the Future
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Threat & Risk Assessment
Gap Analysis
Security System Design
IT/AV Design
Master Planning & Development
Operational Requirements Ÿ
Testing & Commissioning
Control Room Design
System Integration
Policies & Procedures
Site Surveys & Audits
Crisis Management
Close-up
Climbing the ladder
Christine Espinosa-Erlanda, Associate Director, Godwin Austen Johnson talks about her career journey defined by challenges, triumphs and an ongoing quest for innovation…
Close-up
Michel Abboud: Paradigms of “Place Making”
The last few decades have seen the greatest advances in architectural techniques than at any time since the 1920s, and it’s now commonplace for today’s buildings to embrace factors such as the quest for sustainability and AI-led conceptual design. But what’s it like to be at the vanguard of these changes? Here, Rhea Ramesh speaks to Michel Abboud, Founder & Principal Architect, SOMA…
Summit
Tomorrow’s world - today
The fourth edition of the Future of Architecture Summit aimed to create a compelling snapshot of what the built environment will look like in the years to come. A day of passionate discussion gave some provocative clues… 12
Counting the Cost
In an era defined by growing project complexity, the role of the cost consultant has never been more pressing. Paul Ralph, Vice President, Program Cost Consultancy, AECOM, shares his insights and experience…
A night to remember
Celebrating the Champions and shortlisted nominees at the Future of Architecture Awards
“Leveraging
BIM to its fullest potential”
What is the true role of BIM and advanced digital technologies in managing today’s ever-more-demanding infrastructure agendas? To get a leading-edge view, ME Consultant spoke to Parsons, where experts have designed and delivered infrastructure in EMEA for more than 65 years
“I believe in continuous learning”
Seasoned Dispute Resolution champion, Nicola Caley, Partner, HKA discusses how to help ensure better outcomes for stakeholders in the region
Learning from the Best
This combined July/August edition of ME Consultant is somewhat bucking the regional trend towards dormancy in the summer months. Not only is it among the longest issues of the magazine we’ve ever published, it’s also somewhat of an ‘interview special’.
We’ve been privileged to interview a complete batch of true industry titans in fields as diverse as parametric architecture and cost consultancy, BIM-led project management and dispute resolution. My hope then, is that you’ll find aspects of what they say to be truly inspiring, full of first-party data that I’m truly proud to publish.
I’m thrilled, for example, to feature an interview with SOMA’s famous architect Michel Abboud, who not only speaks about his keynote projects in New York, Miami and Dubai, but explains in detail how he uses the AI-led packages that help position his brand at the leading-edge of design. Following Michel’s detailed revelations, the interview with Parsons’ digital teams is truly an eyeopener when it comes to the advanced uses of BIM technology for infrastructure delivery
- extraordinary, to say the least! – and then we have the highly practical and rigorously thorough discussion about trends in the key niceties and values of dispute resolution from HKA’s Nicola Caley.
I’d also urge you to read the description of how cost consultancy is literally transforming the delivery of megaprojects, from AECOM’s Paul Ralph - where we get to understand aspects of this profession that are generally very much ‘behind the scenes’. We also learn a lot about how to progress in a challenging, competitive climate from Godwin Austen Johnson’s Christine Espinosa-Erlanda.
It goes without saying, too, that in this issue we profile the winners of the debut edition of the Future of Architecture Awards - a huge well done to our champions! - and review the Future of Architecture Summit, which this year was everything we could have hoped for: edgy, provocative and very unafraid in giving opinions about the trends shaping tomorrow’s world.
Enjoy this issue!
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PROPERTY
Condor Sonate Residences launched in JVT
INFRASTRUCTURE
DEWA delivers new US $370mn substation network
CONSTRUCTION
Unigulf to supply thermal insultation to Azizi developments
CONSTRUCTION
China Machinery Engineering to deliver Sitra Phase 3
PROPERTY
Emaar expands loyalty scheme to two properties in Bahrain
ANALYSIS: The ripple effect of Saudi Arabia’s construction boom
EXPERTS: Embracing the 20-Minute city
EVENTS: Heavy Equipment and Truck Show to take place in Dammam 18-21 Nov 2024
CONSTRUCTION
Work commences on Sobha Hartland mall
The retail and dining hub is set to provide a vibrant community focus, with an accent on sustainable design
SUSTAINABILITY
Top Estidama rating for Sustainable City – Yas Island Abu Dhabi’s Urban Planning Council awards the development its highest-possible certification for villa sustainability
CONSTRUCTION
Record-breaking year for Mace as series of major projects complete Key highlights from 2023 includes completing ‘iconic projects’ such as One Za’abeel in Dubai and the Brent Cross West rail project in London
CONSULTANT
Next phase begins for Bahrain Sports City
Major new amenity will help position Kingdom’s brand on the global stage and provide critical sports hub for the region
CONSTRUCTION
New luxury resort announced for NEOM’s Magna district Equinox Resort Treyam will create upscale hospitality hub between THE LINE and Gulf of Aqaba
Climbing the ladder
Rhea Ramesh speaks to Christine EspinosaErlanda, Associate Director, Godwin Austen Johnson, about a career journey defined by challenges, triumphs and an ongoing quest for innovation - not to mention a commitment to key areas such as Sustainability, Smart tech and Mentoring…
irst things first. Christine - who hails from Manila, Philippines - has been in Dubai for almost 17 years. It’s a ‘long road’ transition that’s been as much professional as geographical; and it’s one where her benchmark skills have been honed on projects across the UAE, Singapore, Hong Kong, China and the Philippines. What’s more, Christine not only holds the rare MBArch qualification, but is RIBA international affiliate member, and a member of IAPOA (Integrated and Accredited Professional Organization of Architects ) - United Architects of the Philippines.
Yet ironically, such a transition has quite literally brought her from one family to another. “When I was in the Philippines”, says Christine, “the Manila office I worked
for was a tight-knit family. When I moved to Dubai, I thought life as an overseas Filipino was not for me, and I wanted to go back to the Philippines. You have to remember as well, that this was early 2008, back when the UAE was transforming into the city we know today and simultaneous projects are getting built in many locations .And most of these projects were a world away from anything we’d done in the Philippines; massive in terms of scale and complexity, level of details, etc. They were simply thought-provoking projects, in fact.”
“But then I accepted the challenge of a new environment and being far from home, and decided to accept change, stay here in UAE - and the rest is history. The work culture at GAJ is special; it really has a family atmosphere; it’s highly supportive and we’re very much encouraged to showcase talent, speak up about personal ambitions and discuss ideas, and collaborate freely in every project style we’re working on.”
GIVING BACK
Fast-forward to today, and how does Christine continue this tradition of mutual encouragement at GAJ? “Now that, aside
from leading projects, I am also in a management position, I make it a point to efficiently use time, increase productivity, listen, understand, mentor and support our young architects in their development. That's the culture that our Principal and Managing Partner, Brian Johnson, has established: it’s a collaborative culture. He has attracted talents from different countries, allowing us to shine individually while combining our strengths. The projects we produce are a testament to that collaborative strength.”
CREATING IMAGES
Christine's passion for architecture has been a key thread throughout her career, and it started with a love of drawing. “Imagine”, she says, “being a three-year-old facing the wall, contemplating what to draw with pieces of chalk. Well, that was me! As I grew up, that same fascination with the art of what’s possible grew into a love of architecture, and I knew I wanted to be an architect from quite early on.
“My family initially worried for me because it’s a challenging male-dominated profession. Yet once they saw how I persevered in getting my degree, they gave me nothing but 100% support, and really understood my passion. Moreover, they remain as supportive as ever, even after all these years and despite the distance.
That same background gave Christine a strong appetite for ongoing education; not only has she recently completed an MBA in Architecture and Design (MBArch), but graduated with 5th Global Ranking. Importantly, she’s now reaping the benefits of her hard work and dedication.
“As architects, we are trained to be creative”, says Christine. “But once you graduate, and go into the industry, you understand that it's not just about design and the creative process. Architecture is also about business. For several years, I
Christine Espinosa-Erlanda, Associate Director, Godwin Austen Johnson.
pondered on the merits of doing an MBA, to bolster those business skills.
“Once I took the plunge, I received a scholarship to IE University in Madrid. Despite my workload, family life, and community service activities, I decided to fully commit and make it work. I recommend this experience to any architect, as it is essential to understand the critical business aspects and the commercial dynamics of client interactions.”
She adds: “Throughout studying for the MBArch, I was working and leading here at GAJ and, as well, look after my family too. This was all possible because I thrive on being busy, and the knowledge I gained from my studies could be directly applied to my work, and vice versa.”
TODAY’S PRIORITIES: THE QUEST FOR SUSTAINABILITY
A real strength of Christine’s work today is her knowledge across the raft of sustainable solutions; she’s proved influential, for example, in developing GAJ’s interest in Biophilia. So, how does she deliver these elements in her work - and does she feel that attitudes to sustainability differ in the GCC from those in other areas globally?
“Sustainability has always been embedded across our projects here at GAJ. I would say that for most of the projects that I’ve worked with, sustainable solutions have been an integral part of the design response. Having said that, there’s no particular solution that’s copied and ‘pasted’ on every project; we undergo a substantial research and development path on every project and aim to really address and respond to what the client needs.”
What about Biophilia? “This is about getting humans back in touch with nature. So, for example, just imagine, when we go on holiday, we really look forward to experiencing a natural and green vibe,
Christine's career reflects her early interests in drawing and draftsmanship, transitioning into her role as Architect across a portfolio of major projects.
as opposed to the city life we’re used to. We are surrounded by glass and steel in urban environments and we crave a little nature. So, what if we have nature within the places where we live and work, what if it is integrated in daily life? This kind of craving and need to get back to nature was also accelerated by the COVID-19 pandemic.”
A notable project that Christine highlights for its sustainability quotient is The Jafar Centre at Dubai College. The presence of Biophilia has really reduced student absenteeism. “I think”, she explains, “it really exudes a sense of Wellness. We received positive feedback from teachers and students who feel more inspired to study and are less likely to be absent because the environment is so much better. Additionally, students have told us that the changes at the college have inspired them to become architects. That’s an amazing impact and one that you don't really see often! There’s no doubt that, across the board, Biophilia is gaining traction; it makes a perceptible difference - and above all, it makes the users of the space happier.”
GIGA-PROJECTS, STAKEHOLDERS & TECH
There’s no doubt that large-scale projects, like the ‘giga-projects’ in Saudi Arabia, have brought with them a set of unique challenges. How does Christine go about tackling these? “The number of stakeholders has increased significantly, requiring a whole series of approvals. The complexity of coordinating with numerous teamsfrom marketing to sustainability - requires meticulous planning and communication.
“Throughout”, explains Christine, “the challenge is really making sure that everyone sticks to the programme, and you get the most out of each stakeholder. As a lead design consultant, this is part of our
work: to gather inputs and relay the data to the client, as a basis for their decisionmaking. This might sound quite complex, but it’s good for the project, because from the very beginning you have all the information that can help make the project a success. Whereas before, you would have fewer inputs, and the rest coming through the design phases (or not at all!). Today, as much as possible everything is embedded at the very beginning, and all the components, briefs, challenges and potential issues are there to be discussed. This leads to a smoother project delivery and completion.”
What about the role of technology and AI in all this? Christine makes an interesting
The work culture at GAJ is special; it really has a family atmosphere; it’s highly supportive and we’re very much encouraged to showcase talent, speak up about personal ambitions and discuss ideas, and collaborate freely”
point: “The impact of technology will vary company to company, because there are different teams, training methods and cultures in each business. GAJ is multicultural, and our mission is to bring everyone up to the same speed with technology and fluent in its use, enabling them to reach their full productive potential.
“For me personally, with packages such as DALL-E and Midjourney, I use them for my personal projects but not the major, corporate ones. We may, of course, use them for generating a wide range of mood images and options, but GAJ still prefers to design using creativity that is 100% human.
