ME Consultant December 2020

Taking the Lead

Three women discuss their journeys and experiences as entrepreneurs within the construction industry

Licensed by Dubai Development Authority

ON TOPIC

JLL on how key sectors in Dubai and Abu Dhabi fared in Q3

IN PRACTICE

Omnium International on its FUTURE Programme

ON SITE

Women in Construction: MZA’s Milena Vukicevic

DECEMBER 2020

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Contents | 01

18

December 2020 Issue 075

Cover Story

Taking the Lead

Three entrepreneurs share their views on where the market stands today in terms of diversity and inclusion, the effect COVID-19 has had on their business, and their advice for entrepreneurs getting started today Opinion

Cost versus Quality Integrity Project Solutions’ Emma Davies shares insights into how clients, consultants and contractors can work together to deliver quality whilst maximising profit on a project

12 Analysis

16 meconstructionnews.com

Dubai and Abu Dhabi Q3 Analysis

JLL examines how the office, residential, retail and hospitality markets in Dubai and Abu Dhabi performed during Q3 December 2020

02 | Contents

36

Project Profile

Virtual WIC Summit

Middle East Consultant recaps the first virtual Women in Construction Summit, a three-day event held from November 8 to 10 comprising over a dozen regional and international speakers

32 Profile

Milena Vukicevic Jason Saundalkar talks to Milena Vukicevic, senior architect at MZ Architects, about her influences, career and gender diversity in the construction industry

Interview

The FUTURE is Here Omnium’s Patricia Crilley and Nicholas Harris describe the firm’s FUTURE Programme and other initiatives that are designed to nurture and bring staff together

8

24

Update

News

Commercial Property Price Index to be developed by DLD and JLL; Al Hejjailan Group and Dow to build and operate new petrochemicals plant; 72% of water reservoir project complete says DEWA; GE’s Grid Solutions business wins major maintenance contract in Kuwait November 2020

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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

Editorial EDITOR JASON SAUNDALKAR jason.s@cpitrademedia.com +971 4 375 5475 SUB EDITOR AELRED DOYLE aelred.doyle@cpitrademedia.com

Advertising

Glacial Shift to Parity Welcome to Middle East Consultant’s third women in construction themed issue.

Originally planned for April, following the second Women in Construction (WIC) Summit (scheduled for the end of March), the themed issue and physical event were postponed due to the outbreak of COVID-19.

Last month, we transitioned the WIC Summit to a virtual event, on the back of feedback we’d received when we asked readers about their preferences for virtual or physical conferences, given current circumstances.

The virtual event took place from November 8 to 10 and welcomed over 1,000 unique attendees from the region and beyond, as well as panellists and presenters from as far away as Australia and the UK. Listening into the panels and presentations, it was obvious that the industry has taken several positive steps in its journey towards parity and providing equal opportunities. It’s important that this be recognised, given where the industry was only a few years ago.

Don’t get me wrong however, while there has been positive change, the industry still has a long way to go before we can all put our feet up and say ‘job’s done’.

There are several areas and issues that need attention, but I’d personally like to see the December 2020

industry rally around its outreach to regional academic institutions, as well as parents. This is particularly important as it still seems that a lot of parents choose to highlight specific career paths to their kids based on antiquated social and cultural norms.

I reckon academic institutions and the industry have to come together around this issue and address it by interacting with parents and their children directly. There are already fantastic initiatives out there that are putting the potential of a career in the construction industry in front of young girls and boys, such as the fantastic Design Engineer Construct programme, but given the scale of people that have to be influenced, a broader, more comprehensive effort is needed.

I’m confident the industry will get to where it needs to be at some point, but this will only happen if we all continue to put in the work now. We’ve already taken the first step by admitting there are problems and, as I said earlier, some positive progress has been made but there’s more we all can and should do.

MEC will certainly continue to champion this cause via articles, summits, webinars and even our annual award’s ceremony. Until next time, stay safe and enjoy the issue.

HEAD OF KEY PROJECTS ANDY PITOIS andy.pitois@cpitrademedia.com +44 7816 843 610 COMMERCIAL DIRECTOR JUDE SLANN jude.slann@cpitrademedia.com +971 4 375 5714

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Production PRODUCTION MANAGER VIPIN V. VIJAY vipin.vijay@cpitrademedia.com +971 4 375 5713 DISTRIBUTION MANAGER PHINSON MATHEW GEORGE phinson.george@cpitrademedia.com +971 4 375 5476

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06 | On Topic

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FEATURED

CONSTRUCTION

WATCH THE FIRST SECTION OF THE LINK LIFTED INTO PLACE

CSCEC secures $2.2bn loan to finance work on CBD project in Egypt’s New Administrative Capital

ON ONE ZA’ABEEL

CONSULTANT

Saudi Arabia moves ahead with privatisation of water sector with WTTCO launch

ADVICE: Top ten ways to improve construction

MACHINERY

ACT Crane & Heavy Equipment expands fleet with 16 new Demag cranes

CONSTRUCTION

GE’s Grid Solutions business wins major maintenance contract in Kuwait

December 2020

Congratulations to everybody concerned with this uplifting - sorry, couldn’t resist! - story (Watch the first section of The Link lifted into place on One Za’abeel). This is undoubtedly one of the most impressive feats of engineering and lifting we have seen in recent years and a reminder what we do better than most of other places in the world. Namely, stretching the boundaries of what’s possible. The numbers alone are just staggering: 8,500 tonnes of steel (apparently that’s the same as 14 A380s!) lifted to the height of 100m over one of the busiest interchanges in Dubai. The technology, planning and logistics needed during a pandemic to do it are equally impressive. I think in the past we may have taken these kinds of project for granted but it is great to see the UAE push the envelope once again. I’m sure most of us veterans of the industry here are happy to preach that we can learn from the mistakes of the past but let’s allow ourselves a moment to enjoy our peers’ accomplishments on this.

Well done all!

MACHINERY

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READERS’ COMMENTS

ANALYSIS: Taking green building mainstream

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8 | On Topic

Property

Commercial Property Price Index to be developed by DLD and JLL

Industrial

01

Dubai Land Department (DLD) has inked a deal with Jones Lang LaSalle (JLL) to create a ‘Commercial Property Price Index’ (CPPI), to improve Dubai’s transparency and real estate investment health.

The collaboration will see the establishment of an official commercial property index, which will act as a reliable source of data for use by investors, agencies, and institutions.

It will allow investors to monitor commercial market performance when making investment decisions and portfolio management.

Majida Ali Rashid, CEO of the Real Estate Promotion and Investment Management Sector at DLD said, “It consolidates our commitment to strengthening the real estate sector in Dubai, the emirate’s position as a real estate leader on a global scale, and DLD’s partnerships and relationships with the private sector. DLD continuously introduces initiatives and products to help boost transparency in the industry to help in the decision-making of investors. The new index will serve all relevant parties by granting them deeper insight into the industry while also allowing them to best manage their portfolio of properties.”

Thierry Delvaux, CEO of JLL (Middle East and Africa) stated that the agreement with DLD allows the firms to improve real estate transparency, in turn attracting local, regional, and global institutional investors into the market.

02 As per the terms of the deal, the new JV company will be 75% owned by Al Hejailan, with the remainder sitting with Dow.

December 2020

01 The Commercial Property Price Index aims to be a reliable source of data for user by investors, agencies and institutions.

Al Hejailan Group and Dow to build and operate new petrochemicals plant The Al Hejailan Group has partnered with Dow to create a new company that will design, build and operate a new polyacrylic acid (PAA) and emulsion polymers plant at the Plaschem Park in Saudi Arabia.

According to a statement, Al Hejailan will be the majority shareholder in the new joint venture (JV) company, with a 75% stake,

02

meconstructionnews.com

On Topic | 9

while Dow will hold the remaining 25% of the new company.

The plant will be built and operated by Al Hejailan Group, while Dow will be responsible for the marketing of the plant’s production. The plant is expected to come on-stream in 2023.

“We are excited about this investment, which fulfills an important milestone in our group’s overall strategy and drives towards the development of more robust and expansive downstream manufacturing capabilities in the Kingdom. It further strengthens our strategic partnership with Dow, as we work jointly to capture downstream opportunities that align with the Kingdom’s localisation program and the overall Vision 2030 programme,” said Al Hejailan Group CEO Faisal Al Hejailan.

