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For the construction specialist
King of the Hill Imad Ghantous on growing Hill’s international business and its value to clients ON TOPIC
Construction’s changing digital landscape
IN PRACTICE
ZHA’s Tariq Khayyat speaks about Aljada’s Central Hub
ON SITE
Women in Construction profile: Merehan Kika
ISSUE 051
September 2018 Publication licensed by Dubai Production City A product of Big Project Middle East
© 2018 LACASA Architects & Engineering Consultants All Rights Reserved
Sr. Project Manager I’m Zakhour Haddad and I am a
www.lacasa.ae
Change your opinions, keep your principles In an ever-growing construction industry, one must keep an open mind to unorthodox methods, while stressing key foundations and core values.
Zakhour Haddad Sr. Project Manager
LACASA is committed to providing quality-driven designs within a multidisciplinary environment. Established in 2006, the firm has grown significantly over the past eleven years. Today, LACASA boasts a diverse portfolio encompassing all types of developments and across the entire MENA region. While it is said that perfection doesn’t exist, we believe that perfecting design can be achieved by cultivating extraordinary talent.
CONTENTS
On topic InduSTRy VIEWS fROM acROSS ThE MIddLE EaST
06
07
10
12
07 anaLySIS
Core shines a light on the performance of Abu Dhabi’s commercial sector in H1 of this year 10 anaLySIS
Cavendish Maxwell’s Manika Dhama takes a look at how the capital’s residential and hospitality sector fared in Q2 12 nEWS
David Clifton joins AECOM; Dubai Design District (D3) launches ‘Design for Good’ initiative
In practice
C
anaLySIS, InSIghTS and InTERVIEWS
M
Y
CM
18 InTERVIEW
MY
Jason Saundalkar talks to Hill International’s Imad Ghantous about his new role, as well as identifying and expanding into markets that show the most business potential 24 InTERVIEW
CY
CMY
K
16
18
24
28
32
36
We talk to Zaha Hadid Architects’ Tariq Khayyat about the design and eventual delivery of Aljada’s Central Hub 28 caSESTudy
Drees & Sommer’s Stephan Degenhart discusses the revitalisation of the ProVita International Medical Centre in Khalifa City with Middle East Consultant
On site caSE STudIES, OPInIOnS and SnaPShOTS
32 PROfILE
Middle East Consultant talks to EDGE’s Merehan Kika about her influences, career and gender diversity in the construction industry 40 ThE Back PagE
Parsons’ Hamid Iravani says that autonomous vehicles are only part of the solution to addressing congestion in cities 2 SEPTEMBER 2018
WELCOME
Group EDITOR’S NOTE
The Benefit of In-Country Hires Last month, I had an interesting chat with Imad Ghantous, about his role and plans for Hill International going forward. We covered a lot of ground over the course of the interview (read it on page 18), but one thing in particular stood out in my mind, the transfer of knowledge and skills within the construction industry. As construction professionals work on projects through their respective firms, they acquire new experience, knowledge and skills. The issue is, if they move to other companies, other markets or if they leave the industry completely, a lot of the experience they’ve acquired tends to go with them. This is perhaps a bigger issue in the Middle East compared to anywhere else in the world, as construction firms tend to bring in a fair amount of talent from other markets to start with. It’s then a given that, at some point, the person will want or have to go back to their home market. Of course, as I said earlier, they could also move to another firm or leave the industry entirely. The movement of talent is, generally speaking, unavoidable and is exacerbated during times of economic strife and challenging market conditions, particularly if the professional in question is a specialist. While some construction firms actively try to address and mitigate the loss of experience and skills via programmes and initiatives that give professionals the opportunity to learn from experienced mentors etc., I reckon the approach that will ultimately pay the most dividends is in-country hiring. This is already a focus for certain companies in line with government mandates to employ citizens, and while it can be challenging, it is the most logical way to retain knowledge and skills. In recruiting locally, it’s less likely the professional in question will leave the country, meaning companies only have to deal with their talent wanting to move to other firms or industries. In both cases, it is possible to either recruit the person back at a later date or entice them to stay, whereas moving countries is a larger, life decision for those that aren’t citizens.
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ON TOPIC
MOST POPULAR
REAdERS’ COMMENTS
FEATUREd
CONSULTANT
CONSTRUCTiON diSPUTE TiMES FALL TO LOwEST SiNCE 2011 bUT vALUES SOAR 38%
Yousef Al Mulla to take over as DSI Group CEO as firm announces Q2 losses
It was great to read in the headline that construction dispute times are falling to their lowest (quickest?) since the turn of the decade but more worrisome
CONSTRUCTiON
to hear that: “On a
Two men killed during maintenance of industrial furnace in Jebel Ali
less positive note, the average value of disputes increased over the last year, rising to
Feature: Art of Living Mall – The Consultant’s Role
$91 million. This was due to a small number of high-value disputes and a flow of ‘mid value’ final account claims.” It
CONSULTANT
is sad we’re still seeing
Dubai Properties energy initiative at Business Bay project to offset 1,450t of carbon dioxide
a small minority of big projects bringing the rest of us down, but I think this is mostly positive news for the industry. We all benefit when disputes are settled quickly particularly as the industry relies on
CONSTRUCTiON
cash flowing smoothly
UAE launches next phase of Al Badiya Bridge project
in the system and we’ve seen how difficult it can be when it doesn’t. Sad to hear that companies continue to repeat the same mistakes of the past. We’ve clearly still got some room for improvement
CONSTRUCTiON
Construction begins on European Maternity Hospital project in Khalifa City
6 SEPTEMBER 2018
Feature: Advancing low-carbon urban development in the UAE
as an industry! Name withheld by request
ON TOPIC
ANALYSIS
Commerce in the Capital Core highlights, trends and happenings in H1 in Abu Dhabi’s commercial sector
R
eal estate in Abu Dhabi continues to feel downward pressure across most sectors, due to the lingering impact of job losses and consolidation activity witnessed during 2016/2017. With VAT being introduced across the UAE, a marginal negative impact has been felt in Abu Dhabi’s retail sector, whereas other asset classes are yet to register a shift in dynamics. Rents are softening across the board, but the pace is starting to decelerate, with the grade A market displaying relative resilience. With oil prices witnessing sustained upward momentum and government spending on the rise, these positive forces are driving up overall economic sentiment. Although a clear turnaround is distant in the office and industrial sectors, we expect this deceleration to continue in the mid-term, followed by a gradual increase in demand as occupiers continue to consolidate and optimise current footprint.
