MEC Magazine February / March 2024

TRENDING Darryl Custer from KEO on mixed-use dynamics

SPEAKING FRANKLY ISG’s Andrew Collier on markets, sustainability & contracts

construction processes and glass technology

Delivering Local-Global JLL’s James Allan on the role of regional expertise

“We only have one planet”

Darryl Custer, Managing Director, KEO Design, KEO International Consultants, shares his views on the ‘touchstone’ trends in urban planning, shifting architectural aesthetics and sustainability agendas…

Diversity

‘Human by Design’

March-April 2024 Issue 111

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The power of ‘local-global’

On 22nd February, at the Ritz Carlton JBR, global real estate titan JLL hosted a market review event titled ‘Navigating the Growth Spectrum: Exploring Strategies for Sustained Success’. The evening’s opening speech was delivered by James Allan, CEO Middle East & Africa, JLL - and Middle East Consultant was pleased to conduct the following interview, where James highlights a number of the key dynamics emerging in 2024…

We speak to Emily Pierson-Brown, Associate Principal & People Culture Manager, and Fawzia Ahmedali, Principal, Perkins Eastman, about the actions and attitudes that underpin this commitment and propel the firm’s future initiatives…

Close-up

The Driving Seat of Change

Andrew Collier, Deputy Managing Director and Commercial Director, ISG Middle East, discusses innovations that are keeping an international business powerfully ahead of the curve…

Construction innovation: the key steps

While it is often alleged that the construction sector is slow to adapt with the times, the reality is that this same sector is responsible not just for some of the true marvels of modern life. Trimble map some of the key innovations…

20 New Building Materials

The last five years has seen an immense growth in the range of new-era sustainable building materials. Middle East Consultant spoke to ProEst about what’s what in the world of materials innovation…

Glass in MegaTalls - more than surface deep

ME Consultant showcases the expert views of glazing specialists Guardian Glass, discussing the advantages of incorporating today’s hi-tech glass into the built environment…

In search of Innovation…

Welcome to the combined March/April issue of Middle East Consultant. This edition is, appropriately enough, very much an ‘innovation’ special - looking as we do at several very important new dimensions of strategic and project consultancy in the Construction space.

So, for example, we focus on the immense developments in perimeter security that have been empowered (need I say?) by AI; the innovations in construction processes and the new era of materials that procurement specialists can now access; and the tremendous progress recently made in glass technology, in which the strengthening of specialty glass has increasingly enabled it to play a crucial structural role.

We also go to the ‘macro’ level, where we learn - courtesy of KEO’s Darryl Custer and ISG’s Andrew Collier - a good deal more about the current shift towards mixed-use communities, which fit like jigsaw pieces into an urban planning model based around easily-accessible and convenient local hubs. It’s often forgotten that this shift to mixeduse communities also represents the biggest move away from a car-based culture for more

than 50 years. In these new hubs, the car is superfluous to needs: food, education, gyms, retail, hospitality are all only a short walk away - and you can chat and interact with the local community on the way. These new urban layouts are no longer vast, faceless templates intersected by long causeways for vehicle traffic; instead, they’re based on localised transit by public transport, which is cheap, accessible and efficient. It’s also, of course, vastly more sustainable.

Interestingly enough, this new approach to mixed-use developments of course offers profound commercial opportunities for developers and their clients alikeparticularly at a time when the availability of good quality land is at an all-time premium. Times change, and the old idea of an isolated, large-scale ‘business park’ (remember those?) somewhere on a remote ring-road packed with dense traffic already seems strangely redundant.

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The power of ‘local-global’

On 22nd February, at the Ritz Carlton JBR, global real estate titan JLL hosted a market review event titled ‘Navigating the Growth Spectrum: Exploring Strategies for Sustained Success’. The evening’s opening speech was delivered by James Allan, CEO Middle East & Africa, JLL - and Middle East Consultant was pleased to conduct the following interview, where James highlights a number of the key dynamics that are emerging as the sector’s prime hallmarks in 2024…

attaining net-zero across Scopes 1, 2, and 3 by 2040. Additionally, we are also aiming to attain sustainability certification for all offices over 10,000 square feet by 2030 which our Dubai office at ICD Brookfield Place achieved LEED Platinum Certification last year.”

ames, how do you primarily see JLL’s actions in the 2024 marketplace as not only reflecting and influencing market dynamics, but working in the best interests of future urban development?

“Sustainability lies at the core of everything we do. It is not only a key part of the future, but also something we wholeheartedly embrace. At JLL, we have set an ambitious goal to only occupy net-zero carbon offices by 2030. It's a crucial milestone in our journey towards

“I’m very impressed by how sustainability is a central focus for many individuals in the UAE and the wide range of stakeholders.”

“Of course, when it comes to sustainability, everyone is on a different journey, but we all ultimately have similar goals. Our sustainability goals are not mere aspirations; they are woven

James Allan, CEO Middle East & Africa, JLL.

into the fabric of all our businesses. Sustainability is not just a buzzword for us; it is a thriving reality that permeates every aspect of our operations.”

“Something I do want to mention is that we’ve recently seen a major shift in people’s awareness and commitment to sustainable options. Throughout my career in real estate, there has always been an understanding of the importance of sustainability but there was often a tendency to shift responsibility onto others.”

“However today, both retailers and the consumers want to understand what sustainable choices are available, how they are priced, and what these choices convey about their values in the marketplace. This change is noticeable across all the commercial asset classes.”

“Having said that, the biggest challenge remains in the residential sector, particularly in older residential properties with multiple owners. Encouraging everyone to actively participate and take responsibility for sustainability initiatives can still pose difficulties in these scenarios.”

Have we recently seen a shift in commercial real estate trends that you believe indicate significantly fresh approaches to workspace usage?

“We are seeing a shift in the way we work and view the office. More and more people are coming back to the office as it is the eco-system of most businesses. People enjoy being in the office and seeing their colleagues. However, if you want to

Sustainability is not just a buzzword for us; it is a thriving reality that permeates every aspect of our operations”

encourage your employees to come back, it is crucial to create an environment that they desire. Your office should provide not just one workspace, but a variety of options to accommodate different types of work. These could include co-working areas for collaboration, quiet booths for focused tasks; and selecting a location with convenient access to facilities like gyms and nurseries. This is vital to attract people back to the office.”

“It is not by chance that tenants are investing more in their office spaces, which is certainly good news for landlords.

This trend indicates that people are likely to spend an extended amount of time in their offices. Although we haven’t fully returned to pre-pandemic practices, one thing is evident - the office is here to stay, and the majority of people still prefer working in an office environment.”

What about other approaches to Sustainable construction in real estate, such as the trend that we’re starting to see towards retrofitting and re-purposing existing environments and communities?

“I think for retrofit to occur on a large scale, government intervention is necessary. Changing regulations is the only way to motivate real estate owners and developers to invest money and view it as a preferred option. I had the privilege of attending COP 28, where I witnessed a remarkable synergy between business and the government. This experience has initiated a shift towards achieving a balance between regulations and a larger sense of responsibility. I anticipate that this will foster collaboration and synergy, as it becomes evident that pushing people into a corner and expecting them to bear the cost is not a viable approach.”

Does JLL have an increasing commitment to the role of AI (Digital Twin, etc.) when it comes to market classification and blueprinting?

“Absolutely. It all starts with the data. With over a century of history, we possess a wealth of data. The true winners will be the companies that can aggregate and analyse this data effectively. At JLL, it is this significant collection of data that makes us highly appealing to our clients worldwide. Countries such as the UK, Australia and the USA have made great strides in this data-driven journey, and as an international business, we have access to all that valuable information. Clients often approach us seeking insights in the latest office configuration trends and the most desirable location styles. They want to know what the most modern real estate looks and feels like. Our international capability gives us a dynamic advantage,

but it is always underpinned by the availability of accurate and relevant data."

Tell us more about JLL’s advantages as a fully international business and what do they mean to how you work locally in each region?

“I love the phrase ‘local-global’, and it truly resonates with JLL’s model. Our clients often express their desire to stay informed about global developments such as the latest hotels, pioneering construction techniques, and top-notch mixed-use developments. Workplace strategy has emerged as a major interest for clients, and our global perspective allows us to meet their requirements. We bring this global knowledge to a local level, focusing on unique local needs because we understand that a one-sizefits-all approach doesn't work. The era of standard offerings is long gone. Offering fully bespoke services is essential in today's market.”

“To deliver this, we provide unique teams for each client's specific needs. This approach also aligns with diversity, equity, and inclusion (DEI) considerations. By tapping into our global platform, we have access to a wide range of talent, fostering a diverse workforce in nationality, race, ethnicity, age, and experience. This enables us to effectively engage with clients who have diverse cultural expectations and ensures a dedicated team for every project. Applying global skill sets at the local level is an essential aspect of our mission and will continue to be of growing importance."

James believes that the Sustainability agenda must be front and centre of JLL's operations and client deliverables.

