MEC Magazine June 2023

Lee French, Partner & Operations Director MENA, Cundall, gives a series of unique insights into the development of the KSA Entertainment sector In

June 2023 Issue 103

Stepping Beyond BoundariesA ‘Qualityfirst’ Mindset

Fernando Freitas, Main Board Director of Omnium International spoke to Middle East Consultant about Omnium’s growth, evolving to stay ahead in a dynamic landscape and commitment to a ‘quality-first’ mindset and why they aspire to be one of the first Commercial and Project Managers to contribute to projects on Mars!

Investing in a Greener, Healthier and More Flexible Workplace

JLL’s Elaine O’Connor, Head of Project Management UAE & Head of Fit Out MEA, and Yullianna Porter, Head of Workplace Design MEA, discuss their relocation to ICD Brookfield Place – the GCC’s only LEED Platinum-certified office tower.

“A Creative Opportunity to be Inventive”

Putting Innovation into Practice

Middle East Consultant spoke to Jens Otterstedt, General Manager, Al Masaood Bergum, a business that embodies the quest for new eco-friendly materials, combined with rapid, low-wastage construction techniques

Presenting like a Pro

Middle East Consultant spoke to corporate trainer and author, Neetu Choudhary, for guidance on the most effective tips for presenting like a champion…

On Site Security in Super-tall Buildings

Middle East Consultant spoke to security specialists ITech Digital about the essential techniques for delivering security ‘above the clouds’…

On

Infrastructure - Why does it Matter?

What impact does a well-conceived infrastructure really have? Does it really transform local economies with speed and lasting success? Here, Maria Vagliasindi, Acting Chief Economist for Infrastructure, World Bank, comments on some of the enduring effects…

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Threat & Risk Assessment

Gap Analysis

Security System Design

IT/AV Design

Master Planning & Development

Operational Requirements

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Testing & Commissioning

Control Room Design

System Integration

Policies & Procedures

Site Surveys & Audits

Crisis Management

Speaking to the people who know

There is a terrific quote from the great Steve Wozniak (one of the ‘two Steves’ who founded Apple). When he was asked if there were any particular reasons for the success that he and Steve Jobs enjoyed, he said: “Firstly, we were very much at the centre of the action; we weren’t in London, Hanoi or Budapest; we were in San Francisco at the heart of the microprocessor revolution. Then, we were dealing with people who really understood where the boundaries of the industry were, and who knew how to push things further on.”

Keeping in mind this importance of talking to the people who really know where the boundaries are, this issue of Middle East Consultant is something of an ‘interview special’ - we talk to key executives from Al Masaood Bergum, Cundall, JLL, and Omnium. Although we speak to them about a very broad variety of topics, what is perhaps surprising is that there is a significant alignment in the topics they actually bring to the table.

Throughout, there is, firstly, an ongoing quest for sustainability, even though the

projects they refer to differ immensely. This can be manifest in many different ways: from JLL choosing to be in an LEED Platinumcertified building partly detached from the UAE’s national grid, though to Al Masaood finding ways of mass-producing and then deploying a new generation of sustainable building materials.

Then, there is a high importance attached to innovation. We might think that innovation is a somewhat romanticised concept, and that most developers simply want something of high quality that is tried and tested by the market, not something that’s going to raise eyebrows and cause debate. Yet at the leading-edge (as represented by our interviewees here), it’s prized immensely: all of them feel a commitment and obligation to raise the bar, and to find new, better - and perhaps faster and simpler - ways of getting the job done.

I hope that when you read these interviews, they will give you considerable food for thought, as they did for me, and show completely fresh perspectives on some of the region’s time-honoured debates. Good reading!

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CONSTRUCTION

Global construction machinery to achieve CAGR of 9% in 2023

CONSTRUCTION

CSCEC rated as world’s ‘most valuable’ construction brand

ANALYSIS: Saudi real estate is experiencing a dynamic expansion

PROPERTY

Prestige One Developments launches new projects

INTERVIEW: Broadening business horizons

CONSTRUCTION

Hyatt signs MoU for KSA beach and mountain resorts

INFRASTRUCTURE

Kuwait’s MEWRE awards

Mitsubishi Power optimisation contract for key facility

EXPERTS: Green hydrogen – Six core considerations to keep your project on track

ENERGY

Hatta hydroelectric plant 70% complete says DSCE

The facility valued at US $387m is said to be on track for completion in Q4 2024

CONSTRUCTION

Development of $523mn third phase of Al Falah housing project commences

The Al Falah project was first launched in 2012 and has already provided citizens with 4,857 homes

MOST POPULAR

INFRASTRUCTURE

Our port is now open for business, says NEOM

FINANCE

Dubai retains number one position for attracting FDI

PROPERTY

Azizi appoints Peri for its Beachfront 1 project

Beachfront 1 comprises three 14-storey developments totalling 439-units

CONSTRUCTION

GCC Construction industry has highest level of confidence in EMEA

‘How We Build Now’ benchmark report by construction management software provider Procore Technologies, Inc.

INFRASTRUCTURE

KEZAD Group and SWS to develop pilot polished water plant project

CONSTRUCTION

Restoration of Deira

Clocktower roundabout has begun

ENERGY

Dubai biogas-to-energy project now completed High-tech new initiative at Warsan can generate 44,250 MWh of electricity per year

FINANCE

RAK Properties Q1 revenue grows by 141%

ernando, you’ve been working in the Middle East for more than 15 years: What do you see as some of the good and bad traits in the construction sector at present?

“Innovation - or rather the lack of it - is always something that comes to mind. As a whole, the industry has a long way to go in terms of innovation. That’s not to say that we never

see glimpses of ingenuity, particularly in how information is collected and analysed due to market changes, but in terms of the build itself, we still see a lot of outdated practices that have been used for 100’s of years and you wonder when a revolution similar to the revolution that hit the manufacturing industry will hit construction, compelling us to rethink what we do.”

“Just look at how concrete and rebar continue to dominate modern construction practices. Whilst the emergence of 3D printing holds promises, there is still a long way to go. Large-scale applications often leave a lot to be desired particularly in the aesthetics and end-product. Nonetheless, it is imperative that we wholeheartedly embrace these new technologies, as they have the potential to

Stepping Beyond BoundariesA ‘Quality-first’ Mindset

evolve to create more refined and polished solutions. Although they may not be currently suitable for the scale and style of projects we have in the UAE, it is encouraging to witness increased experimentation and exploration of these technologies within our industry.”

“I also think that sometimes, the industry has lost sight of good old-fashioned values like ‘design to budget’: if you have a cost-led design, you will have a very successful project. If you’ve done it right from the outset, you avoid the need for cut backs and Value Engineer, which potentially risks losing some of the most interesting and characterful parts of the build. These basic processes are very important, and at Omnium we take pride in ensuring they remain at the forefront of our consulting process.”

We hear a good deal about the growing role of technology, particularly when it comes to AI and the so-called Digital Dashboards. How important are these tools to Omnium in terms of day-today project management - and also for your client liaison?

“As a company, we are constantly looking at ways to evolve and we adopt a dual approach, by focusing on our established proven strengths, while embracing new innovations and cutting-edge technologies.”

“We have a designated ‘Innovation Champion’, a role that has been entrusted to a rising star in our ranks, Alex McEvoy, and an internal process that requires collective collaboration across the entire organization to foster the advancement of our endeavours and maintain our position at the forefront of technology.”

“While we utilize a Digital Dashboard within our client interface, the key lies in distilling the intricacies of our projects into a simplified and easily comprehensible format. Over time, the formatting may have evolved, but our commitment to delivering reports that offer a coherent narrative remains steadfast, with the initial pages designed to be easily

A notable figure in the Middle East’s tumultuous construction landscape, Fernando Freitas is a Main Board Director of Omnium International - a business at the vanguard of commercial and project management, with offices in London, Lisbon, Dubai, Abu Dhabi, Riyadh and Jeddah. Since stepping foot into Dubai's dynamic construction industry in 2007 Fernando has been instrumental in the cost management of some of the city’s most iconic projects

Fernando Freitas is a Main Board Director at Omnium International.

digestible for our clients. Undeniably behind this methodology is all the firepower and hard-earned expertise of the Omnium team.”

