SOLUTIONS issue 34
HONG KONG’s bright future also in this issue: India’s construction evolution Archaeological finds at SNFCC, Athens Post-occupancy evaluation at Marks & Spencer, UK Confluence Project Management joins Faithful+Gould
CONTENTS 4 Athens unearthed
SNFCC construction project uncovers ancient artefacts
6 Hotel debut
Marriott International’s new concept delivered under tight timescales in Aberdeen
8 India’s construction evolution
Expanding our project management services and expertise into India
10 GCC region’s schools
Demand exceeding supply in the region’s education sector
12 Sustainable design
Post-occupancy evaluation ensures top performance at second-largest Marks & Spencer store
14 Hong Kong’s bright future
Supporting Hong Kong’s active real estate and construction market
16 Building up trust
Ireland may trial Project Bank Accounts on government-funded projects
18 Nuclear power
How can embarking countries estimate construction costs?
20 Buyer’s market
Business is booming for UAE shopping malls
22 Greener building conservation
Maximising synergies between sustainability and the historic built environment
24 Project management in Qatar
2030 National Plan and FIFA World Cup 2022 bring changes to construction market
26 Navigating the road to recovery
As the market moves towards recovery, how can clients mitigate risk?
28 Strengthening our brand
Confluence acquisition augments our presence in Asia Pacific and the Middle East
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VIEWPOINT I’m delighted to welcome you to another issue of Solutions, showcasing our constructive expertise across a wide range of projects and services. We have an exciting new addition to the Faithful+Gould brand with the acquisition of Confluence, a project management consultancy with operations in Asia Pacific, the Middle East and India. Confluence augments and complements our existing business in these regions, strengthening our ability to service increasingly complex projects for our global clients. This is a very positive move for Faithful+Gould and it gives me great pleasure to welcome our new team of more than 200, knowing that our two businesses offer a similar approach and ethos. Confluence also brings experience of some first-rate projects, including the complex logistical challenge of constructing and deconstructing the Singapore Grand Prix circuit. Take a look at the back cover for more information on how we’re working together. Hong Kong is one such area to immediately benefit from the addition of the Confluence team. Faithful+Gould has a long association with Hong Kong, now enjoying a revitalised operation underpinned by strong client relationships and exciting projects. Read more about Hong Kong on page 14.
For further information, contact Donald Lawson at our London office. Scan the QR code for full details.
The retail and hospitality sectors are a positive recurring theme across our worldwide regions. Read about retail trends in the Middle East (page 20), energy efficient superstores in the UK (page 12) and supporting our hotel clients from New York to Aberdeen (page 6).
We continue to make headway in the global nuclear energy arena, building on our traditional core strength in the industrial sector. With at least 45 countries actively exploring new nuclear power programmes, clients, funders and governments are challenged to create robust programme, procurement and cost management strategies. Page 18 discusses some of the lessons learned from a cost management perspective. In the UK, the residential market is growing strongly and there are encouraging signs that funders are actively competing to provide funds for London commercial developments undertaken by established developers. Inflationary pressures are also growing however, as outlined on page 26. My colleagues and I appreciate your interest in Faithful+Gould and we would be delighted to hear from you. If you’d like to know more about the projects or services profiled in Solutions, please contact any contributor by using the details on each page or via our website. We have a growing following on LinkedIn, Twitter and our blog, so please join us on those platforms to keep your finger on the pulse of constructive expertise.
Donald Lawson, CEO Worldwide Operations
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ATHENS UNEARTHED CONSTRUCTION PROJECT UNCOVERS ANCIENT ARTEFACTS
For further information, contact Elpis Pappas at our Athens office. Scan the QR code for full details.
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Images: 26th Ephorate of Classical Antiquities
ground, containing 1059 graves, funeral pyre areas and infant burials. Early bioarchaeological study of the skeletal material points to a population with interesting pathological conditions and traces of everyday hard labour. Some skeletons have metal bonds on their upper or lower extremities, and other evidence of maltreatment and possible execution. Interesting ceramic pots and other grave goods have also been found. The SNF is funding the restoration and study of the skeletal material, supervised by the 26th Ephorate of Prehistoric and Classical Antiquities, Greek Ministry of Culture, to discover more about the lives of the ancient inhabitants. Individuals’ origin, social stratification, family relationships, nutrition and diseases will be under scrutiny. Some of the artefacts will form an exhibition in the SNFCC’s canal building.
Exciting archaeological finds at the Stavros Niarchos Foundation Cultural Center (SNFCC) in Athens. One of the largest building construction projects in recent Greek history, the Stavros Niarchos Foundation Cultural Center (SNFCC) has a welcome impact on the local economy, providing jobs and infusing capital into a challenging economic landscape. The SNFCC is a donation to the Greek state by Stavros Niarchos Foundation (SNF). The project includes the construction and fitting out of new facilities for the National Library of Greece and the Greek National Opera, as well as the creation of the 170,000 m² Stavros Niarchos Park. Designed by Italian architect Renzo Piano, the complex is expected to open in early 2016, when the SNF will transfer control to the Greek state. The SNFCC Visitors Center, which is a light temporary structure and opened in October 2013, will operate until the SNFCC’s completion at the beginning of 2016. Two young Greek architecture students, Agis-
Panagiotis Mourelatos and Spyridon Giotakis, were chosen by Renzo Piano as the winning designers in the National Architectural Student Competition, organized and funded by the SNF. The Visitors Center has simple design lines and a transparent form, which matches the aesthetics of the SNFCC. The center will provide information about SNFCC’s role, history and structure, and serve as a venue for cultural and educational events. The Faliron Delta is steeped in history, just 6km from the Acropolis, symbol of the classical spirit and civilization. Archaeological finds were discovered during construction at the 25-hectare SNFCC site, leading to a full excavation. Sections of an ancient road and a circular well with engraved clay plaques were unearthed. The construction of the well is dated in the Early Classical period (500 BCE) and was used until the Hellenistic period (323 BCE). Also discovered was a 700BCE-450BCE burial
Alongside the archaeology, the SNFCC project progress has continued. Construction works have been ongoing for a year and there are now 600 workers on site. Faithful+Gould has shaped the careful scheduling and management needed to support the works, yet minimise project delays during the archaeological investigations. This disruption to the historical record needed sensitive and expert handling by the archaeology team of 70. The artefacts were recorded in situ and then removed, allowing methodical ground clearance in small sections. Weekly archaeological progress meetings with the contractor ensured good communication and informed sequencing. Although this is a region where construction timescales are typically relaxed, the project has successfully remained on schedule. The cost impact has been mitigated by our proactive risk management strategy, defined at project outset. Faithful+Gould is providing project management, programme management, cost management and LEED certification coordination services for the SNFCC.
