ME Consultant May 2020

How employers & employees should tackle issues arising due to COVID-19

ON TOPIC

Case study: CDM Smith on leveraging Bentley Software

IN PRACTICE

Women in Construction: HKA’s Nurul Sabri

ON SITE MAY-JUNE 2020

070

FOR THE CONSTRUCTION SPECIALIST

The Right Time to Shine

Joe Tabet on the impact of COVID-19 and why it’s important to do the right thing

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Contents | 01

20

May-June 2020 Issue 070

Cover Story

The Right Time to Shine

Jason Saundalkar speaks to Joe Tabet, MD at JT+Partners about the influence COVID-19 may have on people, design and sectors, and why it’s important to do the right thing

12

Opinion

Legal Advice Michael Kortbawi on how employers and employees should tackle issues that may arise owing to the impact COVID-19 has had on economies and businesses

Analysis

16 meconstructionnews.com

Global Implications of COVID-19 JLL discusses the impact of the rapid global spread of COVID-19 on economies and sectors

May-June 2020

02 | Contents

36

Interview

Bridging the Digital Chasm

Jason Saundalkar speaks to Digital Construction Works’ Ted Lamboo and Jason Hallett about the firm’s goals, strategy, target markets and the challenges they foresee

26 Profile

Nurul Sabri

Jason Saundalkar talks to Nurul Sabri, senior consultant at HKA, about her influences, career and gender diversity in the construction industry Case Study

Working Smarter CDM Smith leveraged Bentley software to implement digital roadway design and save 50% of design hours

8

30

Update

News

DEWA sponsors UAE Inventors Society; Acwa Power led consortium achieves deal on 500MW IPP in Oman; Emaar Properties donates $27.2m to fund designed to fight COVID-19; Oman oil and gas firms pledge $15.6m in support of initiatives to reduce impact of COVID-19 May-June 2020

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Group MANAGING DIRECTOR RAZ ISLAM raz.islam@cpitrademedia.com +971 4 375 5471 MANAGING PARTNER VIJAYA CHERIAN vijaya.cherian@cpitrademedia.com +971 4 375 5713

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

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A Catalyst for Change In my past life, I used to live and breathe technology. I made a living on consulting with small business owners around their IT systems, and disaster planning and recovery was always a topic that I bought to the table. It always shocked me every time I came across a business that relied on technology and either had disaster plans but didn’t include their IT systems and data, as part of them, or they had no plans to speak off at all. (You read that right.)

Like clockwork, whenever I brought my report and advice to the person I was working with, they immediately balked at the costs, even though they were incremental.

What became apparent to me after many ‘discussions’ of this sort was that investing company time and resources was only considered necessary, if it was going towards increasing revenue and profits.

Perhaps I didn’t make it easier on myself because I admitted there’s a chance the company may never need what I was recommending but it’s worth having because they might need it. And before you ask, yes, I drew up and presented scenarios showing how these systems would make the difference, should a situation arise. More often than not, I was paid for the initial services I rendered May-June 2020

but the decisionmaker opted against what I was recommending.

Over 15 years have passed since my last tech job, and I’ve never been able to get over the fact that short term profits were prioritised over ensuring business continuity.

After all, when a disaster strikes and you’re unprepared, the costs are significantly higher.

In fact, a quick Google search will reveal story after story of companies that have failed because they were completely unprepared for a disaster.

We’re all currently living in a disaster scenario with COVID-19 at present, and while I’ve heard several positive stories about construction companies being prepared for challenging situations, there are also those that are dancing with danger. (I don’t mean that from an IT standpoint.)

I remain surprised but, at the same time, I’m hopeful that change will come to the market because this pandemic is making everyone think about everything under the sun. In fact, I truly hope that COVID-19 is the catalyst we all need to innovate and do the right thing within the construction industry and beyond. It’s the right time for it. Until next time, stay safe and stay healthy.

Jason Saundalkar Editor, Middle East Consultant

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Analysis: The driving force of JVs in Saudi’s mega infrastructure projects CONSULTANT

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MACHINERY

Fugro completes soil investigation for new Aswan Dam bridge

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ADNOC terminates $1.6 billion Dalma gas contract with Petrofac

May-June 2020

READERS’ COMMENTS

Fleet: More sustainability for the commercial vehicles business

It has been interesting to read about how the construction world is reacting to the ongoing COVID-19 pandemic. As someone heavily involved in the day-to-day life of the sector, it has been heartening to see that there are a number of organisations and companies looking to be proactive and innovative in this time of crisis.

While the construction industry has always been slow to change, I think that given the terrible circumstances we’re now faced with, change will be inevitable. Like this article illustrates, we are likely to see a change in the way we design and evolve our cities, with connectivity and technology set to play an increasingly important role moving forwards. I’m fascinated to see how we learn and adapt in the coming months and years. We’ve talked for a long time about the capabilities and potential of Smart Cities, the Internet of Things and working in the cloud.

Now is the time to see whether we can actually utilise these technologies to their fullest extent.

Name withheld by request

meconstructionnews.com

8 | On Topic

Sponsorship

Infrastructure

DEWA sponsors UAE Inventors Society

Acwa Power led consortium achieves deal on 500MW IPP in Oman

The Dubai Electricity and Water Authority (DEWA) has announced that it is sponsoring the UAE Inventors Society. The move is said to be part of its social responsibility and strategy to support innovation and creativity, and encourage and recognise creative UAE nationals.

In a statement, Saeed Mohammed Al Tayer, MD & CEO of DEWA said that the utility company is sponsoring creative minds through programmes, initiatives and projects.

It also highlights the unique capabilities of Emiratis, promotes their country’s strategy in youth empowerment through innovation and creativity, and enhances their patriotism and good citizenship. Furthermore, it contributes to the UAE’s representation in global events and enhances its competitiveness in all areas, the statement said.

“DEWA promotes innovation among its employees and all society members. It adopts innovation through an institutional approach and is moving towards the next 50 years by building a sustainable future. This achieves UAE Centennial 2071, which aims to make the country the world’s leading nation,” explained Al Tayer.

As per the statement, the utility firm has added objectives that focus on anticipating future, innovation, stakeholder happiness, and institutionalised innovation across all its divisions and operations. DEWA’s advanced innovations and projects have contributed to many achievements, the statement noted.

01 01 DEWA says its sponsorship of the UAE Inventors Society is part of its strategy to support and encourage creativity and innovation.

Acwa Power said its consortium with Gulf Investment Corporation (GIC) and Alternative Energy Projects Company (AEPC) has achieved financial closure for the Ibri-2 solar project in Oman. The 500MW, $400m independent power project (IPP) is being developed on a build, own, operate (BOO) basis and will become Oman’s largest utility-scale solar PV project.

It will be funded on a debt to equity ratio of 70:30.

As per the agreement, a group of six international and local lenders will provide $275m senior debt to the consortium. The

02

02 The 500MW Oman IPP is being developed on a build, own, operate basis and will cost $400m.

May-June 2020

meconstructionnews.com

On Topic | 9

main banks are said to include the Asian Infrastructure Investment Bank (AIIB), Bank Muscat, Riyad Bank, Siemens Bank, Standard Chartered Bank and Warba Bank. They are said to have helped structure the largest utility scale solar PV project in Oman on a 16.5-year doorto-door tenor.

The deal also represents the first renewable energy financing in Oman as well as the GCC region by AIIB, the Beijing-headquartered international multilateral development bank, the statement said.

“We are pleased to partner with GIC and AEPC on the largest utility scale solar IPP in Oman. This milestone further asserts our commitment to provide low cost and sustainable electricity supply solutions to our esteemed clients like the Oman Power & Water Procurement Company. Successfully achieving financial closure during these challenging times is a testament to the determination of all the stake holders in this project to keep doing the best we can within the constraints we all need to work within,” says Acwa Power CEO Paddy Padmanathan.

03

03 The new PDH unit will have a capacity of 843,000 tonnes per annum of propylene.

Oil and Gas

APC signs agreement with SK Gas to build two new facilities at a cost of $1.8bn Saudi-based Advanced Petrochemical Company (APC) has inked a deal with SK Gas for the construction and operation of two major petrochemical facilities. The agreement will see the construction of a propane dehydrogenation (PDH) unit and meconstructionnews.com

a polypropylene unit at a cost of US $1.8bn at Jubail Industrial City.

