

L/(s-m2)

2.76 L/(s-m2)

Leaving DB / WB

14.9 / 14.3 �C

L/s/person

2.11 L/s/person

JULY-AUGUST 2019 15

ON TOPIC

OPINION 01 Peter Van Gorp is director of Fire and Life Safety at AESG.

Protecting Buildings, Safeguarding Lives AESG’s Peter Van Gorp outlines steps to increase a building’s fire safety in order to better protect the lives of its residents above a podium Reduced requirement for fire pump sets and fire water storage duration • Concessions on fire protection of electrical and telephone rooms • Requirement for smoke detection and alarm systems in private villas In the year since the major update, its implementation rate has been steadily growing at an encouraging pace. However, while new developments have been quick to implement the regulations and safety measures stipulated in this code, there is a need for existing properties to follow suit. While overcoming these hurdles may seem daunting, the payoff is significant as adherence to the UAE fire code could reduce the risk of potential loss of life or property damage by a factor of 100.

•

01

T

he UAE Fire & Life Safety Code of Practice underwent major updates in September 2018. Some of the key changes between the August 2017 version and this latest issue are: • Requirement of spandrels for all buildings except low-rise and open parking structures.

The previous concession for sprinkler protected buildings is not applicable, as per the revised code • Balconies are required to be provided with fire sprinkler protection • GRC cladding is now required to be tested as a product and assembly, similar to ACP cladding • Emergency vehicular access required to at least 25% of tower perimeter when located 16 JULY-AUGUST 2019

Challenges of Retrofitting Existing Properties for Compliance

There are three big challenges that building owners face in retrofitting existing properties to make them compliant with the country’s new fire code. The first is to identify the extent of work required to make an existing building compliant. Owners are usually aware of one issue which they want to address, but ultimately find out, once a specialist is onboard, that there are multiple issues.

The second challenge is to determine the most cost-effective solutions for the non-

compliances. Finally, building owners must also ensure they are able to get approval from the authorities for the retrofits, and once this is accomplished, ensure that these are implemented correctly. This last one has proven in the past to be the biggest obstacle, as some owners are afraid of approaching the approval authorities for fear of unearthing other unknown hindrances.

There are also specific issues that arise.

For example, most owners do not like to have sprinklers installed retroactively, as they often face resistance from operations teams who claim that the sprinklers look ugly and result in leakages. However, the truth of the matter is that once sprinklers are installed, nobody seems to be bothered by their presence after a while. Some building owners have increased the number of fire extinguishers in order to overcome the issue of not having sprinklers. However, it must be understood that while they can certainly prove beneficial, fire extinguishers are NOT a replacement for sprinklers.

Improving a Building’s FLS Posture

There is no easy measure to improve on fire and life safety when it comes to dealing with noncompliance. However, good housekeeping is a vital element that has a huge positive impact.

Taking rubbish outside the building, making sure that goods are not obstructing corridors and escape stairs, having proper electrical appliances with non-damaged electrical cabling – all these

ON TOPIC

different steps go a long way in making sure a building is safer.

The fire safety of a building is not only a matter of the fire protection and fire alarm systems. Emergency lighting and exit signage, fire stopping and means of escape need to be maintained as well. All these aspects contribute to the fire and life safety performance of a building, and failure of one element can be detrimental.

The operations and maintenance teams therefore need to pay attention to each of these aspects.

This is not so difficult, as there are checklists and guidance documents.

Last but not least, thorough management of the change programme has to be established, as every change to the building, small or big, might have an impact on fire and life safety performance.

the objective or purpose that their particular system fulfils in the broader context of the safety of the entire building. For this reason, building owners must make sure that they have fire engineers on board. Fire engineers not only look at the operation of fire protection and fire alarm systems, but also capture the other aspects mentioned in this article.

Care should be taken when hiring, though, as the fire engineering discipline has become so diverse. At a recent conference, I came into contact with a fire safety engineer who solely specialised in fire doors, and another fire engineer who specialised in fire stopping. Others specialise in building fire and life safety, but have little knowledge of fire protection systems.

Façade Materials

Fire Engineers – Key to Building Safety

Maintenance companies specialise in their field of expertise only and don’t necessarily know

With numerous façade fires making headlines in recent years, this is an area that has come under increased scrutiny. There will always be

new façade or building materials coming into the market, and these have to face the challenge of passing the required tests from the testing laboratories with regard to flame and smoke spread. The main challenge for façade engineers is coming up with aesthetic, durable systems that are easy to clean and maintain and, above all, meet fire safety requirements.

In conclusion, in order to comply with the UAE Fire & Life Safety Code of Practice, a change programme needs to be implemented and managed, based on easily available guidance documents and checklists. Good housekeeping practices need to be followed, and fire engineers need to be hired.

In addition, periodic safety inspections by certified third-party fire safety engineers are a prerequisite to ensuring correct maintenance and operation of implemented systems. Following these steps will ensure increased protection of a building as well as the lives of its residents.

“While new developments have been quick to implement the regulations and safety measures stipulated in this code, there is a need for existing properties to follow suit”

JULY-AUGUST 2019 17

IN PRACTICE

INTERVIEW

Paying it Forward Jason Saundalkar speaks to Omnium’s Nicholas Harris about market trends and challenges, and investing in staff through the firm’s FUTURE Programme ndependent quantity surveying (QS) firm Omnium International has deep ties to the Middle East, and Dubai in particular. One of the firm’s earliest projects was the Dubai Aluminium Smelter Project (DUBAL) in 1977. Since then, the firm has continued to foster relationships with a variety of regional and international clients, including Emaar, Ithra Dubai and Jeddah Economic Company.

Through these partnerships, the firm has worked on projects of varying scales across multiple sectors, some of which are the region’s most recognisable and transformational. Thanks to this, the firm boasts expertise beyond the framework of cost consulting.

