MEC Magazine October 2023 by CPI Trade Media

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Contents | 01

October 2023 Issue 106 Cover Story

The future of urban infrastructure

Continuing our look at the development of key urban communities and how they will be developed into the smart cities of tomorrow, Paul Godfrey spoke to City Monitor, to discover where the key growth hubs actually are - and the reasons why they are set to attract powerful tranches of investment… On Topic

Six project management trends for KSA

Real estate insight by Maroun Deeb, Head of Project & Development Services, KSA & Bahrain, JLL

12 Meet Perkins Eastman

“Our growth hasn’t stopped”

ME Consultant speaks to Perkins Eastman’s Tarek Farid, Managing Principal of the Dubai studio, who has more than 38 years’ experience in project development and coordination and has spent a decade driving the firm’s intensive regional development… meconstructionnews.com

October 2023

02 | Contents

Metaverse

Inside the Metaverse Architecture Biennale

Drew Gilbert, Design Manager, OBMI, walks us through the ‘Metaverse Architecture Biennale 2023’ - and discusses the concepts of two pavilions

Meet Perkins Eastman

“A Window to the World”

From designing a hotel in Monrovia, Liberia, to being at the helm of the touchstone Washington, DC, office, Barbara Mullenex shares insights on the Perkins Eastman portfolio…

Giga Projects

Building a legacy

Sean Doherty, Head of Program and Project Management Middle East & Africa, Project & Development Services, JLL, proposes the strategies necessary for delivering today’s extraordinary raft of giga-projects

40 ED&I

What is diversity, equity, and inclusion?

With the ED&I: Women in Construction Summit taking place on 31st October, Middle East Consultant showcases this definitive review of ED&I in the workplace from one of the world’s leading ‘magic circle’ consultancies, McKinsey & Company… October 2023

meconstructionnews.com

04 | Welcome

Group MANAGING DIRECTOR RAZ ISLAM raz.islam@cpitrademedia.com +971 4 375 5471 MANAGING PARTNER VIJAYA CHERIAN vijaya.cherian@cpitrademedia.com +971 4 375 5713 DIRECTOR OF FINANCE & BUSINESS OPERATIONS SHIYAS KAREEM shiyas.kareem@cpitrademedia.com +971 4 375 5474 PUBLISHING DIRECTOR ANDY PITOIS andy.pitois@cpitrademedia.com +971 4 375 5473

Editorial EDITOR PAUL GODFREY paul.godfrey@cpitrademedia.com +971 4 375 5470

Design

In search of ED&I As we head into October, I’m very much focused on our forthcoming event, ED&I: Women in Construction, taking place on 31st October. Now in its sixth year, we’ve seen this event grow from very much a niche (and purely gender-oriented event) to becoming a major Summit in tis own right. This year, responding to your feedback, we have expanded the agenda considerably, to tackle key issues of Diversity. We have panelists and solo presenters who will be tackling key issues like why is it still endemic in the GCC that people are paid according to ethnicity, not skillsets or job description? Plus, why is leadership training a scarcity outside of blue-chip businesses? There is also a panel from Perkins Eastman, dedicated to describing how a world-class international business has successfully completed the ‘Diversity journey’, with lots of tips for how other businesses can follow suit, in the most practical way. Another new aspect we’ve addressed this year is a premium discussion about the role of Mentoring. Mentoring can play October 2023

a powerful role in securing the progress of female executives through the ranks - and can substantially boost the confidence of employees from ethnic minorities. Yet how is Mentoring best put in place in order to effectively empower progress in the workplace? How much does it cost in terms of both time and corporate investment? Can it work across national boundaries, from office to office internationally? We’ll be looking at all these critical points and trying to give the optimum answers possible given the time allowed. All in all, this year promises to be the best and most comprehensive iteration of the event that we have staged so far - and the line-up of speakers and panelists is absolutely first-class (as you would rightly expect!). If ever there was an event that had at its core the ability and intention to lobby for change, this is it! See you all there!

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06 | On Topic

MOST POPULAR CONSTRUCTION

US $1.1bn mixed-use development launched in Saudi Arabia The project will feature residential units, office space, retail outlets, hotels, schools and other facilities

INFRASTRUCTURE

Morgan Sindall completes road refurbishment project

PROPERTY

Sharjah Ruler inaugurates Phase One of Kalba project Community will feature 151 generously-proportioned homes and bespoke, landscaped amenities

CONSTRUCTION

MAG awards US $15mn piling contract

INFRASTRUCTURE

Maiden flight to Red Sea International Airport marks project milestone The airport now features a dedicated twice-weekly flight from Riyadh CONSTRUCTION

Facades contract awarded for Six Senses – Triple Bay PROPERTY

Omniyat purchases Marasi Bay Marina Luxury developer transitions from curating single project communities to master-planning entire site ENERGY

SUSTAINABILITY

Cemex opens new construction, demolition and excavation waste recycling facility Waste material will undergo advanced processing techniques, to be largely repurposed as recycled building materials

Delivering a Vision – The Knowledge, REGISTER NOW Engineering, Technology and nuances 29 November 2023 transforming the Kingdom Rosh Rayhaan by Rotana, Riyadh

meconstructionnews.com

Arevon Energy appoints Bechtel to build 190MW solar project

FLEET

Smart gates to trap trucks trying to flaunt new UAE vehicle weight laws

October 2023

8 | On Topic

October 2023

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On Topic | 9

Six trends transforming project management for Saudi Arabia’s construction sector Real estate insight by Maroun Deeb, Head of Project & Development Services, KSA & Bahrain, JLL

he real estate development sector is a key driver of economic diversification and growth in the Middle East (MENA). Despite global economic uncertainties, countries such as the Kingdom of Saudi Arabia, the United Arab Emirates and Egypt are seeing unprecedented growth in mega- and giga-projects. The spotlight has been on the Saudi Arabian construction sector since the meconstructionnews.com

announcement of Vision 2030 in 2016 - one of the world’s most ambitious projects. According to JLL’s recent KSA Construction Market Intelligence report, 2022 saw a record-high value of project awards estimated at $57 billion. Meanwhile, MEED Projects forecast the total value of projects awarded in KSA between 2021 and 2025 to reach $569 billion, more than 35% of the entire MENA region. However, the construction sector continues to face pressure of inflated prices and capacities attributed to headwinds led by global economic volatility. Supply chain disruptions and shipping freight price hikes appear to have settled over the last year. Yet, skilled labour demand and price fluctuations remain a global concern within the construction sector. October 2023

10 | On Topic

Now more than ever, embracing new ways to manage projects is crucial to maximising delivery efficiencies for successful outcomes. While clients and projects may vary, they generally share a common goal - to complete the task on time, within budget and to the required quality as a minimum. Here are six project management trends I see for project success in today’s ever more complex environment: 1. ACCELERATION OF TECHNOLOGY ADOPTION

The construction industry has remained largely unchanged for centuries, with few productivity enhancements since the invention of the crane. However, the need for improvement has been dramatically realized and accelerated during the COVID-19 pandemic. This has brought the industry to an inflection point, resulting in a rapid increase in the adoption of AI and automation solutions for project management. With the increased use of robotics and automation, there is a greater focus on sustainability and safety, improved collaboration and communication, as well as the use of predictive analytics, are also becoming more prevalent. As a result, project managers in the construction industry will need to adapt to stay ahead of the curve. In JLL’s “The State of Construction Tech 2020” report, four categories were identified as having a “high impact” on construction technology: digital collaboration, scanning, safety/wearables, and Building Information Modelling/ Computer-Aided Design (BIM/CAD). In the Middle East, technology adoption within the real estate development industry has significantly increased post-pandemic. Scanning technologies and digital surveying tools are being used to feed back into digital models for real-time tracking of construction progress. Integrated Integrated Facility Management (IFM), Building Management Systems (BMS), and Internet of Things October 2023

