ME Consultant December 2021

ON TOPIC

JLL reviews the UAE’s key real estate sectors in Q3, 2021

ON SITE

Jamie Webb on the design and delivery of Solitaire in KSA

ON SITE

Women in Construction profile: Ghida Chehab

DECEMBER 2021

086

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Contents | 01

22

December 2021 Issue 086

Cover Story

Designing with Purpose

Jason Saundalkar talks to Gensler Middle East’s Tim Martin about trends shaping design in the region, building true smart buildings and the importance of building sustainably

Opinion

First-Hand Experience

Turner & Townsend’s Robin Keuning reckons there’s no substitute for engaging a PM with first-hand experience to drive a quality-driven data centre project to success

14 Analysis

18 meconstructionnews.com

UAE Real Estate Market Overview JLL reviews the supply and performance of the UAE’s key real estate markets in Q3, 2021

December 2021

02 | Contents

Site Visit

Giving Retail a New Face

Jason Saundalkar speaks to Benoy’s Jamie Webb about the aspirations, design and sustainable features for the multi-use lifestyle destination, Solitaire, which is taking shape in Riyadh

36 Profile

Ghida Chehab

MEC talks to Ghida Chehab, architect at JT+Partners about her influences, career and gender diversity in the construction industry

32 Interview

Steering Positive Outcomes Jason Saundalkar talks to WSP Middle East’s Kathleen McGrail about the firm’s advisory services business, regional market trends and challenges

8

28

Update

News

DEWA issues tender for facilities at Dubai Summit Complex; Prince Mohammed Bin Salman announces ‘world’s first non-profit city’; 121 buildings LEED certified at EXPO 2020 Dubai; Alstom appointed for railway modernisation project by ENR December 2021

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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

It’s time to celebrate!

I’m immensely proud to announce that for the seventh edition of the Middle East Consultant Awards (the fifth under my stewardship), we’ve broken a record.

Nominations for the 2021 MEC Awards closed on November 18 and after our web team tallied everything on the backend, it was confirmed that we’d received in excess of 200 nominations! That’s an incredible result and if you’re curious about the actual number, I’ll only be revealing that figure on the night of the 2021 MEC Awards, which takes place on January 19, 2022 ;).

Considering the choppy waters of the last year and a half, I couldn’t help but smile to myself when I was made aware of this recordbreaking result. For the record, the 2020 MEC Awards drew 174 nominations, while the previous all-time-high was the 2018 edition, which attracted 184 nominations. And in case you were wondering, the 2019 edition drew 165 nominations in all.

If you’re one of those that nominated, you’ll know that no new categories were added, which means that each existing category drew more nominations (I had a quick look through the submissions per category before penning this piece).

This means two things: first, if you get shortlisted this year, it truly is a monumental December 2021

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achievement so you really should celebrate and, second, the regional construction industry is still vibrant and competitive.

While putting this issue to bed, I begun looking at the nominations for the first round of eliminations and I’m pleased to say that the quality of the entries I saw up to that point were top notch. Here, I have to recognise our internal events and marketing team who did a fantastic job with getting the news out about the 2021 MEC Awards and, helped produce digital content that I’m sure played a part in upping the quality of nominations. Thanks for the hard work Paul, Minara, Gladys, Phinson and Maksym.

By mid-December, I hope to sit down with my panel of judges for the second round of voting, which will determine the shortlist and the winners. As always, someone from the MEC team will be in touch in good time with details about the gala dinner, which returns to what I’m told is a refurbished outdoor venue at the Ritz Carlton JBR in Dubai.

I look forward to seeing you in January to celebrate your success but until then, stay safe and enjoy the well-deserved holiday season.

COMMERCIAL DIRECTOR JUDE SLANN jude.slann@cpitrademedia.com +971 4 375 5714

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Jason Saundalkar Editor, Middle East Consultant

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06 | On Topic

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INSIGHT: Taking the lead in digital eco-tourism

BIM (Building Information Modelling) has come a long way in a short time in the market but I think it is telling that experts during the event feel the emphasis remains on upskilling the workforce and stakeholders on projects. However, you can’t ignore some of the advances that are being made from a technological standpoint. On a personal note, I am very optimistic that we will see further integration of technology such as virtual reality once we understand the value they can bring to a project.

Having said that, while the application of blockchain was understandably discussed in great detail, it is still not clear how practical it can be when you switch to the real-life situation which is construction on site. It also seems to me to be a technological approach which may struggle to find traction here when you consider the depth in connectivity and trust in cybersecurity which is required. Given the scale of our projects, it could be useful tool but it will need to prove its worth before it finds widespread adoption in construction.

Name withheld by request

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8 | On Topic

Tourism

Cities

DEWA issues tender for facilities at Dubai Summit Complex

Prince Mohammed Bin Salman announces ‘world’s first non-profit city’

An engineering, procurement and construction (EPC) tender for a cable car system and luxury hotels at the Dubai Summit Complex (DSC) in Hatta has been issued by the Dubai Electricity and Water Authority (DEWA).

According to a statement from DEWA, these attractions are part of the Dubai Mountain Peak project, which will contribute to the overall development in the Hatta region.

The 5.4km cable car system will transport tourists to Um Al Nesoor, the emirate’s highest natural summit standing tall at 1,300m above sea level. It passes over the Hatta Dam lake and the upper dam lake, which are parts of the Hatta pumped-storage hydroelectricity plant currently under construction, as well as over the mountains. The route ends at the summit of the Um Al Nesoor mountain, DEWA explained.

The departure station will be built on an upper platform above the Hatta Dam. The intermediate stop will have a viewing platform and facilities to serve tourists, as well as a luxury hotel while the top station will include a panoramic viewing platform and facilities for tourists as well as suites from the main hotel, the statement added.

DEWA noted that the project will be implemented according to the highest international standards for quality, safety and security.

02 The new city will feature an arts academy and arts gallery, performing art theatre, play area, cooking academy, and an integrated residential complex.

December 2021

01

01 The tenders are part of the Dubai Summit Complex, which are a part of the Dubai Mountain Peak project, which is expected to benefit the Hatta region.

The Prince Mohammed Bin Salman Non Profit City has been announced by HRH Mohammed bin Salman bin Abdulaziz Al Saud, Crown Prince, Founder and Chairman of the Board of Mohammed bin Salman Misk Foundation. The city is said to be the first non-profit city in the world and is expected to be a model for the development of the nonprofit sector globally, and an incubator for youth and volunteer groups as well as local and international non-profit institutions.

02

meconstructionnews.com

On Topic | 9

According to a statement, the new city’s masterplan embodies a human-centered, advanced digital metropolis that is designed to be sustainable and pedestrian-friendly. It will also allocate more than 44% of the total area for green open spaces to promote sustainable development in the Kingdom.

“This will be the first non-profit city of its kind which will contribute to achieving the goals of Mohammed bin Salman Misk Foundation in supporting innovation, entrepreneurship and qualifying future leaders by defining non-profit work in its internal operational concept and in terms of opportunities and youth training programmes it will provide,” said Prince Mohammed in the statement.

The announcement of Prince Mohammed Bin Salman Non Profit City is driven by a desire to create a vibrant Saudi youth talent system to shape the future of the Kingdom and the world, by encouraging learning and developing leadership skills among youth, said the Mohammed bin Salman Misk Foundation, the statement concluded.

03

03 LEED is the most widely used green building rating system globally, and a mark of excellence for highly-efficient, cost-saving sustainable architecture.

Sustainability

121 buildings LEED certified at EXPO 2020 EXPO 2020 Dubai has announced that more than 120 permanent buildings have been certified by the US Green Building Council.

Of the 121 LEED-certified buildings, 103 are LEED Gold, nine are LEED Silver and two are ‘Certified’.

Billed as a major sustainability milestone for the event and its legacy (the site will become District 2020 post the six-month event), the human-centric sustainable smart city will repurpose 80% of the project site.

Seven buildings across the 4.38sqkm location including the UAE Pavilion, Terra – The Sustainability Pavilion and ENOC’s Service Station of the Future have been certified ‘Platinum’ - the highest possible meconstructionnews.com

rating under Leadership in Energy and Environmental Design (LEED). LEED is the most widely used green building rating system globally, and a mark of excellence for highlyefficient, cost-saving sustainable architecture, the organisers explained.