“It’s something we seek to advertise and develop further,” explains Nicholas Harris, managing director at Omnium International. “Lessons learned beyond cost advice through our accumulated knowledge is part of what we bring to the table – recently, one of our directors referenced our desire to be referred to as commercial project managers. It’s more than just producing a bill of quantities and preparing a cost estimate, it’s about challenging the client and the design consultants. We have detailed databases and personnel who’ve been with us for many years, they’ve got experience of value engineering (VE) and knowledge of alternative supply chains that we can call upon and share with clients.”

Harris joined the firm in November 2001 and was appointed MD in February 2019. His long tenure could be considered unusual within the construction industry, given that it and the region are quite transient. However, staff longevity seems to be par for the course at Omnium, which now has just under 200 staff. Harris reckons this is what differentiates it from its competitors, and why clients tend to form long-term partnerships with the firm.

“Our USP is we care. We are passionate and proud of what we do, and you can come back to the same people year after year, and decade after decade in some instances. Something like 25% of our existing staff have been with us for more than 10 years – many are currently in 18 JULY-AUGUST 2019

senior roles and have long-standing relationships with others in the industry. There’s also a good portion of staff with more than 20 years under their belt. We want to maintain that type of longevity, and it is the strong relationships between us that allow us to do what we do.

We strive to add value, we won’t drop and change personnel, and even at the highest level, we are accessible.”

Owing to its long-standing relationships with certain clients, Harris says Omnium is sometimes seen as an exclusive service provider for those clients. It’s something he’s keen to address through diversifying the firm’s client base.

“The projects in 2018 and 2019, as part of our push towards other clients, those all stem from personal relationships. We find nothing more pleasurable than to work with friends; in fact, a lot of our growth stems from the personal relationships our senior personnel have with people in the industry.”

“It’s easy for us because there is mutual respect and, in many instances, they are friends. It has perhaps blurred the line between the strict client-consultant relationship; it’s more of an ethos stemming from our desire to build lasting partnerships.”

Harris is keen to point out that despite market pressures, his firm is committed to quality. “In this competitive market, with reduced cost being the key driver by our clients over the last few years, sometimes it feels like a race to the bottom. To some, that can dictate how services are provided. But for us, we won’t short cut our clients on the services we provide. Our reputation is too important to us.”

A Push Towards Affordability

Speaking about client requirements and trends, Harris reckons there’s been a move towards affordable housing and low-cost projects from developers.

“Through 2018 and 2019, there’s been a drive towards affordability, lower-cost housing or affordable income brackets – we’ve seen that across all developers. Clients are not only saying we need to reduce costs, they’re

IN PRACTICE

“Trust is very important here – if you’re coming to a consultant, presumably it’s because the developer or client seeks consultant advice because it doesn’t yet have that expertise or knowledge in-house” JULY-AUGUST 2019 19

IN PRACTICE

01 Featuring the world’s largest cantilevered structure and LEED accreditation, Ithra’s One Za’abeel is poised to dramatically change the Dubai skyline.

02 A specialist in mega tall developments, Harris led Omnium’s site team of 19 QSs providing full QS services on Burj Khalifa.

03 Omnium provided full pre-contract QS services to architect Calatrava International on the UAE Pavilion, designed to resemble a falcon in flight.

01

asking how to do that as well. It’s not just cost cutting, however, it’s actual VE. We were at your VE summit earlier in the year, which discussed some key drivers and the benefits of doing so. Interestingly, the move towards D&B, which was highlighted in that summit, we’ve not seen much of that but we’ve certainly seen a shift towards it.”

“Lower-cost projects are not as complicated as the mega projects built in previous years. I think that’s the main reason clients can now go to contractors and supply chains that they might not have worked 02 with previously. You can reach out globally, and that affords employers a lot of options that they may not have considered previously – they can seek cheaper alternatives.”

He adds, “We’ve seen clients move towards earlier engagement with the cost consultants. It’s something we’ve advocated for many years. Historically, clients with their development teams accrued cost data that would allow them to do a broad-brush benchmark to establish early feasibilities. We know that all too frequently benchmarking from a single ‘standard’ project can result in a more optimistic or pessimistic feasibility, so it’s beneficial to get us involved early to better understand the relationship between the benchmark projects and the new project.”

“By having the right consultants on board during the 20 JULY-AUGUST 2019

early stages, clients can better manage the initial phase of projects. With an expanding supply chain, there will be bumps in the road because you’re stepping into uncharted waters and working with people you’ve not worked with before. Clients can endeavour to protect themselves by ensuring they have the right key personnel from the contractor, that the contractor’s methodologies have been properly vetted by the technical consultants, and that the financial security of the contractor is properly investigated and satisfied.”

While engaging with consultants earlier is a positive move, Harris points out the importance of clients providing the appropriate level of access to their data. “You’ve got to work with a client who’s going to give you access to their database if you don’t already have access to it. They also need to be clear with you about what their benchmarks are going to be. Trust is very important here – if you’re coming to a consultant, presumably it’s because the developer or client seeks consultant advice because it doesn’t yet have that expertise or knowledge in-house.”

“That said, we’ve seen many developers seeking to develop more robust records and databases – and necessarily so, because they should seek to challenge consultants and what is presented by them. We’ve seen a significant increase in the number of contractors who

IN PRACTICE

“Our USP is we care.

We are passionate and proud of what we do, and you can come back to the same people year after year, and decade after decade in some instances” might not have stretched themselves to work with some of the higherend developers previously now being given the opportunity to do so. There’s a learning curve there, whether it’s performance issues or others. But we have seen it yield success, at least at the outset. Trying to determine the impact down the line in terms of OPEX costs and the end user experience is something that will manifest itself in the coming years.

We expect and already see that developers will be seeking to protect their interest and the interest of end users in any case.”

Future Opportunities & Challenges

Having worked on retail projects including The Dubai Mall, Omnium is keeping an eye on global trends, notably e-tail. However, Harris believes a drastic shift towards online shopping is unlikely to affect the region.

