ME Consultant April 2022

Local Becomes World-Class

MEC talks to Bainona’s leadership about the formula behind the firm’s success in the region

ON TOPIC

JLL reviews Cairo’s key real estate sectors in 2021

IN PRACTICE

Omnium on running its business as if it’s a family

ON SITE

Women in Construction profile: Mariam Azmy

APRIL 2022

090

FOR THE CONSTRUCTION SPECIALIST

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Contents | 01

22

April 2022 Issue 090 Cover Story

Local Becomes World-Class

When Bainona Engineering Consultancy (BEC) won the title Structural Engineering Company of the Year at the 2021 MEC Awards, it hallmarked the company’s transition from regional player to a business epitomising international best practice. Paul Godfrey decided to get the inside story on this Abu Dhabi firm where project quality has always been second nature…

14

Opinion

New Regional Expectations

In the past few years, homes in the Middle East region have all experienced a dramatic shift in expectations writes CallisonRTKL’s Obada Adra

Analysis

18 meconstructionnews.com

Cairo Market Overview 2021

JLL reviews the supply and performance of the residential, commercial, hospitality and retail sectors in Cairo, Egypt April 2022

02 | Contents

Interview

Raising the Bar

Jason Saundalkar speaks to WSP’s Mark Farley about key trends in the property and buildings space in key GCC markets, and whether refurbishments or new builds are the answer

36 Profile

Mariam Azmy

MEC talks to Mariam Azmy, chief HR officer at ASGC about her influences, career and gender diversity in the construction industry

28 Interview

Keeping our Family Together Running a corporate as if it’s a family has been an elusive dream for many organisations. Here, we find that Omnium International have achieved that challenging goal

8 Update

News

Al Hamra announces $272m Falcon Island residential project; Saudi Crown Prince unveils new mountain tourism project; Aldar announces launch of Louvre-branded residences; SSH hires new architecture directors focused on design and delivery

8

April 2022

32 meconstructionnews.com

04 | Welcome

Group MANAGING DIRECTOR RAZ ISLAM raz.islam@cpitrademedia.com +971 4 375 5471 MANAGING PARTNER VIJAYA CHERIAN vijaya.cherian@cpitrademedia.com +971 4 375 5713 DIRECTOR OF FINANCE & BUSINESS OPERATIONS SHIYAS KAREEM shiyas.kareem@cpitrademedia.com +971 4 375 5474 PUBLISHING DIRECTOR ANDY PITOIS andy.pitois@cpitrademedia.com +971 4 375 5473

Editorial EDITOR JASON SAUNDALKAR jason.s@cpitrademedia.com +971 4 375 5475

Considering the Future I could only kickoff this month’s editor’s letter by passing on my deepest congratulations to everyone involved in making EXPO 2020 Dubai a successful reality. Once again, the city proved it is more than capable of organising and delivering a complex, world scale programme despite global challenges and pressures. It’s a mighty feat indeed and one that shows just what’s possible through a cohesive and committed approach.

While EXPO 2020 Dubai will pass into the history books, the EXPO site will live on in a different format, as Dubai begins the painstaking process of transforming it into ‘District 2020’ over the next six months. Given that the site hosted millions of people and because elements including the transportation infrastructure will remain, I’m sure District 2020 will stand as a fantastic example of a smart and sustainable urban area with up-todate infrastructure. I look forward to visiting the site once its evolution has taken place.

Transportation infrastructure is something I’ve been thinking about a lot in the last month, as I’ve had to rely on public transport on several separate occasions. In addition to this, with local petrol prices hitting eye-watering highs, for the first time in my life I found myself considering whether public April 2022

transport was a viable option that I could rely on every day.

The great news is Dubai’s public transport infrastructure continues to evolve and, in my case, it’s possible to rely on everyday.

The bad news is it would add a substantial amount of time to my daily journey, even if it is just going between my home in Bur Dubai and the office in Dubai Studio City. Throw in the odd external meeting and it really does mean spending a lot of time going from pointto-point. On one hand, this is a good thing because it means I can get on with things while sitting in a taxi, bus or metro train but, on the other, it means my already time-strained day could come under more pressure.

Looking back to EXPO 2020 gives me hope for the future, as it proved public transport can be the fastest and most convenient way to a destination. Had I opted to use my car to get to the EXPO site from where I live, it’d have taken me considerably longer going from door-to-door, whereas using the Dubai Metro and its ancillary services, meant a far more convenient, shorter and less expensive journey. I look forward to this becoming a reality to every destination, as Dubai’s infrastructure continues its evolution. Until next time, stay safe.

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Aldar announces launch of Louvre-branded residences

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It has been a good start to the year for rail enthusiasts in the GCC, hasn’t it? After what seems to have CONSTRUCTION

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Abu Dhabi Maritime breaks ground on several new marina and ferry station projects

the news front from the rail authorities in Saudi, UAE and Qatar, we are starting to see some real progress (Etihad Rail achieves 70% completion

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rate on Stage Two of UAE National Rail Network).

Hopefully we can start

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to see the different

Damac announces completion of roof slab works on Zada Tower

networks start to unite for a number of reasons.

The obvious being better trade and movement of goods across the region, assuming we can make that process as smooth as possible for companies. I also see rail as fundamental

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to enabling greener transport in the region.

It should also lower the costs for certain freight entering at ports and logistics hubs. On a personal note, I can’t wait to travel across the region as a train passenger – and, of course, I’ll be

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April 2022

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Residential

Tourism

Al Hamra announces $272m Falcon Island residential project

Saudi Crown Prince unveils new mountain tourism project 01

Al Hamra has announced a new luxury villa project, Falcon Island. The islandbased freehold residential project will be developed at a cost of $272m and is said to reaffirm the future development plans and vision of Al Hamra and Ras Al Khaimah.

The project will take shape in the Al Hamra Village residential community.

It will offer a secure, exclusive and vibrant community designed for private living, staycations and holidaying. The island community can be reached by land and sea, with ample parking spaces for cars and docking facilities for boats and yachts, said a statement.

Falcon Island is set to be completed within two years and will be implemented in phases. The North Island will be unveiled as Phase 1 consisting of 240 villas, ranging from two to seven-bedrooms. The villas offer 120 to 650sqm of living spaces with two to seven ensuite bedrooms, and perfectly blend in the green well-landscaped plots of up to 1,000m2, some with their own beach and private pools.

“The Falcon Island project is designed to bring an extraordinary take on an everyday essential offering exclusivity in every way.

This is in alignment with Al Hamra’s vision of bringing many firsts and bests to Ras Al Khaimah supporting the emirate’s economic growth, tourism strategy and livability agenda,” said group CEO Benoy Kurien.

02 ‘Trojena’ is set for completion in 2026 and is taking shape in a region in the Kingdom that is known for its peaks, reaching up to 2,600m above sea level.

April 2022

01 Falcon Island will be delivered in phases, with Phase 1 comprising 240 villas ranging from two-to-seven bedrooms. The project is being developed at a cost of $272m.

A new global mountain tourism destination has been unveiled by His Royal Highness Mohammed bin Salman, Saudi Arabia’s Crown Prince and Chairman of the NEOM Company Board of Directors. ‘Trojena’ is said to be part of NEOM’s plan and strategy to developing the tourism sector in the region. The project is set for completion by 2026.

Trojena is situated in the centre of NEOM, 50km from the Gulf of Aqaba coast, in a region that is said to be characterised by a mountain range with the highest peaks in Saudi Arabia at approximately 2,600m above sea level. The

02

meconstructionnews.com

On Topic | 9

region boasts clean air, beautiful landscapes and climatic diversity, where temperatures drop below zero in winter, while the average temperature throughout the year remains 10-degrees Celsius lower than other cities across the region, a statement from NEOM said.

Explaining the project, the Crown Prince noted, “Trojena will redefine mountain tourism for the world by creating a place based on the principles of ecotourism, highlighting our efforts to preserve nature and enhance the community’s quality of life, which is aligned with the goals of Kingdom Vision 2030.”

“Trojena will be an important addition to tourism in the region, a unique example of how Saudi Arabia is creating destinations based on its geographical and environmental diversity. This forward-looking vision will ensure mountain tourism will be another revenue stream to support the Kingdom’s economic diversification, while still preserving its natural resources for future generations,” he concluded.

03

03 400 apartments comprising studios, one-, two- and three-bedroom units, in addition to five penthouses make up the Louvre-branded residences offering by Aldar.

Residential

Aldar announces launch of Louvre-branded residences Aldar Properties has announced what is billed as a world-first partnership with Louvre Abu Dhabi. The deal will see the world’s first Louvre-branded residences take shape on Saadiyat Island.