(IoT) solutions, as well as understanding the data from intelligent building systems, are also becoming commonplace. The adoption of technology to plan, execute, and control all aspects of a project enhances communication with team members, clients, and stakeholders. It helps keep track of the project budget and schedule, and provides more accurate and reliable data. This enables project managers to make quicker and betterinformed decisions, minimizing risks and ensuring successful delivery. 2. GREATER EMPHASIS ON CHANGE MANAGEMENT

With ongoing global macroeconomic challenges affecting organisations everywhere, it is becoming increasingly important for project managers to proactively adapt to changes and rapidly modify strategies in the face of disruption to deliver projects successfully. This requires real-time data to make swift and

more accurate decisions, feedback from team members and regular review and assessment of the change management performance to identify gaps or areas of improvement. 3. INCLUSION OF HYBRID PROJECT MANAGEMENT APPROACH

As no two projects are alike, there is no ‘one size fits all’ approach to project management. This has resulted in a growing adoption of hybrid project management combining different methodologies – typically the combination of traditional critical path or waterfall and agile methods - for increased flexibility in driving project success. The hybrid approach can also include the combination of different project management strategies. Team members from multiple backgrounds, different views and working styles can drive more stability, engagement and efficiency. It is no longer about sticking to one methodology but bringing specific meconstructionnews.com

On Topic | 11

Project management in KSA has recently seen a transition from relative orthodox procedures to a range of more innovative and challenging project protocols.

However, all of the above approaches demand a high level of trust among all parties involved. 6. GROWING ATTENTION ON PMO VALUE

attributes together and finding an optimal combination of methods for each project to better respond to changing market conditions at different stages of the project lifecycle. 4. IMPACT OF EMOTIONAL INTELLIGENCE AND SOFT SKILLS

As project management involves managing people, emotional intelligence is essential to lead projects to success. Traditionally, emphasis was on analytical and technical skills, but the rise in project management software has increasingly replaced it. Project managers’ focus is now shifting more towards the ability to connect and empathise with others to manage project teams and stakeholders effectively. Soft skills such as good communication, conflict resolution, negotiation, team building, time management, and the ability to make optimal decisions play a central role within a project team. meconstructionnews.com

5. INTRODUCTION OF HYBRID PROCUREMENT

With increasing costs and supply chains facing increased pressure, hybrid procurement, such as client/delivery partnerships, is being implemented to maintain and control the cost of giga projects. Hybrid procurement combines nimble and decentralised purchasing with centralised compliance and oversight, aiming to optimise value and efficiency in a transaction. There are other procurement routes that should be explored, such as the Early Contractor Involvement (ECI) procurement method. ECI allows for a better assessment of constructability and provides a higher opportunity to select innovative methods for project delivery at an early stage, before final decisions are made. Additionally, routes like Public-Private Partnerships (PPP) should be carefully reviewed, assessed, and considered on a case-by-case basis.

Project Management Office (PMO) is critical in complex market conditions and times of uncertainty. It can help organisations navigate turbulent situations where fast-paced decisionmaking is crucial. In addition to supporting, monitoring and controlling project management, one of PMO’s critical functions is to ensure that a project aligns with the organisation’s long-term goals and that the organisation’s activities always add value. The trend over the fast couple of years was for many organizations to adopt an interim PMO while building their inhouse capabilities which can be successful if we make sure we capture and share lessons leardned and best practice tools while we continue evolving our systems and the we embrace technology. In summary, the combination of higher levels of construction, technological advancements and new ways to manage projects provides the opportunity to transform the project management industry globally and especially in KSA as it delivers a range of giga projects underpinning the Kingdom’s 2030 Vision. Saudi Arabia is emerging as a global leader and shaping its future through the construction industry and transformative projects, with the potential to export local learning overseas to an extent never seen before. The next few years will be an exciting time for project managers willing to adapt and embrace the rapid pace of change. October 2023

12 | Meet Perkins Eastman

Would you say there is a distinctive

Tarek Farid, Managing Principal of the Dubai studio, Perkins Eastman.

Perkins Eastman style, or design ‘motif’? Is there a ‘signature’ style of project - a particular scale, or preference for residential or commercial?

irst things first, Tarek. Can you summarise how the company has evolved

internationally

and

the

motivation for setting up an office here in Dubai?

“Well, it all began in 1981 when Brad Perkins and Mary-Jean Eastman cofounded the firm in New York, and the modern brand was born. Even then, there were very strong ties with the Middle East. Brad had close connections with Lebanon at that time, with master-planning work on the celebrated American University of Lebanon. The reality was that in a region where there was a good deal of disturbance, Brad and Mary-Jean had the tenacity to do the jobs that nobody else would like to do! ‘The company started to grow and bought a number of smaller, affiliate companies that then really brought value to Perkins Eastman. Since then, the growth hasn’t stopped: we now have more than 1,100 architects, designers, and other talents. “We have different studios for different areas of expertise, so there are hubs of excellence with studios for key specialisations - for example, for the major business verticals like healthcare, senior living, higher education, urban planning, hospitality, and so on. “This distribution of offices is part of the co-founders’ vision, which is very ambitious - the idea is to be wherever there is an opportunity to excel and expand successfully.” October 2023

“Yes, there is. Our core value is ‘human by design.’ We value this statement very much. We design for people; we respect their culture and their environment. So, we select only those projects that add value - and our intention here is to always bring something very different to the market. “There is a distinctive local style here and our practice of respecting people and adding value is terrifically important. In the UAE we understand the culture, and this is much more important than any sense of imposing what we do, or randomly introducing some ‘in-house’ style. “Of course, we try to be contemporary, and we look at the current needs of the community, the values of the existing architecture, and also the sustainability aspect. For example, this mix is very important in our work in Saudi Arabia. As part of the project tenders there, KSA is now enforcing that architects should respect the culture and select an appropriate use of materials, and so on. “It’s fair to say that design regionally hasn’t become homogenous as yet: that means it’s vital to understand this culture, and if you do, you can operate very successfully in this new era of construction.” We hear a good deal about the new style of generative design programme, like Midjourney and DALL-E. To what extent are your projects now using these tools? Do you see them as challenging the role of architectural firms in the near future?

“You can look at this from a number of different perspectives. Firstly, there is the perspective that when we do the research on a project, we strive to understand exactly what the client needs, what the

“Our growth hasn’t stopped” What are the ‘touchstone’ factors and dynamics driving Perkins Eastman, an architectural practice that has grown from its single-office origins in 1981 to a major international presence with more than 1,100 practitioners? To find the answers, who better to speak to than Tarek Farid, Managing Principal of the Dubai studio, who has spent a decade driving the firm’s intensive regional development… meconstructionnews.com

Meet Perkins Eastman | 13

October 2023

14 | Meet Perkins Eastman

demographic context will be and what the issues are to avoid. Once you have that deeper level of knowledge, you can apply these modern tools very successfully; but you do need that context for their use. They can’t replace the creativity of our designers, however, they can provide a good and quite detailed projection from those base values that you’ve carefully put in place. “There is another perspective, too. These tools give you an immense ability to create theoretical works of art, and these can of course be a small part of the overall design process. So, you better understand the start and finish points properly if you want to find the right context for all this new-found creativity. The more you can understand the issues and constraints of the project, the more you can plug-in these new design tools and prevent them from being too random. But again, as you can see, they can add value - but they can’t as yet replace the traditional craft and skills that people go to an architect for.” What are the key trends that we are seeing currently in UAE real estate design and function?

“No doubt about it, there is some segmentation going on here in the market, particularly in terms of the unit mix we see in the residential area. Demographics really do drive that mix. So, when it comes to apartments, here you see a lot of studios and one bedrooms, as opposed to two and three bedrooms. There are some developments of small single unit villas, but these are largely created specifically under the various government sponsorship initiatives for Emiratis. All of which reflects the fact that there are such high numbers of single people here, or young couples who as yet have only small families. “Another factor here in the GCC is the focus on amenities: even in mid-market developments, we see features such as a high-quality pool, a spa, a well-equipped gym, etc. These are often to a much higher standard than in other countries - in other October 2023

We design for people; we respect their culture and their environment. So, we select only those projects that add value and our intention here is to always bring something very different to the market”

regions, it would be unthinkable to find mid-market blocks investing in these lifestyle elements.” We

know

from

your

work

Washington, DC, for example, that you are very much concerned with preserving context and historical integrity: is this typically a feature across all your portfolio?