Rising supply figures further amplify the weakening performance witnessed by the retail sector and create diverging performance trends between the resilient prime super regional malls and the underperforming regional and community malls. Office Market
The market has adjusted to redundancies and consolidations over the last two years and has reached equilibrium by stabilising at lower rental rates. Due to a gradual recovery in oil prices, we are starting to see a marginal uptick of downstream oil & gas occupiers expanding or upgrading units, while trading and construction sectors continue to be under pressure and are witnessing contractions in spatial requirements. International first phase expansions in the office sector continue to be limited. Most of the ongoing office leasing activity is led by occupiers, SEPTEMBER 2018 7
ON TOPIC
Abu Dhabi industrial area lease rates, AED/sqm/annum 2015
2016
2017
H1 2018
800 700 600 500 400 300 200 100 Airport Free Zone
Mussafah
ICAD
particularly those with a stronger performance track record despite the current downturn, upgrading to better premises by locking attractive mid- to long-term contracts. With landlords pushed to offer better terms in what is now a dominantly tenant-friendly market, rent-free periods, multiple check payments and contributions to fit-out are becoming increasingly common. Rents are forecast to remain under pressure across the board in 2018, while grade A assets are expected to be relatively resilient due to limited stock availability and sustained underlying demand. Elsewhere, we expect tenant migration (for reasons of either shifting to better premises or lowering operating expenditures) to cause rising vacancy levels and further rental drops. This has led grade B buildings and older office districts to continue witnessing deflationary pressures. Landlords who have not adjusted to these evolving market conditions by either adjusting headline rents, upgrading building premises or offering further floor divisions are facing a standoff and losing tenants to better built premises offering flexible terms. With government diversification measures starting to bear fruit, and subject to continued stability in oil prices, a potential economic recovery is expected to start in 2019. However, new spatial demand in the wake of this effect is predicted to be very gradual, as occupiers optimise existing office space and remain cautious towards expansions. Areas to Watch
Office: Al Maraya Island is likely to offer significant leasing potential due to Abu Dhabi Global Market anchoring growth in this upcoming grade A office district. Reem Island is also likely to see a marginal spike in office demand, as it gains momentum due to a variety of offerings coupled with its nearness to residential clusters, making it a preferred mixeduse district – albeit with commercial rents remaining under pressure. Industrial and Warehousing: Despite rising stock levels, this sector remains fundamental to Abu Dhabi’s diversification measures due to continued government spending and international interest, particularly 8 SEPTEMBER 2018
ICAD2
KIZAD
Al Markaz
Al Mufraq
with China’s Maritime Silk Road project. Recent investments, including Agility’s $22m investment in Mussafah and Honeywell’s light industrial facility in Eco Logistics Park, are likely to cause network effects and stimulate demand for supplier/feeder companies seeking to locate themselves in proximity to larger industrial premises. Industrial Market
Abu Dhabi’s industrial sector has witnessed a decline in rents over 2015-17, largely attributed to the 2015-16 fall in oil prices. Enquiries from oil & gas companies, previously a large share of total enquiries, unsurprisingly decreased significantly. Rents across all key industrial areas registered a decline of over 10% over this period with areas such as KIZAD, Abu Dhabi Airport Free Zone and Mussafah seeing rental declines of more than 16%. The supply of quality warehouse space in Abu Dhabi continued to increase between 2015 and 2017. KIZAD, for example, offers strong infrastructure and continues to invest in increasing its terminal capacity. Phase two of KIZAD Logistics Park was launched in 2016, adding
“Weak overall economic sentiment over the past two years, contractions in household incomes and limited discretionary spending have clearly impacted the emirate’s retail sector”
ON TOPIC
“Deflationary pressures in the hospitality sector are also negatively affecting the retail market, given that tourist expenditure has traditionally contributed a significant portion of Abu Dhabi’s overall retail spend” 105 units over 118,965sqm to the market after phase one achieved full occupancy. The Eco Logistics Park, launched by Masdar City, has also added approximately 10,916sqm GFA to the total supply of high-quality industrial units and offers customised build to suit opportunities. A purpose-built facility by Honeywell already occupies half of the total plot. An occupier sweet spot has emerged for properties offering flexible space, preferably warehouses with an option to have serviced offices (15-25sqm), enabling occupiers to test the market conditions and expand as they scale up operations.
Retail GLA in the capital is set to rise steadily over the next two years. Maryah Central, which is expected to add at least 785,000sqm to the total supply in the capital, is nearing completion. On the other hand, Reem Mall, which is currently projected to bring a GLA of approximately 270,000sqm, is likely to be delayed beyond the projected opening in 2020. Weak overall economic sentiment over the past two years, contractions in household incomes and limited discretionary spending have clearly impacted the emirate’s retail sector. Deflationary pressures in the hospitality sector are also negatively affecting the retail market, given that tourist expenditure has traditionally contributed a significant portion of Abu Dhabi’s overall retail spend. Although tourists from other growing markets in Asia such as India and China have partially offset the contraction, the strong dollar
continues to impact traditional source markets such as the UK, Europe and Russia and their expenditure levels. Despite overall weakness in the retail sector, prime and super regional malls appear to be more resilient than older regional and community malls. Many of those are finding it challenging to maintain occupancy levels, as retailers increasingly prefer to position themselves in newer and larger retail spaces, which draw higher footfall due to their overall appeal as leisure destinations. These underperforming older malls are expected to face further downward pressure on occupancy levels, footfall and rents as new retail space is handed over in the next three years. This is likely to lead to further divergence between rental rates for regional and community malls and prime and super regional malls, which already show a difference of almost $272/sqm on average. To avoid obsolescence, mall operators and asset managers of these older, weaker performing malls may look at proactive marketing strategies, optimising tenant mix while creating higher engagement with shoppers, in turn increasing footfall. Retailers in this softened market are carrying higher risk on the back of shrinking profit margins. To maintain occupancy levels and viability, mall operators may resort to easing tenancy terms in line with revenue generation (linking rents to tenant revenue). Re-strategising marketing initiatives with a higher focus on social media, branding and public outreach, taking into account the affordability and demographics of the catchment areas, is expected to have a positive impact on footfall.
Total gross leasable area, million sqm
Abu Dhabi office rental range H1 2018, AED/sqm/annum
Retail Market
3.5
2,500
3.0 2,000 2.5 1,500
Source: Core Savills Research
2.0
1.5
1,000
1.0 500 0.5
2014
2015
2016
2017
2018
2019
2020
Prime/ Grade A+
Grade A
Grade A in secondary areas
Grade B
SEPTEMBER 2018 9
ON TOPIC
ANALYSIS
Q2 Capital Focus Cavendish Maxwell’s Manika Dhama discusses how Abu Dhabi’s residential and hospitality sector performed in Q2
A
ccording to the Property Monitor Index, villa prices in Al Raha Gardens, Al Reef and Saadiyat Beach have declined by more than 2.5% over the last twelve months, while apartment prices have remained largely stable with 1.6% decline on average over the same period. Off-plan transactions continue to dominate market activity, which remains subdued overall. Buyers have shown a preference for the midlevel price segment and developers are responding with launches at starting prices of $136,000 and below. In the secondary market, the majority of sellers were ready to negotiate prices down in Q2 2018. Increased participation from a wider segment of buyers will be linked to job creation and enhanced business sentiment. The $13.6bn stimulus announced for Abu Dhabi in early June is a step in this direction, though the impact on the real estate market is yet to be seen. Since the beginning of the year, tenants have had increasing flexibility to either negotiate rents down during renewal or migrate between communities, as lower rents and increasing vacancy levels have made historically expensive locations accessible to a wider segment. 10 SEPTEMBER 2018
In May, the municipality fees increased from 3% to 5% for all premises, except for villas at 7.5%. This monthly charge paid as a percentage of the annual rental contract by tenants is expected to put further pressure on landlords trying to rent larger units, which have been affected by readjusted housing allowances and job losses among senior executives. Some landlords may reduce the overall rent or absorb this additional charge to attract tenants in an already constrained rental market. In Q2 2018, the majority of residential stock was handed over in Abu Dhabi Main Island and City of Lights development on Al Reem Island. As of June 2018, approximately 7,000 units are scheduled for handover for the second half of the year, though actual completions may vary. The key locations for upcoming supply in H2 2018 are Saadiyat, Yas Island and Al Reem Island, which have a total of over 3,700 units scheduled for completion this year. Hospitality Focus
Overall occupancy rates remained relatively stable in Abu Dhabi in 2017, showing good demand levels, according to the Department of Culture and Tourism – Abu Dhabi (DCT Abu Dhabi). However,
ON TOPIC
“Since the beginning of the year, tenants have had increasing flexibility to negotiate rents down, as increasing vacancy levels have made historically expensive locations accessible to a wider segment” this is not reflected within the achieved ADRs, which continued to slide into 2018. With fixed and variable costs bases, demand level plays a significant role in the performance of hospitality assets. The statistics are representative of a luxury positioned competitive set located in Abu Dhabi. All properties contained within the set are considered city hotels. The value of an asset is intrinsically linked to the profitability of the asset, thus particular attention needs to be paid to the operational performance of the market. Undistributed operating expenses include all expenses relating to property operation and maintenance, system costs, utilities, administrative and general, and sales and marketing. Undistributed operating expenses per available room (PAR) in the luxury properties set increased by 3.6%. Departmental profits, which include all revenue streams linked to rooms, food and beverage, spas and all other operating departments, declined by 10.4% per occupied room (POR). A combination of increased costs (primarily resulting from an increase in utility expenses) and a fall in revenue resulted in the Abu Dhabi luxury sector experiencing double-digit declines in profit levels. At the end of 2017, DCT Abu Dhabi reported a total hospitality inventory of 26,743. As of the end of Q2 2018, the total inventory had increased by 4%, to 27,826. Notable openings during 2018 include Saadiyat Rotana Resorts and Villas, Grand Hyatt Abu Dhabi Hotel and Residences Emirates Pearl.