The partnership will enable Al-Hejailan and Dow to meet growing customer demand for coatings and water treatment applications in the Kingdom of Saudi Arabia and the broader Middle East region, as well as penetrate new markets, the statement said.

03 03 Phase six of Nasma Residences is said to be 50% sold out, while homes in Phase Six will be completed by the end of Q2, 2022.

Handover

Handover of 500 homes in two phases of Nasma Residences now underway Sharjah-based developer Arada has announced that it has started the handover of nearly 500 homes within Phase Four and Five of Nasma Residences. Construction on Phase Four, which comprises 302 villas and townhouses, and Phase Five, which features 174 townhouses, began in June 2019.

The developer has said that the first five phases of the community are fully sold meconstructionnews.com

out, while phase six, which was launched in September of this year and comprises 124 villas and townhouses, is 50% sold out. Homes in Phase Six will be completed by the end of the second quarter of 2022, the developer said.

Nasma Residences is spread over an area of approximately five million sqft and located in the Al Tay suburb. It is billed as an integrated community and comprises 1,100 homes, a 13acre landscaped park with cycling and jogging tracks, two smaller neigbourhood parks, an international school and a mosque.

“Since handing over our first homes at Nasma Residences in May last year, we have pushed forward aggressively with construction in an effort to assure our customers of timely delivery to an exceptionally high quality.

Although we have faced a number of onsite challenges earlier in 2020 as a result of the outbreak of the pandemic, I am proud to say that those challenges have now been mitigated, and we are delighted to welcome so many new residents to this beautiful new community,” said Arada chairman Sheikh Sultan bin Ahmed Al Qasimi.

In addition to home handovers in Phases Four and Five, Arada has also announced a number of new tenants for Nasma Central, the project’s retail and leisure complex, which has been designed to be integrated into the landscaped park, and which will open by the end of this year, the developer said.

December 2020

10 | On Topic

04 New project is said to open avenues for new types of Waqf generating revenue in a similar but more sustainable manner.

Construction

04

Investment

Amanah launches solar power investment for mosques The Amanah Waqf Funds Management Company (AWFMC) has launched an initiative to transform mosques into environment-friendly buildings powered by solar power, and plans to utilise the surplus energy to generate more revenue towards the Waqf establishment.

The initiative aims to open inroads by supplying endowment projects with solar power. The next step is to proceed with other enterprises that generate social and environmental benefits.

CEO Engineer Yousef bin Ali Al Harthy said that the initiative fits with Oman Vision 2040 and the global green buildings trend.

“The Amanah project revolutionises the concept of investment and energy production.

Besides transforming mosques into smart, green and self-funding buildings, the new project opens vistas for new types of Waqf generating revenue in a similar, but more sustainable manner than traditional Waqf projects,” explained Al Harthy.

December 2020

72% of water reservoir project complete says DEWA Dubai Electricity and Water Authority (DEWA) has said that it has completed 72% of the water reservoir project in the Lusaily area. Once complete, the reservoir will have storage of 60m imperial gallons (MIG).

The project is being built at a cost of $47.75m and is expected to be complete at the end of the first half of 2021.

Saeed Mohammed Al Tayer, MD & CEO of DEWA inspected the project with Abdullah Obaidullah, EVP of Water and Civil and Branly Nassour, VP - Water Projects & Engineering, Water Maintenance and New Connections.

“DEWA works in line with its strategy to consolidate Dubai’s leading position as a role

model in the effectiveness and efficiency of the electricity and water infrastructure to meet current and future development requirements in Dubai. We are currently building a reinforced concrete 60m gallon reservoir in Lusaily alongside the existing one, which stores 120m gallons of desalinated water,” explained Al Tayer.

He added, “We are building another 120 MIG reservoir in Nakhali to increase the water flow and raise the volume of the emirate’s water reserve. This meets the growing demand, supports the sustainable development of Dubai, and increases the efficiency and reliability of water networks.”

Al Tayer stated that DEWA plans to increase the water storage capacity in Dubai to 1,002 MIG by 2021 compared to the current capacity of 815 MIG. He explained that DEWA is working to activate all its smart water meters across Dubai by the end of the year. Smart meters improve operational efficiency, reduce water losses, and help customers monitor their consumption accurately and instantaneously, anytime, anywhere. This promotes the responsible use and sustainability of resources.

05 Al Tayer says losses in DEWA’s water distribution network decreased from 42% in 1988 to 6.6% today.

05

meconstructionnews.com

On Topic | 11

Contract

GE’s Grid Solutions business wins major maintenance contract in Kuwait

This is the largest contract of its kind and underlines the in-country strength of GE’s Grid Services to meet the requirements of the ministry in maintaining the operational efficiency of its electricity infrastructure, said a statement.

For the next five years, GE’s Grid Solutions will ensure planned maintenance of these substations in addition to emergency 06

Kuwait’s Ministry of Electricity and Water has awarded a long-term maintenance contract to GE Renewable Energy’s Grid Solutions business. The deal will see the company provide maintenance for 54 substations of different voltage levels across Kuwait - including 132 and 300kV units.

intervention for smooth operation, the company explained.

“The agreement, the largest of its kind for us in Kuwait, is a testament to our competencies in meeting the requirements of the ministry.

With a strong track-record of delivering longterm maintenance contracts, we will focus on ensuring the timely maintenance of the substations, providing emergency services, and supplying spare parts for preventive and corrective maintenance,” said Mohammed Mohaisen, president and CEO of GE’s Grid Solutions, MENA, Turkey and SSA. region.

He added, “We are committed to supporting the Ministry in delivering its goal of providing reliable power across the nation.”

06 In 2016 the firm signed a deal with the ministry for the inspection, repair and maintenance and supply of spares for 54 GIS switchgear.

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December 2020

12 | On Topic

Dubai and Abu Dhabi Q3 Analysis JLL examines how the office, residential, retail and hospitality markets in Dubai and Abu Dhabi performed during Q3

Dubai’s office market saw its first new stock additions of the year, with a total of 190,000sqm of office GLA delivered in the DIFC, Downtown Dubai and MBR City, bringing the total stock to 8.9m sqm of GLA. The most notable of these completions is the ICD Brookfield Place in the DIFC. Meanwhile, no additional stock was delivered in Abu Dhabi, keeping the total supply at 3.8m sqm GLA. An additional 36,000sqm and 47,000sqm of GLA is scheduled to be delivered over the last quarter in Dubai and Abu Dhabi, including office buildings in Dubai Production City and a Grade A building in Abu Dhabi.

The ease of lockdown measures and increased mobility during the quarter has brought about a considerable increase in the level of new leasing enquiries in Dubai.

Meanwhile existing tenants continue to either consolidate operations, seek more attractive lease terms, and in some instances look to relocate to quality space.

The onshore market remains challenged with the majority of occupiers seeking fitted spaces, considering the limited appetite to invest CAPEX in shell & core spaces. As a result, the market remains tenant favorable December 2020

with landlords offering various incentives to either attract new tenants or keep their existing ones. Average Grade A CBD rends (including DIFC) declined 4% Y-o-Y in Dubai to reach $462 per sqm. In the capital, headline rents for shell and core Grade A offices remained stable at $435 per sqm.

Activity & Performance

The third quarter recorded an increase in construction activity with around 12,000 and 600 units handed over in Dubai and Abu Dhabi, respectively. Although this represents a significant increase in quarterly deliveries, we remain cautious on the timely delivery of future projects.

In terms of performance, rental rates recorded an all-time low in Dubai in Q3 2020, with declines of 12% Y-o-Y, surpassing the lowest point of 2010/2011 on the rental index.