The PDH plant will boast a total capacity of 843,000 tonnes per annum of propylene, while the polypropylene facility will manufacture around 800,000 tonnes per annum of polypropylene.

As per the terms of the deal, APC’s subsidiary Advanced Global Investment Company (AGIC) will set up a new joint venture (JV) company, Advanced Polyolefins Company, with SK Gas for the smooth operation of the two plants.

AGIC says the entire project will be financed 25% by equity from shareholders, while the remaining 75% will be financed

by JV Co through borrowing from lenders.

Under this agreement, AGIC will own 85% equity stake in JV Co, which will be financed

by Advanced, while the remaining 15% will be owned by SK Gas. A license agreement has already been signed with Lummus Technology for the supply of Catofin Technology for the 843 KTA PDH plant. Two other license pacts have also been inked with Basell Poliolefine Italia for the supply of Spheripol Technology and Spherizone Technology for two PP plants with capacity of 400 KTA each.

May-June 2020

10 | On Topic

COVID-19

Emaar Properties donates $27.2m to fund designed to fight COVID-19 Emaar Properties is donating $27.2m to support the ‘Social Solidarity Fund against COVID-19’, which was launched by the Islamic Affairs and Charitable Activities Department in Dubai.

The chairman of Emaar Properties, Mohamed Alabbar, said the donation represents the company’s strong corporate social responsibility ideals.

04

“We are proud to be among the first contributors to the Fund, and we invite all companies to join the initiative as it is our moral obligation to support our society and economy and government efforts to contain this pandemic. This crisis has impacted everyone, and we are keen to aid efforts to accelerate government measures to restore normal life,” explained Alabbar.

According to a statement, Emaar Properties was among the first to take steps to support the authorities’ measures to contain the spread of the virus by closing all its commercial and leisure destinations, and directing its staff to work remotely.

04 Mohamed Alabbar says Emaar’s $27.2m donation to the fund represents its strong corporate social responsibility ideals.

05

COVID-19

Oman oil and gas firms pledge $15.6m in support of initiatives to reduce impact of COVID-19 Oman LNG and Qalhat LNG have pledged $15.6m to support national efforts to combat the COVID-19 pandemic and its impact.

According to an Oman News Agency report, $5.2m will be donated to the fund set up by the Supreme Committee for COVID-19 and the Ministry of Health to combat the impact of the COVID-19 outbreak. $10.4m will be used to support the Job Security Fund established

by His Majesty Sultan Haitham bin Tarik, who initiated the fund with a personal contribution of $26m.

May-June 2020

meconstructionnews.com

On Topic | 11

COVID-19

Dubai Investment Park embarks on disinfection drive

Harib Al-Kitani, Oman LNG CEO said, “We express our sincere gratitude to His Majesty Sultan Haitham bin Tarik and the authorities for their efforts and precautionary measures to ensure the safety of our communities and people during such challenging times. We at Oman LNG have been accustomed to meet the country’s expectations from private sector in both good and challenging times”.

Oman LNG states that it has been working closely with the Ministry of Health in sponsoring various initiatives and projects to identify the requirements in hospitals and clinics, as the ministry increases efforts to control the spread of the virus and provide the necessary treatment for those affected around the Sultanate.

The firm also says it funded the purchase of critical tools and equipment for hospitals and clinics in South Sharqiya Governorate, working with the Ministry of Health.

Dubai Investments Park (DIP) has initiated a disinfection drive across all the common areas in its zones, supplementing the Dubai Municipality sterilisation drive.

The latter was implemented as part of the precautionary measures against the coronavirus (COVID-19).

In a statement from DIP, it said that sanitisation and fogging activities are carried out to the highest international standards, using best-in-class products and in line with the guidelines issued by Dubai Municipality.

The statement added that DIP has reinstated valuing and supporting the directives of Dubai’s government during this time and supporting and enhancing the initiatives of Dubai Municipality. In support with other government departments, it is committed towards ensuring the highest level of safety possible, in accordance with the guidelines of the World Health Organisation and international best practices.

Specialised sanitisation and disinfection teams used spraying machines to sterilise trucks and cars, and disinfectant fogging machines, steam cleaning machines and disinfectant sprayer machines to sterilise roads and common areas.

The disinfection drive will see sanitisation and pest fogging in common areas across DIP 1 and DIP 2, including common pathways, bus stops, signages, garbage bins, around supermarkets, around restaurants, community parks, common car parks, schools, labour accommodations and common residential areas.

On the disinfection drive, general manager Omar Al Mesmar said: “Rendering of services remotely through alternate channels aimed at restricting the inflow and outflow, alongside other awareness drives, aimed at mitigating the impacts were already rolled out and the sanitisation and fogging initiative aims at further complementing the measures. With the size, proximity and nature of business across DIP, it was important to implement additional measures in the interest of the community and we will be implementing more rounds in the coming weeks.”

06 The DIP disinfection drive aims to support the broad initiatives of the Dubai Municipality and other government departments in the fight against COVID-19.

06

05 Oman LNG says it is working closely with the Ministry of Health to support medical facilities in their fight against COVID-19.

meconstructionnews.com

May-June 2020

12 | On Topic

Global Implications of COVID-19 JLL discusses the impact of the global spread of COVID-19 on economies and sectors The outbreak of COVID-19 and its rapid spread across the globe has taken many by surprise, and businesses, communities and governments must now confront the reality of the seriousness of the situation. There is a wealth of information (and misinformation) to be consumed daily and, in such a fluid situation, the facts and consequences are changing quickly. While individuals and businesses remain focused on health and well-being, this article highlights the potential implications for real estate.

In the short term, the impact on global economic growth is undeniable, with those countries that are the most advanced in the outbreak already feeling the effects. At the time of writing, the consensus forecast is for a sharp shock to the global economy in the first half of 2020, followed by a bounce-back - reminiscent of the recovery after the SARS outbreak in 2003.

Although the immediate hit to demand has been very evident in the retail and hospitality sectors, certain industries are more susceptible to the disruption of supply chains.

Disruption has already started in sectors such as automotive, aviation, chemicals and consumer goods, and the full effects have yet to filter through. Conversely, pharmaceuticals and healthcare are most likely to experience a surge in demand.

May-June 2020

Health authorities, governments and financial institutions globally are uniting in their goal of protecting and treating their populations, containing the spread of the virus, and ensuring the stability and health of businesses. Many central banks possess limited ammunition, but further rate cuts and quantitative easing, targeted liquidity support, and macroprudential forbearance will provide some cushioning to the slowdown. Fiscal policy measures could be implemented, yet they would likely be most effective in targeting industries most acutely affected by a loss of revenue and higher costs.

Our current base case is guarded. The further the outbreak widens and the longer it persists, the greater the chance of a more prolonged impact on the global economy and, by extension, real estate markets.

At this point it is difficult to separate the actual current and likely economic impact from the fear-gripping news sources and financial markets. The exact trajectory of the outbreak and the resulting economic effect is unknowable. We suggest a scenario planning approach, rather than betting on any bold predictions, with a focus on preparedness for either a mild to moderate slowdown that is transitory in nature or for a more severe and sustained slowdown. meconstructionnews.com

On Topic | 13

meconstructionnews.com

May-June 2020

14 | On Topic

Corporate Occupiers and Capital Markets

The health and well-being of employees will be the initial primary corporate concern, followed closely by business continuity plans. Given the rapidly changing situation, businesses need to be nimble and flexible. We advocate a corporate response that focuses on preparedness, protection, monitoring and communication.

Operational resilience will be a longer-term focus for real estate decision-makers as businesses develop the ability to respond quickly should they face another similar event in the future.

Investment activity is likely to slow in H1 2020 as investors react to uncertainty, with the retail and hospitality sectors being the most affected. A shift to defensive assets is expected - key considerations as major arbiters of risk include income stability, operation criticality and occupation density.