The residential project will feature 400 apartments including studios, one-, twoand three-bedroom units, as well as five exclusive penthouses.

Located within Saadiyat Grove, Aldar’s $2.27bn landmark destination on Saadiyat Island, the residential project will boast meconstructionnews.com

unparalleled views, designs, spaces, amenities and services. Designed for distinction and sophistication, every apartment at Louvre Abu Dhabi Residences will be finished with interior fittings and fixtures and built-in home appliances of choice from world-renowned brands, said a statement from Aldar.

The residences will be the most soughtafter in Abu Dhabi once handed over to residents in 2025, the developer added.

“Louvre Abu Dhabi Residences at Saadiyat Grove is our response to the demand for a premium residence that echoes the values, quality, and timelessness of the cultural powerhouse that is Abu Dhabi. The neighbouring Guggenheim Abu Dhabi and Zayed National Museum, Louvre Abu Dhabi Residences represent the pinnacle of art, culture, and design, tailored, and delivered for the ever-discerning homeowner. Through our partnership with the Louvre Abu Dhabi, we will build and deliver the ultimate lifestyle offering and residential product to match the world-famous institution and architectural masterpiece,” said Aldar Development CEO Jonathan Emery.

Spanning an area of 242,000sqm, Saadiyat Grove will boast immersive retail, entertainment, and leisure spaces. Including the newly launched project, Saadiyat Grove will feature approximately 3,000 residential units, two hotels and co-working spaces for new enterprises and start-ups, the statement added.

April 2022

10 | On Topic

New Appointments

SSH hires new architecture directors focused on design and delivery SSH has announced Shane Lahiff and Sami Abou Merhi as architecture director for design, and architecture director for delivery respectively. Working with their respective teams, Lahiff and Merhi will focus on design quality, design management, as well as improved efficiency, resulting in greater client satisfaction and business growth, SSH said.

According to a statement from the architecture firm, Lahiff has over 15 years of diverse project experience and has led design projects across the GCC, the United Kingdom and Ireland. He joined SSH in 2016 and has played a key role in expanding the company’s design portfolio across the region, specialising in large-scale, mixed-use, master planning and hospitality projects.

04

He is said to have collaborated with leading international brands, delivering hospitality projects in Oman, KSA and Bahrain. He is a graduate of Dublin School of Architecture and holds a professional diploma in architecture from University College Dublin.

New to SSH, Merhi is said to have led the design on many competitions and projects over 20+ years. Having worked on every aspect of projects design, from concept to implementation, his experience, passion and creativity have ensured the success of many prominent projects across different countries, the firm noted.

His portfolio spans several sectors including hospitality and resorts, mixed-use, high-rise, healthcare, cultural and residential.

Having worked with international firms at managerial positions, he brings a deep knowledge of the GCC and European markets, coupled with a wealth of experience in the architecture field with a hands-on approach, the statement concluded.

05

Residential

04 Shane Lahiff, architecture director for design (left) and Sami Abou Merhi, architecture director for delivery (right) aim to improve design quality and delivery at SSH.

Danube launches 1,000 unit affordable housing project in Dubai Danube Properties has launched Pearlz, an affordable housing project featuring 1,000 apartments. The $82m residential project will feature retail and recreational facilities and will take shape in the Al Furjan area, close to Ibn Battuta mall.

According to a statement, Pearlz is the first real estate project to be launched in the UAE this year and the second by the group within five months.

The developer noted the apartments feature foldable wall-mounted beds, which convert the living room into a bedroom.

Danube said this effectively creates an extra bedroom, converting a one-bedroom hall

April 2022

meconstructionnews.com

On Topic | 11

Construction

Damac announces completion of roof slab works on Zada Tower

apartment into a two-bedroom apartment and a studio to a one-bedroom apartment.

“This is in response to growing demand for affordable quality homes in Dubai, as the market remains under-served. We have carefully designed each home to offer maximum value per sqft, keeping in mind the need for space in each family,” said founder and chairman Rizwan Sajan.

Sajan noted the project differs from the norm as it boasts several luxurious elements including multiple amenities.

“Among other perks, a three-bedroom apartment comes with a private pool, three parking spots for a three BHK apartment and a balcony – this is not available in most villas and townhouses. It also offers key amenities such as kids pool, toddler pool, health cub, party hall, outdoor seating, shaded Yoga area, jacuzzi, sauna, barbeque area, kids outdoor play area, jogging track, outdoor party area, landscape with water features,” explained Sajan.

The successful completion of roof slab concrete works for Zada Tower has been announced by Damac Properties. Although the balance superstructure works including the top roof and parapet were slated for completion in March 2022, works were completed ahead of schedule in December 2021, Damac explained.

According to a statement, approximately 23,910cu/m of concrete and 4,402 tonnes of steel were used to complete the superstructure works, while 580,840 man-hours were so far invested into construction works.

Strategically located within a masterplanned community in Business Bay, the

06 Damac says that approximately 23,910cu/m of concrete and 4,402 tonnes of steel were used to complete the superstructure of Zada Tower.

26-storey Zada offers amenities such as a swimming pool, a children’s playground and a fitness centre, among others. Owing to its location in one of Dubai’s most buzzing neighbourhoods, residents will be close to the best shopping, dining, and entertainment experiences in their vicinity, the developer noted in its statement.

“The milestone achievement and quick turnaround time on the project is a testament to Damac’s perseverance and commitment to deliver projects ahead of schedule, despite the challenges presented by the COVID-19 pandemic,” stated Niall McLoughlin, senior vice president at Damac.

Zada’s milestone achievement coincides with a property market rebound currently taking place in Dubai. The real estate sector has witnessed an exceptional growth in sales transactions in terms of volume and value in the past few months, McLoughlin concluded.

06

05 Pearlz is being developed at an investment of $82m and will feature 1,000 apartments, as well as numerous amenities.

meconstructionnews.com

April 2022

14 | On Topic

Cairo Market Overview 2021 JLL reviews the supply and performance of the residential, commercial, hospitality and retail sectors in Cairo, Egypt 2021 saw the completion of around 19,000 residential units, bringing Cairo’s total residential stock to around 227,000. Almost 29,000 units are expected to be delivered in 2022, with most of the projects located towards the east of the city. That said, the recent spikes in the costs of labour and construction materials may lead some developers and owners of projects to delay delivery to prevent cost overruns.

In Q4 2021, average residential prices saw annual increases of 7% and 8% in 6th October and New Cairo, respectively. This was largely reflective of a combination of improved demand fundamentals on the back of developers continuing to offer favorable payment plans, as well as Egypt’s soaring inflation (it reached almost 5.3% last year, as estimated by Oxford Economics).

In annual terms, rents dropped by 1% in 6th October and increased by 2% in New Cairo in Q4 2021. Looking ahead, given that approximately 50,000 employees are anticipated to gradually re-locate to the New Administrative Capital (NAC) in the coming years, this should translate into higher levels of residential demand in New Cairo.

Fueled by surging inflation, recent residential price increases may dampen sales activity in the short term – albeit this is likely to be more than offset by higher investor demand due to expectations of further price growth. On balance, we anticipate that April 2022

residential prices will remain on an upward trajectory over the next 12-18 months.

Commercial Supply & Performance

Around 253,000sqm of office gross leasable area (GLA) was delivered in 2021, bringing Cairo’s total office stock to 1.6m sqm. Over 257,000sqm of floorspace is expected to be handed over this year, the majority of which comprises grade A space in New Cairo.

2021 was a better year for Cairo’s office sector as multiple, previously-delayed leasing deals were finalised. We also saw higher demand from local companies, which broadly tend to show preference for lower quality space. With activity from such firms dominating in 2021, it’s unsurprising that overall demand was largely for smaller fitted-out grade B offices. Meanwhile, bigger local companies and blue-chip corporates continued to favour high-quality grade A shell & core office space.

In Q4 2021, asking rents in Cairo remained stable quarter-on-quarter at $325 per sqm per annum and were up 1% when compared with the corresponding part of 2020. At 10%, the capital’s office vacancy rate in Q4 2021 was slightly higher than the same period of the preceding year (9%).