“A good example of this is our work in Saudi, where preserving contextual integrity is a prime objective. In KSA, for instance, we’ve been participating in many competitions: one of the big ones is for a large development in Medina. In this, we’re trying to preserve the feeling of Medina in general, but there are also some guidelines asking us to respond to meconstructionnews.com

Meet Perkins Eastman | 15

Tarek's journey in the Middle East began in 1981 and his raft of in-depth experience has served the firm's growth in good stead.

the integrity of the traditional culture. That doesn’t mean that we need to create a historical building as such, but rather, that we should respond accurately to the culture and background there. For example, this means using only a certain percentage of glazing and respecting the environment around the famous Medina mosque, and so on.” Is there a distinctive Perkins Eastman ‘culture’, and a certain feel to office

we’ve put a lot of effort into creating the internal mechanisms that drive that experience, that equality. “For example, we have a lot of internal committees that enhance the working experience specifically for young architects. Here, they can be exposed to more than one line of thinking; they are exposed to many voices, to many talented people across the company as a whole. We have a mentorship programme, and this is driven by a representative in each office, who ensures that everyone has selected their mentor and feels comfortable with that choice. In fact, our people can select a mentor from anywhere in the company; if you are here in Dubai, you can equally well reach out to a potential mentor in New York or Ecuador. “We also have good flexibility if someone wants to have the experience of working in another office; we have a strong track record of people moving from the USA to China, to Dubai, and so on, depending on the workload, their experience and what they are looking for. But the great thing is that wherever you go, you will find the same environment, the same programmes, the same software tools - it’s all very much connected, and it feels that way. “One more thing I would add. We are also very down to earth: anyone can reach out to the CEO and discuss matters that are important to them. That accessible style is a real trademark of the Perkins Eastman outlook.”

life?

“Of course. If you come to the Dubai office, or go to the New York office where things all began, you will find exactly the same environment. It’s a friendly, open environment that provides equal opportunity for everybody in the studio; meconstructionnews.com

How do you see the ‘next steps’ in growing your Dubai presence?

“During the next decade, a real focus for us is to have more expansion in the Middle East. At present, Dubai is our only office here, but we are working in Egypt,

Kuwait and KSA, and ultimately, we’d like to expand our physical presence too. “In terms of the style of expansion we have in mind, we would like to build more communities and do a good deal more urban design work. We would also like to do more healthcare projects, aligning with what is clearly a real growth sector across the GCC. All in all, though, we aim to expand our strength in depth across most verticals in this market; and having said that, the culmination of the plan would of course be comprehensive, urban master planning, which involves putting all the other elements together very strongly and coherently.” Can you tell us a little more about yourself,

your

commitment

architecture, your ‘backstory’?

“Where can I start? I began as a design architect with KEO International Consultants in Kuwait in 1981; they also had a lot of work in Egypt, Oman and Bahrain - and this gave me very strong regional experience, which has since proved invaluable. Then, I moved to a project management company with a lot of work in Egypt, which became my new home. At that time, I was responsible for Egypt and the whole of North Africa, working with large projects in Morocco, Tunisia, Sudan, and so on. “Armed with this background, I came here to the UAE in 2005, and had some strong development experience with Damac, before joining Perkins Eastman in 2013. “I’ve learned that everything comes around, and that no experience is wasted. Right now, for example, Perkins Eastman is very active in Egypt - we work closely with Emaar there - and of course, my background and work experience there has proven to be very important. I hope that, similarly, there will be many more ‘next steps’ here in the region, where my work with Perkins Eastman can further benefit from the last three decades of immensely enjoyable project exposure.” October 2023

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18 | Meet Perkins Eastman

October 2023

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Meet Perkins Eastman | 19

“A Window to the World” From designing a hotel in Monrovia, Liberia, to being at the helm of the touchstone Washington, DC, office, Barbara Mullenex shares insights on the Perkins Eastman portfolio and the brand’s standing as a top-tier firm…

arbara, for how long now has Perkins Eastman been in DC? Do you see this office as in some way determining the character of the brand as a whole?

“Perkins Eastman has been in Washington, DC, for more than 30 years now. In terms of the strength and character of this office, the fact is, we have so many different practice areas here, representing such a wide range of work; and we started this office with 40 people and now have 140! What’s more, we’ve built some of the most iconic buildings in the District and beyond - and this positions Perkins Eastman in Washington, DC, as a top-tier international firm reflecting the brand as a whole.”

“Our mantra is ‘Human by Design,’ so we always start with context - what is special, what is unique, what is memorable. We are deeply interested in the public realm. What is the quality and character of the spaces between the buildings and how does that affect how people use or cannot use that public realm? We are focused on sustainability. The most sustainable thing you can do is reuse a building by reinventing it to serve a modern use. We are building places where people will thrive - live, work, learn, play, and heal. We honour historic integrity and try to reimagine the unique characteristics to extend a building, neighborhood, or city’s life into the future.” Does a significant presence in DC open the door to closer liaison with Government - and perhaps with the public sector?

“The Federal government and the District of Columbia are both owners of significant real estate in Washington, DC.

We know from your work in DC that Perkins Eastman is very much concerned with preserving context and historical integrity: is this typically a feature across all your portfolio? meconstructionnews.com

Barbara Mullenex, Managing Principal of the Washington, DC studio, Perkins Eastman.

October 2023

20 | Meet Perkins Eastman

It’s important to have the ability to be near the Federal government to have access to decision makers. In terms of the District of Columbia, Perkins Eastman DC is a certified business enterprise in the City, signifying our commitment to the civic life of the community. We’re trying to carve out a role for local businesses. Even though we’re an international firm, we take our responsibility as residents and citizens of DC seriously. It’s our home, it’s important to us, we want to be actively engaged in the civic discourse around architecture and public space.” Would you say there is a distinctive Perkins Eastman style, or design ‘motif’? Is there a ‘signature’ style of project a particular scale, or preference for residential or commercial?

“Again, I refer to our ethos of ‘Human by Design.’ We design projects of all scales. We have a strong multifamily portfolio, commercial, K-12, health care, and senior living portfolios - plus much more - but no matter what the project is, our goal is to make architecture that will have a positive impact on the people that use the buildings and spaces we design.” We hear a good deal about the new style of generative design programme, like Midjourney and DALL-E. To what extent are your projects now using these tools? Do you see them as challenging the role of architectural firms in the near future?

“We have a design technology group that is always looking at new technologies and how to best use them for our clients. We use new technologies judiciously. Those who say every innovation is going to take our jobs away is like saying you’re not going to need English majors because we have AI. The good thing about AI is it generates ideas quickly, which is fundamental to how we approach design. We might wonder, for example, what’s the best shape of that building? And AI can provide a variety of possibilities. We can consider options and details from the biggest to the most minute. October 2023

With all the emphasis on sustainability and climate change, I think the generative tools just give us more options faster, but ultimately, we as humans must decide which are the best ideas.” Are there key trends that you are seeing emerge in the United States across real estate design and function? Are these driving trends globally?

“The biggest trends - sustainability and climate change - are driving design decisions from Florida to the Maldives. Every coastal area is under threat. In the US, the post-Covid situation with our urban centres is one we’re dealing with in every city. In Tokyo, everybody’s back to work, but in many cities, office buildings downtown stand significantly underutilised.” Tell us something about your team in Washington, DC: is it very multicultural, for example? How would you describe your commitment to ED&I initiatives across the varied workforce?