‘HUMAN BY DESIGN’

At the last edition of the ED&I: Women in Construction Summit, international architectural firm Perkins Eastman held centre-stage with a session dedicated to the company’s leading-edge approaches to equity and human capital best practice. Here, we speak to Emily Pierson-Brown, Associate Principal & People Culture Manager, and Fawzia Ahmedali, Principal, about the actions and attitudes that underpin this commitment and propel the firm’s future initiatives…

teams. As humans who have unconscious biases and culturally ingrained ways of seeing the world, that type of engagement doesn’t happen naturally. Being intentional about who and how we hire and providing training and support for everyone inside of the organisation is crucial for the success of these initiatives, regardless of where in the world we practice. That being said, the “diversity” of needs looks different in the GCC than it does in other regions. Our Dubai studio is largely comprised of women which is an anomaly in architecture in many parts of the world. That diversity is a significant strength for our teams there and an asset on our projects.”

What are the key things that a business needs to action in developing an effective Diversity programme - and how has your organisation been a Champion of these?

ave you created Diversity initiatives that are truly market-leaders, above and beyond those we see in other businesses?

Emily: “Well, the uniqueness of our DE&I initiatives is that they are directly tied to our Human by Design ethos. We understand that the best design and the most positive outcomes for our clients come from having a diversity of

perspectives. We strive to embody this attitude through Human by Design which emphasises the human connections both between our teams and our clients and within our own teams as well. Moreover, our DE&I initiatives are intrinsically related to our Sustainability goals, with a renewed focus on ESG (Environmental, Social, and Governance) across the industry. This partnership strengthens our base of support for DE&I initiatives and ensures a wider measure of success.”

Do you feel that there’s a difference in approaches to Diversity between the GCC and other regions - and is this true across your own division?

Fawzia: “Yes and no. The goal of diversity initiatives is not to hire “X” type of people, but to promote the meaningful contributions of a variety of people on our

Emily & Fawzia: “The most critical element of a successful Diversity programme is buy-in from the top leadership. Without that support - both vocally and financially - the initiatives have no hope of success. Several of our Executive Committee members have been on the DE&I Steering Committee for over three years, and our Co-CEOs meet with Emily Pierson-Brown, our People Culture Manager, on a bi-monthly basis to better understand what the firm needs, what the staff is looking for, and how they can best support the efforts.”

Does a Diversity initiative actually deliver commercial benefits, or is that just an “urban myth”? If indeed it does, can you give concrete examples of how it does so for you, following execution of initiatives?

Emily: “We have seen the positive effects of DE&I initiatives across the enterprise with client and project teams. Diverse project teams deliver better results for our clients because more diverse teams are able to tackle a design problem from many perspectives. It is that level of

interrogation that provides our clients with the highest quality design work.”

Fawzia: On the interpersonal side, our client teams are more diverse than ever, and they are looking for that diversity from our project teams as well. We have been successful in building client relationships and winning new clients because of the diversity of our staff.”

Within your business, what are particular employee and stakeholder groups that have benefitted most from an in-house Diversity programme?

The most critical element of a successful Diversity programme is buy-in from the top leadership”

Emily: “Our Women’s Leadership Initiative has been going strong in a formalised structure since 2015. A number of women across the enterprise look to the support, mentorship, and professional development they found in that group as the reason why they have achieved a promotion or other marker of successful career growth. In our Dubai office, the number of Associate and Principal level women is a testament to that programme and its implementation around the globe.”

At the recent iteration of ED&I: Women in Construction, the Perkins Eastman panel provided one of the touchstone moments of the day.

What timeframes have your programmes set from the outset to achieve better Diversity - and do they have clear statistical objectives (e.g. By such-and-such a date we will xxx...)?

Emily: “We have both short- and long-term goals to make sure the initiative is moving forward and does not become stagnant. These include investing in training for our leadership and management teams in 2024 and bringing in diverse speakers once per quarter. These goals are more action-based than they are people- or demographic-based, in order to avoid unintentional tokenism or the appearance of box-checking.

“Moreover, we have been careful not to put quotas for staffing in place that may undermine a meaningful investment in career growth and professional

Emily Pierson-Brown, Associate Principal & People Culture Manager, Perkins Eastman.

We understand that the best design and the most positive outcomes for our clients come from having a diversity of perspectives”

development. Architecture is a field that takes decades to achieve mastery. We are already aware that demographically, Generation Z is much more diverse than any of its predecessor generations. What we are trying to achieve is a consistent and sustainable investment in our Millennial and Gen Z staff so that they feel supported and that they belong at Perkins Eastman. We already know that these are stellar performers, but it is up to us to ensure their continued success.”

What are your “next steps” in implementing stronger Diversity?

Emily: “We have made significant progress in the past two years and will continue to invest in the places we have seen successful outcomes. Our Women’s Leadership Initiative will be helmed by two new voices this year and will focus

on fostering relationships internationally. We are working on the implementation of an Emerging Professionals resource group that will provide professional development support for our most junior (and most demographically diverse) staff. The training for leadership and management teams will roll out to all staff as we establish a baseline of understanding of our collective goals around diversity and a common language to support our inclusion efforts.”

Have you actually recruited new team members to head-up Diversity initiatives, or transitioned existing staff members?

Emily: “In 2021, our primary goal as a DE&I collective team was to identify one person who could lead the initiative going forward. We wanted someone who

would have dedicated time and resources to move our goals and communications forward. After much conversation, our criteria for the person was that they should be a current Perkins Eastman employee so that they would understand our culture from the inside, and that they must be a designer, so that they could speak to our project teams from a place of deep experience to garner the necessary support across the enterprise. In July 2022, the firm elevated me, Emily PiersonBrown, to fill the inaugural position of

People Culture Manager. Around the same time, we hired a new HR Manager who would support the DE&I initiative on the policy and implementation side. It was important for us to have people in these positions who are both wellversed in design and people to support the success of our initiatives.”

What’s your “blue sky” Diversity vision for the organisation?

Emily: “In a perfect world, we wouldn’t need a DE&I initiative. Everyone would be able to show up with their full identities and contribute meaningfully without bias or challenge. Since we are all flawed humans with ingrained biases, this ideal is likely not achievable. But we can continue to work towards it, making strides and measuring successes - even small ones - every day.”

Fawzia Ahmedali, Principal, Perkins Eastman.

“We only have one planet”

Darryl Custer is Managing Director, KEO Design, KEO International Consultants. We spoke to him about his views on the ‘touchstone’ trends in urban planning, shifting architectural aesthetics and the sustainability agendas informing current practices and materials…

arryl, when it comes to urban planning, we hear a great deal of talk about the '15-minute' hub; in practice, are we seeing developments being built that fit - like a jigsaw piece - into a hub model of urban planning?

“Yes, there’s no doubt that we are. Across the world - and indeed, in the GCC - we are seeing more and more projects move towards a mixed-use model connected to public transit, in lieu of single-use projects connected by cars. This is a major shift in emphasis, and it’s primarily due to less and less land being available, advancements in technology, lowered carbon footprint goals and evolving lifestyle expectations.”

You mention an increasing preference for mixed-use developments. Does this also reflect the commercial potential they can offer for developers, as well as a trend towards convenient micro-hubs and a growing emphasis on lifestyle values? Is it a mixture of both dynamics?

“In short, yes. Differing urban commercial building typologies have evolved over time, primarily given climate change, advances in technology, demographic shifts, and an evolution in lifestyle changes and expectations. Through these adaptations, all these uses (retail, residential, office and hospitality to name a few) have one thing in common: a desire for flexibility and a sense of community. If configured properly, urban mixed-use projects are best suited to respond to these demands.

Darryl Custer, Managing Director, KEO Design.

Darryl believes that the current trend towards urban mixed-use developments responds to both new concepts of convenient urban planning as well as key commercial opportunities.

“At the same time, though, good developable land is becoming scarcer, infrastructure costs are rising and the goal to reduce carbon footprints is increasing daily. Again, if designed properly, urban mixed-use projects can not only best respond to these challenges, but can also help bring a higher return on investment to its owners, through a proper coupling of the site area and the available infrastructure, while building less roof area.”

Do you feel we are seeing any key visual or stylistic trends in the architectural projects being commissioned currently?

“Yes, especially in the GCC. Most consumers expect an ongoing advancement in modernity and want to see new ideas when it comes to commercial developments - and current advancements in building materials afford this creative growth for design practitioners. One example of this is the ongoing evolution in glass panel strength that we’re now experiencing. This evolution allows designers to create buildings with larger and larger free span panels, which make modern buildings more transparent than in the past.”

Would you say, Darryl, that there’s a 'signature' look and feel to KEO's own work - either in terms of design or project execution?

“The KEO Design division does not have a stated design aesthetic per se; however, the driving force behind our work is to balance our client’s needs with what’s best for

the community that each project serves. In many cases, we try to overlay new modern thinking with elements apparent in a region’s culture and heritage. A great example of this is the KIA Tower in Kuwait, where KEO delivered a very modern and high-end office tower that used two key elements from Kuwait’s history. Firstly, the Dhow boat shape from Kuwait’s traditional fishing industry was used as a form generating reference for the podium; then, a modern interpretation of historic Kuwait textile patterning was used as a geometric influence for the tower skin. These were both combined to create a thoroughly modern composition that fits really well into the community.”

To what extent are Sustainable materials now becoming the norm; are the majority of clients requesting Sustainable compliance, or driven by cost considerations alone?