In Cairo, authorities have been cracking down on the use of residential units as unlicensed offices. Going forward, we expect some of this demand to be re-directed towards meconstructionnews.com

On Topic | 15

meconstructionnews.com

April 2022

16 | On Topic

Cairo Office Supply

Cairo Retail Supply

1.6m

257k

1%

2.5m

238k

2%

Total stock (sq m GLA)

2022 deliveries (sq m GLA)

Average rental rates change

Total stock (sq m GLA)

2022 deliveries (sq m GLA)

Average rental rates change

Cairo Residential Supply

227k

29k

Total residential stock

Expected 2022 deliveries

licensed office buildings – albeit such firms by-and-large prefer grade B or lower quality offices. Demand for good quality flexible offices is also expected to continue to grow; in anticipation of this, landlords of grade A offices are showing greater interest in leasing space to local, regional and international coworking space operators.

Furthermore, 2022 is set to see the beginning of operations within the government district of the New Administrative Capital (NAC). Eventually, we expect this to stimulate greater levels of activity within New Cairo and the New Administrative Capital (NAC), as a steady stream of companies working with the public sector relocate there to be in closer proximity to their clients.

Hospitality Supply & Performance

Around 250 keys were delivered in 2021, with Hyatt Regency West Cairo being the only hotel completed. At the end of 2021, Cairo’s total stock stood at around 28,000 keys. In 2022, around 900 keys are planned to be delivered.

Hotel performance was better than expected in the second half of 2021, as conferences held across Cairo’s hotels for business purposes lent support to the sector.

We also saw a partial recovery in travel as international flights to and from Egypt’s airports increased by 146% in December 2021 when compared with the same period of the preceding year – albeit from a very low base.

April 2022

7% Average sale prices

-1%

8%

2%

Average rental rates

Average New Cairo sale prices

Average New Cairo rental rates

Cairo’s hotel occupancy rate registered 48% in the YT November 2021 – significantly higher than the 28% outturn in the corresponding period of the preceding year.

Over the same period, average daily rate (ADR) reached $93 – 17% higher year-on-year and nearly at pre-pandemic levels. As a result, revenue per available room (RevPar) doubled to $44 in the YT November 2021. It is also worth highlighting that hotels in Egypt were given the go-ahead to operate at full capacity in October 2021.

We remain optimistic about the nearterm outlook for Cairo’s hotel sector.

Major operators, such as IHG hotels and Accor, have been signing up to launch 5-star and branded hotel apartments to bring differentiated offerings mainly towards New Cairo and the New Administrative Capital (NAC), which demonstrates the level of confidence that industry players have in the future of the capital’s hospitality sector. In addition, government efforts to renovate key tourist destinations and hold mega-opening ceremonies every six months is expected to further improve Cairo’s attractiveness as a travel destination.

Retail Supply & Performance

With the addition of 116,000sqm of retail floorspace last year, Cairo’s retail stock reached 2.5m sqm. Most of the retail completions in 2021 comprised community malls in New Cairo. Almost 240,000sqm of

retail GLA is expected to enter the market by the end of 2022. The majority of upcoming strip retail and community malls are located in West Cairo, while the regional and superregional malls are in New Cairo.

Retail was among the better performing sectors last year, with both demand and new project launches partly rebounding. We also observed landlords introducing new F&B, entertainment and ‘edutainment’ concepts to attract footfall and increase visitor dwell time within their developments.

In terms of performance, secondary mall rents saw an annual increase of 2% whilst primary malls saw no change. Average vacancy rates reached 13% in Q4 2021 – up from 11% in the preceding three months. In the short-term, average asking rents in Cairo’s retail market are anticipated to increase in-line with annual escalations, which are linked to inflation, built into most lease contracts. Moreover, landlords are expected to continue to offer incentives such as contribution towards capital expenditure for store fitouts and greater adoption of a revenue-share model.

Going forward, retailers are anticipated to benefit from growing consumer spending in real terms over this year and next – albeit at a slower pace. Nonetheless the uncertain economic climate is expected to lead to consumers reigning in spending on nonessential goods in the short-term, which could have repercussions for high-end fashion and luxury stores. meconstructionnews.com

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18 | On Topic

01 Obada Adra is associate principal at CallisonRTKL.

Obada Adra

“The need now is for productive living environments with the technological infrastructure to support residents”

01

April 2022

Over the past few years, homes in the Middle East experienced a dramatic shift in expectations. People spent more time at home for both business and leisure purposes with the residential market adapting to promote fluidity, flexibility and authenticity. Homes are now serving hybrid lifestyles and provide space for productivity and relaxation. Apartments, villas and communities across the region have become some of the most important buildings in urban areas with increased focus on how to stimulate dynamic lifestyles.

Indeed, people quickly realised that a well designed home had a plethora of benefits.

When crafted correctly, the home can become an attractive work environment without the stress of the commute. Time saved in the car could be better utilised in personal development, fitness or hobbies completed at home. Now in a post-pandemic world, the brief for the home is changing still as people hold dear to their newly discovered freedom and want to incorporate the best the home can offer into their daily lives.

Moving forward, the residential market and the demands on the home have undoubtedly changed. Throughout the region, people are demanding a more dynamic lifestyle offering that caters to new hybrid working styles and provides greater community and cultural connection. A blueprint is being developed for new buildings that will be more hybridised with changeable systems, structures and modules that can be adapted to suit the evolving needs of the market.

The need now is for productive living environments with the technological infrastructure to support residents.

Consequently, a new era is driving hybrid lifestyles and hybrid working cities. Residents are working, exercising, shopping, learning and meeting in more unexpected ways, which are now being dictated by purpose and convenience rather than demand. For example, coffee shops are popping up in offices, ghost kitchens in hotels and healthcare services in apartment building. As these lines continue to blur, a different set of residential amenities are emerging and bringing with them buildings that will play a more active role in the health and wellness of those that inhabit them.

Three new concepts are driving residential development: The Home of Things

The ‘Home of Things’ (HoT) refers to the physical objects within the home that are embedded with sensors, processing ability, software and other technologies that connect and exchange data with other devices and systems over the Internet or other communications networks. Innovative technology in a fully integrated HoT allows endless opportunities for improved home performance and convenience. Connected and controlled through a resident’s mobile device, the HoT could support amenities by tracking, measuring and improving personal energy usage and well-being. Biometric data meconstructionnews.com

On Topic | 19

gathered here could then be shared with inhouse practitioners or resident nutritionists, counsellors, and other health professionals that could rotate through a new type of hyperlocal medical office or telemedicine pods that are built into the offer.

Residential x Hospitality x Healthcare

New attitudes about health, wealth, and family are transforming an industry that formerly defined by medical care and home equity.

Seniors are delaying entering interdependent living, choosing to age-in-place and increasingly demanding more urban settings and connections to communities and culture.

As residents, they want an inner-city lifestyle, impressive amenities, luxury services, superior care, varied culinary options, and resort-like experiences where they can grow and thrive as aging individuals.

Spaces that allow their lifestyles, hobbies, and pets to move with them – where they can feel at home, host others, and gain access to improved convenience and care.

meconstructionnews.com

To attract the booming elderly population, development is moving in a new direction towards brand residences and a lifestyle product that blends residential operations with a hospitality approach that is based on a professionally managed rental model. These models will focus on holistic health, community integration and mixeduse opportunities, incorporating senior

When crafted correctly, the home can become an attractive work environment without the stress of the commute”

wellness programs across education, exercise (both instructor and technology led), health, nutrition and intergenerational connection.

The Hybridised model or a ‘Universal Building’

There is a need for the new building typology to feature shared uses that come together to form a hub for a community of creatives, who blend living with working and socialising.

The ‘Universal Building’ allowing for flexible development strategies to take shape over time. With the ability to easily shift the program mix, this supports a city’s strategic goals in that it offers innovative housing and workplace options for an evolving and diverse community. It refers to a framework building with changeable systems, structure, and modules.

This flexible platform can adapt program uses based on needs. From the column grid to carefully considered floor-to-floor heights, the building will easily shift between residential, office and social spaces.

April 2022

20 | On Topic

01 Gavin Comerford, projects director at CHI SOL Investments Limited.

01

April 2022

Gavin Comerford

“While Dubai’s highend real estate sector is a rapidly growing niche, it’s not something just anyone can develop” Over the years Dubai has established itself as a luxurious, modern and stable destination for the well to do and the famous. As a result, an increased number of high-end investors have started to look at Dubai as a hub of opportunity and stability in recent years.

Numerous celebrities - including the likes of Brad Pit, Madonna and Giorgio Armani - had already invested in Dubai’s real estate market prior to the pandemic. More recently, the mega wealthy have begun relocating not only their families but also their businesses to Dubai, and more are expected to come, with the UAE Central bank forecasting a 4.2% GDP growth for 2022 - double what was achieved in 2021. As the number of investors rises, so are the high-end luxury real estate market opportunities.