“We’re interested in what’s been happening with retail globally.

Globally, the drive away from high street and traditional shopping is notable

and apparently desirable. But in this part of the world, it’s more than a shopping experience – it’s a day out, it’s F&B, it’s entertainment. It’ll be interesting, I don’t see that we can have a shift full-scale to online shopping because it is a significant part of everyday life for a chunk of the population.”

“Historically, we’ve done a lot of residential and retail projects. Less hospitality than we’d have liked to do, so that’s something that we’re keen to expand upon. Talking with other consultants in the market, and not necessarily cost consultants, there does seem to be signs of a shift in the local market towards better realising existing assets rather than acquiring greenfield sites and starting from scratch.”

Pressed about the firm’s long-term goals, he comments, “Diversification within and outside the GCC – I’d like us to return to the UK at some point, it’s a market not to be missed. Measured growth is key for us. The reality is that we shouldn’t seek to do more without first safeguarding what we’re currently doing. We need to make sure that our services aren’t lessened 03

JULY-AUGUST 2019 21

IN PRACTICE

04 Harris says the firm appointed 49, 16 and 19 new members of staff in 2017, 2018 and 2019 respectively.

and that our client expectations are exceeded – that’s important to me.”

Asked about the challenges he expects in the coming years, he notes, “I see continued pressure from clients to get best value, but so long as best value is understood, then I think that’s achievable and we can all play a part in it.”

He cautions: “It looks likely that off the back of the pressure to reduce cost, there’s going to be an increase in the amount of claims that clients are receiving.

We’re responding by increasing our claims team to assist and support our clients in defending the claims that will likely be coming from contractors. There’s been a more prescribed review 04 of the provisions of the contract in the current market. It’s more audited, we are seeing a requirement for a far more robust assessment of claims that are submitted. We’ve seen contractors themselves making more robust submissions.”

Harris says he’s also going to continue to focus on making sure his firm has the right people. “The challenge for us is making sure that we have the right personnel. We’ve added a lot of people over the last couple of years but we’ve also had several retirees, where people have come to the natural end of their careers with us or they went home for personal reasons.”

Investing in People

To address talent requirements, Harris is first looking internally through the firm’s staff advancement programme. “The biggest drive is our FUTURE Programme, which includes sponsored training of interested

“We find nothing more pleasurable than to work with friends; in fact, a lot of our growth stems from the personal relationships our senior personnel have with people in the industry” 22 JULY-AUGUST 2019

staff to further their career in quantity surveying. For some of the non-technical staff who don’t have formal qualifications in quantity surveying, we are investing in them and sending them on courses with a commitment by us to help them get that degree.”

Harris points out that the programme is the combination of several ‘pay it forward’ initiatives the firm had in place.

Going into detail, he explains, “In addition to the appraisal process, we invest a lot of time in not only our staff but also in young local talent. We have created links with local schools, which enables us to expose young people to ‘the day in the life of a QS’. Here, not only do they gain valuable work experience, it also creates awareness of quantity surveying and that it’s available as a career choice. We also accommodate longer-term work experience with college students who are about to or are already embarking on their QS degree.”

“Also, as part of the FUTURE Programme, we encourage our staff to join RICS and to progress to full chartered status, with a fully structured programme and support. We also hold weekly CPD sessions, which covers a vast range of topics.”

The firm currently has three members of staff who are studying for a degree with Heriot-Watt University through the programme. Harris notes, “They work with us in either a document controller or administration capacity, but through the programme they have the chance to get a quantity surveying degree or similar and work as QS in the industry.

We are committed to the betterment of our staff through the FUTURE Programme, and with our soon-to-be-launched One Omnium initiative, which will focus on staff wellness and happiness.”

Asked what he’s most passionate about and what the programme means to him personally, he says, “What I’ve particularly enjoyed doing is investing in the younger members of staff. Some companies have a certain way of doing things – they identify a person through work programmes and set out ‘person x’ for this role or that award, etc. We’ve done that more organically, and that stems from the close relationships we have in the firm.”

He concludes, “There are no hard barriers, we’re all willing to talk to and support each other, and there’s a willingness for senior management to walk over hot coals for our staff. We do that and get a reciprocal response. If you’re committed and support your staff, they do the same, and the services we offer are of a standard among the best in the region.”

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“We need to be famous for the full spectrum across engineering design, programme management and business advisory” 24 JULY-AUGUST 2019

IN PRACTICE

INTERVIEW

Building Resilience Chris Seymour speaks to Middle East Consultant about building a more resilient business, being business relevant and why the industry has to come together around technology n January 2018, Mott MacDonald announced that Chris Seymour was being elevated to managing director of its Middle East business. Seymour is an industry veteran with over 10 years of Middle East experience and decades of international experience. He joined Mott MacDonald in April 2016 as development director for the Middle East and South Asia region, before becoming head of Advisory in January 2017.

As MD for the Middle East, Seymour is responsible for a wide and varied geography and leads a firm that covers a broad range of sectors and disciplines including transportation, energy, water, built environment, etc. So, despite how challenging the year was for many construction firms, Mott MacDonald finished 2018 in a healthy position.

Asked to recap 2018 in terms of strategy, Seymour says, “We talked to our clients about their future needs rather than what we are delivering to them. This may sound like a simple shift, but it’s quite dramatic in the way we run our business. It’s important to talk to the client and find out how you can fit in with their business, so you become what we call ‘business relevant’ to them. This is fundamental – doing this shapes how your business operates – and, in this region, we’ve had to make sure we stay agile in terms of how those services change, because they will have to change.”

“I think it’s important that we can move across the services and always make sure that we keep pace with our clients’ businesses. Sometimes engineering consultancies like ours have not done that effectively enough, and I think that gives rise to dissatisfaction at the client level, when they talk about engineering and management consultancies in the generic sense.”