Additionally, sale prices continued to decline, falling 9% Y-o-Y. Abu Dhabi’s residential market also recorded some softening in Q3, albeit to a slower extent than Dubai. Rental rates declined 3% and 4% for apartments and villas respectively on an annual basis. Similarly, sale prices also noted declines of 5% and 1% for meconstructionnews.com

On Topic | 13

meconstructionnews.com

December 2020

14 | On Topic

Dubai residential supply

585k Total stock

26k

Q4 2020 stock

-9% Y-o-Y rental rates

Dubai office supply (sq m GLA)

8.9m Total stock

36k

Q4 2020 stock

-4%

Abu Dhabi residential supply

Abu Dhabi prime rental clock Q3 2020

Rental growth slowing

Rents falling

Rental growth accelerating

Rents bottoming out

Y-o-Y rental rates

apartments and villas respectively over the same period.

Looking ahead, the residential market is expected to remain under pressure in the short term in light of various macro uncertainties, namely high unemployment rates and a slowdown in population growth.

This is in addition to subdued investor sentiment on a global level. As such, we expect developers to continue offering a range of incentives (fee waivers, discounts, rent-to-own), as well as partner with banks in offering reasonable home finance options to attract new investors and end-users looking to take advantage of the lower prices.

Retail

Q3 saw this year’s first retail completion in Dubai increasing the total stock by around 25,000sqm to 4.1m sqm of GLA. Meanwhile, Abu Dhabi saw no new deliveries keeping the stock stable at 2.8m sqm. Additional retail space of 286,000sqm in Dubai and 7,000sqm in Abu Dhabi is expected to enter the market in the last quarter of the year.

Although the reopening of shopping malls has brought a gradual recovery in terms of retail sales compared to last quarter, consumer spending continues to focus on essential goods rather than leisure items. As a result of this, smaller retailers who suffer from shortage in liquidity have been forced

December 2020

Approximately 2,000 keys were added to Dubai’s hotel stock over the quarter, bringing the total to 131,000 keys. In turn, Abu Dhabi’s

hotel supply remained stable at 30,100 keys.

In terms of future supply, Dubai and Abu Dhabi have approximately 9,000 and 200 keys scheduled for delivery in the last quarter of this year, respectively. Limited tourism and weakened demand continues to impact overall hotel performance.

Dubai saw occupancy levels drop to 45% in the YT Aug 2020, compared to 73% in the YT Aug 2019. Consequently, average daily rates (ADRs) declined 12% to reach $130 in the YT August 2020. Abu Dhabi registered healthier occupancy levels in the YT August 2020 (60%), albeit lower than pre-COVID levels (71% in YT August 2019). In turn, ADRs declined 20% over the same period to register $90 in the YT August 2020.

While we do not expect the hotel sector to witness any structural changes, there has been signs of market polarisation. With demand coming from domestic tourists, appetite has focused on beachfront hotels and those with private villas. Hence those properties performed relatively better over the summer months, with residents capitalising on affordable luxury stays.

Meanwhile, the lower market segment and business hotels are expected to take time to recover as the priority has been to manage cashflow and working capital. While some hotels have re-opened, for others this may not be economically viable.

Dubai prime rental clock Q3 2020

Residential

Office

Hotel

Retail

to downsize or terminate operations either temporarily or permanently.

Retailers are engaging with landlords in restructuring deals and demanding additional rent-free periods, with landlords adapting to the changing market on survival basis. Pure revenue share-based agreements have also become more common, allowing retailers to minimise risk on capital expenditure.

Hospitality

264k Total stock

3k

Q4 2020 stock

-3.5% Y-o-Y rental rates

Abu Dhabi office supply (sq m GLA)

3.8m Total stock

47k

Q4 2020 stock

0%

Rental growth slowing

Rents falling

Rental growth accelerating

Rents bottoming out

Y-o-Y rental rates Residential

Office

Hotel

Retail

meconstructionnews.com

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16 | On Topic

01 Emma Davies is a director at Integrity Project Solutions.

01

Emma Davies “Construction, from planning to designing, building and maintaining, is a long-term business, and companies that have experienced short term success have seldom proven sustainable” The constant tug of war scenario of price negotiation happens in all industries and whilst we all accept there is a certain amount of leeway to get to a win-win situation between the client and the subcontractor, is it really a necessary game?

Who really has the control? This would depend on several main points. How much does the client really want the specific subcontractor to do the job? Is the project a high profile one that would be an excellent show piece for future work? Does the client really want quality or is cost their only criteria to tick the box?

Research & Responsibilities

Unfortunately, when hiring subcontractors, many general contractors do not adequately research and qualify their project teams. Poor standards and less experienced subcontractors can cause costly mistakes, delays and errors, even with the most impeccable designs and plans. This tends to have a negative impact on a subcontractor’s reputation leaving them with little to negotiate with.

Whether they are trying to work with the lowest bid or are just leveraging existing relationships, using the wrong team opens December 2020

general contractors up to massive risk, if quality, skill and integrity are not considered as part of the approval process. This will inevitably create large cost overruns in the project, which in turn exasperates the situation and drives costs even lower to get the job done right, creating a false economy.

Design consultants also have a similar responsibility to that of general contractors in finding and working with the right subcontractor. After all, it is their design philosophy being installed and if the subcontractor has no understanding of the design intent, how can the design be realised?

Consultants can help to guide and influence the main contractor in selecting recommended and known sub-contractors that they have had experience working with.

Following a similar selection process to that of the general contractor and recommending preferred subs that have the ability to read design packages and drawings will ensure the best end results for all stakeholders.

The Right Approach

How can you catch a break as a sub-contractor if you are unable to move on cost?

• Ensure you have a USP (unique selling meconstructionnews.com

On Topic | 17

point). Having a speciality and not being a generalist can often help support your bid • Employ a good team that can communicate with the client/general contractor with clarity, professionalism and efficiency and make sure you have all the relevant administrative tools to communicate effectively and efficiently on each project.

A good series of SOPs (standard operating procedures) and Dashboard Trackers can support the progress of a project clearly and concisely giving the client confidence in your ability to complete the project • Obtain the relevant certification to prove you are qualified for the project.

ISO, Municipality Approvals, Trade qualifications all improve your chances of winning the bid • Ensure you have done the same due diligence on your own team as your client would do to you • Build on and advertise the good work and positive testimonials received on previous projects. Getting the brand name recognised will help get recommendations for future work • Do not over promise to deliver. It is all too easy when you want to win the bid to over promise on your capabilities. Manage the client’s expectations, be transparent and honest as this will lead to a more respectful and trustworthy relationship going forward • Learn from mistakes. Take the time to evaluate each previous project and put in place SOPs to mitigate errors going forward • Build on relationships with general contractors, design consultants and other main stakeholders in the project Construction, from planning to designing, building and maintaining, is a long-term business, and companies that have experienced short term success have seldom proven sustainable. Proper planning for specific, measurable and achievable goals will determine a company’s success.

These goals will aide in decision-making when selecting a client/project, and although taking risks is inevitable, gathering the most information, and having the right tools and processes will favour the negotiation. meconstructionnews.com

Using the wrong team opens general contractors up to massive risk, if quality, skill and integrity are not considered as part of the approval process”

Good clients are those who understand that quality comes at a certain cost. These clients also know and understand that having a reliable and knowledgeable consultant as part of their teams, those that are involved throughout the design and construction stages, simplifies the process by enhancing coordination and mitigating setbacks, delivering a quality project.

A great part of being a trusted and reputable consultant is knowing how to select contractors and sub-contractors. The outcome of their design is greatly determined by the quality of construction. In a competitive market, it is up to sub-contractors to offer the best service while maximising profit.

December 2020

18 | In Practice

Taking the Lead Three entrepreneurs share their views on where the market stands today in terms of diversity and inclusion, the effect COVID-19 has had on their business, and their advice for entrepreneurs getting started today

01 While the three women in this feature all agree that the path of an entrepreneur is risky and challenging, their journeys have all been fulfilling.

December 2020

Middle East Consultant (MEC) first began its focus on diversity and inclusion (D&I) in the built environment in April 2018. Since then, the magazine has interviewed men and women about a number of elements connected to D&I, in addition to speaking to over 50 women about their personal and professional journeys and experiences.

Although reliable, region-wide data about D&I is still virtually non-existent, the aforementioned interviews indicate the industry has taken some positive steps to creating equal opportunities and more diverse workforces. At the same time, on the back of those interviews and our recent Virtual Women in Construction Summit, it’s obvious there’s still a way to go to leveling the playing field.