“Another aspect of innovation is the use of BIM and the efficiencies it can provide to the Cost Consultant. However, it is worth noting that, in my perspective, the adoption and implementation of BIM has not progressed to the extent that was anticipated 15 years ago. There are still numerous situations where the technology-led approach doesn’t deliver all that it should, and then there is still a heavy reliance on two-dimensional drawings. The BIM technology clearly has the capabilities to do what is required, however, if the model is not prepared to the correct level of detail, then we see a loss in efficiency of extracting the information and have no alternative but to revert to the old-school methods. I still believe that the use of BIM technology is improving, especially on projects with sophisticated clients that demand the highest standard of delivery, thus allowing us to set the standards we require from the model.”

What about ‘the war for talent’?

“We have a very good staff retention rate, this achievement stems from our ongoing commitment to fight the war for talent internally - we’re acutely aware that it’s not enough to just do the basics. Gone are the days when individuals were content with just having a job; nowadays, people seek much more. We make a great deal of efforts towards our employee’s career growth and professional development. We have introduced an integrated system which provides our staff who have committed to the APC journey to gain their RICS Chartership, in terms of support, mentoring, training, guidance and expertise which is fully aligned with the RICS requirements. We recognize the evolving expectations of our workforce and continuously strive to meet and exceed them, creating an environment where our employees feel valued, engaged, and fulfilled.

“There’s also a more proactive aspect to all this. There is a strong focus on Wellbeing throughout our organization.

“At Omnium, we are proud to embrace the reality of a diverse workforce, we have

over 25 nationalities spanning across four generations. To address the challenge of retention, we adopt a multifaceted approach and have in place a fully comprehensive staff development program called the Omnium Future Programme which was established to give our people a chance to move up the ladder, developing their skills and training them in a very comprehensive way. We engage with universities enabling our people to obtain professional qualifications as well as soft skills development of the highest calibre. Recognizing that technical expertise alone does not guarantee success, we expose our people to various parts of the delivery process, giving them solid on-the-job experience and a more holistic understanding of the job as a whole, equipping them with a well-rounded skill set.”

“At the heart of our operations, we’ve got our core values that serve as the guiding principles for our organization: Revolutionise; Improve Lives; Employment Without Barriers; Sustainability; Industry Leadership.”

“These values not only underpin our beliefs, but define our tangible achievements. For example, our commitment to ‘Employment Without Barriers’, is exemplified by the fact that 33% of our workforce are female, in an industry where female representation traditionally remains below 10%!”

Within the realm of ‘Sustainability’, our view is that we only have one planet, and it is imperative that we look after it. While the construction industry has contributed significantly to global warming, here at Omnium we want to do more, helping companies reduce their carbon footprint and, where feasible, offsetting it entirely. Our employees see first-hand that these values are ingrained in our core business culture, and that we don’t simply expect them to come into the office and do the basics of the job, 9 to 5, day in, day out.”

“In recent years, there has been a significant emphasis placed on fostering inclusivity within the workplace, the modern workforce will no longer tolerate

barriers that hinder inclusivity, and rightly so! At Omnium, we actively engage in discussions surrounding Equality, Diversity, and Inclusion (ED&I). While we take pride in our progress to date in this area, we are constantly learning. Our aim is to attract individuals from all walks of life, including those who have faced disadvantages, and provide them with the necessary training and opportunities for upward mobility. We also strive to create an inclusive environment for people of determination. By embracing a wide range of perspectives and talents, we believe we can unlock the full potential of our workforce and provide a truly inclusive workplace.”

How does Omnium plan its growth and market expansion?

“Rather than pursuing rapid expansion and compromising our reputation, we adopt a structured growth approach. However, this approach does still present its challenges, especially in the Saudi market where the demand for services keeps increasing if they hold you in high regard. Nevertheless, our focus extends beyond financial gains, we are committed to executing projects with utmost diligence and to the best of our abilities. While we certainly appreciate and enjoy the magnitude of giga projects, we maintain a selective approach, ensuring that we undertake them responsibly instead of undertaking 50 of them!”

“A significant amount of our business is repeat work driven by our strong reputation in the region. If I’m being honest, in many instances, clients seem to discover us, rather than us actively seeking them out. I believe our exceptional track record serves as a testament to the quality and reliability of our services - our work on the Burj Khalifa, Downtown Dubai, Dubai Marina, the Dubai Mall, and so on, was part of that ‘golden era’ of growth nearly two decades ago. We are fully aware of the importance of maintaining

a strong reputation and delivering high quality of performance. We understand that our success cannot be solely attributed to the sheer scale of the projects within our portfolio and that personal recommendations are crucial for us; very often there will be people that we worked with us on a project, who move onto another project, and they take us with them. Even in the context of the gigaprojects, our business continues to expand based on our commitment to providing a proven, comprehensive service, where good relationships are everything.”

“An integral element of our growth strategy involves recruitment. Our projected growth indicates a significant increase in size over the next two years. However, we recognize the importance of recruiting individuals who not only possess the necessary expertise but who also align with our core values – they must fit within our DNA. Our aim is to increase incrementally each year, all while preserving the integrity and quality of our service delivery. Construction is an inherently challenging industry, particularly when dealing with giga projects and encountering common delays. It is imperative that we have a team of exceptional individuals who can uphold our reputation and deliver the value required to successfully execute these projects.”

“Although we have a strong market reputation, I refrain from overstating our scale and influence. Our client base predominantly consists of private sector

developers, and whilst we do undertake projects within the public sector, this is an area we are looking to expand further into. In addition, we aspire to expand and tap into new markets such as data centres, railways, casinos etc. Since being selected as the Commercial Management firm for many of the region's 'first-of-a-kind' developments, including the Burj Khalifa, One Za'abeel, and the UAE, Mobility and Sustainability pavilions at Expo, Omnium has consistently led the way as pioneers in the QS industry within this region for unique and groundbreaking projects. There is no limit to our ambitions, we continue to seek out new ways in which we can extend our reach and the establishment and growth of our Project Management and Dispute Resolution division is testament to that. Our sights are currently set on an extraordinary and rather audacious goal to become one of the first Commercial and Project Managers to contribute to projects on Mars!”

How do you see the market future here in the GCC?

“As for the future, the UAE is transitioning into a more mature market, focusing on completing and enhancing existing assets, looking at how they will turn these into profitable models. Also, there’s an emphasis now on reviving previously delayed projects that have been stationary for a while; we are seeing on a regular basis, numerous postponed projects around the UAE kicking off again.”

“When it comes to Saudi Arabia, while there is undoubtedly a ‘next generation’ of projects, the giga projects are taking centre stage The next generation is so far away, simply because the scale and aspirations of what is currently on the books has a level of ambition we’ve never seen before. However, I am pleased to say that here at Omnium, we’ve established ourselves as the ‘go to’ for iconic, landmark developments. We set the benchmark for handling complex QS work here in the region, and we take immense pride in being an integral part of numerous ‘touchstone’ projects that serve as a gateway to a very different kind of built future.”

Our sights are currently set on an extraordinary and rather audacious goal to become the first Construction Consultants to contribute to projects on Mars!”

Fernando is strongly committed to fighting the war for talent internally, and providing both opportunities for incoming and diverse talents, as well as raising the bar at Omnium.

n arriving at JLL’s new workspace, it appears to be a very open-plan working environment. What’s the rationale behind this approach? Does it represent a deep-seated philosophy about work and employee activities?

“It is indeed open plan”, says Yullianna, “but I don’t like to call it that because it’s not as open as you might feel when you first see it. There are so many space typologies here - the design enables people to find an environment suitable for them as individuals. It empowers them to be their best workplace selves.

PEOPLE FOCUSED

“Everything here is created according to what our people and teams need. We applied ‘activity-based working principles’ and went to great lengths to map that environment into a physical model. We began the process by analysing a large amount of data on how our people prefer to work. This allowed us to design a space that caters for multiple needs and activities in the working day in the life of a JLL employee.

“The variety of space typologies within the workplace provides a huge array of meeting rooms and quiet spaces where people can ‘retreat’ and re-group as and when needed. We understand how people utilise the space during the day; we also appreciate the hybrid working model that each person prefers, and this new environment encourages that flexibility.”

Making a powerful statement about the future of work and an ongoing commitment to sustainability, Fortune 500 market leader JLL has recently relocated its regional office to ICD Brookfield Place –the GCC’s only LEED Platinum-certified office tower. How does this move translate to the actual working environment, the impact on employee experience, wellness and productivity? Middle East Consultant spoke to JLL’s business leaders about their new workplace - Elaine O’Connor, Head of Project Management UAE & Head of Fit Out MEA, and Yullianna Porter, Head of Workplace Design MEA

“Investing in a greener, healthier and more flexible workplace to empower employees to do their best work“

(left to right)

Yullianna Porter, Head of Workplace Design MEA, and Elaine O’Connor, Head of Project Management UAE & Head of Fit Out MEA, JLL.

