SOLUTIONS issue 38
Doha Oasis managing a megaproject
also in this issue: Simplifying the pharma operating model Nuclear energy skills renaissance XJet private aviation future Kuala Lumpur Grand Prix
CONTENTS 4 Nuclear energy skills renaissance Will STEM graduates see the light?
6 Faithful+Gould celebrates five years in Brazil Supporting inward investors and local construction market
8 Simplifying the pharma operating model Pharma giants rethink their capital projects approach
10 Onward and upward Transforming capital projects for private aviation leader XJet
12 Developers are on the right track Combining infrastructure and commercial development
14 Roar of success Kuala Lumpur City Grand Prix
16 Doha Oasis Mixed-use development aligns with Qatar’s National 2030 Vision
18 Manufacturing assets Are manufacturers proactively planning for the future?
20 Community shopping malls Trend towards smaller community-based retail malls in UAE
22 Energy megaprojects Project controls, risks and challenges
24 Sustainable fit-out toolkit Refurbishment brings opportunity for improving performance
26 Middle East cost escalation Forecasting and managing cost increases across the lifecycle
28 Digital engineering in construction Changing the way we plan, build, maintain and use our infrastructure
30 PPP in Asia: future trends PPP delivery of infrastructure has intensified
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VIEWPOINT A warm welcome to this issue of Solutions, where we’re proud to present our constructive expertise and thought leadership across a wide range of projects and services. Our front cover features Doha Oasis, one of the great projects we’re leading in the Middle East, contributing to the national economic development vision in Qatar. It’s a good example of our ability to handle complex megaprojects in challenging construction environments, and you can find out more on page 16. Our Americas teams are working on a range of exciting projects, including XJet profiled on page 10. Aviation is one of our key sectors, and the XJet appointment showcases our ability to transfer our expertise gained at Tier 1 airport terminals to the private aviation market. Another Americas highlight is our celebration of five successful years in Brazil, and you can read about the local market and prospects on page 6. In the UK and Europe, our business is thriving across many sectors. The deal between EDF Energy and China’s General Nuclear Power Corporation (CGN) signals the largest inward investment ever brought to Britain, but highlights the need for further skilled resource in the nuclear energy sector. On page 4 we consider the importance of attracting STEM graduates into the sector – and we’re pleased to have been able to place our own graduates into project management and cost management roles on major UK nuclear projects, including the new build at Hinkley Point C. Asia Pacific continues to be another area of significant growth for us. On a trip to the region in early November, I was privileged to address the British Chamber of Commerce Shanghai on the subject of whether big companies really innovate.
My view is that they do indeed innovate, where innovation is a corporate priority and short-term and long-term risk and reward are carefully balanced. To achieve this, companies need to create systems and a culture that make innovation easy. I truly believe that we do this at Faithful+Gould. However, innovation doesn’t always reveal itself in drastic ways. In our business it’s often achieved through evolution and through incremental steps, such as exploiting technology and streamlining management processes. Our efforts have been recognized, as demonstrated on our back cover where we announce that 2015 has been a great year for us in terms of industry awards. I’m immensely proud of my team’s award successes in the Americas, UK and Middle East, and we all greatly appreciate the many messages of congratulations and support from clients and fellow professionals across our social media network. Your interest in Faithful+Gould is much appreciated and I hope you’ll find something relevant to you and your business in this issue of Solutions. To find out more, contact any contributor by using the details accompanying each article or via our website. You can also join us on LinkedIn, Twitter and our blog. Finally, I’d like to wish you the compliments of the season, an enjoyable break and a great year ahead in 2016.
Donald Lawson, CEO Worldwide Operations
For further information, contact Donald Lawson at +44 (0)20 7121 2121. Scan the QR code for full details.
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Nuclear Energy skills
Renaiss Nuclear new-build success relies on increased capacity and skills across the industry. Encouraging STEM (Science, Technology, Engineering and Mathematics) subject uptake in schools and universities could play a major part.
The government is optimistic that UK industry has the capability and capacity to deliver a nuclear new-build over the next 15 to 20 years, while supporting the existing operational nuclear stations and executing the ongoing decommissioning program.
The new nuclear power stations program is one of Europe’s biggest anticipated construction investments. For the UK, this represents a huge opportunity for jobs, economic activity, and a much needed legacy in infrastructure and skills.
New-build delivery, however, creates a challenge to all parties, especially in the realm of skilled resource. No new nuclear facilities have been built in the UK since the early 1990s and there are ongoing skills losses due to current high retirement rates. Competing demands from other sectors exacerbate the resource shortage as the economy improves. Like most countries, the UK needs to produce more graduates in STEM subjects. Attracting a new generation of high-caliber energy professionals into nuclear will rely heavily on the availability and retention of these graduates. Women remain especially under-represented on these courses and on associated career paths, and turning this around is a priority for STEM providers and policymakers. Government subsidy of tuition fees for priority university courses would help augment the limited commercial sponsorship available to students. Industry initiatives are under way to encourage STEM uptake in schools and universities. As part of the Atkins Group, Faithful+Gould is committed to promoting science, technology, engineering and mathematics to young people to help them become the project managers, cost and commercial managers, planners and other technical professionals of the future. We work with schools, colleges and universities to encourage and deliver STEM initiatives in the UK and around our global regions.