“My view is this: for years, architects
have been complaining about the mundane, repetitive tasks that we go through - and now technology is here! So why not use it? I think that's what AI is for. There's a potential here: of course, it could not replace human creativity and empathy, but I think what it does best is to open the points of view, the options, and potential possibilities that are not readily available or accessible. AI can be utilised in this way and save on time. Projects are time-bound so when time is saved, we can focus on the most important aspects and priorities of the design.”
THE ROLE OF MENTORING
As a passionate believer in creating a supportive, family atmosphere (her nickname is Madam Architect) how does a manager and architect deliver the skillful mentoring of future and growing architects?
“I've climbed the ladder myself, so I always try to be someone who supports my team. They treat me like an older sister, and I always encourage younger architects to know that their ideas are valid. The difference is purely in terms of experience. As a mentor I bring people back to the basics and rationale, giving them a real end-to-end understanding of the design, planning, and so on, as well as the business angles.”
Plus - what about her role as a mother, too?
“I always try to keep family life as separate from work as possible. So, for example, I don’t discuss work with my family, although my children know my commitment to my career. I’m also extremely proud when I see that my children have inherited some of my own qualities. Recently, I got invited to their school to speak about design, creativity and sustainability and I would say that was a beautiful experience in itself. I can’t help but wonder how many of those young children will aspire to be future architects. Let’s see if they will also enjoy the career that I’ve loved and am so passionate about.”
MICHEL ABBOUD: PARADIGMS OF “PLACE MAKING”
The last few decades have seen the greatest advances in architectural techniques than at any time since the 1920s, and it’s now commonplace for today’s buildings to embrace factors such as the quest for sustainability and AI-led conceptual design. But what’s it like to be at the vanguard of these changes, delivering projects seen as international benchmarks? Here, Rhea Ramesh speaks to Michel Abboud, Founder & Principal Architect, SOMA…
I ’m a guy that has conflicts and duality. It ’s always, like two personalities or identities are fighting. I ’m a Lebanese, but I ’m a New Yorker. I ’m an architect, I ’m also an artist, and that often means a duality of emotions. It means being provocative yet conservative, courageous but also protective. It means being cautious when necessary, but also spontaneous; That ’s because of experience and a natural, innate ability to resolve spatial elements and coordination between space, material and the human body - and how to scale and find new methods to represent that”
A GLOBAL FOOTPRINT
SOMA is an international architecture firm headquartered in New York since 2004. With its focus on incorporating craft, digital technologies and environmental responsibility, the firm’s designs and work have attracted critical acclaim for their boundary-pushing nature. SOMA’s work is rising around the world today - in New York, Dubai, California, Doha, Kurdistan, Azerbaijan, Lebanon and other international markets - with remarkable offerings of luxury residential, hospitality, commercial and mixed-use developments. They underscore the firm’s unique fusion of highly skilled design architects and local market expertise in building codes, construction documentation and project supervision.
Today, here in the UAE, SOMA’s work includes Dubai’s First Fully Parametrically Designed Tower AVA, which has won multiple awards and the status of the most expensive penthouse ever sold, with an infinity 360 swimming pool; One At Palm, one of Dubai’s most recognisable landmarks with outdoor terraces dominating the indoor space; Verve City Walk, the tallest City Walk towers with alternating voids accentuated by the framing of all balconies within the structural skin of the building; and own giga-project, District O, which is committed to the greening of Business Bay and the creation of a vibrant and diverse community hub.
How does Michel himself see this progression?
“We opened in New York in 2004, but there was an important stepping stone before coming back to the Middle East. In 2007, we opened an office in Mexico City, and quite rapidly, the office was full of architects. I greatly admired the hardworking mentality there. So much so that I took the step of getting Mexican citizenship. I had 15-20 people there for two years, and to be honest, I loved the whole experience. Then in 2009, I opened the Beirut office, and this year, we opened an office in Dubai - we had to, because we were getting so much work here.”
Tell us about how you see the power of AI and smart tech in creating architecture which is highly creative?
“First of all, AI is not the same as tech. It’s a completely different approach. Think of it as a private jet tool in the tech world. Generative design software creates forms in a revolutionary way. Historically, form has always been about the addition
or subtraction of material. Whether it’s wood, clay, marble, or any other medium, it’s always been a process of adding or removing material.
“This changes with biometric suits, which do not follow the traditional process. Instead, our focus is on establishing dynamic relationships between units. These units can be anything you want, such as squares or dots.”
“They are linked together through scripting. So, you generate form by providing an intelligent matrix. That’s why it’s called Gravmetric. You move the tabs or you add, and if you want a form that’s more dynamic, you have a number that you change from 5 to 10, and then it multiplies by 2, the dynamic the arrangement of the units together. I’ve developed those techniques long before all this was called biometric architecture.
“We can add in other dynamic factors too, such as waves and music, and this approach
Agora Tower, Dubai.
Biometric is a tool. It’s not intelligence. It’s a tool, like a pencil that allows you to develop your skills and your visions.”
led to us winning awards three years in a row. And remember, nobody had TriMetric at the time. What you’re saying is that AI is visual. You’re feeding it words and descriptions, and it’s giving you an image, not a 3D space. But you could also say it’s cheating a little bit! “AI is self-generating. It’s intelligence and it does the work for you. Right?
“I purposely explain when I create that I’m taking over control over technology by using technology - and mass through it - to create new forms (as well as new artworks) in a way that only I could do. It’s self-generated design. I could do a 1,000,000 sculptures by just moving a number or sliding a tower, and I do that. I could do 15 five-metre sculptures in 5 minutes once I set the boundary.”
“It’s about what people perceive and how they respond to images. AI gives you pretty images, but the developers are getting smarter now. For example, we once tried using AI in a presentation, and the client said, “Oh, you’re showing me an AI model. He knows. And he doesn’t like it. He wants you to work.”
“You’re being paid to develop. You’re not paid to use an AI tool that takes 10 minutes. Wait. But remember, architects are guided by people that have no vision, no ability - which is 90% of architectsand AI can inspire them.”
District O Business Bay, Dubai.
MASTER-PLANNING AND SUSTAINABLE URBAN DESIGN
Our primary focus in master-planning is creating a sense of place and identity for an area. This involves integrating a cohesive group of buildings, residential spaces, streets, leisure areas, outdoor spaces, sidewalks, and traffic systems. For instance, instead of a subway, we might design a park in New York or a pocket park in Paris.
Meanwhile, in projects like District O in Business Bay, SOMA has a marked commitment to creating a sustainable
community that ’works’ for residents, visitors and commercial tenants alike. The stated aim is to improve the quality of urban life, add to the identity and marketability of the neighbourhood and incorporate biophilic elements wherever feasible. What is Michel’s motivation - and the driving principles - behind a project of this calibre?
In three months, I designed 4,000,000, sq. ft.. Do you know how many residences that is? Basically, I have the responsibility of thinking through and managing the future lives of all these people that are
going to live there. It’s my job to make sure they have a great life, you know.
“Over the years, we’ve been doing a lot of master-planning work, but I’d like to clarify that this is not the same as urban design. What we do at SOMA is to concentrate mostly on one element - that might involve giving an identity to an anonymous cluster of buildings, a group of residents, a group of streets, the outdoor spaces or the sidewalks. These fresh identities are the reason a developer would succeed.
“In other words, we create a fresh urban scale for the environments that people are going to be living in daily, giving them a more rewarding emotional experience. Of course, it will all feel so natural that they won’t realise they’re entering a space that has been meticulously planned. This is how I see the future: filled with vibrant, emotive spaces of this kind.
“Don’t think for a second that people won’t fully understand the value of good design; they can and they do. In Dubai, we see organic growth, but it’s important not to create a domino effect, where one developer does something that’s commercially valuable, and someone else then comes in and wants to do something even more valuable. So, my District O
design for Business Bay is a way to give the developer a market revenue based on providing an incomparable experience to residents. In this way, the developer can create a peerless brand, based around something that is truly unique. It’s beautiful and special, and it will become an attractor - a magnet - to the world.
“In District O, the aims are to establish a better, happier day-to-day life for all the residents, and for the developer to gain value from inventive, powerful scalability.
“I’m actually looking forward to 2040, when we’ll see the ’big picture’ here in Dubai really come to fruition; that’s when the whole group of greening projects that the emirate has commissioned will come together and transform the city. This will, in fact, run in tandem with Riyadh’s concept of the ’20-minute city’, where public spaces will be connected throughout the whole urban centre. It will give the city a powerful identity - one that, of course,
is also highly marketable and increases the unique perception and recognition of the city internationally.”
EVOLVING PARAMETRIC DESIGN
How did parametric design evolve and how does this relate to your own digital journey?
“The origin of my journey can be traced back to my academic years. At the time, deconstruction was the predominant movement. Prominent architects like Zaha Hadid, Frank Gehry, Peter Eisenman, and Bernard Tschumi, my dean at Columbia, were leading figures in this field.
“Deconstruction in architecture is known for its complexity and deliberate disorder, presenting a significant challenge for students and practitioners alike. It diverges from traditional, straightforward architectural approaches and embraces a more chaotic and intricate design philosophy.
Enara, Dubai.
“As the deconstruction movement evolved, the next major development was parametric design, which leveraged digital tools to manage and create complexity.
“These tools allowed for unprecedented architectural innovation, enabling the creation of forms and structures that were previously unimaginable. By manipulating elements like walls or ceilings at varying angles, architects could achieve unique and complex designs.
“This marked a significant shift, as technology enabled architects to explore new realms of design, introducing a second major movement in architectural and artistic creation. While AI is more descriptive, biometric tools are generative, allowing for a different kind of design process.”
ICONIC PROJECTS
One of SOMA’s most recent projects is Enara - a 150m, world class office tower, designed for the central urban waterfront setting of Business Bay’s District O; it has iconic horizontal layers floating above one another and playfully bridging the buildings’ span from end-to-end in the Dubai skyline. With 110m of canal frontage, the project serves as a gateway to the newly-activated Marasi Bay Masterplan and Marina promenade, comprising a 5-star boutique hotel, branded residential apartments, Marina Island Beach Club and Member’s Yacht Club. The Enara tower adds eclectic elements of commercial spaces with fully serviced high-end offices, corporate head office and a variety of F&B at the podium and marina promenade levels. All spaces are designed to express
a seamless blend between urban and beautiful waterfront, thanks to the inclusion of extensive landscaped terraces areas on multiple levels of the building.
The building’s modular design allows for the high-end office development to maintain a clean, sleek architectural aesthetic, with a dynamic eye-catching elevation that optimises the efficiency of its spaces. The creation of flexible and adaptable workspaces is designed to meet the needs of diverse, class-leading regional and global tenants, and modern ways of working. The building’s central placement and orientation within the urban landscape play a crucial role in its expansive and grandiose experience. The ascending shifting volumes of office floors create a highly transparent and dynamic volume, visually and physically connected
to its surroundings. Office spaces are open to views of the urban landscape from all facades, for a breathtaking experience of the city from the interior. 360 panoramic views face the Burj Khalifa skyline to the West, and across Dubai Creek, Dubai Canal and the stunning Marasi Bay to the North and South. Meanwhile, resulting voids in the building’s design translate into expansive landscaped terrace spaces on each level for a seamless transition between indoor and outdoor spaces, maintained even at the highest levels. This leads to unparalleled office experiences that prioritise the health and well-being of the workforce.
Enara aspires to be a net zero building, offering Grade A standard office and commercial spaces that prioritise environmental sustainability and the general health, fitness, and well-being of occupants and visitors through design best practice & amenity provision. Its design follows the criteria of LEED, BREEAM and Well Building Standard V2 accreditations. The design of the building is fundamentally based on the use of both passive and active sustainable systems. Its fully glazed exterior and maximised ceiling heights harness natural daylight. While solar heat gain is minimised thanks to the masterful placement of vertical louvers, megastructure frame, as well as high-performance insulation and glazing systems. Extensive landscaping allows for reduced water consumption, and water efficient fixtures are to be used in the interior to ensure water efficiency.