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HOTEL DEBUT
NEW DESIGN IS DELIVERED UNDER TIGHT TIMESCALES
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Marriott International’s new design concept will grow the Courtyard by Marriott brand across Europe. Marriott International chose Scotland to launch the European-inspired re-brand of Courtyard by Marriott, the 11th largest global hotel brand. The 194-room Courtyard by Marriott Aberdeen Hotel, at Aberdeen International Airport, debuts the brand’s new concept and extends the offering of 45 hotels in Europe and more than 900 hotels worldwide.
ensuring that the project made good progress. Challenges included land ownership complexities and utilities problems. Proximity to Aberdeen International Airport meant compliance with aviation regulations, influencing the building’s design and external lighting. Our experience of working on aviation projects, as well as the hospitality sector, was therefore especially useful.
Most of the existing Courtyard properties are in the US, but the group has adapted the design to appeal to the European traveller as part of plans to grow the brand. As the prototype, the Aberdeen hotel will be used as the design benchmark for all future Courtyard developments rolled out throughout Europe. While most of the hotels will be owned and operated by a third party, this prototype property is developed and managed by Marriott International.
The hotel was procured via a traditional contract, allowing the client maximum control and the facility to make changes during this exploratory concept design. We used value engineering exercises to select the contractor, going through this process twice, as the original contractor withdrew from the market after selection. This put additional pressure on an already fast-track project. Delivering on time was vital, as high-occupancy advance reservations had been secured in Aberdeen’s under-supplied business hotel market. A fast start to construction was needed, as the planning application was shortly to expire, again accelerating the schedule.
Designed with business travellers in mind, the hotel features clean lines, natural light and a Mediterranean colour palette. To promote productivity, the rooms are equipped with ample work space, task lighting, multiple, accessible outlets and free Wi-Fi. Public spaces are designed to guests’ needs and include a restaurant, inviting meeting areas, including semi-private media hubs, and interactive news GoBoard technology.
For further information, contact Paul Sherry at our Edinburgh office. Scan the QR code for full details.
Marriott International faced several barriers in the new market. The Aberdeen hotel had to demonstrate the global brand standard to ensure that future developers and franchisees understand the correct high quality. Both UK and US building standards were met, requiring interpretation of the US standards for the UK market. Much of the furniture, fixtures and equipment were shipped from the US, with complex logistics and warehousing arrangements needed. Faithful+Gould was appointed as project and cost managers, and CDM co-ordinators. We were also involved with the hotel’s LEED elements. Our client’s team was based in the US, so we acted as their local representative, protecting their interests, managing the programme and
We used video conferencing to provide good communication, ensuring that the project met the needs of the multiple stakeholder client body. Marriott International’s design, branding, hotel operations and IT divisions were involved. A mock-up bedroom design was created in London, to clarify and demonstrate the design standard. The new concept will next be seen in the Courtyard by Marriott Cologne, due to open in late 2013. Further new builds are under way in Poland, France, the Netherlands and Russia. Faithful+Gould has a strong global relationship with Marriott International, supporting the company in Europe, the US and the Middle East. We are working on a variety of projects including the New York EDITION, the iconic New York City landmark formerly named the Metropolitan Life Clock Tower. Our new colleagues from Confluence (see back cover) have also supported Marriott International, using their project management expertise on the refurbishment of the Marriott Hotel, Singapore.
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INDIA’S
Construction Evolution The acquisition of Confluence has allowed Faithful+Gould to take confident steps into expanding our global project management services and expertise into India.
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ONGOING PROJECTS
DELHI
KOLKATA
DELHI: YPCC – Six-storey retail and cinema complex Kings Court – 72 luxury apartments in 12-storey tower and four-storey townhouses HAD – Hyatt Andaz hotel with 400 rooms and 155 apartments IREO – Five residential towers, office block, Hyatt hotel, all 32 storeys and retail centre
MUMBAI
BANGALORE
CHENNAI
BANGALORE: Cityview – Four Seasons hotel of 32 storeys and 284 rooms, 15-storey office tower and 32-storey residential tower of 150 apartments
Shangri La – Five-star hotel of 20 storeys and 400 rooms Empyrean – 150 villas over 80 acres MUMBAI: Deutsche Bank – Head office fitout of 86,000 sqft KOLKATA: Forum Atmosphere – Twin towers of 35 storeys linked by iconic bridge spanning 80m CHENNAI: Hyatt Chennai – 334-room hotel
The property market in India is progressively evolving in response to investors and their tenants’ needs. Cities such as Mumbai, Bangalore and Delhi have become global commercial centres with increasing demand for quality buildings. Design standards, quality finishes, reliability of utilities (power, water and telecoms) and sustainability with accreditations such as LEED are becoming essential attributes for long-term building value. Investors and tenants are also demanding higher standards of health and safety during both construction and operation, in line with the corporate social responsibility requirements of global companies.
For further information contact Simon Chivers at our Delhi office. Scan the QR code for full details.