With this third issue dedicated to women in the built environment, MEC decided to speak to established entrepreneurs about their experiences – the goal being to gain further insights, and to inspire recent entrepreneurs, as well as those considering going down that path, in light of the outbreak of COVID-19.

Describing attitudes and bias towards women in the industry in the past, Allison Wicks, managing director at Qualitaz Management Consultant states, “When I first arrived in the

UAE ten years ago, everyone would stop working when I arrived on-site and just stare. It was quite uncomfortable, to say the least. Some of the managers refused to speak or take direction from a female either. Nowadays, I think a lot has changed and since being in my business, I haven’t encountered much of this.”

“I do think, though, women have to work a lot harder to prove they know what they are doing - and to prove that we can make a difference. There is still a lot of prejudice and this is something I frequently hear of at events.

It seems to be predominantly experienced by the younger generation of women. There’s a lot of work still to be done in the industry but it’s definitely moving in the right direction.”

Pallavi Dean, founder and creative director at Roar comments, “It’s still there, there is no denying it but I’m not going to harp on about it. My mantra is Jim Collins’ famous words: “be so good they can’t ignore you”. I’m often the only woman on construction sites or high stakes meetings where big decisions are made, and I’m often up against firms that are run by men or have male stakeholders. So, I just turn up to do my job and do it the best way I can. I’m always ‘me’, with my 18 years of solid experience and a bad sense of humour! I have meconstructionnews.com

01

meconstructionnews.com

December 2020

20 | In Practice

never moulded to be a man in these situations – I bring my femininity, vulnerability and grace.

I don’t believe we have to be egotistical and aggressive to get work done on site. Design can be subjective but knowledge and expertise is science and there are no grey areas here.”

Personal and Professional Support

The path of an entrepreneur is, at the best of times, an unpredictable journey fraught with risks. It is one that demands the entrepreneur give it their all, if they wish to achieve longterm success and grow their business. At the same time, it’s important that the entrepreneur have access to both personal and professional support systems, particularly in the early days of the business.

Leanne Henderson, founder and hospitality development advisor at Taurima comments, “Professionally, I worked with a great business coach for a few months to help me get clarity around the purpose of Taurima, along with the support from a few great industry contacts who were generous with their advice. Personally, I have a fabulous family who are very supportive and rally behind me, to make sure we can maintain our family dynamics, whilst I get to work on exciting and challenging projects.”

Speaking about the market when she began working for herself, she notes, “I would

02

December 2020

People can tell you how it’s going to be but I think that until you live it and try it for yourself, you don’t really learn.

You need that handson experience” have liked to have more professional services entrepreneurs to reach out to for their advice.

I often get asked for advice now and will always go for coffee with anyone contemplating ‘going out on their own’. I feel that the more perspectives someone can get, the better decisions they can make for themselves – and you never know, they may become a great contact to introduce to your own network.”

Dean remarks, “The UAE has a burgeoning entrepreneurship eco-system now and I really wish I had access to this when I was setting up.

Organisations like Sheraa, youth hubs and other governmental initiatives have really helped the local economy. Thankfully, I had a wonderful

network of mentors from different fields and a library full of business and leadership books that I tapped into.”

Wicks states, “I am lucky enough to have a supportive family in the UK and a supportive network in the UAE. When I lost my job all those years ago, my friends let me live in their villa rent-free as a house-sitter, while they were away for a few months. Fortunately, the gratuity and settlement amount from my job before covered the costs of my trade license.

I actually won my first project, which was the Formula One Paddock project, while my trade license was still undergoing processing!”

She continues, “In the beginning, I didn’t have business knowledge, I just knew that I loved what I did and that’s what kept me going. It was a steep learning curve - if I’d known now how hard it would be, I might have thought twice. If I’ve learned anything, it’s that the journey is the most important part. People can tell you how it’s going to be, but I think that until you live it and try it for yourself, you don’t really learn. You need that hands-on experience.”

Pandemic Pressure?

The outbreak of COVID-19 has had a major impact on virtually every sector within GCC countries, however, Wicks notes that along with the lost opportunities, there’s also potential that is emerging.

She explains, “It has been a difficult journey, as construction projects have been put on hold or cancelled. Clients are trying to save money now, more than ever, and that means not paying for anything that they don’t deem as essential.

One positive is that now more companies are looking to outsource work and use those services as and when they need them, rather than having their own in-house, permanent staff. I think this is something that will be hugely beneficial for the future of Qualitaz.”

“Post lockdown, we actually managed to gain new business partners and secure new investment to help grow the business. This is hugely exciting for the future of the firm and we look towards expanding the business into other countries.”

Dean states that the pandemic affected everyone and notes that her small but agile team of 13 was able to adapt and make swift meconstructionnews.com

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22 | In Practice 02 Leanne Henderson is founder, hospitality development advisor at Taurima.

03 Pallavi Dean is founder and creative director at Roar.

04 Allison Wicks is managing partner at Qualitaz Management Consultants.

decisions when the pandemic first hit. She says those decisions have started to pay off, “Strangely enough, this is going to be our biggest year yet. I don’t think this is down to luck – people will always pay for quality and firms that pay attention to detail.”

“Also, the UAE is my home – there is no backup plan. I’ve always put everything into the business to make it thrive. We never got complacent; be it an upturn or downturn, we invest in our business and take care of our people. This has always been a core integral value for us.”

Henderson explains that the pandemic impacted the wider hospitality industry and the development or refurbishment of hotels.

Many owners are taking a moment to reassess their plans and determine where they can get the most value for their investment, she states.

“I think this is a great idea because post COVID-19 will look different, and there are interesting opportunities of how to best utilise space to leverage the changes. The second

04

December 2020

03

half of 2020 has been challenging with many projects impacted, however, I have had a lot more discussions about upcoming projects as owners work through their next steps. It has been great to support owners in this decision making process.”

In Hindsight

The three women in this feature have had their businesses running for several years and now have the added benefit of experience to help them on their on-going journeys.

Asked about what advice she would pass on to a woman starting a business today, Dean

cautions, “Entrepreneurship is not for everyone; sometimes being the centre-forward in a great team is better than being the captain! Before you take the plunge, work with a business coach and figure out your motivations, core values and personality type. You might be an amazing architect but you’ll also need to develop new skills that they don’t teach you at university like leadership, for example.”

In contrast, Wicks says, “Just begin - have the self-confidence to take that leap. Whether you’re a man or a woman, we all have fears that hold us back and prevent us from moving forward. There’s all of the ‘what ifs’ and negative thoughts of failure that stand in the way of us taking that first step. Women often undervalue themselves, especially in the construction industry. They often worry that they won’t succeed around so many men, but women have these amazing qualities that they can bring to projects. For example, organisation and attention to detail are positive traits that women inject into their work, and this compliments the work that men do as well.”

She emphasises, “I think you just need to have confidence in your abilities. I’ve recently been nominated to represent women on the Committee for The Chartered Institute of Building, which is a very proud moment for me. It goes to show that if you put your mind to it, you can achieve your goals. You just have to keep pursuing them.”

Henderson concludes by simply saying, “It is pretty simple really – be great at what you do and go for it!” meconstructionnews.com

YEARS IN CONSULTING, PLANNING, CONSTRUCTION AND OPERATION

Drees & Sommer is an international enterprise, working with private and public clients from construction bodies to investors on all types of real estate and infra-structure projects. With its pioneering and future-shaping consulting, the company offers solutions for successful buildings, high-return portfolios, powerful infra-structure and livable cities. 3,820 employees in interdisciplinary teams based at 46 locations worldwide support clients across a wide spectrum of sectors.

All the services provided by the company take into consideration both economic and ecological concerns, calling this holistic approach ‘the blue way’.

Find out more: Drees & Sommer Middle East

24 | In Practice

December 2020

In Practice | 25

The FUTURE is Here Omnium’s Patricia Crilley and Nicholas Harris on the firm’s FUTURE Programme and other initiatives designed to nurture and bring staff together A little over a year ago, Middle East Consultant (MEC) sat down with Omnium International to discuss the firm’s business, market trends, challenges and its focus on staff. That interview was when MEC heard about the cost consulting firm’s various internal and external initiatives, which aim to highlight the role of quantity surveyors (QS), and provide opportunities for existing members of staff.