Building a resilient business is an ongoing goal for Seymour. “One of the strengths we have is that we cover pretty much every sector. We don’t have a competitor that follows us around in every single sector, so the competitors we have in oil & gas and power generation (for example) are different from the competitors we have in transport, built environment, water and our advisory services. That diversification and coverage across sectors is what keeps the business resilient. In the Middle East in particular, if one sector is strong and another is weak, they balance each other out.”

The firm covers most of the GCC: the UAE, Bahrain, Oman, Kuwait and Saudi Arabia. Each has its own pace in terms of economy

and investment, Seymour remarks: “As long as we can cover the sectors and locations, we have a resilient business – and that’s really important.

That’s why sometimes we’re able to have probably a smoother ride than our competitors, so it’s certainly not something I’m looking to change.”

Market Shift

Discussing how the market has evolved, Seymour identifies two key changes with regard to how the market engages with the private sector.

“One is the onset, in a realistic sense, of the public-private-partnership (PPP); and the other is the approach to programme management. Both of those approaches in the past have not really been delivered in volume in this region, and since they are entirely aligned with our range of expertise, we have found this to be a very easy and natural shift. In PPP and technical advice, we are the world leader – it is undisputed – and so it is good that this is something we can bring to the Middle East.”

He adds, “I think one of the other things that we have changed is our approach to the use of technology. I think it’s important that we are clear to our clients about what they are going to experience when technology is used as part of our delivery proposition. Technology is nothing if it doesn’t give the client speed. I think, however, if you speak with a client and ask what advantage they experienced using technology in the delivery of a project, quite often they would find it hard to answer.”

“What we need to be saying to our clients is that we always did a great job, we always delivered great quality, but we can now do that quicker – that’s a compelling argument. Part of the reason that it doesn’t always happen is down to the integration of the supply chain. At the moment it’s being used as a consultant tool for design, and we haven’t seen the depth of adoption into construction delivery.”

Seymour reckons that this is something the industry must come together on. “Now, we could say that’s not our business, but unless we all keep pace our clients are never going to notice the difference. There is a big delta between most consultants and many contractors in terms of the adoption of that technology. So I think that’s something that the industry needs to collaborate more around, in order to get the true advantage to our clients.”

JULY-AUGUST 2019 25

IN PRACTICE

Asked to elaborate, he comments, “We are seeing that we need to prepare ourselves and our clients for significant changes around design automation. It’s something we are already doing, where design no longer takes weeks or months but can now be done in minutes. This opens an extended time period to make sure that you get the argument right around the project in the first place before investing in the design. So our efficient use of that time at the front end is of paramount importance, and that way there will be fewer changes, budgets and programmes are going to be met, and clients are finally going to see the true advantage of technology. It’s a ‘brains up front’ approach.”

“This story is something we are pushing hard in the market, not just to our clients but in the market in general, because unless we all get around this, clients will not see consultancy as the power behind their business, as they should.”

Asked about whether there is still resistance to investing in technology from either contractors or clients due to cost, Seymour counters, “It’s interesting that you say that, because using design in the delivery of our solutions works out cheaper for our client. Technology is not an extra cost – what we are trying to do is persuade the client to not just adopt it but request that the supply chain adopt it as well.”

He elaborates, “Do we hear contractors use it as an argument? Not so much. They did, but not so much anymore. So I think we are on the 01

26 JULY-AUGUST 2019

path towards adoption. Is there resistance at client level? Rarely in terms of the outcomes – you’re not going to get resistance from a client for saying we can do your project quicker and better.”

Post-Expo Dubai

Discussing the post-Expo 2020 UAE market, Seymour notes, “In the postExpo UAE, we are likely to see significant focus on the economic drivers, including manufacturing, logistics and tourism, as the country matures.

It will always be a place you can do business, and for us we can see real opportunities in asset management in the post-Expo world.”

Pressed on his thoughts on business potential in other emirates, Seymour is hopeful. “I agree that the northern emirates are receiving increased interest. I would say Ras Al Khaimah in term of real estate and Fujairah for its strategic location on the eastern shore, which is likely to continue. We are unlikely to see mega projects, but there are some great medium-sized opportunities we are keen on pursuing.”

On the broader regional market, he comments, “Real estate development generally is under pressure in most markets in the Middle East, apart from arguably Saudi Arabia. However, there are still infrastructure schemes in most territories. The strongest market is likely to be the Kingdom, where domestic demand is also the strongest.

However, investment in social infrastructure and sectors driving the

IN PRACTICE

01 Mott MacDonald carried out structural and building services design for six residential towers and infrastructure at Dubai Marina.

02 The firm provided structural engineering services and site supervision during construction of Mall of the Emirates, Dubai.

regional economies such as oil & gas, manufacturing and tourism will remain reasonable.”

In recent years, Middle East markets have been affected by internal factors as well as overseas pressure, all of which make market conditions challenging for the industry. Seymour is quick to point out that the price of oil will continue to affect the construction sector going forward.

“I think there are probably two or three key factors. First is the price of oil – it’s still going to be a deciding factor in how fast investment is delivered in this region for the foreseeable future. The variance in the price of oil and the differing ways that the region borrows and then invests surplus affects investment, and that in turn affects how we structure our resources around the region. So predictability is a key challenge and always has been.”

He continues, “The rate of global consumption is also going to affect this region, and I think we will be more affected by global events than in the past. Thus we need to watch what is unfolding beyond these shores and that will help inform us about the actions we need to take here.”

“I think probably the third factor is how governments attract foreign investment. In order to satisfy the drive to diversification, FDI is a cornerstone of the strategy for every country we are working in regionally, and that requires confidence in the way that the individual

“Technology is not an extra cost – what we are trying to do is persuade the client to not just adopt it but request that the supply chain adopt it as well”

nations are managed. It requires a certain degree of transparency, and it requires a certain amount of opportunity as well. Last year, 02 the creation of the Abu Dhabi Investment Office (ADIO) and its fundamental role in encouraging foreign investment shows how important it is to Abu Dhabi and, honestly, it’s important to every country.”