India is a unique market with its own characteristics, challenges and pitfalls. Project delivery in India has typically been characterised by a lack of confidence in delivery timescales, low quality and safety standards, and cost overruns. These aspects occur particularly when clients employ the delegated light touch approach and systems used in Europe and North America, which depend upon mature and integrated supply chains. Construction costs in India are between 40 and 60 per cent of those in Europe and North America. The local
variance is driven by the use of imported materials, because the specification materials and typical detailing commonplace and economic in the West are not cost effective in India. Recent devaluation of the Indian rupee by 20 per cent has led to significant increased costs in imported materials, while local labour and materials costs have lagged slightly behind the Indian inflation rate. Project success in India requires property owners, investors and tenants to rethink their delivery approach, seeking greater efficiencies and aiming for global best practice standards. There is a lack of general contractors to provide project expertise from project initiation to completion, and this is driving demand for global best practice project/construction management services. Faithful+Gould’s acquisition of Confluence (read more on the back cover) enables further expansion of project management services in India. Confluence has built an established business covering the major regional centres, including Delhi, Bangalore, Mumbai and Kolkata. Our new joint operation has more than 4,000,000 sq ft of projects under way on site, ranging from five-star hotels, highquality residential and retail developments to commercial offices, client fit-outs and manufacturing facilities. We are experiencing demand for expert skills in design co-ordination, value engineering, procurement and schedule control, project logistics, site safety planning, construction implementation and control. By combining global experience with local knowledge, quality, safety and scheduling can be improved and real value can be delivered. The Indian economy continues to expand as it catches up with the rest of Asia, creating demand for public and private infrastructure. Its growth is also attracting investment from multinational manufacturing companies keen to take advantage of India’s relative stability, inexpensive labour, large population and rising middle class consumer market. The combination of these factors creates an environment that we anticipate will underpin our continued growth in India.
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GCC region’s schools DEMAND EXCEEDING SUPPLY High demand for school places is a continuing problem for the GCC region’s expatriates – and an opportunity for education operators, investors and financiers.
GCC countries have the world’s fastestgrowing private education market. Strong population growth, continued economic expansion and the arrival of international schools has seen the sector value rise to US$15 billion1.
the prosperity of local families and higher educational aspirations mean that many now prefer to educate their children in English in preparation for overseas universities. As a result, 56.6 per cent of Dubai’s Emirati students are now in private schools2.
The growth may not be fast enough for incoming expatriate families, who find that the demand for private school places far exceeds supply, especially in the case of primary schooling. Secondary school places are more plentiful, but many well-established and reputable schools remain heavily oversubscribed.
Educational programmes vary with national curricula from the UK, US, India and the UAE Ministry of Education catering to 90 per cent of the private school student population in the UAE. The number of students at UK curriculum schools is the highest, with 70,000 students or 31.5 per cent of all private school enrolments 3.
The private sector dominates the education landscape in the UAE, with 88.7 per cent of Dubai’s students enrolled in private schools. While government-funded schools teach in Arabic and cater largely for Emirati students,
The newcomer in the regional education sector is the elite international school. Many families are attracted by the reputation of these prestigious schools and the prospect of an affiliated campus on their doorstep.
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Demand for boys’ and girls’ boarding at private schools, five or seven days a week, has also intensified from locals and expatriates across the Gulf. The UAE is now also recognised as an attractive destination for higher education amongst emerging market economies. Private sector western universities are experiencing high growth at 15-20 per cent per annum compared to 2-6 per cent for non-western and government-aided universities4. The education sector is attracting increased investor attention, from private equity companies, investment banks (both traditional and Sharia compliant) and overseas schools keen to explore investment, expansion and partnership opportunities. This reflects the global demand for international schools places; Hong Kong, South Korea, Indonesia, Qatar, Malaysia
For further information, contact John Lione at our Abu Dhabi office. Scan the QR code for full details.
and Singapore are also under scrutiny as investment opportunities for foreign providers.
to the investment proposition and can reduce operating costs.
New-build schools require extensive capital investment and best value is imperative to maintain a profitable operation. Keeping a school building project on schedule is vital in order to meet the school year start date, manage student applications/admissions and prepare and train staff. Any delay can cause significant revenue loss and damage a school’s reputation.
Faithful+Gould brings global experience of supporting clients in the education sector, extending through nursery, primary and secondary schools and academies. We were closely involved with the UK’s Building Schools for the Future programme. We have also advised central government on the cost of building to different levels of sustainability and our guidance informs the levels of funding available for school buildings.
Whole-life costs are an important consideration in the commercial viability of a school, but, as with many projects in the region, these costs are often not fully considered until the school is up and running rather than during the preconstruction planning phase, when best value can be achieved. The appropriate whole-life costs choices will make an important difference
We are also working on innovative commissions to provide extra capacity in UK schools, via standard pre-designed teaching
blocks of between two and six classrooms. These are permanent buildings, not modular, with a design life of over 30 years. They are up to 30 per cent cheaper and six months faster to procure and build than traditional extensions, providing affordable, stand-alone, high quality teaching accommodation. In the US our education portfolio includes 70 construction projects for the School District of Greenville County, South Carolina. In the GCC region, we’ve worked on Dubai’s flagship Taaleem school campus, Caledonian College of Engineering in Oman and King Abdullah University of Science and Technology (KAUST) in Saudi Arabia.
Trends in Private Education Investment and Expansion in MENA 2013, IIR Middle East. 2012-2013 Private Schools Landscape in Dubai, Knowledge and Human Development Authority, Dubai. 3 2012-2013 Private Schools Landscape in Dubai, Knowledge and Human Development Authority, Dubai. 4 Trends in Private Education Investment and Expansion in MENA 2013, IIR Middle East. 1 2
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SUSTAINABLE
DESIGN Marks & Spencer used our post-occupancy evaluation service to ensure that the world’s second-largest M&S store performed to expectations.