Active systems such as the implementation of solar panels ensure energy efficiency and occupant comfort within the building. Ventilation and air filtration technologies are designed to provide superior indoor air quality for tenants and visitors. Furthermore, the high-end modern work and commercial spaces incorporate sustainable, locally
sourced and upcycled building materials for a holistic approach to sustainability.
The building fully integrates its concept of high-end and top tier modern wellness-oriented workspaces through environmental efficiency, innovative new programmmes and biophilic design principles. Heightened wellness spaces and amenities on office floors include state-of-the-art conference rooms, fitness centre equipped with cardio and weight rooms, lap pool, yoga terrace and ladies’ gym, running track, cafeteria and juice bar.
FUTURE TRENDS
“Future trends? For example, in New York, construction has significantly slowed down. Hardly anyone is building new buildings. My brother is one of the few exceptions, working on a 7-story tower,
which is a landmark project. I assisted him with it. Another project, a 70-story tower at 222 meters, had stalled, but we managed to get the Rosewood Hotel chain to take it over within two months.
“Now the focus is on Miami. Today, it’s the next hub where everybody will want to be living. They don’t want to go anywhere else, because apart from New York and Miami, there’s no other global capital in the United States of America.
“I’ve noticed that trends vary significantly across different regions. From New York to Dubai, Africa, and Asia, each place has unique characteristics that require us to adapt our designs to fit the specific site and cultural context.
“The trend has shifted from super-tall buildings to more diversified projects involving multiple structures. I’ve always
Verve City Walk, Dubai.
tried to pitch this concept, and recently, I succeeded in doing so very effectively. I was able to sell it in just 45 minutes because I understood exactly how it functions. Despite starting with a blank page, I knew what I wanted and how to present it. After 20 years of effort, I finally mastered the approach. The client loved the concept, but unfortunately, they lost the land for that tower.”
“I also approach this from the point of view of having great experience in getting projects delivered and finished. There are lots of projects slated for this year, and I’ll be making sure they’re properly implemented. For example, I have a massive redevelopment in Madina at the Six Senses resort for my New York developer. Then, just two weeks ago, Dubai Holding released the City Walk project,
called Verve. How did we convince Meraas to commission that project? Because we matched what they needed. They needed an attractor for the rents remaining in the City Walk Street and they wanted to go ahead and solve the problem. The solution was actually the first time we’re seeing a retail experience under the two towers with a flat rock wall canopy; one that gives you a luscious indoor/outdoor retail walkthrough experience.
“You see, there is another factor here, too. With our experience at SOMA, we can reinvent districts and make them highly desirable. For example, how do you animate an area that has died? But that’s precisely what I do. I fix the things that you can’t. I can create a vivid experience, and it’s not about the streets or the sidewalk or the size of the buildings. It’s not about
outdoor-only, and it’s very dense. It becomes somewhere that people want to visit - and they relish this. To do this, the bottom line is that you have to forget about the residents and concentrate on the retail itself. Eventually, the residents want it to be that way, because it means they have all these beautiful advantages all around them. It becomes like a wave sweeping through the neighbourhood, and you get an identity, a retail-based identity which becomes residentially full. It becomes a complete area.
“At SOMA, this is our purpose, and we have the skills and the vision to carry it through; I believe that everything we do should have this richness, this ’twist’ - but most of all, it must transform people’s lives for the better, giving them an experience they certainly won’t forget.”
“LEVERAGING BIM TO ITS FULLEST POTENTIAL”
What is the true role of BIM and advanced digital technologies in managing today’s ever-moredemanding infrastructure agendas?
To get a leading-edge view, Middle East Consultant spoke to Parsons, where experts have designed and delivered infrastructure in EMEA for more than 65 years. The company has pioneered disruptive technology solutions, bringing a host of new perspectives, and offering integrated solutions to consistently help customers reimagine the future. Parsons’ Faysal Ali, Vice President - Design and Planning Studio, EMEA, and Huzaifa Electricwala, Digital Design Manager, Design and Planning Studio, EMEA, give their expert insights…
IM can serve as the cornerstone for real-time collaboration among multidisciplinary teams; it helps foster seamless communication and can substantially reduce errors. Yet, how does this work in the context of today’s large-scale projects, involving multiple stakeholders? Can we learn more about how BIM leverages information-sharing not only within Parsons but client-sideand also with sub-contractors and the procurement chain?
“BIM has revolutionised the way we manage information-sharing on largescale projects. Aldar’s recent Haven project, for which we were the Lead Design Consultant, is a great example of this, so much so we were awarded BIM Project of the Year at the Construction Technology Festival Awards earlier this year for the work we delivered as part of the project.
“At Parsons, we utilise a Common Data Environment (CDE) where all project-related information is stored and managed. This centralised platform ensures everyone has access to the latest data and documents, reducing the risk of discrepancies and errors. This system provides real-time updates and transparency for all parties involved, including clients, sub-contractors, and the wider procurement chain.
“For our clients, BIM provides a transparent view of the project’s progress through digital models and real-time updates. Clients can visualise different stages of the project, provide feedback early on, and make informed decisions based on accurate data.
“Meanwhile, sub-contractors benefit from these detailed BIM models because they include precise specifications and timelines. This clarity reduces the margin for error and allows for more effective coordination with other teams and members of the procurement chain.
“In terms of that procurement, BIM aids in creating accurate quantity takeoffs and cost estimates. This precision ensures materials are ordered correctly and delivered on time, minimizing delays caused by supply chain issues.
“BIM also strengthens relationships and promotes information sharing,
leading to greater innovation and synergy throughout the project lifecycle. This integrated approach not only enhances collaboration but also significantly improves the efficiency and accuracy of project execution.”
We understand that BIM played a pivotal role in achieving the LEED Cities & Communities and Fitwel Community
Certification, and underscoring Aldar Haven’s commitment to sustainability. Incorporating these standards normally leads to a significant increase in project duration and delivery timings. How exactly did BIM help in minimising these scenarios and streamlining the quest for sustainability?
“It meant, firstly, that we were able to implement resource-efficient designs and conduct comprehensive lifecycle analysis, ensuring that our development aligns with the highest standards of environmental responsibility and community wellness.
“Incorporating sustainability standards
Aldar's Haven project epitomised the value of working proactively with advanced BIM modelling.
like LEED and Fitwel can indeed extend project timelines due to the additional requirements and meticulous planning involved. BIM played a crucial role in mitigating these potential delays in several ways:
a. Enhanced Collaboration: BIM facilitated seamless communication and collaboration among all stakeholders, including architects, engineers, contractors, and sustainability consultants. This ensured that everyone was on the same page from the outset, reducing misunderstandings and rework.
b. Early Detection of Issues: Through advanced modelling and simulation capabilities, BIM allowed us to identify potential design conflicts and inefficiencies early in the project lifecycle. This proactive approach enabled us to address issues before they became costly or time-consuming problems.
c. Resource Optimisation: BIM's ability to perform detailed resource analysis helped us optimise material usage and reduce waste. By simulating different scenarios, we could choose the most efficient options that met sustainability
e. Streamlined Documentation: The integrated nature of BIM ensured that all documentation related to sustainability standards was up-to-date and easily accessible. This streamlined the certification process for LEED Cities & Communities and Fitwel Community Certification by ensuring that all necessary documentation was readily available for review.
“By leveraging BIM to its fullest potential, we were able to maintain our commitment to sustainability while keeping the project duration within acceptable limits.”
compromising on project timelines.
d. Lifecycle Analysis: Comprehensive lifecycle analysis within the BIM environment provided insight into the long-term performance and maintenance needs of sustainable features. This foresight allowed us to make informed decisions quickly, avoiding delays associated with lastminute changes or retrofits.
Our commitment to sustainability is reinforced through the use of BIM for energy modeling, lifecycle assessments, and sustainable design practices” criteria without
Another standout feature of BIM implementation can be the development of parametric models, enabling quick updates, ensuring consistency and accuracy across the project. Can we learn more about these parametric models? For example, generally, the algorithms these contain can achieve far better data synthesis (especially across sustainability and best practice protocols) than a purely human management chain is capable of. What’s your view?
“Parametric models are dynamic, datadriven models that allow for real-time updates and modifications. They use parameters and algorithms to define relationships between different elements of the model. This means when one parameter changes, related elements automatically adjust accordingly, ensuring consistency and accuracy throughout the project.
“Benefits in Data Synthesis include:
a. Enhanced Accuracy: By using algorithms to manage relationships between model components, we significantly reduce human error. For example, if a change is made to the grading of a landscape area, all connected elements such as tree placements or drainage systems automatically update.
b. Sustainability Integration: Parametric
Faysal Ali, Vice President - Design and Planning Studio, Parsons.
models can incorporate sustainability protocols by embedding environmental performance criteria directly into the design process. For instance:
• Water Management: We can simulate water flow based on different grading options to optimise drainage systems.
• Tree Placement Optimisation: Algorithms can suggest optimal tree placements based on factors like sunlight exposure, soil type, and water availability.
Best Practice Protocols:
a. Standardisation: Parametric models ensure adherence to industry standards by embedding best practice protocols within the model itself.
b. Compliance Checks: Automated compliance checks against regulatory requirements can be performed continuously throughout the design process.
Examples of benefits from recent projects:
a. Landscape Design with Trees and Grading: we used parametric modeling to optimise tree placement based on shading analysis throughout the year. This not only enhanced aesthetic appeal but also ensured healthier growth conditions for the trees.
b. Our parametric model has dynamically adjusted grading plans in response to changes in stormwater management requirements. This minimized erosion risks and improved overall site drainage without extensive manual recalculations.
c. On one of our recent projects, we used parametric modelling for planting design and documentation. When there was a late-stage change in the layout design, we were able to adjust the documentation automatically saving time on extensive manual rework.
d. Infrastructure Design for Roads and Utilities: During an infrastructure project, parametric modeling allowed us to efficiently plan utility relocations by automatically adjusting utility paths
when road alignments were changed.
e. On another infrastructure project involving road design and utility installations, our parametric models helped synchronise road grades with underground utility networks. This ensured proper clearances were maintained at all times while optimising material usage.
“In summary, these parametric models not only streamline processes but also enhance accuracy and sustainability outcomes far beyond what traditional methods are capable of achieving.”
To what extent is BIM now a universal ‘given’ across Parsons’ portfolio of projects?
“BIM has become an integral part of Parsons' approach to project delivery
across our diverse portfolio. We have embraced BIM as a universal standard due to its significant benefits in enhancing collaboration, improving accuracy, and optimising project outcomes.
“We have implemented BIM processes and technologies across various sectors including infrastructure, utilities, master planning, and landscape architecture. Our commitment to BIM is evident through our continuous investment in training our staff, upgrading our software, and integrating advanced technologies.