“A result of the hard work and dedication of our sustainability and site-delivery teams, our LEED certifications are emblematic of our efforts not only to host one of the most sustainable World EXPOs in history but to ensure our physical legacy, District 2020, serves as a model for the sustainable smart cities of the future,” said EXPO 2020 chief development and delivery officer Ahmed Al Khatib.

After EXPO ends on March 31, its LEEDcertified buildings will live on within District 2020, the sustainable human-centric smart city that will repurpose 80% of the event’s permanent built environment, he added.

Gopalakrishnan Padmanabhan, MD, Southeast Asia and the Middle East, Green Business Certification added, “Achieving LEED certification is more than just implementing sustainable practices. It represents a commitment to making the world a better place and influencing others to do better.”

The certifications build on the eight Ceequal ‘Excellent’ certificates, awarded to EXPO earlier for infrastructure projects, including Al Wasl Plaza and the steel and trellis work of the dome that encircles it.

December 2021

10 | On Topic

Transportation

Alstom appointed for railway modernisation project by ENR A framework agreement has been signed by Alstom and the Egyptian National Railways Authority (ENR). The agreement is for the mordernisation of the Tanta – Zifta – Zagazig mainline, covering 65km including nine main stations across the network.

The scope includes the design, supply, installation of the signaling, power, telecom systems, and trackside equipment for migration to ETCSL1. In addition, the contract includes the testing and commissioning of signaling, telecom and power systems, civil works, trenching works and track-works including doubling of the track.

The agreement was signed by Eng. Mustafa Abu Al-Makarem, head of the National Authority for Egyptian Railways, and Andrew Deleone, Alstom AMECA president, in the presence of Eng. Ahmed El Sewedy, president and CEO of Elsewedy Electric and Mohamed Khalil, Alstom Egypt MD. Alstom Egypt has established a strong local team and a Center of Excellence (COE)

04

December 2021

for signaling systems, power supply and maintenance workshops to support projects across its Africa-Middle East-Central Asia (AMECA) region, the statement noted.

The modernisation of Tanta-Zifta-Zagazig mainline is said to be one of the Ministry of Transport’s top priorities and part of Egypt’s plans to improve public transportation capacity and efficiency.

Alstom is currently working on modernising the Beni Suef Asyut line, stated Khalil. He added, “We are pleased to be selected for an additional signaling modernisation project and to do it with Elsewedy Electric.

This new agreement builds on our longterm partnership with ENR and we remain committed to providing state-of-the-art signaling solutions to Egypt and its citizens.”

According to Khalil, Egypt’s vision and strong talent pool has enabled Alstom to make significant contributions to Egypt’s rail industry development.

Alstom employs 500 people in Egypt with several ongoing projects including a consortium to design, implement, operate, and maintain two new Monorail lines connecting the New Capital City and 6th October City to Greater Cairo.

04 The agreement is for the mordernisation of the Tanta - Zifta - Zagazig mainline, which is approximately 65km long.

05

Masterplan

Omran takes wraps of new 11m sqm tourism development The Oman Tourism Development Company (Omran Group) has unveiled the masterplan and brand identity of ‘Yiti’, which is billed as one of the largest integrated tourism developments in Oman. Omran’s vision to transform the tourism and real estate sector in the sultanate is said to be in accordance with Oman Vision 2040.

The new master-planned development sets a new model for urbanisation, as it connects and extends the city of Muscat, enriching its offerings and possibilities, through a multiphased expansion approach, Omran stated.

According to a statement, the Yiti Development spans 11m sqm and is strategically located overlooking the Sea of Oman. The masterplan is designed according to placemaking principles that ensure the establishment of innovative standards in urban development and architecture, as well as the activation of valleys, plateaus and coasts that meconstructionnews.com

On Topic | 11

Residential

Aldar launches final residential community at Yas Acres

harmonise within the topography of the site.

The development will be spread over four phases, offering opportunities for domestic and foreign direct investments. Its phased approach is said to take into consideration the accessibility to infrastructure, connection to main roads and ease of development, as well as to promote an organic expansion.

“At Omran Group, we take immense pride in our developments. The Yiti Development is an epitome of progression, embodying components complementing each other, and based on a vision of balanced land use and urban design as key elements of its ethos,” said group CEO Hashil Bin Obaid Al Mahrouqi.

The development’s masterplan places importance on the creation of an integrated mixed-use residential and resort-oriented community that will include various components, such as tourism, commercial and business spaces, as well as residential areas, the statement explained.

05 In addition to leisure, entertainment, educational and health facilities, the masterplan envisions inclusivity through open public and community features.

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Aldar Properties has launched its final residential community at its Yas Acres flagship development on Yas Island in Abu Dhabi. Dahlias will feature 120 villas, duplexes and townhouses and notes the launch follows the strong demand for each phase of Yas Acres.

The project will feature a range of twobedroom townhouses, three- and fourbedroom duplexes, and four-, five- and sixbedroom villas. Construction of Dahlias is due to begin in Q2, 2022 with handovers expected to commence in Q3, 2024.

“Yas Island undoubtedly remains one of the most sought-after destinations to live in Abu Dhabi and we have witnessed this throughout 2021 with record sales of Aldar properties on the island. Dahlias is the final community at Yas Acres and our final sales launch of the year on Yas Island, so we expect the 120 homes to receive significant interest from investors and

06 Construction of Dahlias is due to begin in Q2, 2022, with home handovers expected to begin in Q3, 2024.

homeowners alike,” said Aldar Properties’ chief commercial officer Rashed Al Omaira.

Once Dahlias is completed, residents will enjoy access to a school, mosques, ample green spaces and community pools, while world class leisure, entertainment and shopping destinations will be available on their Yas Island doorstep, a statement from Aldar Properties said.

Yas Acres has become one of the most in-demand communities across Abu Dhabi, with current occupancy rates for the existing community standing at 95%, stated Omaira.

He concluded, “As with the previous phases, the homes at Dahlias have also been designed to exceed or meet the latest sustainability standards set in the UAE. Each unit will feature solar powered water heating systems, high solar reflectance materials to reduce heat absorption, efficient fixtures that reduce water consumption by more than 20%, and LED light fixtures that reduce energy consumption. Additionally, customers will be able to monitor their electricity and water consumption using smart meters.”

06

December 2021

14 | On Topic

December 2021

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On Topic | 15

UAE Real Estate Market Overview, Q3, 2021 JLL reviews the supply and performance of the UAE’s key real estate markets Dubai’s residential stock increased to 629,000 units in Q3, 2021 as 11,000 units were added over the three months period.

For the remaining part of this year, an additional 23,000 units are expected to be delivered. In Abu Dhabi, approximately 2,900 residential units were completed in Q3, 2021, bringing the total stock to 270,000 units. By end-2021, about 2,000 units are planned to enter the market.

Strong demand for villas and townhouses continued to drive the recovery in villa sales prices across both cities. Apartment prices have picked up in Dubai on the back of higher demand but remained flat in Abu Dhabi. At a city level, residential sale prices in both Dubai and Abu Dhabi were up by around 4% year-onyear in Q3, 2021.

Rental value growth in Q3 remained in negative territory in Dubai, with an average annual decline of 3%. On the same basis, rents in Abu Dhabi were unchanged. Tenants remain in the driving seat when negotiating leasing contracts, with some opting to upgrade to bigger units due to relatively affordable rents.

With the off-plan market starting to attract investors again, developers have started to launch projects with attractive payment plans in place to capitalise on the uptick in activity. meconstructionnews.com

Over the remainder of this year, we expect demand for quality villa stock to underpin the recovery in sales prices.

Office Stock and Performance

Approximately 40,000sqm of office space was delivered in Dubai and 15,000sqm in Abu Dhabi in Q3, bringing the total stock to nine million sqm in the former city, and 3.8m sqm in the latter. In terms of upcoming supply, although no new completions are expected in Dubai, around 19,000sqm of floor space is anticipated to be delivered in Abu Dhabi.