An efficient building performs as the design intends and contributes to return on investment. However, many new buildings do not perform as planned, affecting operational costs, staff performance, client satisfaction, and health and safety. This has been demonstrated by the PROBE studies, the Usable Building Trust, Carbon trust and, most recently, the Technology Strategy Board. Reasons include inaccurate energy prediction tools. Many clients are reluctant to pay extra design fees for dynamic simulation models, so buildings are often not modelled thoroughly. Value engineering (removing important kit that makes the building perform well), poor commissioning and change of building use can also have an impact. Faithful+Gould’s post-occupancy evaluation (POE) services assess the
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performance of buildings and suggest ways of remedying deficiencies. POE is a collaborative process between designers, contractors, owners and users, with independent sustainable buildings experts to identify problems. This ensures the appropriate expertise to fix the issues identified, resulting in greater satisfaction and better harmony between building owners, users and those who deliver and operate the building. Good and bad design practice can be determined, informing design decisions going forward. PROJECT FOR M&S We have recently undertaken an extensive POE for Marks & Spencer’s (M&S) second-largest store, at Cheshire Oaks near Chester. The POE measures energy performance, water use, waste,
biodiversity, customer and staff opinion, and community feedback. THE RESULTS The store is performing 21 per cent better than the energy predictions (and 40 per cent better than comparable stores) without compromising the environment quality. FABRIC FIRST The building aimed for a very efficient fabric with good use of passive design, and U-values exceeding building regulations by 45 per cent on average. Natural daylight and external shading reduced the need for artificial lighting, contributing to high customer satisfaction scores. The air pressure test and thermographic survey showed that the building exceeded building regulation requirements by 70 per cent.
For further information, contact Keeran Jugdoyal at our London office. Scan the QR code for full details.
EFFICIENT HEATING, COOLING AND LIGHTING The team used proven technologies to heat and cool the store, with displacement ventilation and earth ducts for coolness in summer and warmth in winter. During winter, the building lost just 1°C when heating was switched off overnight. The integration of heating and cooling into a single system prevents conflict and the system utilises free cooling for 60 per cent of the occupied time, on average. Refrigeration cabinets utilise heat recovery and the store uses a biomass boiler for heating. GOOD DATA Extensive energy submetering (52 submeters) meant that we could quickly identify any energy consumption issues, as the big energy users are separately metered. The 12-month POE
project also evaluated water usage and the performance of the 80,000-litre rainwater harvesting tank. Through benchmarking and real-time monitoring, an initial fault in the rain water collecting system was quickly rectified. Interesting results came from the ‘softer’ analysis brought to the project through our collaboration with University College London including users’ opinions on comfort, ease of use and how well the building fulfils its aims. We were able to ascertain the effects of the sustainable design on customer satisfaction and staff productivity. M&S is also evaluating its local community engagement programme, to find out how its building process and presence affects people in the surrounding area. Compared to other stores, the building has a more comfortable environment, with 22 per cent
increase in staff satisfaction and 18 per cent increase in customer satisfaction. Staff were proud to work in the building and customers valued the space and light. Local residents appreciated the additional bus service and traffic improvements. Other clients are also looking at POE and we are commissioned by the Education Funding Agency, responsible for rebuilding/refurbishing 261 schools by 2017 to develop their POE system. Kent County Council has also appointed us to measure performance outcomes on 12 schools. POE is just one of our cost-efficient services to help clients meet sustainability and carbon management objectives. It forms part of our strategic asset management service and integrates with our whole-life costing principles.
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Faithful+Gould is supporting Hong Kong’s active real estate and construction market.
a Bright future for HONG KONG Strategically located in the centre of Asia and with an economy characterised by low taxation and free trade, Hong Kong positions itself as the business, trading, finance and services hub for the region. With rivals Singapore and China gathering strength, Hong Kong is working hard to maintain its competitive edge. The construction market is currently extremely active, with a focus on infrastructure and new commercial and residential space in previously industrial areas. Infrastructure is especially buoyant, with significant investment in rail, metro, highways/tunnels, aviation and ports. Projects range from several new subway lines and a high-speed railway between Hong Kong and neighbouring Guangdong province, to a cruise ship terminal
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at the city’s old airport and a bridge, among the world’s longest, connecting Hong Kong with neighbouring Macau. A large affordable housing programme is under way to support the rapidly growing population, and the commercial sector looks encouraging for some time to come.
Exhibition Centre, together with a range of projects in the wider region: Credit Suisse’s new office ONE@Changi City in Singapore, for instance. Confluence also brings notable experience in the data centre industry, serving Hong Kong’s thriving financial and logistics sectors.
Faithful+Gould is helping to underpin Hong Kong’s success, with several interesting projects ongoing. Our efforts are further strengthened by the addition of the Confluence project management business (see back cover). Established in 1996, Confluence has built a solid reputation as an industry leader in the delivery of projects in all sectors. Hong Kong examples include Deutsche Bank ICC, the Intercontinental Hotel and the Hong Kong Convention and
The government has a new focus on redevelopment of existing buildings, as a sustainable and space-efficient strategy. This is encouraging less developed parts of the island to open up to new business use, with supporting infrastructure progressing in tandem. Aberdeen is one example where change of use of building stock plays an important part, together with improved accessibility thanks to an MTR extension. Faithful+Gould’s pioneering cost, project and
For further information contact Henry Stevens at our Hong Kong office. Scan the QR code for further details.
programme management expertise in redevelopment/change of use is being utilised in Aberdeen, on a hotel project with Hind Group. This 162-room boutique hotel is being created in a transformed 26-storey former light industrial building and is due to complete in early 2014. Innovations in value management and procurement, driven by the Faithful+Gould team, have realised 30 per cent savings off the hotel’s original contract price. Our redevelopment and hospitality sector expertise is also being utilised at a leading international dining and recreational club in Hong Kong. Against a background of rising expectations and affluence in Hong Kong, the club is seeking to maintain a competitive edge in upgrading its facilities. The club’s country
site, set on 3.5 acres in Tai Tam and overlooking the South China Sea, is undergoing refurbishment, together with the 30,000 sq ft town club house at Exchange Square, in Hong Kong’s Central district overlooking Victoria Harbour. The club’s executive centre is also being refurbished, with Faithful+Gould providing programme management for the club’s real estate portfolio. In the commercial sector, we are engaged on an interesting project for KGK Group, a specialist international mining and retail corporation with its roots in the diamond industry. Our project and cost management services support KGK’s new headquarters in Kowloon, due for completion in January 2014, and requiring office space, display
areas for uncut stones and retail jewellery, as well as security facilities. In recent weeks, we have focused on bringing together the expertise of Faithful+Gould and Confluence, resulting in a robust brand embodied by our integrated team of 29 in Hong Kong. We combine highly reputed client and sector knowledge, providing both project management and cost management strength. Our varied project portfolio also includes joint projects in partnership with our parent company Atkins, who play a key role in the planning, design and construction supervision of some of the largest and most complex multi-disciplinary projects in Hong Kong and the region.