“We have adopted several key practices and initiatives to ensure we are implementing BIM to its fullest potential such as:
a. Standardised BIM Protocols: We have developed comprehensive BIM standards and protocols that are applied across all projects. These guidelines ensure consistency in BIM implementation, facilitating seamless collaboration among teams and stakeholders.
b. Dedicated BIM Teams: Parsons has established specialised BIM teams comprised of experts who focus on advancing our BIM capabilities. These teams provide support across projects, ensuring best practices are followed and innovative solutions are implemented.
c. Continuous Training and Development: Recognising the importance of staying current with evolving technologies, we invest heavily in continuous training programmes for our staff. This includes regular workshops, certification courses, and hands-on training sessions to keep our team proficient in the latest BIM tools and methodologies.
d. Advanced Technology Integration: We integrate advanced technologies such as Virtual Reality (VR), Augmented Reality (AR), Geographic Information Systems (GIS), and Internet of Things (IoT) with our BIM processes. This integration enhances visualisation,
Huzaifa Electricwala, Digital Design Manager, Design and Planning Studio, Parsons.
building performance for energy efficiency and environmental impact.
spatial analysis, and real-time data management capabilities.
e. Collaborative Platforms: Utilising cloud-based collaborative platforms like Autodesk Construction Cloud and ProjectWise allows us to manage project data efficiently while enabling real-time collaboration among geographically dispersed teams. This ensures that all stakeholders always have access to up-to-date information.
f. Research & Development Initiatives: Parsons actively engages in R&D initiatives focused on advancing BIM technology.
g. Sustainability Focus: Our commitment to sustainability is reinforced through the use of BIM for energy modeling, lifecycle assessments, and sustainable design practices. By leveraging digital models early in the design process, we can optimise
h. Quality Assurance Processes: Robust quality assurance processes are embedded within our BIM workflows to ensure the accuracy and reliability of models throughout the project lifecycle. Regular audits and reviews help maintain high standards of quality control.
“While the extent of BIM adoption varies depending on project and client requirements, it is safe to say BIM is a foundational element in most of our projects. This ensures we deliver highquality results while meeting the evolving demands of the industry.”
How does BIM help in building transparency and better mutual understanding in the client relationship? Are certain levels of BIM fluency actually specified in the Requests for Proposals (RFPs)? BIM significantly enhances transparency and mutual understanding in client
relationships in several ways:
a. Visualisation: BIM allows for the creation of detailed 3D models that provide clients with an accurate visual representation of the project. This helps clients better understand the design intent, spatial relationships, and overall scope of work.
b. Collaboration: BIM fosters a collaborative environment where all stakeholders, including architects, engineers, contractors, and clients, can access and contribute to a shared model. This collaboration ensures that everyone is on the same page throughout the project lifecycle.
c. Data Integration: BIM integrates various types of data into one cohesive model. This includes information on materials, costs, schedules, and more. Clients can easily access this data to make informed decisions.
d. Clash Detection: By identifying potential conflicts early in the design phase through clash detection features within BIM software, we can address issues before they become
Today's communities place a high value on landscaped, integrated settings, where a diverse variety of lifestyles can successfully co-exist.
costly problems during construction. This proactive approach builds trust with clients as it demonstrates our commitment to delivering quality work efficiently.
e. Transparency in Changes: Any changes made to the model are automatically updated across all views and documents associated with it. Clients can track these changes in realtime, ensuring they are always informed about modifications or updates.
“Certain levels of BIM fluency are often specified in Requests for Proposals (RFPs). These specifications ensure that all parties involved have a clear understanding of expectations regarding BIM capabilities and deliverables. For example:
a. BIM Execution Plan (BEP): Many RFPs require a detailed BEP outlining how BIM will be implemented throughout the project lifecycle. This plan typically includes roles and responsibilities, software platforms to be used, data exchange protocols, and collaboration strategies.
b. Level of Development (LOD): RFPs may specify required LODs for different stages of the project (e.g., LOD 100 for conceptual design up to LOD 500 for as-built conditions). These standards ensure that models meet predefined criteria at each phase.
c. Software Proficiency: The RFP might list specific software tools or platforms that bidders must be proficient in using (e.g. Autodesk Revit, Navisworks). Demonstrating proficiency with these tools is crucial for meeting project requirements effectively.
d. Experience Requirements: Some RFPs may ask for evidence of previous experience with similar projects using BIM methodologies or request case studies showcasing successful implementation.
e. Capability Assessments: RFPs can request the team’s capability assessments be filled out to plan
Our commitment to BIM is evident through our continuous investment in training our staff, upgrading our software, and integrating advanced technologies with BIM”
training activities accordingly.
f. Standards Compliance: Compliance with industry standards such as ISO 19650 or local regulations related to digital construction practices might also be stipulated within a RFP.
“Specifying these levels of fluency within a RFP document upfront ensures alignment between client expectations and service provider capabilities from day one.”
Can we name the particular BIM packages you use, please?
At Parsons, we utilise a variety of industryleading BIM software packages to ensure the highest standards of design and project delivery for projects like Aldar’s Haven project referenced earlier. Some of the key BIM tools we employed included:
1. Bentley’s ProjectWise, Autodesk Construction Cloud and Asite: Bentley’s ProjectWise served as our internal Common Data Environment (CDE) for Aldar’s Haven project, facilitating project collaboration and information management within Parsons by providing a CDE that enhanced team collaboration through document management, workflow automation, data exchange, and realtime communication. Additionally, we used Asite as Aldar's CDE to ensure seamless integration and
communication with their systems. It is important to note that while ProjectWise was used for Aldar’s Haven project, we also have Autodesk Construction Cloud which we use on other projects. Having two different CDE platforms allows us the flexibility to choose based on project type and specific requirements.
2. Autodesk Navisworks: Essential for project review, clash detection, and coordination among different disciplines. This software helped us identify potential issues before construction began on Aldar’s Haven project, ensuring smoother project execution.
3. Autodesk Civil 3D: A powerful tool for engineering design and documentation that supported BIM workflows on different disciplines within Aldar’s Haven project.
4. Autodesk Revit: Widely used for landscape design, and structural engineering in the development of projects like Aldar’s Haven project. It offered robust tools for creating detailed 3D models and comprehensive documentation.
5. Bentley OpenFlows: These applications provided advanced hydraulic modelling capabilities essential for infrastructure projects like Aldar’s Haven project which involved water distribution, water supply systems, sanitary sewer systems, and stormwater management.
6. CostX: An advanced estimating software that integrated with BIM models to provide accurate cost estimates throughout the Aldar Haven project’s lifecycle.
“By leveraging these tools effectively, we enhanced collaboration across teams; improved accuracy in designs; managed costs efficiently; facilitated seamless communication among stakeholders; and ultimately ensured successful project delivery from concept through completion on Aldar’s Haven project.”
Counting the Cost
In an era defined by growing project complexity, the role of the cost consultant has never been more pressing. Paul Ralph, Vice President, Program Cost Consultancy, AECOM, shares his insights and experience with Rhea Ramesh…
stakeholder engagement, and something of a move away from the traditional preference for adversarial solutions. But nonetheless, there remain multiple, formidable pitfalls; how do they impact the role of the cost consultant?
here’s no doubt that Paul Ralph’s career has been one of dynamic change and evolution through the many varied construction arenas. Originally from Birmingham, UK, Paul started his career in the mid-90s, and after - six years in London - he ventured to the Middle East in 2003. Initially settling in Bahrain, he soon made Dubai his home in 2011. Now overseeing operations across the Middle East and Africa, Paul has shifted his focus to empowering his team as a cost consulting VP at AECOM.
TACKLING THE CHALLENGES OF GIGA PROJECTS
It’s fair to say that despite the challenges seen in ‘giga-projects’ across the GCC, we’re witnessing the emergence of new and better ways of working. For example, there’s more of an emphasis on proactive
”When you’re talking about ‘gigaprojects’, says Paul, “from a management point of view they present significant challenges; challenges which take off exponentially if projects are located in the middle of nowhere. You can’t just put anybody on those projects. You’ve got to have the right people, the right skill sets. In fact, people who are very highly skilled, not just in terms of the consultant, but everybody involved with the client - and preferably those skills will result from prolonged prior project experience, too.
“All in all, these new-style projects are putting a significant amount of pressure on cost consultants and requiring that they evolve their roles. However, the way I view it, is that it’s a tremendous opportunity; for example, we increasingly see a profession like quantity surveying - which was historically very traditional - evolving into cost management and in turn, adding significant new areas of value.
“Additionally, these projects require
resources, expertise, and planning, presenting challenges and immense cost pressures. Key cost factors include the scale of construction, design complexity, project timelines, logistical challenges and sustainable practices. Understanding these costs is crucial for stakeholders to make decisions, manage risks, and establish budgets.”
OVERCOMING CONSTRAINTS: BUDGET AND TIME
According to the latest addition of the CRUX Insight Report, the GCC has the world’s highest percentage of projects running over budget. It also has the world’s highest percentage of projects running over-time. So, what is the role of the cost consultant in trying to delimit those trends where possible?
“For me”, Paul explains, “ensuring the right level of programme knowledge from the very start is crucial for project success. Many projects suffer from unrealistic budgets and timelines that have been set due to internal constraints or poor advice, leading to increased costs. It’s important to have a well-defined budget that reflects the actual scheme and is understood by all stakeholders. Although there may be commercial sensitivities, everyone influencing the project’s cost and time should know the detailed budget and programme. This transparency helps avoid issues and ultimately ensures better project management.”
THE WAVE OF DIGITAL TRANSFORMATION
We hear more and more about the role of smart tech. Increasingly, consultants and clients alike are using digital dashboardsnot to mention how accounting materials are already very advanced in their use of generative programming, and so on. To what extent are cost consulting teams
Paul Ralph, Vice President, Program Cost Consultancy, AECOM.
Paul believes that the challenges of giga-projects can all too easily take off exponentially, and
therefore require rigorous and proactive cost analysis.
using AI? Do they streamline the workflow and impact the calculations around key projects?
“In the past six months, we’ve accelerated our digital capabilities by hiring a digital specialist with a construction background to work closely with our team. The specialist focuses on improving quality, speed, and accuracy. We’ve implemented Power BI for near real-time cost reporting and we provide clients with live updates and dashboards, facilitating quicker decision-making”, explains Paul.
“We also use parametric design in masterplanning to produce quick, accurate studies. For instance, algorithms help generate rapid estimates based on given metrics. Clients now expect immediate responses, and we aim to deliver within a day.
“I would say that AI integration is also a priority. The tools resulting from AI can summarise project details from various sources, enabling more efficient on-boarding. At the most basic level, these tools can transcribe meetings and generate minutes and action points, which maintain accurate records and ensure we meet our agendas. This real-time capability significantly helps our productivity and client satisfaction.”
HARNESSING GLOBAL EXPERTISE AND DATA
Paul, you work at arguably the world’s largest multi-disciplinary engineering firm. The company’s size has a huge potential to contribute to the data and resources available to them.
“There are around 50,000 employees at AECOM, including 3,000 in cost project management and advisory services. Because of this, AECOM has vast expertise and a highly collaborative culture when it comes to finding solutions efficiently.
We utilise a global data collection and benchmarking system called Guide, which calculates cost data from our staff into a consistent format. This tool allows us to quickly perform benchmarking studies and provide immediate responses to clients”, says Paul.
“We’ve also integrated AI to automate data capture throughout a project’s
Many projects suffer from unrealistic budgets and timelines that have been set due to internal constraints or poor advice, leading to increased costs. It’s important to have a well-defined budget that reflects the actual scheme and is understood by all stakeholders”
lifecycle, from feasibility estimates to post-contract cost management. This automation helps enhance our benchmarking capabilities, but also tracks cost changes, design metrics, and programme variations over time. AI significantly improves our ability to access and utilise data, so our processes are more efficient.”
FUTURE TRENDS IN THE GCC AND BEYOND?
Looking ahead, what are some of the key trends in the regional construction sector, Paul?
“In recent years, Saudi Arabia has seen significant budget allocations towards large-scale construction projects. The UAE has re-emerged as a significant player in the Middle East, focusing on digital infrastructure and smart city initiatives. Both regions are evolving, putting technology at the heart of urban planning and transportation, with advanced digital skills alongside engineering.
“I can personally see the way these markets have evolved. I can remember when Ski Dubai launched in the early 2000s, it was a landmark project, larger than those in London and offering a valuable learning experience in the Middle East market. The Museum of the Future was another milestone, overcoming initial estimation challenges to achieve successful completion. It was a significant personal and team accomplishment.”