Construction toys build the foundation for children’s STEM skills
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The Group is currently enhancing the co-ordination of our STEM program, further integrating it into graduate development, producing Atkins-wide STEM content and presentations, and promoting STEM-related work experience programs. Our projects in the nuclear sector should provide suitable experience for growing numbers of young people on our graduate development program, equipping them for future leadership roles. They will
ssance
Will STEM graduates see the light?
acquire transferable skills that can be utilized throughout the wider energy arena. We currently have graduates working in project management and cost management roles on major nuclear projects across the UK, including the new-build project at Hinkley Point C. Keeping new entrants motivated in the sector is important, for both consultancy and client organizations. In built environment consultancy, some young professionals have traditionally viewed infrastructure as less glamorous than property, and opted for a property-based career path. The infrastructure image is hopefully now changing, with so many dynamic megaprojects now coming to market. However, the nuclear sector will need attention to structured training and career progression if its entrants are to be retained. The UK new-build program is taking place in parallel with global expansion of nuclear generation and this should create opportunities for the UK supply chain. Re-skilling of the existing workforce should also play a prominent part in the nuclear renaissance. The new-build program offers an excellent grounding for all construction professionals to be engaged with a vast range of projects. In return, the introduction of more diverse expertise at all levels brings other sectors’ best practice and innovation to the projects. As a business, we have successfully transferred global technical and commercial expertise garnered from the upstream oil and gas (read more on page 22), transmission and distribution, offshore and subsea sectors, into the new-build nuclear energy and renewables markets. Together with Atkins, Faithful+Gould has a detailed understanding of the commercial, technical and political pressures facing the nuclear energy market – regulatory scrutiny, price volatility, consumer expectations and political sensitivities. Our project management and commercial services leadership underpins our clients’ goals on challenging projects in the Americas, Europe and the Middle East.
For further information, contact Kevin McNealey at ++44 (0) 1454 663 000 Scan the QR code for full details.
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Celebrating FIve years
in brazil
Supporting inward investors and local construction market with global best practice.
Over the last decade, Brazil has emerged as a stronger and more attractive global player. Economic diversification, combined with a strong domestic consumer market and a broad selection of trading partners, helped the country to mitigate the effects of the international economic crisis. Recently, however, Brazil has suffered internal problems over the deceleration of its economy. The government has now begun to reduce its spending, and implement regulatory policies and infrastructure plans, while maintaining stimulus for private domestic and foreign investment. For many inward investors, Brazil’s economic situation has created greater opportunity and some have accelerated their investment programs. The country needs this inward activity now more than ever, and the
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government has stepped up its efforts to implement policies that combat corruption. Establishing international credibility, with a healthy business environment, is also important for the Rio 2016 Olympic and Paralympic Games. This is the first time a South American country has been the host, and the event has acted as a catalyst for the acceleration of government projects in infrastructure, the environment and social improvement. The projects include the revitalization of Rio’s historic port area, the extension of the metro system and the creation of a light rail transit (LRT) service. Sports facilities and associated hospitality projects are also under way, with the pressure mounting in these final months before the start date. It’s now five years since Faithful+Gould established a base in Rio de Janeiro in
response to the needs of our global clients. Our initial move into Rio underpinned our role as project management office (PMO) consultants for Michelin’s global capital investment program. We established strong local capacity, working with BP and GSK among others. In 2013, we opened a base in São Paulo and extended our reach into other sectors such as agribusiness and hospitality. Our team has grown to 12 people, augmented when necessary by support from our North America offices. We have built a varied workstream and are supporting commissions with multinational
organizations in the energy, pharmaceutical, manufacturing, agribusiness, infrastructure, hospitality and corporate real estate sectors. Much of our work comes from global clients we are supporting elsewhere, who are now establishing a foothold in Brazil. Locally, we have been engaged by more than a dozen clients to provide project management, project controls, cost estimating and cost management auditing, strategic facility assessments, and market studies. We find that clients value our independent perspective in what can be a challenging construction environment where cost
certainty and contract management are a priority. Our teams have been able to bridge clients’ global standards and industry’s best practices with Brazil’s local construction practices and governance requirements.
For further information, contact Carlos Nazario at +55 (115) 503 6650. Scan the QR code for full details.