That interview was also the first time MEC heard about the FUTURE Programme and, since then, the initiative has begun delivering positive results. Speaking to Patricia Crilley, group HR manager at Omnium International about what drove the firm to launch the programme, she notes that it began with a desire to highlight quantity surveying as a career to people.

“When we talked to our QS staff there was a common theme - nobody said that they chose to be a QS. They didn’t go to school or university and decide to do a QS degree and pursue a career; they just fell into it and were given an opportunity. Nobody said they really had an awareness of it before they embarked on their respective careers. This was the first marker where we decided that maybe we need to start creating awareness that being a QS is a thing, and that it’s not just about being a project manager or a civil engineer in the construction industry,” explains Crilley.

She says the firm started looking at how it could partner with schools and colleges to create awareness. Working with the firm’s communications manager, Emma Bryne, Crilley states that over the course of a few months, branding and key elements were decided upon, and once that was put in place, the other elements started to come together.

“The first element we wanted to incorporate was awareness, which we now refer to as ‘paying it forward’. We then worked with educational institutions and created ‘a day in the life of a quantity surveyor’ experience. With this, we have college students and recent graduates (young adults) come to our office for a period of time.

It’s not a comprehensive experience but we let them shadow our QS staff to show them what a day in the life of a QS is like.”

She notes the firm also wanted to create links with people already embarking on a QS career. As a result, the company created an internship that would bring those people into the company and help them gain the confidence for when they graduated.

Crilley takes the opportunity to point out however that the biggest goal for the firm was existing staff development. “We looked into how we could develop our current staff through further studies, CPDs, RICS certification etc, and obviously everything is linked to our appraisals system. The result was

December 2020

was originally a two-year educational course in the span of a year. “On the back of completing the course, Mark Baltazar has got better skills and is adding more value, he has greater responsibilities and he’s received a promotion.

He’s also keen on paying it forward!”

He states there was no pressure for Baltazar to do the course that quickly. “He saw the opportunity and took his own personal time to go through the course at an accelerated pace, ultimately aware of the benefit that it would afford him and Omnium. It was a great effort and we’re all really proud and are happy to share Mark’s success with each other, and on our social media channels.”

Crilley adds, “Mark will next embark on a post graduate development course to be fully qualified to do quantity surveying.”

01

Keeping it Simple

the FUTURE Programme which stands for ‘Furthering and Unleashing Talent by Utilising Resources and Education’. The programme encompasses everything we wanted to cover.”

Nicholas Harris, managing director at Omnium International echoes Crilley’s sentiment noting, “Development of current staff is important to us and we pride ourselves on, over the years, bringing technical and nontechnical staff into the company that others might not consider. Whether they’ve got no background, a checkered background or even poorly written CVs, we’re always open to meet people for the first time, and see what makes them tick because there’s always more to it.”

He adds, “What we have found with nontechnical staff when they first start working with us, even if they weren’t necessarily doing the job before, when we take them to site, they become entranced by the construction process. They see the nature of the work that people do and they think maybe they could do it. Here’s where we reach out and say we would like to formally support you, which can include support with courses, and help you change your life, by giving you an opportunity that you might not have had before.”

Harris says the programme is being received positively and states that of the initial three people enrolled, one has completed what December 2020

01 Nicholas Harris, managing director at Omnium International.

02 Patricia Crilley, group HR manager at Omnium International.

Development of current staff is important to us and we pride ourselves on, over the years, bringing technical and nontechnical staff into the company that others might not consider”

The FUTURE Programme comprises several components including support from existing members of staff. Crilley comments that one thing the firm wanted to avoid was the programme becoming a burden on staff supporting the programme.

“We didn’t want it to become a big administrative task for the people in the business that we use predominately to support the programme, whether it’s CPDs, counseling etc. These are people with a day job at Omnium, so we decided to create a bespoke intranet platform, My Omnium, to help with administrative support. So, the time anyone uses to support the FUTURE Programme will be doing so purely to add value rather than deal with administration tasks. The My Omnium platform encompasses everything - we can see at any point the progress being made, what’s working or what’s not etc. We didn’t want the programme to become a second job for anybody.”

Harris points out that supporting the programme isn’t mandatory. “You have to optin on your own to get involved and despite everyone’s busy day, the interest in all the CPD workshops we’ve run is significant to the extent that we offer up to three sessions. This is so everyone has the same opportunities, whether they are on-site or in our head-office.

It seems to be working really well.” meconstructionnews.com

In Practice | 27

Crilley comments, “People volunteer - we don’t have to push anyone and we even have junior staff that step out of their comfort zone and request to host CPDs because they have knowledge they would like to share. It works well; we hold these sessions on a Thursday and there is always a nice buzz around HQ. It’s not just open to our head-office staff, it’s for everyone, even those that are on projects.”

With the FUTURE Programme already enjoying initial success in terms of acceptance and results with those enrolled, MEC asked Crilley about the vision and goals going forward.

She responds, “We actually don’t have a roadmap or vision, the reason being that the beauty of the programme is that we don’t have an end result. We have the mechanism in place and we can continually improve and evolve the programme and its components.

We continuously talk to our staff and find out what’s working, what else they want to see, and because we have our own resources on-site, we can change and evolve it. It’s continually moving and we don’t know where it’s going to go. I think that’s probably something that we consciously wanted.”

Harris agrees and elaborates, “The hope is that it snowballs. We’ve already had our first successes and I hope it becomes selfpropagating – the first three enrolled and now perhaps the people around them will see how they’ve advanced, seen their improved skillsets and the opportunities they now have, and this will hopefully encourage them to take it on as well. They know they have the support of the company through the programme, so it should grow exponentially - the feedback so far has been fantastic by the men and women who’ve enrolled.”

When we talked to our QS staff there was a common theme - nobody said that they chose to be a QS. They didn’t go to school or university and decide to do a QS degree and pursue a career; they just fell into it and were given an opportunity”

to encourage people to meet outside of work and bond over doing the things they enjoy.”

Harris comments, “We are pushing for more diversity and this initiative helps people connect with each other. People were getting together for basketball, volleyball and other fun activities. On a holiday last year, our chairman and CFO Peter Westeng organised a clean-up drive and was down at the beach with some of our people, gathering plastic bottles and other garbage that had washed up or had been left behind by beachgoers.”

He concludes, “Although we’ve grown in recent years, we still very much see ourselves as a boutique firm, and we do have 1:1 connections with everyone in our company. It may sound cliché but our approach to people and our work is heartfelt and passionate. It’s still early days for the FUTURE programme - we’re excited for it and we’ve deliberately not set any limitations. We want to learn every day, get feedback from our staff and continuously evolve the programme, so our people can benefit from it.”

One Omnium

Apart from the FUTURE Programme, last year the firm also introduced its ‘One Omnium’ initiative. It is a platform that allows groups of people within the firm to meet outside of work to do the things they love doing, Crilley explains.

Prior to the outbreak of COVID-19, she notes staff were coming together for sporting activities, to do their part for the environment or anything else. “We setup a committee and there is a budget attached to this as well – our goal was meconstructionnews.com

02

December 2020

28 | In Practice

Securing the Future of Construction Jason Saundalkar speaks to UK-based educator Daniel McDonagh about the success of the Design Engineer Construct programme and his experiences with rolling out the curriculum in schools across the globe Last year Daniel McDonagh joined UK-based social business Class Of Your Own (COYO) as a Teaching Development manager. The role sees him help COYO grow its network of schools and teachers, with the goal of replicating the success the Design Engineer Construct (DEC) programme has had in the UK, in schools across the globe.

Tell us about your career and your role with Class Of Your Own (COYO).

01 Daniel McDonagh is Teaching Development manager at Class Of Your Own.

December 2020

I’ve been teaching for over 12 years at St Ambrose Barlow RCHS in Manchester, UK. I was qualified from UoM with a PGCE with QTS specialising in D&T after completing a BSc (Hons) in Sports Equipment Design at University of Salford. I spent the first three to four years of my career successfully delivering traditional curriculums in D&T but was feeling very unfulfilled as a teacher.

