ME Consultant May 2019

For the construction specialist

Family-Friendly What’s it like to start a family while working in the AEC industry?

Are maternity policies up to the mark?

What are the challenges and what can be done?

We speak to several women about their experiences

ISSUE 059

May 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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10

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JLL reviews the supply and performance of Dubai’s office, residential and retail sectors in Q1 2019 10 nEWs

DEWA and Enbala to build region’s first VPP; Bahrain Bay leisure projects nearly complete; DEWA announces MBR SP milestone; AECOM appoints Mario Pishiri as Buildings and Places lead

In practice AnALYsIs, InsIghts And IntErVIEWs

18 fEAturE

Jason Saundalkar speaks to four professionals about maternity leave and policies, as well as the challenges and overall experience of starting families in the AEC industry 24 fEAturE

Jason Saundalkar catches up with four architecture graduates from the American University of Sharjah about what inspired them, their learning experiences and hopes for the future 30 IntErVIEW

Atkins’ Grant Porter on the significance of signing the UN’s Women’s Empowerment Principles in the Middle East

On site cAsE studIEs, OpInIOns And snApshOts

34 prOfILE

We talk to SSH Design’s Nikoleta Stefanaki about her influences, career and gender diversity in the construction industry 38 EVEnt rEVIEW

Professionals from the industry met at the Trump International Golf Club for a couple of competitive days on the greens 40 thE bAck pAgE

Joanne Strain discusses how a proactive, preventative legal approach to contract admin can avoid ambiguity and dispute resolution woes 2 MAY 2019

Etihad Towers | Abu Dhabi | UAE

WELCOME

Group EDITOR’S NOTE

Parent versus Professional?

Last year, with a special issue dedicated to women in the built environment, Middle East Consultant began its focus on the lack of gender diversity in the construction industry. 13 months on, the magazine remains committed to highlighting trailblazing women and the issues that the industry must address, as part of the movement towards gender parity.

In fact, this special issue’s cover feature highlights a topic that I’m convinced is central to attracting more female professionals to the industry – but also to retaining those that are already a part of it. I’m of course referring to the topic, or should I say question, of family versus career.

At present, many AEC firms base their maternity policies on local laws, which are far from ideal and ultimately offer little flexibility to those starting families and those with very young children. Combine this with the fact that working in the industry can be quite intense, and it’s understandable that some professionals either choose a different career path right from the off, or decide to put their careers on hold when the decision is made to start a family.

One way companies can address this is by introducing robust maternity policies and supporting initiatives. These should be designed so that professionals can start families and continue their construction careers. This is crucial to balancing the gender scales, because as women considering a career in the AEC industry see other women being successful in their careers while simultaneously having a family, they will gain the confidence to do the same.

Here, I should also point out that while I’ve written this piece and the cover feature looking at the female perspective only, this issue does affect men as well. Companies must also consider robust paternity policies, so that both parents have enough time with their newborn and can share the parenting load equally. The latter is particularly important as the cost of living, which includes education and healthcare, continues to skyrocket.

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Sheikh Zayed Grand Mosque | Abu Dhabi | UAE

ON TOPIC

MOST POPULAR

ReAdeRS’ COMMeNTS

feATURed

CONSULTANT

‘BUILd whAT They wANT ANd They wILL BUy IT,’ JLL’S PLUMB TeLLS CITySCAPe ABU dhABI

Saudi Arabia unveils Expo 2020 Dubai pavilion design

Such a great soundbite ‘Build what they want and they will buy it’ and so true! We recently had some family travel over for a visit in Dubai.

CONSULTANT

It was their first time in

Aldar launches waterfront development in Abu Dhabi

a couple of years, and they couldn’t believe how many different projects had popped up in that time. They were also

feature: Best of Bauma – digitisation of the industry

puzzled as to who will actually live in them. It is reassuring to hear, then,

CONSTRUCTION

that Abu Dhabi appears

Foundation stone laid for AASTMT facility in Khor Fakkan

to have found a balance between the ambitions of developers and the reality of the real estate market. Hopefully, Craig Plumb is correct that the market is now providing property priced at where

CONSTRUCTION

the demand is – largely

Losberger De Boer launches modular temporary structures for KSA cinema sector

the middle part of the market and not super expensive properties. The capital has a lot going for it from a resident’s point of view, so let’s hold onto this sensible thinking. We don’t want to be entering a new decade with the potential of a collapse in

CONSULTANT

Damac says $229m London tower is a ‘major vote of confidence’ in the UK

6 MAY 2019

Interview: Roofing experts BMI looking to make an impact in region

the property market.

Name withheld by request

ON TOPIC

ANALYSIS

Dubai in the Spotlight JLL reviews the supply and performance of Dubai’s office, residential and retail sectors in Q1 2019

A

s the market gears up for Expo 2020, Q1 2019 saw multiple projects recommencing in the commercial sector and the highest number of deliveries in a single quarter for a number of years in the residential sector.

The performance of the office market remained soft, with average rental rates continuing to face downward pressure. The residential market softened further, with declines in both sale prices and rents.

The retail market remains the most challenged sector due to the growth of e-commerce and the high level of future supply, which continues to exert downward pressure on rental rates across all mall types. While occupancy rates across Dubai’s hotels remained

relatively stable at 85% in the year to February 2019, average daily room rates and revenue per available room continued to decrease on the back of increased supply.

Residential Supply & Performance

Around 9,800 units were completed in Q1 2019, the highest number handed over in a single quarter for the last few years. Major projects completed include Al Khail Heights, Bluewaters Island and Arabella villas in Mudon, bringing total residential stock to 530,000.

There are more than 50,000 units currently under construction and expected to be delivered by the end of 2019. Looking ahead, MAY 2019 7

ON TOPIC

Dubai prime rental clock Hotel Residential

Office

Rental growth slowing

Rents falling

Rental growth slowing

Rents falling

Rental growth accelerating

Rents bottoming out

Rental growth accelerating

Rents bottoming out

residential supply is expected to reach 652,000 by the end of 2021.

Major future projects include Seven City in JLT, Azizi Riviera in Meydan and Al Habtoor City.

We remain cautious that all of these projects will be delivered on time, with delays expected on some big developments. Responding to signs of increasing over-supply, many developers have slowed their launches and changed their focus to selling unsold product and completing construction of existing inventory.

Sale prices and rentals continued to decrease over the quarter for both apartments and villas. Sale prices for apartments declined by 10% and rents by 12%, compared to the same period last year. Similarly, sale prices for villas declined by 9% and rents by 5%, compared to the same period last year. With supply in the emirate exceeding demand,

we expect sale prices and rents to continue to face downward pressure in 2019.

New technologies are being introduced in the real estate sector, in response to the government’s call to switch to paperless transactions. Dubai Asset Management is one of the first major developers to respond by rolling out Phase I of its “fully digital and paperless property programme”. Undertaken in partnership with Smart Dubai, this initiative allows potential tenants to complete most (but not all) steps involved in a new lease online.

“Around 9,800 residential units were completed in Q1 2019. Major projects completed include Al Khail Heights, Bluewaters Island and Arabella villas in Mudon, bringing total residential stock to 530,000 units”

Dubai residential supply, thousand units Stock Annual supply

8 MAY 2019

Office Supply & Performance

Only one office building was completed in Q1 2019 in Dubai Internet City, bringing total office stock to around 8.56m sqm

700

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Source: JLL

Retail

ON TOPIC

“Responding to signs of increasing over-supply, many developers have slowed their launches and changed their focus to selling unsold product and completing construction of existing inventory� of GLA at the end of the quarter. Currently, there is more than 500,000sqm of office space under construction and expected to enter the market by the end of 2019, including ICD Brookfield Place in the DIFC (96,000sqm).