Elaine continues, “Our new office has many appealing features. It is a beautiful space that our employees can be proud of. The environment contributes to their well-being; there are ergonomic chairs and height-adjustable desks throughout. It also promotes ease of connectivity; the moment you reach your desk, you can plug your laptop without needing a charger, and there are numerous creative spaces to promote productivity and facilitate open team dialogue.”

“Although a major investment, we are

seeing, day by day, the positive impact it is having on our people - how teams collaborate and the way we liaise and interact with our clients and teammates.”

Yullianna adds, “Our employees love to come to the office as there are a range of amenities at their doorstep. This environment allows them to access every lifestyle need, from excellent F&B to gyms, retail and transport systems.”

THE SUSTAINABILITY DIMENSION

“Sustainability”, says Elaine, “is big on everybody’s agenda. As a real estate market leader, we are paving the way. Having our office in a sustainable building was a key consideration as to why we selected ICD Brookfield. JLL has an ambitious sustainability program committing to achieve net zero carbon emissions across all JLL-occupied buildings by 2030. We also advocate a net zero approach for all our clients and suppliers.

“Our office is targeting LEED and WELL Platinum certification. As JLL, we are committed to measuring, assessing and publicly disclosing the energy and carbon emissions performance of our portfolio via our annual JLL Global Sustainability Report.

Our Dubai office is no different. Everything in this office is complies with the sustainability certifications. For example, we have installed occupancy monitoring sensors, IAQ air quality sensors and sustainability sourced materials to achieve these certifications.”

INCLUSIVENESS

Yullianna Porter describes how the new workspace also caters for inclusivity, “The office is a step-free environment which allows wheelchair access throughout. The design does its best to cater for all users, and we have delivered our workplace per our DEI (Diversity, Equity and Inclusion) Standards for the Built Environment. The use of colour and texture were also used intentionally to ensure visible contrast for those who may be visually impaired.”

Although a highly integrated open plan workspace, the JLL offices offer a variety of work zones and environments.

The emphasis throughout the new workspace is on highly sustainable materials and textures, bringing an experiential feel.

What about Gen Z and what they’re looking for in an employer? Elaine O’Connor believes that: “It’s widely recognized that Gen Z are motivated by companies who take sustainability seriously and are socially responsible - in fact, they demand it! A workspace of this kind not only enables us to attract the most diverse talent across each age group and demographic, but it also allows people to grow and flourish.”

“If you look around, you’ll also notice that elements of the office pay homage to the local landscape and culture. We have a beautiful majlis where we host informal client meetings. All our artwork has been sourced through local artists.”

LEADING BY EXAMPLE

“I love to bring clients here to showcase the future of work,” says Yullianna.

“Although each client has different needs, expectations, budgets and timelines, we invite them here to get a first-hand experience of what today’s workplace looks and feels like. So not only are we advising our clients on their workplace strategy and design, but we demonstrate it.”

Elaine concludes, “The Middle East is a very important market for us, and it is inspiring for our team to have been part of its growth and development. Our new office demonstrates our continued commitment to the region and in shaping the future of work for a better world.”

There are so many space typologies herethe design enables people to find an environment suitable for them as individuals. It empowers them to be their best workplace selves"

“The Word is Experience”

Following on from the highly pragmatic Q&A session about JLL’s new workspacekindly championed by Elaine O’Connor and Yulliana Porter - Middle East Consultant spoke to Thierry Delvaux, Chief Executive Officer, Middle East and Africa, who explained how the fresh, sustainable working environment portrays a deeplyrooted commitment to the principles

I believe that this is how you achieve that objective. We’re certainly not at the end of the journey yet, but already, I see people from so many different verticals sitting together.

‘The reality is that this will be a two-way street and we have invested significantly for a reason. We think we know that productivity is higher if people are working together from the office. We are running a business, but of course, we also want people to enjoy working in the office. That’s when productivity will be at its best.”

BEYOND ‘OPEN PLAN’

What about staff who don’t always feel comfortable in what is avowedly an ‘open plan’ setting? Thierry continues: “We’ve learnt that a flexible approach is best. It’s not one size fits all, and we fully appreciate that there are people who want pictures of their family on the desk, who always like to sit in the same place, and so on. That’s why, for example, we have cubicles and closed areas where people can go when they want to feel more grounded, work in private, and so on. But there is a limit to that flexibility: at the end of the day, this is an open-plan approach driven by a commitment to the view that results are best when everyone pools their ideas and very much works together. I’d also emphasise that having a commitment to open plan doesn’t mean that you can’t also have areas that are warm, cosy and inviting.

hat was our motivation?”, asks Thierry Delvaux, “in creating a workspace of this style. Well, there were two ultimate goals: Productivity and Culture. These were our goals from Day One. Remember, we are in a sector that is very siloed - project managers, leasing agents, capital markets, valuation advisors, BIM technicians, etc. - everyone is doing their own thing and typically sitting in their own departments, far away from each other. But the question is, how do you put everyone together and make sure that you have a silo-free culture?

“Let me explain a little more about that quest for productivity. As a company, like many businesses all over the world, we responded to the Pandemic by letting everyone try working from home for a while - and we all saw that it wasn’t always so great. We saw that working from the right kind of workspace can be so much more productive. Yes, of course, from an HR point of view, you need to work on the attrition and ensure that the right competitive basics are in place, but you also need to be a leader and inspire your people to come back to the office. When all’s said and done, we are social beings and we can only give the best of our abilities if we work together. It’s a fine line and I think that this is what we’re achieving here.

“Also, although I say ‘open plan’, this is in reality a spatial typography that represents a whole style of working, a whole philosophy. Let me give you an example: when a client visits the office, in a traditional workspace you would be kept in a ‘limbo’ area in reception, where you transition from the lobby into the areas where everyone is working. But here, the moment you arrive, you are actually in the office itself - you are one of us!

“It’s my hope that when clients arrive, they will sit amongst us, right next to the co-working area, for example. It’s intentionally done to show outsiders what we believe is the future of work. Plus with the café we’ve created here, you will be able to enjoy a rich variety of coffees, including Arabic coffee. When you visit this workspace it’s all about the

of ESG (Environment, Society, Governance)…

experience - and this is what people will remember most. Experience is the word; it’s all about the senses, the perception, and the journey we take you on once you arrive.

A YARDSTICK FOR OTHER BUSINESSES

Perhaps there are many companies who would like to follow a similar approach? After all, the new offices show that JLL can ‘walk the talk’ when it comes to looking after employees’ wellness and also strongly encourage productivity. But if other businesses want to do likewise, what are the first steps they should follow?

Thierry believes “It’s all about the data. Think of the workspace as a kind of ‘smart city’, where you understand

people’s behaviour because there are all these points of contact that let you know the footfall, the journeys, the likely roadblocks, and so on. Once you have that data you know how to give your people the right platform where they can work at their best. Of course, it’s relatively easy for us because, by the very nature of our business, we have so much research and data. I don’t want to sing the praises our industry too much, but the first thing that businesses can do is talk to real estate companies like us in order to get the right advice and input about working trends and what they can best do to capitalise on them. After all, particularly for smaller businesses, for SMEs, that level of data is not always obvious or, indeed, accessible for them.

“As for JLL, we’re using data to understand the working habits of employees and this is perhaps the first thing that a business should do when it’s looking to reinvent its work environment. Here in this new workspace, for example, we have a live Infogrid analysis of occupancy status, air quality, footfall, and so on, so we are constantly building and reviewing the data we hold and how we can use it to help our teams.”

Thierry Delvaux (right) celebrates the official opening of the new workspace with Christian Ulbrich, CEO and President, JLL.

THE QUEST FOR SUSTAINABILITY

When it comes to sustainability, does the new workspace, located in a LEED Platinum-certified building, help JLL ‘lead by example’?

“For us”, explains Thierry, “sustainability is critical. Remember that about 40% of emissions globally are generated by construction companies. So as a key player and market-maker in the real estate sector, we need to lead the way, turn the page and commit to being based in a fully sustainable building. We are, after all, a Fortune 500 company and it really is about leading by example. The LEED Platinum status of this building was a major factor in our relocating here. For us, it’s critical, because then we can influence our clients to follow us.