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RING-FENCING CASH IS WAY AHEAD FOR
BUILDING UP TRUST
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Ireland may trial Project Bank Accounts on government-funded construction projects, emulating the UK’s success with this fairer payment mechanism. The Northern Ireland Executive mandated the use of Project Bank Accounts (PBAs) in January 2013 on all construction projects above £1m value. The Republic of Ireland is now considering the introduction of PBAs on a trial basis on some governmentfunded projects.
PBA BENEFITS: SECURITY RING-FENCE Once a client has deposited the monies in the PBA, the supply chain’s cash is safe since the PBA is ring-fenced. If any trustees become insolvent, the PBA monies are safe and the supply chain gets paid.
WHAT IS A PBA? A PBA is a ring-fenced bank account from which interim payments are made directly and simultaneously to a lead contractor and members of its supply chain. The PBA must have trust status and monies in the account can only be paid to the beneficiaries. The account is held in the names of the trustees, who are likely to be the client and lead contractor, but could include members of the supply chain.
PAYMENT EFFICIENCIES Payments from the PBA are made simultaneously to everybody, making the process more efficient and cash flow management more transparent.
WHY CHOOSE A PBA? PBAs represent a major culture shift in an industry accustomed to factoring late payment and lengthy payment cycles into its business models. Some 80 per cent of construction industry resources employed are SMEs, making traditional payment processes increasingly unsuitable. These smaller firms are obliged to devote more of their overheads to secure their cash flow, risking programme delays and insolvencies. Poor payment practices create inefficiencies that can be detrimental to project delivery.
For further information contact Kevin Murphy at our Dublin office. Scan the QR code for full details.
Ireland in particular is seeing a rise in the number of experienced specialist subcontractors withdrawing from public sector tendering due to fear of nonpayment, with resultant effect on cash flow and overall business health. PBAs were identified in the UK’s OGC 2008 Guide to Best Fair Payment Practices as the most comprehensive solution to inappropriate payment processes.
COST SAVINGS Clients make savings of up to 2.5 per cent as financing charges across the supply chain are reduced. There is a reduction in cash collection, administration costs and SME borrowing costs. COLLABORATION As well as technical and financial benefits, behavioural change also occurs. PBAs engender trust within the overall team, removing the non-payment risk. This greater financial transparency leads to an increase in collaboration, quality, confidence and productivity. PROTECTION AGAINST INSOLVENCY The construction industry has the highest rate of insolvencies compared to other sectors, as businesses struggle to fund ongoing projects due to late payment terms. PBAs dramatically reduce the impact of insolvency on the supply chain, causing less project disruption. PROTECTION FOR LOCAL SMES PBAs are a major step towards collaborative working and trust within project teams across the public sector. They also support
government commitment to promoting the interests of local SMEs, guarding against the loss of experienced quality SMEs due to insolvency or lack of confidence in projects. In Ireland, the Construction Contracts Act 2013 has now finally been signed by the President. First introduced by Senator Feargal Quinn in the Seanad in May 2010, this legislation has been eagerly awaited by the industry. It sets out statutory rights to payment of specified amounts at specified times and prohibits ‘pay when paid’ sub-contractor terms. However, it excludes the extension of these provisions to suppliers. While amendments to the current suite of public contracts will be required to standardise the documents, trialling of PBAs on public sector contracts is an opportunity to bring additional confidence back to a fragile market. Faithful+Gould is working at policy level to further the PBA initiative. Rob Taylor has worked with various UK government groups to help introduce and drive alternative procurement processes. He has been involved with UK government guidance reports and briefing notes to assist in PBA introduction. Rob is also working alongside Western Australia and some European governments. To promote understanding of PBAs and debunk some of the surrounding mystique and fear, we recently held seminars across the UK and in Belfast and Dublin. Attendees included government representatives, construction lawyers, developers, property advisors, and main and specialist contractors.
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NUCLEAr POWER
HOW CAN EMBARKING COUNTRIES ESTIMATE CONSTRUCTION COSTS?
More than 45 countries are actively considering introducing nuclear power in their future energy mix1. Potential newcomers to the nuclear market include industrialised, emerging and developing nations. All face the challenge of evaluating commercial proposals from nuclear technology vendors, estimating the cost of construction and operating the new nuclear power plants. First-generation nuclear energy aimed to alleviate urban smog caused by coal-fired power plants, progressing to economical base-load electricity, which reduced dependence on fossil fuels imports. Today’s drivers for nuclear build have evolved and are now focused on meeting increasing energy demand, helping reduce climate change, providing supply security and providing insurance against future carbon-based fuel price exposure. Civil nuclear power now supplies almost 13.5 per cent of global electricity needs, from reactors in 31 countries.
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Although the main growth in the foreseeable future is likely to come from countries where the technology is already well established, embarking countries may become significant players. Urbanisation in lessdeveloped countries is reshaping their energy demand patterns, augmented by global population growth and a need to renew generating stock in the USA and EU. Countries embarking on new nuclear power plants (NPPs) have much to consider. These are multi-billion mega projects of national importance, politically sensitive, with rigorous safety and security standards. Capital costs remain high, although global co-operative schemes and repeat production of new plants may drive construction costs down and further increase nuclear’s competitiveness.