“We have worked extremely hard to build a multicultural team and a pipeline for multicultural leadership. There are only 500 Black licensed women architects in the US, and we’re committed to changing that number. Perkins Eastman has been a pioneer in this and Mary-Jean Eastman, who co-founded Perkins Eastman more than 40 years ago, has led the way. Even today, less than 20 percent of architecture firms have women at the helm. But enrollment in architecture schools is 50/50 (fifty/fifty). We have a very active DE&I group with a firmwide DE&I newsletter. In DC, we have a DE&I cohort, a Black affinity group, and 12 different languages spoken in our studio. “Washington is a very multicultural city and we try to mirror our city and look like the city we live in. Perkins Eastman has a designated People Culture Manager, who is an excellent listener and is focused on issues that impact our staff. The US is built on immigration, and we celebrate our diversity.”

How do you see the ‘next steps’ in growing your DC presence?

“My 10-year goal was to make Perkins Eastman one of the top three firms in the region and I think we are. We’ve been building a platform that can support 140 people year after year. Next, we’ll reach out to a larger platform in the mid-Atlantic region. We’ll also share lessons learned in our office with other, newer Perkins Eastman offices, like some on the West Coast. We’ll share the good steps and the bad ones.” Can you tell us a little more about yourself,

your

commitment

architecture, your ‘backstory’?

“I’m a girl from West Virginia who ended up here. I started architecture school because I was creative and good at math, so it felt like a good fit. Architecture has proven to be a very engaging profession. I see and meet so many different people and see and design many different building types. No two days in a row are the same. On Monday, for example, I was at Howard University, one of the most important Historically Black Colleges and Universities in the US, and on Tuesday, I was at Gallaudet University, a world-class university for deaf and hard-of-hearing students. I’ve had opportunities I would never have had in another field. “I once designed a hotel in Monrovia, Liberia, right after the civil war, when the country had been destroyed. This was part of the Clinton Initiative. There was nothing left in Liberia. No lumberyard. No water. No electricity. No one even knew if we had 220- or 110-volt electric power. You couldn’t buy a thing. We built the hotel of SIPs (Structural Insulated Panels). We went to China and bought everything from paving to sheets, and countertops to toilet fixtures - everything for the hotel. We got to see the ceremony of the elders transferring the land rights to the project. Architecture has provided a wonderful window to the world for a curious person like me. It even provided the chance to visit our Dubai office!” meconstructionnews.com

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22 | On Site

THE FUTURE OF URBAN INFRASTRUCTURE Continuing our look at the development of key urban communities and how they will be developed into the smart cities of tomorrow, Paul Godfrey spoke to City Monitor, to discover where the key growth hubs actually are - and the reasons why they are set to attract powerful tranches of investment… October 2023

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October 2023

24 | On Site

CHONGQING, CHINA

Chongqing in inland China had a population in 2021 of approximately 16.5 million people. According to the World Population Review, by 2035 this number will have risen to 20.5 million. The city has been an important centre of China’s military activity, and also has a reputation for being an R&D centre of excellence. It is also a manufacturing base, specialising in automotive, iron and steel production, mining and agriculture.

irst things first. According to the United Nations, the fastest-growing cities in the world are concentrated in the emerging nations of Africa and Asia. In other words, as these cities grow ever-faster, they will not only overtake the traditional megahubs in the Americas, Europe and Japan in terms of pure size, but completely decentre our understanding of the cultures and demographics most likely to drive urban development. Growing cities are attractive to investors and consultants alike for many reasons. The opportunities they offer include a large (and often highly affordable) workforce, a vast customer base - and perhaps most importantly of all, a municipal government that’s fully aware of the need to support all this growth with new housing, new mixeduse developments and more and better infrastructure projects. Just to clarify: what we are measuring here is the number of new people appearing in the city per hour. In this respect, the UN World Urbanisation Prospects considers Delhi, Shanghai, Dhaka, Kinshasa, Chongqing, Lahore, Bangalore, Lagos, Cairo and Beijing to be the ten fastest-growing cities between 2015 and 2020. Here is some more detail on each of them. October 2023

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On Site | 25 SHANGHAI, CHINA

The population of Shanghai‘s municipality stood at 24.9 million people in 2020, making it the biggest city in China and one of the largest in the world. Shanghai’s port is the busiest in the world by container traffic, and the city’s importance to global trade looks unlikely to diminish in the foreseeable future. According to the World Population Review, by 2035 the municipality’s population will have grown to almost 35 million.

KINSHASA, DRC

The capital city of the Democratic Republic of the Congo (DRC), Kinshasa stands on the Congo river just opposite the capital of the Republic of the Congo, Brazzaville. It has a population of about 15 million (as of 2020) and combined, the neighbouring capitals have close to 20 million inhabitants. According to the World Population Review, Kinshasa will grow to house almost 27 million people by 2035. The DRC is one of the largest, but also one of the poorest, countries in the world. It holds vast quantities of rare earths such as cobalt, but worries about corruption, human rights issues and political and social unrest mean its potential is some way off being realised when it comes to attracting foreign investment.

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DELHI, INDIA

Delhi, incorporating the Indian capital of New Delhi, sits in the north of India and has a metropolitan population of approximately 30 million people (2020 figures). According to the World Population Review, by 2035 the population will have reached 36.1 million. Issues such as air pollution continue to blight Delhi, but the city remains a big draw for both tourists - who visit attractions such as the Red Fort and the Qutab Minar - and investors, who are particularly attracted to its strengths in services, IT and real estate. October 2023

26 | On Site

BANGALORE, INDIA

Bangalore, officially known as Bengaluru, is located in the state of Karnataka in southern India. In 2021, it had a population of just under 13 million, and by 2035 the World Population Review predicts that this figure will have risen to more than 18 million. Bangalore established an international reputation for business process outsourcing and other shared services, given its large, educated workforce. It is now frequently referred to as ‘the Silicon Valley of India’ given its excellence in a wide variety of tech specialities.

DHAKA, BANGLADESH

LAHORE, PAKISTAN

Lahore sits in the east of Pakistan, close to the border with India, and in 2021 had an estimated population of just over 13 million. By 2035, the World Population Review expects this number to grow to more than 19 million. Lahore is a Unesco City of Literature and also houses many of Pakistan’s leading universities. It is also a tourism hub, with the Walled City and famous mosques attracting millions of visitors every year. Lahore’s economy had been based around manufacturing, but in the 21st century has become better known in investment circles for its thriving services industry. October 2023

Dhaka is the capital city of Bangladesh, itself the eighth-most populous country in the world, and one of the most densely populated. The number of people living in Dhaka stood at 20 million in 2020, and the World Population Review predicts this number will rise to 31.2 million by 2035. As with the rest of Bangladesh, Dhaka is a global hub for the textiles industry, as well as being highly regarded for its pharmaceuticals and ceramics expertise.

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On Site | 27 CAIRO, EGYPT

The largest city in North Africa, Cairo has a rich history and is one of Egypt’s many tourism hubs. In 2021, its population was more than 21 million, and this figure is set to grow to 28.5 million by 2035, according to the World Population Review, meaning Cairo retains its position as the largest city on the African continent. Beyond Cairo’s rich cultural and historic offerings, it has one of the busiest metro systems in the world, it houses many of Egypt’s governmental institutions and offices, and it is globally renowned for its expertise in automobile manufacturing.

LAGOS, NIGERIA

Lagos may no longer be Nigeria’s capital city (it was replaced by Abuja in 1991), but it is the country’s largest urban area, and the second largest in the whole of Africa. In 2021, its population stood at almost 15 million, but by 2035 it will have close to 25 million inhabitants, according to the World Population Review. Lagos hosts one of the biggest ports in Africa and it is also a major financial centre on the continent. The city is also an African hub for information and communications technology, and one of the most culturally rich locations on the continent.