Looking ahead, office supply is expected to reach 9.24m sqm by the end of 2021, with notable projects including Dubai Hills Square. Multiple projects were revived during the quarter, mainly in Jumeirah Lake Towers, but we remain cautious on the delivery of these projects ahead of Expo 2020 as scheduled.

Average vacancy rates in the Central Business District (CBD) increased to 12%. Average grade A rents declined by almost 9% y-o-y, to $420 per sqm. With ample choices available for tenants, landlords continue to offer attractive terms and the market is expected to move further in favour of tenants over the next 12 months.

The full effect of the new regulations allowing 100% foreign ownership of companies in the UAE is yet to be seen, but these are expected to have a positive impact in the long run. Demand is expected to increase with announcements of lower charges by free zones, with Dubai Healthcare City (DHCC) being the latest to reduce fees to improve business competitiveness.

The Souq at Culture Village was the only retail project to be delivered

in Q1 2019, bringing total mall-based retail supply to approximately 3.8m sqm. There is 666,000sqm of retail supply under construction and expected to be delivered by the end of 2019, including Nakheel Mall on Palm Jumeirah and Night Souk on Deira Islands.

Retail supply is expected to increase by around 53% and reach 5.8m sqm by the end of 2021. Notable new projects will include Deira Mall, Dubai Hills Estate Mall and Meydan One Mall. Further delays and downsizing can be expected in future projects, as supply increases faster than demand.

Retail rents declined by around 15% and 22% y-o-y in primary and secondary malls respectively. Landlords continue to offer favourable lease terms in order to attract new tenants or retain existing ones.

Average market-wide vacancies are estimated to have increased from 12% in Q1 2018 to 16% in Q1 2019. Rents and vacancies are expected to remain under pressure due to the large supply expected to enter the market during the rest of 2019.

As a response to softening market conditions, mall owners are investing in new technologies to increase retail sales. One such example is a partnership between Majid Al Futtaim (MAF) and I.AM+ to deploy an AI platform that will support customers for MAF retail operations. MAF will deploy the AI platform as part of its digital transformation process, to provide physical and virtual experiences across omnichannel offerings.

Dubai office supply, million sqm of GLA Stock Annual supply

Dubai retail supply, thousand sqm of GLA Stock Annual supply

Retail Supply & Performance

9.0

6.0

8.0 5.0 7.0 6.0

4.0

5.0 3.0 4.0 3.0

2.0

2.0 1.0 1.0 2015

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MAY 2019 9

ON TOPIC

SEWA awards deal to Elsewedy and Mitsubishi consortium Sharjah Electricity and Water Authority (SEWA) has awarded an EPC contract to a consortium of Elsewedy Electric and Mitsubishi Hitachi Power Systems (MHPS).

The $500m contract is for the development of the new 1,026MW Al Layyah Combined Cycle Power Plant.

Elsewedy Electric’s scope of work is said to include engineering, procurement and installation of the balance of the plant, in addition to the erection and installation of the MHPS gas and steam turbines. It is also responsible for site preparation, water structure with off-shore works, levelling, and civil, construction and site utility works for the project. The contract also specifies the demolition and relocation of the existing Al Layyah power station. The firm’s scope represents 65% of the overall project works, according to a statement.

MHPS scope of works includes fabrication, supply, testing and commissioning of the power block equipment, in addition to joint project management. The statement also said that the power project is the first EPC-plus-finance project in the UAE utilities power market.

10 MAY 2019

DEWA and Enbala to build region’s first VPP The Dubai Electricity and Water Authority (DEWA) has partnered with Enbala to develop what is billed as the region’s first virtual power plant (VPP).

The project is the result of a successful collaboration between DEWA’s Research and Development Centre and Enbala.

“We are working to achieve the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, to make Dubai the smartest and happiest city in the world, and fulfil the objectives of the UAE Centennial 2071, the UAE Vision 2021 and the Dubai Plan 2021 to make Dubai a smart and sustainable city,” remarked Saeed Mohammed Al Tayer, MD and CEO of DEWA. According to a statement from DEWA, the VPP will act as a “platform that aggregates selected distributed energy resources and manages the mixed portfolio, as a single conventional power plant connected to the grid”.

The system will use AI to enable the integration of various types of energy into DEWA’s smart grid, DEWA said.

“In line with DEWA’s vision to become a globally leading sustainable innovative corporation, we seek to shape the future of the local, regional and global energy sectors. We will do this by keeping pace with the Fourth Industrial Revolution and adopting innovative disruptive technologies to anticipate and shape the future of energy. The virtual power plant will increase renewable energy integration capabilities, supporting the Dubai Clean Energy Strategy 2050 to produce 75% of Dubai’s total energy from clean energy sources,” Al Tayer explained.

Lacasa.ae

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We have the good fortune to work with several of the nominees for the 2018 Middle East Consultant Awards. It is a privilege to participate in the continuous build that is developing our part of the world. We’re honoured and gratified that the region trusts us to help design well engineered and sustainable structures.

Congratulations to all the nominees, individuals and our colleagues.

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ON TOPIC

Bahrain Bay leisure projects nearly complete

Dewan announces opening of new hotel in KSA The 133-key Hilton Garden Inn Al Jubail is now open for business, according to Dewan Architects + Engineers. The eight-storey project is the fourth Hilton Garden Inn property in the Kingdom and will be a “contemporary hospitality haven in the heart of Al Jubail”. The hotel features a modern form and is billed as a new visual anchor for the city, the project’s lead consultant and designer explained.

“The completion of Hilton Garden Inn Al Jubail marks a key moment in this district’s transformation. The hotel’s contemporary architectural expression reflects the spirit of its surroundings – a growing and constantly evolving city,” said Ammar Al Assam, executive director at Dewan Architects + Engineers.

The location of the Hilton Garden Inn Al Jubail offers easy access to companies working on projects in the region, the statement said.

“We have already established a strong base in Saudi Arabia, which is a market in which the firm has grown well in over the last 12 years. Many of Dewan Architects + Engineers’ projects in the Kingdom serve as a benchmark for future developments in the region,” remarked Al Assam.

12 MAY 2019

A senior official from the government of Bahrain said The Park and The Wharf are in the final stages of development and will soon open to the public. The leisure projects are part of the Bahrain Bay mega project.

Once open, The Park and The Wharf will feature a wide range of retail outlets and international brands, as well as restaurants and cafés with sea views, public parks and play areas for kids, according to Bahrain Tourism and Exhibitions Authority CEO Shaikh Khaled bin Humood Al Khalifa.

“Bahrain Bay is one of the most prominent projects of its kind in the Kingdom, a mixed-use luxury waterfront development that caters to multiple sectors and industries, including business, investment, real estate, tourism and entertainment. Bahrain Bay is expected to play a significant role in the growth of the tourism sector, thereby contributing to the growth of the national economy and GDP, in line with the Economic Vision of 2030,” he noted.