On the topic of landmark projects, AECOM’s work at SeaWorld Abu Dhabi won an important award at the Middle East Consultant Awards in 2023. How does Paul view that winning project?
“SeaWorld Abu Dhabi, despite initial complexities, saw the commercial and design teams work closely to manage the budget and ensure the project’s success, and it really showed the importance of collaboration. It was a fantastic project. For me, my involvement was a massive achievement and it highlights the true value of cost consultancy in a world-class project.
“I think these projects highlight the region’s shift towards more technologically advanced developments and the need for digital and international experience in construction. They are driving important changes in the way that consultants tackle the Middle East’s construction landscape.”
The role of international experience can be a key differentiator for a cost consultant, but are there any differences for a cost consultant working in the GCC to elsewhere in the world?
“The market expectations in the construction industry have become increasingly complex. This expectation is different, especially in the Middle East, where numerous large-scale projects are underway at the same time. Clients now expect comprehensive knowledge across various domains, beyond just cost and project management, including landscape management, building space advising,
sustainability, carbon estimation, and workplace functionality.
“To meet these demands, there is a need for specialists such as business intelligence analysts and digital experts who enhance the overall service delivery. What’s more, the approach to cost management varies by region. For instance, the United States has a different model compared to the Middle East, UK, Australia, and South Africa, with its massive infrastructure not necessarily aligning with the cost management practices familiar in other regions. The changing nature of these projects, I would say, drives the need for a fully multidisciplinary approach.”
SUSTAINABILITY IN CONSTRUCTION
We hear a great deal about the growing importance of sustainability. Is there a given formula by which you can calculate the base cost of sustainable initiatives, or is each case decided on its merits?
“It’s crucial to avoid generalising sustainability across projects, as each project has unique sustainability goals guided by the client’s objectives. The rise of ESG requirements in project financing, such as green finance, has increased the focus on sustainability performance. Each building and its context are different.
“There is a tailored approach to sustainability such as the whole life cycle cost of projects; while capital costs might not always favour sustainability, long-term savings often justify these investments. There are numerous straightforward sustainable solutions available, but their implementation depends on the client’s commitment. Additionally, factors like the global energy crisis affect the cost-benefit analysis of sustainable initiatives, making it necessary to adapt strategies over time. Hence, a projectspecific and evolving approach to sustainability is essential.”
Tomorrow’s world - today
On 12th June, the fourth edition of the Future of Architecture Summit aimed to create a compelling snapshot of what
environment will look like in the years to come.
the built
How will it be shaped
by today’s all-consuming trends, such as sustainability imperatives? Will it comprise micro-hubs, or are these just an attractive illusion?
A day of passionate discussion gave some provocative clues…
changing architectural priorities. It was kick-started by a Keynote Fireside Chat between Delvene Lee, Head of Interior Design, KEO International Consultants, and Engi Jaber, Managing Director, Climatize Engineering Consultants. The discussion was titled: ‘Architectural Futures: sustainability, design and the new-generation materials’.
ith the day’s agenda being introduced by host & MC Paul Godfrey, Head of Content, Middle East Consultant, the event wasted no time plunging into an ardent and heartfelt discussion about
Delvene Lee argued that discussion with clients about the importance of putting sustainability front and centre rarely happened early enough - or indeed, was taken seriously enough. She questioned
whether the current popularity with sustainable certifications was particularly meaningful, and flipped this suggestion to Engi Jaber for some expert clarification. Engi replied that in the majority of cases, the most popular certifications allow developers to play to their strengths, and amount to ‘ticking boxes’ on a picklist of options, rather than addressing core, basic issues such as power supply sourcing and initial choices about location and scale.
Both agreed, though, that when it comes to actual masterplanning, some of the current trends in urban design do
intrinsically favour sustainable themes, encouraging the likelihood of more ecofriendly environments. For example, the idea of the ‘15-minute city’ - with the urban model based around local, vibrant hubs rather than an anonymous megacity - lends itself to ‘greened’ environments, a better focus on wellness and a more engrained commitment to a circular economy.
Yet, as Delvene argued, all these factors add complexity, which in turn adds time to project planning and delivery. Complexity also means more challenging communication downthe-line, between contractors and subcontractors, for example, and increases the risk of key factors being omitted. This may not happen from spite or neglect, but simply because many contractors aren’t familiar with the techniques for including sustainable elements and may lack the skillsets to action and implement the required changes ‘on the spot’.
As Engi mentioned, building sustainable is no longer a costly luxury, given the new generation of sustainable materials and a plethora of procurement options. Delvene added that while the core materials, such as ‘green cement’ are becoming ever more widely available, there is also a further,
long-term option in the form of ‘new era’ materials, created by re-engineering the DNA of existing organic compounds. As yet, these tend to be slow to produce and remain costly, exotic alternatives: but there is every sign that they can become the structural components of the future. We already see aviation titans such as Airbus and Boeing committing to these options as replacements to aluminium by 2038, for instance.
One last note: Engi claimed that really, there are only two ways of making sustainability the norm. Either governments should create sustainability mandates that simply must be followed; or everyone involved in the equation should adopt an evangelical approach - almost creating a ‘cult’ of sustainability. To which Delvene replied: “So how about seeing yourself as a cult leader, Engi?!”
THE IMPACT OF DIGITISATION
It’s inevitable that in any dialogue about architectural futures, the topic of AI will be paramount. Today’s AI packages have the ability to generate hundreds of scaled images in a matter of minutes - and their impact is already incalculable.
So, the day’s first panel session revolved around the topic: ‘How Smart data and
AI are transforming our ability to create bespoke environments’.
In a session moderated by Paul Godfrey, the panelists were -
• Drew Gilbert, Design Manager, OBM International
• Dalia Hafiz, Assistant Professor, College of Art, Architecture and Design, Ajman University
• Mohammad Shamlouli, GIS Manager, InSite
• Dipali Shirsat, Founder, The Visual Poetry
• Seb Davies, Director, Rider Levett Bucknall
• Aarti Thadani, Partner, Norton Rose Fulbright
• Amarindra Rana, Lead Principal Architect, AtkinsRéalis
Today, the advanced use of Smart data, combined with generative software, is transforming our understanding of the optimum use of space, and leading the creation of tailored interiors and communal areas that reflect foot traffic, preferences and duration of stay.
Consensus around the panel was that there’s really no doubt that the new era of Digital knowledge about how spaces are used allows architects to precisely hone and define this suitability, and in a way
never previously possible. Advanced tech is also helpful when designing mixed-use facilities, where it can accurately predict the popularity and demographics of key brand-name stores, whether certain types of gym will prove popular, the juxtaposition of different amenities and emphasise a focus on better pedestrian connectivity throughout.
Smart AI and data analysis are also strong tools for re-invigorating previously ‘dead’ neighbourhoods, coming up with logical, workable solutions and thereby creating a regional ‘magnet’ which contributes massively to an area’s commercial viability. This also furthers the creation of a neighbourhood ‘brand’ which in turn boosts property values.
But, at the end of the day, is there such a thing as too much data? Data sharing raises powerful questions about personal freedoms and the ability of influential institutions to predict behaviour and whereabouts. So, surely, what’s needed is better and more specific legislation regarding the acquisition and use of dataunless this is in place, there is a real threat that the future will be a world of dystopian, ‘big brother’ observation, rather than a place of more efficient spatial design and happier, more connected communities.
A Presentation from Claudia Juhre, Senior Associate & Head of Landscape Design, SIE Consultants, then assessed to what extent there has been a real sea-change in urban master-planning, away from the idea of the ‘megalopolis’ towards the notions of smaller, more intimate hubs that feature great accessibility and freedom from excessive motor traffic. Her stronglypresented session, called: ‘The shift towards urban planning around regional hubs’, gave cogent examples of this change, both from her own portfolio of work and from some iconic case study examples of recent urban planning and renewal.
Her argument was that, yes, we are indeed witnessing a major change in direction. There is now a common and shared view amongst urban masterplanners that life is better lived on a smaller, less formal scale - and in locales where each and every amenity is combined positively within a community setting, with everything you need only a short distance away.
She also explained, however, that ‘everything needn’t be everywhere’; following the model of life in towns and villages of the 19th century, it will inevitably be the case that while you attend a primary
and secondary school only a short walk away, the university will be in a more builtup, central location. While you can visit the 24/7 or the hypermarket only a block away, your community needn’t also include an Amazon warehouse, for example - the trend towards micro-hubs simply means better everyday accessibility and the freedom to maximise quality time and a conducive lifestyle.
BUILDING BETTER: BEING ON-TIME AND ON-BUDGET
Few people are better-qualified to talk about the harsh realities of project delivery than Chris Nicolas, Director, TBH. He took part in a Fireside Chat with Paul Godfrey, titled: ‘Strategies that matter: delivering projects on-time and on-budget’. He referenced how, in the GCC, up to 80% of projects run over budget, and more than 20% exceed their contractual delivery times. How can this, firstly, be tolerated, and more imperative still, actually be improved? Chris explainedin clear detail - the necessity for accurate pre-planning and the optimum protocols for ongoing monitoring and review. The fact is, the vast majority of projects going over-schedule simply don’t feature adequate review or correction mechanisms.
THE MOVE TOWARDS REGIONAL HUBS
What’s more, the growing scale of projects - most notably, of course, the Saudi ‘gigaprojects’ - can all too easily add to this challenge, featuring as they do scores of stakeholders and timeframes that require all parties to move at breakneck speed.
On paper, it would appear that an increasingly BIM-fluent sector would have the tools, transparency and datareadiness to tackle these communication issues, but this is - largely - not proving to be the case.
Even on more everyday projects in the GCC, we see the same classic symptoms of poor stakeholder communication often being repeated. Chris gave the classic example of how frequently we see the outer cladding and facades of skyscrapers lagging many storeys behind the building’s physical framework - when in reality, the ‘golden rule’ is that they should follow-on no more than 4-5 storeys below. This is vital in enabling the fit-out to proceed safely, providing an AC-cooled environment that is critical not only for workers, but to preserve the integrity of heat-sensitive interior fittings, such as certain hardwoods and synthetics.
Then, what about the contractual side? What about achieving compliance with the
stated contractual obligations? It is, first and foremost, vital to understand who is actually responsible for each element of the job: in a region where ‘adversarial’ resolution is often the first option, it pays to establish certain key ground-rules at the earliest possible stages.
With a portfolio including the delivery of Singapore’s Marina Bay Financial Centre and the Cairo Metro, it became crystalclear that few people are better-able than Chris to understand the challenges and propose the op-timum solutions…
IS CHANGE IN URBAN SCALE ACTUALLY FEASIBLE?
The next panel then asked to what extent the idea of the ‘15-minute city’, as discussed earlier in the day, is actually feasible. How can architects realistically plan for a relevant and practical mix of amenities?
In a session called: ‘The shift towards ‘new suburbs’ – urban planning and the concept of the 15-minute city’ the panelists were:
• Anastasia Kalnytska, VP Strategic Projects, Net0
• Alan George, Architect & Design Manager, Orange Design Group
• Scott Coombes, Managing Partner, AESG
• Nicky Dobreanu, Branch Director, Omnium International Limited
• Farah Mudhafar, Associate Principal Architect, AtkinsRéalis
The panel was ably moderated by Adam Smith, Managing Director, Polypipe Middle East
One of the first points raised here was how the concept of regional hubs demands new answers in terms of traffic flow and directional infrastructure: unless these basics are in place, we’re simply reinventing existing problems. The challenge is, that these aspects don’t lend themselves well to anything other than a ‘blue-sky’ project, built from the ground up: they are very difficult to add to existing areas.
Also, if we want to create fresh local hubs, what is the development time required either to add these hubs onto an existing city, or build a city of micro-hubs from scratch? Neither of these is a quick process, and in reality, even if the hubs are built successfully, they could easily become victims of their own success, seen as de-centering the existing commercial and residential appeal of the existing downtown areas.