In Q3, 2021, rents in Dubai decreased by 1% year-on-year to reach $459 per sqm and remained stable at $435 per sqm per annum in Abu Dhabi. On the same basis, vacancy rates were unchanged at 20% in Dubai and fell marginally to 27% in Abu Dhabi.

International firms have broadly been taking a flexible approach, with staff returning to the office on a rotating schedule. This in turn has led some corporates to consolidate or re-purpose their premises. In other cases, we are witnessing staff returning to the office on a full-time basis. In Dubai, enquiries from technology and e-commerce firms have been strongest, as they look to expand to accommodate their growing workforces.

December 2021

16 | On Topic

Dubai Residential Supply

Abu Dhabi Residential Supply

629k

23k

-3%

270k

2k

0%

Total residential stock

Expected Q4 2021 deliveries

Average rental rates change

Total residential stock

Expected Q4 2021 deliveries

Average rental rates change

Dubai Office Supply

Abu Dhabi Office Supply

9m

0

-1%

3.8m

19k

0%

Total stock (sq m GLA)

Q4 2021 deliveries (sq m GLA)

Average Grade A rental rates

Total stock (sq m GLA)

Q4 2021 deliveries (sq m GLA)

Average Grade A rental rates

Over the rest of this year, we expect further growth in new enquiries, as business activity continues to rebound. Occupiers looking to relocate or expand are anticipated to focus on good quality office space with attractive incentives in place, such as contribution towards capital expenditure on fit-outs and rent-free periods.

Retail Stock & Performance

In Dubai, the completion of the first phase of a new retail development added approximately 40,000sqm of GLA in Q3, bringing stock to 4.4m sqm. An additional 75,000sqm of retail space is expected to be delivered this year.

Around 6,100sqm of retail GLA was completed in Q3 in Abu Dhabi, bringing the total stock to 2.9m sqm. In the final quarter

of 2021, about 11,000sqm is scheduled to be delivered. Year-on-year, rents across primary and secondary malls declined by an average of 1% in Dubai and 7% in Abu Dhabi, respectively.

Overall, community malls have been performing well as their footfall is largely driven by the population living in close proximity. In addition, some retailers were able to better weather the impact of the pandemic.

We expect the market to continue to be tenant-led this year, with landlords offering more incentives and flexibility during negotiations. The gradual return of tourists is expected to provide relief for landlords and retailers. The change in rules in September to allow the free flow of traffic between the emirates of Dubai and Abu Dhabi is also likely to help support the UAE’s retail sector.

Dubai Retail Supply

Hospitality Stock & Performance

In the third quarter, no new major hotel projects were completed in Dubai or Abu Dhabi – keeping the cities’ stocks steady at around 137,000 and 32,000 keys. In Q4 2021, approximately 10,000 keys are expected to be delivered in Dubai and 800 keys in the capital.

Occupancy in Dubai reached 58% in the YT August 2021, up notably when compared with an outturn of 38% in the corresponding period last year. The city’s average daily rates (ADR) were down by 1% year-on-year to $130 in the YT August 2021. Meanwhile occupancy rates in Abu Dhabi rose to 63% over the same period, compared to 60% for YT August 2020.

However, ADRs remained under pressure in the capital, declining by 5% year-on-year to $86 in the YT August 2021.

Abu Dhabi Retail Supply

4.4m

75k

-1%

2.9m

11k

-7%

Total stock (sq m GLA)

Q4 2021 deliveries (sq m GLA)

Average rental rates change

Total stock (sq m GLA)

Q4 2021 deliveries (sq m GLA)

Average rental rates change

Dubai Hospitality Supply

Abu Dhabi Hospitality Supply

137k

10k

58%

32k

800

63%

Total hotel keys

Expected Q4 2021 deliveries

Occupancy YT Aug 2021

Total hotel keys

Expected Q4 2021 deliveries

Occupancy YT Aug 2021

December 2021

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18 | On Topic

01 Robin Keuning is a project manager at Turner & Townsend.

01

December 2021

Robin Keuning “There is no substitute for engaging a PM who already has first-hand experience to lead a quality-driven data centre development to successful completion” Despite COVID-19, the region’s data centre market has remained buoyant, with growing internet penetration, social media usage, and smart initiatives continuing to drive the market. Yet, despite growth and heightened demand, lack of skilled workforce continues to be a key market restraint in the development and operation of new data centres.

If we look at sector experience, one could argue that project managers (PM) do not necessarily need to be a data centre ‘expert,’ to lead the successful delivery of data centre developments, although specific experience on similar projects will naturally offer advantages.

Take the ten knowledge areas defined by the PMBOK, each of which can be applied on any project and across any sector, regardless of whether or not an individual PM has in-depth sector-specific knowledge and familiarity.

Whether building a school, a commercial office building or indeed a data centre, one could argue that a good PM can transfer their skills from development to development.

As a graduate of Construction Management (BSc) and having worked in the construction industry across sectors for over 25 years, I had always agreed with the view that construction project management is somewhat sector-fluid, that is until I was assigned onto my first data centre project.

There are huge volumes of literature on data centre design, construction and management concepts, but just how important is it for a commission’s project manager to fully understand these concepts? Afterall, it’s commonly in the mandate of the appointed specialist design team to have the specific ‘expert knowledge’ and data centre specific experience, rather than the clients’ appointed PM. When I joined my first data centre project in Oman, I believed a data centre to be nothing more than a complex electro-mechanical project. I learnt early just how important it was to understand the data centre industry, even if limited to an overview of the key components.

The exposure gained and lessons learned during the delivery of this facility, added tremendous value to the client when I moved onto my next data centre. These details could arguably be easily overlooked by an un-experienced consultant, yet absolutely define the success or indeed failure of a data centre project, both from a quality and cost perspective.

Below are what I consider key considerations to think about when project managing the successful delivery of a new facility, some of which if overlooked, could drastically affect both CAPEX and OPEX of a data centre development.

• Power considerations: Understanding the power availability from the grid and the meconstructionnews.com

On Topic | 19

power required to operate a facility is key, in addition to considering potential power requirements for future expansion plans.

For example, there may be a local substation, however that’s not to say that its power will be available. Failing to consider these factors could result in the costly and timeconsuming task of laying down high voltage cables to a power source, in the necessity of a facility’s future expansion. My advice, even if the distribution company indicates power is available, check the source to be sure.

• Site security: Consider whether the site is located within a secured complex, if not, significant additional cost will be required to provide site security locally, both during construction and operation.

• Operation efficiency and operating costs: The cost of appointing a critical facility manager to manage a data centre facility, can depend heavily on the area of operation.

Cooling costs will reduce considerably if a data centre is located in higher altitude locations, where temperatures tend to be cooler, that said, do not overlook the prospect that increased operating costs in such remote locations may deem such cooling cost savings as insignificant.

• Maintenance callouts: Depending on the level of fault tolerance, call out times for maintenance teams could be crucial in the case of a facility’s failure.

• Facility upkeep costs: Although construction costs of Tier-4 data centres are higher, upkeep costs during operation tend to be much less than that of Tier-1 or 2 facilities. In addition, with multiple active paths for cooling and power, in the case of a Tier-4 facility, any after-hours failure can be attended to during working hours the next day, whereas a Tier 1 or 2 facility would require immediate attention.

dampers for spot cooling is more efficient unless the data centre will be operating at 100% capacity from the outset, in which case, spot cooling is not as beneficial and a raised floor may not be necessary.

• Floor to ceiling height: At least 1m below the raised floor and 1.5m above the false ceiling is required. Collectively, 5.5 to 6m floor to floor height will be required. This will allow sufficient space for the cable ladders above the racks, (around 2m). Note, this cannot be considered retrospectively.

• Location of racks: Racks should be centred between two raised floor tiles to ease fixing.

In addition, racks should always be at least 2m from the side walls, to allow sufficient space for IT staff maintenance and for the installing and removing of components inside the racks. Failing to consider rack location during the initial design could result in unusable racks, and a reduction in planned capacity. Lights, CCTV cameras, and cable ladders should be coordinated to avoid blocking light or line of sight.