“Not only has it become the norm, but it is also the baseline expectation. Every project that KEO Design undertakes considers this a priority. There are of course given costs that come with these programmes; however, it seems everyone understands we only have one planet and so each project has a careful study of what can be done to minimise its carbon footprint and downstream impacts. While this means different things to different projects, as noted, every project we do considers this topic in some manner.”

So for example, are you currently working on any projects that have called for top-down approaches to Sustainability - eg, solar power, eco-friendly waste disposal, partial disconnection from the power grid, and 'green' concrete?

“Yes, many clients ask for these elements in their projects, and our team recently designed an off-grid solar PV system for a major hotel project in Saudi Arabia. The Solar PV panels will be installed on the roof of the hotel and are expected to generate approximately 746 kW of power,

which constitutes 13% of the total power demand load for the hotel. This will be of tremendous value to our client and the surrounding community as it reduces the demand on the neighbouring power grid.

“Additionally, most of our projects include an eco-friendly waste disposal system; however, this is typically handled by the client’s management team. Green Concrete and other forward-thinking sustainable materials are always on our radar and used when appropriate per project.”

Now let’s look at some of the elements impacting interior design. In the first years post-Covid, there was an emphasis from interior designers on hygienic materials that were easily cleaned, eg, metal, not wood. Is that still the case?

“Yes. It has become the new norm to specify easily cleanable and hygienic materials into our interior designs, as physical health and wellbeing has become one of the most important factors post-Covid. In addition to hygiene and

The driving force behind our work is to balance our client’s needs with what’s best for the community that each project serves”

durability, the sustainability of interior materials is also critical and is part of our designers’ guiding principles.”

Is hybrid working still impacting interior design, with a focus on modulated areas offering variety and colour for those working from home?

“Hybrid work is here for good; the trend is toward a more modular and flexible response, along with the freedom to choose from a variety of working spaces. Hot-desking, lockers, and phone booths are an obvious response, but even more important are the meeting rooms and communal break-out areas encouraging social interaction and teamwork, especially with a lot of the workforce now doing hybrid.

“Meanwhile, the interior design of our workplace projects is always anchored on the idea of creating flexible and compelling working conditions; a place which represents the team’s ethos and values, but also a place where each can connect and unwind together.”

Given the points you’ve made about urban planning, visual motifs and the use of interior space, what do you see as the preferred architectural styles that will specifically emerge here in the GCC during the next five years?

“As noted, this means different things for different project typologies; however, as above, I believe the path forward will involve more urban mixed-use projects, configured in a denser configuration to better leverage infrastructure and available land. This may result in projects that include a variety of languages and styles within the same area as a compositional ‘sum of the parts’ - in other words, they will mix modern ideas with historical references. We’re already seeing the strong relevance and client take-up of this approach, and it can result in exceptional aesthetics. All in all, I see real potential here and I believe these directions are something quite exciting.”

The Driving Seat of Change

Middle East Consultant speaks to Andrew Collier, Deputy Managing Director and Commercial Director, ISG Middle East, about the dynamics and opportunities impacting the sector and the innovations that are keeping an international business powerfully ahead of the curve…

ndrew, we’re seeing a number of relatively new factors come into the market now - eg, the role of AI, Modular build techniques, better access for People of Determination. How are these impacting the way ISG conceives build, fit-out and delivery? There is no doubt that they’re significantly impacting the market for us now, especially from a project execution point of view. If you look at the projects we do from a ‘design and build’ perspective, things have completely changed.

Let me give you an example: we’re seeing a growing demand for a hybrid working policy. Consequently, businesses can capitalise on that trend and start to use space very differently.

In some cases, we’re seeing the space that clients need being reduced. The workspaces that those organizations have aren’t being used in the way that was originally envisioned.

We’re seeing businesses really reconsider that aspect of their efficiency. For instance, we’re now even talking about booking systems for individual desks, not offices! Today, the hot-desking environment can be a key route to cost efficiency. In some companies, you need to book your desk space in advance - and that trend, and the new economics of space that it involves, are being included in our designs now.

Of course, another aspect of this is that we’re still seeing the huge transition to working over Microsoft Teams, and so on. That means that the people who are in the office need a quiet space where they can make those calls. Often, calls like this will be banned from the open plan or co-

Andrew Collier, Deputy Managing Director and Commercial Director, ISG Middle East.

working areas. So, you need a modulated workspace, with areas suitable for many different activities.

We’ve seen an impact on both the design and delivery side. For example, you can imagine that if an office is fully staffed and we are expected to work around that, the work might be quite disruptive. But today, we don’t have to work around a full and sensitive office because companies have the flexibility to ask people to work from home for lengths of time - maybe not for the whole duration of the program, but for the key ‘pinch-points’.

What are some of the key innovations that ISG is using to ‘stay ahead of the curve’ in the regional markets?

The first of these is a sea-change in the way we operate culturally: we adhere to four main values. Far from being box-ticking, these values are deeply ingrained in the majority of our employees. If you were to ask anyone around the office, they would know what these values are:

• Dream Smart,

• Never Stop Learning,

• Speak Frankly,

• Always Care.

As a culturally-led business, we're constantly innovating. We strive to lead the market, with significant progress seen in our attention to customer feedback. Customer satisfaction (CX) is paramount for us, an area where we believe we outpace many competitors. It's crucial to note that outside the construction sector, CX holds immense importance. Recognizing our industry's lag behind the curve, at ISG, we've taken robust steps to listen to our customers and integrate their feedback into all our services.

Our client-facing programs start from the project's inception. We engage with clients to understand their expectations, tender experiences, perceptions of ISG, and feedback on pre-construction, construction stages, and health & safety protocols.

Halfway through the project, we conduct a Mid-Survey to gauge our performance and alignment with client

expectations. We listen to their responses without commenting, allowing us to gather valuable data passed onto the project team for improvements.

At project completion, we conduct a final survey, gathering actionable insights for immediate action.

We've also adopted tools like 'Open Space,' a cloud-based software providing a 3D visual of project progress. Clients can access this walkthrough from anywhere, enhancing transparency and eliminating subjective assessments.

As a culturallyled business, we're constantly innovating. We strive to lead the market, with significant progress seen in our attention to customer feedback”

Furthermore, we've invested in 'ISG Talent,' a cloud-based platform optimizing staff roles and training allocation. Increased staff engagement correlates with higher client satisfaction, as employees are equipped with the right skills to engage effectively.

It’s often said that the style of commercial contracts in the GCC needs to evolve and follow more rigorous international templates; what are your views on this?

GCC market has now moved ahead of much of the rest of the world, and is seen as a pace-setter for project design, delivery and proactive initiatives.

Is there scope here for amending contracts?

In reality, most of the off-the-shelf contract forms used here are quite well-balanced. They're impartially written, and the risk is fairly evenly spread. However, issues arise when employers' legal teams rewrite the contract, often making it more favorable to the employer.

At ISG, we operate in a strictly-controlled and regulated contract environment. We monitor attitudes, observing who is doing what and how they're doing it. There are certain things we won't accept and others we'll welcome with open arms.

Recently, consultants have supported feedback, successfully rebalancing risk and responsibility. Employers are generally becoming more open to this and are listening. However, companies unwilling to collaborate won't find us willing to work with them - we simply decline. If they're uncooperative at the project's start, they're likely to remain so throughout.

With the more major client projects, do you work in a fully digital way, using a client-facing ‘dashboard’ - as is often specified, eg, in the competitive tenders for KSA’s ‘giga-projects’?

First things first. We very rarely work with an open dashboard because most of our jobs are fixed-price. We agree on an entry price, and as long as it's reasonable to the client, they won’t require any finer detail. Some international clients prefer a guaranteed maximum price, or ‘CostPlus,’ but it's rare. On those projects, transparency is essential, and with ‘Cost-Plus,’ clients get involved in the procurement process.

On the operational side, we do have a dashboard that shows live exactly

where everything is up to. It’s like the dashboard on a car - it provides a glance at all the key operational factors. In fact, there's so much detail assembled there that you can choose whether you want a five-minute read or a two-hour read! The choice is yours!

Is the quest for better Sustainability altering commercial costing and the bottom line?

Sustainability issues are definitely taking center stage. Our strategy is fully aligned with them, and we're placing a strong emphasis on factors like carbon reduction, water reduction, and better conservation of nature. By concentrating on these aspects, we're not only reducing operational costs in the medium term but also contributing to a more sustainable future.

We're also noticing a growing interest in the life-cycle costing side of things. This argument suggests that 'thinking sustainable' will yield significant dividends in the long term. In fact, we often present clients with two options: one that meets their technical requirements and another that emphasises sustainability. While the latter may incur slightly higher costs upfront, it ultimately leads to longterm savings.

Does the scale of the regional market mean that it’s now where global trends actually originate, rather than following what the rest of the world is doing?

Yes, the GCC market is currently driving trends for the rest of the world. It has become a trendsetter, not only fostering stronger innovation but also promoting best practices. As an international business, we often encounter these comparisons. Many initiatives that originated here are now being adopted by the European part of the business. Interestingly, just a few years ago, it was the other way around! Our international business is now eager to leverage these insights, and we're proud to be at the forefront of driving change.