BEIJING, CHINA

Beijing is the capital city of China and hosts many of the country’s administrative departments. It had a population of almost 21 million in 2021, and the World Population Review states that this figure will rise to more than 25 million by 2035. Beijing hosts the headquarters of most of China’s large state-owned companies and is the city that contains the most Fortune 500 companies in the world. Its 91 universities - some of which are classed among the best in the Asia-Pacific region - mean that businesses operating in the city have a strong conveyor belt of talent. Its economy is dominated by the services sector, although a city of Beijing’s size has myriad strengths in fields such as IT, manufacturing, R&D and real estate. meconstructionnews.com

October 2023

28 | Metaverse

INSIDE THE METAVERSE ARCHITECTURE BIENNALE How familiar with the possibilities and the technologies of the Metaverse are you? Here, Drew Gilbert, Design Manager, OBMI, walks us through the ‘Metaverse Architecture Biennale 2023’ - and discusses the concepts within two of the pavilions that OBMI have themselves created… that blends both contemporary and forthcoming aspects of architecture in this virtual landscape. THE ‘METAVERSE METROPOLIS’

n the midst of the rapid transformation taking place in the digital realm, the Metaverse Architecture Biennale 2023 has been designed to herald this fresh era - where architecture and design transcend the limitations of the physical world and bring shape and creative form to virtual space. This groundbreaking event (which has as its theme 'The Presence of the Future’), invites a global audience on a journey October 2023

Visitors to the Biennale can enjoy two groundbreaking Metaverse pavilions, both crafted by OBMI. These pavilions are all about pushing boundaries and changing general perceptions about space. They are designed not merely to celebrate place, people, and identity but also to serve as strong landmarks of Metaverse innovation. They are both designed by Drew Gilbert, Design Manager at OBMI. EMBRACING ‘METAMODERNISM’ AND WHY IT’S A PARADIGM SHIFT IN ARCHITECTURE

In an age where our world embraces digital technology as the primary conduit for mass communication and indeed,

for architectural boundary-pushing, a new term has emerged to summarise the paradigm shift: Metamodernism. This paradigm shift goes beyond aesthetics and ventures into uncharted territories of architectural expression. So, allied with this, the Metaverse Architecture Biennale serves as a pioneering platform, pushing the boundaries of what is conceivable in virtual architecture, allowing architects and designers to redefine spatial experiences and challenge traditional norms. Beyond the Biennale, OBMI always strives to be at the forefront of Metaverse exploration, forging a path towards a future where innovation can actually become (quite literally!) limitless. We’re committed to pioneering the next wave of architectural advancement by harnessing the power of the Metaverse to redefine how we conceive, design, and experience spaces. Our initiative is not just about staying ahead; it's about setting the pace for the entire industry. WHAT’S THE TECHNOLOGY BEING USED TO DO THIS?

The pavilions embrace Web3 and the decentralised Blockchain network of the Metaverse to redefine luxury in virtual architecture, a dual narrative of architectural innovation and self-unveiling is embraced through OBMI Metaverse pavilions. Attendees will have the opportunity to teleport between platforms, exploring virtual pavilions, engaging in interactive exhibits, and connecting with a global community of creators. In fact, the inaugural event featured cultural and entertainment attractions, including opening and closing ceremonies, lectures and public talks, an Architecture Carnival, and other events. The lecture programme is promising a one-of-akind lineup of design and Web3 industry leaders, architects, and innovators With the Metaverse estimated to be worth $5 trillion by 2030, it’s potentially the biggest new growth opportunity for several sectors in the coming decade. These include consumer digital real meconstructionnews.com

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estate, retail, financial services, technology, manufacturing, and healthcare. The Biennale brought together top creators worldwide to manifest the significance of architecture and design in the Metaverse.

Pushing the boundaries of virtual reality: is this remarkable pavilion a reality or part of an AI dimension?

THE BIENNALE MANIFESTO: ‘PRESENCE OF THE FUTURE’

The first Metaverse Architecture Biennale (MAB) is bringing together top architects worldwide to manifest the significance of architecture and design in shaping Web 3 and the Metaverse. The title ‘Presence of the Future’ was chosen for the first Metaverse Architecture Biennale not just because it reflects the current situation, but also because it pays homage to the first Venice Architecture

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The future of the Metaverse and architecture promises a revolutionary transformation of our digital and physical landscapes”

Biennale, which was named "Presence of the Past. The 1980 Biennale, directed by Paolo Portoghesi, was a significant global event that brought together renowned architects such as Gehry, Hollein, Koolhaas, Venturi, Scott Brown, and Rossi. Their presentations and essays celebrated postmodernism as the dominant architectural style at the time. Today, our worldview and design tools have evolved, with digital technology being the primary medium for creating a new language and culture. Postmodernism has been replaced by a new term called Metamodernism. The "Presence of the Future" exhibit aims to showcase architecture's ability to reshape modern life in virtual spaces.

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This exhibit brings architecture's lifechanging power to the Metaverse, setting a positive direction for digital real-estate development. As the inaugural event, "Presence of the Future" took place on 21st September, 2023. This inclusive experience is open to anyone, is completely free, and draws inspiration from iconic events like the Venice Biennale. It is expected to become the biggest architectural immersive online event with more than 60 expositions, on two leading Metaverse platforms, Decentraland and W3rlds. With over 50,000 expected visitors, from professionals to enthusiasts, dozens of installations, and a selection of tech and design industry leaders, this event aspires to become a global platform for fostering discourse on the Metaverse and digital architecture and showcasing best practices. OBMI METAVERSE PAVILION IN ‘DECENTRALAND’

‘Absence and Presence’ is a pioneering Metaverse pavilion that challenges architectural norms by creating a captivating space where reality and the October 2023

One of the key factors of AI creativity in the Metaverse is that it can project tactile, immersive experiences.

These pavilions are all about pushing boundaries and changing general perceptions about space. They are designed not merely to celebrate place, people, and identity but also to serve as strong landmarks of Metaverse innovation”

virtual world blend seamlessly. The pavilion features a striking absence of traditional structure, with voids that intrigue and surprise. At the core of the pavilion is an integrated levitating platform that symbolises the fusion of physical and virtual elements. This pavilion embodies the Metaverse's potential for architects to create innovative and immersive experiences, inviting visitors to question conventional architecture. ‘Absence and Presence’ is an exhilarating exploration of possibilities, where innovation and imagination harmonise to create a seamless blend of the real and the virtual, inviting you to step into a new dimension of architectural thought and execution. The Metaverse is fast becoming a frontier where architects and designers alike are pushing the limits of creativity and innovation, and where architecture transcends the confines of the physical world, opening up boundless possibilities for reimagining space and form. The Metaverse offers architects a blank canvas to experiment, a space where the boundaries of reality can be stretched and bent to create entirely new paradigms of design. As "Absence and Presence" meconstructionnews.com

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beckons you to explore this new dimension of architectural wonder, it's an invitation to embrace the profound synergy between innovation and imagination. Here, the lines between the real and the virtual blur, enriching our world with innovative, immersive, and extraordinary experiences. OBMI METAVERSE PAVILION IN W3RLDS

environments, designers can bring their concepts to life, enabling stakeholders to explore and interact with 3D models in real time. This not only enhances the design process but also facilitates more effective communication among project teams. The Metaverse empowers architects and designers to explore and implement sustainable design principles more effectively. Simulations can assess a

building's energy efficiency, environmental impact, and overall sustainability, allowing for more eco-conscious decisions. As the Metaverse expands, it's poised to become a thriving ecosystem that not only redefines the way we interact with digital spaces but also reshapes our economies, highlighting its profound value in the future of architecture and the broader digital world.