• Integrated System Testing (IST): Server rack heaters to simulate the heat generated by a server should be specified in the design, this will avoid the contractor using other methods to generate heat in the data hall, which may subsequently result in hotspots that could damage rack accessories and gauges during the IST. • BMS vs EMS: BMS systems are complex and expensive in comparison to an EMS. Understanding what will be monitored by each system and the data centre operators’ protocols will avoid duplication and may generate significant savings to the project.

Despite identifying sector-wide skill and material shortages, our recent research reveals a resilient sector that is primed for continued widespread growth.

Although I support the notion that an experienced PM can add value on any commission and any sector, there is no substitute for engaging a PM who already has first-hand experience to lead a quality-driven data centre development to successful completion.

Design Considerations

As a PM, it’s good practice to be aware of the key design aspects to consider when developing a new facility with a client’s budget and future prospect in mind. Some key design considerations include: • Raised floor vs other systems of distributing cooling: A raised floor with meconstructionnews.com

December 2021

20 | On Topic

01 Sahem Azzam is VP Middle East & Africa at Orange Business Services.

01

Sahem Azzam “SCaaS could be indispensable in helping ensure MEA projects remain on budget, well-managed and ready to handle any potential disruptions” Smart cities are going to be more important than ever as the world emerges from recent disruptions. People living under restrictions have experienced new and different levels of isolation and a lack of connectedness.

As the world recovers, smart cities that integrate physical and digital environments can be the resilient hubs people need. But how can you deliver them on budgets that are tighter than ever?

The UN estimates that over two-thirds of the world’s population will live in cities by 2050, and IDC has forecast that by the end of 2021, spending on smart cities will exceed $130bn. Moving forward, there may be a greater need for people to migrate to cities even faster, take advantage of technologypowered services, better healthcare and improve their quality of life.

How are Cities Evolving?

Smart cities have evolved rapidly over the past decades. Earlier, smart city projects focused on infrastructure, such as how super-fast broadband would revolutionise mobility, transport, retail, healthcare and education.

The next iteration of cities focused mainly on solutions and architectures, while the current approach centres on data. Big data and predictive analytics drive smart city projects now, as cities generate data that can improve services for residents and visitors.

December 2021

This approach also sees a shift in the business model. With city populations set to continue growing and budgets being finite, the ‘city-as-a-service’ model becomes more attractive and practical. A smart city as a service (SCaaS) approach eliminates upfront capex investment and delivers next-generation services to scale cost effectively.

The City as Both Innovation Engine and Ecosystem

Smart cities must be allowed to evolve and grow organically without being stifled or limited by budget constraints. I look at smart cities as not just innovation engines but also as ecosystems that leverage collective intelligence. We need to encourage new ideas, and innovation should become a continuous process from which everyone and everything in the city benefits.

The smart city itself and the as-a-service model have specific objectives in common: both are designed around effectiveness, efficiency and sustainability. But the need for smart cities to be able to evolve within a budget and to innovate while remaining efficient, could require different thinking moving forward.

By getting rid of silos, you can streamline operational management. Engaging with an as-a-service partner helps you do this while lowering the total cost of ownership (TCO). meconstructionnews.com

On Topic | 21

SCaaS also helps reduce risk in your smart city project. You can rapidly introduce new services, and your partner will assess the impact on your network and operations and make any necessary changes.

There is also the benefit of as-a-service helping smart cities redefine boundaries within the overall organisation. Instead of having the various city functions operating in silos, smart cities can use as-a-service models to set them up as a collection of horizontal services that are available and shared across the entire city. Sharing data between traffic management and environmental health and safety departments, for example, would enhance the city’s overall offering.

Agility is another overall benefit to consider: in its Flexible Consumption Models Study, Deloitte found that 75% of organisations said as-a-service models made it easier and faster for them to introduce new solutions. And 70% said it allowed them to use technological tools they would otherwise meconstructionnews.com

find too expensive to afford. This also applies to smart cities.

What is Your Path to the Most Effective Smart City Transformation?

A smart city as a service (SCaaS) approach eliminates upfront capex investment and delivers next-generation services to scale cost effectively”

Selecting the right ecosystem of partners is a significant step towards an as-a-service model for your smart city. Orange Business Services MEA has worked on several major smart cities projects and supports them with our regional innovation ecosystem. It plays a vital role in enabling continuous innovation in the smart city space.

The MEA region is home to numerous smart city innovations and initiatives that are forging ahead. In The Rise of Smart Cities – Digital Transformation in the Public Sector, KPMG has forecast that the MEA smart cities market will double in value from $1.3bn in 2018 to $2.7bn by 2022. An SCaaS approach could be indispensable in helping ensure MEA projects remain on budget, well-managed and ready to handle any potential disruptions the future may bring.

December 2021

22 | In Practice

Designing with Purpose Jason Saundalkar talks to Gensler Middle East’s Tim Martin about trends shaping design in the region, building true smart buildings and the importance of building sustainably

01 Tim Martin, principal, managing director at Gensler Middle East.

December 2021

Gensler serves clients across sectors through 50 locations spread across Asia, Australia, Europe, the Middle East and the Americas.

For the fiscal year 2020, Gensler reported worldwide revenues of $1.55bn, an increase of 10.3% over its 2019 revenues.

Through its offices in Dubai and Abu Dhabi, the firm works with a number of clients, and boasts everything from commercial structures to private luxury villas to mixed-use developments and even complex masterplans within its regional portfolio.

Sharing an overview of the firm’s business in recent years and its aspirations for the future, Tim Martin, principal and managing director of Gensler Middle East says, “We’ve had the opportunity to work with some of the biggest names in various industries. By combining our design knowledge with our clients’ rich history and philosophies, we’ve created some of the best works, including the Dubai International Financial Centre (DIFC) Gate Building and our award winning Unified Real Estate Diplomatic Quarter Mall.”

With regards to future plans, he says, “We will increase our global footprint with expansion to KSA and the wider Middle Eastern market to support strong market demand. We are currently working on multiple projects ranging from numerous practice areas, master and urban planning to workplace design in seven countries in the region. Clients are looking for the best ideas, so we help them know what’s out there.”

Diverse Portfolio

Discussing some of the firm’s signature projects in the UAE and Saudi markets, Martin explains, “The Diplomatic Quarter Mall is a smart city blending science and art in designing spaces; and utilising the latest technology to enhance the wellbeing of the community and to conserve the environment.

Located adjacent to the eastern gate to the Diplomatic Quarter in Riyadh, Gensler’s design for the new mixed-use development captures the essence of the neighbourhood and the spirit of the city.”

“We were also appointed to lead the design of the Four Seasons Hotel, Burj Alshaya Centre in Kuwait City. The team developed the design concept around a regional architectural tradition, resulting in a contextual building that successfully represents the Four Seasons brand and local environment. Composed of three distinct buildings including an office tower, hotel tower and podium, the development is unified by a traditional Arabian carved wood latticework window treatment that offers significant solar control and air circulation.”

Martin notes the approach integrates the three main elements of the project by wrapping the east and west elevations of both towers and covering large sections of the podium with a Mashrabiya-type envelope. “The geometry of the wood shading fins covers multiple building facades, creating a strong, visual distinction

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24 | In Practice

from neighbouring buildings, while enhancing climatic performance for the occupied spaces.”

Talking about what trends are currently influencing design, he says, “Addressing climate change is the business imperative of our time.

The countries in the Gulf are leading the way in the development of smart city plans as part of their economic diversification to develop safer and more liveable cities with better infrastructure and services; as well as enhancing environmental sustainability by reducing pollution and protecting the environment.

Government initiatives and mandates, both fiscal and sustainable, across the GCC have enabled the construction industry to become one the world’s highest performers in terms of volume, quality, smart and sustainability.”

Commenting on the Saudi market, Martin notes, “Take Saudi’s Vision 2030 - the scale of infrastructure improvements required is phenomenal. The aggressive targets laid out around attracting 100m annual visitors to the country by 2030 means both adequate and firstclass gateways need to be created. Mandates issued around volumes and suitability criteria are designed to support this target. Riyadh is set to become the commercial centre for the Kingdom, with more than 100,000 new homes by the end of 2023 and close to three million sqm of new office space, along with more than 12,000 hotel rooms spread across mega projects worth an estimated $63bn, according to Knight Frank.”