Building a Future-proof Business

On his plans for Mott MacDonald, Seymour says he’s committed to strengthening the firm’s position in certain markets, while expansion is on the table in others.

“Territorially, there’s going to be an increasing focus around Saudi, while we maintain our business in other locations. Renewables and healthcare are going to be important, as is transportation, power and water, with real estate opportunities where the demand and need exists. From a business perspective, asset management is also something we are seeing becoming relevant. It’s not one of the things that has had a particularly strong service line in the past, this really being the land of new assets, and the concept of optimising the value of operating those assets hasn’t gained traction. I think the opportunity around that going forward is significant.”

“From a macro view, however, this is what I think: Mott MacDonald has historically been famous for engineering design, which is part of our DNA and the reason that many clients make their choice with us. Yet when we consider what we do and how we help our clients, our scope is far wider than that and we need to position that with absolute clarity in the market.

In short, we need to be famous for the full spectrum across engineering design, programme management and business advisory.”

He concludes, “I have talked a lot about creating a resilient business and how we seek key positions in the energy and infrastructure markets to make that happen. There is however significant expertise and innovation that exists in each sector, which doesn’t naturally cross over, and we have to create a new environment as an enabler. Our goal is to create a network that will enable that fluidity of knowledge to benefit each sector and create value for each client. I see technology as the single fundamental that can turn this aspiration into reality.”

JULY-AUGUST 2019 27

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INTERVIEW

Shaping the Future We talk to AUS Professor George Katodrytis about the institution’s Architecture and Interior Design programmes, and his views on students and the AEC industry n the May 2019 issue of Middle East Consultant, we spoke to four Architecture graduates from the American University of Sharjah (AUS) about what drove them to the discipline, their career plans, educational journey and what their internships were like. Their responses were enlightening and highlighted several positives, as well as areas that the AEC industry must improve upon.

We followed that article up with an interview with RSP’s Ralf Steinhauer, to get a consultant’s perspective on graduates, curriculum and whether educational institutions were giving students the tools to succeed in their professional careers. It became obvious that some institutions have room to grow in terms of what they offer students.

Here, we close the loop through a conversation with Professor George Katodrytis from AUS, to get his perspective on the industry, diversity and prepping students for their futures. Katodrytis, a UKeducated architect who has been with the university since 2001, is head of the Department of Architecture at the College of Architecture, Art and Design at AUS. The university has been highly commended in several university rankings, as well as by numerous AEC firms.

“At the Department of Architecture at AUS, we have a fiveyear undergraduate programme in architecture and a four-year undergraduate programme in interior design. The B.Arch curriculum is a rigorous and logical progression through increasingly advanced studio and non-studio courses that culminates over five years in a professional degree, besides which we also have a master’s programme in Urban Planning,” comments Katodrytis.

He explains that the university’s design curriculum includes a significant portion of general education components, to equip students with a breadth of perspective that integrates cultural, creative and ethical sensibilities: “It serves as a platform for critical assessment of the histories and meanings of design practices in the Middle East region, which is characterised by rapid urbanisation and environmental urgencies.”

28 JULY-AUGUST 2019

Student Mix

The university has garnered a solid reputation since it was founded in 1997, and is attended by students from different backgrounds. Discussing the mix of students at the university, Katodrytis comments, “It’s notable that the majority of our students in our programmes are female. They are very dynamic and ambitious, and they are given an opportunity to prove their abilities beyond certain preconceptions. We are catalysts in a way, and we support our students to a point where they can convince others that they can do well.”

Katodrytis is aware that there is still bias against women in the construction sector, but he also believes that things are beginning to

“Our students make a great contribution to the practice even though it is only during the summer.

And a lot of internship supervisors spend time with the students as well, taking the role of instructors. This is very beneficial for our programme since the internship is a required course of our curriculum”

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JULY-AUGUST 2019 29

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01 AUS has invested steadily in its facilities over the years and says it offers top-quality education to its Architecture and Interior Design students.

02 The AUS Bachelor of Architecture programme is accredited by the US National Architectural Accrediting Board (NAAB).

03 AUS was founded in 1997 by His Highness Sheikh Dr Sultan bin Muhammad Al Qasimi, Member of the Supreme Council of the United Arab

01

Emirates and Ruler of Sharjah.

change. “There is still bias against women in the construction sector, and especially young architecture students. This is now changing, and we are the main players for this to happen.”

At Middle East Consultant’s inaugural Women in Construction Summit in May, a similar point was made by Dr Bhakti More, associate professor at the School of Design & Architecture at Manipal Academy of Higher Education. She said that one of the barriers faced by female students is organisations requesting male graduates; however, she also noted that this has begun to change in recent years, as more and more female students continue to prove themselves.

Katodrytis remarks that the university works with external developers, manufacturers and government offices for sponsored projects, and engages with community projects to give students a real-world learning experience.

“One example of this was a long-term research and studio design we did in a 02 refugee camp in Jordan. Moreover, our design pedagogy has adopted a studio-based culture that offers courses on design-build and fabrication, history and theory, drawing and representation, structures, detailing, construction and management and so on.”

He adds, “Once our female students graduate, they do extremely well in practice and it is fascinating to see that the majority of our graduates, especially female, pursue careers in their profession with long-term goals and ambitions. Some even start their own practice.”

Outreach and Internships

In recent years, multiple firms have said that a growing talent shortage will have an impact 30 JULY-AUGUST 2019

on the industry going forward. As a result, these firms have initiated outreach programmes to attract young people to the industry and its various disciplines. Katodrytis says AUS is also committed to outreach, in a bid to attract young people at the school level.

“Our foundations director arranges visits to high schools, to let students know what architecture and interior design is about. We also host school visits. One of the first questions that would be raised is about the difference between architecture and engineering. We also have a very effective and well-structured internship programme during the summer.