‘Luminal Conflux’ is a boundary-defying Metaverse pavilion that invites visitors on a transformative exploration. The pavilion's levitating black obsidian volume defies gravity, creating a contrast against the backdrop of the Metaverse's landscapes. Positioned beneath this suspended volume, a slender gap hovers just above the reflective pool, acting as a portal into a realm where the laws of gravity seem to lose their grip, immersing visitors in a sensation of weightlessness. This symbolic transition mirrors the metamorphosis experienced in the Metaverse itself - a transformation from the known and traditional to the uncharted and avant-garde. LOOKING AHEAD

The future of the Metaverse and architecture promises a revolutionary transformation of our digital and physical landscapes, driving unprecedented innovation and creativity at the intersection of these two disciplines. Architects and designers are increasingly harnessing the Metaverse as a dynamic canvas, where the limitations of traditional architecture have evolved, and imagination can truly know no bounds. The Metaverse also holds immense economic potential, with the emergence of digital real estate markets capable of personal and institutional ownership. Virtual properties, spaces, and experiences are becoming coveted assets, spawning new opportunities for investment and entrepreneurship. In reality, the Metaverse is set to become the ultimate design and visualisation platform for architects and construction professionals. Through immersive virtual meconstructionnews.com

October 2023

32 | ED&I

WHAT IS DIVERSITY, EQUITY, AND INCLUSION? With the ED&I: Women in Construction Summit taking place on 31st October, Middle East Consultant showcases this definitive review of ED&I in the workplace from one of the world’s leading ‘magic circle’ consultancies, McKinsey & Company…

iversity, equity, and inclusion are three closely linked values held by many organisations that are working to be supportive of different groups of individuals, including people of different races, ethnicities, religions, abilities, genders, and sexual orientations. Variety, as they say, is the spice of life. If diversity is another word for variety, how can it enhance or flavour the world, or indeed, the workplace? Diversity - through the lenses of race, October 2023

ethnicity, ability, gender, neurodiversity, and beyond - can help to strengthen organisations, as studies have shown time and again. Quite simply, diversity, equity, and inclusion (DEI) is used to describe three values that many organisations today strive to embody to help meet the needs of people from all walks of life. While concepts such as biodiversity are important offshoots of the core idea of diversity, this article focuses on diversity, equity, and inclusion in business and society rather than in other contexts. Companies that are diverse, equitable, and inclusive are better able to respond to challenges, win top talent, and meet the needs of different customer bases. With DEI in mind, companies are considering how to better support employees. Over the past few years, many organisations have taken strides to build diversity, equity, and inclusion into their policies and hiring practices.

WHAT ARE THE DIFFERENCES BETWEEN DIVERSITY, EQUITY, AND INCLUSION?

Diversity, equity, and inclusion are often grouped together because they are interconnected and it is only in combination that their true impact emerges. Some organisations include related concepts, such as belonging, in their DEI strategies. But all of these terms are also easily misunderstood. It’s important to grasp the individual meanings and implications of each of these terms: Diversity refers to who is represented in the workforce. Some examples of diversity in workplaces include: • Gender diversity: What makes up the composition of men, women, and nonbinary people in a given population? • Age diversity: Are people in a group from mostly one generation, or is there a mix of ages? • Ethnic diversity: Do people in a group share common national or cultural traditions, or do they represent different backgrounds? • Physical ability and neurodiversity: Are the perspectives of people with disabilities, whether apparent or not, accounted for? These are a few of the most common examples, but what is considered diverse can range widely. Nobel Prize winner Richard Thaler touches on this in an interview with McKinsey on debiasing the corporation. “There’s lots of talk about diversity these days,” says Thaler. “We tend to think about that in terms of things like racial diversity and gender diversity and ethnic diversity. Those things are all important. But it’s also important to have diversity in how people think.” Equity refers to fair treatment for all people, so that the norms, practices, and policies in place ensure identity is not

How close is your own organisation to achieving a workplace and teams model which is properly ethnically and gender diverse?

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34 | ED&I

The days are long gone when there was debate as to the commercial, strategic and operational values of DEI; numerous studies now show the hard facts of increased revenue, market share and stakeholder rewards.

predictive of opportunities or workplace outcomes. Equity differs from equality in a subtle but important way. While equality assumes that all people should be treated the same, equity takes into consideration a person’s unique circumstances, adjusting treatment accordingly so that the end result is equal. In an episode of the McKinsey Talks Talent podcast on the inclusive workplace, McKinsey senior partner and talent expert Bill Schaninger offers a view on the implications of equity when sourcing talent: “There’s a real difference between equal and equitable. Suppose we said, ‘All interns are created equal. We pay them nothing.’ The people who can afford an entire summer without getting paid are likely already coming from a position of privilege.” Inclusion refers to how the workforce experiences the workplace and the degree to which organisations embrace all employees and enable them to make meaningful contributions. Companies that are intent on recruiting a diverse workforce must also strive to develop a sufficiently inclusive culture, such that all employees feel their voices will be heard - critical if organisations want to retain their talent and unlock the power of their diverse workforce. WHY IS DIVERSITY IN THE WORKPLACE IMPORTANT?

A series of three McKinsey reports shows the impact of diverse workplaces: Why diversity matters (2015), Delivering through diversity (2018), and Diversity wins: How inclusion matters (2020). The latest findings draw from a data set that encompasses 15 countries and more than 1,000 large companies, as well as research on employee sentiment, and the results show a correlative relationship between business performance and diversity. It’s worth noting that greater access to talent and increased employee engagement contribute to this performance effect. The October 2023

business case for diversity is robust, and the relationship between diversity on executive teams and the likelihood of financial outperformance has gotten stronger over time. And the results have been replicated in further research, for instance, in Latin America and Central Europe. Some of the key findings from the latest Diversity wins report include the following: • Most employees support diversity, with overall sentiment on diversity 52 percent positive and 31 percent negative. • There are clear correlations between diversity and business performance. Analysis of 2019 data shows that companies in the top quartile for gender diversity within executive teams were 25 percent more likely than companies in the fourth quartile to have above-average profitability (up from 21 percent in 2017 and 15 percent in 2014). • The greater the representation of gender diversity, the higher the likelihood of outperformance. For instance, companies where more than 30 percent of the executives are women were more likely to outperform companies where this percentage ranged from only 10 to 30. The most gender-diverse companies see a substantial differential likelihood of outperformance - 48 percent - over the least gender-diverse companies. • The business case for ethnic and cultural diversity is also strong: in 2019, companies in the top quartile bested those in the fourth quartile by 36 percent in profitability. Notably, the likelihood of outperformance continues to be higher for diversity in ethnicity than in gender. • Progress in building diverse workforces remains stubbornly slow. • Despite employees’ support of diversity, there are high levels of negative sentiment on inclusion - namely, equality, openness, and belonging - particularly around equality and fairness of opportunity. Even during a crisis, when leaders might be tempted to shelve DEI efforts to ensure the company’s financial survival, there is value to prioritising diversity, equity, and inclusion. In the words of McKinsey’s Bryan

Hancock from McKinsey Talks Talent: “D&I is good business. It doesn’t have to be at the expense of financial outcomes. . . . This isn’t an issue where leaders can say, ‘We can’t do diversity right now, because we’re under a lot of pressure.’ Diversity is one of the things you’ve got to be mindful of in every context.” WHAT OTHER BENEFITS CAN ORGANISATIONS REALISE FROM INCLUSION AND DIVERSITY?

In addition to profitability, there are five key domains in which inclusion and diversity can significantly affect an organisation’s overall performance: 1. Winning talent: Organisations that monitor the demographic profile of their workforces are better able to retain top performers while making sure that diverse talent isn’t lost. 2. Improving the quality of decision making: Diversity brings multiple perspectives to the table during times when enhanced problem-solving skills and vision are needed. 3. Increasing customer insight and innovation: Diverse teams are typically more innovative and better at anticipating shifts. meconstructionnews.com

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4. Driving employee motivation and satisfaction: Research in Latin America showed that companies that are committed to diversity are 75 percent more likely to report a pro-teamwork culture. 5. Improving a company’s global image and licence to operate: Companies that can maintain or increase their focus on inclusion and diversity during crises are poised to avoid consequences such as struggling to attract talent or losing customers and government support. HOW CAN ORGANISATIONS FOSTER AN INCLUSIVE WORKPLACE?