Demand in the form of visitors and overnight guests staying in Abu Dhabi hotels totalled 4.29m in 2017. Hotels in Abu Dhabi continue to diversify their offerings to adapt to the change in guest demographics. Historically, Abu Dhabi hotels have been heavily reliant on the business sector, but the emirate has experienced a segment shift from business to leisure. Promotion in short-stay vacations and developments such as the Louvre and Yas Island have helped build Abu Dhabi’s profile as a leisure destination. Abu Dhabi has seen positive results, recording a 7.3% increase in guest numbers year-to-date. Total forecast supply includes all projects that have progressed to the planning phase. This represents an inventory increase of 19.4%, 5,317 rooms. However, approximately 72% of the total forecast supply is currently under construction and is expected to be completed by 2020. This represents an inventory increase of 12.5%, 3,486 rooms. Cavendish Maxwell forecasts that Abu Dhabi will continue to grow guest demand by 8%, 6% and 4% between 2018 and 2020 as hotels in the emirate continue to diversify their service offering. DCT Abu Dhabi data shows the current average length of stay is 2.6 days, with a double occupancy factor of 1.5. Double occupancy factor refers to the average number of guests per occupied room. Based on the anticipated supply and keeping the above figures constant, Abu Dhabi can expect the following average occupancies in 2020.
Abu Dhabi apartment rent performance, AED/annum Studio rent
1BR rent
2BR rent
12 month % change (Q2 2017 - Q2 2018)
-1.0
-2.0
-3.0
-4.0
-5.0
Al Ghadeer
Al Raha Beach
Al Reem Island
Saadiyat Residences 180,000
150,000
120,000
90,000
60,000
30,000
Source: Property Monitor
Al Reef Downtown
SEPTEMBER 2018 11
ON TOPIC
D3 launches ‘Design for Good’ project
David Clifton joins AECOM AECOM has appointed David Clifton to expand its existing client relationships and grow its market share in the region. The company’s Construction Services business offers a wide gamut of services such as construction management, construction supervision and programme management across sectors. Clifton previously worked at Faithful+Gould as regional development director. According to a statement from AECOM, he has more than 18 years (US, UK and Middle East) of experience and boasts a broad network of contacts and in-depth knowledge of the region’s macro-economic and construction economics trends. He also has first-hand experience in the delivery of large projects and has contributed to several industry improvements, including the development of PMOs, AECOM said. “This is a really exciting time to be in the industry due to the immense developments that are coming on stream and in the pipeline. I’m delighted to have joined AECOM, a company with global resources and depth of regional talent that can support clients to realise their dreams,” said Clifton. AECOM’s Construction Services Middle East portfolio includes Warner Bros. World, King Khalid International Airport, Mall of Oman and DAMAC Heights. 12 SEPTEMBER 2018
Dubai Design District (d3) has announced Design for Good, an initiative that aims to connect the design community through creative collaborations that promote social change in the UAE. Design for Good is based on three pillars: Design for Placemaking, Design for Sustainability and Design for Empowerment. The first pillar prioritises design solutions that encourage creativity and collaboration, while the second establishes that design solutions should maximise longterm economic, social and environmental value. The last pillar reiterates that solutions should empower people and challenge perceptions. Two projects will be rolled out in 2018. The first, The Mesh, will include a collaboration between the Fatima Bint Mohamed Bin Zayed Initiative (FBMI) and Emirati designer Roudha Al Shamsi. “Design offers solutions to any problem, and through the power of design we can ensure a positive impact on various communities. Collaboration has also proven to achieve greater creativity and improved solutions. Our decision at d3 to launch Design for Good is based on these fundamentals. We are confident such efforts will bring the local design community together to work towards the cause of supporting and encouraging social change,” explained Mohammad Saeed Al Shehhi, CEO of Dubai Design District.
ON TOPIC
Parsons appoints VP for Critical Infrastructure Protection
SNC-Lavalin wins $70m Meydan One contract SNC-Lavalin has announced that it has secured a contract to provide engineering and procurement services for three substations at Meydan One in Dubai. The $70m deal will see the firm undertake the full design and delivery of the 132/11-kV gas insulated switchgear (GIS) substations at Mahra, Jeyad and Forsan. It will also undertake the civil design and delivery of three twostorey buildings, all electrical equipment and electro-mechanical works within the real estate development. “We have considerable experience in delivering substations, with over 2,500 completed around the world over the last 100 years, and we’re proud to be using that experience to successfully and safely deliver this project. The Mahra, Jeyad and Forsan substations are a key part of this exciting development, helping to form the backbone of the electrical infrastructure that will address growth demand in the new Meydan One development,” said Marie-Claude Dumas, president (Clean Power) at SNC-Lavalin. According to a statement from SNC-Lavalin, its deliverables for the three substations include the design, procurement, installation and commissioning of the 132-kV and 11-kV switchgears, 132/11-kV 35/50 MVA transformers, shunt reactors, capacitors, earthing transformers, associated control and protections, and remote end integration. The substations are expected to be completed and energised by the end of 2019.
Parsons has appointed Dr Rida Hamza as VP for Business Development, Critical Infrastructure Protection. He is responsible for international growth and operational excellence in critical infrastructure protection and large-scale physical and cyber security project delivery. Hamza will focus on MEA markets, as well as other high-growth regions. “The need for cyber and physical security continues to increase, and Parsons provides full-spectrum security solutions to customers around the globe. We’re pleased to welcome Rida to our team,” said Carey Smith, Parsons’ federal president. Hamza holds both a Management of Technology MBA and a Ph.D. in Electrical Engineering from the University of Minnesota. He is an alumnus member of the Development of Technological Leadership Network at the University of Minnesota. “We are excited to welcome Rida on board. His valuable experience across all sales operational areas and execution strategies will expand Parsons’ ability to deliver information and critical infrastructure protection,” said Gary Adams, Parsons’ MEA president.
SEPTEMBER 2018 13
ON TOPIC
WSP to buy Louis Berger for $400m WSP is to acquire consultancy firm Louis Berger in a deal worth $400m. Through the deal, Louis Berger will add 5,000 people to WSP’s workforce, mainly in the US, and will grow the company’s reach in Spain, France, the Middle East and Latin America. The deal will be financed by an underwritten term loan from the Canadian Imperial Bank of Commerce (CIBC), the sole lead arranger and sole bookrunner. 70% of Louis Berger’s 2018 net revenues excluding disaster response revenues came from its US operations. Its portfolio includes landmarks such as the Lincoln Memorial Reflecting Pool, the Statue of Liberty, the George Washington Bridge and the World Trade Center. “We are pleased by the opportunity to have Louis Berger join WSP. The company is recognised for its expertise in sectors and services that WSP had targeted for growth. This acquisition will also enable us to increase our presence in geographies we have previously targeted for growth, such as continental Europe. Lastly, it will increase our exposure to the US federal sector, since Louis Berger has developed expertise in governmental contracts,” said WSP President and CEO Alexandre L’Heureux.