“Let’s not underestimate exactly what that Platinum status means: here, in ICD Brookfield Place, we are committed to lower energy consumption and it’s reflected in terms of the number of amenities and facilities that we can use. . It really does mean committing to certain types of behaviour, but we see this as part of our overall commitment.

“The reality is that the companies who come here - whether they are in the Fortune 500 or not - take sustainability very seriously indeed and understand that they have to contribute to its costs. But the fact is that, out there generally in the wider world, most businesses are very slow in catching on to the importance

and value of sustainability. For us though, this new workspace, its remit and its location is absolutely how we are going to explain to our clients what the future of work will be like. Everything we do is integrated into one plan and we are ‘walking the walk’.”

THE ROLE OF ESG (ENVIRONMENT, SOCIETY, GOVERNANCE)

Thierry is also quick to explain that the new workspace in fact projects a set of deeper-seated values, each relating to the role of ESG and how JLL aims to champion the values that entails.

“I like to believe”, says Thierry, “that is another facet of our leading by example. As a business, we take the ESG agenda incredibly seriously. Let me give you an example. Last year, in June 2022, we had a global meeting in Copenhagen. It brought together the most senior 100 people in the firm. Now, 99% of the people would have said that we were going to discuss the company figures and performance - but

The reception area is designed to fully integrate visitors with the activities of the business, drawing them into the central area.

The Agora is home to 'town-hall' sessions and animated debates and brainstorming.

99% would have been wrong. In fact, all we spoke about was ESG. What are we going to do as a firm to have the right governance in place and lead by example? We discussed this intensively for the entire session. Now, every new office will follow this kind of vision, and the older, longer-established offices will have a structured plan for their own implementation.”

“I mentioned earlier on the importance of Culture. With this new workspace, we really want to immerse people in the culture of the region they are working in. So, for example, when you first arrive here at reception, you are greeted by surfaces with

deep orange, warm tones that symbolise the desert - and the sculpted ceilings above the reception desk replicate the ripples of sand dunes. As you walk down the floor, the plastered walls have sculptural elements that appear to be carved in stone, like rock monoliths in the desert. Walk a little further and there are green tones in the carpets and on the ceiling, and green and beige baffles hanging from the ceiling - so here, we’re communicating the feeling of the forest and the impact to the senses of entering an oasis. Meanwhile, if you go to our ‘Agora’ area - where we hold our Town Hall sessions and meetings - there is a rippled metal ceiling, conveying a sense of the ocean and gentle waves reflecting the light.

“Personally, I believe this cultural angle is very important. In my own life, I learned early on that immersing yourself

in the local culture is incredibly important if you want to reap the best of what the environment has to offer. Moving from culture to culture has been a key thread across my working life. For example, I was born in Belgium, which is very multicultural; then at 19, I packed my bags and went to live in Tokyo by myself, and learned Japanese; and then on to the USA with my family, before moving across to the Middle East. One of the things I learned was that you have to understand the culture of where you are - and this new workspace is carefully designed to take our clients and visitors on a cultural journey.

“I want people to see that JLL takes its mission very seriously - and we’re committed to making best practice the backbone of how we interact with the market and our own highly valued employees.”

Among the most soughtafter zones, this area offers highly adjustable ergonomic desks and PC mountings.

re we now seeing a completely new profile and approach in terms of Entertainment projects, whether in terms of their scale and scope, or the role they have for national prestige and PR? How does this impact the way that Cundall interacts with the client and key stakeholders?

We are absolutely seeing a new approach and level of entertainment projects in the region. The ambitions and plans we are seeing in Saudi Arabia are pushing all boundaries in the entertainment space. The

sheer scale of the plans, as outlined in Saudi Vision 2030, are even more ambitious when you consider the starting point. Pre-2018 none of these plans existed so the delivery needs a completely different approach.

Demand from the local KSA market has peaked and the pressure to get these attractions out there means the entire supply chain has to adapt to deal with volume the industry has not previously experienced. This then means we need to come up with innovative ways to ensure we can all deliver the right product.

The most significant impact we have seen in dealing with our stakeholders is the level of collaboration and knowledge sharing expected to enable these dreams to become a reality, and this is a style of engagement we always strongly advocate at Cundall. The willingness in the client space to collaborate has also been extremely refreshing as everyone is embarking on this journey together, and the goals can only be fulfilled

Entertainment is all about creating experiences and in Saudi Arabia, creating such experiences is putting the nation on the world tourism map.

if we are all willing to learn from each other and be flexible in our approaches.

We are working very closely with Saudi Entertainment Ventures (SEVEN), for example, who are investing over SAR 50 billion on their attraction roll out in 21 entertainment destinations across 14 cities which includes their Discovery and Play-Doh attractions. This is delivery on a huge scale with consultants and vendors all across the globe, that is only possible with a level of collaboration that matches the vision.

In KSA, the development of innovative rides, cultural and historical attractions, mega sporting events and cinemas is driving the growth of the sector. How are these projects changing the face of the kingdom’s entertainment sector?

Firstly, and this is very important to note, it’s not just changing the face of the Kingdom’s entertainment sector but changing the face of the Kingdom full stop.

KSA is now recognised as a genuine world leader in the entertainment space and is already competing on a global stage. The goal is for KSA to be a legitimate premium destination and the committed projects and pipeline, with more than $13 billion in investment by SEVEN alone, is completely transforming the sector. You only need to look at the incredible growth rates and projections to get a true picture of what is evolving in front of our eyes.

Since there is a brewing appetite for leisure and entertainment projects in the kingdom, how have they been approached differently from a design perspective?

In the current development of Saudi Arabia the Entertainment sector is playing a critical role, both in terms of its innovation and previously unprecedented scale. Middle East Consultant speaks to Lee French, Partner & Operations Director MENA, Cundall, who gives a series of unique insights into the Entertainment sector and the rationale and vision underlying key projects…

“A Creative Opportunity to be Inventive”

As I alluded to earlier, the starting point was something of a blank canvas for the entertainment offering in the Kingdom, and the key to excellence in the design of these projects was to understand this new market. When embarking on the designs of these destinations and attractions, it has been fundamental to understand what the local market wanted (and may want in the future) as there was no real previous experience to draw on.

Of course, with the creation of such destinations as with other leading global entertainment markets there is an expectation of attracting external visitors. Although, here in KSA, the primary driver is to provide these world-class facilities to the local population who have not experienced them before in the local context.

Considering this, the approach could not necessarily be about finding a specific gap in the market. It is about delivering experiences that are groundbreaking while also creating something that is responding

directly to the demand that existed in KSA in a very appropriate and authentic way.

Entertainment is all about creating experiences and in Saudi Arabia, creating such experiences is putting the nation on the world tourism map. What kind of challenges tag along when working on such projects in the kingdom?

Entertainment is all about the experience and through design you can never forget that. It is so emotive and personal, and understanding the experience is one of the challenges in KSA but it is also a great creative opportunity to be inventive.

As I mentioned before, it was only since 2018 that we have seen cinemas and the Seasons which really opened the door for what experiences can look like and what the market really wanted. The key is understanding that what works elsewhere in the world does not necessarily translate across to here without needing to be tested

for relevance and ensuring it is applicable to social expectations and other factors.

That is where the entertainment developers are making absolute strides in articulating a KSA vision. The blend of world-leading entertainment executives and expertise, that have delivered projects across the globe, coupled with the skill and ambition of the local market is really developing schemes that just work here.

Where ambition is a facilitator, it can also cause challenges with the sheer volume of to market projects and shortages that might come with it.

The challenge of supply and demand or skills shortages is not unique to the entertainment sector in KSA, however they do pose very specific challenges. Since the sector itself is so unique and everything is taking place in the Kingdom for the first time, it is not just a matter of replicating what we’ve seen elsewhere. This sector is evolving so rapidly. Take for example event spaces, arenas, theme parks, water parks

Image: Saudi Entertainment Ventures (SEVEN) and Mycotoo.

Lee French, Partner & Operations Director MENA, Cundall.

and virtual reality (VR) experiences – they are all very specific and happening in huge volumes.

This can cause shortages in creatives, specialists and contractors with the required abilities. An example here is looking at something very specialist such as the theming contractors which require very skilled fabrication and installation.

Another real roadblock is the potential shortages that arise with mass production and delivery, which drives up costs.

But ultimately, the collaboration between global and local experts offers unique perspectives for resolving challenges and means we are able to look at things differently – particularly when considering the impact in the design, standardisation etc. At Cundall, we have experienced complete innovation in the procurement and fabrication space, whereby developers and clients set up hybrid models and create their own fabrication streams.