Andrew Collier believes that the regional

CONSTRUCTION INNOVATION: THE KEY STEPS

While it is often alleged that the construction sector is slow to adopt innovation, the reality is that this same sector is responsible not just for some of the true marvels of modern life - such as gleaming, breathtaking skyscrapers and remarkable infrastructure - but has also shaped the everyday course of the way humankind is able to live. Here, with the help of data and technology specialists Trimble, we map some of the key innovations that are often overlooked in the history of construction…

1. MECHANISATION

To fully grasp the radical impact of mechanisation, we need to go back more than a century.

A truly extraordinary innovation was the invention and use of hydraulic and pneumatic devices in the mid to late-19th century, which led to the creation of earthmoving equipment and other apparatus that are now commonplace throughout the industry. These 19th-century technologies have aided in significantly reducing the time and labour required for large scale projects.

Fast forward to the early-20th century, where mechanisation began to be characterised by more advanced functionality and capabilities. It was around this time that we saw the introduction of concrete mixers, cranes and power tools. This period also saw the emergence of the internal-combustion engine, which replaced hand shovels, wheelbarrows and working animals with the likes of forklifts, tractors, and bulldozers.

2. COMPUTER-AIDED DESIGN (CAD)

In the height of the Middle Ages, architects, draughtsmen, master stonemasons, and builders created some of the world’s most magnificent buildings using methods of design and construction that were profound for their time.

For several centuries, these methods remained largely unchanged. In the latter part of the 20th century, however, computer-aided design (CAD) emerged, changing construction irrevocably - for the first time, clashes and inconsistencies during the design phase were rendered visible.

Previously, issues such as separate working systems, electrical conduits and high-voltage alternating current ducting (for example) - all competing for the same physical space - bedeviled architects and builders, restricted as they were to their two-dimensional plans and section drawings.

3. BUILDING INFORMATION MANAGEMENT (BIM)

While CAD vastly transformed the role of designers, Building Information Management (BIM) has proven stunningly versatile, allowing architects, engineers, contractors, and subcontractors to collaborate on the fine details of design and construction by using the same database and computer model.

As many readers know, BIM involves all the key project stakeholders working collaboratively on a detailed 3D model, which includes all the functional systems of a structure - such as pavement or curbs, beams and girders, HVAC and electrical installations, as well as the aesthetics of walls, arches, roofs, and rails.

We are currently experiencing an age of innovation in urban planning with a shift from macro-systems to regional and local convenience.

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Because BIM is a collaborative process from beginning to end, it allows all preconstruction parties to visualise and analyse design decisions, and pinpoint interferences and other errors, before work begins on site.

For contractors, working collaboratively saves innumerable resources, since (at least in principle!) construction doesn’t begin until every party has submitted their designs, ensuring clashes are detected and rectified quickly, easily and ahead of the ground being broken on site.

As transformative as BIM is, it is only the beginning of what’s possible! When Connected Construction principles are added to the equation, the aspiration of BIM becomes attainable.

4. PREFABRICATION & THE INDUSTRIALISATION OF CONSTRUCTION

Assembling large complex components piece by piece on-site, exposed to the elements, can be difficult. The rise of off-site fabrication has hugely increased

the efficiency of this process.

For example, a massive heat exchanger fabricated in a vendor’s shop will not only arrive on site ready to be plugged in, but also benefit from better management of parts and material inventories, as well as improved efficiency and productivity. Return on investment increases, while waste and inefficiency fall.

Huge savings in schedule time are gained when components like concrete insulated panels, timber frame panels, pump units, compressors and instrument panels are fabricated in-shop rather than on-site, arriving ready to be linked up.

Prefabrication and industrialised construction are being adopted by the industry more and more each year. According to a Dodge Data & Analytics SmartMarket report, 90% of contractors say they achieve improved productivity, improved quality, and increased schedule certainty compared with traditional construction methods. Another 61% of participants said they expect to employ prefabrication methods in at least 10% of their projects in the next three years, an increase from the 44% using this method currently.

5. MOBILE DEVICES

Mobile technology has transformed the construction industry in several ways. For contractors, one of the biggest is the improvement in project management. Using smartphones and tablets, all parties involved can work together using the same consolidated information sources, ensuring no-one is left out of the loop, no matter where they are.

Mobile devices have also enabled realtime analytics in construction. Foremen can now keep track of performance, conditions, and costs during the day using reporting tools, rather than having to create a report at the end of it. Project managers can use mobile business intelligence to predict required corrections, allowing them to act straight away to keep things on schedule and within budget. What’s more, reporting apps mean all parties can access analytic insights, whether on site or in the office.

New technologies in strengthening glass are resulting in more tranparent buildings with dramatic and accented glass frontages.

Today's devices put design hegemony in the hands of key stakeholders and decentralise the design and delivery processes.

6. ROBOTIC TOTAL STATIONS (RTS)

The traditional way of laying out building services on a site involves a team using building drawings and a tape measure, spirit level and theodolite (a precision instrument for measuring angles) to identify attachment points for the likes of cable trays and pipework.

This method, however, doesn’t work well with more sophisticated buildings. It is time-consuming and arduous and has a huge margin for error, which can lead to serious consequences, such as clashes with other building services and prefabricated systems that don’t fit - leading to time, money and materials being wasted.

Enter Robotic Total Stations (RTS), an electronic theodolite system integrated with an electronic distance measurement that can be remotely controlled from a distance. Using a tablet equipped with the relevant software, the layout can be completed by a single person, with RTS ensuring greater efficiency, improved accuracy, fewer mistakes and less paperwork, as well as reduced labour costs.

7. SUSTAINABLE BUILDING MATERIALS

As the construction industry looks for ways to reduce carbon emissions, it is turning to more sustainable ways of building. This includes using sustainable building materials, such as CrossLaminated Timber, reclaimed wood, bamboo, recycled rubber and a long list of innovative materials.

It’s also possible now to go a step further: imagine a structure built from straw bales, rammed earth, Hempcrete (concrete-like masterial made from the hemp plant) or ferrock (concrete-like material made from steel dust). Some of these materials actually absorb and trap carbon dioxide, meaning they are in effect also carbon-neutral.

Using sustainable building materials is not only good for the planet: the wider availability of sustainable materials means that - far from adding cost - building sustainably can in many cases actually

reduce construction costs, not least by improving structural energy efficiency and increasing property value. With a drop in operational costs, overall construction costs are reduced by 5 to 15 per cent, depending on the green material used. There are also regulatory incentives in some areas that make sustainable building more attractive.

Moreover, sustainably-made buildings are in high demand. They often have higher occupancy rates and higher rental values than traditionally-constructed buildings. Green building materials can improve occupant health as well. When it comes to green construction, it's a win-win-win for the industry, the occupants, and the planet.

Re-engineered organic compounds and forms can provide exceptional tensile and compacting strength at a fraction of the weight and environmental costs of metals or concrete.

Robotic solutions have made dramatic inroads into the initial time consumed by drafting and measurement processes.

8. PERSONAL PROTECTIVE EQUIPMENT (PPE)

While personal protective equipment (PPE) is far less technologically advanced than the other entries in this list, there is no doubt it has contributed to revolutionising the construction industry over the last 40 years in terms of health and safety.

For example, in many European jurisdictions, regulations place a duty of care on employers, to ensure employees exposed to health and safety risks are provided with appropriate PPE. In the UK, for example, these were introduced in 1992 under the Health and Safety at Work etc. Act.

A performance review of the latter act in 2008 found that, between 1974 and 2007, the number of fatal injuries to employees in the UK fell by 73 percent and reported nonfatal injuries fell by 70 per cent.

In America, the Occupational Safety and Health Act of 1970 created OSHA, which included the PPE template that more than

70 other nations would soon be following.

Even with these policies in place, there is an ongoing need for safety on construction sites. Though construction workers make up only 6% of the developed world’s labour force, they account for 20% of worker deaths. This highlights the need for PPE innovation. In the future, PPE could even include AI-led, powerassisted exoskeletons and other design improvements.

9. CLOUD COMPUTING

Cloud computing is at the root of construction's digital revolution. Before cloud computing, project data was restricted by hardware limits. Now, data processing can be outsourced and stored in powerful machines accessible from anywhere. The result: nearly unlimited storage and a truly connected jobsite.

By harnessing the power of cloud computing, real-time data is available to all

Power-assisted exoskeletons are a remarkable yet underused resource, whose time in the mainstream is yet to come.

stakeholders, making for easy sharing and collaboration. No longer is the team reliant on time-consuming in-person status checks and device storage capabilities.

Storing project data in the cloud is a no-brainer for contractors. A survey by Associated General Contractors of America in collaboration with Sage Construction and Real Estate, found that 85% of contractors had implemented or were planning to implement cloud solutions. Not only does cloud computing simplify data storage and access, it protects from data loss, damage, or theft. Secure cloud storage safeguards data while also making it more accessible to the team.

10. DIGITAL TWINS & DIGITAL AS-BUILTS

Though the term was coined in 2002, the concept of digital twins and digital as-builts has been in action for decades. NASA was one of the first to use a form of the technology in the 1960s. Most notably, engineers tested solutions on a digital replica of Apollo 13 to thwart further disaster.