Al Khalifa made the comments following a site visit with Bahrain Bay CEO Gagan Suri, who briefed him on the ongoing projects. He also said: “Bahrain Bay maintained its reputation as one of the most iconic urban real estate projects in the Kingdom, given its strategic sea-front location in the heart of Manama and close proximity to the Bahrain World Trade Centre, thereby providing easy access to Bahrain International Airport for visitors.”

ON TOPIC

DEWA announces new MBR Solar Park milestone The Dubai Electricity and Water Authority (DEWA) said the concrete base of a solar tower in Phase Four of the Mohammed bin Rashid Al Maktoum (MBR) Solar Park has been completed. DEWA notes that the base contains about 1,300 tonnes of steel rebar and concrete, and claims that the structure will be the tallest solar power tower in the world when complete, standing at 260m tall.

Saeed Mohammed Al Tayer, MD and CEO of DEWA, inspected construction work of Phase Four of the Solar Park, which is being built on an independent power producer (IPP) model. The project will boast a capacity of 950MW. According to a statement, Al Tayer was briefed on the progress of construction work by Abdul Hamid Al Muhaidib, executive MD of Noor Energy 1. Noor Energy 1 is a JV consisting of DEWA, Acwa Power and China’s Silk Road Fund and is tasked with building Phase Four of the renewable energy park.

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MAY 2019 13

ON TOPIC

AECOM appoints Mario Pishiri as Buildings and Places lead AECOM has announced Mario Pishiri will lead its Buildings and Places business in the Middle East and Africa. He will be responsible for growing the firm’s business across the region, while focusing on the successful delivery of major projects. He will also be tasked with expanding the company’s portfolio of work.

According to a statement from the firm, Pishiri has over 37 years of experience in the built environment sector. He has worked in the UK, Africa, the Far East and the Middle East, where he has spent most of the past 30 years.

“Mario takes on a critical role as we look to grow our Buildings and Places business in the region. He brings extensive experience of working in both Africa and the Middle East and a strong project delivery focus to our clients in the region,” said Hamed Zaghw, chief executive – Middle East and Africa at AECOM. Commenting on his appointment, Mario said, “With a wide range of clients and projects, I am excited to be joining AECOM as we look to grow in both the Middle East and Africa. I look forward to leading the Buildings and Places business as we continue to deliver exciting projects for our clients in the region.”

14 MAY 2019

ENEC completes SIT and ILRT tests at Unit 2 The Emirates Nuclear Energy Corporation (ENEC) has announced the completion of significant pre-operational tests at Unit 2 of the Barakah Nuclear Energy Plant. ENEC says the structural integrity test (STI) and integrated leak rate test (ILRT) at Unit 2 were performed over 10 days.

According to a statement, the tests incorporated lessons learned from performing the same tests on Unit 1. The tests are said to demonstrate the integrity and robustness of the structure in terms of force and leak tightness, and the structure’s ability to perform safely under both normal and extraordinary circumstances.

The completion of the tests is said to represent another milestone in the testing and commissioning phase of the plant. The tests were conducted in collaboration with the Korea Electric Power Corporation (KEPCO), the JV partner and prime contractor for the Barakah project and Nawah Energy Company team, under the observation of the Federal Authority for Nuclear Regulation (FANR).

“With the completion of these pre-operational tests on Unit 2, we are moving closer to achieving our goal of supporting the future social and economic growth of our nation through the provision of clean and reliable electricity. We are proud to have maintained our track record of safety and efficiency with the successful completion of these tests, and by incorporating the lessons learned during the construction of Unit 1, we have established Baraka has the benchmark for new nuclear construction projects worldwide,” said Mohamed Al Hammadi, CEO of ENEC.

IN PRACTICE

OPINION 01 Catherine Workman is a partner and board member at Pinsent Masons.

The Ingredients of a Successful Career Pinsent Masons’ Catherine Workman reflects on her career and successes and suggests that making your own luck is a crucial part of the equation

01

I

’ve spent the last 25 years of my legal career navigating legal solutions to facilitate the building and operation of large pieces of infrastructure. From the building of hospitals, schools, airports, roads and ports across the globe, I have been privileged enough to work on several continents including Europe, the Middle East and Africa.

During this time, I have worked across the spectrum of stakeholders, from governments and sponsors to contractors, operators and lenders. I love my job and I 16 MAY 2019

feel I have one of the most interesting jobs as a lawyer, as I can work with many different nationalities and stakeholders, all with the common aim of delivering nationally significant infrastructure for a country.

To be part of a project which is essential in delivering benefits to the people of a country, either by generating revenue from tourism, updating and modernising hospital services, or providing better educational establishments, gives me a great sense of pride. When I see one of my projects completed and operational, it really is a very rewarding feeling.

I remember when I first flew into Larnaka Airport in Cyprus after it had been completed and thought, “I helped to make this possible” – I had led the team advising the Cyprus government on the negotiation of the design, build, finance and operate contract for two new airport terminals at Larnaka and Pafos airports. We contributed to the economy of Cyprus from revenues generated from the new terminals and the local workforce who worked on the construction and operation of the airports.

It is always good to take time and reflect on our journey. When I take stock of my career so far, particularly on the issue of female success, I have to ask myself some

questions. Has my success been because of, or despite of, the fact that I am a woman?

Has that fact been at all relevant or has it been irrelevant; or have I been lucky? If I am honest, I think it is a combination of several factors.

Initially I was aware when starting out as a trainee solicitor 27 years ago that I was entering a fairly male-dominated industry.

This feeling was compounded when I started working on construction projects, but I have never been made to feel that my opinion did not matter because I was a woman. Having a female champion in the early days assisted with my confidence, and this assistance came both from within the profession and externally. On my first PPP project, the chief executive of Dartford & Gravesham Hospital was a woman, Anne Marie Dean, and she was a great support. I try to make sure that I am there to champion others whenever I have the opportunity to do so.

I have also found that people do respect a well-reasoned view or opinion, no matter who it comes from. People respect ability and capability and you are better off demonstrating what you know and what you can do, rather than holding yourself back because you’re restricted by the assumption that you will not be heard because you are a

IN PRACTICE

woman. We can actually be our own worst enemy in this regard.

This makes me think about International Women’s Day last year. During the visit of the Crown Prince of Saudi Arabia to London, there was a women-only panel as part of a CEO forum, and it was the most inspiring panel I’ve witnessed. It shed light on the opportunities which exist in the Kingdom for women and how many more opportunities there would be in the future. It was a truly exciting and empowering opportunity.

For lawyers, I believe a relevant factor is approach. At Pinsent Masons, we encourage all of our lawyers to think of themselves as commercial partners for our clients and deliver legal solutions to meet their needs,

rather than badging ourselves as a particular kind of lawyer. Those are internal badges which are not necessarily relevant to the client. This means that we understand our client’s business and the environment in which we are giving the legal advice, and this gives us the confidence to deliver this advice, which has certainly assisted me in my career.

It has also made my career much more interesting, and I certainly would not have thought when I started out 25 years ago that I would still love my job! My family laugh at how much I know about municipal solid waste and airports, but I believe it is necessary to do a good job.

Finally, I should address the question: Have I been lucky? In true lawyer fashion,

I’m going to say yes and no. I have not been held back because of my gender, either as a lawyer or as a person operating in the construction industry. In my firm I am one of many female partners, I am one of four female board members out of nine for the Pinsent Masons board, and I am the board member responsible for our association with Alsabhan & Alajaji Law Firm in Saudi Arabia.