I believe that the key to tackling all of the nuances and complexities is careful consideration, from the project intent through to the build, and realising that we are all going to be stretched thin, so we must look at how we can tackle things together. True collaboration is what we are seeing and that allows us to view challenges differently.

What have been the most significant factors that are making these projects stand out in a Saudi market that is witnessing an influx of such projects?

How can they be differentiated from the huge raft of PR generically surrounding the giga-projects, for example?

As the entertainment industry is all about experiences, if projects hit the right note then the visitors will promote it themselves! We have talked about bringing certain experiences to market for the very first time so there will always be the initial novelty effect, but the big challenge is longevity.

The key to harnessing that longer term interest and driving the attraction is to come to market with concepts that have huge draws and have uniqueness. It’s also key to develop products that are flexible and can adapt over time.

In terms of the draws, we have already seen many integrated into the entertainment landscape in the Kingdom. We have seen it in the boxing events, Formula 1 and the many global partnerships that have been created in the attraction space such as SEVEN’s license agreements with the likes of Warner Bros. Discovery, Hasbro for its Play-Doh and Transformers brands, as well as Clip ‘n Climb. All very topical, but also proven to stand the test of time.

Technology and immersion have a big

role to play in staying relevant and being at the cutting edge. When technology is integrated correctly it allows for greater flexibility in being able to adapt or develop fresh attractions and events in future and this is a key consideration in the design and planning of projects, ensuring they are future ready. It’s particularly key in KSA when the roll-out is on such a huge scale, to provide opportunities to alter or move with market demands and sector advancements.

What about Sustainability - and how does the client value this? Does it play a key part in the components, overall design and procurement for Entertainment facilities? (Particularly relevant since Cundall just won a Sustainable-category award at the ME Consultant Awards, for The Storm Coaster).

Whatever the sector, sustainability needs to be at the forefront of design and planning. The entertainment sector in KSA makes a major contribution to the overall transformation vision, and so also the sustainability of projects plays a key role in the bigger picture of being net zero by 2060.

Cundall have made our own commitment that by 2030 all of our projects will be zero carbon. As part of that commitment, we are already working with clients and producing pathways for their projects.

In our experience, clients absolutely value sustainability and realise that time is running out to achieve the necessary stepchange. The massive scale of projects in KSA provides a tremendous platform to do things right the first time, rather than need to retrofit or upgrade for sustainability at some future date. The entertainment projects share this imperative, although they provide specific challenges including identifying appropriate material choices, locations, renewable energy installation and meeting the technical requirement of delivering stunning experiences while being responsible with water, energy and other resources.

The ambitions and plans we are seeing in Saudi Arabia are pushing all boundaries in the entertainment space”

Putting Innovation into Practice

production capacity that AMB is renowned for, and it is on this basis we were chosen by our clients to deliver numerous amounts of modular buildings within their overall project. In a nutshell, AMB is providing complex high-end accommodation and ancillary buildings that will service the hotel operators permanently.

How important in your work is the new generation of AI-led visual design programmes, like Midjourney?

The new generation of AI-led visual design programmes, such as Midjourney, is becoming increasingly important as it allows us to automate repetitive tasks and focus on more creative aspects of the design process. Additionally, these programmes can help create more personalised and engaging designs for clients quickly and efficiently, as well as offer a level of precision and consistency that is difficult to achieve manually in modular construction and design.

methods. This can lead to faster turnaround times, reduced waste, and increased flexibility in production. Given the standardised nature of the structural components of the Hybrid modular solution, 3D printing will help immensely in increasing overall production efficiency.

AI-led visual design programmes can analyse data and user behaviour to create exterior and interior designs for modular structures that are not only aesthetically pleasing but also functional and userfriendly. This can ultimately lead to better user experiences and increased customer satisfaction by harnessing AI-powered tailor-made engineering.

e often hear about the role of 3D printing in providing ‘modular’ solutions. How important is it for producing the compounds and structures in your own Hybrid Modular Solutions?

From prototyping to tooling, 3D printing has helped reduce lead times and costs in the modular construction sector. With 3D printing, companies can produce parts on demand, reducing inventory costs and lead times. Additionally, it enables customisation and design flexibility, allowing for the creation of complex geometries that are difficult or impossible to produce with traditional manufacturing

Bergum is currently expanding to Saudi Arabia due to the increased demand for modular units in the Kingdom: can you give some specific examples of the projects you are working on, please? Do these include the so-called ‘gigaprojects’?

Al Masaood Bergum, through calculative bidding methods and a clear strategic development strategy, has successfully been awarded multiple projects within the highend giga projects in Saudi Arabia, particularly on the west coast of Saudi. Whilst the demand for modular buildings in the kingdom is high, it is the quality of product and engineering combined with the high

You are seen as pioneers of ‘Tailored Engineering’ and the creation of individual, bespoke solutions. Can you tell us something about the smart design technologies that enable quick installation and easy transport (and thereby of course enable costs to be kept at feasible levels)?

Bergum designs units are compatible with the various modes of transportation

Jens Otterstedt, General Manager, Al Masaood Bergum, is a passionate believer in the quest for sustainability.

At a time when there’s so much talk of sustainability and dynamic, technological change, it’s refreshing to meet a business that embodies the quest for new eco-friendly materials, combined with rapid, low-wastage construction techniques. Middle East Consultant spoke to Jens Otterstedt, General Manager, Al Masaood Bergum

in the Middle East, whether it be sea or land or the trailers of the upcoming rail. This adaptability allows Bergum to provide efficient and versatile solutions for transportation needs in the region. Our focus on compatibility ensures that our units can be seamlessly integrated into existing transportation infrastructure. We also take into consideration the climatic conditions and the environmentally responsible use of materials and resources such as power and water in our work. This approach not only ensures the durability and sustainability of our units but also reflects our commitment to promoting eco-friendly practices in the region. As a result, our clients can expect high-quality, innovative solutions that are tailored to their specific needs and contribute to a more sustainable future.

Can you tell us more about the success of the foldable units and how they are proving very popular because of the quick 17-minute installation time?

The foldable units have proven to be a game-changer. The quick installation means faster turnaround for mega projects that sometimes have limited space availability and large quantities of module requirements. The success lies behind the 'tailored-engineering' strategy where we were able to custom make these by leveraging smart German technology. This approach has not only saved time but also reduced the overall cost of the project.

How involved are you in re-purposing and urban renewal projects, rather than strictly building from scratch (because surely, your products would lend themselves very well to this)?

As a company, we are committed to sustainable development and have been involved in several re-purposing and urban renewal projects. We believe that our building systems can play a significant role in such projects by providing innovative solutions for adaptive reuse and revitalization of existing structures. Therefore, we actively seek out opportunities to participate in re-purposing and urban renewal projects whenever possible.

Building tall is no longer subject to traditional restrictions, as new generation materials provide faster and more sustainable options.

Can you give some examples of the raft of ISO protocols that your materials comply with?

We are currently ISO accredited to ISO 9001 – Quality Standards and ISO 14001 – Environmental Management which are some of the highest levels of standards that can be conformed to; and with our internal Integrated Management Systems in place, we position strict protocol both within the organisation and with our subvendors, partners that work with us - and that includes our material suppliers.

Bergum is focusing increasingly on CLT (Cross Laminated Timber) as the industry moves away from cement buildings. Can you give us some examples of the advantages in Sustainability that this brings? Do the materials you use originate in freshgrowth, renewable forests?

CLT is a sustainable and eco-friendly alternative to traditional building materials, and Bergum is positioning itself

as a leader in this field. The company's investment in CLT technology reflects its commitment to innovation and its recognition of the growing demand for sustainable construction solutions. Some of the advantages of using materials from renewable forests include reduced carbon emissions, conservation of biodiversity, and the promotion of sustainable forest management practices. Additionally, using these materials can help to support local communities that rely on forest resources for their livelihoods.

Is CLT more suitable for low-rise structures, or can it also play a role in super-tall construction? Does it have the tensile and compression strength for frameworking at height?

While CLT has been primarily used in low to mid-rise buildings, there are ongoing research and development efforts to explore its potential for super-tall structures, with some successful projects already completed around the world. Its high strength-toweight ratio and ability to withstand both tension and compression make it a suitable material for frameworking at height.

What do you see as the major trends in Sustainable construction currently?