New buyers in Dubai’s real estate market are not merely investors, but end users looking to set down their roots. In looking for a property which is meant to become a home, these individuals are looking for ultra-luxurious properties with ample space for their families, to entertain guests and even host extended family in some cases. In the last few years, there has also been increased demand for turnkey properties which are already fully furnished buyers want to be able to show up with only their luggage to a house which is already equipped with everything they might need.

While Dubai offers several luxurious property options, this is still a severely underdeveloped segment with limited supply

available. This is something that’s evident when you consider the notable growth in the prices of ultra high-end properties. According to a recent study done by Knight Frank, ultrahigh-end properties saw an exponential increase of 44% in 2021.

Despite the increase in property rates, Dubai’s real estate market still outperformed most global property markets including Paris, London, New York and Hong Kong. According to the annual transaction report issued by the Dubai Land Department, 84,772 transactions were recorded during 2021, representing a value of nearly AED300bn ($82bn).

Changing Demographics

Of late, the demographics of affluent individuals looking to relocate to Dubai has also shifted. Previously, Asian and British citizens were the most widespread high-end investors in Dubai, but this has begun to change, with more buyers now coming from Central and Eastern Europe. The shift in new nationalities looking to invest in Dubai comes as individuals seek a safe and stable country to put down their roots.

No country was left unscathed by the pandemic, however, the way the United Arab Emirates handled the situation made the wealthy take note. Throughout the pandemic the country was open for business, PCR tests were readily available with quick turnaround times, vaccines were quickly rolled out to residents, and although there was a lockdown, meconstructionnews.com

On Topic | 21

it was brief and even the country’s tourism sector opened quicker than most. Despite the challenges the country faced, it found ways to support residents and businesses throughout the pandemic – this is something that the global community took note of.

In addition to its notable response to the pandemic, Dubai has put numerous new policies in place to make the emirate more appealing to investors. Being an income tax free country was already a great start but evolving its Foreign Ownership Laws and introducing the 10-year visa, also known as the ‘Golden Visa’, helped make the emirate an even more attractive and secure destination.

The new law allowing investors to apply for a Golden Visa via an AED10 million investment allows even greater accessibility to the country for the affluent, while new flight routes and more direct flights to Dubai have also made a significant difference.

One of the significant challenges in accommodating this market segment is the ability to acquire land in affluent areas. For meconstructionnews.com

example, Hillside at Jumeirah Gulf Estate has only 20 mansions available with limited room for expansion in the same area and most of these units have already been sold. Waterfront properties, which are very popular in the eastern European market, are also limited and new arrivals to Dubai are often sceptical about moving too far inland. In addition, some buyers are not interested in off-plan

According to a recent study done by Knight Frank, ultrahigh-end properties saw an exponential increase of 44% in 2021”

properties - they want to see the final product, meaning the turnaround time from acquiring land, construction to having it furnished needs to be quick without compromising on quality.

EXPO 2020 Dubai has also helped create more awareness of ‘new Dubai’ and has aided accessibility to the broader emirate.

However, there is a need to develop more affluent communities within Dubai, along with the necessary infrastructure to accompany it including schools, medical facilities and retail areas.

While Dubai’s high-end real estate sector is a rapidly growing niche, it’s not something just anyone can develop. It requires large investments and a full-fledged team who can deliver a quality 360 solution to buyers.

This being said, it is a profitable sector with growing opportunities for those able to enter the segment. Going forward, the United Arab Emirates, specifically Dubai, will continue to attract high net worth individuals to its shores, increasing the demand for ultra-high end luxury villas.

April 2022

April 2022

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In Practice | 23

Local Becomes World-Class When Bainona Engineering Consultancy (BEC) won the title Structural Engineering Company of the Year at the 2021 MEC Awards, it hallmarked the company’s transition from regional player to a business epitomising international best practice. We decided to get the inside story on this Abu Dhabi firm where project quality has always been second nature…

To understand a business well-known for its government liaisons and signature public and private sector projects, Paul Godfrey spoke to its top management team, comprising CEO and managing director, Eng. Raed Ahmed Al Fakhouri; technical director, Dr. Eng. Khaled Mahmoud Ahmed; design director, Eng. Qusai Ghassan Awad; and contracts manager, Ahmed Al Fakhouri.

First things first. How would you describe the company’s role in terms of helping develop the future vision of the UAE, given that Bainona is responsible for such a rich cluster of government and public sector developments? Qusai Ghassan Awad replies that, “The way we see ourselves aligning here is that we are constantly seeking out particular developments that, in our mind, serve a key purpose for the meconstructionnews.com

future of this country. So, for example, in Abu Dhabi’s declared vision, there is a clear focus on three verticals in particular, namely: logistics, agriculture and manufacturing and the government gives each of these a special emphasis. From our point of view, it makes sense to look at project openings in these sectors, where we know there will be strong activity.”

“To cite a prime example, for logistics, we have been working particularly with KIZAD, the integrated trade, logistical and industrial hub, where some of the most progressive logistics pioneers are located.

Meanwhile, in the area of agriculture, we have worked with Madar Farms, one of the leading Dubai agricultural companies and the world’s first commercial-scale, vertical, indoor tomato farm that uses only LED lights for all its crop growth. We want to be very

01 BEC CEO and managing director, Eng. Raed Ahmed Al Fakhouri (centre) technical director, Dr. Eng. Khaled Mahmoud Ahmed (left), design director, Eng. Qusai Ghassan Awad (right).

April 2022

24 | In Practice

much at the cutting-edge of that kind of AgriTech,” he explains.

“Plus, I should also say that not only do we work on these projects, but we then play a role in pro-actively promoting them in any way we can. So, if we see similar briefs or competitive tenders out in the market, we make sure to mention that ‘this can be done, because we’ve already delivered something very similar’ - in other words, we always aim to motivate other like-minded businesses.”

Technical director, Dr. Eng. Khaled Mahmoud Ahmed adds, “We’re very used to working with these advanced projects, which are often fully bespoke and one-of-a-kind.

Take for example, the Al Ain Space Research

02 A resort located at Ayia Thekla Beach, which is in the centre of Ayia Napa, Cyprus. The design and massing of this project are inspired by the shape of the coral reef, which forms the hotel block.

03 The National Space Science and Technology Centre (NSSTC) at UAE University is a new space district in Al Ain. It is considered the first building housing satellite assembly, integration, and testing facilities.

02

Centre, which as everyone knows, plays the role of an incubator of research, innovation, and development in space sciences. It raises the bar very high in terms of both concept and delivery. I’m delighted to say we did the concept approval within three months!

Through-out, we worked very closely with the commissioning authorities, who fully supported us because it was the first time they had liaised with anyone on a project of this kind.”

He continues, “Needless to say, this style of work means precisely following all the relevant international building codes, which are critical in terms of securing an effective delivery. Here, we were really put to the test, because after we completed the project, the client decided to bring in a third party to check if we had delivered what we promised.

They called in no less a name than Airbus, famous for being a global business that sets many of the standards by which aviation and space technology are benchmarked. However, Airbus were astonished that we were on-time and could deliver with this high quality!”

Innovation as a Market-Maker

03

April 2022

Is it the case that, given the credentials of working on these highly progressive projects, BEC sees itself as an innovator? Is this one of the factors that have enabled the company to align so well with a variety of government departments over the years?

Dr. Eng. Khaled Mahmoud Ahmed responds, “Yes, it is, and our commitment to new ways of working and to exploring new approaches has been instrumental in our opening up completely new markets. For example, we saw a long time ago that in Abu Dhabi, there was very much an established way of doing things when it came to creating new developments: you simply demolished the old buildings and built new ones. But we saw this was very wasteful and couldn’t go on.

So we decided to focus on how to repurpose buildings. Today, we have become one of the region’s leading specialists in doing this. To re-plan and blueprint, we use the full range of new reality capture technology - external and internal scanning, BIM, and so on. We create a 3D model and can redesign the building meconstructionnews.com

In Practice | 25

04

in a way that will be more cost-effective, saves power and contributes to far better sustainability. This has enabled us to work with new clients who often don’t know how to work with the assets they have.

“Plus, this also opened a door to the government - reviewing existing buildings such as schools, mosques, municipal buildings, etc. - and as a result, we are the No.1 consultant doing this kind of job.”

04 The project proposes a design concept proposal for a serviced apartment development for plot G14 located in Masdar City, Abu Dhabi. It has a plot area of 7,308sqm and is in a prime location.