02

Switching focus to the UAE’s capital, Martin says that Abu Dhabi’s Department of Municipal Affairs (DMT) completed over 150 infrastructure projects in 2020. He continues, “In June 2021, the Ruler of Dubai announced $0.52bn in UAE infrastructure projects. These aim to connect cities and shorten distances, so we definitely saw a rise in transport projects. The UAE mandates support its aim to create infrastructure that is among the world’s best, and the strategic projects are designed to enhance the UAE’s high global ranking in economic, social and quality of life indicators, according to Sheikh Mansour bin Zayed, Deputy Prime Minister and Minister of Presidential Affairs.”

He elaborates, “As governments continue to implement stricter regulations on emissions,

02 The Diplomatic Quarter Mall in Riyadh is slated for completion in 2022. The project will feature 75,400sqm of total built-up area.

03 Gensler provided architecture, financial and interior design services on The Gate Building at the Dubai International Financial Centre (DIFC).

designing for a more sustainable future protects the long-term viability of investments. On this front, Gensler is forging ahead into this new era of smart sustainability. Our 2020 portfolio is already designed to save over 17m metric tons of CO2 from being emitted on an annual basis— an important milestone on the path toward our firm’s aggressive goal of eliminating all carbon emissions in our work by the year 2030.”

The Pandemic Curveball

03

December 2021

Questioned about client requirements across sectors and whether they’ve changed due to the 2020 outbreak of COVID-19, Martin responds, “Design that seamlessly incorporates resiliency and sustainability features will be the most successful in the future. Consumers are more informed than ever, so buildings that don’t prioritise the health and wellbeing of occupants will soon become obsolete.”

“For companies to implement return to work policy, basic desires – for one to be recognised, welcomed, entertained, and comfortable to work intensely and collaborate with one another, are now driving the post-pandemic workplace strategies. This is accomplished through careful strategic design and planning beyond traditional approaches. The new approach centres around meconstructionnews.com

In Practice | 25

hospitality, creating a work environment that promotes choice of workspace different forms of connections, personal comfort and employees’ well-being. All spaces are now focused on human centric design more so than ever before.”

He adds, “Gensler is using technology to help solve clients’ design problems across industries. Our teams are writing programs around parametric design and automating the design process. It’s about process innovation and looking into the future. Another key success factor is our data-driven insights. With access to our Gensler Research Institute, we are able to predict upcoming trends based on data and incorporate this into our design. This has allowed us to be one step ahead when providing counsel to our clients, extending our analysis, insights and additional perspective into the original brief.”

Detailing the impact the pandemic has had on the delivery of ongoing projects, Martin says, “The pandemic has changed everything.

Its impact on global wellness and the economy has forced organisations in every industry to flex and evolve, both in real-time and long-term.

Gensler’s recent city survey found remote work proved to be successful but didn’t mean the death of cities. Remote workers were just as inclined to go to larger cities as they were to rural areas. For them, it is a choice of where they want to be. Cities are focusing on providing the place amenities which will attract and retain residents, particularly millennials - the largest cohort to want to leave cities.”

He advises that developers plan, design, and provide for diversity and flexibility. “They need to ensure developments are connected seamlessly through multiple modes. Readapting, redeveloping, and repositioning existing buildings for different uses as they design for the human experience, authenticity, and wellness. Companies need to reimagine the workplace to meet the needs for both hybrid and in-person work. Consider the hub-andspoke model of working where hubs allow for collaboration, learning, and instilling company culture, while spokes can provide workers with shorter commutes. Additionally, redesigning spaces with a greater focus on collaboration and wellbeing, while lowering density within working spaces is recommended.” meconstructionnews.com

Building True Smart Buildings

Today’s designers have access to a plethora of tools and data that their predecessors could only dream of. Both are playing an increasingly important role in the built environment experience Martin says.

“Our digital lives and the global economy are being shaped by new technologies. ‘Smart cities’ and ‘smart buildings’ have become buzzwords but what many are still grasping is being a ‘smart building’ encapsulates more than just installing technology focused on efficiency, occupancy, performance, and reduced cost in a building.”

He warns, “A technology-rich building does not guarantee an intelligent place for the people using it. Smart buildings need to integrate the right amount of design, experience, operations, and performance intelligence to cultivate desired human engagement and foster meaningful human outcomes like simplicity, health and wellness, discovery, learning, and a sense of welcome, ease, or comfort.”

“As advanced technologies become embedded in our design tools and daily lives,

04 The firm says it designed Emaar’s new office in Dubai Hills Estate around flexibility and light.

success will not be measured by technology but by better ways to orchestrate experience and human engagement and a new horizon for intelligent placemaking. Gensler is actively developing our design practices to integrate data, AI, and intelligent building systems to create smart places with meaningful outcomes from human scale to urban scale.”

“At the same time, digitally integrated sensing and automation are transforming the way we understand how a space is used, the connection between buildings and people, and how healthy, productive, and sustainable a building is. The technology is smart but to harness it intelligently on behalf of people and community requires more than technology — it requires practice with vision, judgement, ethics, stewardship, and design processes centred around the human experience.”

Discussing whether new materials could be a game changer, Martin says, “Gensler

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26 | In Practice

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focuses on designing sustainably by using fewer resources that do less or no harm to the environment. Progressing into the future, our goal is to design net zero energy buildings and explore ways to design buildings that will improve the environment.”

“Undoubtedly the future façade is an adaptive one. Adaptive facades can be defined as building envelope elements with thermal, solar and visual properties which vary in time, either passively or owing to active control. An adaptive building envelope aims to improve energy performance and comfort in the building under varying outdoor and indoor conditions and user requirements. This makes a lot of sense in the region as it generates electricity through solar glazing whilst controlling dynamic shading.”

Regional Talent Pool

Sharing his thoughts on the availability of talent, Martin is positive about the future.

“An expanding pool of skilled professionals from abroad will provide a diverse talent pool, which should help to stimulate further economic diversification,” he remarks. “An urgent new wave of momentum is sweeping through the industry: diversity, equity, and inclusivity. We are making critical progress to build a firm from top to bottom with people that are representative of the diversity, authenticity, and local culture of the cities we help reimagine. Our first annual Gensler Diversity Report represents our commitment to driving change in our firm December 2021

across our industry to measure our progress in our ongoing actions and programs to support diversity, equity and inclusion.”

“As a global firm, Gensler provides layers of opportunities for our talent to learn, stretch, and grow into new areas of passion and expertise.

We empower our talent to explore interests in various design disciplines, thus creating a rich experience which keeps our people engaged throughout their career journeys. Gensler was named as one of the Best Places to Work for the fourth consecutive year by Glassdoor.”

Martin also points out that innate human potential is expansive, yet a largely untapped resource within organisations. He explains, “The

As advanced technologies become embedded in our design tools and daily lives, success will not be measured by technology but by better ways to orchestrate experience and human engagement and a new horizon for intelligent placemaking”

05 The Viettel Group Headquarters building in Hanoi, Vietnam is LEED Silver-Certified and features its own rainwater harvesting system.

conduit to this resource is positive work culture, which enables people to flourish and do their best work. Not only is a positive work culture good for people, it’s also good for business.”

He elaborates, “Positive culture directly influences business outcomes, from employee engagement and talent retention to profit generation and innovation capability. From curated art exhibits to internal design competitions, hackathons, wellbeing week and webinars like ComPsych and Ergonomic best practices along with activities such as health screenings, in-office yoga, Zumba, and minigolf - our offices channel our teams’ diverse interests into purposeful impact to promote mental and physical wellbeing. We cultivate a community that thrives on fun and creativity, while spurring collaboration and innovative thinking.”

Making his closing remarks, Martin emphasises that sustainable economic development must continue to be a focus. “It should be something clients actively pursue. It is not just about ensuring resources are being used efficiently but also reducing the environmental impacts resulting from the materials used and the processes applied to get the job done.”