14 SEPTEMBER 2018
Dubai Municipality to preserve old buildings Dubai Municipality has issued a statement saying that it is working with several entities in a bid to preserve the heritage of the city. The municipal authority will focus its efforts on old buildings that date back to the 1960s and ‘70s. In line with the initiative, the municipal body recently organised meetings with the Ministry of Health and Prevention, Al Baraha Hospital, the Knowledge Fund Establishment, the Dubai Culture and Arts Authority and the World Trade Centre, the owners of the buildings that will be preserved. They were briefed on the municipality’s Modern Heritage initiative and the importance of this stage of the history of urban development in Dubai. Dubai Municipality also said many of the buildings are considered part of the memory of the city and contribute to the story of the development of the emirate towards modernity and global status. “We have readied a short list of buildings including Dubai World Trade Centre, Clock Tower, Al Baraha Hospital, Al Khuloud Nursery and Al Ras Library in the first stage,” explained Najib Mohammed Saleh, director of the Planning Department. Ahmed Mahmoud, director of the Architectural Heritage Department, added that many of the buildings still occupy major positions in the city and perform important functions: “The buildings have had a great impact on shaping the urban environment and crystallising the architectural character of the 1960s and 1970s of Dubai’s development.”
ON TOPIC
OPINION
01 Rob Phillpot is global vice president, Product Strategy, CEGBU Development at Oracle.
Construction’s Changing Digital Landscape in the ME Rob Phillpot discusses the uptake and benefits of technology in the construction industry with AECOM’s Prakash Senghani
01
W
ith the volume of construction output set to grow by 85% to $15.5tn by 2030, the engineering and construction (E&C) industry is pivotal to the world economy. According to a BMI Research report, the MEA construction market is expected to be worth $336bn by 2020, up from $235bn in 2016, net growth of 43%. Deloitte’s ‘GCC Powers of Construction’ 2017 report states there’s over $2tn worth of projects in the planning stages in GCC countries, with construction accounting for more than half the value. However, for an industry of such importance, the uptake of technology has regularly been criticised. Is that a fair assessment of the industry in the Middle East? Are there signs of a changing 16 SEPTEMBER 2018
digital landscape here, and how are companies in the region dealing with the five key challenges identified by the Global Industry Council report earlier this year? As a reminder, the five key challenges are: • Integration across the Ecosystem: Organisations are grappling with complex digital ecosystems that have multiple platforms creating and duplicating data • Rationalisation and Standardisation: Complex and non-standard processes and systems need to be rationalised • Building Digital Talent: Organisations not only lack teams of IT experts but also senior leaders who can lead the change, as well as a workforce that is digitally savvy • Securing Digital Adoption: Workforce apprehension arises from cultural and technical challenges and can slow IT adoption and value realisation • Establishing Value and ROI: Organisations find it difficult to measure and communicate the benefits gained from large digital investments AECOM, a member of the Global Industry Council, has consistently innovated, exemplified through its AECOM Teams initiative. It enables more efficient transformation by helping project teams plan for and implement the right tools, take
advantage of innovations and resources elsewhere in the organisation, improve data management by connecting to data lakes, and cultivate digital skills. Prakash Senghani, digital project delivery lead for AECOM, is based in the Middle East and has seen how the industry is trying to evolve. He says, “Although the industry still struggles with particular issues – late delivery of projects, cost overruns and adversarial contracting and disputes – we’re seeing positive movements towards digital transformation.” Senghani feels that as well as helping to tackle these issues, technology is already providing many benefits, including efficiencies from digitising paper-based processes. Removing the need to scan or copy multiple documents is not only time efficient but also saves paper. The time saving frees people to focus on value-added activities, which is the ROI of having a single frictionless platform. He goes on to suggest that having systems that can work together, as well as a consistent approach to data management, enables information to be easily stored and makes the quality of information indisputable. An unintended benefit is that having a digital twin improves the quality of work from staff because they realise everything is being captured, recorded and monitored. Integration
ON TOPIC
across the ecosystem, as well as rationalisation and standardisation, are being increasingly addressed in the region, he notes. “There’s an innovative culture here and the Middle East is leading in some key digital areas. The Dubai 3D Printing Strategy mandates that by 2030, at least 25% of every new building in Dubai will use 3D printing technology. Also, blockchain technology is being implemented by the Dubai government and is an area that Dubai is looking to lead in,” Senghani says. “We’re anticipating this will impact and shift over to the construction sector. We just need to identify the best use cases, but already in terms of security, we can see the value of removing third party to guarantee trust.” He cites developments in Saudi Arabia where cities such as Neom and Al Qiddiya provide a unique opportunity to embed digital from the beginning. “With all of this, though, we still see obstacles to digital transformation. Talent is
a challenge because it’s rare to find someone with a technology background who also understands construction,” he points out. “At AECOM, we’re bringing in people from the gaming industry and other tech industries to shape the digital skills we have. Additionally, we’re observing the way other industries such as manufacturing and finance have successfully adopted and embraced digital for the betterment of their respective fields.” The industry needs to encourage people from these backgrounds to see they have an opportunity in construction, and Senghani believes it’s going to take a concerted effort to invest in technology, eradicating the perception that technology is for every other industry but construction. “In the Middle East, implementing change can be tough because there are so many hoops to jump through. Construction is a heavily regulated industry and it can seem quite expensive to implement digital
transformation if you don’t look at the longterm value you receive. To some, it can feel like a leap of faith, because the benefits can seem intangible; this is because there are some benefits that are not easy to put a monetary value against. “But there’s definitely momentum. Businesses that have implemented digital transformation have encouraged adoption from the outset. A lot of this is down to communication. You need to define a plan and communicate this, so everyone knows what is happening and when but also ensures they understand why the change is important.” Overall, there are a lot of positives to take from what is happening in construction in the Middle East. Globally, it feels like we’re at a tipping point for digital transformation, and while it won’t be easy, successes in Dubai and Saudi Arabia will help to encourage this and perhaps change the mindset of those who feel it is too difficult and not worth it.
“You need to define a plan and communicate this to the business, so everyone knows what is happening and when but also ensures they understand why the change is important”
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18 SEPTEMBER 2018
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INTERVIEW
King of the Hill
Jason Saundalkar talks to Hill International’s Imad Ghantous about his new role and the markets that show the most potential ill International is a stalwart of the Middle East construction sector, with offices in the UAE, Saudi Arabia, Bahrain, Oman and Qatar. Given its talent pool, array of services and vast portfolio of projects, the firm has consistently won contracts across the region, and is now delivering two mega projects, the Dubai Creek Harbour and Riyadh Metro. Headquartered in Philadelphia, the company’s business is split into two segments, the Americas and International – the latter segment consisting of markets outside the Americas. In March of this year, the firm appointed industry veteran Imad B. Ghantous to the role of SVP of Strategy and Business Development International EMEA/APAC. “I cover the international sectors, which means I’m responsible for four regions: the Middle East, Far East, Europe and Africa. We have branch offices within each of those regions and each is responsible for managing a wide portfolio of projects. The fact that we are so diversified speaks to the success we’ve had in the past, the trust that our clients have in us and the quality we deliver,” Ghantous says. Ghantous first arrived in the UAE almost 15 years ago and has held senior positions in firms such as Bechtel, AECOM, Arcadis and Atkins. As part of his new role, he is responsible for identifying new business opportunities. “The question of which countries show the most potential for future business is an interesting one and is something we are looking at closely. We recently conducted a thorough and intensive exercise to help us formulate our strategy for the next five years. As part of the international region, the Middle East is one of the regions we looked at closely – we engaged several external analysts to help us chart the way forward, and what became extremely clear is that the most dominant economies are banded together,” he says. Ghantous believes that despite tepid current market conditions and strained budgets driven by depressed oil prices, Saudi Arabia and the UAE are “target rich” in terms of opportunities. He’s also confident that funding will be available to realise new projects in line with each
country’s ambition to diversify their economies and move away from their dependence on oil & gas. “We quickly came to the conclusion that the growth engine of the Middle East is Saudi Arabia. The country is evolving at an extraordinary pace, transitioning from an oil-based economy to one that is far more diverse and therefore sustainable. We’re aspiring to be involved in the reforms that have been mandated, from the creation of the NPMO to the implementation of the NPMO findings, processes and procedures, to bringing on board specialty firms that will create the PMOs for the country’s various ministries. The PMOs will enable those ministries to start delivering the projects that will take the economy from where it is now to where they want to go.” Ghantous also believes that the rapid pace of change in Saudi Arabia is something that may never be seen in other markets or countries. “All you have to do is look at the papers or the internet and you can see the speed at which the Kingdom is trying to migrate from one economy type to another. It’s unprecedented – we’ve not seen this before and probably will never see a repeat of this in the future. It’s extremely exciting to be part of such an amazing transformation where you’re literally creating a modern-day country. It’s exhilarating!”