Changing Standards and International Benchmarks

Qusai Ghassan Awad argues that, at the same time, there has been a big change in the guidelines and the best practice standards that businesses are required to work to.

“For example, at first, Abu Dhabi decided to follow international guidelines, but then created their own regional codes. The idea is that Abu Dhabi then sets the international best practice standards: no longer following trends, but leading the way.”

He says, “It’s also because we never compromise towards supporting these ideals that we work effectively with government. meconstructionnews.com

We’re setting the pace when it comes to renewable energy and how to ensure the durability of components that have to endure a very harsh climate”

We constantly keep in mind two factors: quality and timing. With the first - quality we go to great lengths to manage everything we do directly and keep all the main tasks inhouse. We never outsource the key parts of our business (MEP, surveyors, QS’s, interior designers, etc.) so we can manage every step in-house. The government, for example, will always looks for someone who takes full responsibility for what they do, so this is a major competitive advantage for us.”

“I should also add”, says Dr. Eng. Khaled Mahmoud Ahmed, “That because we have high quality and high standards - and we finish on time - we don’t face claims from the client. We bring expert supervision teams to all our projects and avoid the potential damage of last-minute claims which can seriously hold up any project’s completion. This kind of factor is noted by the government. In fact, overall, there is a strong sense of mutual respect in the way we work with government.”

Life since the Pandemic?

It’s very much an ongoing debate within April 2022

26 | In Practice

the design, contractor and engineering communities whether or not the pandemic has actually impacted the style and function of what clients are asking for: has it actually resulted in space being plotted any differently when a project is first blue-printed?

CEO and managing director, Eng. Raed Ahmed Al Fakhouri explains, “There is still no clear regulation to change the design element. Rather, the approach now is to create temporary buildings to cover the shortterm needs. The authorities haven’t given us any fresh direction to change the design of airports, mosques, and so on. However, there are some changes that we ourselves have pushed through, which reflect new, intelligent styles of behaviour: one example that I like to give is that when we design elevators, and think about the elevator lobby, there are no longer any push button controls. We’re designing for a new world where these things can’t be taken for granted any more.”

When it comes to other key trends, is there a trending regional style here in the UAE? Contracts manager, Ahmed Al Fakhouri believes, “This is a country for all people, so there isn’t so much of an emphasis on regional design styles or values. However, there are some projects where they will keep a traditional style and combine it with a ‘modern touch’. Broadly speaking, it used to be the case that everyone followed American or European designs. But now, it’s seen that the UAE leads the world, so there is more of an international focus on what ‘we’ are doing. For example, we’re setting the pace when it comes to renewable energy and how to ensure the durability of components that have to endure a very harsh climate.”

05

05 The 5 Star Rotana Hotel in Egypt is in Al Giza, Egypt in front of the Nile.

Its design was directed to achieve maximum views towards the Nile side, while the remaining rooms faced the park in the opposite direction.

Bainona’s Next Chapter

“The next chapter for the company is the greater use of technology,” says Dr. Khaled.

“New technologies and new software which can save tons of time (a classic example is that you can save two or three days’ drawing time on even a small project, if not weeks).

Technology also drives data - it’s the ‘sleeping giant’ for any business, because it shows you what you are doing well, and where there are still improvements that can be made.”

April 2022

We are constantly seeking out particular developments that, in our mind, serve a key purpose for the future of this country”

“I also want to mention that our aspirations to grow, improve and set very high standards were rewarded recently when we won the Middle East Consultant Award for Structural Engineering Company of the Year. We competed with a cluster of global businesses, and we were the only local business to be considered for this award. I feel that one of the reasons we won is that, in our nomination, we presented a varied spectrum of work - from high-rise buildings, medical facilities, marine developments, industrial constructions to agriculture and even the big-name firms don’t work across such a broad area. The various client references also demonstrated the extent of our work and this was all recognised by the judges. We are immensely proud of this award because I believe it not only heralds what we have done and where we are headed, but to a large extent, indicates how the sector is changing rapidly.” meconstructionnews.com

Date

07 June

Venue

Dubai

DUBAI / UAE

Sustainable design, resilient transportation and empowered youth – the keys to a brighter future 07 June 2022

About the

Future of Architecture The second Future of Architecture Summit (FOA) will build on the breakout success of the inaugural edition with a captivating and insightful agenda that will be discussed and debated by some of the region’s best and brightest minds.

Insightful

Discussions The one-day conference will feature high quality dialogue and provocative discussions; we will be hosting leading names from across the region, providing a terrific opportunity to see how the realities behind the major debates are progressing.

The Summit will provide a platform for construction industry stakeholders to discuss a multitude of topics including future city requirements, net zero building design, resilient design strategies, future transport infrastructure, nurturing future talent and much more.

Along with a rich agenda, the summit will also provide unparalleled networking opportunities in full compliance with all local COVID-19 related regulations.

Networking

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This event presents you with an opportunity to connect with industry decision makers and influencers. There are several ways to sponsor, from interactive live polls to session background branding, and from lead generation campaigns to presentations.

Event Partners

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Thank you to all our amazing partners and sponsors for your support.

© 2022 CPI Trade Media. All rights reserved.

28 | On Site

Raising the Bar Jason Saundalkar speaks to WSP’s Mark Farley about key trends in the property and buildings space in key GCC markets, whether refurbishments or new builds are the answer and issues the industry should come together on

01

April 2022

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On Site | 29

The expectation of structures across geographies and sectors has evolved in recent years. This shift has been triggered by everything from the pandemic to a desire to make structures more productive or even lessening their impact on the environment.

As a result, firms with a proven track record of offering management and technical consultancy services on complex projects have been busier than ever.

Discussing how his business unit has fared in the key GCC markets of the UAE and Saudi Arabia, Mark Farley, managing director – Property & Buildings at WSP in the Middle East notes, “We’re pleased to be seeing comparable growth within our core GCC markets. This is bolstered by positive economic forecasts for the region, recent budget allocation announcements declaring healthy stimulus for the construction sector, and determined optimism as key GCC nations such as the United Arab Emirates (UAE), the Kingdom of Saudi Arabia (KSA) and Qatar embark on bringing their respective national visions to fruition.”

Discussing key trends in the UAE, he states, “Market trends tend to be more in line with making better use of existing building stock. As a result, we’re seeing a lot of opportunity around repurposing and refurbishment of existing assets. We’re confident there will still be major projects coming online throughout the UAE, but for the time being a large proportion of older building stock – such as malls and hotels – are approaching the 15-20-year-old mark. WSP’s Building Services team, headed up by Naji Zerbe, is proud to be involved in the preservation and regeneration of flagship structures, such as Majid Al Futtaim’s Mall of the Emirates, where our multi-disciplinary teams are helping MAF re-shape existing assets to be fit for purpose retail within the evolving future retail experience.”

Shifting to the KSA market, he says, “In comparison to KSA, the UAE’s construction sector in my view is a lot more mature. In saying that, I certainly believe that the sector in KSA will ramp up significantly in the next three to five years, as a lot of giga-projects projects and development portfolios take shape. We’ll be seeing a lot of these major pipeline projects hit the market and actually be completed at a much faster pace than what we meconstructionnews.com

01 WSP is delivering multidiscipline engineering services for The Red Sea Development Company’s Desert Rock mountain resort.

have witnessed in the UAE over the last couple of decades. The sheer scale and trajectory of greenfield development is exciting to be part of, but it’s worth adding that KSA does have a significant amount of pre-existing building stock in Riyadh and Jeddah, which could be earmarked regeneration in the future.”

Pressed about some of the major differences he sees between the two markets, Farley says that the UAE already has strong infrastructure facilities and systems in place to support its population base.

“It’s evident people-centric placemaking will remain a key tenet with the likes of Dubai Urban Master Plan 2040 and Abu Dhabi Economic Vision 2030 setting the tone for long-term transformation. It’s exciting times for KSA in this area too, especially as the nation looks to empower its homegrown population base. Compared to the UAE, there’s more work to do on the provision of infrastructure in the healthcare and education spaces. Despite this, current signals are extremely positive and the sky’s the limit as different sectors are brought in to the mix to transform each area of society akin to the pillars of Saudi Vision 2030.”

He adds, “I think the quality of the construction industry’s contractors is another difference in the Kingdom when compared to the UAE. Successful stakeholder collaboration and project execution is something that we as an industry need to focus on – certainly health and safety standards.”

“The sustainability ambitions in KSA are promising, particularly within the giga projects.