The use of digital twins is growing in the construction industry, as project teams move away from manual, time-consuming documentation. A digital twin or digital as-built is a virtual replica of a physical asset and gives real-time data in all phases of construction and maintenance. These digital representations can be used to predict carbon footprints, simulate scenarios, and collect real-time data via installed sensors.

Owners use digital twins and as-builts

to gather design and build information that helps them make faster decisions about operational and maintenance costs. On-site, digital twins and as-builts also allow for material and labour predictions.

In the future, digital twins and as-builts could become autonomous, learning and acting on behalf of users. Today, with the help of Building Information Modeling (BIM), they are proving to be an essential part of the ongoing digital transformation of the construction industry.

The use of digital twins is growing in the construction industry, as project teams move away from manual, timeconsuming documentation.

uite simply, perimeter security matters: as the first line of defence against unauthorised access to business premises, perimeter security is not just about delaying or preventing any loss or damage due to criminal acts - it can also alert a business about potential security threats, stopping them from happening in the first place.

Perimeter security has basically undergone three stages of evolution –

• Traditional ‘barrier-building’ - barbed wire, high fences, alarms, electrified fencing, etc.

• Surveillance systems - CCTV, electrically powered perimeter cameras able to ‘pan and scan’

• AI-led systems - facial recognition, the ability to predict potentially hostile movements through algorithms; outreach beyond the perimeter into the near edges of the surrounding community in order to detect incoming problems

Combining these three aspects through the use of both hardware and software, today’s leading-edge perimeter security provides a series of ‘concentric circles’ of protection. This model of perimeter security actually derives from the ground plan of Norman castles from the 12th/13th centuries, which used a series of inner fortified zones, each with its own secure buildings (the ‘keep’), which were then

INNOVATIONS IN PERIMETER SECURITY

Perimeter security has been part of the construction mindset for centuries: but now, we’re seeing a distinct move away from passive security to active detection, using advanced AI and algorithms to further extend the ‘concentric circles’ of protection. Middle East Consultant spoke to market-leading security analysts, sourcesecurity.com…

surrounded by a high, permanently-guarded outer wall. This in turn was protect by a water-filled perimeter moat.

Just as with the medieval castle, any threat addressed at the outermost edge of defence does not become a more immediate and urgent threat closer to the people or goods being protected.

BUFFER ZONES

Perimeter security has of course long involved a combination of multiple strategies and devices, all added together to make what is, hopefully, an impenetrable ‘wall’. Organisations are now looking to extend the buffer zones that lead up to the perimeter security to properly reinforce that perimeter. In addition, the idea of combining several sensors for a turnkey approach is gaining traction. This approach would likely involve combining a short-range radar, a camera, and a speaker system that could be used to warn a potential trespasser that they are in a restricted area. Analytics and algorithms also play into this approach as an additional layer of detection and help contribute back into that buffer zone.

INTELLIGENT VIDEO MONITORING

Many larger organisations are now showing a good deal of interest in intelligent video monitoring services to better protect perimeters and large outdoor spaces. Proactive video monitoring has experienced a significant uptick in this market because it enables organisations to take a proactive approach to security, rather than simply responding to incidents after they have occurred. This approach allows construction sites and the zones around critical infrastructure to identify potential threats before they become a problem and take action to prevent them.

Typically, proactive video monitoring services use AI to analyse video feeds from cameras installed along the perimeter. The solution can detect and classify objects and people, track their movements, and issue alerts to operators within a monitoring centre in real time if a potential threat is detected. This allows businesses to

monitor the perimeter more effectively, identify possible security breaches, and respond before loss or damage can occur. As a result, it is becoming an increasingly popular option for organisations looking not only to proactively improve their security capabilities, but to minimise any threat of perimeter breaching.

BEYOND PIDS TO ARTIFICIAL INTELLIGENCE

While traditional Perimeter Intrusion Detection Systems (PIDS) are effective at detecting when someone is attempting to breach a fence, they may not provide early warning of potential threats. That's why organisations are now looking for systems that can detect qualified activities such as movement or sound before intruders actually reach the fence. Radars and LIDAR can detect when objects cross lines, and track intruders outside and inside fence lines - as well as when crossing projected, ‘virtual’ lines of approach. Cameras otherwise used for monitoring or video verification can be turned into tracking systems with

edge- or server-based algorithms. With a unified security system that can correlate data from a variety of sources (cameras, lasers, LIDAR, radar, etc.) operators are able to accurately identify the nature and location of the intrusion and are better equipped to respond faster. These systems can also detect when actions outside the perimeter fence are genuine and not a cause for concern, such as highway maintenance, fence cleaning and horticulture.

A HYBRID APPROACH

It’s clear from the above that perimeter security has seen advances in new technology as well as many enhancements in the older, more traditional offerings, too, which include video surveillance, intrusion detection, access control, fencing, gates, and other physical barriers. Clearly, it’s an amalgam of these approaches that is likely to be the best defence - as well as the best active deterrent. Systems that are open and can work together with disparate platforms provide a broad, unified system that can adapt to (and include) advances in technology as they occur. Remember -

• Integrating physical access control systems with other systems allows you to leverage technological advancements across an existing setup, linking with

more traditional barriers and maximising value-for-money approaches

• For more secure sites - where valuable machinery is stored overnight, for example, or where the premises secures intrinsically expensive items such as rare woods and metals for interior fit-outyou can ensure access is granted only if certain conditions are met, beyond just the users' control group. This is where movement and facial recognition programmes can play a key role.

• Fencing has also seen advancements with ‘bracketless’ barrier and highdensity chain-link offerings providing enhanced strength in structures that are difficult to compromise.

Historically, perimeter security may have been seen as a low-tech approach (e.g., fences, trenches, padlocks and the like), but technology is having a marked impact as these systems become more effective than ever. Note as well that part of that AI-led approach is that intelligent systems can be set up to effectively eliminate false alarms, as well as detect the real ones - thereby saving wasted time and deploying back-up surveillance personnel much more effectively.

What perimeter security protocols will you be following in 2024?

Today's AI-led security scanning enables proactive selection and prefiguring of pedestrians close to your perimeter.

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CONSTRUCTION INNOVATION: 20 NEW BUILDING MATERIALS

The last five years has seen an immense growth in the range of new-era sustainable building materials - from transparent wood to pollution-absorbing bricks. Middle East Consultant spoke to ProEst about what’s what in the world of materials innovation…

n an era increasingly concerned with Sustainability, we hear a great deal about new styles of construction materials, many of which are not only more ecologically compliant, but also offer better strength and durability than their more traditional counterparts.

While some of these materials have evolved with time - such as refinements to steel and advanced types of concrete - others are new to the industry. Note, too, that many of these innovations did not come about purely as a response to the need for more eco-compliant options, but were driven by escalating construction costs requiring more cost-effective procurement options.

Here are 20 leading-edge new product innovations:

1. ALLUSION PANELS

Allusion panels are a form of cladding made from stabilised aluminium foam, which creates solid and light panels that resemble metallic sponges. Allusion panels have distinct features, such as soundproofing, durability, fire resistance, and ease in installation. They are used for wall panels, facades, ceilings, floorings, signages, and light fixtures. They have virtually limitless applications in construction and architecture.

2. TRANSPARENT WOOD

Transparent wood is a revolutionary construction material that is a very impressive alternative to glass and plastic. It has the same strength as lumber and is much lighter. It is made by compressing and treating thin strips of wood. The lignin is replaced with polymers to make the wood transparent in the treating process. Among the favourable properties of transparent wood is its low density compared to glass, low thermal conductivity, and high optical transmittance. The optical transmittance reduces the need for artificial light,

thus minimising power consumption. Meanwhile, the relatively low thermal conductivity means a reduction in urban ‘hotspots’ when used externally.

3. HYDRO CERAMICS

Hydro ceramics are a new technology for constructing walls and allow walls to react to outdoor temperatures. These smart walls are made of clay panels and water capsules that absorb water to cool a building. A hydro ceramic wall acts as a cooling device by reducing the temperature and increasing the humidity. The trapped water can evaporate when the exterior heat rises and expels cold air into the building. These walls can reduce room temperature by up to 5 degrees Celsius. They also increase the humidity in hot, dry climates by 15%, making premises more habitable. Clay and hydrogels are inexpensive, making these solutions a low-cost alternative.

Allusion panels can have very distinct advantages, such as great fire resistance and strong visual appeal.

6. POLLUTION ABSORBING BRICKS

Sustainability in construction is a highly significant concern. Increasing population density and pollution bring critical challenges that push the industry to develop sustainable solutions. Pollution absorbing bricks filter the air from outside and then feed refined air into the structure’s interior. These bricks are porous concrete blocks designed to direct airflow in pre-planned routes through any given built environment. These bricks are cheap compared to mechanical filtration technologies; they also use much less energy and require no skilled labour to construct the system.

4. HOLLOW CLAY BRICKS

Bricks have been an integral part of construction since time immemorial. However, hollow clay bricks are an altogether new trend in construction. They are perforated and specially lined with insulating material. They are lightweight, eco-friendly, and have low water absorption. They also have better aesthetic views compared to traditional bricks. Since these bricks are lighter in weight, they promote faster construction and early project completion. They have good compressive strength and can be used in partition walls.