It’s a full-time placement of students in a practice. It works both ways; a number of practices welcome and mentor our internship students, and our students contribute to the work at the office.”

He explains that this is the first time students test their learned skills in the practice of architecture and interior design. “They have to prepare

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IN PRACTICE

“It is fascinating to see that the majority of our graduates, especially female, pursue careers in their profession with long-term goals and ambitions” a portfolio, attend interviews and make networking connections with the practice – and they do this all by themselves.”

Asked about the value of internships to students and to the construction companies offering them, Katodrytis states, “Our students contribute through their ability to draw, articulate, represent, talk to clients, understand professional ethics – and sometimes they even run projects themselves. They make a great contribution to the practice even though it is only during the summer. And a lot of internship supervisors spend time with the students as well, taking the role of instructors. This is very beneficial for our programme since the internship is a required course of our curriculum.”

He adds, “Through our summer internship programme and by inviting practitioners to our design reviews at the department, students are connected to the construction industry and they can make decisions and choices about their career. One of the most valuable learning experiences in practice, beyond working with real projects and clients, is the working environment of an office. Through the internships, students have an 03

32 JULY-AUGUST 2019

opportunity to work as members of teams, take responsibilities and meet deadlines, and work with other teams of consultants.”

While the graduates MEC spoke to from AUS had a positive overall response to their internships, they all agreed that they faced challenges as young women in the industry. Contractor attitudes were highlighted as an issue on more than one occasion, so the industry still has to improve as a whole.

Summarising today’s young people, Katodrytis asserts that they are ambitious, smart, knowledgeable and enjoy challenges. He also notes that the AEC industry must be more open to young men and women, and that internship programmes must be structured and offer value to students.

He concludes, “There is a dynamic emerging art, media, design, interior design and architectural scene in the UAE, made possible by young graduates. It has been evolving very much in the last 10 years. We provide a platform for all these young, extremely talented, ambitious and hardworking students to engage and succeed in the practice of architecture and interior design, and attend high-profile graduate programmes.”

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ON SITE

â&#x20AC;&#x153;Regardless of the industry, women need to take responsibility and negotiate to meet their own needs and achieve the goals set by themselves and the companyâ&#x20AC;?

34 JULY-AUGUST 2019

ON SITE

INTERVIEW

WIC Profile: Christine Espinosa-Erlanda Jason Saundalkar talks to Godwin Austen Johnson’s Christine Espinosa-Erlanda 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 Christine Espinosa-Erlanda, associate at Godwin Austen Johnson (GAJ).

What drove you to get into the construction industry?

I’ve always been a creative individual, and one of my earliest memories is doodling with coloured chalk on one of the blank walls in my childhood home in the Philippines. This ignited my passion for drawing. I studied in a pre-engineering high school and I came to realise how impressive buildings are, how these structures act as silent witnesses to people’s endless potential, and how they encapsulate a moment in time. I understood from there on that a building involves far more than its appearance. As an architect, my mission is to design and build something valuable that will last even after my own lifetime. Being part of the industry that creates and shapes the present and future cities keeps me close to that mission.

Share a brief about your career, mentioning key achievements.

As architects we must have an ability to foresee what a blank space could be. We design from absence, formulate, coordinate and collaborate in parallel between imagining, creative thinking and the art of possible. I believe the success of a project is when the building you designed turns into a landmark and is appreciated by the users whom you’ve thought of long before everything else came together. To think that those I’ve aimed to serve at the very start now enjoy the structures and are using them – this just confirms how creation is a powerful motivator.

I have worked on several contemporary buildings, interior design, horizontal and vertical developments, as well as schools, retail, commercial, office, hospitality and heritage projects and master plans in

the UAE, the Middle East and the Philippines. I am honoured that some of the projects I’ve worked on have won design competitions and earned awards, receiving recognition both locally and internationally.

How have you made your mark in the industry?

I think that I’m someone that changes the game and sets an example for my fellow women in this industry. Being part of this minority means bringing in new approaches and attitude towards any organisation. As women, we are gifted with natural abilities such as the ability to multitask and be highly organised. We have emotional intelligence as well as good negotiation skills, and our attention to detail is generally very good. These soft skills are critical in any industry and are an asset in the construction industry.

What are some of the barriers to women entering the industry?

I recently read a report that said women face both visible and hidden barriers internally, as well as external societal pressures such as the media.

Visible barriers include a lack of mentoring, lack of role models and lack of flexible working arrangements, while hidden barriers are centred on the impact of unconscious bias and a greater awareness by male colleagues of the challenges that women face.

I like to believe that barriers are coming down and that the industry has been more accessible to everyone regardless of gender; however, there is still pressure for women to meet higher standards, and I have been aware of these challenges from the day I decided to study architecture.

Entry into this industry is not that difficult, but working your way up the career ladder can be challenging for some, especially those with a family. As an architect mum, I have to balance the demands of the company with the needs of my family – I have to be incredibly flexible, dividing my time efficiently between the office and home. Gender really is of little importance when it comes to delivery, it is all about performance.

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this and how you see the GCC markets changing in the coming years. If you do not agree, please share your views of the market.

During my career in the GCC, I have met and have worked with many successful women in different sectors, most of whom are in the category of professionals such as architects, engineers, designers and decision-makers, or in administration support roles. The number of women entering these areas is steadily rising, but we are yet to see women working on-site.

Company practices today are developing, and more businesses understand the benefits of having a diverse workforce. What’s also interesting is the increase in the number of female-led firms that are changing the structure of the working day, encouraging and supporting women who want to start or already have a family. These developments are helping secure the future of women in our industry.

Everyone has a part to play in diversity and equal pay. What would you like to see government authorities and construction firms do to increase diversity and make pay a level playing field?