There’s a real built-in need to embrace climate at the core and design and implement developments that factor in things like bio-diversity, evolving climate, and circular outcomes. WSP is proud to be working on iconic packages within The Red Sea Project – Desert Rock mountain resort being a major one of these – where our teams are working to preserve and fully utilise the area’s unique environment and biodiversity.”

Discussing the UAE and Saudi markets in terms of how they might evolve in the next April 2022

30 | On Site

three to five years, Farley says both markets are known for not sitting still, as the respective authorities are intent on empowering their economies to remain globally competitive to drive future growth.

“The foundations for this growth are in place, and it’s going to be exciting to witness many key projects in KSA get across the line and start welcoming guests in the coming years. Most importantly, I’m looking forward to seeing the positive change within these countries as they reach their ambitions.”

Remaining Competitive

As structures age, new requirements or even issues may cause the structure to fall out of favor in the market. This then puts the onus on the owner/operator to either refurbish or demolish it and start from scratch. From a sustainability standpoint, refurbishments make the most sense however this isn’t always possible particularly if the cost and time for refurbishment is substantial and long term business viability of the asset is in question.

Asked about his views on refurbishments Farley explains, “In a market such as the UK, if you build a development and you change its use; you don’t demolish it unless it’s not fit for purpose or if for example you are replacing a 20-storey building with an 82-storey tower.

Whilst the Middle East is an entirely different market altogether, the point is that you should in principle be looking to reuse and refurbish what

03

April 2022

02

02 The consultancy is involved in helping flagship clients innovate and evolve existing assets for future retail experiences, such as Majid Al Futtaim’s Mall of the Emirates.

you have first and foremost. That’s not to say that you should never be building new builds because that’s not the answer either. My view is it’s a balancing act, and we should always be looking to reuse and refurbish buildings wherever possible.

In other words, you don’t knock them down – you make them better, you extend them, you change their use and create a new experience.”

Discussing whether complete lifecycle costs are being more seriously considered within the regional markets or whether it is still on a limited basis, Farley points out, “In general, I think there’s a lack of looking at overall lifecycle costs and making a decision based on payback and benefits other than just simply the capital expenditure of the initial development. I think there needs to be a lot more focus on this.”

He adds, “Every client organisation and project will have different requirements and probably be operated slightly different, so I don’t think it’s a theme specific to any particular client. I think as a region the Middle East needs to place a lot more emphasis on lifecycle costing rather than just looking at what you’re spending for the initial build and then selling an asset onward.”

Asked about what technology has the potential to impact the built environment in this respect, Farley believes digital twins are the key.

“The digital twin process has enormous potential to

transform the asset lifecycle by enhancing communication, efficiency and the integrity of construction data. Standardising and automating parts of our processes will mean we have more time to spend on other complex elements of project delivery.”

He continues, “Another key trend that will continue to emerge is modular construction and design for manufacturing. We’re seeing good examples in the region, and I think that’s a massive part of the industry going forward. A major benefit of modular is the sustainability breakthroughs, as well as the affordances it allows in terms of quality, time and control.

There’s also an HSE advantage to it by having less people on site, things being erected offsite, and availing so many different benefits to building within a controlled environment.”

“I also think the need for more innovation is one of the things that our industry has to be cognisant of. At WSP we want to try to look at different ways to do things, different solutions, and spend some real time on that. To remain a key player in the evolution of digital within our industry, we have to leverage innovation and break new ground to stay relevant to the emerging needs of our clients. The ultimate goal of this is design innovation and ingraining a ‘what’s next?’ approach to everything that we do.”

Key Takeaways

The UAE’s key markets of Dubai and Abu Dhabi kicked off their construction and property booms ahead of major markets in Saudi Arabia and other GCC countries. They’ve blazed a trail for others to follow and even learn from.

Asked about what learnings can be taken away from the key UAE markets, Farley remarks, “I think leveraging the best HSE practices and creating high performing teams should be front and centre, as well as delivering projects on meconstructionnews.com

On Site | 31

time to avoid programme delays and ensuring all stakeholders are working towards the same end goal. Creating and influencing the right behaviors but also providing empowering cultures that ensure the safety of people and the ability for project stakeholders to deliver efficient programmes and great projects is essential. A key focus for Property & Buildings will involve our head of Integrated Design Delivery, Russell Hughes and head of Integrated Construction Delivery, Graham White driving progression in these areas.”

With regards to how buildings can be made more sustainable, Farley believes starting on the right foot is essential. “Setting the highest standards for what’s being developed is a crucial starting point, as well as embedding a long-term vision without being too driven by cost in the short term. It should be driven by value – if we value the environment it’s about incorporating this as a high value item within as many aspects of a development as possible and making sure it’s clear within the standards set and adhered to.”

“There’s so much work we can do in this space, but from WSP’s viewpoint this is

03 Mark Farley, managing director – Property & Buildings at WSP in the Middle East.

04 Desert Rock integrates architecture with nature and comprises 48 villas and 12 hotel rooms integrated neatly into the mountainscape.

We should always be looking to reuse and refurbish buildings wherever possible.

In other words, you don’t knock them down – you make them better, you extend them, you change their use and create a new experience”

something we are committed to influencing via our Future Ready mindset. We’re committed to setting the standards and raising the bar in the areas of climate, energy, and decarbonisation of the built environment. This ambition is set to grow in 2022. As we establish a new Future Ready lead to continue to drive the agenda with our clients, we need to continue the ‘What’s Next?’ mindset that is embedded in WSP.” Sharing his thoughts on what the industry should come together on, Farley says, “Addressing the climate challenge and combatting carbon in the built environment is a subject we should be taking seriously and setting the highest standards in as many ways as possible. It’s clear we need to massively improve future building stock by reconsidering how to minimise carbon of buildings both in the way they are built and the way they are used and operated.”

He concludes, “Our multi-disciplinary teams are working to combine front-end strategic advisory with high-quality technical delivery in order set the standard for industry innovation in this area, which in turn will help achieve client ambitions and limit the impact of climate change whilst addressing environmental concerns.”

04

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April 2022

32 | In Practice

Keeping Our Family Together Running a large corporate as if it’s a family has been an elusive dream for many leading organisations. Here, Paul Godfrey finds that Omnium International have not only achieved that goal, but continually see it reaping powerful rewards in terms of staff wellbeing

01 Patricia Crilley, director of HR, Omnium International.

April 2022

With more than 50 years’ experience and serving the GCC, Europe and the UK from five international branch offices, Omnium International certainly has the resources and skillsets to put in place a highly sophisticated corporate wellness programme. Yet, as Patricia Crilley, director of HR, observes - “That very corporate approach is the opposite of what we want at Omnium. We believe that if we incorporate a collective and statistic approach, individuality can easily be lost. Although we do align our people with our corporate values, we also take a genuine and authentic interest in each and every individual. Everybody’s story is different, therefore how can a ‘one stop shop’ tailor to these differences? Wellbeing and wellness is extremely high on our agenda therefore it is something that we continually look at improving and evolving - but it is very important to us that we look at it for the right reasons and not because we want to boost statistics that don’t actually benefit our staff”.

“We could have easily introduced a more formal, statistic-driven mechanism with regards to our staff and their wellbeing and wellness, but instead we made the strategic decision to introduce many less formal initiatives, incorporating a broader range of options, as what we know is what works best for one person may not work for another. We all have our own personal journey towards wellness, so it would be wrong of us to try and force everyone down the same route.

Some of our initiatives are very simple, but have turned out to be extremely positive. For example, every week we arrange for fresh fruit to be delivered to all our staff across the UAE. Although we have been doing this for a number of years now, it surprises me that on ‘fruit delivery day’ we still feel a little buzz around the offices. The fruit is not only a great way to encourage and help us to work towards eating our five a day, in some instances it is an opportunity to connect to those around us. And for me personally, it certainly directs my attention away from the sugary snacks I meconstructionnews.com

01

meconstructionnews.com

April 2022

34 | In Practice

would have normally reached for when the mid- afternoon slump hits!”

Although Omnium is a multi-national company, the family culture is very much as alive as it was when the company was established in the UAE over 26 years ago.

Crilley states, “We don’t do this consciously and it may sound like a cliché, but this family culture is at the heart of the company and we have no intention of letting it be any other way, we embrace it. Like any other family, it is the little things that matter; great open two way communication, never forgetting a birthday or work anniversary (Omniversary), welcoming a new child into the world or celebrating each others successes. I believe that we excel in these areas - not because it’s a target, or because the numbers look good, but because we care.”