Employers face issues around public and government support, licensing, financing, grid connection, labour, skills shortages, environmental compliance, organising the fuel supply, agreeing decommissioning arrangements, and multiple-stakeholder sites. Cost accuracy is a high priority from the outset. The cost estimate is a critical component for the business case, establishing a baseline from which performance can be measured. Estimates are best prepared using an informed scope, a realistic programme and an astute procurement strategy, developed through a robust process that withstands scrutiny by stakeholders, funders and governments. KEY NPP ESTIMATE FACTORS: • Estimate accuracy reflects available level of scope definition and design, becoming more accurate as the engineering process proceeds. • Stakeholders need a full understanding of accuracy level and the associated risks. • Benchmark data can support early estimates,
For further information, contact Peter Breen at our Warrington office. Scan the QR code for full details.
but must be applied carefully following a normalisation process. • The long-term nature of a new NPP project necessitates a clear strategy for the assessment of escalation. • The estimate needs a mechanism for currency exchange fluctuations. • Variables include the site layout and facilities, and the off-site works needed (eg. marine off-loading and workers’ accommodation). • As project details emerge, quantification is needed – design man-hours, volume of concrete, metres of pipes, electrical loops etc. NUCLEAR VENDOR TECHNOLOGY ASSESSMENT AND SELECTION A detailed procurement strategy and process is vital, with multiple suppliers procured in a joint venture or an individual work package basis. Bids differ in terms of technology, commercial and
execution matters, requiring a clear mechanism for evaluating the offers and associated risks. Risk assessment is important, as the high contract prices, and the long-term nature of NPPs, force the employer to retain risks that are transferred to the supply chain on a typical engineering project. Uncertainties or exclusions within offers become risks to be owned and managed by the employer.
estimate shapes certainty of outcome. Faithful+Gould has supported clients with estimating and ongoing cost management on many nuclear power projects, working with British Nuclear Fuels, British Nuclear Group, United Kingdom Atomic Energy Authority (UKAEA), British Energy, NNB GenCo, Horizon Nuclear Power, Centrica, Exelon and Ontario Power Generation.
The decision to select a vendor/delivery organisation needs to be evidence-based and take account of price, whole-life cost, political influences, technology experience, certainty of delivery, capability, overall capacity, in-country licensing, operating costs and impact on grid connection. The supply chain’s division of responsibilities need to be clearly understood, as does the responsibility for their co-ordination during design, construction and commissioning.
We are also contributing to thought leadership around the most effective cost management and procurement methodologies in this sector. Our most recent contribution was at the June 2013 Technical Meeting on Technology Assessment for Embarking Countries in the Nuclear Sector, organised by the International Atomic Energy Agency (IAEA) at the United Nations conference centre in Vienna. The invitation to present at this event was extended via industry experts and IAEA affiliates though our relationship with major US nuclear fleet operator Exelon.
The capital cost is undoubtedly the biggest influence on the business case as operating costs are relatively low, so a swift and accurate
1
World Nuclear Association.
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buyer’s
Market
BUSINESS IS BOOMING FOR UAE SHOPPING MALLS
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Retail has been one of the fastest-growing sectors in the Middle East region for the last decade, remaining buoyant during global downturn and with plenty of scope for future activity. As the GCC region’s second largest sector, retail makes a major contribution to economic diversification and development. The retail culture has evolved from traditional outlets to today’s large shopping malls, hypermarkets and supermarkets, with an influx of premium and luxury brands to the region. Increased populations, urbanisation, indigenous and expatriate wealth, strong household consumption and a growing tourism sector continue to provide ideal conditions for growth.
The larger developments target broad lifestyle appeal, going beyond shopping to improve the total mall experience. They act as a social hub for families and friends, offering air-conditioned environments with food & beverage, cinemas, bowling etc. These leisure and entertainment offers are core drivers of retail footfall and have become more competitive and ambitious, with the more innovative attractions ranging from skiing and aquariums to indoor sky diving and children’s educational play centres.
The UAE has led the way in this sector and the more mature markets like Dubai still have ample opportunity for neighbourhood malls and minimalls. As the population grows further and new leisure attractions draw more tourists in, additional large-scale shopping is likely to develop. Abu Dhabi has traditionally lagged behind, with high spenders typically heading for Dubai for shopping trips, but this is now starting to change. Deerfields Town Square and The Galleria have opened in Abu Dhabi this year, with several more in the planning process, amounting to an estimated further one million square metres of retail space between 2013 and 20171. Saudi Arabia, Qatar and Kuwait are also buoyant.
In this competitive arena, developers differentiate on scale, quality, accessibility and the introduction of new brands to the locality. Anchor stores are especially important for the major malls, as demonstrated by the recent arrival of House of Fraser and Bloomingdales in Abu Dhabi, an international first store for both companies.
The arrival of international brands continues to drive diversity and intensify competition for space in the premier malls. This is no longer the place for bargains and the market therefore focuses on its luxury offer and lifestyle positioning. In a region where the climate can limit outdoor entertainment, visiting the mall has become a recreational activity.
In more mature markets, a mall’s popularity decreases over time as new offers appear. Footfall lessens, tenant mix decreases and the mall typically slides into a secondary market position. We are now seeing a lot more refurbishments coming to market – in Dubai, for example – with owners often adding new leisure offers to revitalise their business proposition and recapture/retain their customers. Faithful+Gould has developed a hub of specialist expertise from our Dubai office, collaborating with our regional offices to work with clients in each country. Our strengths include an excellent understanding of the Middle East retail sector, which enables us to support
clients from the earliest speculative stages. Clients often need very early estimates where only a piece of land exists, and we are able to provide these together with ideas for the building, infrastructure and car parking planning. We also work with tenants, managing enhancements to meet corporate global brand standards in smaller units, as well as large department stores. We leverage buying efficiencies to lower overall costs and also review fit-out timescales, as even a week’s saving on a small store brings an earlier return on investment. Increasingly, we support global clients in their multiple locations, including global brands like Nokia and RBS. We provide a full pre- and post-contract project and commercial management service for new land owners as well as experienced developers. Many clients ask us to help them verify their budgets in order to obtain funding and to calculate projected profits. We can also bring lease advisors on board. Our understanding of the sector is underpinned by solid benchmarking data, which enables us to challenge and interrogate development plans, ensuring that our clients’ interests are protected and best value is achieved. Our track record includes a range of retail and mixed use developments throughout the region. 1
Jones Lang LaSalle.