“Every stakeholder needs to play a part in sustainable construction, from the government requiring potential bidders to meet sustainability criteria to global organisations helping finance the investment demanded by some green projects. Firms must be able to introduce improvements in a cost-efficient way.”

He concludes, “With companies ever more focused on environmental, social, and governance considerations, the value proposition of resilient design is undeniable.

As governments at every level across the globe continue to implement stricter regulations on emissions, designing for a more sustainable future protects the long-term viability of investments. Gensler sees design as strategy in action, focused on results. We help our clients envision a better future and get there successfully. We help them leverage design’s power to generate innovative solutions that affect real transformation.” meconstructionnews.com

Office Location: Millennium Plaza Tower 14th Floor, Sheik Sayed Road P.O.Box 26290, Dubai, UAE www.intertek.com

28 | In Practice

Steering Positive Outcomes Jason Saundalkar talks to WSP Middle East’s Kathleen McGrail about the firm’s advisory services business unit, market trends and challenges

01 Kathleen McGrail, managing director – Advisory Services, WSP Middle East.

December 2021

In recent years owners, developers and operators of public and private infrastructure have faced several challenges due to a multitude of issues. Through its Advisory Services business unit, WSP Middle East enables organisations to stay competitive and effectively manage infrastructure and assets through data and lessons its teams have learned globally.

Commenting on the business unit’s performance this year, Kathleen McGrail, managing director – Advisory Services, WSP Middle East states, “Our advisory services business fared very well this year in parallel with WSP’s Middle East business, which evolved from strength to strength. Since launching our offering in early 2021, this business unit has experienced substantial growth, particularly across our environment & sustainability and development advisory service offerings.”

She adds, “This expansion and success we believe is directly tied to our decision to align to core market trends and emerging areas of growth such as the desire to drive economic diversification away from oil and place a greater emphasis on sustainability.”

“KSA and the UAE are the two primary strategic markets that have dominated our bottom line this year and we anticipate this trend will continue well into 2022 and beyond.

As we approach next year, there are also

positive signals that additional work in Qatar will materialise as our advisory services presence and expertise gathers pace in the region.”

Discussing the UAE and Saudi markets, McGrail notes that both markets offer challenges but confirms that they remain vibrant and attractive. “We are witnessing an exciting time in the Middle East as national transformation plans ramp up, particularly in KSA with the launch of highly ambitious and visionary projects. Now the focus is turning towards implementation and how stakeholders can ensure adequate project delivery in line with incredibly tight timeframes.

As a consequence of extreme pressures on timelines, we have seen clients rushing into delivery without considering the necessary governance or auxiliary organisational structures that are required to support these considerable and complex infrastructure programmes.

This can result of course in projects underperforming and clients ultimately not achieving their strategic objectives.”

She adds, “This is precisely where our development advisory practice comes to the fore, helping clients turn projects around and putting in place the desired implementation structures and governance that will achieve their desired project outcomes.”

Delving into client appetites following the outbreak of COVID-19, McGrail notes meconstructionnews.com

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30 | In Practice

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December 2021

02 WSP’s advisory team is playing a key role in attaining LEED Gold certification for Ithra Dubai’s One Za’abeel.

03 The firm has delivered a number of environmental and social impact assessments for The Red Sea Project.

Fund will soon formally launch a programme to enhance ESG funded projects and outcomes.”

“We are currently assisting clients over this full spectrum of activities and programmes; from understanding the impact of the current and planned renewable energy projects, engaging in the set up and establishment of ESG practices through to HSE transformations and improved employee wellness programs.

We are also assisting many of the large and medium corporates and government entities across the GCC to embed sustainability into their everyday ways of working,” she notes.

Asked about the business unit’s plans and objectives for 2022, she states, “Our primary objective is to become a trusted advisor to our clients and consequentially to continue to substantially grow our advisory services business across our four key service offerings; development advisory, digital advisory, PPP advisory and transformation advisory. All of these services are offered across all of our

core market sectors including environment & sustainability, transport & infrastructure, power & water, property & buildings and energy.”

“We anticipate growth to come from both the private and public sectors, but the type of growth and services offered will be very market specific. The reason for this is that each GCC market currently sits at a different stage of the overall development cycle. As we move into 2022, the core focus for advisory services will continue to be on the KSA, Qatar and UAE markets,” she remarks.

Asset Pain Points & Trend Influencers

Queried about what some of the biggest issues are with regards to existing infrastructure, masterplans and the causes behind these issues, McGrail responds, “The biggest issue in these markets is a lack of centralised planning and overall city integration. Often strategic plans are only done every five-to-ten years, which doesn’t match the speed of change and development in the region.”

“In addition, government agencies aren’t always aligned in terms of their roles, responsibilities and strategic objectives. This can be exacerbated if they don’t have the capacity to implement and enforce planning guidelines and optimise existing infrastructure assets. A greater application and use of

Image: Ithra Dubai

that there’s now a greater focus on managing environments and developing more sustainably.

“One of the key focusses as a result of the pandemic is on providing safe, healthy and sustainable workplaces where employees feel proud to work for their organisations. We have also seen both the UAE and KSA come out with new net zero pledges within the past few weeks, which is a major commitment from two of the key OPEC Middle Eastern nations to limit the impact of climate change and to address the environmental concerns raised by both the private and public spheres. We are starting to see this macro trend drive more activity in the private sector, with many companies now racing to begin the measurement and mitigation programmes required to limit their companies impacts and thus boost the sentiment and perception of their positive climate actions – both internally and externally.”

She continues, “Moreover, investors and the sovereign wealth community are also taking a keen interest in this space, as capital becomes increasingly scarce in a post-pandemic world. Earlier this year, Mubadala Investment Company launched their responsible investing policy, which will enhance the focus of ESG (Environmental, Social, and Governance) issues in its portfolio and investment decisions. There are also signals that KSA’S Public Investment

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03

centralised planning offices can assist with better integration of existing infrastructure assets with new projects, balance construction and delivery logistics and ultimately increase speed and effectiveness of project and programme delivery.”

In recent years several influences including government mandates, economic challenges and aspirations and emerging technologies have had an impact on existing and new infrastructure projects. Asked whether the existing dynamics will remain or if a change is in store, McGrail explains, “The world is recognising that meaningful action needs to be implemented to reduce emissions and adopt greener, more sustainable approaches to achieve a carbon-neutral world. At both a global and regional scale, green hydrogen is being touted as the new oil. Particularly in the UAE and KSA, the push towards hydrogen is a fundamental step in the right direction and the adage of green hydrogen makes this proposition even more compelling.”

She adds, “Clearly if regulations come into this space, the pace of implementation will be significantly heightened. This would in turn boost the pipeline of renewables schemes needed to power green hydrogen production and send a strong message to the rest of the world that traditionally petrochemical based economies are willing and able to pivot their energy mixes, and lead brave initiatives that champion greener horizons.”

The Right Time for PPP?

It’s no secret GCC governments have meconstructionnews.com

significant ambitions for their countries including a desire to diversify their economies away from traditional income sources.

Despite these ambitions and the mammoth scale of projects and thus funding required, public private partnerships (PPPs) aren’t as commonplace, and GCC markets are still seen to be somewhat green with regards to PPP. Sharing her perspective, McGrail says, “PPPs have been utilised in the GCC for a while, however the market is still considered quite immature in this space versus other regions. Despite this, we believe that the GCC markets are poised for substantial growth in favour of pursuing PPPs. This is partially due to increasing pressures on government finances but also the desire for greater collaboration between the public and private sectors as emphasised in many of the regional visions.

We are also seeing substantive PPP pipelines being built not only in KSA, but also in

Particularly in the UAE and KSA, the push towards hydrogen is a fundamental step in the right direction and the adage of green hydrogen makes this proposition even more compelling”

Qatar and the UAE, across a range of sectors such as education, healthcare, transport & infrastructure and power & water.

“However, to be more conducive to all parties, there needs to be a greater focus on mechanisms for risk transfer, management of the risk profile and ultimately more incentivised risk sharing. For example, the public sector can’t simply transfer all the risk without expecting the private sector to meet a reasonable desired level of return that they are achieving internationally. A renewed public sector focus on encouraging the adoption of PPPs and more incentivised risk profiles will certainly make the market more competitive and attract more international investment.”