She adds, “The Omnium family doesn’t stop at the employees of the organisation, it also extends to their families. I believe that I speak for most of our staff when I say that one of the highlights of our yearly calendars is the Omnium Family Day. We book out an events area in one of the hotels and the whole extended Omnium family are invited to get together, spend time with each others’ families and enjoy some great food, drink and entertainment. It is a wonderful way for us to get to know each other’s families.”

Building Careers

Does this personal, family culture have a more formal side, where the same strong outreach translates into a professional advantage?

“Absolutely! We have an initiative ‘The FUTURE (Furthering and Unleashing Talent Utilising Resources and Education) Programme’, which purely focusses on education, training, development and knowledge through several different methods or opportunities,” says Crilley. “For example, we have a fully structured APC program, which gives full support, guidance and mentoring to all of our staff who wish to commence - or are already in process of working towards - obtaining their RICS (Royal Institution of Chartered Surveyors) Professional membership. In addition to this, we conduct frequent Continual Professional Development April 2022

02

02 Crilley notes that 25% of the firm’s workforce has been with them for over five years, while a significant number has also exceeded 10 years.

(CPD) sessions which are available for all of our staff to attend. Our staff also have the opportunity to recommend what our CPDs feature and if they are feeling brave enough they also get the opportunity to conduct their own CPD for their colleagues to attend.”

She says, “One of the facets of FUTURE that I’m most proud of is the company sponsored and supported Quantity Surveying Post Graduate Program that we offer in partnership with Heriot-Watt University. Our non-technical staff all have the opportunity to embark on this program, with the option to continue their studies further with the Master’s Program.”

“This year we have had our first three successful graduates, and we were extremely proud to see them all successfully complete the Master’s program. This shows amazing determination, as not only did all three of them work full time throughout their studies during a pandemic, two of them are women

with young children who also had to juggle home schooling. It’s extremely rewarding to hear their testimonials saying “you’ve changed my life” or “you’ve given me what I could only dream of” but as I keep reminding them, they did the hard work - Omnium only gave them the opportunity.”

“The FUTURE Program isn’t inclusive to just Omnium staff, it also includes the wider community such as local schools, colleges and universities and Paying it Forward’. For our high school students we provide opportunities for them to spend ‘A Day in the Life of a QS’ creating awareness that Quantity Surveying is a valuable and satisfying career, whilst also exposing them to vital work experience and educating them on how they can achieve their goals at a critical point in their education.

We also give college or university students the opportunity to join us on a placement or internship, helping them either in their decision-making process for their future education plans or to support them through their university education. These programs are received well not only by the students but also our employees also show a real commitment and investment in the future generation of QS’s and Paying it Forward.” meconstructionnews.com

In Practice | 35

Pandemic

Surely, this family-centered approach must have played a key role at the height of the pandemic, when many organisations were concerned that homeworking would lead to their more vulnerable employees feeling isolated and alone?

“Yes,” comments Crilley. “Knowing our staff individually as well as we do was a real, but unexpected benefit during lockdown. At 7.30am every morning Nick Harris (managing director) and I would have what we referred to as ‘Risk Management Meetings’ and during these meetings at the top of the agenda was to give consideration to all of our staff individually, reviewing who we believed could be having personal struggles. We’d ask ‘who do we need to take special care of, and put in a call to?’ This turned out to be particularly important for those who were away from their family. Even now - maybe not as intensively as during peak pandemic - we take time to show the same care and interest in our staff’s mental wellness. This ‘individuality’ runs throughout the company”.

“We consciously stepped up our communications; obviously there were generic COVID-19 policies, procedures and processes put in place for all staff to keep them safe and well, but we also considered our staff’s individual needs and situations. We wanted to ensure we kept the sense of belonging for our staff and at the same time offering them a channel to privately discuss any personal issues that may need support. Omnium’s culture is that, regardless of your position within the organisation, everybody remains approachable and accessible, it doesn’t matter how busy you are, we are all willing to help our other ‘family’ members. We have an open-door policy and our staff have shown that they are not afraid to walk through these doors. Like any other family we all know each other, this is not just from bottom to top but also top to bottom. That doesn’t happen by accident, it requires genuine commitment to care for your staff.”

“Following the lockdown and despite a new work-from-home policy being issued to all staff, the majority of our staff were eager to return to the offices. There was a general desire and need for our staff to once again enjoy the social element that the office brings. Unfortunately, as with most businesses, we did not have enough meconstructionnews.com

office space to allow all staff back and adhere to the social distancing rules. Therefore, as our staff’s wellbeing is a priority, it was an easy decision for us to make: we rented additional office space. This allowed for a safe and secure return for all our staff to the offices, all the while giving them confidence and reassurance that Omnium has their interests and wellness at the forefront of any decision or plan with regards to the pandemic and the safety of our staff.”

A League of Our Own

“After lockdown, there were several discussions where many of us discussed feeling a little unhealthy; few of us were partaking in our prepandemic fitness actives, and a lot of staff were feeling hesitant to venture out unnecessarily.

Following these discussions and after many weeks of discussing ways in which we could help our staff adapt to the ‘new norm’, ‘A League of Our Own’ was born.”

She continues, “A League of Our Own is a year-long competition consisting of a variety of monthly sporting activities. As it is a team event, it immediately developed a healthy air

It is the little things that matter; great open two way communication, never forgetting a birthday or work anniversary (Omniversary), welcoming a new child into the world or celebrating each others successes. I believe that we excel in these areas - not because it’s a target, or because the numbers look good, but because we care”

of (friendly!) competitiveness across all of our 18 competing teams.”

“The competition has had an amazing participation rate and has certainly helped our staff to confidently integrate back into sporting activities post pandemic. It has exceeded any expectation that we had in the amount of interest shown. Month after month, our staff are not only being active, but many of them are being pushed far out of their comfort zones and competing in sports that they had never played before, and having great fun in the process. I suspect that the competitiveness will elevate as we progress through the months and hearing the friendly ‘banter’ around our offices is the perfect stamp of approval that ‘a League of Our Own’ was introduced at a much-needed time.”

Staff Loyalty

Is there a pay-off in terms of employees’ loyalty to the business, or in heightening the company’s market appeal to incoming talent?

Crilley responds, “Absolutely. The fact we focus on wellbeing makes us a more attractive prospective employer when we recruit. More and more people want to belong to a company like this but this goes both ways; we look for people who will want to work in this type of organisation. It gives us a direction and focus in our recruitment; we freely recognise that this kind of working culture is not for everyone. Of course, the right QS skills and experience come first, but we also look for the best cultural fit for our organization. I believe this approach is reflected in our staff retention figures. 25% of our workforce has been with us for over five years, and a significant number have been with the company for over 10 years.”

Next steps…

How is all this evolving? Crilley comments, “We’re putting focus on mental health. We understand this is an area many of us are afraid or embarrassed to discuss and as we are not professionals in this field, it’s not something that we can offer inhouse. Therefore, we are looking for the right company to collaborate with - one whom we can create a real trusted partnership with. As metal health is a very sensitive topic, we need to ensure that what we offer our staff is a trusted and competent organisation”.

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April 2022

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Mariam Azmy “Learn as much as you can. Take advantage of opportunities. And don’t be afraid to continually sell the value of your contribution” Following 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 Mariam Azmy, chief HR officer at ASGC. What drove you to get into construction and your first role in the industry?

Growing up in a construction family, I spent a lot of time watching people around me work. I listened to how they spoke to clients on the phone, and made sure people got what they were looking for. I was around these conversations every day, and my interest grew. I have also lived in Dubai long enough to witness its transformation into a high-risecity. This early influence played a huge role in my ultimate career path.

Despite this, however, my very first job was in banking. There I saw even more clearly how important customer service was, and there was a natural line between this observation and the HR opportunity I was later presented with in construction.

Joining ASGC certainly seemed like a challenge, especially back in the early 2000s, when there were even fewer women meconstructionnews.com

in the industry, but I recognised this was an incredible opportunity.

More specifically, I saw how much more the ‘human touch’ was needed in human resources in an industry like this where so much is driven by machines, automation and deadlines. I was determined to support a family atmosphere at ASGC that would drive productivity, performance and profit. That vision has guided my focus in all the years since.

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

Currently I am the chief human resources officer at ASGC, a post I have held since 2020 after a decade and a half within the firm.

Throughout my tenure, I have worked to embed the modern employee-centric culture we now enjoy in the organisation today, which supports individual performance whilst also providing opportunities for growth and development. I am also responsible for executing global capital leadership with in-depth knowledge of HR in all areas.