I have led some of the most instrumental construction projects, including advising the sponsors on the new terminal at Zagreb International Airport – which is now operational – and I also sit on the board of the British Aviation Group. I am sure there is an element of luck, but I also feel that you have to make your own luck.

“People respect ability and capability and you are better off demonstrating what you know and what you can do, rather than holding yourself back because you’re restricted by the assumption that you will not be heard because you are a woman”

MAY 2019 17

IN PRACTICE

18 MAY 2019

IN PRACTICE

FEATURE

Family-Friendly Jason Saundalkar speaks to four professionals about maternity leave and policies, as well as the challenges and overall experience of starting families in the AEC industry ast year, when Middle East Consultant kicked off its focus on the lack of gender diversity in the construction industry, the global and regional figures made for grim reading. A year on, the figures haven’t changed significantly; however, regional players have stepped up their efforts to achieve gender parity through new initiatives and policies.

While the move towards gender balance and attracting fresh skills to the industry continues in earnest, industry players must also keep one eye fixed on the professionals who are already a part of their organisations. Retaining professionals is equally as important as recruiting the architects and engineers of tomorrow – a big part of the former is establishing a family-friendly environment that caters to professionals who are starting families, as well as those that already have young children.

Under the family-friendly umbrella, industry players will have to look at elements such as maternity and paternity policies, paid and unpaid leave, flexible/remote working, influencing the supply chain and more. At the moment, although there are no figures to highlight this, most AEC firms rely on local laws to create their own policies.

UAE labour law currently has no provisions for paternity leave in the private sector, while maternity according to www.government.ae is: A working woman is entitled to a maternity leave of 45 days, including the time before and after delivery. If the woman has completed one year of continuous employment for the same employer, she is entitled to full pay during maternity leave; otherwise, she is entitled to half pay. In addition, after delivery, the woman is entitled to two additional breaks each day, with each break not exceeding half an hour, for nursing her child. The woman is entitled to such breaks for 18 months following the date of delivery and is entitled to full pay.

Discussing her firm’s maternity policy, Christine EspinosaErlanda, architect at Godwin Austen Johnson (GAJ), says, “My

company follows the UAE law with regard to maternity benefits and policies, but employees are permitted to take extended unpaid leave at the discretion of the company and approved by the partners. My last maternity leave was 45 calendar days of paid leave, but I opted to extend this for a further five months to look after my daughter.”

Anna Hickman, senior associate Urban Designer at AECOM, adds, “AECOM provides the statutory 45 days’ paid maternity leave and two half-hour slots per day for nursing until the child turns 18 months. In reality, most mums take much longer maternity leave; line managers are very accommodating of this. I had originally planned to take six months’ leave after the birth of my first child, but extended it to 12. I had post-natal depression and didn’t feel ready to return to work after just six months. With my second child, I extended my leave from six to nine months.”

In contrast to the norm, Clare Evans, project manager and Business Change leader at SNC-Lavalin, points out that her firm has several maternity initiatives in place. “At SNC-Lavalin, having

“The first three months after giving birth is a crucial bonding time, but also the baby needs to feed every two to three hours, and so going back to work with very little sleep is detrimental to a new mother’s health” MAY 2019 19

IN PRACTICE

policies that support women’s empowerment at the workplace is key to leveraging our diversity and inclusion business goals.

We increased our maternity leave policy in mid-2016 and I had my first baby in February 2017, so it was great timing for me. We now offer 14 weeks’ paid leave with an additional optional six months’ unpaid leave.”

She adds, “During the unpaid leave we can use KiT days (Keeping in Touch days) to come into the office for a day a month and get paid for this, to attend team meetings and keep up to date with what is happening in the organisation. I made use of the full unpaid leave and 01 the KiT days. On my return to work I was also entitled to feeding breaks until my baby was 18 months old. I am now pregnant with my second baby, and plan to take the full entitlement again.”

While SNC-Lavalin’s policies and initiatives are the exception rather than the norm, other firms have expressed a readiness to adopt

“Raising awareness is equally important to address perception challenges. Unconscious bias training is important for both men and women to understand where their own biases are, and how they can become more aware of them” 20 MAY 2019

more supportive maternity policies. Fiona Liddell, assistant quality manager at SSH Design, comments, “Having recently joined SSH, its policies are aligned with in-country legislation, which is not a bad thing and is certainly not isolated.

However, SSH’s leadership is open to reviewing its current policies, which is what I liked about the company and is what I have a passion for supporting.”

She elaborates, “I would love to use this opportunity to help put the most appropriate policies in place for the organisation to support women in the workplace. There is already a big focus on recruiting and retaining the best talent across the organisation, and anything we can do to support working parents in general will aid these endeavours. At the time of giving birth to my daughter Erin, my maternity leave with my previous employer was 45 days. However, I took around five months in total, which was a mixture of annual leave and unpaid leave added to the maternity leave of 45 days.”

The Right Amount of Support?

Asked about her thoughts on her firm’s maternity policies in relation to her and her children’s needs, GAJ’s Espinosa-Erlanda notes, “I am grateful for the maternity leave, but I feel that 45 days is too short.

The first three months after giving birth is a crucial bonding time, but also the baby needs to feed every two to three hours, and so going back to work with very little sleep is detrimental to a new mother’s health. This is one of the reasons I opted to take extended leave. The maternity policy also includes nursing breaks until the child is 18 months old, which means I get an hour nursing break each working day. However, quite often the demands of my work means that I don’t always get to take this hour.”

SSH’s Liddell adds, “My daughter Erin was born in 2015. At the time, with my previous employer, the policy was in line with labour law (the minimum number of paid days off), but didn’t give me any kind of flexibility that I needed to look after my newborn child. It

IN PRACTICE 01 Fiona Liddell is an assistant quality manager at SSH Design.

02 Christine Espinosa-Erlanda is an architect at Godwin Austen Johnson (GAJ).

03 Clare Evans is a project manager and Business Change leader at SNC-Lavalin.

was a real worry, and I had to make a strategic plan for how we as a family were going to manage my unpaid leave, or 02 whether we could afford for me to have any unpaid leave at all. It was very hard for us as a young family, as we had moved to Dubai for an opportunity I was given. As the breadwinner, this was incredibly difficult for us, knowing that it would make a huge dent in our monthly income while taking account of the new outgoings that come with a new-born baby.”

She adds, “I chose to carry on working right up to my due date.

Thankfully the hospital was close to the office, which was very convenient. Working closely with my line manager on my maternity plan along the way, I ensured we were aligned all the time. This gave me a huge level of comfort, allowing me to focus on my work.”

AECOM’s Hickman says that the support of her line manager and her company’s flexibility with her was crucial. “Being able to return to work between having children meant that I didn’t lose touch with the industry. I’m now pregnant with my third child and

“Parking on-site is never easy. My previous office had a ‘Pregnant Mum’ space, which helped – this is a nice offering to consider on project sites” am planning to take a similar amount of leave before returning to the workplace.”

SNC-Lavalin’s Evans adds, “Our policies gave me the flexibility to have as much time off as I needed, and since my return to work I have also taken 03 advantage of our flexible working policy, which works well as I have an internal, non client-facing role. I work full-time hours but can work from home when needed and can leave early and spend some time with my daughter, and then log back in and continue working when she is asleep.”