One major trend in sustainable construction is the use of renewable energy sources such as solar and wind power. These energy sources are becoming increasingly popular due to their low environmental impact and cost-effectiveness in the long run. Additionally, the incorporation of energyefficient materials and designs further reduces the carbon footprint of buildings. Another trend is the incorporation of green building and carbon-offsetting

materials such as cement-fibre in the development of wall structures. These materials not only reduce the carbon footprint of buildings but also provide durability and insulation. As a result, they have become increasingly popular in sustainable construction practices to reduce carbon emissions and mitigate the effects of climate change. I would expect to see their usage increase in the modular construction field.

Where do you see the company evolving to, eg, five years from now? What is your personal vision for its growth, market specialisations and development?

Based on our current growth trajectory and strategic plans, I see the company expanding its market share and product offerings within sustainable building solutions, while also investing in new technologies and talent to stay ahead of the competition. My personal vision is for the company to develop innovative products and services that meet the evolving needs of our customers, while maintaining a strong focus on sustainability and social responsibility. Additionally, we aim to establish a stronger global presence and continue to prioritise sustainability and social responsibility in all aspects of our operations.

Wood, properly reconstituted, represents a highly practical, durable and extremely attractive core material.

The company's investment in CLT technology reflects its commitment to innovation and its recognition of the growing demand for sustainable construction solutions”

PRESENTING LIKE A PRO

When was the last time you gave a presentation that was memorable, authenticor even inspirational? Effective presentation skills are a core part of most consultants’ jobs, yet it’s truism that public speaking ranks close to divorce or moving house when it comes to the fear factor that it generally induces. Middle East Consultant spoke to corporate trainer and author, Neetu Choudhary, for guidance on the most effective tips for presenting like a champion…

arren Buffet, one of the richest and most admired financial leaders, underwent a major transformation when he decided to get training to overcome his fears about public speaking. While he was doing his graduate work at Columbia Business School in New York, he signed up for a Dale Carnegie public speaking

course. He paid $100 back in the 1960s. He knew that to grow, he needed to communicate effectively, present his thoughts persuasively, and master public speaking skills. Let me share today some of the secret ingredients that he learnt - in short, let me explain how to present like a pro. There are really five key facets to consider; they are as follows:

1. YOUR WHY

a. First and foremost, you need to ask yourself one of the most important questions - Do you Believe in the idea/ thoughts you want to present? If not, don’t even think about presenting it! Instead, go

work on it and see if you can then really believe in it. Your audience will sense it if you don’t believe in what you said. When you know your WHY, you will clearly have fun presenting it, picking stories to share, and connecting with your audience.

b. Do you understand your idea, why it is important, and how it’s going to make an impact on others’ life? There is no substitute for homework; do your homework, answer all possible questions that may arise in the minds of your audience, and know your idea inside out. This will give you confidence in front of the crowd, prepare you for difficult questions and help you connect with your audience. Practice so that on the day, it looks effortless. As Bruce Lee said, “I fear not the man who has practiced 10,000 kicks once, but I fear the man who has practiced one kick 10,000 times”. Master your craft by being clearly knowing your why (reason), practicing, and enjoy the process.

2.

a. Secondly, the most important question you need to ask before even planning to present is why your audience would listen to you? Why would they give their precious time to you? The best way to find the answer is on FM Radio channel -

WII-FM - What Is Init For Me?

b. What is the key message, what is the problem you are solving for your audience, what is the promising land you are showing them, what is the idea that would make their life easier, better, and faster? Spend time drafting the answer to this and keep the whole presentation around this idea, audience-centric. Imagine your audience asking themselves “Why should I care?” tell them often, early, and clearly in your presentation. Remember: Steve Jobs never sold products, he sold dreams of a better future.

c. Repeat important and relevant information at least twice, ask them to

specifically pay attention, and use voice modulation to emphasise. Use different approaches to convey why the audience should listen to you. Your audience might be a mix of visual learners, auditory learners, and kinaesthetic learners. Convey why the idea is important to them in their own ways of understanding.

3. BANG

a. Arouse the audience, and create a bang! Start with an idea/statement/thought/ story that gets the adrenaline rush in the audience. Grab their attention in the first 10 seconds. Create statements that excite your audience and instil interest. Again here, think about Steve Jobs and his statements like - “Today Apple reinvents the phone”; “We have built the world’s thinnest notebook”; or remember the approach used by Cisco CEO, John Chambers “Cisco changes the way we live, work, play and learn” (you get the idea).

b. Your words create energy and can make your audience feel excited about it what’s next. Use adjectives to showcase your excitement, connection, and passion. Remember, while words have energy, adjectives create a high energy. Use descriptive adjectives to connect emotionally with your audience. Steve

Research shows that if the information is presented orally, people remember about 10%, tested 72 hours after exposure; That figure goes up to 65% is an image is added”

THEIR WHY

Jobs - again - used adjectives like “The number one lust object” for Titanium PowerBook Macworld 2003, “Insanely great” for Macintosh, and his quote from Triumph of the Nerds, “We are here to put a dent in the universe”.

c. Let numbers speak and make the bang. Be specific, give relevant numbers and set the context. Numbers don’t make sense if they aren’t set in the right context. For example, if you talk about 5GB storage, it may not make sense to someone, but if you say “1,000 plus songs in one storage”, it strikes home. Set a context with which your audience can resonate. Use analogies to present numbers. Make sure you do not overwhelm the audience with numbers and complex charts.

4. KEEP IT SIMPLE

a. Do not over-crowd slides - slides don’t tell stories, you do. Never have more than six bullet points per slide. Then (and this is very important) clearly name each slide with a large header, so the audience can easily navigate where they are in the presentation and know exactly what you’re talking about.

b. Whenever possible use images/pictures. Visual presentation is such a powerful concept that psychologists have a term for it: PSE- Picture Superiority Effect. Visual and verbal information is processed differently in the brain. Research shows that if the information is presented orally, people remember about 10%, tested 72 hours after exposure; That figure goes up to 65% is an image is added.

c. Barack Obama usually used three points in each sentence, eg, “I stand here today humbled by the task before us, grateful for the trust you have bestowed, mindful of the sacrifices born by our ancestors. You can practice the same technique.

d. To keep things simple, use plain English not jargon, and definitely not difficult words. Your ultimate aim is to seed the idea from your brain to your audience’s brain. I worked with one manager who had the habit of using high-end words which were certainly apt in a technical sense,

Neetu is a specialist consultant on key work-related issues, such as leadership coaching, stress management and organisational competitve advantage.

however, there was just one problem: no one understood them in the first place. It is good to demonstrate your command over the language but beware that it may come at the cost of losing your audience.

5. KEEP IT SHORT

a. People have very little attention span. TED talks are 18 minutes, for example, because scientific research shows that at 19 minutes, the brain loses its attention span. Keep it short, crisp, and interesting. Microbiologist John Medina says that: “The brain seems to be making choices according to some stubborn timing pattern, undoubtedly influenced by both culture and gene”.

b. As Jerone Van Der Veer, CEO, Royal Dutch Shell said “The task of leaders is to simplify. You should be able to explain where you have to go in two minutes”. Keep things simple, short, and interesting.

c. A short presentation with an interesting storyline keeps your audience captivated. Give pause after a big revelation for your audience to ponder on it for a few seconds before you continue. Timely pauses can be far more effective than words. Your audience needs time to process the information before you give them more details. Use concrete statements, very specific phrases, short statements, and tangible descriptions instead of long complex sentences. Note as well that, sometimes, just a smile after a big piece of information can make things simply magnificent.

For extra step-by-step expert guidance, contact Neetu on discuss@neetuchoudhary. com

InfrastructureWhy Does it Matter so Much?

What impact does a well-conceived infrastructure really have? Does it really transform local economies with speed and lasting success - and how vital is it that we think of infrastructure as extending to online connectivity, not just roads, hospitals and airports? Here, Maria Vagliasindi, Acting Chief Economist for Infrastructure, World Bank, comments on some of the enduring effects…

Emerging research showcased at the 2022 Infra4Dev Conference, quantifiedusing advanced econometric techniques - the impact of infrastructure on growth, both for basic access to infrastructure services as well as more sophisticated infrastructure.

s an overview statement, infrastructure affects growth through several supply and demand-side channels. Investments in energy, telecommunications, and transport networks directly impact growth, as all types of infrastructure represent an essential input in any production of goods and services. In addition, infrastructure can also reduce the cost of delivered goods, facilitate the physical mobility of people and products, remove productivity constraints, and increase competitiveness.