“When you go and work in a foreign country, I think you should leave it a much better place than when you first arrived. It’s important to give them the ability and skills to manage their country and their own destiny” SEPTEMBER 2018 19
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01
01 Hill provided PM services on the King Abdullah Financial District in Riyadh, Saudi Arabia. 02 As programme manager, Hill is working closely with Emaar on Dubai Creek Harbour. 03 The firm provided PM services for the Sheikh Zayed Grand Mosque in Abu Dhabi. 04 Hill worked with Meraas on phase one of Dubai Parks.
Delving deeper into both Saudi Arabia and the UAE in terms of the types of opportunities that will be available in the coming years, Ghantous notes that the two markets are at very different stages in their development journey. “I think the UAE and particularly Dubai has been a very successful experiment. I came to Dubai about 14 years ago, so I’ve witnessed the city’s growth and seen the way Dubai evolved to where it is today. It’s an amazing journey of determination and vision, and I’m extremely appreciative of being a part of it. In Dubai, at the moment, it’s not so much about brick and mortar, it’s about the businesses it attracts and
20 SEPTEMBER 2018
the environment that the city creates. Dubai is already in a great place on the global platform because if you think about it, if a company or an individual has to move to the Middle East, Dubai will be at the top of the list of places to settle.” With regard to Saudi Arabia, Ghantous reckons both infrastructure and real estate will continue to be key drivers of the construction industry going forward. “If you look at Saudi Arabia, the country has been developing for many years, but by virtue of its geographic immensity, there’s still a lot to be done. The fact that the country is moving from an oil-based economy to one that is more diversified, and is also going through something of a cultural shift, suggests that the country’s 02 development is still very much a work in progress.” He continues, “If you think of the industries within the Kingdom, oil & gas is still very active obviously, but there are also other industries coming on board, and real estate is beginning to wake up as well. Real estate in the Kingdom is not necessarily a major driver at this point in time. There are obviously a lot of housing requirements and we are seeing some movement there, especially with affordable housing, which has traditionally had issues that need to be addressed.” “The good news is that there are now mechanisms in place to help the market move forward. To a large extent, I think Saudi Arabia’s main market is really aligning with the current push, which is to enable the various ministries to be able to deliver projects. In the past, the budget was there, and the projects were identified, however the problem was getting those ministries to deliver on those projects. Now they’re addressing that, enabling those ministries to make sure they can deliver.” Ghantous is also quick to point out that Saudi Arabia has been able to do so much in so little time
IN PRACTICE
“All you have to do is look at the papers or the internet and you can see the speed at which the Kingdom is trying to migrate from one economy type to another. It’s unprecedented – we’ve not seen this before and probably will never see a repeat of this in the future” because the country’s economic and political goals are fully aligned. He notes that while most Middle Eastern countries have a detailed strategic vision in place, the economic and political goals don’t always align, which is why some development takes time to move forward. Business Beyond the Middle East
Outside the Middle East, Hill maintains a healthy order book and is actively looking to build on its already enviable project list. “We’ve got a lot going on in Asia, we’re very active in India, Pakistan and Afghanistan. We also have things underway in China, Singapore and Vietnam, and we’re now looking at Hong Kong, Macau and Kuala Lumpur. We’re paying special attention to India in particular, because we believe India has a very bright future.”
In Europe, the company has interests spread across the continent and works with both the private and public sector in different markets. Ghantous explains, “We are in Spain, Germany, Switzerland, Italy, Greece, Poland and in the Balkans, we’re working in Bosnia, Albania, Romania. We’re also in Turkey and the CIS countries. In Western Europe, we tend to work more in the private sector because those are all mature economies, so the potential for big infrastructure work is not there – it’s already been developed. But in the Balkans, where infrastructure is in its infancy, there’s potential for huge projects that are mostly funded either by the EU or IFIs and other funds. The contractual terms and conditions tend to be more EU-like, so those markets are a lot more acceptable in terms of risk mitigation versus projects being funded by individuals or local governments.” 03
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“I came to Dubai about 14 years ago, so I’ve witnessed the city’s growth and seen the way Dubai evolved to where it is today. It’s an amazing journey of determination and vision, and I’m extremely appreciative of being a part of it” Speaking about risks and identifying future opportunities, Ghantous says Hill looks at several critical elements before doing business in a country. “We first make sure that there is a solid legal system in place, so we don’t have issues in terms of operating in that market. We also pay close attention to transparency, ease of repatriating funds, sourcing fees and that the business practices are in line with what we hold ourselves to. That’s very important.” As a provider of construction services, Ghantous believes that talent is at the heart of Hill’s business. The consultancy already has an 22 SEPTEMBER 2018
established base of global talent and is able to quickly mobilise staff and skills to tackle projects. That said, given the scale and potential for future business in markets like Saudi Arabia, Ghantous believes recruiting talent in-country is the way forward. While this has proven to be a challenge for some firms, Ghantous views in-Kingdom hiring as a matter of social responsibility and is committed to moving forward. “When you go and work in a foreign country, I think you should leave it a much better place than when you first arrived. You have to be responsible and pass along knowledge and information to the new generation of Saudi citizens. It’s important to give them the ability and skills to manage their country and their own destiny. We’re guardians and stewards of this information and skills, and it’s important to give back, because that’s the right thing to do.” Recruiting the best talent, providing the best services and staying on the cutting edge of technology are key elements of Hill’s long-term strategy. The firm doesn’t want to be just another provider of services; rather, its goal is to become a true asset to its customers in every market. “We’re constantly trying to improve the services we provide, whether it’s through the talent we hire or by using cutting-edge technology. We also want to make sure that we fully understand our clients, so that we can help them succeed in every endeavour that they are involved in, and that they come to us for help. Ultimately, we want to be in a position where we are our clients’ best asset, rather than just a regular service vendor that is indistinguishable from 20 other companies. We want to elevate our position and offer our clients the very best,” Ghantous concludes.
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IN PRACTICE
INTERVIEW
Of Design and Delivery Middle East Consultant talks to Zaha Hadid Architects’ Tariq Khayyat about the design and eventual delivery of Aljada’s Central Hub n September 2017, Sharjah developer ARADA announced its intent to build a $6.5bn mixed-use mega project in the emirate. The developer said Aljada will be a 2.2sqkm master planned urban district that will house as many as 70,000 residents when it is fully completed in 2025, with the first handovers expected to take place in 2019. Since making the original announcement, the developer has consistently appointed consultants and contractors to work on the project. Perhaps the most notable statement was made earlier this year, in March, when ARADA announced that phase one of the Aljada Central Hub will launch in Q4 of this year, and that the 176,516sqm Central Hub was designed by Zaha Hadid Architects (ZHA). According to the developer, ZHA was appointed to the project following a global competition. Speaking about the win, ZHA said its design boasts significant environmental considerations that align with ARADA’s goals of developing a vibrant and sustainable environment. Speaking about the thought process and design of the Central Hub, Tariq Khayyat, head of Region – Middle East at Zaha Hadid Architects, explains, “The Central Hub’s design is driven by the need to create an engaging civic space with strong ecological considerations for everyone in the Aljada community as well as all of Sharjah’s residents to enjoy. This vital public space should have its own architectural identity and offer a wide variety of programmes and amenities for visitors of all ages, and most importantly provide the environmental conditions that enable the community to enjoy the Central Hub throughout the year.” 24 SEPTEMBER 2018
IN PRACTICE
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“The Central Hub is a relatively large programme that must be fully integrated with the entire Aljada development. Planning and phasing the construction of its buildings to align with the entire development programme of Aljada will be critical�
SEPTEMBER 2018 25
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01 70,000 residents will call Aljada home once the mega project is completed. 02 Tariq Khayyat is head of Region – Middle East at Zaha Hadid Architects.