In 2011 I was appointed as my schools’ STEM Coordinator and around the same time I met Alison Watson from COYO, who had pitched the DEC learning programme to our

school. I instantly knew that it was the perfect opportunity to raise the aspirations, knowledge and employable skills of our students, whilst allowing them to gain experience in a huge growth sector within the UK economy.

We then piloted the DEC programme with 14 KS3 students and due to its success, rolled it out across the school over the next three years. In 2018, over 600 students were studying DEC across the school at Level 1, 2 or 3. As we stand, 26 of my students have gone into AEC professions including architecture, civil engineering, quantity surveying and project management with companies including Laing O’Rourke, WSP and Mott MacDonald.

Last year I was employed by COYO to help grow our network of schools and teachers, with the intention of replicating the success at my school across schools all over globe.

How can education and the transmission of knowledge to young people be improved in the digital meconstructionnews.com

01

meconstructionnews.com

December 2020

30 | In Practice

age, with all the new tools available to schools and young people?

My view is that we as educators should be preparing students for a digital world that allows for true collaboration. There is no better example of that than the application of BIM in the sharing of information to improve workflow and outcomes for the built environment.

Our students are using modelling software at 11 years old and collaborating on projects with their peers, which challenges them to work together to achieve a positive outcome.

This develops a range of valuable life skill such as communication, teamwork and problem solving. It also means these students are ready to transition into the world of work when they leave school or college.

You’re a proponent of employmentfocused learning. Can you define what it is and share what the benefits of this style of teaching/education are?

Employment-focused learning for me is shifting the emphasis on education from academic

02 Alison Watson MBE is the chief executive officer of Class Of Your Own. 03 COYO has partnered with Fairgreen International School in Dubai, and plans to continue partnering with schools in the UAE and the Middle East region.

and also gives them motivation to perform. I see many examples of teachers who are under pressure to meet targets and transfer this anxiety to the learners. By shifting the focus of the learning to an end point career, the exams become another steppingstone towards this rather than the final destination.

In relation to what we just discussed

success to careers education and employment.

It’s about inspiring students through the world of work and exposing them to a range of sectors and careers, so they are able to make informed decisions about their future. The irony of this approach is that students also achieve academically because they are driven, motivated and inspired by working with professionals who love their jobs.

Students at my school who study DEC perform 0.5 grade better in their Maths GCSE than those that don’t study DEC. Why is this?

My experience is that students become very aware of the application of maths in the built environment, so it resonates better with them

- do enough educational institutions use this approach? If not, why would you say this is the case, and how can this be addressed?

There are great examples of schools that use this approach, but it is often hindered by the performance measures put on schools. I like the International Baccalaureate as this lends itself well to a project-based approach to learning.

Fairgreen International School based in Sustainable City, Dubai is delivering DEC Level 1 through the IB MYP, and is having great success with this - so much so that they intend to use DEC Level 3 when delivering the Careers Programme. We have also mapped all our DEC CONNECT and EXTEND Awards, which are 20-30 introductory projects, to the IB MYP. As an educator, what are three of the key challenges you’ve come across and how can these issues be tackled?

02

December 2020

The biggest challenges for education are teacher recruitment/retainment is providing a broad curriculum and collaborating with industry and academia. In the UK teachers are leaving the profession at an alarming rate. In D&T, almost all of the ITE full time programmes have ceased to exist due to the lack of numbers and quality of candidates. My view is that if more teachers were supported and empowered to deliver modern curriculums such as DEC, then job satisfaction would increase significantly.

From my perspective I take no greater joy than supporting the development of a young person who turns an interest at school into a rewarding career. Many students suffer due to a lack of diversity in the curriculum.

Some of the most able students might get one option at GCSE, if they are lucky. I find it very counterproductive to be deciding what a student should be studying rather than giving them the power to influence their own futures. meconstructionnews.com

03

Finally, meaningful collaboration between schools, industry and academia is something that is very challenging but equally rewarding when done successfully. I have experience of working with university and industry partners to enrich students experiences, and there has to be complete commitment on all parts for it to work. A couple of papers from HWU and the University of Salford have been published and document the experiences of this. What it enables is an enriching and inspiring experience for young people, where they get to work with leaders and pioneers of certain fields, who can share the latest theories and developments.

By shifting the focus of the learning to an end point career, the exams become another steppingstone towards this rather than the final destination”

DEC, and young people in general?

You’ve been involved with DEC and COYO for years, however your background is education rather than construction. How do you bridge this gap and train teachers on DEC?

We have recently developed the BEST (Built Environment Specialist Trainer) programme where we train industry professionals as Level 4 trainers, so they are able to bridge the gap between education and industry.

We have two trainers completing a pilot programme and the impact they’ve had on students and teachers is significant. Hopefully this newfound knowledge of teaching will allow them to be placed in schools for a few days a year to support the delivery of DEC.

First, we are a tiny organisation doing huge things across three continents. We need support from industry on a strategic level to allow us to support schools across our wide network.

We have got this far through the sheer will and determination of Alison Watson, but we need industry to get behind us now, to ensure the built environment doesn’t continue to lose great students to other sectors.

Second, we need industry to take an active role in shaping education. Governments need to understand that unless there is reform with education systems, we aren’t going to produce young people ready to address global issues.

Are schools doing enough to educate parents about unconscious bias and

What more can the construction

supporting parents, so they know how

industry do to support COYO and

to best present careers and subjects

meconstructionnews.com

to their children as potential options?

I had a huge task of changing the conception of the built environment with parents. The built environment is a dirty word in more ways than one in many institutions, as a result of a culture where low ability students are placed on vocational qualifications, often in construction.

I was having conversations with parents eight years ago about why their child would pick DEC as they ‘want their child to go to University’. I compare that to now and I have the biggest queue at option evening - parents are desperate to get their child enrolled on DEC, as they see the academic and employment focused successes of past students. DEC students go to Russell Group universities to study Civil Engineering or Construction Law: the built environment is the perfect route for bright, ambitious and hard working young people.

What’s next for DEC? Can you talk about advancements?

The DEC programme is going to grow into Primary Schools, so students as young as EYP learn in the context of the built environment. We have also developed a range of Work Experience programmes, so employers have readymade, off the shelf three and five day programmes for young people. We are also moving all our content to DEC Central, which is our online platform for both educators and employers.

We also have plans to continue partnering with schools in the UAE and across the Middle East, so watch this space!

December 2020

32 | On Site

Virtual Women in Construction Summit

Middle East Consultant recaps the first-ever virtual Women in Construction Summit, a three day event held from November 8 to 10 INDUSTRY LEADER

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December 2020

meconstructionnews.com

On Site | 33

From November 8 to 10, Middle East Consultant held the second iteration, and its first-ever virtual edition of the Women in Construction (WIC) Summit.

The three-day event was attended by more than 1,000 viewers from across the regional and international construction industry, and saw industry experts share

their ideas and approaches on building a blueprint for equal opportunities in the AEC sector.

Centred around workplace diversity and culture, COVID-19 and the rise of flexible work hours, employee retention and promotion practices, as well as academic partnerships, the virtual event

encompassed three panel discussions and three presentations. The virtual event was supported by WSP, Autodesk, Acciona, Drees & Sommer, Omnium, HKA, MZ Architects, as well as CIOB and RICS. To view the panel discussions and presentations, please visit: https://meconstructionnews.com/ virtual-summits

Day One’s panel discussion, which began

Pilar Gómez Fabra, head of Organisation,

we can transfer skills, so they can become

at 10AM, focused on safeguarding gender

Talent and Wellbeing for the Infrastructure

qualified and provide for their families, and

diversity and was moderated by Leanne

Division at Acciona, meanwhile, spoke

we are also focusing on internal talent.”