Real estate investment has fluctuated during previous crises, but the overarching trend over time has been for increased allocations to the sector and we see no reason for this to change. Real estate continues to offer attractive relative returns in comparison to other asset classes.

The health and well-being of employees will be the initial primary corporate concern, followed closely by business continuity plans. Given the rapidly changing situation, businesses need to be nimble and flexible. We advocate a corporate response that focuses on preparedness, protection, monitoring and communication”

Hospitality, Retail, Industrial and Logistics Markets

The impact of travel restrictions, event cancellations and individuals’ reticence to travel have been immediately felt in the hospitality sector. In the short term, occupancy rates will fall. Locations with a high proportion of international visitors are most exposed, whilst locations accessible to a domestic audience by car or public transport may benefit.

There is potential for a rapid rebound if the virus is contained in short order.

Global retailers must prepare to navigate a period of elevated risks to cash flow and increased operational costs arising from a slump in consumer demand and disruption to supply chains. Protecting cash flow remains crucial for retailers, and particularly for operators with thin profit margins. Those hardest hit may seek temporary rent relief.

Retailers with robust infrastructure to fulfil online orders could be longer-term May-June 2020

beneficiaries, placing a greater emphasis on the shift towards a flexible omnichannel retail model. Ensuring continuity of operations by rethinking supply chains will be key to mitigating the risk of future shocks.

Disruption to global supply chains is the main effect on the industrial and logistics sector. Reduced activity at major gateway ports and airports is resulting in falling utilisation rates and idle resources. The outbreak is likely to elevate the issue of supply chain resilience and mitigation.

This outbreak may accelerate the use of automation and robots in operations and reduce the sector’s reliance on labour.

The move to online shopping, especially for

groceries, could become more permanent and, in turn, boost demand for logistics space.

Office and Living Sectors

The outbreak could put greater pressure on markets which are already in a late stage of their cycle, creating the potential for a delay to investment activity and softer rental growth than previously forecast.

An increase in remote working is likely to reduce office utilisation rates, whilst landlords with exposure to short-term leases will be the most vulnerable. Over the longer term the outbreak will probably fasttrack the adoption of remote working and investment into collaborative technologies.

The largest impact of COVID-19 is undeniably human. The long-term trend towards higher-density living and increased collaboration spaces potentially heightens the risk of transmission. Mitigation protocols will need to be developed.

The living sectors, particularly multifamily, tend to have more defensive characteristics, benefitting from stable income streams and the ability to actively maintain rents to limit void periods. Demand is also relatively resilient to external shocks.

Although it is easy to concentrate on the short-term economic impact of COVID-19, the longer-term societal and real estate impacts should not be overlooked. The impact and aftermath will change our way of living and working, potentially leading to new operational models. Could it prove to be the catalyst for certain secular shifts: • Office: increased remote working and a greater emphasis on health, well-being and productivity.

• Retail: the normalisation of online grocery shopping, which will force a change in retailer behaviour.

• Industrial: the de-globalisation of supply chains to mitigate risk.

• Sustainability: a changed perception of travel and a renewed focus on more sustainable practices.

• Technology: increased integration of technology, particularly PropTech and MedTech, impacting all aspects of life and business. meconstructionnews.com

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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

16 | On Topic

01 Michael Kortbawi is a partner at BSA Ahmad Bin Hezeem & Associates LLP.

Michael Kortbawi “As a general legal rule, a party is not permitted to breach their obligations simply because the other party to the contract has breached theirs” In light of the COVID-19 outbreak, many employees and businesses are growing increasingly worried as regards the regime that will be applicable to their employment contracts. BSA Ahmad Bin Hezeem & Associates LLP addresses employers and employees’ main questions and concerns.

Payment of salaries

01

May-June 2020

The UAE government launched the Wage Protection System (‘WPS’) in 2009 to make sure that workers are paid on time. If an employer fails to pay a salary by its due date, the Ministry of Human Resources and Emiratisation (‘MOHRE’) starts imposing penalties upon the establishment, ranging from blocking the establishment card (thus preventing the business from making any further hires) to enforcing financial penalties upon the business.

In an effort to protect both employees and businesses from the financial constraints arising as a result of the COVID-9 outbreak, the MOHRE has issued Ministerial Resolution no. 279 of 2020 (the ‘Resolution’), which outlines a certain number of measures to regulate employment relations during the period of application of precautionary measures to contain the spread of the COVID-19 outbreak.

The Resolution does not contain any provisions allowing employers to avoid paying their employees’ salaries or delaying such

payments. An employer delaying/failing to pay his/her employees’ salaries would therefore be exposed to MOHRE penalties, in addition to being exposed to legal action by the employees for breach of contract.

New Measures

The foundation of the Resolution rests upon a mutual agreement between the employers and their employees. The following measures were outlined in the Resolution: Paid/unpaid leave - The employee would agree to take his/her annual/unpaid leave at a time determined by the employer in order to minimise the establishments’ losses arising from the COVID-19 outbreak. It is important to note that prior to the issuance of the Resolution, employers were not able to require their employees to take unpaid leave, however, the Resolution normalises the said measure to help businesses cope with the financial constraints and declining cashflow arising from the COVID-19 outbreak.

Temporary/permanent salary reductions Employers can agree with employees upon temporary or permanent salary reductions.

Permanent salary reductions will be subject to the MOHRE’s review and approval.

The agreed upon measure(s) will need to be formalised in writing in accordance with the template shared by the MOHRE. If employees don’t agree to any of the above measures, an employer can terminate meconstructionnews.com

On Topic | 17

his/her employee(s). The said employer will be required to pay all dues in accordance with the provisions of the Labour Law (i.e. notice, leave etc.).

It is important to note that terminations arising as a result of the failure to reach a mutual agreement are unlikely to be considered as abusive dismissals by the Labour Courts, as employers will be able to refer to the Resolution to justify the termination in view of the unusual circumstances. If a court does grant compensation for abusive dismissal to a terminated employee, it is highly unlikely that the compensation will reach the maximum prescribed by the Labour Law, i.e. three months’ salary.

Non-compete Provisions

The UAE Labour Law allows employers to restrict their employers from competing with their businesses; this is done by way of noncompete clauses agreed upon in employment contracts. In accordance with the provisions of Article 127 of the Labour Law, non-compete clauses will only be valid if they are limited in time, place and type of work and to the extent required for the protection of the business.

A question arises in circumstances where an employer breaches the employment contract, for example: will non-compete clauses be enforceable if an employee joins a competing business pursuant to non/late/ reduced payment of salaries?

As a general legal rule, a party is not permitted to breach their obligations simply because the other party to the contract has breached theirs. As a result, an employee will still be bound by a non-compete clause, which by definition, survives the termination of the contract if his/her employer breaches the employment contract by failing to pay salary.

It is important to note that non-compete clauses are difficult to enforce and, in light of the current situation arising from the COVID-19 pandemic, it is unlikely that a Court will compel an employee to comply with a noncompete agreement, particularly if his/her previous employer is unable to pay their salary.

It is important to note that terminations arising as a result of the failure to reach a mutual agreement are unlikely to be considered as abusive dismissals by the Labour Courts, as employers will be able to refer to the Resolution to justify the termination in view of the unusual circumstances�

world is now facing, it is very important that both employers and employees act reasonably in an effort to overcome the crisis. If, however, parties are unable to come to a suitable agreement, labour complaints may be lodged online through the relevant portal managed by the MOHRE. It is, however, inadvisable for parties to enter into litigated proceedings prior to the termination of the employment contract, as a Court is likely to consider this approach inconsistent with an intention to then pursue the execution of the contract in good faith.

In addition to this, employment relations are likely to be badly affected as a result of litigation proceedings.

We continue to recommend employers and employees cooperate and compromise in an effort to agree upon temporary measures to get through this difficult period with as little damage as possible. This would entail employers to avoid taking abusive measures to the detriment of their employees unless such measures are absolutely necessary.