Under my leadership, the HR team has fostered a unique family feel and culture in the company that I am proud of—not just because it is the right thing to do, but because April 2022

38 | On Site

it has driven a substantial increase in strategic achievement, productivity and profitability. I also have an ethical and authentic approach to human resources, often implementing employee-centric policies and procedures well in advance of government mandates. As a CHRO, I maintain an open-door policy and am committed to honoring the contribution of each individual within ASGC, from junior office staff on up to senior leadership.

From the first introduction, through onboarding, and on into the day-to-day working environment, my team ensures that we maintain a workplace experience where all employees feel encouraged and empowered, achieving growth and success in their careers with ASGC. This commitment sustained us even during the pandemic, when we had to furlough staff because of the industry standstill. I ensured that my team kept in touch with all employees we furloughed or sent back to their home countries. We were later able to restore more than 30% of furloughed talent to their former positions.

The already male-dominated industry has for years developed its own culture inside the sector. This contributes to a lot of closed networks, insider camaraderie and methods of collaboration that might feel natural to a man … but specifically exclude the way many women think, connect and work.

This is especially seen on the construction sites themselves, but it is also visible within the corporate or administrative part of the sector. Women have had to ‘fit in’ in order to be accepted by the group. This can include shifting their natural presence to communicate in a more precise, direct and masculine way; dressing in styles that mimic men’s fashion (whether or not it feels comfortable); adopting an outcomes-driven focus to the exclusion of connection, collaboration and relationship; or adopting an attitude of bravado or overconfidence in order to be taken seriously.

Earning respect in this industry takes quite a lot. As women we are often judged by our gender and not our skills or experience.

I believe overall we’re blessed with remarkable openness and a great reduction in the glass ceilings that women and minority employees used to face in this region. With continued relentless effort, the future is bright”

The GCC construction sector is still Besides fairness and being the right thing

male dominated, however diversity is

to do, diversity in the industry is important

beginning to increase. If you agree with

because of the value women can bring to

the above, comment on what is driving

employers, clients and customers. How

this and how you see the GCC markets

have you made your mark in the industry

changing in the coming years? If you do

level playing field?

and what is your proudest moment?

not agree with the earlier statement,

Being the CHRO, I oversee all employee related projects and offer extra emphasis on projects that support gender diversity.

One of our projects is encouraging the approach of gender mainstreaming in earlyyears education by sponsoring awards for achievers in various engineering categories at the undergraduate and postgraduate degree programs at Heriot-Watt University. This allows young women to pursue education and careers in technology and other high-value occupations. Another project which I am highly proud of is providing sponsorship to our employees to pursue higher education in leading universities, which allows to improve organisation productivity and profitability.

please share your thoughts and views of

I’m glad we agree that the playing field is not level. The equal pay laws between men and women recently implemented here in the UAE are a great step forward; however, there is still a great deal of discrimination based on nationality. I’d like to see that change– especially since we have actively worked against this within our organisation.

As a parent of two (both born while I was already in the industry), I also speak as a mother - and I’d like to see continued improvement in the length of paid maternity and paternity leave requirements.

the market.

Overall, the UAE is doing a great job of encouraging women to enter fields like construction, and incentivising companies to create more space for a diverse workforce. I’m thinking of DP World, for example, where the stated strategic outcomes and goals for the enterprise include inviting more female talent to the table. As DP World has said, “Enabling smarter trade is not a gender-based job.”

The question this leaves for women is: ‘You have permission and support now even if the climb of the ladder is still a challenge. Will you go after the job you really want?’

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

Everyone has a part to play in diversity What are some of the barriers to women

and equal pay. What would you like

entering the construction industry? What

to see government authorities and

was your personal experience?

construction firms do to increase

April 2022

diversity and make pay in the industry a

I think it’s really important that individual employees and managers advocate for themselves, their colleagues and their teams.

Change is often a ground-up process; at ASGC meconstructionnews.com

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I do. There can be a tendency to discourage women from these industries or simply place them in the back, where they can’t be seen.

It’s time to change that. And change requires tremendous will-power and resilience–as well as a commitment to being seen and heard–on the part of women in the industry.

Do you feel there’s a limit with regards to how far you can progress within ASGC?

Given that I have reached the top of my climb, no. Not at all. ASGC has been a fantastic and supportive place for growth.

My 17 years of service speak for themselves.

But, even though I have reached the C-suite, there’s much more to learn and there is always room to growth. That’s what makes it limitless.

How does ASGC approach diversity in the workplace? What more can your firm do to increase diversity?

we encourage our employees to speak openly about these issues and vocalise their desires and needs. Some issues are obvious; I see them, and we address them. But there also might be hidden areas of inequality that only certain teams or individuals can recognise from their vantage point.

It’s critical that each does his or her part to raise the issue and push for resolution because a ‘win’ today in your department is a win for everyone who comes after you.

have worked hand-in-hand with our excellent ASGC leadership, and this is a privilege I do not take lightly.

I cannot speak for the experience of working in other markets, but I believe overall we’re blessed with remarkable openness and a great reduction in the glass ceilings that women and minority employees used to face in this region. With continued relentless effort, the future is bright.

At ASGC, we believe in creating a diverse culture at an early career stage by providing internships and graduate programs to women across various disciplines in the organisation.

Creating and offering an equal platform is a critical part of leveling the internal playing field. We nurture the talent and guide them in their areas of expertise. We also promote them to be future leaders.

Over the past few years, we have diversified our senior management team with a wide presence of strong and independent women, who have significantly contributed to the success of the organisation.

An increase in women representation has led to a distinctive approach in critical decision making, which in turn has enabled us to boost our profitability.

In your opinion, what is the biggest As a woman in the industry, what has

challenge women in the construction

What advice would you give to a woman

your experience been working in the GCC

sector face in GCC countries? How can

entering the GCC construction industry

construction sector? If you have worked

these challenges be addressed?

today?

in markets outside the GCC, how does

Visibility is a huge issue here. Many women in this industry tend to ‘blend in’ as much as possible in construction companies and don’t get the exposure or the wider platform they need to inspire others to follow in their footsteps. Or, people assume that women in these companies are secretaries only, rather than serving at the C-suite level, as

My standard advice is: go for it! Your trail has been blazed by the amazing women who have gone before you, and your progress is welcomed and supported in many companies.

Learn as much as you can. Take advantage of opportunities. And don’t be afraid to continually sell the value of your contribution by speaking about your results.

your experience here compare with what you’ve experienced and observed in other markets?

Having worked in this industry for 17 years in the UAE, I must say that I have had the biggest opportunities and have been part of some of the biggest projects in the region. I meconstructionnews.com

April 2022

40 | On Site

01 Lewis Allsopp is CEO of Allsopp & Allsopp.

Lewis Allsopp

“By creating an authority and infrastructure to measure and facilitate the growth of virtual assets, the United Arab Emirates is keeping itself ahead of most of the world”

C

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01

April 2022

The approval of the virtual assets law and the establishment of the Dubai Virtual Assets Regulatory Authority is a step ahead for Dubai. The city continues to remain at the forefront of emerging technologies and aligns with how the world is developing.

By creating an authority and infrastructure to measure and facilitate the growth of virtual assets, the UAE is keeping itself ahead of most of the world. The leadership is always quick to react to the latest developments in business but also pays close attention to technology and innovation.

Dubai is forward-thinking and always has been and we saw this as clear as day when the Dubai 2040 Urban Plan was announced at a time when the world was still heavily talking about the COVID-19 pandemic and their recovery strategies, with some still heavily in the throws of dealing with the virus.

The city’s leadership is always one step ahead and despite working through what the pandemic threw at them, they were able to execute the launch of the vision of the city in years to come. It gives residents and onlookers across the globe immense confidence, therefore attracting investors, new companies, existing companies, professionals and families.

The virtual assets law and the establishment of the Dubai Virtual Assets Regulatory Authority will have a positive impact on business start-ups, established businesses opening offices in Dubai, innovation, creation and so much more by giving consumers a chance to invest or purchase with cryptocurrencies.

The real estate industry in Dubai has already seen investors buying properties with cryptocurrency. That said, we are still a bit away from this becoming the norm. It is still the very early days of virtual assets being used to buy real estate here in Dubai, however, it is encouraging to see that Dubai has a regulatory framework in place, which I’m sure will advance as we see more virtual assets being used in the city.

As we move forward, I predict that we will see many aspects of the Dubai real estate industry becoming virtual, for example, title deeds. By digitalising these important documents, the process of buying and selling properties could happen instantly rather than taking hours or days, and could actually even happen without both buyer and seller being present. This, I believe, is where Dubai is headed, and I see this happening in the not so distant future. meconstructionnews.com

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