5. BAMBOO REINFORCED CONCRETE

Steel reinforced concrete is among the most common building material in construction. However, bamboo is an alternative material used for reinforcement. Bamboo has been used in construction for many years due to its outstanding tensile properties. Bamboo is superior to timber and, in some cases, to structural steel. Most architects who are pioneers in sustainability have adopted bamboo in their designs as a core structural component. However, bamboo has some disadvantages when left untreated. It can swell with water and rot. In modern construction, bamboo is not used in its natural tubular state.

The plant fibres are extracted and combined with natural resins, making a highly versatile material with a robust structural matrix.

concrete has been ruptured. This style of concrete is made by adding fibres or capsules that have adhesive liquids into the concrete mix. After cracking, the capsules or fibres break and secrete the fluids, subsequently healing the concrete. Much of this technology is, however, still in the research stage. This automatic healing of concrete will increase the lifespan of concrete and reduce the costs expended for repairs. Typically, with ‘normal’ concrete, if cracks expand and get to the reinforcement, it leads to corrosion. However, this selfhealing concrete prevents this from happening.

7. SELF-HEALING CONCRETE

This is a new type of concrete that imitates the healing of a human body after having wounds. It achieves this by secreting a mix of materials into areas where the

No more the humble brick: hollow clay bricks are many times more sustainable in their manufacture and long-term operation.

Who says anti-pollution isn't attractive? Pollution absorbing bricks can have extraordinary aesthetic impact.

8. PIGMENTED CONCRETE

Pigmented concrete is made by adding dry powder or liquid concrete during the mixing stage, with most of the pigments coming from iron oxide or dyes. Traditionally, concrete is grey, but pigmented concrete produces warmer shades of yellow, brown, red, green, blue, and other colour derivations. Pigmented concretes are not affected by abrasion, and exposure to heat and light does not fade colours. This type of concrete is used for floors, facades, and other decorative applications.

9. AEROGRAPHITE

Aerographite is a material made from a network of small hollow carbon tubes. Aerographite is strong and bendable and absorbs light rays. Aerographite is stable at room temperature and can withstand a lot of vibration without damage. It is also a good conductor of electricity. Moreover, it can be dramatically compressed and then be pulled back to standard form without damage. The stress only strengthens the material. Aerographene is primarily used in construction to make purification systems, aviation materials, and satellites.

10. CIGARETTE BUTT BRICKS

According to a study, in Australia alone, the annual consumption of cigarettes is 25 to 30 billion. 7 billion of these cigarettes are littered. However, we can incorporate cigarette butts into brick production, drastically reducing the wastage produced from these butts. Adding butts to bricks during production also reduces the energy expended by up to 58%. Bricks with these additional properties are lighter and have good insulation properties. The insulation

properties lessen the heating and cooling costs in housing. Note: some researchers argue that cigarette butts reduce the suitability of bricks for load-bearing walls. However, the concentration of butts used in the mix can be reduced to match the requirements.

11. 3D GRAPHENE

Graphene is a unique nanomaterial with distinct thermal, electrical, and optical properties. 3D graphene has 5% the density of steel yet is ten times stronger than steel. Graphene had interested scientists

for many years, but its standard 2D form had little use in construction. The dawn of 3D printing compressed small flakes of graphene under high pressure and heat -creating cylinder-like structures that could withhold substantial loads. Theoretically, graphene has the potential to support skyscrapers up to 29,000m in height, and is already proving a key ingredient in leading architects’ futureoriented plans for a ‘vertical city’.

12. LIGHT GENERATING CEMENT

According to a study from UMSNH of Morelia, Mexico, concrete can absorb and radiate light, providing better functionality, versatility and energy efficiency. Lightgenerating cement has many potential uses. We can use it in parking lots, swimming pools, and road safety signs. It is produced by altering the microstructure of cement

On the further reaches of technology, light generating cement can have important advantages for risk management and night safety.

so that it absorbs solar energy and later emits light into the darkness. Currently, the colours in light-generating cement are blue and green, and contractors can adjust the light intensity to meet the requirements.

13. NANOPARTICLES

Nanotechnology in construction focuses on using nanoparticles to make solid structural materials. Nanoparticles also reduce the usage of natural materials as they make more robust materials that also occupy much less space. They are a faster and safer way to undertake construction projects. Examples of nanoparticles in concrete include nano-silica, nanotitanium, carbon nanotubes, and graphene oxide. We can add these materials to cement to improve the flexural, tensile, and compressive strength of concrete. These materials enhance the performance of structures and their overall lifespans. Moreover, carbon nanotubes in concrete have self-cleaning properties that make monitoring a structure’s health easy.

14. MARTIAN CONCRETE

In the history of building here on Earth, concrete has proven critical in the building of virtually all larger structures. However, an all-together new style of concrete will be used for the first extra-terrestial communities on Mars (hence, ‘Martian’ concrete). While water has hitherto been a primary component, Mars has massive reserves of Sulphur, which cover 17% of the planet’s total surface area. Martian concrete is manufactured by heating Sulphur to 240 degrees Celsius and mixing it with Martian soil. This concrete reaches compressive strengths of up to 50 MPa if compressed before curing to reduce the formation of voids. Among the benefits of Martian concrete is that it is fast-setting and easy to use repeatedly.

15. WOOL BRICKS

Manufacturers make wool bricks by combining wool with the clay used in brick production. This is a step towards sustainable construction as wool bricks are a zero-carbon product. Traditional brick manufacture leads to severe environmental implications, but wool bricks, however, combine wool, clay, and natural polymers, and these bricks are stable and utilise naturally available materials. They are also more robust compared to conventional bricks.

16. ARTIFICIAL SPIDER SILK

Spider silk is one of the most intriguing materials in nature. It is possible to stretch it massively before it breaks. Now, researchers from Cambridge have developed materials that mimic spider silk’s strength and energy capacity. Artificial spider silk is manufactured from a material known as a hydrogel, which is 98% water. Hydrogel has silica and cellulose fibres that form strong fibres once the water

So-called Martian concrete is a highly advanced mix of materials and meets incredibly strenuous anti-pollution regulations for extra-terrestrial construction.

evaporates. It is possible to make artificial spider silk at room temperature, making it easy to produce it on a large scale. Artificial spider silk is 340 times more durable than concrete and is ideal, for example, for making acoustic building tiles.

17. POWER GENERATING GLASS

Energy use in built spaces is a big concern, considering that buildings contribute to 40% of global carbon emissions. But what if they used power-generating glass? Solar and wind systems have been in use for a long time, but now, turning windows into solar panels has become a reality. Power generating glass resembles

regular glass, but it can deflect invisible light wavelengths and convert them to energy. This glass reduces electricity costs, minimises pollution, and adds to a structure’s architectural appeal.

18. CARBON FIBRE BALSA

People have for centuries used balsa wood in construction due to its extremely light weight and surprising strength. However, balsa wood is expensive, and it has natural variations that impede the ability to meet any given set of specifications. Mixing carbon fibre resin with balsa wood makes an engineered composite low in weight, and one that can easily be manufactured to a specific stiffness.

19. MICROBIAL CELLULOSE

Microbial cellulose is a sustainable construction material developed from

renewable sources and is a mixture of yeast, microorganisms, and bacteria - all grown into a layered structure. Many bacterial species produce the bacterial cellulose used in manufacturing microbial cellulose. It forms a structural membrane that we can apply in making units such as signages and building facades. Microbial cellulose is biodegradable and therefore doesn’t contribute to pollution. It is also easy and cheap to produce, giving a good foundation for mass production and sustainable construction.

20. BIOCHAR

Biochar is a substance that resembles charcoal and is made from decomposing organic matter at high temperatures without oxygen. Manufacturers add soil additives to improve water absorption and capture humidity in biochar. Biochar is a good building material that reduces most greenhouse emissions from concrete and plastics. For example, converting the total organic wastes in landfills to biochar would reduce global methane emissions by 11%. Importantly, adding biochar reduces the overall levels of carbon dioxide formed during concrete manufacture. Biochar is also combined with recycled plastics to make hybrid bricks; if used widely, this type of recycling could dramatically lessen the global phenomenon of plastic waste.

SUMMARY

The construction materials listed here provide superior structural protection as well as superior energy use. They also comply with the raft of sustainable standards and specifications.

The reality is, sooner or later, traditional materials will disappear entirely from the construction scene and procurement will evolve exclusively into newer, costefficient, and environmentally-friendly options. What’s more, the use of new materials reduces construction costs without compromising the quality.

Power output from solar installations has often been a vexed issue: but now, new advances in glass technology offer better horizons without detracting from transparency and structural function.

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GLASS IN MEGA-TALLSMORE THAN SURFACE DEEP

Glass can easily seem like a purely practical addition to a building - letting in light, allowing views outside or adding sleekness to the design. Yet in the case of mega-tall skyscrapers, it plays a complex structural role. Middle East Consultant showcases here the expert views of glazing specialists Guardian Glass, discussing the advantages of incorporating today’s hi-tech glass into the built environment…

lass for mega-tall buildings (eg, skyscrapers over 600 metres high) often tends to be taken for granted in terms of its technical functions.