Discussing the importance of digital transformation and data, and the impact they can have on infrastructure projects including boosting urban resilience, McGrail points out that the benefits are immense.

“Digital transformation and the utilisation of better data management can significantly impact development delivery and ultimately drive cost savings across the development lifecycle. This can help drive operational excellence for multiple participants across the supply chain, including building more effective development ecosystems through the optimisation of designs via data and intelligence sharing across all parties and the use of modular and generative design.”

She elaborates, “Asset developers and operators are looking to have a single source of truth of their assets’ data by relying on standards such as BIM or buildings virtual replica or twins. This enables them to adopt a data-based understanding of their assets and infrastructure and hence lower the proportion of a costly reactive maintenance and extend their useful lifespan amongst other use cases.”

“Despite the broadness of the concept of urban resilience, technology is one of its core enablers. The examples are multiple; from using drones to monitor critical infrastructure to the utilisation of IoT to monitor water pipelines and prevent leakages, or even relying on sensors to assess and monitor environmental conditions such as water quality, weather or flooding risks in near real time – the use cases are vast,” she concludes.

December 2021

32 | On Site

Giving Retail Jason Saundalkar speaks to Benoy’s Jamie Webb about the aspirations, design and sustainable features for the multi-use lifestyle destination, Solitaire, which is taking shape in Riyadh

December 2021

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a New Face

With offices across the world, Benoy has a wealth of international experience delivering projects of different scale across sectors. The firm features broad capabilities in architecture and building, experiential design, interior design and wayfinding, masterplanning, and urban design and landscape design.

In Saudi Arabia, the firm is currently working with the Al-Marqab Investment Company to deliver the Solitaire in Riyadh, a 65,000sqm GLA mixed use/retail project that aims to reinvent retail as a vibrant urban district promoting social interaction. Here, Jason Saundalkar sits down with Jamie Webb, director and head of EMEA at Benoy to discuss the project’s design and delivery.

How did Benoy come to work on the Solitaire project in Riyadh? What was the tender process like and what were some of the reasons that your firm was chosen over others?

Benoy was selected over other firms due to our excellent track record of design in the Middle East. Since 2007, Benoy has built a strong presence in the region, with a growing portfolio of projects in the UAE, Bahrain and, more recently, Saudi Arabia.

Our interactions in Saudi Arabia have centered on delivering commercially successful design solutions tailored to the Kingdom’s cultural context, climatic conditions and strategic objectives. Indeed, the social, economic and environmental focus of our work aligns with Saudi Vision 2030, the country’s strategic framework first announced by Crown Prince Mohammad bin Salman in 2016.

In particular, we’ve become highly adept at creating design solutions for projects in challenging and arid climates. Project Solitaire is located in one of the most arid places on Earth. So, our expertise in ‘making the uninhabitable habitable’ by designing pleasant and temperate urban environments played a key part in our successful project bid.

What was the client’s vision for the project and what were the key goals?

Solitaire is set to become an iconic retail meconstructionnews.com

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34 | On Site

destination for the Saudi capital. The client’s key ambition was to create something economically viable and environmentally sustainable, in alignment with the government’s 2030 strategic framework. To this end, there has been a strong focus on biophilia and greenspace within this new commercial district, which our sister landscape architecture business, Uncommon Land, has led.

Part of Vision 2030 is all about turning Riyadh into a green area. In the streets, there has been a great deal of tree planting. The government is trying to encourage healthy lifestyles for local people, and the planting of trees and greenery is designed to make the environment more livable. From day one, landscaping has been a crucial element of Project Solitaire. In the client’s words, it was essential to “plan and plant it right!”

How does this project differ to other retail projects in Saudi Arabia? What impact is the project expected to have in Riyadh?

Unlike other malls and commercial developments in Saudi Arabia, the majority of which are based on heavily airconditioned interiors, Solitaire seeks to provide an ‘environmentally controlled outdoor area’. The scheme, which is located in the north of the city, breaks from the traditional Riyadhi shopping mall typology to provide a dynamic, openair environment complete with retail streets, plazas, boutiques and an elevated roof garden.

02

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01 The client’s key ambition was to create something economically viable and environmentally sustainable, in alignment with the 2030 strategic framework.

In Saudi Arabia, daytime temperatures can reach up to 55-degrees Celsius, meaning opportunities to spend time outside are limited.

And with sweltering heat forcing people indoors for much of the year, the potential for sedentary, inactive and unhealthy living increases.

Helping to overcome this challenge has become a priority for Project Solitaire, which supports quality-of-life transformation through outdoor activity, enabled by landscaping and reexaminations of urban form.

With Solitaire one of our core aims was to improve and promote thermal comfort.

Through our architectural and landscape design interventions, we controlled the local environment, creating a microclimate that is conducive to human activity and outdoor living. For example, we explored options for natural shade creation through building elevations, massing and canopies. And, as explained below, we used wind, water and softscaping to cool the air, creating ambient temperatures in which people are happy to wander, browse and shop.

The project has quite a distinctive shape - what was the inspiration for the design of Solitaire? Did

December 2021

Benoy look at any of its past projects or others in the Kingdom?

Solitaire’s building design is based on the crystalline form of the geode – the spherical, cavitied rock commonly found in deserts. It’s a unique geometry that shapes Solitaire’s multiple facades, shifting planes and internal finishes across the three levels of interconnected space.

As with all our designs in the region, we knew Solitaire required a careful balance.

Mindful of place and culture, we always adapt and modulate our designs, embracing innovation while retaining traditional architectural features and flavours. In this way, our goal is to create vibrant modern environments that integrate with Saudi history, heritage and landscape.

What fresh learnings has the firm taken away from working on this project? What new ground did Benoy break as a result of working on this project?

The project is highly innovative in the strategies it deploys to maximise thermal comfort. For example, a unique feature of the development is its commitment to sustainable cooling via a series of wind towers.

Within the wind towers, mechanical fan systems help to maintain amenable temperatures throughout the site’s various internal zones. The job of these fans is to move rather than chill the air however, producing a sustainable alternative to standard, energy intensive air conditioning.

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open to the climate, forced air systems ensure that they remain protected from the uncomfortable desert heat.

In addition, enticing water features create a calming look and feel, while also contributing to cooling with their fine mist. The mist initially feeds the ambient humidity, then provides a natural cooling effect as mist-layered objects dry. Several waterfall and stream features enhance the public realm, creating respite areas which are the heart and soul of Solitaire.

02 Solitaire seeks to provide an environmentally controlled outdoor area.

What are some of the project’s

Mindful of place and culture, we always adapt and modulate our designs, embracing innovation while retaining traditional architectural features and flavours”

unique sustainable features and what certifications (LEED etc) is it aiming for?

What sort of savings are expected as a result of this focus on sustainability?

During the design of Solitaire, sustainability and sense of place – both vital ambitions for the retail project – became inextricably linked.

Uncommon Land’s vision for Solitaire was to create a rich garden aesthetic, with the greening of the project site not only helping to manage challenging climatic conditions,

03 Landscaping has been a crucial element of Project Solitaire from day one.

The firm says the client said it was essential to “plan and plant it right!”

but also to create a totally unique destination for its visitors.

Specific sustainability measures also helped to reinforce the cultural identity of the project. In the contemporary garden zone, all corten steel was removed from the retaining wall designs. Knowing that corten steel is unsustainable due to high levels of embodied carbon and heavy-duty construction requirements, the team opted instead for brick.

Not only does brick have a carbon footprint roughly 5% that of steel, but it also has a much closer regional aesthetic and cultural fit.

In an area with a rich history of mudbrick building, the brick walls express a deep appreciation of local craftsmanship and heritage. And an open-weave brickwork structure, combined with solid brickwork elements, allows for a constant flow of air through to the building’s basement levels.

The team also worked with local highways consultants to reduce traffic volumes around the garden area, which will become the external face of Solitaire.

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Ghida Chehab “Women leaders are stepping up - they continue to challenge the status quo and exhibit qualities that men in leadership sometimes lack” 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 Ghida Chehab, architect at JT+Partners.