For companies looking to bolster inclusion and step up their DEI efforts more broadly, five areas of action stand out: • Ensure that diverse talent is well represented. • Strengthen leadership accountability and capabilities. • Be fair and transparent, enabling equality of opportunity. • Promote openness and tackle microaggressions, bias, and discrimination. • Foster belonging through unequivocal support for all the ways diversity manifests. meconstructionnews.com

A McKinsey survey about inclusion at work and how to address organisational barriers to it offers unique insight at a more granular level. The research finds that respondents of all backgrounds encounter barriers to feeling included - and that women, respondents who are ethnic and racial minorities, all encounter additional challenges. A few key data points from the survey add nuance about the lived experiences of employees in workplaces, inclusive and otherwise: • Employee engagement is strongly linked with a sense of inclusion. Those who feel very included are more likely than others to say they feel excited by and committed to their organisations. • Nearly 40 percent of respondents say they have turned down or chosen not to pursue a job because of a perceived lack of inclusion at the organisation. • Over a third of respondents say their organisations don’t put enough effort into creating a diverse, inclusive environment (while only 6 percent say too much is being done). • A resounding 84 percent of respondents say they have experienced microaggressions at work. More than

one in four say they have needed to correct others’ assumptions about their personal lives, for example. High levels of respondents have experienced everyday slights rooted in bias, such as not receiving credit for their ideas, being asked to speak as a representative for a group of people like themselves, or being coached to communicate in a way that feels inauthentic. • Among respondents who identified as racial or ethnic minorities, 40 percent of those who indicated they have discussed identity-related issues at work in the preceding month say they have felt at least slightly uncomfortable in those situations. To serve these workers better, organisations can pay attention to four main factors associated with employees’ inclusion: 1. Diverse, inclusive leadership: The presence of diverse leaders at an organisation, as well as an organisation’s focus on inclusive leadership, are correlated with individuals feeling more included. 2. Meritocracy and initiatives to increase fairness in performance evaluations: A meritocratic company culture is strongly associated with a sense of inclusion. 3. Sponsorship: Respondents who say colleagues at their organisation have gone out of their way to create professionaladvancement opportunities for them are also more likely than others to feel a strong sense of inclusion. 4. Substantive access to senior leaders: More than half of all respondents say that meaningful interactions with senior leaders have aided their career advancement. In summary, diversity issues cut through an organisation’s DNA: they are not an addon or an upgrade, but part and parcel of how a business not only solves its challenges, but actually frames them and evaluates them in the first place. Sceptics beware: there is an abundance of hard evidence to demonstrate that the company which invests in diversity will reap stronger and more rapidly-accelerating financial returns and be better-placed to reap the rewards of being innovative, agile and more attractive to the market and prospective equity partners. October 2023

36 | On Site

irstly, what is fireproofing? The entire purpose of fireproofing is to extend the time an item can be exposed to fire before it fails. In construction, this is generally referred to as passive fireprotection, as it does not extinguish the fire but rather, prevents failure. Typically this is done by applying a

fireproofing material to structural members, which will dramatically alter their susceptibility to fire and its effects. Note that while the term fireproofing may seem to imply that an item cannot burn or fail, this is actually not the case. In reality, no building material or system is completely fireproof. All physical structures and components have limits and can be irreparably damaged by fire. A more proper term would be ‘fire resistant’ as any style of treatment can only protect the structure for a prescribed period of time. There are in reality a myriad different materials and methods of fireproofing, but all the proven systems follow the same basic principle. A product is used to separate the item from the fire, which will insulate and delay the transfer of heat.

UNDERSTANDING FIREPROOFING While it is usually fires in tall or high-rise towers that attract attention here in the GCC, fire remains - on average - the greatest single threat to any size or style of building. It is particularly prevalent in warehouse and storage facilities where there has been insufficient attention to the inflammatory potential of the goods being stored, or basic regulations (like anti-smoking policies) haven’t been followed. Middle East Consultant spoke to USA-based Ocean Fireproofing about some of the key fire-retardant essentials… October 2023

This can be achieved in different ways - but the basic principle always stays the same. Fireproofing a structure is an effective way of preserving structural integrity for a period of time during a fire. This is important as it allows people a chance to escape and gives firefighters the ability to safely enter the structure and provide fire rescue services. It also means that fire damage may not be catastrophic, or necessitate complete demolition and rebuilding. WHEN IS FIREPROOFING REQUIRED?

Fireproofing is required in order to ensure a structure or a part of a structure will not fail for a period of time during a major fire. National and regional building codes will determine what fire-rating is required for a given structure. The given fire rating is referred to as an ‘hourly’ rating, which literally designates how long the member can withstand the effects of fire. This is typically either one, two, three, and occasionally a four-hour fire-rating. The required rating usually depends on the construction type and style of use what fire specialists call the ‘use group’. There will often be more than one use group in a structure. In these instances, a separation between uses may be required with a fire rating higher than the rest of the structure. In order to take a proactive approach to fireproofing, the most obvious structural criteria is that buildings may be designed and constructed with fire resistancerated walls, floors and ceilings. Most nations’ Building Codes insist, therefore, that a design must be provided showing all components of a given assembly and the provided rating. When all details of a design are followed, the assembly as a whole is to be considered fire-rated. This is often referred to as a ‘fire-rated assembly’. However, a thorough understanding of the relevant building code is needed in order to determine the fire ratings needed for the project. These are typically identified and defined by the architect and can be found in the construction documents. meconstructionnews.com

FIREPROOFING STEEL

A common misunderstanding is that a building component needs to either combust or melt in order to fail. Therefore, you might wonder, when will this ever be needed on a steel structure? Isn’t steel non-combustible and able to withstand temperatures in excess of 2000°F? The simple answer is, the structural member doesn’t need to completely in order for a disaster to occur. When designing a building, the engineer will put in place enough steel to handle the intended load. When steel hits extreme temperatures, it weakens and loses some of its structural capacity. All that’s needed for a failure is for the steel to reach a point where it can no longer handle the intended load. meconstructionnews.com

Every building and structure has obvious elements that may not only be susceptible to fire, but actively encourage it.

When designing a project and specifying the fireproofing product, care must be taken to choose the most appropriate fireproofing techniques and materials”

While there are different methods to fire-rate a structure, steel construction is generally fire-rated with a fireproofing material. This will usually be achieved either by means of what is called cementitious (spray fireproofing) or by ‘intumescent’ fireproofing (more on these later). When designing a project and specifying the fireproofing product, care must be taken to choose the most appropriate fireproofing techniques and materials: these will be materials that comply with the code requirements of the structure getting rated. Aside from the required rating, there are variables in material capabilities and properties. The Building Code may also require materials with specific characteristics depending on building height and other October 2023

38 | On Site

factors. Additionally, not all materials are created equal - and the environment and location play a big part in choosing the correct product. Some situations may require materials with specific approvals and properties. SPRAY/CEMENTICIOUS FIREPROOFING

Cementitious fireproofing is often referred to as ‘spray applied fireproofing’ (or SFRM for short). This coating is either gypsum or portland cement-based and is the most common form of fireproofing. Fireproofing contractors will use specialty machinery to mix water and material. Then using compressed air, they atomise and sprayapply the fireproofing to the correct thickness for the required rating. When the cementitious material completely dries, it forms a barrier. This coating will act as an insulator and significantly delay

October 2023

Spraying fire-repellent coatings can be both quick and highly affordable.

While the term fireproofing may seem to imply that an item cannot burn or fail, this is actually not the case. In reality, no building material or system is completely fireproof”

heat transfer. In the event of a fire, this will protect the building structure from failure for the prescribed time. Not all cementitious fireproofing is equally effective, however, so you need to choose a product that is best-suited for the project as well as the environmental conditions that the building will encounter. Some fireproofing is more durable, while others are better suited for high-moisture areas. Some products are designed for conditioned spaces while others are tested for durability in freeze-thaw cycles. In addition to the above, cementitious fireproofing comes in different densities which are broken down into three categories: low, medium and high density. Higher density materials will have different properties then lower density materials. Higher density materials may be required by the Building Code depending on a variety of different factors.