Yet the high-tech, high strength glazing that covers today’s mega-tall structures - such as the Burj Khalifa or Merdeka 118 - is as important to the building’s performance as the steel and concrete inside it.

When it comes to mega-tall structures, the main challenges are wind loads, temperature differences, altitude and condensation.

Close to the ground, the wind is disrupted by trees and other buildings, but as a building rises to super-tall

heights, these obstacles disappear. The tower then faces the full, unobstructed force of the wind.

Other major factors are light and heat. Tall buildings, because of their enormous internal heat mass, tend to need constant air conditioning, even in the colder months of the year. Air conditioning is a skyscraper’s single biggest energy cost.

Mega-tall buildings present a unique challenge: not only do they have high internal heat mass, but a very large proportion of their overall size is high above their neighbours, so there’s nothing to block the sun. Also, most of them tend to be in the world’s hottest climates - the Middle East, Africa and South-East Asia.

To complicate matters further, the skin of mega-tall buildings is now almost

When it comes to mega-tall structures, the main challenges are wind loads, temperature differences, altitude and condensation”

entirely glass, with a premium placed on tall and wide glass panes to offer maximum unobstructed views. The challenge is, however, that these larger glass panes must be extremely strong to withstand the high wind forces, and must be designed in such a way as to compensate for the huge amount of light they let in to the building. Remember, they must enhance the wellbeing and comfort of the building’s occupants, not dazzle or super-heat them.

CHALLENGES SPECIFIC TO MEGA-TALL BUILDINGS

The surroundings: The surroundings of a building - and, in the case of the Burj Khalifa and the Jeddah Tower, the local desert climate - are important factors

Formative

to consider. The surrounding areas of mega-tall buildings, such as hills, other buildings, etc., actually absorb much of the intense heat during the day but continue to radiate or emit this heat to their surroundings through the night. Low-emissivity (Low-E) glass helps to reflect this long wave radiation and minimise its transmission. This is why the use of Low-E glass is one of the best choices.

The local climate in many parts of the GCC can see daytime temperatures reaching as high as 50°C – and this obviously poses real challenges for the glass, not only in terms of stress and deflection, but also potential condensation issues.

It’s not widely known how popular Low-E glass is in the Middle East and why it should be used. Generally, people think Low-E glass is only used in cold weather climates. However, the concept of blocking and reflecting indirect heat at night and during the daytime is something most people wouldn’t consider.

Condensation: With mega tall buildings, there is always a risk that condensation may appear on the external glass pane (outside). This is due to the temperature difference between the outside of the building (which is very hot and humid during the summer) and the inside temperature (cooled by air conditioning).

Using a low-emissivity glass as the internal pane may help to prevent the cold transferring from the inside of the building to the outside glass pane, while heat treatment (fully tempering or heat strengthening) will make the glass up to five times stronger to resist extreme wind loads and temperature differences.

Altitude differences: The altitude difference between the top and the bottom of a mega-tall building - and the temperature difference linked to thiscan cause glass deflection issues on the insulating glass unit due to the pressure difference.

In the case of the Burj Khalifa, for example, there was even the challenge of the temperature difference between the production and installation temperatures of the IGUs, which were manufactured in January with a temperature of 26°C, and then installed on site in Dubai in August - when the temperature was 48°C. The calculations of stress and deflection of the IGUs helped define the right glass thicknesses to suit different glass installation heights up and down the building.

Wind: Due to the height of mega-tall buildings, wind forces can be extremely high. Even though the dynamic shape of the building is designed to reduce structural loading due to wind vortex shedding, the glass thickness is very important too. For the Burj Khalifa, the glass façade was designed to withstand wind loads of up to 250 km/hour. Meanwhile, the glass system for the Jeddah Tower is designed to withstand a 2.5 metre radius sway without breakage or leakage. The thickness of the glass used depends on the height of the building where it is installed. The heat treatment is also crucial (fully tempering or heat strengthening) as it will make the glass up to five times stronger to resist extreme wind loads and temperature differences.

Nor do we see any limits on the future applications of glass at height. The extraordinary 3D dioramas of ‘vertical cities’ imagined by the likes of Sir Norman Foster and Herzog & deMeuron - which are projected to be as high as 3km - feature full-glass exteriors as they rise into the clouds and provide unparalleled views of the distant landscapes below.

Modern marvel: for the Burj Khalifa, the glass façade was designed to withstand wind loads of up to 250 km/hour.

DEI AND BUSINESS PERFORMANCE

On 10th January, in the imposing setting of the Address Skyview Hotel, Downtown, global real estate titan JLL - in partnership with CPI Trade Media - presented an expert, round-table debate on the role and impact of DEI in current corporate culture. Here, we showcase the findings, discussions - and the debates that the day powerfully set in motion…

To get a clear and comprehensive understanding of the realities, JLL hosted this expert dialogue assessing the impact of DEI on business performance and stakeholder empowerment.

f we were to take a snapshot of the current role and state of play regarding attitudes and commitments to DEI (Diversity, Equity & Inclusion), what would it look like? Would it show that it’s principally only the large corporates who have a clear vision, as well as the budgets to implement DEI initiatives? Or would it show that DEI already has a broader base and is informing and impacting businesses of diverse shapes, sizes and outreach?

First things first. It’s never been more important to focus on the role of DEI, because it’s proven to be a cultural and commercial game-changer. It offers better ways of working at a time when competitive edge has a highest-ever premium. Appropriately, then, JLL conceived this milestone panel session so that nine key industry champions could share their views, concerns and strategies and move the DEI agenda forward, offering highly practical views and steps for improvement and implementation.

The moderated panel session brought together innovators and game-changers from diverse - yet highly complementary - sectors. In front of a specially-invited audience, it painted a thorough and often thought-provoking picture of DEI as a leading

dynamic in today’s enterprise culture. The day’s panelists were:

• Kabira Bhatporia, Head of Human Resources, MEA & Turkey, JLL

• Ann-Lyse Raoul, Head of DEI - EMEA, JLL

• Andrew Collier, Commercial Director, ISG Middle East

• Marianna Piccolo, CEO and Founder, MY PICK ONE

• Nicky Dobreanu, Branch Director, Omnium International Ltd.

• Sarah Saxon, Regional Head of Human Capital, Compass Project Consulting

• Aaarti Thadani, Partner, Norton Rose Fulbright

• Dipali Shirsat, Founder, The Visual Poetry

• Nicola Trivett, Commercial Director, Summertown Interiors

• Pavneet Bajwa, Head Human Resources & Head HR, CCIB, AME, Standard Chartered

• Moderator: Paul Godfrey, Head of Content, Middle East Consultant.

The event was structured in three key sections:

• A keynote presentation from James Allan, CEO, Middle East & Africa, JLL

• A ‘Fireside Chat’ between Anne-Lyse Raoul, Head of DEI - EMEA, JLL, and Paul Godfrey, Head of Content, Middle East Consultant

• A moderated panel discussion between the nine panelists, followed by an openfloor, audience Q&A.

Significantly, the panel session itself was run according to the Chatham House Rule, whereby the views and comments expressed are not attributed to individual speakers in any of the subsequent media coverage, thereby encouraging the strongest possible freedom of debate.

“DEI IS ABOUT UNTAPPED TALENT”

The day started with an impactful keynote speech from James Allan, CEO, Middle East & Africa, JLL, welcoming the panelists and VIP audience, and reviewing the dramatic changes he has witnessed in attitudes to

DEI across a career spanning more than two decades.

Setting the scene for the day’s debates, he commented that:

• The Real Estate sector was traditionally male dominated - but the past decade has seen dramatic changes and the creation of a far broader employee demographic.

• JLL has undergone a notable transformation from when James joined 15 years ago - emerging as a prominent Champion for DEI. The company not only advocates for these principles but also exemplifies them, and has been at

A key factor of the day was an animated, intense dialogue between expert panelists and audience.

the vanguard of industry change.

• 10 years ago, people were just talking about DEI in C-Suites of businesses around the world - but today, it’s an actual priority and a hard reality of how they work and deliver what they do.

• James has a deep understanding of the different perspectives surrounding DEI

within a range of working cultures: he’s spent 10 years in China, five years in Indonesia, worked in both the UK and USA - and understands what a diverse environment is essentially all about.

• In the GCC, we can benefit from adopting lessons learned from nations that have made significant progress in implementing comprehensive approaches to DEI.

• DEI means that companies of all shapes and sizes can bring a great deal of untapped talent on board. It’s about widening the talent pool and accessing

“IT’S NOT ENOUGH TO HAVE ONE DEI CHAMPION ON A BOARD”

resources and skillsets that may have been overlooked in the past.

• JLL recognises that individuals facing challenges in commuting to the office don’t have to be excluded from the workplace; and its inclusive approach is reflected in its flexible policies. Similarly, the workplace itself imposes no physical barriers, allowing individuals with different abilities such as People of Determination to have mobility throughout JLL’s new workspace.

• The compelling evidence suggests that organisations are more productive when they have diverse teams; they show greater innovation of thoughtand what’s more, they have a working culture that’s not only more inclusive and engaging, but is simply a lot more fun, too!