The Challenges of the AEC Industry

Carrying a child to term is difficult at the best of times, and it’s fair to say the challenges increase by an order of magnitude when working in the AEC industry. Long working hours, working on-site, site visits, demanding clients and deadlines are a constant.

MAY 2019 21

IN PRACTICE

04 Anna Hickman is a senior associate Urban Designer at AECOM.

Highlighting the issues she dealt with during her pregnancy, SSH’s Liddell explains, “Parking on-site is never easy. My previous office had a ‘Pregnant Mum’ space, which helped – this is a nice offering to consider on project sites.

Sitting at my desk on my normal office chair became quite challenging and uncomfortable. Luckily, a friend recommended a gym ball to me – a welcome little tip!”

AECOM’s Hickman states, “The biggest issues I’ve faced while pregnant are client-related. During my second pregnancy, I was the project manager on a challenging project where 04 the client would contact me at all hours of the day.

While my colleagues were very understanding of my pregnancy (and the need to rest), the client certainly wasn’t!”

GAJ’s Espinosa-Erlanda recalls, “The first trimester of my pregnancy was a difficult time for me and I was in and out of the hospital a few times, so I had to take sick leave, which meant that I used up all my leave before my due date. During the second term of pregnancy, I was leading projects but had to take a step back and focus on my pregnancy. I did worry initially that I would not be able to meet the deadlines; however, I am fortunate that I have an incredibly supportive team and we managed to finish the presentations on time.”

“It was also difficult to be so far removed from what was going on in the office for an extended period, as I was still receiving calls and queries regularly, so I needed to be on top of progress and deadlines.

All through what was a difficult pregnancy, I had the full support of my line manager and the partners, even to the point of relocating me to a desk nearer the door so I didn’t have to walk so far to the exit or to get a drink.”

SNC-Lavalin’s Evans lists other issues: “Tiredness, worrying about my role on my return to work, and the attitude of others in the office who may unconsciously stop involving you in things as you are not going to be around.” She cautions, “Raising awareness is equally 22 MAY 2019

important to address perception challenges.

Unconscious bias training is important for both men and women to understand where their own biases are, and how they can become more aware of them. We are rolling out this training for all SNC-Lavalin’s staff across the region, starting with management and hiring managers, to try and make a real difference.”

While this is a limited sample size of interviewees, what’s encouraging to see here is that firms do make allowances, and in some cases are already changing to better support professionals that are starting families or already have young children. As more women enter the AEC industry, however, concrete policies and initiatives dealing with maternity and paternity should become the norm to ensure that professionals can have families while continuing to deliver the cities, structures and infrastructure of tomorrow.

“I was the project manager on a challenging project where the client would contact me at all hours of the day. While my colleagues were very understanding of my pregnancy (and the need to rest), the client certainly wasn’t!”

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IN PRACTICE

FEATURE

The Architect’s Journey Jason Saundalkar talks to four architecture graduates from the American University of Sharjah about what inspired them, their learning experiences and hopes for the future ife is full of choices, and while we make hundreds of decisions every day, there are those made at a young age that are far bigger than many others made later in life. While many cite choosing a partner or buying a house as the biggest decisions they’ve made, the reality is selecting a career ranks quite high on the list of decisions that shape a person’s life. As is the case with other industries, dozens of influences can drive a person to choose a career in the AEC industry: family, an interest in being creative, even a desire to improve the lives of others.

Just making a career decision isn’t the end of the story; the educational journey is critical to sustaining and nurturing a person’s interest and skills. Middle East Consultant reckons the AEC industry can do more to enrich the educational journeys of young people through to graduation. Here, we talk to four architecture graduates from the American University of Sharjah (AUS) to learn about what inspired them and what their educational journeys were like.

Marina Nassif says she came to the university to pursue architecture, drawing inspiration from her mother, an architect. “Even in school, I was more into arts, maths and physics – this motivated me further to study architecture. I came to AUS because it has a good mix of male and female students and is a reputed university in the UAE,” she says.

Emirati Moza Al Mheiri says choosing AUS was quite a step for her. “This is a major step in our family, because it’s not common for us to be in a mixed university. So we had a discussion and ultimately my parents were very supportive about me joining a mixed university, and I think it really helped in my education.”

Al Mheiri says her inspiration came from her father’s cousin, who helped nurture her interest in architecture and is herself an alumna of AUS. “She worked with Zaha Hadid and is currently working on 24 MAY 2019

a very prestigious project in the country. She is my role model and I aspire to be like her someday.”

With regard to her interest in architecture, Jumanah Rizk comments, “I wanted to take political science/social sciences, but when I entered AUS, I thought it was a great opportunity to do that through architecture. I think they are both very related – political science and architecture – because if you are designing a space, you are setting a social structure, and I think it’s more effective than just being a politician. So that’s what led me to it.” She goes on to say that

“A lot of people tend to treat you like you don’t know anything. I understand there is a lot to learn and it’s a long journey, but attitudes need to change towards the youth of today. I think the future is in youth’s hands, so you can’t belittle those growing up or those coming in, but rather you should welcome them into the whole industry”

IN PRACTICE

MAY 2019 25

01 IN PRACTICE

Emirati Moza Al Mheiri was born and raised in Sharjah and attended a private school while growing up.

02 Marina Nassif is of Egyptian origin and was born and raised in Kuwait.

03 AUS has an extensive campus and is reputed for its architecture programme.

“This is a major step in our family, because it’s not common for us to be in a mixed university. So we had a discussion and ultimately my parents were very supportive” there are a lot of female doctors and engineers in her family, so hers was a normal decision to make.

Born and raised in Dubai, Yasmine Fahmy notes that she was “kind of numb to the architectural extravagance of Dubai” but, conversely, that it also drew her 02 into the field of architecture. “At the same time, being in Dubai ignited an interest in terms of the architectural view, because it’s a unique city where things are being built really fast.” She adds that throughout school, her escape was art, which brought a different perspective to what she was being taught every day. “It started to open my eyes to different possibilities and helped me combine my different interests.”

Bumps in the Road

Internships and work experience are a critical part of the architectural education process and AUS says that it is mandated as part of its curriculum. That said, there are 26 MAY 2019

a lot of factors that determine exactly how much a student is able to take away from the companies they intern with.

01 Weighing in on her educational journey and some of the challenges she encountered, Fahmy says that even though students are required to do internships in their third year, she managed to do a quick work placement in her second year as well. She interned in Barcelona in her third year and joined a corporate firm in Dubai for her fourth year. “I think the most difficult part about these internships is that a lot of them – not all – are just looking at interns to offload work.

But then there are some that look at how a student can engage within the professional environment and grow their skills.”

Nassif also interned at an office in Dubai. “One of the challenges we faced is that we don’t really get to experiment and understand the full process – we’re always designing at our laptops. So if a structure is to be built in real life, we’re not sure how it will be constructed and the phases that it and we will go through with all the people involved.”

She points out that it’s very important for architects to communicate with engineers and other stakeholders involved in a

IN PRACTICE

03

“I wanted to take political science, but when I entered AUS, I thought it was a great opportunity to do that through architecture. I think they are both very related – political science and architecture – because if you are designing a space, you are setting a social structure” project, so that they can start looking at things that weren’t considered previously. “We had a project in our fourth year for which we had to sit down with construction engineering teams, and it was very useful.

We were exposed to more of the process and were able to see how things happen in the real world. It really showed us that we can’t just be at our laptop 24/7.”