For further information, contact Donal O’Leary at our Dubai office. Scan the QR code for full details.
sOLUTIONS Issue thirty-four
21
GREENER
BUILDING
conservation
Opportunities for synergies between sustainability and the historic built environment are becoming increasingly apparent. In some quarters, the UK’s historic built environment has been seen as exempt from sustainability considerations. In fact, many heritage buildings are inherently sustainable, not least because they have an important part to play in protecting our national heritage and conserving the individuality of our communities. There are many conflicts and challenges inherent in any discussion about sustainability and the historic built environment. However, the preservation and sympathetic adaptation of heritage buildings can also present major opportunities for ongoing sustainable outcomes. New areas of work, beyond the field of individual buildings, are opening up. There is growing awareness of the need to upgrade the UK’s historic building stock within a context that acknowledges the significance of places and of sensitive urban design. Master planning and estate management (especially in relation to sustainability and energy consumption) increasingly take account of a range of heritage assets, and not just listed buildings. Building less is an obvious way to preserve precious resources. Replacing an existing building with a new one involves a considerable cost of embodied energy in materials, transport and construction. Appropriate ways of upgrading existing buildings, rather than constructing new ones, are always worth exploring. There are many challenges in improving the environmental performance of Grade I and II* listed buildings. However, sustainability is about
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more than energy consumption, so keeping these buildings in use is also a contribution. Cautious adaptation can often be carried out to ensure their continued preservation. Sympathetic environmental improvement may be possible. Listed buildings are only a small proportion of the UK’s overall building stock, however, and we have a huge stock of unlisted 19th and 20th-century buildings. Many of these are less architecturally significant, but they offer more scope for sensitive reuse and environmental upgrading. Planning legislation now supports a more flexible approach to heritage development. The Department for Communities and Local Government has recently amended heritage legislation as part of wider streamlining of planning legislation introduced in June 2013. The rigid and often inappropriate content of Design and Access Statements (D&AS), which must accompany listed building applications, has been relaxed. Amendments to legislation have removed the requirement for D&AS to explain the principles and concepts applied to scale, layout and appearance and explain how the features which ensure access to the building will be maintained. Applicants and their agents still need to explain and justify their development proposals with reference to the planning policy framework, but in a manner proportionate to the project. This new approach allows more potential for sustainability exploration.
Heritage funding bodies are another significant player, increasingly requiring applicants to demonstrate their approach to sustainability. The Heritage Lottery Fund (HLF), for example, is committed to ensuring that the projects it supports are environmentally sustainable. Faithful+Gould has worked closely with the HLF on the implementation of their green heritage guidance1, and in the development of best practice case studies. We were recently commissioned to assess awareness of this guidance amongst HLFfunded organisations. We investigated the extent to which it is followed, examined relevant measures employed, and provided recommendations for further opportunities and improvements. Our findings showed that most HLF grantees are considering at least some sustainability initiatives, particularly in areas such as renewable energy technologies, water efficiency and environmental impacts of materials. Many aim to be exemplars. The drivers of conse rvation and sustainability are becoming more closely aligned and the interdisciplinary thinking more mainstream. This is reflected in the industry’s academic framework, with University College London, for instance, offering an MSc in sustainable heritage. Faithful+Gould’s sustainability and carbon management team, together with our heritage building and conservation consultants, are finding increasing opportunities to work together in developing sympathetic solutions for unique heritage buildings. 1
Reducing Environmental Impacts – Good Practice Guidance,
HLF, 2012.
For further information, contact Richard Stocking or Ben Stubbs at our London office. Scan the QR code for full details.
sOLUTIONS Issue thirty-four
23
PROJECT MANAGEMENT IN
QATAR
Qatar’s National Vision 2030 outlines ambitious plans to transform its built environment in a market undeterred by global downturn. The government’s economic diversification strategy over the last few years has been to promote sustainable tourism by improving transport infrastructure and creating new attractions. The successful bid to host the 2022 FIFA World Cup has intensified the pace of development. The Qatar 2022 FIFA World Cup programme (Q2022) has an overall focus on sustainable legacy, with over US$140 billion to be invested in transport infrastructure over the next five years. The new airport, roads and metro system will support the influx of
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sOLUTIONS Issue thirty-four
World Cup visitors and benefit the country for years to come.
materials, a huge demand for skilled workers, and higher cost of living.
The next five years are therefore crucial for the country’s ability to deliver its projects. Developers in the region and beyond are attracted by the scale of opportunity, but there are significant challenges ahead, all exacerbated by the speed of proposed development. This is a less mature market than the UAE and construction practices are rooted in local business culture and traditions.
Project management is the cornerstone for successful delivery of projects in all countries. Qatar’s government has demonstrated its understanding by putting in place a national project management initiative called QNPM, based on global practice, and in line with Faithful+Gould’s project management best practice standards. QNPM includes planning, training and support. Although used successfully on large-scale public sector projects, smaller projects have yet to embrace the methodology.
To date, most developers are local and are only just beginning to engage with global best practice concepts. Construction costs are escalating, driven by higher prices of
On mega projects, early project management involvement is essential for best results,
Qatar’s 2030 National Plan and the FIFA World Cup 2022 bring major changes to a small construction market. Good project management is the way forward.
For further information contact Charles Kadri at our Doha office. Scan the QR code for full details.
ideally pre-design and pre-appointment of the design and construction team. We help our clients explore their project’s viability, define the investment needed and ascertain how best value can be achieved. Objectives and expectations can then be well understood and communicated through the stakeholder body and the supply chain going forward. Faithful+Gould’s experience in Qatar is that good project management helps alleviate many of the problems that the country’s construction faces. We use informed procurement, risk management and scheduling strategies to deliver projects in a timely and cost-effective manner. Our role progresses to monitoring and managing the
contract, programme and budget, ensuring high performance, minimising claims and delivering our client’s goals. Materials import is via Doha’s under-capacity port (while waiting for completion of the new port) and delivery is via a heavily congested road system, so careful and realistic scheduling is vital. Our risk assessment helps clients to understand the issues around contractor quality and capability, ensuring the resource is available in a market constrained by shortages of qualified operatives and labour. We also find that experience is needed to navigate ministries, local authority and utility approvals as these can be very unclear.