First things first. Let’s consider the impact of creating online connectivity, not just the physical connectivity so often associated with the term ‘infrastructure’. Fixed-line internet availability, even at basic speeds, has a strong impact on the

local economic growth of towns - and there’s no better example than in SubSaharan Africa. Connectivity led to about two percentage points higher economic growth of Sub-Saharan African towns in the years after connection, compared to similar but later-connected towns. (The results are derived from a difference-indifferences analysis, using night-time light satellite data in 10 Sub-Saharan African countries in the early 2000s, as a measure of evolving economic development).

Moreover, mobile internet, primarily through smart phones, can close information asymmetry gaps between buyers and sellers in countries such as Ethiopia, where fixed broadband communication is limited and there

is little transport and other market infrastructure available. In particular, mobile internet enables faster mobile broadband connection, expansion of dataenabled phones, and increased flexibility and mobility.

Then, let’s take the example of something you might think very basic indeed: access to electricity. Access to electricity explains 21% of the structural transformation process in Brazil between 1970 to 2006. The

channels through which this impact takes place are generation of higher returns on investment or decreasing entry costs in sectors with greater infrastructure intensity. Econometric analysis suggests that manufacturing is the sector that benefits the most on these dimensions, followed by services and agriculture.

THE PHYSICAL DIMENSION

Expanded road networks lead to a one percentage point increase in the size of urbanised areas, albeit at the cost of increasing air pollution and deforestation. Urbanisation is measured through built-up areas, as detected through remote sensing data from high-resolution satellites using Artificial Intelligence. The results are confirmed using an innovative spatial panel derived using the Demographic and Health Survey (DHS) data.

The use of smart meters leads to substantial improvements in electricity service quality, as illustrated by the randomised installation of smart meters (which utilities can install to monitor service quality) in the Kyrgyz Republic, for example. Treated households made significantly more energy-efficiency investments, potentially mitigating their electricity consumption increases postintervention.

DEFINITIONS

While infrastructure can lead to beneficial economic outcomes, the hard-and-fast development impact of infrastructure depends significantly on how infrastructure investment strategies are defined and implemented. First, spatially coordinated development of different types of infrastructure can help to amplify returns. Second, infrastructure investment must be accompanied by policy reforms aimed at mitigating trade-off between social and environmental sustainability.

In the case of Ethiopia, while isolated road and electrification investments increased welfare by only 2% and 0.7% respectively, the welfare effect resulting from combined big push infrastructure

In the present era, broadcast and online connectivity are as important to infrastructure and its benefits as more traditional aspects of the built environment.

investments is at least 11%. The results are derived with a spatial general equilibrium model, that highlights markedly different patterns of impact across different types of infrastructure. Whereas access to an all-weather road alone increases services employment, additionally electrified locations see large reversals in the manufacturing employment shares.

NOT ALL NEWS IS GOOD NEWS

Of course, advancing the cause of infrastructure can have its challenges. Community-Driven Development programmes in the Philippines, for example, have been found to have adverse environmental impacts, notably

Infrastructure is not without its issues - for example, several large dam projects have given rise to social conflict, banditry and disaffected communities.

deforestation. The largest effects arose from infrastructure subprojects, which include trails, bridges and roads areas which experienced 126% more deforestation per year relative to the control group.

The construction of large damswhich we might think of as an essential component of infrastructure masterycan give rise to social conflicts in affected communities, particularly if these are

poorly designed and consultation with affected populations is not adequately pursued. A recent multi-country study found that in the immediate vicinity of newly-built dams, there was a significant increase in intrastate conflict.

Notwithstanding, infrastructure remains by some margin the most critical methodology for transitioning communities economically; and it also has powerfully beneficial human consequences, in terms of facilitating education, contact between social and familial groups, and is also a powerful catalyst in the development of wellness, the promotion of health policies - and ultimately, longevity.

hen it comes to enforcing security in high-rise office buildings over 350m high, there are various pluses and minuses. On a positive note, it’s very much the case that thieves and break-in specialists are confined within the interior of the tower, and there is therefore a clear limit to how far they can actually roam around (compare this with the opportunities for disappearing into a low-rise community with a similar number of offices, but where there is huge opportunity to explore walkways, car parks, and so on). Similarly, it’s almost unheard-of for thieves to climb up or down the exterior of super-high structures - this may be the domain of Hollywood thrillers, but in 99% of cases, the reality is that however high the building, the ground floor represents a bottle neck through which all visitors (wanted or unwanted) have to pass. Clearly, that’s a great security plus.

Yet the reality is that it can take security 30 minutes to get from the bottom of a super-tall to the top - and only a handful of structures over 350m actually have strong security hubs positioned throughout the vertical height of the building. Rather, they tend to rely on one lower-level checkpoint and control centre, which remotely monitors the entire building. While there may well be enough cameras in place to do so, the fact remains that while it’s possible to watch a crime being committed when you are 100 floors away, it’s actually impossible to get here and stop it before the culprits have left.

The fact remains that security in highrise offices and commercial buildings is critical to all parties involved. Of course, Property Management wants to protect their facility from vandalism and provide a safe environment for their tenants,

thereby maintaining a high level of building occupancy. Meanwhile, tenants, of course, want to know that their employees and leased space is safe and that the building provides a secure working environment.

A STRUCTURED AND MODULAR APPROACH

There are actually five key areas to focus on to make for a safe environment in a supertall setting. These are:

• Modular control points every 15 floorsmeaning that not only is there strong video surveillance, but there is actual security footfall and the building is effectively ‘segmented’. This also means that it’s relatively easy for security to stop and apprehend intruders wherever they may be in the building. Note that the control points don’t have to be in a physical office space; they can be ‘pop-up’ kiosks fully equipped with all necessary equipment.

• All interior communal areas need to have extensive video surveillance. While it’s fairly obvious that this will need to be in front of elevators, turnstiles and all entry points, don’t forget to have cameras in all loading bays and delivery points and all goods-inwards areas, too. Similarly, all interior stairwells and staircases need to be fully monitored.

• All parking lots and outside docking areas must have video surveillance.

• Card-control and smart device access on all entry points, whether turnstiles, elevators or loading bay doors. Floor selection on elevators can only be made via card swipe.

• Security agreements as part of the tenancy contract. Tenants cannot be allowed to have an ‘ad hoc’ approach to security, thereby creating blind-spots within the building. There should be a minimum-agreed level of camera coverage within each tenant office, which must be accessible through the main CCTC system. It’s not enough for company CEOs and designated corporate officers to have remote access to footagebecause again, they may see it but cannot actively get there to stop it.

Security in Supertall Buildings

If maximising rental potential is the key objective of a highrise office building, it’s imperative that this is leveraged by full occupancy and tenants pleased to enjoy a safe, secure environment. Middle East Consultant spoke to security specialists ITech Digital about the essential techniques for delivering security ‘above the clouds’…

VIDEO SURVEILLANCE: BUILDING DATA AND EXTENDING FOOTPRINT

Video surveillance equals data-gathering. Data on footfall, on who is doing what, why they are doing it and when they are doing it. It also shows the respective traffic levels of deliveries, visitors and who is visiting who. The smart analytics of most advanced CCTV systems also allow keyword and subject-category searches, ie, “when did woman with white coat and brown hair visit the building last Wednesday?”

There is also the proactive element, in that when CCTV is placed in plain sight, it positively encourages people not to take chances - for example, not to steal opportunistically or get into heated disagreements with other building occupants.

Meanwhile, used externally, good video coverage can extend the actual security perimeter to the very edges of the property, not just inside the building’s cross-section. This means there is in effect a ‘no man’s land’ around the building, which thieves have to traverse before they even get to the main entry points - thereby

Access control cannot be seen as a 'cure-all', however, it can be very effective if it factors in the need for tenant flexibility and ease of entry.

dramatically increasing the chances of unwanted intruders being spotted and interrupted. Exterior coverage also extends the data collection process and the level of information about traffic and footfall (including parking and delivery routines) around - and leading to - the building.

EXTERNAL LIGHTING

The exterior surfaces of super-talls tend to be near-ideal canvasses for high-budget advertisers - particularly, for example, in Seoul or Kuala Lumpur. Yet when they aren’t being used in this way, it’s essential that super-talls should always be adequately lit, with high-intensity, inwardlooking lighting every 15 or 20 floors. This is a powerful way to discourage intruders and also allows crystal clear night-time surveillance, identifying any attempt to scale the structure illegally.