Legal proceedings prior to termination

In light of the unusual circumstances the meconstructionnews.com

May-June 2020

18 | On Topic

01 Mohamed Khaled, sales director, Armstrong Ceilings Middle East.

01

May-June 2020

Mohamed Khaled “To create an effective space that supports health and wellbeing, it is important to strike the right balance, carefully curating combinations of colours and materials to create a space with purpose and intention” Our world is full of colour. Colours are all around us – from our cars to our clothes to our homes. However, colour isn’t just trickery of the eye or the random result of light and reflection. Colour can be used as a powerful communication tool that can have a significant impact on our physical and mental wellbeing.

Our feelings towards colours are often personal, deeply rooted in one’s own culture or experience. For example, the colour white tends to represent purity and innocence in Western cultures, however in Eastern cultures, it symbolises mourning.

Despite these nuances, there is a sense of universality across the colour spectrum.

Certain colours are proven to incite certain responses. The idea that each colour has a distinct psychological value is known as colour psychology. For instance, red is said to stimulate a powerful response, whereas blue is known to encourage a sense of stability.

This approach is also the basis for chromatherapy, a treatment practiced in traditional healing for centuries, that uses colour to treat physical and mental ailments.

Theories of colour psychology currently play an interesting role in marketing and design.

Colour can be used as a tool to help influence consumer behavior, purchasing decisions and brand loyalty.

From personal preference to psychological effect, it’s evident that the power of colour can be harnessed to unlock diverse behaviours.

This is especially important now, considering how the nature of our personal spaces is changing. The design of our spaces is determined by more than just aesthetic. We are increasingly creating spaces designed for function that enhance health and wellbeing.

In light of current events, global efforts to stay at home are on the rise. We are adapting our personal spaces in order to better work, live, learn and relax. So, let’s take this opportunity to refocus and analyse how purposefully designed our spaces really are.

This is where colour comes into the picture. Colour can help us adapt our spaces to better suit our needs. Here are a few insights on using colour to achieve your desired effect.

As humans we are born with an innate desire to connect with nature. This principle, known as Biophilia, has been increasingly incorporated into design. Biophilic design focuses on a few key elements such as integrating natural shapes, forms, colours and meconstructionnews.com

On Topic | 19

lighting into spaces, to have a positive effect on human behavior, such as helping to reduce stress and enhance creativity.

Nature’s colour palate can be used as an effective design tool. When used properly, colours can evoke the same feeling nature does. Using yellow, for instance, is reminiscent of sunshine or flowers, and can elevate mood and boost happiness. Blue tones conjure images of bright skies or clear waters and as a result can have a soothing effect.

To create an effective space that supports health and wellbeing, it is important to strike the right balance, carefully curating combinations of colours and materials to create a space with purpose and intention.

For a work-from-home space, consider using hardwood floors with blue walls or ceilings and plenty of access to natural daylight. Blue helps to improve productivity and alertness, while natural wood adds a sense of comfort. Natural light can help regulate

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circadian rhythms and improve sleep, so you wake up feeling refreshed and well-rested.

This set up creates a space that feels warm but keeps the mind stimulated.

For casual dining spaces or kitchens, consider incorporating orange tones and patterns. Orange is an energetic colour that simultaneously communicates feelings of warmth and refreshment. Its vibrancy creates a cheerful ambience that stimulates conversation while its warmth is inviting and wholesome, known to stimulate appetite!

For formal entertainment areas consider darker tones such as black. Black adds an instant sense of drama and sophistication.

However, too much black can be dark and depressing. Adding accent colours can balance the ambience of the space. Adding silver, for instance, will give the space pops of brightness and add a certain element of elegance.

For bedrooms, opt for cool, light tones in green, grey or white. Green, one of the colours

most commonly associated with nature, has a calming and restorative effect on the body and the mind. Incorporating natural colours can have a dual purpose. In the morning light, these hues are fresh and invigorating. In the evening, they have a more cooling effect, helping your body to relax and unwind after a long day.

The impact of colour on our bodies and our brains is deeply personal yet shared by many. For humans, it is clear colour has a significant value past its aesthetic quality.

However, its effect on individuals can be diverse and varied.

The key is creating spaces that best serve your lifestyle. Take pictures of your spaces and brainstorm with your loved ones to delve deep into each person’s preferences. The important thing is to determine what works best for you and your family, so you can effectively optimise your space to better support your health and wellbeing.

May-June 2020

20 | In Practice

The Right Time to Shine

Jason Saundalkar speaks to Joe Tabet, managing director at JT+Partners about the influence COVID-19 may have on people, design and sectors, and why it’s important to do the right thing

01 Joe Tabet is managing director of JT+Partners.

May-June 2020

The COVID-19 pandemic has had a massive impact on virtually every aspect of life and business. It has forced everyone to behave and do things differently, and it’s reasonable to assume that this will continue for a while, even though some of the restrictions around movement have already been lifted.

Social distancing and practicing personal hygiene is of the utmost importance now but while this is safeguarding people from catching the dreaded disease, it also poses significant challenges for the construction industry.

Speaking about the current situation and its impact on operations, Joe Tabet, managing director of architecture, masterplanning and integrated design practices firm JT+Partners says, “We are a family and were one of the first companies that sent all of our people to work from home. The first couple of weeks we had concerns about productivity and now, after six weeks, I can say that the productivity is still not at 100% in some areas, while other areas have remained at 100%.”

He notes that his firm has been dealing with a few coordination issues, while communicating with clients has also, at times, been challenging.

“Some clients totally shutdown and there have been issues with invoices because there is no one to receive them. Certain clients accept meconstructionnews.com

01

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May-June 2020

22 | In Practice

invoices by email and others need a physical document in hand.”

Cashflow is the lifeblood of any business and in that respect, Tabet notes that measures put in place by the UAE government have provided some relief.

“A decision was made last month where all government entities had to settle outstanding invoices to the private sector and that has helped us. In less than 24 hours, everything was moving in the right direction, which really helped.”

A bigger issue is planning for the future, Tabet confirms. “The problem is you can’t plan anything beyond three months at the moment.

This is a major concern. We have some clients

that slowed down and others that put projects on hold. We have a couple of bids that we submitted and the client has said they prefer to wait and see what happens. So the ongoing challenge is figuring out how to survive - like all other companies, we’ve put plans in place and we’re taking it step-by-step.”

JT+Partners’ resources are split between those working in the office (pre COVID-19) and those that are onsite. That dynamic has changed because now some employees work from home, while others still have to be onsite.

Discussing the effect this has had on staff Tabet remarks, “All of our site teams are still onsite full-fledged. They had some concerns

because while they are onsite, the design team is working safe from their homes. It took us some time to manage them psychologically, and to ensure their safety and peace of mind, we put some rules and regulation in place with the contractors. So, if discussions are needed, they can be done via conference/video call or even a phone call. When they want to go for an inspection, contractors have to make sure that no one else is in the area that they’re going to be in. It’s been a bit of a challenge but they’re comfortable as long as there is social distancing.”

Sumarising the first few weeks of lockdown, Tabet states that as a business owner and leader, it has been purely crisis management.

New or Temporary Normal?

02

03

May-June 2020

Although Dubai and a few other cities around the world have begun easing movement restrictions, authorities are still actively encouraging social distancing, as well as enforcing it in offices and certain public environments. With warnings about the virus remaining on surfaces and objects, people are now also concerned about their interactions in public environments. Tabet reckons this will have an impact on mindsets, architecture and the industry in the near term.

“You already see it when you go to the supermarket for groceries - if there’s someone walking towards you, either you or that person will make sure there’s a few metres of space between you. I believe that the design approach in buildings - residential, hospitality, healthcare will also change. Maybe from now on, clients will ask all for elevators that can be operated via mobile phones, so you don’t have to hit/touch buttons. This is where technology will come into the mix.”

He continues, “Corridors might also become wider but I have a concern about the strategy we’ve all been following around open office spaces. Before, everything was planned around 1.8m desks, it has since shrunk to 1.6m and in some areas even 1.2m - the idea was to get more people into the same amount of real estate. This might have to be reconsidered, so whereas in the past you might say 100sqm is enough for 20 people, you’ll now have situations where 100sqm will only be enough for seven people.” meconstructionnews.com

04

Tabet is hopefully a vaccine will come to market soon, before the changes to people’s behaviors and thinking becomes permanent.