Of course, ZHA is no stranger to the region. The firm has over 30 years of experience and is said to be working on 16 projects through the Middle East. Within the UAE itself, the firm has delivered a number of projects including the Sheikh Zayed Bridge in Abu Dhabi and The Opus in Dubai’s Business Bay. At the end of 2017, the firm also completed the LEED Platinum-rated King Abdullah Petroleum 02 Studies and Research Centre. Since its founding in 1980, the firm and its late founder have made headlines for their eye-catching, eclectic and functional designs, and with the Central Hub, the firm called upon its vast experience and incorporated a number of elements. “We often explore the logic and coherence of nature’s systems when we are working to create environments. This research also includes geological formations that have been carved and eroded by the elements – evident in many of our previously completed projects. The fluid forms within the Central Hub evolved from geometries of natural landscapes that will aid the creation of a cooling microclimate at ground level. Our decades of research into the integration of interior and exterior, civic and private spaces have also been applied to the Central Hub’s design to create seamless connections with the surrounding Aljada community.” With Aljada, ARADA is committed to delivering an environment that encourages active lifestyles and is sustainable, and ZHA has incorporated those requirements into the design of the Central Hub. Khayyat explains, “Our primary focus was to create an inviting space that encourages outdoor activities and interaction. The formal
composition and compact zoning of the Central Hub’s various buildings has been calculated to enhance wind flows, and the extensive use of shading from trees and canopies will help to maximise shaded spaces for the comfort of visitors.” Impact of Technology
With regard to the design and delivery of the Central Hub, ZHA notes that the project is challenging for several reasons and points out that modern technology will play a significant role in its delivery. Khayyat comments, “The Central Hub is a relatively large programme that must be fully integrated with the entire Aljada development. Planning and phasing the construction of its buildings to align with the entire development programme of Aljada will be critical. “The complexity of the Central Hub’s geometries, the many interconnections required, the many different functions, the tight schedule and the worldwide locations of all the different teams that must collaborate seamlessly – providing solutions to all these aspects of the project’s delivery will ensure its success. All design and construction teams will be working from a single digital 3D model of the project that contains information from every part of the design. Any aspect of the design can be developed and adapted by any of the teams around the world, with these changes recalibrated, analysed and checked by highly automated procedures in real time – making them instantly available for any other team member around the world to work from. “The new technologies that allow us to create such a comprehensive digital 3D model of the project that combines all of its aesthetic, structural and construction information will enable us to easily construct a project with the complexity of the Central Hub. These ongoing innovations are radically changing how we will build in the future,” he concludes.
“The fluid forms within the Central Hub evolved from geometries of natural landscapes that will aid the creation of a cooling microclimate at ground level” 26 SEPTEMBER 2018
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ON SITE
CASE STUDY
ProVita International Medical Centre Drees & Sommer’s Stephan Degenhart talks about the revitalisation of a medical centre in Abu Dhabi
01
rees & Sommer (D&S) was appointed as the project consultant in charge of the revitalisation of the ProVita International Medical Centre in Abu Dhabi. The firm was involved from the initial stage of the project until it was handed over. The term ‘revitalisation’ in the construction industry means to bring 28 SEPTEMBER 2018
new life into a building, neighbourhood or district by improving its current state to a chosen target. It is often confused with ‘refurbishment’, but revitalisation focuses on meeting user demands and improving overall functionality and efficiency. The design of a building can have a major impact on its lifespan, while the materials used to construct it are also vital. With the latter, properties change over time as they begin to degrade, so it is essential to ensure that high-quality materials are used during the revitalisation process to increase the usage life of the building.
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ON SITE
01 The ProVita International Medical Centre’s premises was first built over 10 years ago. 02 The medical centre’s façade and landscape were upgraded to give the facility a new look and feel. 03 D&S increased the number of independent patient rooms from 42 to 66. 04 LCM was used to coordinate the execution of the entire project.
In Germany, the average lifespan of a building is 50 years, though this figure varies depending on the usage of the building and its core purpose. According to industry research, buildings in the UAE have an average usage lifespan of 20 years, particularly when it comes to buildings constructed during the economic downturn, as cost cutting was tolerated in order for developers to stay afloat. As a result, a significant number of buildings across the country have to undergo revitalisation due to the use of low-quality materials. With the ProVita International Medical Centre, the $5.4m revitalisation project expanded the facility and increased its overall functionality, enabling it to better serve its core purpose as a medical facility for the long-term rehabilitation of patients. The client’s main objective with this project was to increase the number of patient beds, while making the centre more accessible to patients with disabilities that prevent stair use. D&S was responsible for project set-up, design management, procurement management, value engineering and overall project management. The firm’s project team developed several design workshops to meet client demands and ensured the revitalisation project was completed in time for handover. A structural extension was also built to
connect two freestanding wings of the medical centre and an elevator was incorporated into the design to increase building functionality and accessibility for patients and visitors on all floors. The revitalisation of this particular project was unique, according to Degenhart, as the consultancy had to convert a facility originally developed for residential purposes into a fully functional, patientfriendly medical centre. In addition, D&S gave the medical centre a new look and feel by upgrading its exterior design, giving the building a brand-new façade and landscape. During the design and construction phase of the project, the facility’s existing structures and building materials had to be thoroughly evaluated to ensure proper design implementation and qualitative construction delivery. 03
SEPTEMBER 2018 29
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“Structural reinforcements were implemented to ensure building longevity, while high-quality building materials were used to construct the extension between the two wings of the medical centre” Project Challenges
As with most projects, challenges are part of the process and have to be properly addressed or they can jeopardise the success of the project. These challenges are amplified when an existing facility has to continue to function while construction work is being carried out. One of the key requirements of the project was that the medical centre was to continue functioning throughout the revitalisation process. The D&S team addressed this by relocating patients between the various wards of the facilty as the construction process progressed. To support this, the team developed an effective strategy to ensure that every patient was relocated and taken care of while working, to minimise any disruptions to them. As the building was originally built over 10 years ago, structural reinforcements were implemented to ensure building longevity, while high-quality building materials were used to construct the extension between the two wings of the medical centre. The extension included the installation of an elevator to create ease and increase accessibility for patients with disabilities. Lean construction management (LCM) was used to coordinate the execution of the entire project, allowing the project team to significantly increase project efficiency, detect and avoid risks, and achieve all scheduled milestones, cost targets and quality goals. LCM also helped improve profitability, reliable implementation, significant 04
30 SEPTEMBER 2018
return on investment, smooth and coordinated project execution and significant energy savings, according to the consultancy. Project planning also ensured that D&S was able to meet its objective to increase the number of independent patient rooms from 42 to 66, improving the overall capacity of the medical facility. The consultancy’s approach to value engineering included complete cost evaluation of the proposed materials required to undertake the project, and providing the client with accurate feedback on how to be cost-effective without compromising on quality. New building materials were proposed to the client and the project team was able to help achieve significant savings throughout every phase of the revitalisation project. The revitalisation of the medical centre increased the facility’s overall capacity, thus extending its lifespan. It was also adapted and given added functionality to better serve its core purpose and customer base. Successful revitalisation projects balance user demands and economic frame conditions. Here, the project team was able to replenish the medical centre’s usage supply, recreating the space to meet the needs of users within the parameters of an existing structure. Focal points were enhanced, adding usable space while the construction of the extension between two separate wings of the facility made the space more accessible to those with disabilities requiring rehabilitative care.