Yet, all things being equal, there is an undoubted attraction in the idea
of ‘down-sizing’ and building intimate local communities; after all, wasn’t this the accepted norm until the onset of Industrial Revolution 1.0? Should we be led by the same principles that then created a crowded, polluted modern world, or seek to return to a richer and more nourishing way of life?
MANAGING THE ESSENTIALS
Adam Smith, a specialist in utilities infrastructure, then stayed on stage to give his own keynote presentation - ‘Rapid urbanisation: from flood damage to water harvesting’.
It goes without saying that flooding has proven to be a major risk contingent on the trend towards rapid urbanisation. Yet it also brings rich opportunities for water harvesting, if the right utilities infrastructure can be installed. Adam’s presentation reviewed the recent floods across the GCC and assessed the practicalities of productively re-using excessive water - a strategy that could of course lead to greener, and more commercially successful, urban habitats.
Adam outlined the type of drainage systems that would be required to soak up excessive rainfall, as well as defining
where their optimum locations would be. He also looked in depth at the technology required to effectively recycle rainwater back into productive applications.
He asked: what would this ‘new era’ of urban environment be like? Can we embrace its lifestyle and the commercial benefits it can bring? Adam’s presentation had at its heart the view that yes, all of this can be done - rainwater can be harvested, urban environments can be sponge-like, and they can re-use excessive water for the benefit of all. But first of all, there has to be the will to change - and a 100% commitment to the ‘big picture’ outcomes…
SMART DATA AND BESPOKE SOLUTIONS FOR PEOPLE OF DETERMINATION
The final session of the day was then presented by Dipali Shirsat, Founder, The Visual Poetry. Called ‘How Smart architectural data is helping People of Determination’, it examined how today’s Digital technologies allow for an extremely accurate understanding of how either the workplace or home can best be designed in more specific and compliant ways.
Smart data acquisition and analysis can be used beneficially, very much supporting
special needs. Dipali explained how these advances can be translated into new physical realities. For example, we know what levels of lighting are suitable for different eye conditions - empowering better and more accurate vision - and today, we have the technology to design, install and implement these. We can also modulate lighting automatically, by ‘knowing’ who the user is either by facial recognition software or by detecting their signature styles of movement.
What’s more, we can use data gathered from the needs of the visually impaired to construct residential spaces that perfectly reflect behaviours and provide workable, ergonomic solutions - whether in terms of the space itself, or the deployment and location of fixtures and fittings. Data of this kind can be massively important in knowing where best to install kitchens and bathrooms, and for providing aural ‘signalling’ when residents are approaching a ramped incline or wall.
Dipali’s company is itself a specialist, niche design shop in these areas, starting to put into practice advanced data-led principles that could one day become a simple ‘given’ in the majority of home or office settings.
A night to remember: kudos to the Winners!
Celebrating the Champions and shortlisted nominees at the
Future of Architecture Awards
n the glittering setting of the Habtoor Grand Resort, JBR, the evening of 12th June saw the debut edition of The Future of Architecture Awards - an event honouring the game-changers and front-runners across 11 key architect, designer and developer categories.
Although this was the first-ever rendition of the gala awards, the fullhouse event was attended by more than
150 guests, with the Awards themselves attracting many of the key householdname market players.
Indeed, it was this fact that Paul Godfrey, Head of Content, ME Consultant and organiser of the event, remarked on in his opening address: with a hall packed with the sector’s leading names, it was crystal clear how the Awards had already gained a good deal of attention in the market, gaining extraordinary traction for year one.
On the basis of this fabulous turnout, we can safely say that the stage is well and truly set for The Future of Architecture Awards to become a staple fixture in every regional architect’s calendar in the years to come.
Congratulations to the winners and all our shortlisted nominees - here they are:
Civic & Public Sector Project of the Year
Young Architect of the Year
Cultural Heritage Project of the Year
The
Tariq Bin Ziad School – Trust Engineering Consultancy
Landscape Project of the Year
Residential Project of the Year
NOMINEES
Urban Planning Infrastructure Project of the Year
NOMINEES
Sobha
(Project currently being re-branded) – U+A
Madinat Jumeirah Living – Godwin Austen Johnson
ICONIC Tower – MERED Residences Real Estate LLC
WINNER
Sobha One – PNC Architects, Sobha Group
Ava – SOMA
Abu Dhabi Maritime Ports – LWK + Partners
Creek Vistas Heights – PNC Architects, Sobha Group
WINNER
Creek Vistas Heights – PNC Architects, Sobha Group
Hartland II – Sobha Realty
Gharaffa Complex – Trust Engineering Consultancy
WINNER
Residential Building, Giardino Village –Trust Engineering Consultancy Creek Edge – U+A
Re-Purposed Project of the Year
Sustainable Design Champion of the Year
EDITOR’S CHOICE WINNER
Jawaan School – Trust Engineering Consultancy
Outstanding Achievement of the Year
The Cube: AHJ Group HQ – Trust Engineering Consultancy
WINNER
King Salman Grand Mosque – FSK & Partners
EDITOR’S CHOICE WINNER
Senna Sabir – AtkinsRéalis
NOMINEES
Creek Vistas Heights – PNC Architects, Sobha Group
Architect of the Year
NOMINEES
Amarindra Rana – AtkinsRéalis
Esraa Abdellah – Godwin Austen Johnson
James Chin – PNC Architects, Sobha Group
Mahmoud Abughazal – Omrania by Egis Group
Muhammad Habsah – U+A
WINNER
Michel Abboud - SOMA
Intiative of the Year
NOMINEES
Entertainment City Doha – Trust Enginering Consultancy
(Project currently being re-branded) – U+A
WINNER
(Project currently being re-branded) – U+A
“Winning this Award is fantastic!”
On 12th June, the debut edition of The Future of Architecture Awards put the spotlight firmly on the innovators, the game-changers and the design champions. In her first article for Middle East Consultant, Priyanka Raina shares comments from the interviews she conducted with each of the winners - so we can find out first-hand what it feels like to be heralded as a true industry leader…
it proved, with a full house for the gala dinner, and category shortlists replete with household name architects and developers at the vanguard of the sector.
mpowering progressive change with touchstone, informed debate and an industry-leading Awards ceremony, two back-to-back events - in the setting of the Habtoor Grand Resort, JBRcelebrated the role of architecture and its impactful future directions.
The Future of Architecture Awards, following the daytime Summit, were born from the belief that the architecture and design sectors are passionate about their role in moulding the future of the GCC nations, and would welcome a glittering, high-profile event to showcase their achievements and aspirations. So
In fact, this debut event offered a unique chance to network with a number of the most influential decision-makers in the industry - not to mention the winners who had made outstanding contributions to the architectural paradigm.
Of course, it would be unthinkable not to highlight comments from the welldeserved winners - many of whom had been responsible for keynote advances in the built environment, using the most advanced techniques of AI and Smart modelling, and leading the move towards today’s commitment to vibrant communities and three-dimensional lifestyles.
Many of the following comments reveal not only why these companies and their projects excelled, but explain a good deal about the effort and dedication that goes into a winning nomination.
YOUNG ARCHITECT OF THE YEAR
PANKTI ADANI – GODWIN AUSTEN JOHNSON
Pankti Adani, Assistant Architect: ‘It’s certainly been quite a journey here at GAJ, so I feel amazing, and I thank my team leaders for getting me to this level.
To be honest, when I was told that I was being nominated for this Award, I was shocked, because I realised that yes, you really can receive appreciation from
your team leaders. It really can show!
The fact that I was being nominated definitely made me reflect back on the kind of projects I’ve worked on. Along with the effort I’ve put in throughout my journey with GAJ - and clearly, it was well worth it!”
CULTURAL HERITAGE
PROJECT OF THE YEAR
AL RAYAN MALL – MATRIX ENGINEERING CONSULTANCY
Shyam Saraj, Architectural Engineer: “We’ve been in the country working for around 15-16 years, but we’ve never tried to build a high profile, or had a big presence on social media. But this year, we’ve put together a full marketing team, and started showcasing our work.
Winning this is the reward for taking a new approach!
“We have over 300 projects, and entering the Awards was a good chance to pick one particular highlight. Awards like this showcase the new ideas, the new concepts, that architects have. The architectural world is always growing and expanding and there are so many different ideas, whether it’s cultural, futuristic, or commercial. Awards events of this kind have a huge impact on our designs and the industry in general. There’s no doubt that winning an award like this will push us further and encourage stronger innovation. Our team, everyone here, is so very proud and thankful.”
CIVIC & PUBLIC SECTOR
PROJECT OF THE YEAR
ENTERTAINMENT CITY DOHA –TRUST ENGINEERING CONSULTANCY
Mohamed Nabil Lielah, Founder and CEO:
“It’s really amazing and very ‘different’ to be here, because our entry was a special project for me - one where I actually helped lead the design myself. So of course, it’s very close to my heart. I was delighted that the client was very happy to have such a special project; and I’d also like to thank my team, because the collaboration behind it makes things all the more special. I think it will encourage more people to have challenging ideas, driving forward concepts that are very different from the norm.”
RESIDENTIAL PROJECT OF THE YEAR
SOBHA ONE – PNC ARCHITECTS, SOBHA REALTY
James Chin, Head Concept Architect at Sobha Realty: “It feels terrific! I saw quite a few big names, and when you win against
a strong set of contenders, it feels even better. And we are incredibly happy with that project. So, this is like a confirmation that we’ve done well! We knew we had a strong candidate for Residential Project of the Year - and we thought, yes, this is the one. I think awards are always good for promoting the work of architects and getting recognition for what we do. I’m glad they exist. It encourages the entire staff. I’m just a concept architect, but there are hundreds of us working on this project, and this Award is great for each and every one.”
URBAN PLANNING INFRASTRUCTURE
PROJECT OF THE YEAR (PROJECT SUBJECT TO REBRANDING) – U+A
Malcolm McLeod, Head of Projects: “This particular Award is interesting because I think it sets a new benchmark for the project and its overall standing. The development is remarkable in the sense that we’ve been able to terraform and create a community which I don’t think you’re going to see anywhere else in Dubai. So, we look forward to the day when it’s complete - and I don’t think that’s going to be too long. Who can actually predict what will happen in this region - where everything seems to be possible ? And that’s the thing about Dubai, you can do anything. You can really create a reality that is a testimony to the people here, the ambition of this space and the consideration for community. So, we’re going to help benefit people’s lives. We’re
going to do it together and we’re going to do it as ‘a space within a space’. This can create huge potential for others to follow.
“All I can say is, what a project to have, what an opportunity to have. Winning this Award is fantastic. This is a recognition amongst our peers and it’s also in recognition of where our direction is, too. Hopefully it will demonstrate to others how they can go forward. So, yes, very, very important and very, very relevant.”
LANDSCAPE PROJECT OF THE YEAR
CREEK VISTA HEIGHTS –PNC ARCHITECTS, SOBHA REALTY
Alexander Carlile, Head of Landscape Architecture, PNC Architects: “This project was entered for its design values as well as for the community benefits that the design provides. It brings a truly ‘green’ environment, one that’s holistic, that encompasses a living community. Winning this award can help give vision and motivation to our employees, and to everyone engaged on similar projects of lasting benefit to communities.”
SUSTAINABILITY DESIGN CHAMPION OF THE YEAR
SENNA SABIR – ATKINS REALIS
Chirag Balani, Marketing Manager: “I’m receiving this Award on behalf of Senna Sabir. I think she truly deserves it. I have worked very closely with her in terms of the projects, and seen her whole commitment towards sustainability.
Creating change via sustainability is still very rare. She’s become a vibrant presence at AtkinsRealis, and I’m sure she will find this Award very motivating. It’s good to pioneer new Awards of this kind, not only for this company, but in the sense that it gives everyone a vision to aim for.”