We have a growing portfolio of projects in Qatar, including Shaza Kempinski hotel where we are providing project and cost management services, and Lusail Light Rail Transit (LRT) system, where we provided cost management services. We are developing a suite of standard forms of contract for a Qatari government procurement programme, and we are also working with our parent company Atkins to support Qatar’s Central Planning Office in their aim to implement best practice systems. Faithful+Gould has identified Qatar as a core growth area for our Middle East operation. We are committed to providing support for the nation and all our work is closely aligned with the 2030 vision.
sOLUTIONS Issue thirty-four
25
NAVIGATING
the road TO
recovery
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As the market moves towards recovery, how can clients mitigate risk? The UK is technically out of recession, but the construction industry remains on a rocky path. It’s not all bad – there are some encouraging signs of recovery – but the return to pre-recession industry-wide trading will be a slow journey. This recession has been long and deep and the rapid growth that followed the 1970s and 1990s recessions is unlikely to occur this time. Instead, we can hope for steadier and more sustainable year-on-year growth, without shortcuts or quick fixes. In Q2 2013, the volume of new construction orders is estimated to be 19.8 per cent higher than Q1 2013. The Q2 2013 estimates show a 32.8 per cent rise compared with Q2 2012. The outlook is good news for UK plc, but challenging for many segments of the industry. Publicly-funded initiatives such as infrastructure and housing are providing a catalyst for investment. The residential market is certainly experiencing stronger activity. Q1 2013 demonstrated large rises in construction orders for new housing, where both private and public housing showed strong growth, enabling all new housing to record its largest growth (19.4 per cent) since Q3 2010 and its highest volume since Q4 2007. Commercial and mixed-use developments are also showing encouraging signs of recovery. London and the south east remains the main focus, but pockets of growth are appearing in the north and north east of England and in Scotland. Regeneration-led schemes are becoming more prominent, with many mixed-use schemes scheduling the residential element during the earlier phases of construction. Following the recent changes in planning law, offices to be converted for residential use are now coming to market.
For further information contact Steve Baldock at our London office. Scan the QR code for further details.
In the regulated infrastructure industries, five-year budgets require savings to be made. The watchword is efficiency. At Faithful+Gould, we are seeing many clients in this sector becoming more open to alternative procurement routes. Outsourcing and joint ventures are under consideration for some, and others are looking to whole-life and lifecycle costing approaches to make the difference. A changed emphasis on innovation is clearly visible – new technologies, new materials, new approaches to preventative maintenance. A shift in mindset is beginning to happen, hinging on creative interrogation of delivery models. In the private sector, however, it’s still front-end costs that count, with capital expenditure prioritised over whole life in
most schemes. The limiting of front-end enabling and infrastructure costs, to avoid burdening the development appraisal, is key to progressing private developments. Securing private funding remains a challenge, as equity providers continue to be cautious in releasing funds. Private residential and pre-let commercial schemes are favoured as they are seen as lower risk investments. The construction market is already reduced in capacity and we are now seeing contractors exercise more caution, being more selective over the bids they pursue to counter negative margins and/or increased risk transfer. Inflationary pressures are also growing, however, and the UK economy grew by 0.7 per cent in Q2 this year1. While the challenge of securing appropriate skills has forced the supply chain to increase off-site prefabrication techniques, there has been a reaction to the greater number of opportunities being presented in relation to their capacity levels. This is resulting in inflationary pressures, which can no longer be absorbed and are now being recovered through increased construction costs. Tender Price Inflation (TPI) is now exceeding building cost inflation for the first time in approximately seven years. Risk mitigation is key. We expect to see clients considering more creative ways of engaging with the supply chain and considering the timing of project roll-out with even greater care. UK construction is even more closely affected by the global economy than before. Issues such as domestic or foreign policy, market confidence, natural resource supply and demand now mean that, more than ever, the precise planning of any development to suit market conditions is crucial to maximise the return on investment. An example of clients embracing modern procurement methods is the growing popularity of engaging contractors in early involvement (ECI). This promotes collaboration throughout the build process, necessitating project or programme-specific procurement contracts. ECI promotes a reduction in pre-construction lead-in time and provides the opportunity for early collaboration between the client, designer and the entire supply chain, thereby facilitating greater control in the management of risk. Faithful+Gould’s Construction Intelligence and International Construction Intelligence publications offer regular forecasting insights, based on the latest construction industry data. 1
ONS Update Summary Sept 13.
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Strengthening
our brand
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In October, Atkins acquired Confluence, a project management business employing more than 200 people with operations in Singapore, Hong Kong, Abu Dhabi and India. Confluence is an international consultancy offering services in project and construction management, and specialist programming and planning. The company has built a solid reputation as an industry leader in the delivery of projects in all sectors including leisure facilities, commercial developments, residential, hotels, corporate real estate, data centre and mission-critical facilities, retail and mixed-use developments.
business, augmenting our presence in the commercial, retail and hospitality sectors. It’s also an important further step in the delivery of our strategy to increase our regional focus and grow our business in Asia Pacific and the Middle East. This leverages our capability to effectively manage and deliver increasingly complex projects for our global clients.
Some of their iconic projects include the Singapore Grand Prix, where they are the engineering project manager; Marina Bay Sand Integrated Resort, Singapore; Yas Island Hotel, Abu Dhabi; The Index Building, Dubai; and a host of other projects for Indian developers and international investment banks such as Deutsche Bank, Credit Suisse and American Express.
Guy Scott, Executive Chairman of Confluence (pictured above right), reports to Donald Lawson, Faithful+Gould’s Chief Executive Officer (pictured left), and joins the leadership team. Confluence will be integrated under the Faithful+Gould brand and the Confluence management team will have an integral role in the combined business, bringing their highly reputed client and sector knowledge and complementary regional presence, capability and capacity.
The acquisition complements Faithful+Gould’s project and cost management consultancy
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fgould.com
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