Nobody feels comfortable to sit with anybody anymore, he says. He also believes that all eyes will be on efficiency that’s linked to feasibility.

“Projects have to be feasible for the client/ developer, as well as the buyer or tenant. It’s a cycle but I also believe that no one is going to make major decisions in relation to what we discussed, before getting a clear idea about how things are progressing with a vaccine.”

02 JT+Partners served as lead consultant on the five-star, 120 key Red Sea Island Resort.

03 Located in Abu Dhabi, The Market is a 4,000m2 project that creates an outdoor experience in an indoor space.

04 The Black Coast Resort is a leisure retreat spread over a 400ha site in Zanzibar.

Sector Shift

The COVID-19 pandemic has impacted almost every sector, however some have been affected worse than others because of ongoing restrictions in the interest of public health.

Sharing his views on this, Tabet explains, “The two main sectors that were affected are hospitality and retail. If you look at the rooms across the GCC, some countries still have a lack of rooms and in others, there are excess rooms.

Over the past few years we’ve heard occupancy rates in some hotels were challenged and with what’s going on now, occupation is zero. That’s quite an impact. The hospitality sector, I believe, is going to take time to recover.” meconstructionnews.com

When I started the business, I pumped money into it to get things going and now I have to do it again. It’s important because you need to look after your team’s mental health and keep them motivated”

Tabet believes however that clients with vision will be able to identify opportunities in the hospitality sector for new projects even in the current climate.

“Several countries in Africa are up-andcoming as tourism destinations and they have a lack of hotel rooms. Projects generally take around three years to complete, so anyone that launches a project now, will have something ready in roughly three years. By that time, we might have forgotten about COVID-19 or we’ll have a vaccine and people will have started traveling as before.”

Once restrictions are lifted, some countries will see a rise in internal tourism, Tabet reckons. He points to the United States as one that could see hotels and developers focus on internal tourism, as international travel is likely to be a question mark in the near term.

With regards to the GCC, he says, “We’ll have internal tourism across the GCC and in the UAE but I don’t think it will be enough to occupy all the rooms we have. We also have to consider that people are going to be cautious about expenses.”

Shifting to the retail sector in GCC countries, Tabet comments, “We saw a lot of shopping destinations close right at the May-June 2020

24 | In Practice

start of the lockdown period and even if all of them open soon, I’m not sure a lot of people are going to start shopping immediately. Job losses and salary reductions are widespread, so discretionary spending will be limited for a while. The retail sector is also being challenged by ecommerce platforms, so there’s a lot to consider in this sector.”

At the moment, people who have lost their jobs cannot go back home because the airports are closed. Once things open, there’s going to be a demographic change and we need to see and plan things in these sectors based on that shift, Tabet states.

Pressed about whether he believes existing projects will be refurbished due to the pandemic, and if the market for new projects will come under pressure, Tabet is quick to point out that at the moment, everyone is working off assumptions. “There has been a lot of discussions about how or whether the market is going to be affected and how everyone will react. Nobody knows at the moment to be honest.”

via Skype Business is proof of that. What I feel is that we as human beings have a lot of potential and are very adaptable to situations.

This situation is important because for a long time, we’ve all been in our own respective comfort zones and rarely challenged ourselves.

Now, with the current situation, all of us as parents, business owners, employees etc are challenging ourselves in order to adjust to the new system and lifestyle.”

He elaborates, “In the past, a lot of businesses avoided looking at working from home options. Now, that is being reconsidered, so whether you are well or a bit under the weather, it has been proven that we can work from home successfully. If someone is unwell and it’s not serious, they can work from home, even if it’s at 50% productivity.”

“It’s a new system to many but you will be surprised by how quickly people adjusted to it.

We’ve seen a lot of people around the world that are ignoring the situation or not taking measures, which is unfortunate. However, the people that understand that this is not a game, they will adapt and thrive in this situation.”

Healthcare Opportunity

One sector that Tabet reckons has potential is healthcare.

“Most healthcare systems around the world failed dramatically. There’s been commercial buildings, parking lots, football stadiums and other structures turned into hospitals. Of course more money also needs to go into having enough equipment, medical research and disease prevention but overall, healthcare needs focus.”

He adds, “Over the last three weeks, we’ve been in discussions with healthcare consultants in Europe and the US to create a joint venture to launch a new product.

There will be demand around the world for healthcare projects but we need to be careful because these are very expensive projects for governments to launch and run properly.”

Up to the Challenge

One thing Tabet is certain off however is that life will continue and that it falls to everyone to challenge themselves to grow and thrive.

“Life, even while we are at home, continues but in a different way. This video interview May-June 2020

This situation is important because for a long time, we’ve all been in our own respective comfort zones and rarely challenged ourselves. Now, with the current situation, all of us as parents, business owners, employees etc are challenging ourselves in order to adjust to the new system and lifestyle”

The Leaders of Tomorrow

Commenting on critical issues that need focus in the current climate, Tabet says that it is up to the current generation of leaders and professionals to invest in young people who are graduating from universities.

“What young people fresh out of universities are facing is new and not normal.

For my kids, for example, they are 14 years old and by the time they finish university, they will probably have forgotten what happened.

But, we need to look out for the generation that is now coming out of universities. It’s our responsibility to quickly adjust them to the new systems and this sort of work because, now, one plus one doesn’t always give you two.

Things are very dynamic and it’s our role to absorb fresh graduates and get them adapted because they are the future.”

He elaborates, “In 20 or so years, if we’ve done things properly with these young people, they will have progressed in their respective careers and will be leaders themselves. So, there is a lot for us to do and we are trying our best at JT+Partners.”

Tabet notes that apart from focusing on the health and wellbeing of his employees, his firm has also maintained its focus on community outreach. “We’ve seen a lot of poor families in other countries that are struggling with the essentials. So, in the last few weeks, we invested significantly into supporting them through the Red Cross. This is the time where you have to take care of three important things - your team, your clients and the community.”

He points out that for him, personally, the current scenario is similar to when he first started JT+Partners back in 2015.

He concludes, “When I started the business, I pumped money into it to get things going and now I have to do it again. It’s important because you need to look after your team’s mental health and keep them motivated. If they are not busy and productive during these times, they will get restless or if they are with their families, they may even get into arguments. This is a real issue and we are looking at things from a different perspective. This is the time where you look after your team and where you tell them they are part of the family. It’s the right moment to prove it!” meconstructionnews.com

Project: Mercure Hotel, Kaliningrad, Russia Solution: Sierra OP Board, RAL 5013 Š Egor Sachko

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26 | In Practice

Bridging

Digital Jason Saundalkar speaks to Digital Construction Works’ Ted Lamboo and Jason Hallett about the firm’s goals, strategy, target markets and the challenges they foresee May-June 2020

Digital Construction Works (DCW) is a joint venture (JV) between Bentley Systems and Topcon Positioning Group.

The JV was unveiled at Bentley Systems’ Year in Infrastructure Conference 2019 and provides digital automation, integration, and ‘twinning’ services around a portfolio of software and cloud services from Topcon, Bentley, and other software vendors.

The JV firm says its goal is to realise the breakthrough potential of constructioneering, for industrialising construction. It comprises a full global staff of digital construction experts who have been contributed by Bentley Systems and Topcon.

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In Practice | 27

the

Chasm Discussing where the firm will begin approaching the market in terms of target sectors, Ted Lamboo, CEO of Digital Construction works explains, “The three main ones are transportation (road and rail), the processing industry (oil and gas) and third one would be smart cities (digital cities), although a city is also infrastructure and transportation, so there are some overlapping areas. Those are our first markets and we already have resources in US and the Europe.”

Commenting on other potential regions of interest, he states, “The most logical places to expand into are the English-speaking markets where there is a lot of construction

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taking place. English is common across the Middle East and there is a lot of construction underway. We would approach those markets potentially via partnerships or by flying people in for projects - if we get the big oil and gas companies or what have you. Digital Construction Works’ resources are global and they come from everywhere.”