While I do not actively monitor pay gaps, I do know that this is a hot topic not just within our industry, but for others as well. With regard to diversity, I believe today’s design practice models are evolving and are more open to providing solutions to market challenges, whether that is gender inequality or pay gaps. I think, regardless of the industry, women need to take responsibility and negotiate to meet their own needs and achieve the goals set by themselves and the company.

Besides authorities and construction firms, who else can play a part in increasing diversity and balancing pay scales?

Governments play a strong role in addressing labour challenges; however, the issues women face require more than just the efforts of the government.

Companies have to do their bit too; employers have to bridge the gap in the labour market and provide business-led interventions that help create environments which provide better opportunities for women. They can transform traditional performance models to enable women to gain access to relevant training and work in better-paying roles; reshape social norms by pushing for a shift in mindset for women in the workplace; provide additional organisational support to develop measures that reduce gender stereotypes and discrimination in the workplace; and offer flexibility to accommodate professional and personal needs.

As a woman in the industry, what has your experience been working

“To think that those I’ve aimed to serve at the very start, when everything was just a thought process, now enjoy the structures and are using them – this just confirms how creation is a powerful motivator.

It never ceases to amaze me, and I am proud and fortunate to be working in this industry” When I moved to Dubai ten years ago, I experienced some gender inequality – I had to prove I knew what I was doing and had to answer to less qualified men. I had to go the extra mile to overcome this particular barrier and prove my capabilities. Thankfully, the work culture has matured since then and the government is doing a great job in promoting women in the workplace. The UAE Vision 2021 encourages greater participation of women in the workplace, which helps promote equal opportunities, which is beneficial to women and to businesses.

in the GCC construction sector? If you have worked in markets outside the GCC, how does your experience here compare with

What is the biggest challenge women in the construction sector

what you’ve experienced and observed in other markets?

face in GCC countries? How can these challenges be addressed?

When I started studying architecture, it was evident that women were considered a minority in a man’s world. That was a disconcerting but I persevered and graduated. Fortunately, it’s not the same in the professional world. The Philippines business model is a positive one for women, since company cultures are built on respect and what we contribute.

The UAE is an excellent, diversified market where architects are given the opportunity to work on some of the most exciting projects around the world, but there still is a silent cultural mindset about women. Though this is changing, it still needs addressing. The thinking that women are meant to stay at home and take care of families, I believe, is still accepted

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How does the firm you currently work for approach diversity in the workplace? What more can your firm do to increase diversity?

I have yet to see firms provide flexible timing solutions for mothers, such as a change of starting or finishing office hours, reduced number of working hours, or more working hours in a day over fewer working weekdays.

All these could help alleviate the pressure on working mothers, as long as these options sit comfortably within the company culture.

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

Are you involved in any groups or councils?

as the norm. However, for women to avoid the stereotype of being too soft and not capable of making decisions or being in the construction field, they need to speak up.

We are in a time when women are becoming more widely accepted and given more opportunities to be part of the construction industry, and that, I think, is the advantage for many women over previous eras.

A colleague once told me to believe in myself and in what I can do, and he would always be forthcoming and honest with his feedback. A special quote he once shared with me is: “Feedback is the breakfast of champions.”

I believe this and try to give honest feedback as much as possible, and I always try to praise and appreciate my female colleagues.

I like to give back by mentoring my fellow colleagues, sharing helpful experiences and actively encouraging young women to join our industry, in the most honest way possible.

Through the years I’ve gained valuable experience and it has given me confidence. I have learnt to accept that being part of a minority has meant bringing in a different perspective and an open-minded attitude within any organisation, and that is a positive thing.

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

What advice would you give to a woman entering the GCC

Fortunately, I have not encountered too much discrimination. But, there was one occasion when credit for a project was given to the men working alongside me, and I was credited with helping them out, despite the fact that I was one of the primary brains. On another occasion, I attended a kickoff meeting with a male colleague who was older than me but less experienced and during the break, the client asked me for my qualifications. He was surprised to learn that I had been an architect for quite some time and had worked on several local projects. After that I was accorded the same respect as my male colleagues. I do look young for my age, so this often raises eyebrows when I attend a client meeting.

construction industry today?

I always advise architecture students to start off by joining smaller boutique firms and building their foundation there. I highly recommend young women take the opportunity to go out onto a construction site to get their hands dirty and learn how a structure is built from the ground up.

Visit hardware shops, speak to suppliers and just keep asking questions.

There is fulfillment in knowing that you are part of the creation process and that your contribution made a better place to live in the future.

Regardless of where you live and work in the world, gender does not matter – talent, creativity and skill do.

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OPINION 01 David Kimmerly is Operations director – Property & Buildings, Technical Management at WSP.

It’s Time to Change AI’s Bad Reputation Artificial intelligence and data play a bigger part in your life than you may think…

01

D

ata can be our greatest ally and artificial intelligence (AI) has the potential to propel humankind towards what we’re only able to imagine in science fiction. To get there we only need a minor shift in mentality, a bit of cautious optimism and some major investment in innovation. While it appears that the world is charging steadfast towards an all-powerful, problem-solving AI, some of the greatest minds of our time, including Elon Musk and Bill Gates, hold fearful respect for AI. These fears have a strong basis, given that most advanced technology has evolved from some form of military R&D. So should we worry about a Matrix-style world takeover, or – to quote The Hitchhiker’s Guide to the Galaxy 38 JULY-AUGUST 2019

– will we finally answer the “ultimate question of life, the universe and everything”?

AI is dividing the scientific community and public on whether it will be helpful, harmful or indifferent, and many question if we should even welcome it into our future at all. Philosophy aside, AI is already here; it’s all around us and part of our everyday lives.

AI will, over time, enable us to work less and create more, and ultimately allow everyone to live a more enriched and connected life.

But it’s a common misconception that AI is a science fiction pipe dream; much of our life is already influenced and made better by advanced automation and AI. We have been on a journey to automate complex or routine processes for a millennium, and amazingly have had automation such as autopilot in airplanes for over a century – impressively, first successfully implemented in 1912!