ON SITE
SHOW PREVIEW
Cityscape Global 2018 The gateway to the world’s real estate opportunities – Cityscape Global – returns to Dubai in October
F
ollowing a wave of success brought by reinstating on-site sales in 2017, where sales of off-plan properties totalled more than $236m, Cityscape Global is showing no signs of slowing down. The 2018 edition of Cityscape Global, which runs from October 2-4, expects to attract more than 30,000 visitors who will be able to take advantage of daily programmes with features offering valuable market insight delivered by industry experts. Leading UAE real estate organisations such as Binghatti Developers, Damac Properties, Bloom Holdings, Jumeirah Golf Estates, Meydan and Tilal Properties will be out in full force over the three days, showcasing their latest project launches and deals for existing units.
The Cityscape Talks will host a plethora of sessions on the show floor and will include keynote presentations on topics such as real estate finance, innovation in design, facilities management, citizenship by investment, regional economies and property markets. Taking place the day before the exhibition opens, the Cityscape Global Conference runs on 1 October at the InterContinental Hotel Dubai Festival City under the theme: “Stepping into the urban future: happiness, innovation and technology”. The Conference comprises three sessions: Market Overview, Architecture and Design, and the Built Environment Programme. The largest real estate investment and development event will return to Dubai World Trade Centre from 2-4 October 2018. For more information, visit: www.cityscapeglobal.com SEPTEMBER 2018 31
ON SITE
INTERVIEW
WIC Profile: Merehan Kika Jason Saundalkar talks to EDGE’s Merehan Kika about her inf luences, career and gender diversity in the construction industry ollowing 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 Merehan Kika, architect at EDGE. What drove you to get into construction
project from concept to tender stage, and it’s great to see the project now taking shape. What would you say is your proudest moment in the industry?
My proudest moment was working on the 1/JBR tower. I was able to successfully coordinate between teams of engineering consultants and male-dominated client teams. During the process, I was able to show everyone that women are equally capable and that we can all work together to overcome the challenges we face every day in the industry.
and your very first role in the industry?
I’ve always been driven to pursue a career that allows me to directly impact people’s lives in a positive way, and architecture gives me the platform to achieve my goals. In my spare time I am also a passionate painter and have always enjoyed creating pieces that aim to capture the imagination of the viewer. I feel that being an architect allows me to translate and apply my artistic creativity to designing buildings, with the aim of capturing the imagination of the city’s inhabitants and visitors. I wish to capture the same emotion in my architecture, when my pencil touches sketch roll, as when my paint brush touches a canvas. What interests me the most is knowing how a building functions and what is required to create the most pleasant experience for the people who will engage in the spaces. Every building is different and presents different challenges, therefore this industry is never repetitive and pushes me to constantly learn and adapt.
How do you see the GCC construction markets changing in the coming years? Share your thoughts and views of the market.
The construction industry is still male-dominated in the region. Working with engineers and workers on-site, young women are constantly challenged and must work harder to prove themselves in order to gain the same amount of trust and respect a young man would normally be granted right away. With time and persistent hard work, I’ve found that people are willing to alter their perceptions. I’m proud to say that I’ve now had the pleasure of working with many talented engineers and clients who were very supportive and were a delight to work with. Everyone has a part to play in diversity and equal pay. What would you like to see government authorities and construction firms do to increase diversity and make pay a level playing field?
Tell us about your career, mentioning key milestones.
I received my bachelor’s degree from the American University of Sharjah, which offered a combination of design training and technical knowledge about the functionality of a building. I then joined EDGE and have now been working with the firm for three years. Since joining the company, I’ve had the opportunity to work on many projects, most of which are high-rise towers, including the 1/JBR luxury residential tower. With the latter, I worked on the 32 SEPTEMBER 2018
Governments should look at implementing laws regarding the minimum number of women employed by construction companies. Laws like this will drive firms to give women a chance to gain experience in the field and prove themselves. When looking for a site architect, many firms automatically search for an older male, which results in the loss of potential talented female architects that could add great value to the team. I’m not saying women have more to offer; however they definitely do not have less, and should
ON SITE
“In the construction industry, there is a widespread notion that women will have a hard time dealing with the rough conditions onsite, and this is just not the case. The sooner companies give women the opportunity to prove themselves in the industry, the sooner this sort of thinking will disappear� SEPTEMBER 2018 33
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be given equal opportunity and access to such roles.
demonstrate my talents and capabilities on projects.
Besides authorities and
Do you feel there’s a
construction firms, who
limit to how far you can
else can play a part in
progress within EDGE?
increasing diversity and
At EDGE, there’s no limit to how far a female can progress – we are given the same opportunities as men. What may hinder our progress are clients who have the final call in terms of who is chosen to lead a project on-site and see it through. Unfortunately, there are still those that believe that men are more cut out for work on-site. Many years of experience are required to be an onsite architect, but one needs to start somewhere, and it can be a challenge to secure that initial opportunity as a woman in the industry.
balancing pay scales?
Universities can play a role in training women and introducing on-site training and experience as part of their curriculum, in order to arm women with the experience and tools needed to get into the construction field in the future. It is my opinion that architectural universities in the GCC are more designbased and need to focus more on the technical side of architecture, since this is what’s required by the construction industry. As a woman in the industry, what has your experience been working in the GCC construction
How do you personally push for diversity and equal pay in the
sector? If you have worked in markets outside the GCC, how does
construction sector?
your experience in the region compare?
I personally push for diversity in the only way I know how to, which is by constantly trying to prove myself and change the opinions of the people I deal with, one person at a time. My hope is that the next time an opportunity arises to work with a woman, they feel an equal sense of optimism and delight to be working with that woman, as they would with a male candidate. That said, I don’t want to make the industry more biased towards women, my goal is to remove the bias against woman, so everyone receives equal opportunity and respect.
I am fortunate to have very supportive bosses who believe in me and have constantly pushed me to grow. They are constantly challenging me and placing me in situations where I have the opportunity to prove myself, and this has made me a stronger and more confident architect. In the construction industry, there is a widespread notion that women will have a hard time dealing with the rough conditions onsite, and this is just not the case. The sooner companies give women the opportunity to prove themselves in the industry, the sooner this sort of thinking will disappear.
What advice would you give to a woman entering the GCC In doing your job, what sort of discrimination (if any) have you
construction industry today?
faced and how did you or your employer address it?
Be optimistic – there are plenty of people who will give you support and respect, if just given the time. I would also advise women to take the time to prove themselves and gain respect and confidence in their ability to deliver, instead of demanding respect without anything backing it up. Regardless of your gender, I’ve noticed that demanding respect and assuming one is entitled to it never bears good results. Unfortunately, this reflects more negatively on a woman than a man, as it is seen more as ‘bossiness’ when coming from a woman.
I’m blessed to work for a firm where my bosses do not discriminate against age or gender. If you prove that you can get work done, you’re given the opportunity to continue to push yourself and grow. As a woman, I have however faced discrimination from certain clients or consultants who were hesitant to put their faith in me. However, my bosses were not deterred and responded by reinforcing their faith in me, following which I was then given the opportunity to 34 SEPTEMBER 2018
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INTERVIEW
WIC Profile: Tia Lindqvist Jason Saundalkar talks to Godwin Austen Johnson’s Tia Lindqvist about her inf luences, career and gender diversity in the construction industry ollowing 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 speak to Tia Lindqvist, senior interior designer at Godwin Austen Johnson (GAJ). What drove you to get into the construction industry?