“As you get to local roadworks, it might be more local but partnering with service partners in the field where we trained the service partner or we can do what they can’t, but they would take the lead on the project and that will be a way to operate in more remote areas.”

May-June 2020

28 | In Practice

Speaking about how he sees collaboration amongst stakeholders on a digital journey, Lamboo states, “The best case would be if it can be a collaboration between the ultimate infrastructure owner and the firms that have to build it. If they collaborate on how to benefit from a digital journey by using digital twins for construction, then in the design phase, the construction phase as well as leveraging digital handover for infrastructure as a management tool, you have a continuity in leveraging digital data.”

In contrast, he also points out, “If only one of the silos want to automate and then you lose it in the next phase, that will be a big wasteland (if you lose the data). The highest gain is achieved through collaboration with all the involved parties, which with construction is not so easy because there can be totally separate entities.”

We say people, process and technology - the least of the worries is the technology, the biggest worry is if people are willing to change, and if the workflows and the processes will be allowed to change”

“When projects are done as a PPP or design-build or design, build, operate, it becomes a little easier because then it becomes the same JV or same PPP that does the entire project. But there is a lot to optimise within the phases and more to optimise if you can do that across the phases.”

Changing Mindsets

Compared to other sectors, the construction industry has been slow to embrace technology and modern workflows. Several reasons are responsible for this, however mindset is one of the biggest hurdles that have yet to be overcome around the world.

Commenting on the challenges DCW is likely to face, Lamboo remarks, “We say people, process and technology - the least of the worries is the technology, the biggest worry is if people are willing to change, and if the workflows and the processes will be allowed to change. There are hurdles when people say ‘we’ve done it for 20 years and you cannot change it’ or when people who have grown up with hammers and spreadsheets say ‘I don’t see anything other than hammers and spreadsheets’.”

“That’s hard to change, it’s important that we get people within the organisations to change and embrace the shift. So, the cultural change of how you work is a very important one. It’s something to be mindful of and has to be tackled delicately.”

Lamboo notes however that there have been organisations in the sector that were motivated to start their digital journeys earlier.

Discussing how DCW aims to kickstart digital journeys in the construction industry, he explains, “What brought us to create Digital Construction Works is the understanding that you can’t just throw technology at the marketplace and say ‘please use it’. You have to help make it happen and I think this service mentality of going and making it happen and helping them to transition is the differentiator for us.”

01

May-June 2020

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have won’t matter. As a services organisation we must be capable and bring them to the next stage.”

Eyes on the Future

02

Jason Hallett, COO of Digital Construction Works adds, “If you look at the way most construction projects get done, it’s done by people and companies that spend their lives doing their job. It’s not that they don’t want to go digital, it’s that they don’t spend their lives researching the tools that are out there. So, most of the times, they will talk to somebody and they will get convinced and think that it will be the silver bullet to operational efficiencies etc. Often, it becomes something else and then they put it in the closet and tend to lose hope.”

He continues, “When you look at an organisation like DCW, we have all the people that are tied in with the technology. That is our job, to understand the technology, to integrate the technology, to be the experts and help people cross the chasm of no time and no knowledge around the technology they have. I

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01 Ted Lamboo is CEO of Digital Construction Works.

02 Jason Hallett is COO of Digital Construction Works.

think that is the right way to go in and provide the knowledge but also deliver meaningful outcomes on their journey.”

Lamboo adds, “I mentioned earlier, people, process and technology. Technology deliberately is the last thing on the list, it doesn’t start with the products, it starts with people and the process. If you can make the change there, the technology will follow. It’s important to say that even though we are financed by two vendors, we are an independent company, and in Greg’s keynote speech about DCW, he stated that we need to be agnostic to the technology.”

He elaborates, “In practice we are going to run into situations where people have Autodesk, Revit and Esri, and whatever they

UN research has said that approximately 2.5bn more people will be living in the world’s cities by 2050. This of course means the demand for buildings and infrastructure will increase, and the onus for delivering these projects will fall to the professionals and firms in the construction sector. This could pose a significant challenge as, in recent years, discussions around skill shortages in different construction markets have become frequent.

Asked whether DCW intends to get involved with educational institutions and young people in a bid to help build a futureproof pipeline of talent, Lamboo comments, “Definitely with certainly universities but also with the union level of work processes, and hopefully we can influence governments in accepting change. Change doesn’t always have to be a new standard, it can be a change for good and perhaps requirements for their vendors to go digital.”

“Education is important, a lot of the leadership are people in their 50s and a lot of the early adopters are people in their 30s.

We need to work on two levels to see that the management sees the benefit of doing it, and the next generation is the one that gets to adopt it.”

Discussing the firm’s roadmap and goals for the future, Lamboo states, “I think our success is the success of our users and their projects, so we’re looking beyond financial numbers. Numbers are always good and helps keep the investors motivated, but I think success for us is the success of our projects.

If we have our projects up at the next Year in Infrastructure and users are saying that they advanced their projects with the support of DCW, then I think we have achieved all we want to achieve.”

He concludes, “We want the whole industry to embrace this quicker. Construction is behind and slow and if we can speed up how the construction industry adopts technology; I think at some point in time this is all going to take off.”

May-June 2020

30 | On Site

Working Smarter CDM Smith leveraged Bentley software to implement digital roadway design and save 50% of design hours

As the most populous city in the United Arab Emirates, Dubai’s roads need to accommodate a significant flow of traffic.

Therefore, when CDM Smith studied the existing six-lane Dubai-Al Ain road, it saw significant traffic congestion and road safety issues. The organisation realised that the roadway needed some improvements.

The 67km major highway links the two major cities of Dubai and Al Ain and serves a link between remote local communities and private developments with downtown Dubai, making it an important piece of infrastructure for the emirate.

Based on CDM Smith’s study, the project would be divided into two phases, with the first phase comprised of two construction contracts. The first contract, with an overall value of $340m, consisted of adding five kilometers to the road, to link it to three major highways. CDM Smith was tasked with being the engineering and construction firm for the first contract of phase one.

May-June 2020

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32 | On Site

The first interchange would be an upgrade to an existing cloverleaf design to a fully directional, free-flow interchange. The new design would also include additional loops that would allow vehicles to safely make U-turns in all directions. Current bridges would be replaced to widen the road and provide more room for traffic.

This process, however, would require a special structural design and construction methodology to avoid disturbance to traffic.

The second proposed interchange would be a brand-new, free-flow structure that would utilise an existing left-turn ramp bridge.

01

Implementing Digital Design Software for Enhanced Design

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Designing Two Interchanges in a Cost-effective Manner

CDM Smith proposed the construction of two interchanges to better improve traffic flow between the Dubai-Al Ain road and the three major highways. The team realised, however, that it would need to undergo a rigorous value engineering exercise to create the most cost-effective solution and seize potential opportunities. The timeline was also tight, leaving no room for multiple design iterations or constant rework.

The team needed applications that would allow them to easily create many redesign integrations, cost-comparison analysis, and impact visualisation.

May-June 2020

01 CDM Smith leveraged several solutions including LumenRT, MicroStation, OpenRoads and OpenFlows SewerGEMS. 02 The first phase of the project comprises two construction contracts. The first contract has an overall value of $340m.

03 The first interchange is being upgraded to a fully directional, free-flow interchange.

To enhance these designs and provide better visualisation of them to project stakeholders, CDM Smith chose Bentley’s integrated design suite to successfully deliver the design-bid-build project. The team began by using OpenRoads for 3D design and modeling of the highway.

The application allowed the team to create a single model where multiple disciplines could collaborate simultaneously.

This practice helped CDM streamline the design of the complex interchanges under a tight schedule and with maximum efficiency.

Using the solution, the team was able to limit design reworks, allowing them to meet the project’s allocated budget.

Once the roadway was designed, it was important to design new, updated stormwater structures. As the region can experience severe flooding during rainy seasons, this practice would ensure that the roadway was protected and help reduce flooding impact on the structure.

For this, CDM Smith leveraged OpenFlows SewerGEMS to design the stormwater assets, and the application helped the team provide an accurate, integrated design. Project team members were able to quickly solve drainage issues by improving visualisation of the stormwater network and easily share the design with others for improved collaboration.