Rizk asserts that her internship at a design-focused practice in Dubai was a positive one. “I think there is a gender balance in how they work and how they approached projects. Also, they were inspired by works from Zaha Hadid, so they were less inclined to think in a very masculine way.” She adds that even though she was the only female intern during her time, she has noticed an encouraging shift in the firm, which is hiring a lot more women today.

Al Mheiri adds, “My internship was really eye-opening since I got to know a lot of details about building regulations and permits. At the

same time, I went on a lot of site visits as well. This taught me a lot about the rules and regulations that are in place, which is something I wasn’t aware of before.”

While site visits are crucial for students, Rizk is quick to point out that a common challenge came in the form of contractor attitudes. She notes that some of the contractors were belittling and didn’t want to accept that she and her colleagues were architects, seeing them instead as interior designers.

“A lot of people tend to treat you like you don’t know anything. I understand there is a lot to learn and it’s a long journey, but attitudes need to change towards the youth of today. I think the future is in youth’s hands, so you can’t belittle those growing up or those coming in, but rather you should welcome them into the industry,” she points out.

Fahmy agrees with Rizk, saying, “I feel like in general, in terms of the workforce, they need to be more welcoming. They have to MAY 2019 27

IN PRACTICE

understand that we are students or fresh out of university and that we might be lacking the experience needed for this profession.”

“Our first few working years are still educational – we’re still looking to learn from experienced professionals about what to do or how to progress in certain matters, and I feel like people should be more understanding and giving.”

Al Mheiri draws attention to the fact that the AEC industry is still quite maledominated and that she hopes to see greater gender balance in the coming years.

04 She explains, “In the next five years, what I would like to see is more gender equality, so that means a lot more female architects and women in the industry. Another thing I would like to see is, in my opinion, most of the buildings that stand out for their architecture and design are in Dubai and Abu Dhabi, and I would like to see the other emirates catch up.”

Career Plans

Discussing her plans now that she’s exploring the job market, Al Mheiri says, “I really want to open my own firm, so I plan to do a government job as well as have my own business.”

Meanwhile, Nassif, Rizk and Fahmy are keen on working at smaller boutique firms to begin their professional careers. Rizk notes that she is contemplating Dubai versus Sharjah or Abu Dhabi, as she believes that a lot of interesting and experimental work is being done.

Nassif, however, is keen to expand her view of the world before entering the workforce. “I’m looking to travel before I take a job, so I can

grow my perspective by seeing architecture in Singapore or China. I’m always curious about how different people see architecture and what their thought process is.”

Fahmy observes that with boutique firms, projects are more conceptual, versus corporate firms, where she feels that work is mostly concentrated on a certain segment of the project. She expresses that she would like to see Dubai become a bit more open to different types of architecture and design typologies.

“I feel right now the market is dominated by certain developers or architects or engineers. The UAE is very diverse and multicultural, but you don’t really see it within the architectural language. This is because it starts to kind of follow this one language, even though there are so many people out there with ideas that can start to flourish and give Dubai or Sharjah that multicultural image that it already has.”

Nassif concludes with a similar viewpoint. “A lot of people have different ideas and different ways of perceiving a project, so 05 they kind of say that Dubai has this different kind of language and architecture, but we don’t really see it that much or it’s not that open to many ideas that are around. If it opens up to allow people to produce new ideas or new typologies, the city will look very different.”

04 Jumanah Rizk was born in Alexandria but moved to Dubai at a very young age.

05 Yasmine Fahmy was born and raised in Dubai.

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INTERVIEW

Committed to Change Jason Saundalkar talks to Grant Porter about the regional D&I Business Network’s signing of the UN WEPs and what that means for the firm going forward n 2016, SNC-Lavalin’s Diversity and Inclusion (D&I) Business Network programme was launched globally to increase the percentage of women in technical and management positions to 20% by 2020. The programme drives the firm’s diversity and inclusion targets and is said to work through “proactive employee and local community engagement initiatives, trainings and awareness campaigns”.

In February 2019, SNC-Lavalin’s Middle East Diversity and Inclusion (D&I) Business Network was launched, and in March, it signed up to the United Nation’s Women’s Empowerment Principles (UN WEPs). The UN WEPs are said to align with the firm’s efforts to create an inclusive culture that promotes gender equality and supports the professional development, skills and knowledge of its staff.

According to the www.empowerwomen.org website, the WEPs are “dedicated to empowering women to achieve their full economic potential by inspiring both women and men to become advocates, change makers and leaders in their community”.

In the Middle East, the D&I Business Network is chaired by Grant Porter, Atkins’ CEO of Engineering, Design and Project Management in the Middle East and Africa. Speaking about what the UN WEPs mean for the company, he explains, “SNC-Lavalin has always been committed to gender equality. In 2016, we launched a global diversity and inclusion programme which goes beyond women’s empowerment and gender equality. It’s based around cultural diversity, nationals and expats, the young and the not so young, and engaging with staff and the community around learning development. It’s also about increasing awareness.”

“Signing those principles was important. We’ve set targets and we want to review policies to ensure we encourage the retention of women. We already have a maternity policy that exceeds any of the local standards and we’re now looking at paternity. But the most important thing to me is how women return to work, because that’s a real challenge.

We’re also involved in an external initiative which encourages and supports mums returning to work after long-term career breaks.”

Asked about the firm’s maternity policies, Porter comments, “There’s a few things. First, our medical insurance covers maternity as a starter. We also offer 11 weeks’ paid leave, which exceeds the legal standards, and we offer six months’ extended unpaid leave and we will protect the role in the business. During the extended period, women can continue to be mentored from the office. Then we allow a sort of gentle return to work, so people can come in and keep the networks going; and then, once the person returns to work, we have a support system around them consisting of other mums that have returned to work. The other thing we do is track and monitor for two years post-birth the number of women that we retain, because that’s a strong talent pool and we don’t want to lose them. So we specifically measure and manage that.”

Porter notes that other parts of SNC-Lavalin previously signed up to the UN WEPs, and that SNC-Lavalin is committed to the UN’s Sustainable Development Goals. “It’s a big thing for the business here to sign, because we really do want to make a difference. We’ve been trying to make a difference for some time and, most importantly, it’s about raising awareness that we are on this journey,” he explains.

WEPs Challenges

Discussing which of the seven principles could be the most challenging to implement and the steps the firm has taken since signing the UN WEPs, Porter notes, “There’s one that’s more challenging than most – Principle five, which requires us to engage with supply chain. That’s a challenge across the construction sector. What is also very important to us is Principle one, which is leading from the top, because if we don’t do that, we’re not going to achieve anything. Likewise, with Principle seven, which is to measure and report – because if we don’t do that, we won’t know if we’re making a difference and doing things well.”

“Diversity and inclusion has been a focus for some time and we continue to raise awareness, and that is really important. Last month we had an industry event with clients, peers and industry leaders, and that was for International Women’s Day. The diversity and inclusion MAY 2019 31

ON SITE

01 SNC-Lavalin’s Middle East Diversity and Inclusion Business Network signed up to the UN’s Women’s Empowerment Principles on March 8, coinciding with International Women’s Day. 02 Porter reckons influencing the supply chain will be a challenge and believes that clients can become influencers.