THE RIGHT KINDS OF ACCESS CONTROL

Many Property Managers reject access controls because of the problems they will often provoke for bona fide office employees. The art is to find a system that controls and secures all points of entry into the facility while making it easy for tenants and their customers to come and go as they please. The golden rule is: system you choose should accommodate your business needs and should not dictate how you run your business. For example, a ‘one card’ approach can be terrifically helpful, both boosting security and making office employees’ lives easier. Many systems exist that will give access to the main lobby and to the actual office premises with one simple swipe card. Thereby, tenants don’t need to invest in bespoke sets of door locks and touchscreen pads - one card does it all.

Moreover, the next step can be to integrate the access card system and the video surveillance together - thereby enhancing the overall understanding of events and bringing the ability to highlight risk hotspots, such as a door being propped open. If you are managing the building remotely, it’s advantageous to determine who actually propped open the door.

ELEVATORS - NOT A 24/7 RESOURCE

While all high-rise structures depend on elevators, super-talls depend on them absolutely. This aspect of the security solution is often overlooked, but the best way to provide building security in a super-tall is to limit after hours elevator access to tenants only, or limiting tenant access to only the part of the building that they lease.

In reality, a safe and secure work environment will assist in attracting and maintaining a long-term tenant base. Specific ROIs on these common solutions are of course hard to quantify, but as we all know, a 100% leased building is the goal. Meeting that goal on a super-tall is of course even more challenging, but the right combination of security systems can not only maximise tenant and visitor security but bring powerful levels of ROI that less elevated, smaller-scale buildings simply cannot equal.

Better Safe than Sorry

hile many of the features in Middle East Consultant have typically dealt with the processes required while working on high-value projects, the reality is that a great many project assets are actually tied up on the site itself - a fact that is increasingly important, as we see the shift from large-scale undertakings to today’s giga-projects.

Construction inevitably involves both the storage and on-going use of vehicles, materials, tools and machinery. In fact, increasingly so, as we see the drift towards more and more site mechanisation. Not only are site vehicles and advanced equipment extremely costly, it’s also a sad fact that the machinery, tools and fuel which can be stolen from vehicles all have a resale value and can be sold ‘down the line’. Statistically, this activity tends to take place not at the behest of hardened criminals, but will be managed by ‘inside’ contacts with the latest site information.

Another factor around site security is the risk of arson. According to multinational insurer Aviva PLC, around 40% of all construction site fires are started on purpose.

Whether fire or theft are involved, there are two problems consequent on any type of break-in. Firstly, the costs of replacement items and repairs. Secondly, the fact that loss of equipment can mean that the site is unable to work or function, leading to unwanted systemic delays - and therefore, to more costs.

THE THREATS IN AN ENVIRONMENT OF POOR SECURITY

When site security is weak, the list of potential risks will include:

• Operations - disruption to operations

through theft, vandalism and fire can cost millions of dollars per year.

• Property and materials

• Buildings and outbuildings.

• Structures under construction or demolition.

• Construction materials such as metal or cabling.

• Tools, equipment and vehicles.

• Fuel theft: this is surprisingly common: fuel can easily be reused and disappear without trace. Fuel spilled during theft is common and presents a real fire risk.

• Workers’ possessions and assets

• Lost life or injury - ripping out fixtures and leaving wiring unsafe, as well as deliberate actions such as arson.

• Property damage - expensive plant may be damaged in the process of the theft.

For many consultants, a key aspect of their risk management agenda is site safety. Construction site break-ins can be costly, play havoc with the supply chain and endanger lives - and it’s a mistake to assume that it’s always someone else’s responsibility ‘down the line’. We review a number of site security essentials…

Establishing a secure perimeter and announcing its extent is a key element of good site safety protocol.

WHO’S LIABLE?

Regrettably, all of the above are only the ‘thin end of the wedge’. As well as the threats to operations, property and life, the actions of thieves who’ve gained access through inadequately secured sites threatens site owners or managers with liability for further loss and damage. For example, if powerful vehicles and MEWPs are stolen in order to gain illegal access to other buildings, and are then used to ram-raid retail premises, or gain high-level access to a building, this can lead to a whole raft of off-site liabilities. Similarly, construction companies can find themselves liable for accidents involving trespassers or as a consequence of trespassers compromising overall safety. This is often the case when sites are inadequately secured against trespass

and vandalism. Construction sites can be particularly vulnerable to vandalism as part of general anti-social behaviour or specific, renegade rebellion against construction being carried out in the locality.

THE ON-SITE CHALLENGES

Construction sites present highly particular security challenges:

• Busy sites mean constant movement and traffic. With workers being focused on their own areas and tasks, the site may be vulnerable to opportunists who can walk in unchallenged to help themselves, or enter the site to check out the layout, value of assets and presence (or not) of onsite security, in order to plan their later return for a well- organised theft.

• A Golden Rule is that ‘more access points mean more risk’. A variety of access points are often needed, for vehicles, construction site workers and for authorised visitors, such as managers and building control. Access points and arrangements may constantly change as work progresses and may be particularly vulnerable as phases of work move on. It’s vital that these are logged proactively and the necessary security measures put in place and enforced.

• Movement and storage of vehicles can be a challenge to secure in a cost-effective and safe manner.

THE ROLE OF RISK ANALYSIS

It goes without saying that thorough and consistent risk analysis is essential for the site and should reflect physical security, operational security and changes across each phase of work. So:

• Protocols should be put into place to reduce risks identified in the risk analysis.

• Limiting access, both to vehicles and visitors on foot, is essential in reducing opportunity for unauthorised access. Numbers should be limited and only authorised vehicles and persons present - no one, including site workers, should be able to access a site through an open entrance.

• Vehicles temporarily not in use should never be left unattended with keys in the ignition. All keys should be signed in and out and vehicles not in use should be locked in a separate parking area or garaged on-site. All plant should be fitted with immobilisation devices and tracking.

SECURITY SYSTEMS

There are six key types of ‘active security’. These are:

• CCTV, alarm systems and signageincluding highly visible systems which offer remote monitoring and recording both as a deterrent and a quick alert to problems arising. Warning signage

and out-of-hours security contact information are essentials.

• Access control - as well as minimal access points, this includes installing suitable, industrial security gating so that gates cannot be simply unhinged after hours.

• Lighting - as both a visible deterrent and aid to security. Lighting can particularly protect access points and should be fitted in a secure way so that it cannot be disabled by intruders.

• Fencing and barriers - the UK’s Security and Resilience Industry Suppliers Community (RISC) recommends construction sites install site perimeter security of at least 2.4 metres high. Additional security can be gained by deploying:

• Barriers within the site to create separately secure areas.

• Anti-climb, palisade and/or welded mesh fencing, as these reduce access through climbing and makes intruders visible.

• Locks - sites should include lockable storage such as steel tool vaults and containment so that all equipment, tools, metals and materials can be secured out of sight overnight and when not in use, to reduce visible temptation to opportunists. Fuel stores should also be adequately protected, to prevent both theft and possible use as part of an arson attack. All access points should be lockable after hours, using tamper-resistant methods.

• Scaffolding or MEWPs - both are resources often used by criminals to gain further access to property. All types of scaffolding and MEWPs should be locked away when not in use. MEWPs using e-motors should have charging points within a secured area, not out in the open.

THE HUMAN ELEMENT

An on-site person or team is an invaluable prerequisite for site security, and for managing key protocols - even in these days of remote CCTV monitoring. A person or team can be responsible for the following:

• The provision and monitoring of risk management, assessment and Health & Safety protocols.

• Manned guarding - with guards who are suitably qualified and hold a current

UAE municipality-approved licence. 24-hour guarding is probably essential for larger sites, whilst smaller sites may find mobile patrols or dog security more appropriate.

• Entry and exit monitoring.

• Locking away and security marking of plant, tools and equipment.

• Key use protocols.

• Managing and operating technology which supports security, such as setting alarms and automated systems (particularly important as the site develops, and areas become additionally or differently vulnerable).

One last point: it’s truism that no amount of security will do any good if people are not kept fully informed about how it works and what’s expected of them. Notably, site managers and workers should always share full involvement in the development of site security, since they are more aware of the risks and opportunities than anyone else. Then, they should not only be made aware of all the systems and protocols (both in online and hard copy memos), but take responsibility for using these properly at all times.

Article prepared with thanks to the UK’s Safesite Facilities Ltd.

Beware the temptation of giving so many confusing and conflicting messages: Clarity is an essential part of safety.