Another way that CDM Smith improved visualisation was by using LumenRT’s meconstructionnews.com

On Site | 33

rendering capabilities. The team used OpenRoads ConceptStation to evaluate different design scenarios to determine the estimated costs.

Then, the team chose the most efficient design and fed it into LumenRT, creating flyovers and walkthroughs to better showoff the design to project stakeholders.

This practice allowed for faster feedback turnarounds and a far better understanding of how the design would eventually look when completed.

Saving Design Time and Delivering Project within Budget

By using Bentley applications on this project, CDM Smith streamlined the design time to save 50% in design hours, thus allowing the organisation to allocate fewer designers to the project.

Despite the shortened timeline and limited resources, the project team still provided an accurate design with minimal errors and reworks. This high-level of quality allowed team members to deliver the project on time and within budget.

CDM Smith presented a roadway design that will alleviate the current traffic congestion and promote road safety by eliminating traffic weaving between major road corridors, while also maximising capacity. These benefits will all help strengthen the link between the two cities of Dubai and Al Ain. “With a saving of more than 50% in design hours, the project team was able to provide an accurate design with minimal errors and reworks done, while meeting the project’s tight schedule and budget. This practice has saved the company hundreds of design hours and helped allocate more resources on the project,” concluded Mohamed Momtaz Abdelal, P.E., Highways Design lead at CDM Smith.

Organisation: CDM Smith Inc Solution: Roads and Highways Location: Dubai, United Arab Emirates Project Objectives: • To redesign the 67-kilometer, heavily trafficked highway connecting Dubai and Al Ain • To streamline roadway design practices and improve communication with digital workflows Products used: LumenRT, MicroStation, OpenRoads, OpenFlows SewerGEMS Return on Investment: • OpenRoads helped CDM Smith save 50% in design hours, while still providing a high-quality design on time and within budget • CDM Smith presented a roadway design that will alleviate the current traffic congestion and promote road safety by eliminating traffic weaving between major road corridors, while also maximising capacity • The new, enhanced roadway will help strengthen the link between Dubai and Al Ain

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34 | On Site

03

Five Things to Know About Godwin Austen Johnson (GAJ) Godwin Austen Johnson (GAJ) is a staple of the UAE’s construction industry, and offers a plethora of services including architecture, interior design, specialist lighting and MEP. Over the years it has delivered a number of local and regional projects including Dubai College, Dubai Creek Golf & Yacht Club, Bab Al Shams, Sharm El Sheikh and others.

Here, Middle East Consultant catches up with company representatives for an update on recent milestones and achievements.

01

Celebrating 30 Years

Last year marked three decades of successful projects in the region for GAJ. Established by Brian Johnson in the UK in 1989, GAJ’s first project in the Middle East was the Dubai Creek Golf & Yacht Club.

The firm says its roots can be traced back to an architectural practice founded in 1847, and was established when Johnson acquired an existing practice in Stourport, England, in 1989. Johnson had been working in Dubai since 1975 and saw an opportunity to provide bespoke design solutions that respond to the hopes and aspirations of the region, to provide a lasting, functional and attractive environment.

The firm was given the opportunity to enter an international architectural competition for the design of the Dubai Creek Golf & Yacht Club, based on the fact that Johnson was responsible for the design of the Emirates Golf Club, a few years earlier, when he was managing partner of his previous practice.

01

An Enduring Relationship

Continuing a relationship, which started when Brian Johnson designed the original Dubai College over 40 years ago, Johnson and his team at GAJ took over the reins of the development of Dubai College in 1992. Since then, they’ve been responsible for much of the design of the facilities including classrooms, specialist laboratories, multipurpose hall, design technology centre and external works.

The initial master plan has evolved as the firm was tasked with handling all subsequent developments of the campus. GAJ is currently working on the new Sports and Performing Arts Centre, which is said to be the most ambitious planned upgrade of the school to date.

May-June 2020

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01 Dubai College is located in the Al Sufouh area of the city. It was first established in 1978.

02 GAJ’s hospitality portfolio is vast. The firm says it currently has several projects underway in the region.

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Respected Experts

03 The Dubai Creek Golf & Yacht Club was GAJ’s first project in the Middle East.

The GAJ team is multi-talented and are often in demand for speaking spots or have won global competitions and awards.

Known as the godfather of BIM in the region, Andrew Milburn has been championing BIM for over ten years and has delivered talks on the subject at conferences worldwide.

Having grown up in Delhi, Piyush Prajapati developed a fascination for the urban environment, earning recognition from the Future Architecture Program for his work on the concept of HEX-A-TRAL. The concept focuses on harnessing energy from human movement in order to create architecture. His research project, which explores the potential of AI in different industries, was also selected for inclusion at the exhibition Neurons, Simulated Intelligence at the Pompidou Centre in Paris.

Regina Santos is head of Specialist Lighting at GAJ. She contributes as an influencer of ideas, continually evolving and transforming her field. She was invited to join the judging panel for the Community Lighting for the Urban Environment (CLUE) 2020 lighting design competition.

04 GAJ team members frequently speak at regional and international conferences, the firm says.

05 The firm has established itself as a respected designer of schools. It is currently involved on several such projects.

05

03

05

Developing Dubai’s Skyline

Designing Schools

Being based in Dubai has provided many opportunities for GAJ to expand its portfolio of contemporary hotels and high-rise residential buildings. Whilst GAJ is recognised for its work on heritage projects such as Bab Al Shams Resort & Spa, Chedi Al Bait Sharjah and the Al Seef Heritage Development, the firm’s current work includes several modern hospitality brands coming to market.

The team recently handed over the Vida Hotel at the Dubai Creek Harbour. The hotel is the first to be handed over in the mega development, though the firm also has several other projects at various stages of construction and design throughout the UAE and KSA. The firm’s architectural approach to the design of modern buildings has always been to combine modern materials and forms, with elements that reflect and represent the spirit of the region. GAJ says the approach infuses its work with a unique and local sense of identity.

GAJ recently completed six new schools and have four more either on site or under design.

In 2018, of the 13 schools that opened, GAJ designed five of them.

The firm has a long-standing relationship with Arcadia Schools and are finalising the new secondary campus. GAJ has also been appointed to design a new school campus located in central Khobar KSA. It will accommodate both American and British curricula and caters for approximately 2,500 students.

Three other schools include a second Ladybird Early Learning Centre, a new education development in Al Furjan and the Citizens School in Dubai, a unique educational ecosystem in Dubai that will include a standalone Diagnostic and Rehabilitation Centre (DRC).

It will also be a pioneer in providing inclusive education to children with special educational needs and will provide rehabilitation and occupational therapy services.

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36 | On Site

May-June 2020

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Nurul Sabri “Gender should never be an issue for determining pay levels. Equal pay should depend on performance and contribution” Following our special edition dedicated to women in the construction industry, Middle East Consultant continues to share the inspiration and experiences of women working in the male-dominated industry across the GCC. Here, we catch up with Nurul Sabri, senior consultant at HKA. What drove you to construction and your first role in the industry?

It started with wanting to become an architect.

However, after completing my foundation in architecture and environmental design and having gone through sleepless nights completing drawings and designs, I realised that was not the path I wanted to take. I was still interested in the built environment however, so I chose to pursue the only programme offered by the faculty that was not design based - Quantity Surveying (QS).

I had no idea at the time what the role of a QS would entail.

I was fortunate enough to have been offered a role as an assistant QS at a major international contracting company, before completing my studies. The project that I was assigned to was based in the UAE, so I moved to Dubai and commenced the role, whilst in the process of meconstructionnews.com

finalising my dissertation. I had a great support network within the firm, ranging from mentors to managers and colleagues, which helped set me on a path to maximise my potential.

Share a brief about your career.

I hold a bachelor’s degree in Quantity Surveying and Master of Laws in Construction Law and Arbitration. I’m currently on my final year doing a law degree part-time. Although studying whilst working full time is hard work at times, I know it will be beneficial in the long run. I’m a firm believer in knowledge is power and believe ‘seeking knowledge is like opening doors’ - this gives me the strength and inspiration to continue seeking knowledge.