Henderson, founder and Hospitality

about how COVID-19 has forced countries

Hantash and Fabra both believe that

advisor at Taurima. Lasting a full hour,

like Australia and New Zealand to look at

it’s not just about bringing women into the

panellists debated on some of the biggest

talent within the country.

industry, but the focus should also be given

Day 1 Recap

roadblocks the pandemic has raised

“We are opening up different initiatives

concerning diversity and inclusion, as well

and exploring the possibility of bringing

Due to technical difficulties, Greg Kane,

as equal pay and opportunities for women

in females from other industries to see if

CEO at WSP in the Middle East was not able

in the industry.

to join the panel discussion, but Henderson

Mayada Hantash, customer success for Middle East region at Autodesk began the discourse by saying that at the beginning of the pandemic she assumed COVID-19 would act as an equaliser, and a meritbased model would finally thrive at regional workplaces.

“However, it didn’t take me long to notice that my female friends who were working in a variety of fields – not just IT or construction – were leaving the workforce, while their partners kept their jobs to

to retaining women in the industry.

mentioned that during her conversation

I think we have to make the industry more attractive for the next generation to come and look at graduates and make them more involved in the industry”

with Kane, he talked about some of the adjustments that WSP has made in their maternity and paternity policies, and its impact on their employees.

Marcus Taylor, CEO and founder of FifthEdge, in the meantime, concluded Day One’s discussion by insisting the following.

“I think we have to make the industry more attractive for the next generation to come and look at graduates and make them more involved in the industry.”

provide for the home.”

She elaborates saying, “A quick note to make here – based on conversations with my friends and following a trend that 43% of organisations in the AEC space do not monitor pay gap - it’s due to paychecks.

Naturally, the family decision is that the higher earner keeps their employment status. Though I don’t have much data, this highlights that we have a long way to go in terms of true gender equality in terms of wages.”

However, she also said that the pandemic has definitely shaken things up for the workforce, and to survive and resolve some of the issues the industry is facing, flexibility is the key. meconstructionnews.com

December 2020

34 | On Site

Day 2 Recap Day Two encompassed a panel discussion at 10AM and two presentations; one at 12PM and a second at 2PM. The days’ subject matter centred around providing a clear path for women to the C-suite and board roles, and panellists explored why there is still a significant imbalance in higher position roles.

John Shenton, contracts manager at Hitachi ABB Power Grids, representing CIOB – vice-chair of Dubai Hub – moderated the second panel at the virtual event.

Claire Tromp, director at Compass Project Consulting, started on a positive note, by agreeing that large construction firms and consultancies are beginning to bring onboard talent development and internship programmes. She stated that

She added that there needs to be a

these initiatives help bridge the skill gap

reshuffle in the structuring of the industry.

for young people coming into the industry.

Smaller firms have better diversity on board

“It’s about fitting in and wanting to be

Meanwhile, Caroline Parsons, HR director

levels and better women empowerment

recognised for their talents. They do not

& director – Shared Services at WSP in the

compared to larger firms, which are in most

want to stand out like they have been given

Middle East, pointed out that her firm has

cases still dealing with older perceptions

an advantage over their male counterparts.

a global mentoring scheme, which she has

and cultures. We must look for a way to

Women want to be respected for the work

personally benefitted from. She added that

introduce women into that path at bigger

that they do, but we have to level the

the global COO mentored her and that this

firms, Jaber stressed.

playing field.”

initiative is part of WSP’s commitment to advance senior females.

“I think, at WSP, it is part of our DNA; we

concluded the panel discussion by saying that parity is the key.

Morgan Tuckness, head of Technical

“It’s not about giving one gender an

Services & Development, Global Hospitality

advantage over the other, but we have

at Drees & Sommer based in Dubai,

to think about the practical realities of our

can always do more, and we do struggle

industry and how to address it. In future,

to find mentors and female role models

we are going to see interest from both men

in our industry. I would love to see more

and women being attracted to companies

cross mentoring across organisations to give females more opportunities with a different range of mentors. This is one of the most important things that we can do as an organisation, to structure and sponsor, and offer these opportunities to the female members of our workforce.”

Completely agreeing with Parsons, Engi Jaber, CEO and managing director at Climatize Engineering Consultants, pointed out an interesting fact.

“Some larger companies are doing a better job than most in terms of having more women in C-suite roles, but some are just putting a woman figure at the front. The question is are theses figureheads empowered or are they part of a brand image.”

December 2020

It’s not about giving one gender an advantage over the other, but we have to think about the practical realities of our industry and how to address it. We have to make sure that it’s an even playing field to deal with any situation”

that have more policies in place. We have to make sure that it’s an even playing field to deal with any situation – pandemic or otherwise,” Tuckness said.

The panel discussion was followed by a presentation from Chris Bernard, Global People Recruitment & Equality, Diversity & Inclusion director at HKA. She spoke about the impact of COVID-19 and the role governments, legislation and business leaders can play to truly transform and accelerate gender parity at all levels of business and society.

Compass’

Tromp

returned

for

a

presentation at 2PM, where she shared her experiences in business and finding her career path. meconstructionnews.com

On Site | 35

Day 3 Recap The WIC Summit kicked off on Day Three

been accredited, and I think this is a

at 10AM with a panel focused on how the

positive step in the right direction.”

Dalia Wagdi, Sustainability manager at Climatize Engineering Consultants, made

industry could build ties with academia.

Joe Tabet, founder and managing

a similar point that the requirement to join

Panel members also analysed what could

director at JT + Partners, noted that the

an internship program is to open up their

be done to encourage young women

AEC industry has been busy for the last

vision to what is available out there.

to explore career paths in the built

15 years, and that there is no proper

“There needs to be open platforms to

environment and drive a positive change

procedure for a relationship between the

provide room for different specialisations

within the industry.

industry and the academia.

to present what they are doing and start

Moderated by Fatima A AlKatheeri, member

at

Chartered

Institute

“It is our responsibility to put young

speaking to fresh graduates.”

of

graduates on the right track and give them

Shenton pointed out that within the

Procurement & Supply, the panel discussed

the right direction and find the talent in

CIOB, they have an initiative which is

how companies could ensure that curriculum

them,” he said.

geared towards individuals under 35. He

and courses can keep pace with current

said that the organisation hosts informal

trends in the industry, among other topics.

networking events, and these are beneficial

Iryna Akulenka, managing consultant at HKA, stated that the young generation is the future of the industry, so companies would have to engage, invest, and develop this talent.

“Our region has been lagging when it comes to access to education, and even though there are a lot of online courses, they weren’t formally recognised by higher education bodies. I think that the pandemic has forced a change in this respect, and many online courses have

meconstructionnews.com

Our region has been lagging when it comes to access to education, and even though there are a lot of online courses, they weren’t formally recognised by higher education bodies”

for individuals who might not have been afforded the same opportunities from their universities. He affirmed that young member groups within professional bodies are a great initiative.

Concluding this virtual edition of the Women in Construction Summit, Autodesk’s Hantash returned at 12PM to give the final presentation on how Autodesk is engaging with young people and academia, and how this will create a talent pipeline to help fill the jobs of the future.

December 2020

36 | On Site

December 2020

meconstructionnews.com

On Site | 37

Milena Vukicevic “It is vital that, as a society, we support girls to enter and prosper in any sector they choose, and to free ourselves from the traditional concept of ‘feminine’ and ‘masculine’ jobs” 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 speak to Milena Vukicevic, senior architect at MZ Architects.

What drove you to get into construction?

I was drawn into architecture first and then consequently to construction. From a young age I had a strong interest in science and particularly mathematics, which I believed would be my chosen calling, while at the same time having a strong passion for art and a drive for creativity. Discovering architecture as a vocation that merged both of my passions was the main reason for choosing to go that way in my career and life.

One of the greatest advantages of being an architect is being able to see the fruits of your efforts due to the material nature of the work.

Seeing your project constructed with a life on its own provides great fulfillment and pride.

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

During my master studies for Master Engineer of Architecture in Faculty of Architecture, University of Belgrade, I worked as a graduate teaching associate at the Department of Urban planning. Guiding young architects in their design process was a very exciting experience that influenced my way of collaborating and team leading later in my career.

In the first quarter of 2020, I had the opportunity to be part of an internship program with Abu Dhabi University and worked with architecture students, preparing them for the transition from graduate to work life.

I started my post-graduate career working as both architect and interior architect in Qatar for about two years, on a variety of projects.

That was my first contact and experience with the GCC area and its construction sector.