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

The built layers I encountered growing up walking through the streets of Beirut and mountain paths always moved me. Every space evoked a different feeling, a different experience; the materiality, context, history, time and space factors all interacted to create the added layers that formed the architecture.

This always intrigued me when I was young and was what eventually drove me into designing spaces myself.

My first role was in Dubai as a junior architect in a Japanese-Lebanese boutique company. It was an interesting world to be in, culturally eye-opening, fast-paced and full of creativity and potential.

Share a brief about your career, mentioning key achievements. meconstructionnews.com

My career started when I decided to leave Lebanon - away from my comfort zone - and move to Dubai, where I landed an exciting and challenging opportunity at Ibda Design.

The idea of working in a culturally diverse office where I was the only female Lebanese designer in a team of six Japanese males was tempting and unexpected.

I was exposed to a culturally exciting and personally stimulating fast-paced, challenging environment fresh out of university. I was fortunate to be involved in various high-end villa projects and commercial projects.

I then had a career shift, moving away from architecture to the interior architectural world at Nakkash Design Studio. In a small team of two, I was exposed to a new field, which helped me expand my knowledge and experience in design and managerial and business-related skills.

I was then personally approached to design Aptitude Café, located in the Louvre in Abu Dhabi. I would say it was the most satisfying and rewarding experience to see my vision come to life in such an attractive location, next to the beautiful work of Jean Nouvel himself.

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Wanting to grow more, I realised I still needed to explore the architectural world and joined JT+Partners. The experience here is gripping; I have worked on projects like the Bulgari Hotel in Diriyah Gate in Saudi Arabia, Canopy Walk Hotel in City Walk, Dubai, a residential tower in Lucknow India, and a hotel and waterpark in Khorfakkan. I am now leading the design and delivery of a community mall project in Shakhbout.

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 made your mark in the industry working on projects specifically (your proudest moment)?

Gender and race aside, all individuals should prove themselves in their work environment and showcase their skill set. My patience, persistence and communication in the workplace were vital assets that allowed me to excel and prove my abilities.

As a highly driven young woman, and through my diligence, I grew in a fastpaced, competitive industry and overcame obstacles thrown in my way. Women leaders are stepping up - they continue to challenge the status quo and exhibit qualities that men in leadership sometimes lack.

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

What was your personal experience?

Fortunately, as a young architect I have not faced any specific barriers. Nowadays, gender inequality is not as common as it used to be, and character plays a significant role in defining your success and career path.

Some obstacles that I believe can affect a woman’s career would be the responsibilities in a family once she becomes a mother. I imagine it would be tough to have a stable work-life balance, and unfortunately, some companies do not offer much flexibility on that matter.

The GCC construction sector is still male dominated, however diversity December 2021

is beginning to increase. If you agree with the above statement, comment on what is driving this and how you see the GCC markets changing in the coming years? If you do not agree with the earlier statement, please share your thoughts/views of the market.

Diversity in the construction sector is increasing. However, the increase is apparent in some industries more than in others.

I believe women are more present and rising in the interior field, where they have been showcasing outstanding presence and skills. More and more women are stepping forward and demonstrating strong leadership skills in the architectural sector, which is a positive indication.

A strong driver behind this is the exposure women are getting through the different media platforms and industry awards in the field.

The construction industry might be demanding, but it is rewarding with plenty of room for growth and recognition if you’re equipped with a strong character and a vision in mind”

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

It would be interesting for the government to fund field studies to compare the different gender ratios in the various sectors of the construction industry (architecture, interior, contracting, on-site). The latter will give a better idea of where the inequalities are the strongest and allow them to implement regulations and hiring quotas within companies to balance the numbers.

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

Awareness at an early age is quite crucial in developing an individual, whether through educational facilities highlighting gender inequality via workshops or even in a household where parents can strongly influence their children’s character development. We should be preparing the leaders of tomorrow by being better leaders ourselves today.

Recruiters and recruiting platforms could also work on strategies to enhance and push for more gender and cultural equality in companies’ hiring processes.

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

As a young professional working in the GCC, meconstructionnews.com

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career, I was perceived and valued differently and honestly, with little room for expression.

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

On the contrary, I believe JT+Partners enables you to grow within the team. Joe always leaves the door open for you to step in, speak up, be proactive, and prove yourself.

As long as you earn the team’s trust and demonstrate your capabilities, you will have a chance to grow and progress in your career.

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

Cultural diversity in this office is one of the things I appreciate and value most.

From race to culture to gender to age, the office overflows with talents from different backgrounds. I would say the approach is diverse enough; give it a year and we’ll probably reach a higher number of women; I’m worried about the men at this point.

How do you personally push for diversity and equal pay in the construction sector? Are you involved in any groups/councils etc. that focus on increasing diversity and equal pay?

My friendly and sociable nature has allowed me to meet people, expand my network and nurture relationships that turn into friendships. I always try to connect, refer talents and help whenever I can make a difference. A small gesture could be a step to pushing for diversity.

I have realised that being here exposes you to many opportunities. It is an ever-growing environment that is hungry for growth and development. You must work hard for what you want, define your goals and aim towards them. With the right target in mind and the right approach, you will reach them.

is that women in the construction sector need to constantly prove their abilities in the field. The number of women leaders in construction is also still minimal compared to that of men leaders.

In doing your job, what sort of discrimination (if any) have you faced

In your opinion, what is the biggest

and how did you/employer address it?

challenge women in the construction

Fortunately, I have been lucky to be around colleagues and co-workers who encouraged me and supported me throughout my journey. However, in the early stages of my

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

The biggest challenge in big corporations meconstructionnews.com

What advice would you give to a woman entering the GCC construction industry today?

I would tell them to be determined and persistent. The construction industry might be demanding, but it is rewarding with plenty of room for growth and recognition if you’re equipped with a strong character and a vision in mind.

Also, I’m a strong believer in following your gut feeling - if it feels right then don’t think twice.

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01 Tony Owens is technical director at Cundall.

01

December 2021

Tony Owens “Without a global climate policy and a joint commitment by all, today’s minor emitters will develop into significant emitters as their populations and incomes rise” The COP26 summit is an opportunity for the parties to commit to the goals of the Paris Agreement and the UN Framework Convention on Climate Change. Since the 2015 Paris Agreement, many countries have made commitments on climate action and many have committed to reach Net Zero emissions by 2050.

Most of the global community have agreed to work together to limit global warming to well below two degrees, and to adapt to the impacts of a changing climate and to make finance available to assist with the transition from fossil fuels to alternative energy sources.

The International Energy Agency predicted that carbon emissions would reduce by just 40% by the middle of the century based on current progress.

Significant investment is required to facilitate the transition to a low-carbon economy. Scaling up investments to finance the transition from fossil fuels to renewables, as well as smart power networks, energy efficiency measures, and electrification in sectors including transportation, buildings, and industry, will be required to transform the world’s energy systems.

According to the International Energy Agency, worldwide energy investments are currently over $2tn per year, or 2.5% of global GDP (IEA). To achieve net zero CO2 emissions by 2050, this must climb to $5tn, or 4.5% of GDP, by 2030 and remain there until at least

2050. The bulk of this money will go towards decarbonising electricity generation and infrastructure and to make power networks better suited to much higher volumes and variability of renewable energy.

Without a global climate policy and a joint commitment by all, today’s minor emitters will develop into significant emitters as their populations and incomes rise. These are also the countries that are typically most hit by the effects of climate change, making transition costs more difficult to bear due to rapidly rising energy demands and limited financial flexibility to finance green projects.

Green or climate finance to fund emissions reduction investments in developing countries would allow the burden to be more evenly shared and help the global economy achieve net zero emissions.

China, the EU, Japan, Korea, and the United States have all pledged to achieve net zero emissions by the middle of the century, yet the current energy crises in some of these regions suggest that the transition from fossil fuels will not happen in time. Investment in renewable energy projects is absolutely essential if the Paris Agreement commitments are to be achieved.

As the world starts to recover from the outbreak of the pandemic, it must now tackle climate change and make the commitment to change for everyone’s future. The alternative cost is unimaginable. meconstructionnews.com

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