As mentioned earlier, my career started in Dubai back in 2008. I have over 12 years of working experience in the industry and have held commercial and contract positions with contractors and consultants in the UAE, Malaysia and Brunei Darussalam, before moving to Qatar in 2015.

I progressed from contracting QS to consulting QS before specialising in contract/ claims and dispute resolution consulting. My experience includes many large and complex May-June 2020

38 | On Site

projects across sectors throughout the Middle East and South East Asia including railways, sewage treatment plants, residential/housing developments, oil and gas facilities, buildings, expressways, golf courses and military camps.

I’m lucky to have experienced both worlds, working onsite and behind a desk.

I became professionally qualified as a member of the Australian Institute of Quantity Surveyors, as well as a member of the Chartered Institute of Arbitrators. More recently, I became a Registered Expert Witness with the Royal Institution of Chartered Surveyors (RICS).

How have you made your mark in the industry through your work on projects?

When working on any project, I carry myself as a professional. I have always remained committed to submitting work of a high-quality, thereby offering HKA, my colleagues and clients nothing less than my very best efforts. I have proven my skills and ability and left a mark on the industry through hard work and a strong work ethic. The clients I have worked for over the years have valued my contributions and have provided feedback to support this.

I think one of my proudest moments was when I was chosen to be the single assistant to the lead Quantum Expert working on an arbitration.

I carried out the investigations and wrote the report myself, which was then reviewed by the Lead Expert. I felt that I succeeded in my role and gained trust from my superiors, which puts me in good standing to be considered for future expert assistant appointments.

now see an increase in women choosing careers in the construction industry.

The GCC construction sector is still male dominated, however diversity is beginning

companies and directors of private firms, albeit in different sectors - this is a major step in addressing the gender gap. I foresee an increase of women empowerment in the workforce of up to 50% or more in the coming years.

What are some of the barriers to women

to increase. If you agree with the above,

entering the construction industry? What

comment on what is driving this and how you

Everyone has a part to play in diversity

was your personal experience?

see the GCC markets changing in the coming

and equal pay. What would you like to see

Based on my experience, I do not think there are any ‘barriers’ for women entering the construction industry. However, I am aware of the typical perceptions or stereotype that this industry is male dominated.

Perhaps this is one of the reasons why not many females consider taking up construction related degrees as their first choice. This is apparent through the big gap in numbers between women and men in the industry. However, times have changed and thanks to the wide promotion of diversity and awareness of this gender gap, we

years? If you do not agree, please share your

government authorities and construction

thoughts/views of the market.

firms do to increase diversity and make pay

Among the key drivers of change is the increased awareness of the value that women can bring to the industry through seminars, associations, professional membership bodies and equal opportunities under employment policy. There has also been an increase in women holding higher positions in the industry, which serve as role models to young females.

In Qatar we have a female Minister, an increase in female CEOs for government

a level playing field?

May-June 2020

I have not witnessed any pay discrepancies in this industry. However, I do believe that women should be given equal opportunity in employment and that the pay level should be based on extent of experience, capability and performance, and not gender. Government authorities and the big players in construction should work together to roll out initiatives aimed at encouraging women to consider careers in the meconstructionnews.com

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Among the key drivers of change is the increased awareness of the value that women can bring to the industry through seminars, associations, professional membership bodies and equal opportunities under employment policy”

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

Fortunately, I personally have not faced discrimination in the workplace.

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

The short answer is no. I feel that my contribution to HKA is valued and I am encouraged and supported by my manager and executive team, so the sky is the limit.

How does HKA approach diversity in the workplace? What more can your company do to increase diversity?

HKA recognises and actively promotes the benefits of a diverse workforce and is committed to encouraging equality and diversity. At the end of the day, HKA appreciates every individuals’ performance, regardless of gender or race. This is apparent through fairness in position and promotion. We all strive to deliver on the high standards that are expected of us.

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

industry and perhaps offer incentives such as internships or scholarships to young promising female students.

women in their team. This is in contrast to some other regions including South East Asia, where I previously worked.

Besides authorities and construction firms,

In your opinion, what is the biggest

who else can play a part in increasing

challenge women in the construction sector

diversity and balancing pay scales?

face in GCC countries? How can these

I believe professional membership bodies, local associations and educational institutions could also work with government authorities to combat this issue.

challenges be addressed?

As a woman in the industry, what has your experience been working in the GCC construction sector? How does your experience here compare with what you’ve experienced in other markets?

Given the diversity of backgrounds and cultures of people working in the Middle East, I find that professionals are more accustomed to having meconstructionnews.com

It is a well-known fact that working hours in the construction sector within GCC countries are very long. This can really create challenges for working mothers to maintain their career aspirations, whilst also fulfilling childcare or family needs.

While the public sector in Qatar has policies in place for working mothers post delivery, the private sector is still falling short. I personally think that flexibility should be provided for working mothers through flexible working hours or work from home policies.

Gender should never be an issue for determining pay levels. Equal pay should depend on equal performance and contribution.

At present, I am not involved in any groups or associations due to workload constraints and part-time studies, but this is definitely on my agenda for the coming year. My belief has always been that being a member of a group means one must contribute holistically and not just be a silent member.

Based on your experiences, what advice would you give to a woman that is entering the regional construction industry today?

There is a stigma that is attached to woman moving abroad to pursue a career, especially to a GCC country, where gender inequality is considered an issue. I for one, do not see this as an obstacle at all. Find your voice, be confident and take up the challenge to prove yourself in this competitive market. Afterall, performance speaks for itself.

May-June 2020

40 | On Site

01 Yasser Tufail is head of Integrated Project Delivery - Property & Buildings, KSA, at WSP in the Middle East.

01

Yasser Tufail “Globally, governments are even being urged to consider adopting comprehensive views of performance with metrics such as wellbeing and happiness” The sense of loneliness is often compounded by the built environment, which fails to provide opportunities for interaction and inclusion. As cities expand and we adopt new ways of working and living, challenges posed by social inclusion and digital isolation will intensify.

The dilemma of ‘being connected vs. feeling connected’ has broad implications, as governments build smart cities to attract business and investment. Cities like Dubai are combating these worrying trends through initiatives like the Happiness Agenda.

Globally, governments are even being urged to consider adopting comprehensive views of performance with metrics such as wellbeing and happiness. These are motivating an effort to ensure people are engaged, happy, and productive. But, there is always more that could be done.

Rapid urban growth, a globally transient workforce, changes to traditional ideas of community, and the influence of emerging technologies are causing a rapidly increased sense of anxiety, isolation, and loneliness. Ironically, technology that was designed to improve communication often leaves people feeling disconnected. The loneliness epidemic is exacerbated by an over reliance on information technology.

While convenient, virtual communication lacks the emotional resonance of tangible human connections.

May-June 2020

Can We Combat Loneliness Through the Built Environment?

A deeper, wider thought process will produce better solutions. Developers, owners, consultants, and contractors need better understanding of what makes residents happy, which can then be translated into design principles for buildings, communities, wider urban masterplans and cities. The status quo is providing the headspace for us to focus on real value at a personal and communal scale.

Much like product design, dynamic design in the built environment employs a holistic approach that places the user at the centre of the process. The objective of dynamic design is creating places where people have more opportunities to interact with their families, society, colleagues and visitors – consequently addressing issues of loneliness.

Building and urban space design can bridge the gap by making spaces more inclusive and creating opportunities for social interaction, welfare, and reflection. But this requires a dynamic approach to conventional design, especially since remote working and learning are no longer concepts; they are here and now.

Can Design Drive the Change We Need?

Understanding dynamic design principles and the need for connected communities is still in its infancy. However, we are seeing a shift as developers realise the benefits of ‘busy’ infrastructure assets. Incorporating inclusion as a theme within government legislation or implementing simple citizen wellbeing design guidelines could go a long way towards ensuring more connected buildings and urban spaces.

Undoubtedly, the industry is experiencing a mammoth learning curve. However, subtle innovations in future designs could make a huge impact on resolving society’s growing sense of loneliness. meconstructionnews.com

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