Growing up I was always very inventive and creative, and loved art and crafts at school. However, I didn’t really consider design being a viable career option until much later. While working within the field of law, I took evening and weekend design classes at the University of Arts in Helsinki and was further surrounded by the creative spark of friends who were successful in their roles within the design, film and architectural industries. These influences ignited in me the desire to get more involved within the creative field and consider an actual career move. After working in Germany managing large-scale international art and design fairs, I strongly felt the passion to follow my own creative path and continued studying interior design (ID) at the Glasgow School of Art in Scotland. At the degree show I met Marc Dorrian, design director at Curious, who had just relocated from Bahrain to Scotland and was looking into extending his team. My first task as an interior designer was to create public area and guest room concepts for three different four-star hotels in Switzerland, together with a colleague, within a very short period of time. It was a fantastic experience to be thrown into the deep end of the real design world at the very beginning and take ownership of a large project like this. My fluency in speaking German was also a great asset while communicating and presenting with the international client. Since the first day working as an interior designer I have never questioned my career move, and I’m excited about the new creative challenges lying ahead.
Tell us about your career, mentioning key milestones.
I was enjoying my design work in Glasgow, yet I was struggling with the cold and rainy Scottish weather. By chance I connected with Kevin McLachlan, who was leading an interior design office in Dubai, and the potential opportunity discussed over a Skype call was quickly realised. Within a month, I found myself relocating to the Middle East. The first day at GAJ, I was given the task to work on the concept of a large-scale, high-end residential project, and I quickly took ownership of the design process, delivering all the project stages to construction. Besides working on residential projects, I’ve gained valuable experience on multiple mid- to high-end hospitality developments and school projects, which have allowed me to grow in my designer role. I was quickly promoted to my current position as a senior interior designer. What would you say is your proudest moment in the industry?
The success of the Serenia Residences, The Palm Jumeirah, the first interior design project I worked on since coming to Dubai, has been one of the highlights of my creative path. Liaising from the beginning closely with a client who shares a passion for quality and beauty, and being able to coordinate the implementation of the design through to construction stage via weekly visits with the site team, has led to outstanding results. Both the interior and architecture of the project have gained recognition and, most importantly, the feedback from the end users has been fantastic. I take pride in being intensely involved in bringing to life the client’s vision and creating a strong, well-considered habitat which engages and resonates in the wellbeing of a satisfied user. What are some of the barriers to women entering the construction industry? What was your personal experience?
Growing up in a Nordic country with high gender equality, I never questioned if my gender would dictate any occupational choices. From personal experience, and I believe also generally speaking, there are no obstacles for women to enter the construction industry as such. SEPTEMBER 2018 37
ON SITE
Within GAJ, there are more women designers in the ID department than men. However, as a woman in the ID sector you might encounter more challenges on the construction site, which is still male-dominated, and the transition from office to site can be complicated. Personally, having been involved with several sites in a coordination role, I have not experienced any stereotypical perceptions and have always been met with respect. It would be great to think this is the rule rather than the exception. Every so often one does hear stories about the challenges female colleagues based on-site encounter, in terms of bringing authority to the site and being typecast as not understanding the dynamics of construction.
being paid less than their male counterparts even just a few years after graduation. Maternity brings another challenge for women in their careers in the industry. Equal opportunities for career progression and equal salaries should be a given, and it would be great to see companies employ a higher percentage of women, and ensure equal remuneration. In general, companies should show strong core values by supporting a proactive, fair diversity strategy. Along with ensuring gender parity, companies should commit to creating a work environment and culture that is more accommodating and favourable for women, as well as motivating and increasing support by male employees in favour of gender diversity and inclusivity.
How do you see the GCC construction markets changing in the coming years? Share your thoughts and views on the market.
Do you feel there’s a limit to how far you can progress within GAJ?
Women in the local ID industry are being more appreciated and taken seriously as business partners. They are highly professional, ambitious, talented and skilled, and understand the importance of networking. Women in this sector are creating more opportunities for themselves by continuously delivering strong performances, diminishing any stereotypes that might have prevailed in the past. In Dubai, there is an increase in the number of ID offices that are established by women or are being led by a female director, winning awards and being featured in the worldwide design media. In general, current overseas studies show that companies with better gender parity and those with women involved within higher management roles perform better than companies with lower diversity. Diversity brings valuable opportunities for companies, providing a wider range of perspectives and awareness and improving the firm’s image and attractiveness for potential clients.
I have been very well supported by GAJ and there is continuous encouragement to improve and progress further, based on professional and personal qualities. We have some strong women within the organisation, and while the firm is still fairly male-dominated, there have been recent promotions of women for higher management positions. In an ideal world, the talent, know-how and personality of a person should be the drivers opening opportunities for any successful career path, regardless of gender.
What would you like to see governments and construction firms do to increase diversity and make pay a level playing field?
Studies show that women engineers and architects, for example, are 38 SEPTEMBER 2018
What advice would you give to a woman entering the GCC construction industry today?
It is important for anybody, regardless of gender, to believe in their own abilities and knowledge in the highly competitive market; perhaps even more so if you are a new graduate and looking for your first role. Networking is also key. From my experience in the ID sector in Dubai, the city is so diverse and forward-thinking, and the creative field highly welcoming for any strong talent, that it does not make a difference if you are a man or a woman. What matters more is your personal competence and references.
THE BACK PAGE
LAST WORD 01 Hamid Iravani is a Transportation Planning director and Fellows Board Member at Parsons.
Autonomous Vehicles: Rethinking Traffic Congestion Solutions in Cities AVs are only part of the solution to addressing congestion in cities, says Parsons’ Hamid Iravani reduce the VMT. A risk is that the convenience provided by AVs will result in urban sprawl by increasing the distance that passengers are willing to travel, leading to greater traffic congestion, more pollution, greater energy consumption and higher cost. Policies to promote stronger measures to protect a city’s growth belt are proposed.
shortening gaps between cars, coordinating platoons and employing more efficient route choices. However, cities may experience drawbacks when cars are left on their own to look for parking after they drop off passengers. Policies to promote technology that reduce traffic delays, increase safety and allow AVs to coexist with regular traffic are proposed.
Transportation Demand Management
Roadways and Parking
utonomous vehicles (AVs) will be the next technological leap for urban mobility. AVs themselves will not relieve traffic congestion and in fact could exacerbate traffic and increase vehicle miles travelled (VMT), unless clear regulations and policies are adopted. To ensure progressive environmental social and economic ends are achieved, the four conventional tools to address traffic congestion require overhauling in the light of AV technology:
TDM measures emphasise the mobility of people rather than cars, such as walking, cycling, ridesharing, public transit and telecommuting. AVs will allow people to work and rest while travelling and remove the inconvenience of searching for parking spaces. Moreover, AVs serve those who cannot drive, such as the young, elderly or disabled. Comfort and convenience play an important role and could encourage the use of private AV modes rather than public transit. High-quality, subsidised, publicly shared AVs, over the private model, are proposed as a key policy measure for commuting, reducing the need for car ownership and overall VMT.
Land Use Measures
Transportation System Management
Land use measures, including mixed-use, compact and high-density developments, bring origins closer to destinations and thus
TSM relates to measures that optimise existing infrastructure performance. AVs will optimise the use of existing roads and intersections by
Conventional traffic engineering often leads to wider roads as a solution. In addition, segregation of AVs from human-operated vehicles entails a wider right-of-way, wider curb radii at intersections and potentially the provision of crash barriers, underpasses or bridges. However, widening roadways and adding segregation can compromise the walkability and livability of a city. Policies are proposed for avoiding road widening, addressing best practice parking requirements and allowing the coexistence of AVs and pedestrians in low-speed urban areas. In conclusion, the challenge for municipalities and city leaders is to implement policies that bypass conventional transportation planning thinking, to ensure that the advantages of AVs outweigh their potential disadvantages.
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