For the last six years, I have been working in MZ Architects as a senior architect and design manager, working on residential, commercial and large-scale mixed-use projects.

One of my first roles in the UAE as part of the MZA team was working as an architect on a residential building project in Al Raha Beach, while the most notable project that I have been working on as an architect and December 2020

38 | On Site

design manager is the Al Qana development.

This project is very dear to my heart and is the winner of the Project of the Year at the Middle East Consultant Awards 2019.

Besides fairness and being the right thing to do, diversity in the

changing that approach, as I strongly believe that being confident in your work and ideas is the right way, as long as competence and good work are there to back it. I have been supported within my organisation in that sense, which helped me to further establish my confidence and successfully overcome some of the barriers.

construction industry is important because of the value women can bring

The GCC construction sector is still

to employers, clients and customers.

male dominated, however diversity

How have you made your mark in

is beginning to increase. If you agree

the industry working on projects and

with this, comment on what is driving

what is your proudest moment?

this and how you see the GCC markets

I would single out my work on Al Qana as my biggest professional achievement so far, having started that journey as the youngest team leader in the company at the time, working on one of the most prominent projects in the company’s recent portfolio.

Al Qana is a mixed-use waterfront development consisting of 11 buildings with a built-up area of 150,000sqm, spread across a 2.4km promenade, linked with four pedestrian bridges. The project scope and vision has been continuously growing and evolving during its design and construction, which presented quite a challenge but led to the distinctive architectural work that it is today.

I had the opportunity to collaborate with many different teams from other sectors and backgrounds, which has been a great learning experience. The project is now in its final stage of construction and on its way to become one of the most iconic projects of Abu Dhabi.

changing in the coming years? If you do not agree with the statement, share your thoughts/views of the market.

I think that there are many driving factors in the GCC that are slowly but surely positively impacting the increase of diversity in the sector.

Some of those being the increased number of female graduates and professionals joining the sector and, most importantly, the recognition of the value and achievements of female professionals within certain organisations, resulting in improving the diversity in the leading and decision making positions Hopefully the latter will continue improving with greater momentum across all sectors in the region.

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?

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

What was your personal experience?

With focus on the barriers regarding entering the industry, I would highlight the current perception of industry culture and environment, particularly related to the on-site construction sector and a bit broader but very important issue of being held to a different standard.

In my personal experience as a woman in a design and engineering consultancy, I would sometimes find myself diminishing the weight of my ideas and opinions to avoid being characterised as overbearing, knowing that assertiveness is being judged very differently depending on the gender. I have worked on December 2020

Improving recruitment practices and hiring policies. We can already see a notable increase and improvement in gender diversity across governmental departments and agencies.

Additionally, many firms and organisations have already recognised that a diverse workplace is an innovative and thriving workplace, whether those differences are cultural or gender-related, and the same should start reflecting in the employees’ matrix and respectively wage levels.

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

My short answer is everyone! The impact

Resist the urge to self-deprecate and know your strengths.

I remain hopeful that positive change will continue with more momentum in regards to gender diversity and position of women in architecture and across all professions”

of gender bias, whether subtle or not, is something that female members of society face from a young age in the social environment, educational system and later on in the professional setting. It is vital that, as a society, we support girls to enter and prosper in any sector they choose, and to free ourselves from the traditional concept of ‘feminine’ and ‘masculine’ jobs.

Now, focusing back on the professional environment, I would highlight some of the entities I believe play an important part in increasing diversity and balancing pay scales.

Schools and universities, through education and encouragement. Media also play a big role, especially in regards to the perception issue, by driving the focus and giving attention to the matter, and at the same time ensuring correct and appropriate representation. And last but probably most evident - hiring policies and unbiased advancing opportunities. meconstructionnews.com

On Site | 39

Working in the architecture field is very much a dynamic process - as the office evolves and projects change, my role constantly evolves too.

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

MZ Architects’ head office staff consists of approximately 54% female employees, while onsite the percentage varies but similarly to the construction market, the ratio of female staff is lower and still has room for improvement.

In regards to current factors and company efforts contributing positively to a diverse and inclusive workplace in MZ Architects, I would highlight its motivating environment, workplace flexibility in regards to family commitments and non-gender biased promoting opportunities. I’ve had many great opportunities through the years to develop, progress and be part of many amazing projects.

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?

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

The most notable challenge from my perspective is biased perception, along with being held to a different standard and many more. However, the matter we are discussing is a social issue rather than a particular issue of the construction sector.

and observed in other markets?

Most of my work experience is based in the GCC, which is a quite a diverse market in regards to many aspects such as nationalities, cultures and experiences.

As an architect, I find the UAE very competitive, exciting and a place of great opportunities for young and ambitious professionals to evolve and work on some extraordinary projects.

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

So far and mostly when dealing with external parties, I have occasionally faced the issue of perception, and certain assumptions about a young woman in a leading position. The way to address it is by strongly making a stand and clearly highlighting the importance of one’s role.

In your opinion, what is the biggest challenge women in the construction

Do you feel there’s a limit with

sector face in GCC countries? How

regards to how far you can

can these challenges be addressed?

progress within MZ Architects?

meconstructionnews.com

I have always been vocal within my environment or organisation when it comes to proper representation, recognition and equal opportunities. This year I had the opportunity to work with students from Abu Dhabi University as part of their internship program and interestingly, all the candidates I mentored were female students.

Encouraging young women and, for a short time, guiding them in their creative journey was very fulfilling, and based on the feedback from the university, it has been a very positive experience for all parties involved. I am looking forward to seeing them enter the professional world and succeed in their future careers.

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

Resist the urge to self-deprecate and know your strengths. I remain hopeful that positive change will continue with more momentum in regards to gender diversity and the position of women in architecture and across all professions.

December 2020

40 | On Site

01 Gabriella De La Torre is director – Consulting at CBRE.

01

December 2020

Gabriella De La Torre “With people increasingly shopping online, it will be key for B&M destinations to focus even more on experience to attract visitors” With people confined to their homes as a result of COVID-19, more and more individuals have been forced to turn online for their daily shopping needs. Unexpected in many respects, the pandemic and corresponding stay-at-home orders have accelerated the shift online, a trend that was already being witnessed at a global level, with the push of online giants, such as Amazon, responding to consumers’ growing appetite for the convenience and instantaneousness of online shopping. This shift online has also had reverberations in the real estate world, shaping most notably the retail sector.

With one of the highest internet, smartphone and social media penetration rates globally, the GCC has been ripe for the growth of e-commerce. Across the region, the UAE is one of the most advanced e-commerce markets, with a penetration rate of around 4%.

Supported by these underlying fundamentals, recent months have witnessed a boom in online transactions, with key retail players across the market experiencing spikes of 200 to 500% in online sales during the pandemic. However, with more people turning online, what impact has this had on brick-and-mortar (B&M) retail?

It should come as no surprise that along with movement restrictions and a greater expansion of online shopping, retail malls have witnessed reduced footfall. Retailers are responding to this trend, and in a recent CBRE survey, 78% of retailers expressed plans to increase investment in online retailing and delivery apps. Moving forward, however, and

particularly so in this region, physical retail destinations are expected to maintain their place, with a few key shifts along the way.

With people increasingly shopping online, it will be key for B&M destinations to focus even more on experience, with a greater emphasis on entertainment, leisure and dining elements to attract visitors. Gen Z will also rapidly become a powerful new source of retail spending, placing a greater attention on brand values, personalisation and sustainability. Studies suggest these consumers will have a desire to shop in B&M stores, with the online space allowing them to browse and research products, while the physical shop will create opportunities to try, test and experience the product.

E-commerce also presents a range of other opportunities for B&M retailers if capitalised on effectively. The online world provides retailers more touch points and ways to quickly access new clients through both online store presence but also through social media, which has also been growing as a point of sale. With less space required for physical inventory, retail space can be reimagined and repositioned, with a greater emphasis on the customer experience.

Finally, digital platforms create a wealth of opportunities in terms of data gathering and analysis, allowing retailers to better understand and target their customers.

Despite the challenges online shopping presents for the traditional retail marketplace, retailers that quickly respond and weave together physical and digital platforms are well-poised to thrive in the marketplace of the future. meconstructionnews.com

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