Anne-Lyse Raoul, Head of DEI - EMEA, JLL, then took part in a very powerful ‘Fireside Chat’ head-to-head session with Paul Godfrey, Head of Content, Middle East Consultant. First and foremost, she believes that while DEI values are indeed universal, there are many regions across the globe where cultural factors have delayed that recognition - and hence, their take-up by businesses. Does that mean, though, that attitudes to DEI have to be watered-down in order to ‘keep the peace’? No, she believes - not at all! What needs to be done is to change the way that these principles are brought in. This means adopting a culturally-sensitive approach to advocacy that represents where a country is at and where it can reasonably move forwards.

Does all this start from the top? A classic question, and Anne-Lyse agrees that it does (notably, JLL’s Global Head of DEI reports directly to the CEO, not via departmental line management). It starts with the C-Suite,

but more than that, it has to start with every single member of the Board being a champion of DEI - it’s not enough to have only one champion on the Board, who will then have to undertake the challenge of swaying the opinions of everyone else.

With this approach, the C-Suite members can be best-placed to fulfil their role as ‘Cultural Architects’; that means they can properly explore their mission to shape the organisational culture and - as part of their Governance requirements - will assume a set of specific responsibilities to do so. When the Board leads from the top in this way, the whole organisation can benefit immensely, and ultimately, it can itself become a beacon for best practice, showing leadership throughout the sector. But of course, it has to keep up the good work and remain consistent and committed:

Anne-Lyse then gave the example of how JLL twice won the category for ‘Gender & Ethical Employment Champion of the Year’ at the Middle East Consultant Awards (2022-2023), thereby showing year-on-year commitment and dedication.

The dynamic panel session discussed three key themes with the conversation evolving continually throughout the morning.

Paul Godfrey asked Anne-Lyse whether even smaller businesses are capable of this commitment to DEI? Surely it involves not only awareness of the subject-matter (itself perhaps the most challenging transition of all?), but also enough money to commercially support and encourage DEI initiatives in the company? Anne-Lyse believes that a business’ leaders can define what threshold they want in their organisation; they can finetune what the business should stand for and to what extent DEI can effectively become part of its brand DNA. They can also decide whether to go for a step-by-step approach, or an all-in, committed programme of change throughout the company. There simply isn’t ‘one size fits all’ - but that’s fine too, because at least that gives businesses of every shape and size the opportunity to set out on the road to change.

Where’s the value in starting down that road? Anne-Lyse referenced James Allan’s earlier comments: DEI means that companies can bring a great deal of untapped talent on board. It’s about widening the talent pool - and that can mean exponential benefits in terms of productivity, innovation and market profile. While it’s great to say that DEI is about ‘Best Practice’ and other honourable goals, in reality, it’s about the real, tangible benefitsand of course, reaping those benefits sooner rather than later is far more beneficial.

IT’S ALL ABOUT QUALITY-FIRST…

The panel discussion itself then got under way, with Paul Godfrey leading on directly from Anne-Lyse Raoul’s comments about the role of the Board ‘leading from the front’ and ultimately becoming the Cultural Architects. Is this the best (or only) way to do things? The panelists almost universally thought that yes, it is, but added several important caveats.

For example, it’s important not to forget the role of HR here, and the need for the leaders of human capital teams to be powerful evangelists for the transition to a DEI culture. In fact, it was suggested that HR has to be strong enough in this regard to actually ‘have a voice’ when it comes to

critical issues of DEI, as well as - criticallyan open door into the C-Suite. In this way, the C-Suite can effectively be ‘converted’ with regular lobbying, if indeed Board members aren’t already on board with the importance of DEI values.

There was also, however, a powerful lobby among the panelists arguing that if the Board members had to be taught about the importance of DEI, what were they doing there in the first place? It was felt that the sheer quality of the Board members should be paramount, and this should mean that their knowledge of - and commitment to - DEI should be taken as a given. One example cited was how, in Simon Synek’s well-known book, ‘Start with Why?’, the ability of leaders to explain why they are doing what they do is the be-all and end-all when it comes to impressing potential investors and VCs. It is only when leaders can explain ‘why?’ that they can be asked to effectively provide the ‘how?’. In other words, the quality of leadership is everything, and it’s the bedrock of how good the organisational culture can then be.

DEI can directly impact the business’ tradeable value and assetbase at any time. While its internal value is more often considered - eg, happier employees, more innovation, and so on - it also plays a formative role in the company’s market value”

With that foundation in place, there are various ways that DEI awareness and action can be trickled-down throughout the business. Leaders can choose, for example, techniques such as:

• Speed-Mentoring

• Networking

• One-to-one, time-lined coaching

• Formal training for teams or individuals

Yet whatever is chosen, there will have to be the right mechanisms in place to judge its effectiveness, and the agility to move on and try something different if the results are not as glowing as expected.

DEI AND HUMAN RESOURCESA COMPLEX RELATIONSHIP?

Clearly, in all this roll-out (whatever the precise methods chosen), Human Resources is crucial. But the question is, should there be an altogether separate DEI function (whether an individual champion or a complete department) or should it be tied-in with HR? Or, even come purely from the HR function?

Just to add some context here, in the recent ED&I: Women in Construction Summit on 31st October, the majority opinion was that the two aspects should very much be kept separate, the logic being that whoever is leading the DEI function should be able to report directly to the Board without further cross-departmental referral. Here, though, the view was completely opposite: DEI efforts have to be part and parcel of the HR raft of services and the commitment and creativity around rolling out the DEI programmes should come directly from the HR team. It was also felt that from the perspective of the leadership, having one point of control or responsibility was all-important, and that - however significant - the various DEI measures could not start to assume a ‘maverick’ function with a life of their own.

The panelists also spoke about the importance of having a generally strong HR function when it comes to factors such as correcting gender bias through bespoke recruitment drives and an insistence on correct and legally-compliant line-manager reviews. A number of examples were given

whereby weaker HR managers had ‘caved in’ to the opinions of line managers even when they expressed views that were highly contentious. A strong and well-informed HR function is crucial here: it cannot just be an all-obliging operation behind a door in an obscure corridor. Instead, it has to provide a good, solid route to accessing and drawing on the larger talent pool released by proactive DEI recruitment/retention programmes.

LEGAL PERSPECTIVES

Another topic of discussion was the legal dimension of DEI. It’s one thing to talk about the Best Practice angles of DEI (and more on those later!), but quite another to realise that in many cases, companies actually have a legal obligation to enforce DEI-compliant initiatives. For example, UAE Federal law No.32 of 2021 (often referred to as the ‘new’ Companies Law) covers important areas such as equal remuneration for equal tasks, with the implication that this is regardless of nationality, ethnicity or gender. All too many employees are of course completely unaware of this fact, however - and many (often credible, international corporations) openly flout the law in return for higher

Ann-Lyse Raoul, Head of DEI - EMEA, JLL.

profitability. In so many businesses, unequal pay remains ‘the elephant in the room’, even though there is absolutely no excuse for any organisation to act unfairly or unethically.

DEI AND ESG

Ever since the Paris Accord was signed in 2016, the larger corporates have been keen to ally themselves with a commitment to ESG (Environment, Sustainability, Governance), and certainly with publicly-listed businesses, we can expect to see a chapter marked ‘ESG” in the annual Report & Accounts. So - did the panelists believe that a commitment to DEI should be bundled into this new category?

Four factors emerged here, with the majority view being that DEI and ESG are best kept separate, not only as far as the auditors are concerned, but in the hearts and minds of the C-Suite, too. The factors were:

• It’s clear that DEI is now seen as ‘good’, in the same way as Sustainability or New Energy. But it shouldn’t be reduced to

a financial function of the business, quantifiable only in the amounts spent on mentoring or training courses. This can easily become the DEI equivalent of ‘greenwashing’, where we know the cost of everything but the value of nothing. We can’t put a value on the creation of a strong, DEI-led culture within the business.

• If DEI is packaged with ESG, it can all too easily become a ‘box-ticking’ exercise, where the Board can say “yes, that’s been taken care of”, without any mindfulness of actual results. Looking good in the balance sheet simply doesn’t get the job done.

• However, just as younger recruits really do care about a company’s efforts when it comes to the Environment or Sustainability - and will look hard for that ESG section on the website - so they care, too, about the DEI commitment: and having a section dedicated to this in publications and media announcements is no bad thing.

• Today’s digital culture makes it easier to track and report on DEI-led activities: this means they can not only be quantified in terms of actual cost - hours spent on research, training, delivery, etc. - but appraised in terms of relevance to local issues and debates. In this sense, DEI is an important partner (but NOT a subset) to ESG declarations and their community impact.

The panelists were very much of one mind when they then commented how all of these activities directly project the organisation’s values to its many stakeholderswhether that be its customers, investors, shareholders or the community it resides in. So, in this sense, DEI plays a critical role in how the organisation is assessed; DEI can directly impact the business’ tradeable value and asset-base at any time. While its internal value is more often consideredeg, happier employees, more innovation, and so on - it also plays a formative role in the company’s market value. And as we all know, there’s no more important motivation than the commercials…

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Threat & Risk Assessment

Gap Analysis

Security System Design

IT/AV Design

Master Planning & Development

Operational Requirements

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Testing & Commissioning

Control Room Design

System Integration

Policies & Procedures

Site Surveys & Audits

Crisis Management