RE-PURPOSED PROJECT OF THE YEAR
JAWAAN SCHOOL REHABILITATION –
TRUST ENGINEERING CONSULTANCY
Mohamed Nabil Lielah, Founder and CEO: “All of us feel great tonight for winning this award; this project focuses on disabled kids - it’s a terrifically worthwhile project - and it will push us to do even better in the industry and help empower our company with amazing ideas for further projects.”
ARCHITECT OF THE YEAR
MICHEL ABBOUD – SOMA
Elias Rouayhab, Growth Strategist
(representing Michel Abboud): “Through our research, we came across this event, and we were instantly impressed by what CPI Trade Media stands for, what you offer, the platform you are creating to promote sustainability, and your commitment to promoting the role of technology in architecture.
“What SOMA represents is a very unique approach in architecture, which involves technology and AI. So, the fit was very good, and instantly, we decided to participate in this. First of all, we were here as speakers at today’s Summit, with the Fireside Chat early in the morning. And tonight, we’ve shortlisted in two awardsand luckily, we won the most prestigious one, in my opinion.
“This is the first step in looking to the future of architecture and the future of our company. We’re looking forward to creating more iconic architecture and enhancing the market all over the world, with our unique stamp in terms of architecture and the role of Parametric design.”
INITIATIVE OF THE YEAR
(PROJECT SUBJECT TO REBRANDING) – U+A
Malcolm McLeod, Head of Projects: “It’s wonderful to win for this project. It really inspires us all to work even harder for the next time - and I’m sure that it’ll be an inspiration to everyone involved on these large-scale, very complex and multifaceted projects in the future.”
“I
believe in continuous learning”
What can a seasoned Dispute Resolution champion do to help ensure better outcomes for stakeholders and help companies preoccupied with existing workloads focus on the matter at hand? How do the far-reaching trends we’re witnessing in regional construction impact the ongoing role of Dispute Resolution? To get an expert view, Middle East Consultant speaks to Nicola Caley, Partner, HKA…
rules to align with international standards. Since then, DIAC has refreshed its court and is working hard to position itself as the region’s leading arbitration centre.
icola, do you see any key trends here in the Gulf Cooperation Council (GCC) in terms of dispute resolution and arbitration initiatives?
“The arbitration landscape has seen a series of important changes in the last few years. 2021 saw the abolition of the DIFC-LCIA Arbitration Centre, with its future caseload transferred to the Dubai International Arbitration Centre (DIAC). Subsequently, in 2022, DIAC issued new
“There have been significant developments in other parts of the region as well. In November 2022, the Saudi Centre for Commercial Arbitration (SCCA) opened a branch in the Dubai International Financial Centre with a view to providing a comprehensive range of facilities for alternative dispute resolution (ADR), including arbitration.
Nicola Caley, Partner, HKA.
The SCCA also established an independent SCCA court to determine technical and administrative issues related to SCCAadministered cases.
“The Oman Commercial Arbitration Centre (OAC) introduced new arbitration rules in 2021 and subsequently signed an agreement with the Chartered Institute of Arbitrators (CIARB) to work together to develop the OAC as an effective dispute resolution centre. Bahrain Chamber of Dispute Resolution followed suit with new arbitration rules in 2022.”
“It is fair to say that interest in arbitration as the method of final dispute resolution has increased in the region in recent years, and there is increasing competition between GCC countries to become the regional centre of choice.
“Potentially, I would say this is beneficial to the parties as the availability of
Nicola believes that interest in Arbitration as a protocol for dispute resolution is now gaining momentum.
arbitration as a final dispute forum rather than local courts may encourage more international participants to the market, thereby increasing capacity, capability and competition.”
Is the sheer complexity of many new projects - e.g.: the Saudi ‘gigaprojects’ changing these dynamics?
“Many of the giga-projects are still early in their project lifecycles, so it will be interesting to see what happens as they progress. For many of them, we have seen a slightly different approach to contracting, which may help reduce the number of disputes, although this remains to be seen.
“The complexity of the projects does require a different approach to project delivery. A giga-project is, in reality, a programme of projects that all need to come together to deliver a single outcome. Many different entities are involved in this delivery, and therefore, the integration between these entities and their scope is a key factor in successful project delivery.
“The importance of spending time in the planning and set-up stages of a project cannot be overstated. From the client’s perspective, developing a well-designed project governance and packaging strategy is key. Understanding the capacity of the market and early engagement with the market is important to inform the packaging strategy. A considered approach to risk allocation can have a positive impact on the cost of a project.
“If the contractor has better information about the project and does not have responsibility for risks that he cannot control, then he does not need to price for the risk transfer. In this way, the client pays only for the risks that actually materialise rather than the contractor’s uncertainty if he is required to take responsibility for risks that he cannot control or does not fully understand.
“If and when disputes do arise, the level of technical complexity is likely to place even greater emphasis on the role of experts in unravelling the underlying issues.”
What do you see as the main challenges here in the GCC’s construction sector?
“The pressures being felt by the industry are acute. There are still shortages in critical commodities and price inflation due to the long tail of COVID and the Russian-Ukrainian war. Unrealistic delivery periods for projects remain an issue, which inevitably leads to delays and disputes.
“Given those economic conditions and the level of activity in the region - notably the scale of development in KSA - the onus should be on optimising how projects are set up and mitigating risks so they run more smoothly.
in a position to control, the risk of disputes increases inevitably, for many reasons.
“The high level of demand also provides a potential opportunity for contractors to agree on more balanced contract terms with developers.”
There is always a good deal of comment about the ‘openness’ of contracts in the region: do you feel that these need to be made tighter and more specific - and would this lead to less frequent disputes?
“Where ‘openness’ means a lack of definition of contract scope, this implies significant risk transfer from employer to contractor. However, I would say, in real terms, the risk is never truly transferred from the employer to the contractor, as the employer is the owner of the project. When the contract allocates most delivery risks to the contractor, many of which he is not
“First, the contractor will endeavour to interpret the contract in such a way that creates space to claim for the impact of events on project delivery. Second, the contractor is likely to try and recover time and cost impacts by interpreting the specification in a way that’s more favourable/ less costly for him and by looking for delays by the employer that can be used as the basis of a claim for an extension of time.
“This creates a transactional rather than a relational environment for project delivery, which is not ideal, particularly given the long duration of many megaprojects. A more balanced approach would likely improve project delivery and reduce disputes.”
We know from the CRUX Insight Report that this region is among the worst in the world when it comes to project lateness and over-run: what do you see as the principal factors responsible for this tendency?
“The high-risk / low-margin model that
still prevails in the industry can prevent proper investment in modernisation, innovation, and people in the supply chain, making contractors financially vulnerable. It also creates a capability issue that can contribute to failure to perform in accordance with the programme.
“On a major project, the governance of the project is as important as the technical side of delivery. Without all of these capabilities, there will be delivery challenges.
“Underdeveloped projects and short bidding periods create uncertainty for the contractor when preparing its programme. This is often combined with contracts that place the risk where there is little or no control over it. The consequences are, therefore, difficult for the party owning the risk to predict when establishing the programme and to manage during delivery.
“Over-aggressive bidding and ‘mustwin’ projects mean the winning contractor may be on little or no profit margin, driving the wrong behaviours already described - a claims culture that, again, ultimately may make the business financially vulnerable.
One of the factors of the new generation of super-complex projects is the raft of increased technical risk that they bring, which in turn demands proactive attention and risk management.
“There can be an overly optimistic view of what is required to successfully deliver the project. This can be from both the client and the contractor side, although, in terms of project overruns, the more significant risk comes from optimism bias on the part of the contractor when preparing the programme as part of its bid. Unless this bias is countered with proper risk evaluation, the risks associated with time and cost are not evaluated in a robust, realistic and pragmatic way, which can result in an unrealistic delivery programme.
“Two other factors related to conservatism that can contribute are an ‘old-fashioned’ approach to contracting models, meaning there is still little or no movement towards a more collaborative approach. And even though new technologies may be adopted, inconsistent implementation means that their potential benefits are not fully realised.”
Particularly since the advent of Saudi’s ‘giga-projects’, the GCC has become home to many highly complex, multi-stakeholder developments; does the involvement of so many parties exacerbate problems and the likelihood of disputes?
“The involvement of multiple stakeholders increases the complexity of project delivery. Managing stakeholders is a critical part of delivering any project, and this challenge increases when projects are large, first-ofa-kind, and depend on a large number of interested parties.
“In joint ventures, for example, the businesses that come together to deliver a complex scope of work may be very different from each other. The project is often in a country that is not the home country for any of the partners, and they themselves may come from different countries or continents. Often, they bring not only different expertise to the project but also significant differences in ideology, culture and structure.
“Contractors forming a joint venture tend not to have much time to get to know each
other and understand how they will work together. There is often not enough thought given to project governance and how all the different stakeholders will cooperate to achieve the delivery of the project. These gaps can be a major contributing factor to disputes on multi-stakeholder projects.”
Do you see HKA as potentially becoming a natural ally of Government and the public sector here in the GCC nations?
“I think it’s fair to say that our firm’s size, reputation and longevity in the region, as well as the breadth of our expertise, are ideal qualities for this role. HKA has long been a trusted ally of governmental and public sector entities - most recently as an advisor on giga-projects - and I anticipate that this will continue.
“While we are best known for our work investigating and resolving disputes, and providing expert testimony, our Advisory Services team - which has supported public agencies and utilities worldwide from Australia to Europe - is expanding in the region. HKA also has a multi-disciplinary range of Forensic Technical Experts, and our regional Forensic Accounting and Commercial Damages team serves both private and public sector clients.”
What further actions is HKA planning to take to make the industry a more cooperative, prosperous place for all parties?
“The industry’s present and future human capital is hugely important.
“HKA takes equality, diversity and inclusion seriously, and we participate in many initiatives in the region and around the world. For example, we are signatories to the Equal Representation for Expert Witnesses pledge promoting gender equality, and sponsor supporting events (as we did recently during Dubai Arbitration Week).
“Internally, we have a strong focus on developing the capability of our team through internal courses and support for attendance on external courses. This serves
It’s very satisfying to help smooth the path of a distressed project to a more successful outcome, saving clients significant sums of money and time along the way”
to ensure our team stay at the forefront of current thinking on project delivery and dispute resolution - knowledge we can then share with our clients.
“As a business, we believe in continuous learning. For example, I am currently studying for an MBA in Major Infrastructure Delivery at University College London. This allows me to stay at the forefront of current thinking on how to structure mega-projects to optimise the chances of successful delivery as well as to share that knowledge with colleagues and clients.
“In our region, we also support organisations such as the Lighthouse Club, the British Business Forum and others by sponsoring and participating in events. Our experts share their knowledge through regional forums and seminars, and we encourage open dialogue on key issues for the region. There is a huge opportunity to learn from past disputes and international best practices, which is why we publish and share the lessons learnt through our annual CRUX Insight Report and its free-to-use CRUX Interactive Dashboard.
Tell us about two or three of the projects that you feel most proud of, in terms of the results you achieved?
“It’s very satisfying to help smooth the path of a distressed project to a more successful outcome, saving clients significant sums of money and time along the way.
“We worked long-term with a major government client on a refinery megaproject, for example. There were many obstacles to its delivery, including the impact of COVID and the challenges of managing the interfaces between many contractors. We’ve helped the client achieve negotiated settlement on most packages so far and continue to support the project to close out.
“We have also worked long-term for an international contractor helping them achieve commercially acceptable outcomes on a number of projects in Africa, India and the Middle East. This avoided the need for formal dispute resolution and the attendant drain on company resources, both from a time and cost perspective.