The sheer thought of a pilotless airplane flying across the ocean makes some people feel uneasy, yet they don’t realise that today’s airplanes flying us around the world spend 90% of the flight on autopilot, even on landing in some new airplanes!

AI already affects so many of the services we wouldn’t want to give up. The Metro currently being built in the Middle East is driverless; online shopping and takeaway food delivery use AI in some capacity (devilishly influencing you to upsize your soda and add some chocolate cake). We are struggling to differentiate real people from

chatbots when talking to our bank or paying our electric bill online.

Admittedly, there are different levels of AI. Some still fall into the automation category, but in general it is categorised into Narrow AI, Strong AI and Super AI. Narrow is the AI we all currently use on a daily basis, advanced algorithms that drive targeted advertisements on social media, and our digital assistants such as Amazon Echo or Apple’s Siri.

Broadening capabilities, Strong AI can do a whole lot more and can cope with many generalised tasks, as well or better than a human can, such as unsupervised driving or playing chess.

Strong AI will lead us into an era of fully intelligent robots, and ultimately Super AI, which will learn, evolve, and decide if it is our friend or foe.

And that is where public concern comes in – if the first Super AI is developed by the military, and we slingshot it into our everyday life, what’s next?

As an engineering leader, I have a responsibility to understand and showcase the positives of AI and to work to find new ways of incorporating this emerging technology into our workflow and ultimately into the places, buildings and infrastructure we design. With advanced design tools that leverage generative design, we can

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maximise the efficiency of a mall car park, or when automated vehicles make car parking obsolete altogether, we can quickly redesign it into more retail space, or even something else like a school or hospital.

When we peel away all the motivations behind AI development, we can see that AI is truly intended to help people, not hinder (or exterminate) them. It is being developed to make us more comfortable, live longer, connect better and sidestep many of the engineering restraints we may have to design for the future.

We have the data and through the Internet of Things, we are deploying tools to gather immense amounts of it from our environment.

This data is the key to AI. AI is data-hungry, and the Super AIs of the future will thrive

on the vast amounts of information available from us.

Data is perhaps where the fears of AI are rooted, as a fine line will need to be drawn between helpful data and privacy invasion.

Your personal data is no longer your credit card number or date of birth, as devices around you are gathering information on your eating habits, heart rate, hobbies, how fast you like to walk, what you read before you go to bed and even who your true friends are. We will ultimately need to instil hard-coded ethics into the fabric of our AIs, or possibly give them a ‘food allergy’ of sorts to prevent the development of autonomous weapons or widespread social manipulation.

The Super AIs of the future will be safe, secure, ethical and beneficial to society. Super

AIs will work with us, because that’s how we’re going to design them. But what if we don’t? What if we design AIs with cavalier overconfidence that we can’t control, and give them access and capacity to process all of our data?

Well, we’ve all seen the movies over the years. AI is coming; just like the computer microprocessor, we’re about to have a moment in history that will launch AI into the mainstream and forever embed it in our society. It is our job now to think about our future world, anticipate what AI will bring and prepare for it now, to give our communities the best chance to thrive.

More thought leadership content from WSP in the Middle East can be found on their new blog: www.wsp-anticipate.com.

“It’s a common misconception that AI is a science fiction pipe dream; much of our life is already influenced and made better by advanced automation and AI”

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THE BACK PAGE

LAST WORD 01 Kieran Chauhan is partner (Construction Claims and Delay Analysis) at Hepher Associates Limited.

Relocating Regions Hepher Associates’ Kieran Chauhan on moving to the Middle East and hitting the ground running as I am now working more closely with contracts and claims within the construction sector. Additionally, despite visiting Dubai previously, I still wasn’t 100% sure what to expect, as working and residing within the city is a different perspective.

All of this made my decision to leave the UK difficult. With any change there is risk, especially when there are many unknowns.

Luckily, Dubai has been a city where the experience and exposure I have gained has proven invaluable. From my experience, the bold step to move came with great risk but also great reward. Therefore, anyone contemplating relocating should consider the same.

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Importance of Professional Accreditation

I

relocated to Dubai in 2015 from the UK, where I was on a career progression plan with an international construction consultancy, delivering an excellent portfolio of projects. The role in Dubai differed from my previous experience,

Since relocating to the Middle East, I have noticed that competition is rife and many employers tend to request a number of years’ experience, which some professionals unfortunately do not have. However, for any professionals considering the move, attaining professional accreditation by being a Chartered Member or Fellow of a leading professional institution such as the RICS can help counteract the mindset of employers and their recruitment strategies.

Recently I was privileged to be awarded Fellowship at the age of 28, making me the

“Dubai has been a city where the experience and exposure I have gained has proven invaluable” 40 JULY-AUGUST 2019

youngest Fellow of RICS. This accreditation has supported my development while giving me additional credibility among my professional network.

Working in the Middle East

In comparison to the UK, working in the Middle East is completely different. All of the projects are on a unique scale in terms of design, complexity and value, and I have been fortunate to work on mega projects in the region. An example of this is working on various developments located on one of the world’s architectural wonders, the incredible Palm Jumeirah.

The Middle East is transient and on any one project, there are usually a vast array of professionals that originate from all corners of the world. This diversity brings variety and innovation to help projects succeed.

Working with contracts and claims, projects tend to be a little more challenging, which I like, as there is no typical day in the office. I also enjoy the fact that there is the prospect to make a real difference on projects while helping deliver the future aspirations of the region, which in itself is very rewarding.

Local news has reported that the construction sector in the Middle East and the North African region is anticipated to grow at the fastest pace globally in 2019. Also, the announcement of regional initiatives such as Abu Dhabi, Dubai and Saudi Arabia’s Vision 2030, coupled with ongoing projects such as Dubai Expo 2020, makes it an exciting time to be working in construction in the Middle East.

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