01

network has local chapters, so we are able to act across the region – we will be seeking feedback from people in the network and will work closely with them. What’s important for me is leading from the top and working with the chapters to get feedback, properly embed it and work with my fellow sector leaders within SNC-Lavalin to measure ourselves against targets.”

Going into depth about educating the supply chain, Porter states, “That’s absolutely going to be a challenge in the construction sector. As part of SNC-Lavalin’s procurement process, the group policy is that we engage with women-owned businesses, which is something we need to look at in the Middle East. That’s a global policy and we need to work out how we could implement that more in the region.”

“In terms of the contractor space, it’s about awareness. The forum we had last month is about influencing, because that’s a difficult space.

Professional services and contracting are extremely different. Here, our clients are the ones that can influence the contractor space the most, but there are also businesses in this region that have gender equality high on their agenda beyond the construction sector. So by engaging

“What’s important for me is leading from the top and working with the chapters to get feedback, properly embed it and to work with my fellow sector leaders within SNC-Lavalin to measure ourselves against targets” 32 MAY 2019

with the community – and this has to be a long-term objective – the construction supply chain will start to be influenced. It’s about making a difference in any way that we can.”

A Region-Wide Focus

Porter is keen to point out that the firm’s initiatives have and will continue to be rolled out across the region. He says the firm has already had success with its initiatives and goals in Saudi Arabia and Oman.

“Saudi is no different to any other country in the Middle East from a D&I perspective, and we do have local chapters in Riyadh and Khobar.

I spend a lot of time in Saudi and what I’m finding is that there are a lot of very talented women coming through, and there’s talented Saudis full stop. We want to retain them through the policies we’ve put in place.

Over the last two or three years, if you look at our graduate intake, we’ve been focused on nationals and we’ve got an even 50/50 split between men and women. We invest heavily in these graduates and want to retain them. Therefore, policies are part of our approach and they all benefit from the same policies and the network that we have.”

The firm held a graduation ceremony in December 2018 for 24 young professionals who completed its graduate development programme. The programme is managed by Learning & Development and HR and aims to attract the best-performing fresh graduates and enrol them in a two-year scheme for oil & gas and a three-year scheme for Engineering, Design and Project Management (EDPM).

According to SNC-Lavalin, the programme is not just a series of inclass trainings, but a journey designed to develop and invest in the next generation of leading engineers, architects and project managers in the region. The firm says 35 graduates are currently employed in the region.

Going into detail about how the D&I network is structured and functions, Porter comments, “The network is quite a tight group, like a board, and then there’s local chapters which include a finite number of people in each of the offices. In terms of how it works, they engage with each of the offices and we are also developing a diversity and inclusion intranet site, so all staff can be aware of what they can do and what we’re planning to do. We have really strong engagement there but, ultimately,

ON SITE

all staff will be able to benefit from the policies we roll out.”

“In terms of our recruitment process, for a long time we’ve had a policy where with senior positions, we have gender-balanced interview panels and must have women on the panels. We’re also really excited about having a graduate programme that’s 50/50, and we have across the business strong training academies which our clients are interested in.”

“We’ve got one with Petroleum Development Oman, where we now have 100 Omanis and they do 50 people a year – six months in the office and two and a half years on the job, doing oil & gas commissioning, electrical and mechanical, and that’s flagship. We’ve also taken about 9,000 people through training in Saudi and the last time I was there, there were 20 women going through that programme, which is a change in recent years. So our efforts go right across.”

Porter elaborates, “Our last three graduate intakes have focused on nationals and we’ve had particular success in Oman. The business there is almost 60% Omani and an awful lot are women, so there’s a lot of

“The group policy is that we engage with womenowned businesses, which is something we need to look at in the Middle East” women going into architecture. That model is about immersing young national graduates, involving them at the right level and giving them the support and encouragement that they need. The Saudi graduates we’ve got are excellent, and we are focused on their success – not because of a government drive to nationalise, it’s because it’s the correct thing to do from a diversity and inclusion perspective. We’re excited about what we’ve achieved in Oman and want to emulate that across the region.”

Porter concludes, “As chair of the D&I Network, I want to work closely with local chapters. We know that when there’s proper gender diversity, productivity, innovation and satisfaction is improved, so I’ll be working hard to support our drive towards that. We’re excited to raise awareness across the construction sector and the community.”

02

MAY 2019 33

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INTERVIEW

WIC Profile: Nikoleta Stefanaki Jason Saundalkar talks to SSH Design’s Nikoleta Stefanaki 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 Nikoleta Stefanaki, architect at SSH Design.

What drove you to get into construction

made your mark in the industry working on construction projects?

Diversity is the key driver of innovation. Evidence indicates that companies with diverse teams including women are likely to be more profitable than the average. Men and women have different aspects, ideas and visions, which enhances problem-solving and leads to superior business performance. I am very proud to have worked on some of the most challenging projects in the region, along with great teams.

The moment of successful completion of the project is the proudest moment for any architect.

and your very first role in the industry?

I have always had an interest in the arts. Also, my family has been in the construction sector for many years back in Greece. This gave me the opportunity and the drive to become aware of the advantages and disadvantages of this industry at an early stage. Architecture was an easy decision for me, as it combines both my creativity and my engineering background.

Share a brief about your career, mentioning key achievements.

I graduated from the University of Plymouth in the UK with a BA (Hons) in Architecture (RIBA Part 1) in 2012. Then I got my first full-time role as an architect in Greece within an architectural office in Athens. In 2015, I earned a master’s in Architecture and Design (RIBA Part 2) from Oxford Brookes University in the UK. I moved to Dubai with Atkins in 2015. Since then, I worked for some of the biggest engineering and design consultancies in the region, such as KEO International Consultants and SSH, which is my current employer. SSH has given me the opportunity to work on a number of varied projects and is supporting me in my journey to achieve chartership.

Besides fairness and being the right thing to do, diversity in the construction industry is important because of the value women can bring to employers, clients and customers. How have you 34 MAY 2019

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

There are several barriers to women entering the construction industry, such as the image of the industry, culture and working environment, as well as family commitments. Personally, I deal with some of the same stereotypical barriers as women in other sectors. You need to overcome those barriers and show your capabilities. The definition of success is up for grabs.

The GCC construction sector is still male-dominated; however, diversity is beginning to increase. If you agree, comment on what is driving this and how you see the market changing in the coming years . If you do not agree, please share your thoughts and views of the market.

The number of women in the construction sector across the GCC has shown a significant improvement in recent years. The region has achieved this by constantly developing strategic plans and policies to promote gender equality.

In addition, the diversity movement is being supported by the efforts of higher education institutions to attract more women into science and engineering. However, there is still a lot of work to be done.

The GCC construction market should keep on encouraging females to become part of the industry.

ON SITE

“Diversity is the key driver of innovation.

Evidence indicates that companies with diverse teams including women are likely to be more profitable than the average�

MAY 2019 35

ON SITE

image. They need to further prove their capabilities and competencies, in comparison to their male counterparts in the workplace.

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 in the sector and make pay a level

In doing your job, what sort

playing field?

of discrimination (if any)

I’d like to see the government and construction firms set gender diversity as a strategic objective. They need to promote the development of women as well as defend women in leadership, while ensuring fairness and the removal of conscious or unconscious biases.

have you faced, and how did you or your employer address it?

I have not experienced any serious discrimination.

However, my advice for any women is to take action by making your company aware of your concerns. It’s also important to review your firm’s anti-discrimination policy and act accordingly.