“Generally, my role is to support our clients in resolving disputes before they get to formal dispute resolution. We do this by providing the necessary expertise and additional resources. The difficulty often for the client (whether employer or contractor) is that all team members are fully committed to their day job, so it is challenging to focus on resolving the dispute. We provide that essential focus, along with the expertise to get to the heart of even the most complex issues and propose strategies for resolving the dispute.
“Also, the parties are often so deeply embedded in their project that it can be difficult for them to be dispassionate and see contentious issues objectively. As an external party, we can provide a ‘fresh eyes’ review and we are renowned for our impartiality and for providing honest and incisive advice.
“Our aim is to resolve the conflict prior to formal dispute resolution. So, we preserve commercial relationships while saving management time and the expense (and risk) that comes with arbitration or court proceedings.”
“We’re excited to make a meaningful contribution”
ME Consultant speaks to TBH’s Stephen Topp, Director (Middle East), & Country Manager, Kingdom of Saudi Arabia, about the imperatives, challenges and opportunities of setting up a locally-based entity in Saudi…
project lifecycle from project initiation to handover and operations.”
What are TBH's ambitions in the KSA market, and indeed, what motivated you to set up there?
irstly, Stephen, what is the range of services TBH is offering in Saudi?
“TBH is a specialist management consultancy, with nearly 60 years’ experience in the delivery of large, complex projects in the built environment, infrastructure, resources, and information technology sectors. Our core services include: strategic advisory, integrated project controls (time, cost, and risk), and claims and dispute resolution. We deliver these services across the entire
“TBH has a long-term view towards the Saudi market. We see a strong pipeline of large, complex, impactful projects over the next 10+ years, to which we’re excited to make a meaningful contribution.
“Since 2010, TBH has worked on a wide range of projects for our Saudi clients. Initially, these projects were managed from our international offices. Then, in 2021, we established our Saudi entity, with the vision of building a sustainable, longterm business. A major part of this vision includes developing local talent to drive the business in the future.
“We see many benefits of setting up a local entity dedicated to serving the local market, including:
• Improved servicing of our clients and ability to deliver a client-centric approach.
Stephen Topp, Director (Middle East), & Country Manager, Kingdom of Saudi Arabia, TBH.
• The ability to meet growing requirements for integrated teams, with consultants often being requested to be predominantly co-located in client offices.
• The ability to have dedicated resources specialising in the Saudi market, with a track record of delivering projects in the Kingdom and bringing that geographicspecific experience to future roles.
• Greater participation in industry events, for example, the Construction Intel Summit KSA, at which we’ll have a speaker again this year.
• Improved staff welfare, eliminating a lot of travel and time away from home for staff that were previously travelling to support projects in Saudi.
• Cost benefits of reducing travel, and simplification of accounting and taxation when engaged through a local entity.
• It also provides the opportunity to develop local talent and build a sustainable business for the future.
“In addition to our Riyadh-based team delivering day-to-day services, our Saudi clients are supported by the breadth of TBH, with our ability to ‘reach back into the business’ to supplement the locallybased team with any specialist experience required.
“Timing was another critical element in our decision to establish our Saudi entity. In addition to the favourable market conditions in Saudi, we had essential support from the greater business to increase our investment in the Middle East region, and the right senior leadership in place locally to undertake the establishment of a new entity, which is a challenging, involved process.”
Tell us something about your own background, were you personally involved with Saudi before?
Riyadh is increasingly becoming a hub of key transitions in the Saudi economy and has strong strategic advantages as the base for setting up a new regional entity.
“I had spent a relatively brief period in Riyadh, around four years prior to undertaking the establishment of our Saudi entity, so had a general expectation for what such an undertaking would require; however, I was very surprised with the amount of transformation that had occurred in Riyadh in the interim period.
“In terms of my background, having previously worked for TBH in Perth and Melbourne, Australia, I undertook an MBA to further develop my business and leadership skill-sets. I was then looking for a new challenge, focused on the business development and operations side of consulting. An opportunity arose to relocate to the Middle East just over three years ago, with a mandate to establish our Saudi entity in Riyadh, supported by our Middle East partners.
“It's been a fantastic journey for both myself and the company.”
Does the process of setting up a new presence in KSA involve a unique set of challenges?
“There are always unique, location-specific challenges wherever you establish a business. Within the Saudi context, some of the challenges we encountered included:
• Unknowns in the entity establishment process, and difficulty in finding quality support in the form of the consultants that specialise in company establishment.
• Evolving regulatory requirements, though the local authorities usually do a good job of providing a leniency period allowing companies to get up to speed with new regulations.
• Hiring in a very competitive market, both in terms of local talent and expat specialists.
• There are also many unforeseen challenges that pop up throughout the
Having that local footprint is key in understanding the country-specific challenges, and the ability to liaise with clients and other locally-based stakeholders in person”
establishment process. An example was the difficulty we had in finding an office fit-out contractor that was willing to take on a project of the scale of our initial office, due to the amount of work in the market from large organisations establishing their Saudi entities.”
Did you set up in KSA with an existing raft of clients, or did you start from scratch and have to build these fresh relationships?
“We’ve prioritised working with existing
long-term clients, a combination of those that we’ve worked with in Saudi previously, and others that we’ve worked with across the region who have relocated to KSA in recent years. As we’ve grown our Riyadh office, we’ve extended our relationships and taken on new clients, but as an organisation we always prioritise existing relationships; and we’re proud that over 80% of our business is from repeat clients.”
The Saudi giga-projects often involve unprecedented numbers of
stakeholders: how is TBH equipped to deal with this?
“Stakeholder Management is always a key consideration in the scale and complexity of projects TBH is involved with around the world. As you suggest, this is even more heightened in Saudi, and is a central part of my role across our largest engagements. It’s not only the number of stakeholders involved in these projects, but also the variety of stakeholders, and range of locations in which they are based, that makes it a unique challenge delivering these projects.
“With the establishment of our Saudi entity, it has enabled most of our team involved in Saudi projects to be locallybased, which is a big advantage. Having that local footprint is key in understanding the country-specific challenges, and the ability to liaise with clients and other locally-based stakeholders in person. We have also put emphasis on related skillsets when hiring for our Riyadh office, with stakeholder management being a critical consideration, particularly with senior staff, and strong communication skills being critical across the board. “
Do you have Saudi locals - whether interns of executives - on your team, and what are your experiences of building their key skillsets?
“We take our responsibility, in terms of Saudization regulations, very seriously and maintain a level well in excess of the regulatory requirements. We have a longterm outlook for our Saudi entity, and we are focused on recruiting Saudi Nationals who have recently graduated or are early in their careers. So, we are committed to developing this local talent with a view to those employees growing their careers with TBH and progressing right through to senior leadership positions.
DELIVERING SAUDI’S TRANSFORMATION
Saudi Arabia’s ‘blue sky’ vision hasn’t been without significant challengesbut we’re now seeing positive signs of a construction market shift. Tim Whealy, Partner, HKA, outlines the key steps that will help ensure best stakeholder outcomes
We’ve seen massive changes in the Kingdom during the past 13 years, and a marked shift over the last five. There has been recognition at the highest levels that radical change is essential if Vision 2030 and other major developments are to be delivered.
s Saudi Arabia constructs a new economy, there’s no doubt that the country must reconfigure its construction and engineering market in order to deliver the extraordinary pipeline of major projects. Do we see signs of this essential transformation taking place? The answer is a categoric ‘yes’ - and, as evidence for this positive assessment, consider the significant legal reforms that have been enacted; the growing desire to embrace technology; a drive for sustainability; and the steady shift towards more equitable contractual agreements.
In reality, only Europe’s post-war reconstruction or China’s modernisation bear comparison to the scale of the Saudi plans. The timeline is also daunting. As well as delivering what must be the world’s largest transformation programme, there are the event-driven deadlines of the 2029 Asian Winter Games, 2030 World Expo and 2034 World Cup. Associated infrastructure, stadia and facilities must be built alongside giga-project cities still in their embryonic stages.
As Tim Whealy, Partner, HKA, comments: “The Kingdom has consistently strived for reform as it continues to implement its strategy to diversify from a hydrocarbon-based economy. What is truly impressive is not only the extent and scale of these reforms,
but the pace at which the changes have been implemented and the way Kingdom has embraced deep change. All this highlights the Kingdom’s ambition and underlines the priority it places on the delivery of Vision 2030 (and the wholesale transformation of the Kingdom). Three notable reforms are:
1. The sweeping changes to the legal system (through the introduction of the Civil Transaction Law)
2. The creation of the SCCA to ensure that world-class ADR services are available in-Kingdom
3. The use of project procurement routes that actively seek to de-risk the project delivery process and capitalise on Contractors’ skills from a much earlier stage of a project
“These, and the myriad other changes, have created a strong foundation for the ongoing roll-out of what must be the world’s largest transformation project; and they explicitly demonstrate the Kingdom’s commitment to its Vision.”
LEARNING THE LESSONS
Avoiding past conflicts and overruns will be crucial. Last year, HKA’s Sixth Annual CRUX Insight Report analysed more than 1,800 projects in 106 countries with a combined CAPEX of $2.247 trillion. CRUX showed that overruns in the Middle East were among the longest of the world’s regions, averaging 82% of planned schedules (and nearly 100% in Saudi Arabia). On average, the costs claimed on these 401 projects exceeded 35% of agreed budgets.
The most dominant causes of project claims and disputes were change in scope (54%), and the often-related problems of design information being issued late (34.9%) or incomplete (30.5%). Conflicts over contract interpretation (28.8%) and All 'big picture' visions will involve increased elements of risk and we are already seeing many of the consequences - yet there are readily-available approaches and solutions.
late approvals (27.1%) completed the other ‘top five’ causes.
What about in Saudi Arabia itself?
Well, in the Kingdom, scope change (54%) and late designs (34.5%) again came top, with restricted or late access to sites (also 34.5%), followed by late approvals (31.9%) and cashflow and payment issues (23.6%).
RE-BALANCING RISK
While the risks of delay and cost overruns mount over the project lifecycle, the opportunities to minimise those risks are greatest in pre-construction – during inception, design and procurement. Risk allocation needs to be realistic and reasonable. In a super-heated market, there is a re-balancing of power and contractors are in a more equitable position. They can push back on onerous terms. So, we are
There is still one harsh reality: given that the construction market is still in the early stages of transition, the ongoing capacity, supply chain and cost escalation risks will be colossal”
beginning to see a more sensible view of risk sharing and changes in the way that employers and contractors are procuring, such as collaborative contracting and public-private partnerships (PPPs).
But changes in the market need to go further. There must be a push on ‘planning to succeed’, rather than simply repeating past mistakes. As well as ECI, this new delivery model should, for example, involve open-book accounting and incentivising target costs and key outcomes - with sharing of gains and pain alike. High performance must be encouraged and rewarded; it’s fundamental to achieving what’s most important to the client; and so is the shift towards ensuring that any claims are resolved before developing. A new, enlightened approach of this kind would, surely, be of benefit to all parties.
REFORMING THE LAW
There are other positive trends, too, such as a greater investment in off-site prefabrication and a noticeably increasing commitment to ESG (environment, social and governance).
Notwithstanding, factors such as adversarial contracts, an opaque legal system and heavy losses sustained on past projects have made many contractors reluctant to enter the market. We see initiatives to rectify this in the new Civil Transaction Law, which promises fair dealings in contracts, while the Saudi Centre for Commercial Arbitration (SCCA) is a truly credible forum for administering international disputes. These are massive changes that can build confidence among foreign contractors.
There is still one harsh reality: given that the construction market is still in the early stages of transition, the ongoing capacity, supply chain and cost escalation risks will be colossal. But the opportunities created by Saudi Arabia’s epoch-making vision are hugely exciting - contributing to a national transformation that will embrace every sector from construction and power to transportation, tourism and housing.
Tim Whealy, Partner, HKA.
Commercial