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INTUMESCENT FIREPROOFING

Intumescent fireproofing (IFRM) is a fire-resistant coating that is designed to protect structural elements during a fire. When exposed to extreme heat, the material will expand to 25 times its original thickness and then char, creating a layer that can protect the structure for a period of time. While significantly more expensive than spray fireproofing, intumescent coating can provide a beautiful finish and allow key structural components to remain exposed - becoming iconic design elements. It might also be necessary to use intumescent fireproofing where there are environmental considerations (e.g., in heavy industry settings), or space restraints. Having said this, great care must be taken when selecting Intumescent coatings as not all products on the market are totally effective and proven - and also, depending on the situation, some are better-suited than others.

This is because while the thickness given in the design is good for the structural member used in the test, different sizes of steel have variable thermal capacities - so they may require more or less material to achieve the same rating. These equations take into consideration the weight and size of the steel member and equate for the higher or lower thermal capacity. Typically, the contractor then provides the architect with submittals and supporting documents. The submittals

show what fireproofing material will be used, where and at what thickness. The architect will then review the documents to confirm that the thickness is correct for the given design and hourly rating. Once the fireproofing is applied, a third-party inspector (holding the necessary industry accreditations) will typically be called to inspect. The inspector will review the approved submittals and confirm that the material was installed as designed. Together, these steps - some basic, some requiring significant mathematical formula (in the case of the W/D and A/P calculations) - are fundamental in ensuring the key parameters of building safety. For the developer and consultant, they can make all the difference between decades of cost-effective operation and a catastrophic financial loss.

One of the crucial elements is ensuring that fireproofing quality and thickness is fit for purpose.

CALCULATING FIREPROOFING THICKNESS

When it comes to fireproofing thickness, what is called a ‘UL’ design is typically followed for a given assembly or structural member. The design will provide a thickness and is aligned with the hourly rating it achieves. Fireproofing contractors will then use equations such as ‘W/D’ or ‘A/P’ in order to add or subtract fireproofing for variable steel sizes. meconstructionnews.com

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Sean Doherty, Head of Program and Project Management Middle East & Africa, Project & Development Services, JLL, proposes that game-changing construction strategies are necessary for delivering today’s extraordinary raft of giga-projects

October 2023

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Giga Projects | 41

BUILDING A LEGACY:

MATCHING SAUDI’S VISIONARY GIGA-PROJECTS WITH INNOVATION IN CONSTRUCTION meconstructionnews.com

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42 | Giga Projects

audi Arabia's visionary giga projects represent unprecedented scale and complexity. From building megacities to tourist destinations, the construction requirements surpass any previous development worldwide. These projects demand a paradigm shift from traditional construction practices and require innovative approaches to design, procurement, management and execution. Amongst other things, Saudi Vision 2030, spearheaded by Crown Prince Mohammed bin Salman, demands unimaginable timelines and trailblazing

October 2023

quality for its giga real estate projects, such as NEOM, The Red Sea, Diriyah Gate, King Salman Park, Qiddiya, SEVEN and ROSHN. These projects will transform the physical and economic landscape of Saudi Arabia. To facilitate these projects, the construction industry must lead with innovation and adopt new ways of working. Over the last two decades, there has been little change in how construction projects in the MENA region are delivered traditionally, based on predictable experiences and tools. However, the everincreasing size and complexity of projects in Saudi Arabia today are challenging the status quo. The construction industry’s response to this challenge will be critical for the success of these projects. In a recent research by Harvard Business Review, of 16,000 major projects “only 8.5% of them were delivered on time and on budget, while a nearly invisible 0.5% of projects were completed on time and

on budget and produced the expected benefits”. Therefore, there is significant room for improvement. As Einstein wisely stated, "We cannot solve our problems with the same thinking we used when we created them." It becomes evident that visionary projects demand an equally visionary delivery strategy. To ensure the success of these projects, the industry must adopt a forward-looking and rejuvenated approach, embracing innovative and transformative thinking. It is through this evolved mindset that we can navigate the complexities and challenges of visionary endeavors and achieve remarkable outcomes.

First things first: AI mapping of footfall and usage is a key part of all Giga project planning.

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ALLIANCE CONTRACTING: A COLLABORATIVE APPROACH TO SHARING ACCOUNTABILITY AND RISKS

Traditionally, project management is linear, with predictable sequences – ideation, planning, execution, monitoring and closing. This waterfall approach follows a preplanned set of stages, assuming the project requirements remain fixed, but budget and timelines can change. Contractors are appointed only after the designing process, which limits their input in constructability, cost efficiency and project sequencing. This approach often leads to higher costs, design changes and delays, impacting overall project outcomes. Alliance contracting is a new approach gaining traction in delivering large, complex infrastructure projects, particularly in the UK and Australia. Alliance contracts involve a fundamental shift of the owner/ meconstructionnews.com

From one extreme to another. Here we see the transition and depiction of what is arguably the greatest civil engineering project ever undertaken.

To ensure the success of these projects, the industry must adopt a forward-looking and rejuvenated approach, embracing innovative and transformative thinking”

contractor relationship, bringing the two parties together collaboratively at a much earlier stage. The approach can help the industry tap into the expertise of contractors to analyse constructability, supply chain, experience and incorporate construction principles from the beginning of the project. This dynamic relationship encourages an integrated project team to commit to achieving jointly agreed-upon targets, with collective decision-making and shared risk among all stakeholders. THE ECI MODEL: SEEKING EARLY SUPPORT

Unlike Alliance Contracting, ECI (Early Contracting Involvement) focuses on engaging the contractor early in the project to provide input during the design and planning phases. ECI allows the contractor to collaborate with the project team from the outset. The contractor's October 2023

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expertise is utilised to identify potential issues, analyze constructability, and offer cost-effective solutions. ECI is typically implemented through a traditional contractual arrangement, where the contractor provides advice and feedback to the project team, but the final decisionmaking authority remains with the client.

Sean Doherty, Head of Program and Project Management Middle East & Africa, Project & Development Services, JLL.

WAY FORWARD

TECHNOLOGY: BOOSTING THE CONSTRUCTION INDUSTRY IN SAUDI

The construction industry also needs a more vigorous use of technology to ensure quality and timeliness, particularly in large-scale projects. Recent developments in Artificial Intelligence and machine learning offer the potential to reshape the industry environment. The visionary approach that the giga projects of the Kingdom of Saudi Arabia (KSA) demand makes it an ideal market for a digital transformation of the industry to one involving much more than Building Information Management (BIM) systems and Digital Twinning. Off-site manufacturing (prefabrication/ modular construction) and other emerging technologies can accelerate construction timelines, improve quality

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control, reduce waste and enhance sustainability. Moreover, with Saudi’s young population – 65% under 30 years old with a high appetite for technology, apparent from the usage percentage of digital gaming (58% of the young population), this presents an opportunity to merge the ability of tech-savvy young Saudi nationals to transform the construction industry and, in turn, helping them learn and upskill themselves and enabling knowledge transfer work efficiently both ways.

Saudi Arabia's Vision 2030 outlines an ambitious plan to transform the country's economy and society. At the core of this vision lies the development of giga projects, which aim to establish Saudi Arabia as a global hub for business, leisure, and tourism. These giga projects also mark a significant milestone in the construction industry, which must adopt game-changing strategies, thinking out of the box to deliver projects at a scale never done before. This unprecedented scale and complexity is a massive opportunity for the construction industry to adapt and innovate. Soon, Saudi Arabia will have the capability to transfer a wealth of knowledge regarding advanced construction techniques, positioning itself as an exporter of next-generation innovations and advancements in real estate project management.

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