Besides authorities and construction firms, who else can play a part in

Do you feel there’s a limit to

increasing diversity and

how far you can progress

balancing pay scales?

within SSH?

Besides authorities and construction firms, schools through professional orientation, career counsellors, non-profit organisations, talent acquisition firms and the media can play a part in increasing diversity within the workforce in the construction industry.

Women who have had a huge impact in the industry must act as role models for young females who have an interest in pursuing a similar career path. They need to be inspired and encouraged.

At SSH, there is no limit to my career progression. If you are ambitious enough, and a solid performer, you will be given opportunities to further develop your career.

How does SSH approach diversity in the workplace?

SSH is aware of the importance of diversity in the industry. They promote equality between males and females and evaluate their employees’ work based on its added value, regardless of gender.

As a woman in the industry, what has your experience been working in the GCC construction sector? If you have worked in markets

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

outside the GCC, how does your experience here compare with

construction sector?

what you’ve experienced and observed in other markets?

I have been involved in presentations and discussions about women in architecture. I try to mentor and encourage women to be confident and to remove the social and psychological barriers that they face in the construction industry.

Compared to projects back in Europe, the GCC construction industry is more challenging and exciting at the same time. Projects are wide in scope, with tight deadlines. Due to the diversity of the workforce involved on projects, effective communication is another challenge.

What advice would you give a woman entering the GCC construction In your opinion, what is the biggest challenge women in the

industry today?

construction sector face in GCC countries? How can these

The construction industry is for both men and women, it is about problem-solving and passion for design. Those are values that women are well aware of. It is a very exciting industry, it’s one where you learn something new every day. So trust your capabilities and be confident; stand out and show your value.

challenges be addressed?

There is no lack of female talent within the construction industry, but not enough women in the Middle East are in senior positions. The biggest challenge that women face is the stereotypical ideas about their 36 MAY 2019

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ON SITE

EVENT REVIEW

Big Project ME Golf Days 2019 Professionals from the industry met at the Trump International Golf Club for a competitive day on the greens

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or the 2019 Big Project ME Golf Days, CPI Trade selected a new and more challenging venue for players, the Trump International Golf Club. The Contractor’s Cup took place on March 26 and the Consultant’s Cup took place on March 28.

This year’s Contractor’s Cup saw 72 players from across the contracting sector attend, while the Consultant’s Cup welcomed 67 players from the region’s top firms – including, for the first time, an all-women’s team. The finale, which will pit the best players of each event against each other, is scheduled to take place at the same venue on December 12.

“Our golf days have been growing steadily over the years and are now highly anticipated by consultants and contractors across the

38 MAY 2019

industry. This year, we were pleased to see more women competing on the greens – we’re strong believers in greater gender representation in the construction industry and hope to see more female professionals participating in these events in the future. I’d like to offer special thanks to our sponsors and partners for all their support, and I look forward to welcoming the winning players back to the greens for an exciting battle in December,” said Raz Islam, publishing director at CPI Trade.

Both events were sponsored by AESG, Airolink, CCS, Globus, Ithra Dubai, LACASA, Omnium International and RSP. On the greens, several winners were recorded and awarded. For the Contractor’s Cup, Mark Harris, Craig Laidlaw, Ibrahim Anwar and

ON SITE

Gavin Dawbney formed the winning team, while for the Consultant’s Cup, the winning team consisted of Corne Botha, Leonard Mulvaney, Jack Martin and Greg Scott.

The second-placed teams were Kobus Dreyer, Tyrone Evans, Alexis and Jesper Uhlin (Contractors Cup) and Craig Vance, Shabir Yakub, Amit Jog and Sami El Binni (Consultant’s Cup).

The players in the winning team each walked away with a free round of golf, while the players in the second team each won a complimentary weekend stay for two at the Sandy Beach Hotel and Resort in Fujairah.

The teams that placed third were Peter Mladenovic, Henk Blankespoor and Ammar Khalid Jameel (Contractor’s Cup) and

Nicholas Byczynski, Kenneth Heney, Mike Cairney and Nigel Cann (Consultant’s Cup). Each was given a voucher for complimentary beach and pool access at the Double Tree Hilton in JBR. The winners of the Nearest to the Pin competitions were Campbell Brown and Craig Vance, who both received a health and wellness package from Bright White Dental Clinic and CRYO. The Longest Drive prize winners were Ibrahim Anwar and Paul Barnard – they respectively walked away with two individual green fee playing vouchers from Trump International Golf Course, and a health and wellness package courtesy of Bright White Dental Clinic and CRYO.

MAY 2019 39

THE BACK PAGE

LAST WORD

01 Joanne Strain is a partner at King & Wood Mallesons.

The Impact of Contract Management on Dispute Resolution Joanne Strain discusses how a proactive, preventative legal approach to contract administration can avoid future ambiguity and dispute resolution woes

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or over a decade, the UAE’s construction market has experienced dramatic peaks and troughs. The decline of market liquidity and oil price instability have drastically altered the way the stakeholder supply chain functions, causing an increase in project delays, cancellations and late payments. Uncertainty and volatility continue to result in a number of major projects falling into dispute, leading to an active claims market.

Arbitration remains a popular choice, providing neutral governing law and language for resolving construction disputes. The ambitious, ground-breaking projects typically undertaken in the region can require specialist contractors to come together from all over 40 MAY 2019

the world to pool skills and capabilities. This is often in conjunction with local contractors offering essential long-standing expertise and accountability, giving rise to impressive international collaboration by way of partnerships, joint ventures and consortia.

Electing for arbitration as a means of dispute resolution, depending on the bargaining power of the negotiating parties, may provide a multitiered dispute resolution clause. This obliges all parties to engage in amicable settlement discussions or mediation prior to commencing arbitration, which forces them to make an effort to resolve a dispute before commencing costly formal dispute resolutions procedures. Be wary, however, of crafting complex multi-tiered dispute resolution clauses. They can be difficult to comply with, giving the respondent party in any ensuing arbitration the opportunity to contest the arbitration on the basis that pre-conditions to arbitration have not been complied with.

A well-written contract with a focus on contract administration can help prevent a dispute altogether. Transparent contracts tailored to the particular demands of the project and contracting parties can mitigate many of the risks associated with construction projects. They should clearly outline how progress is to be measured against agreed key

performance indicators. Clear terms should be agreed to allocate responsibility for time delays and stipulate consequences. Bear in mind that UAE law permits a court or tribunal to amend any agreed liquidated damages clause retrospectively, to equal the loss suffered.

On the occurrence of a dispute, close attention must be paid to the mechanics of the dispute resolution clause agreed, avoiding lengthy and costly jurisdiction challenges.

Selecting the right arbitrators for nomination, with the appropriate industry expertise to deal expeditiously with the dispute, is crucial.

Essentially, specialists with in-depth knowledge of UAE law will navigate the dispute resolution process, pursuing meaningful relief for claimant contractors while vigorously acting for defendants resisting ill-founded claims.

Although the legal landscape is evolving and the prevalence of arbitration as the preferred method of resolving disputes is growing, there are market elements that remain unchanged.

Project delays, cash flow and loose contract administration continue to be risk factors which developers, contractors and suppliers should and can foresee and prepare for. Those with solid contract administration and recordkeeping throughout the project have a head start in any ensuing dispute.

2015, 2016 & 2018