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Simplifying
The pharma operating model
As pharma giants streamline operations in pursuit of business resilience and growth, it makes sense to rethink their capital projects approach. Significant growth over a relatively short time has led the major pharma companies to evolve layered and often cumbersome operating models. These models are now coming under scrutiny. Initially challenged in the downturn, companies have recognized that complexity and duplication prevent swift responses to new market opportunities, as well as pushing up costs. Business agility and more flexible ways of working are needed. Complexity in operations has been shaped by several factors. Consolidation among the global players, through mergers and
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acquisitions, is especially prevalent in the sector, in a bid to bolster R&D pipelines, reduce costs by rationalizing combined sales, and minimize corporate overheads. However, there is typically a transitional phase where corporate models and methodologies need redefining. The patent cliff – a series of patent expirations of key prescription drugs, creating a gateway for competitors to produce generics – is having a major impact on revenue. Pharma companies are forced to cut costs, increase their prices or find new sources of profit, ideally in the form of new breakthrough drugs. The shift from batch processing to continuous production is another important driver, with ongoing investment in the continuous manufacturing process. This is set to dramatically change the pharma manufacturing landscape, enabling smaller plants, built closer to markets, with lower
operating costs. A growing understanding of the capabilities and technologies available for continuous manufacturing is boosting uptake of the process. Already GSK is building a US$29 million continuous manufacturing plant in Singapore, and Amgen recently announced the use of continuous manufacturing processes in its Singapore plant. Rethinking the business operating model has an impact on the way in which pharma companies manage their real estate and their capital works supply chain. The real estate footprint may be reshaped and potentially reduced by corporate consolidation and rationalization. Most of our pharma clients are currently implementing transformational processes and our role is to help them identify optimal portfolio strategies to meet these changing business needs. Reducing inefficiencies in the pharma built environment supply chain makes a
significant contribution to overall efficiency, both for capital projects and facility maintenance/operation. Methodology standardization brings substantial benefits, with greater clarity and visibility achieved by using the same route of engagement and contract assessment across capital programs where appropriate. Faithful+Gould is working with several pharma companies to review their global approach to programs and projects, leading to implementation of an agile end-to-end supply chain aligned with the business operating model. The aim is typically a simpler and more efficient delivery process that responds efficiently and effectively to market changes. There’s an appetite for contracting frameworks and alliances, as these provide a faster and more direct route to market. Properly structured, these supply chain strategies support consolidation and simplification of
global capital programs. Maintenance contracts also benefit from amalgamation into term service contracts, avoiding the need to tender and procure each time. Maintaining a lean procurement model allows investment, resource and time to be channeled to the pursuit of growth, through acquisitions, entering new geographic markets, or expanding the product line. In turn, the procurement strategy will ideally also ensure that new ventures are incorporated without adding undue complexity. We support our clients with a range of services that promote successful change management, defining and implementing strategies to deliver continuous improvement. We achieve a close understanding of clients’ individual corporate culture, working with all stakeholders to incorporate their perspectives and successfully embed the new systems.
Our global pharmaceuticals and biotechnology group has longstanding experience, with operations in the Americas, UK and continental Europe, and Asia Pacific. Our client portfolio includes Amgen, Bristol-Myers Squibb, GSK, Roche, Johnson & Johnson, AstraZeneca, Merck, Novartis, Pfizer and Sanofi. Our extensive expertise spans research facilities, development laboratories and pilot plants, primary and secondary manufacturing units, biotech and sterile facilities, offices, warehouses and associated infrastructure.
For further information, contact Roger Scott at +1 215 789 2040. Scan the QR code for full details.
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ONWARD AN Innovative project management is transforming the capital project outcomes for private aviation leader XJet. XJet has established a new benchmark for exceptional levels of service to passengers and aircraft owners in the private aviation industry. When the Dubai-based company identified a gap in the fixed-base operations (FBO) market, it set about redefining the customer experience with one goal in mind – to build the world’s finest private aviation company. While most FBOs concentrate on the pilot experience, XJet has focused on the XJet Club member aircraft owner. The world-class facilities include club space, concierge services, business support suite, conference rooms and, in some locations, restaurants, luxury retail opportunities and car spa services. The hangars are also of the highest industry standards, with clean and contemporary interiors that complement the aircraft. The luxury service has been welcomed by XJet Club members and acclaimed by lifestyle magazines Robb Report, Aviation International News and ProPilot. At the MEBAA1 2014 show held at Dubai World Central Airport, XJet outlined ambitious plans for the global expansion of its award-winning business model, which will span London’s Stansted Airport, Dubai World Central in the United Arab Emirates, King Fahd International Airport (KFIA) in Dammam, Saudi Arabia and Le Bourget, Paris. Their aim is to achieve consistently high standards at each location, tailored to each country’s airport culture and passenger needs. XJet also announced its headquarters relocation from Denver to Dubai, to better focus on the Middle East private aviation sector. Dubai World Central (DWC) is building an executive terminal that will cater exclusively to business aviation. The 6,000-square-meter terminal is sited at DWC’s Aviation District and will host XJet and two other key fixed-based operators, complementing the rapid growth of business aviation in the Middle East. King Fahd International Airport (KFIA) is also establishing a private aviation terminal, where XJet will build its own hangars and club facilities. Private jet owners in the Eastern Province currently house their aircraft outside the Kingdom due to the lack of dedicated aviation infrastructure, so the new facilities will be welcomed.
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In Europe, XJet has secured exclusive FBO rights at London Stansted’s Diamond Hangar – one of Europe’s largest private hangars. Phase I interior renovations were completed in July 2015, and Phase II will begin early in 2016. The second XJet European hub will be at a new-build facility at Le Bourget, Paris. Faithful+Gould’s Americas private aviation team is leading the overall program strategy for XJet’s projects in Denver, Dubai and Dammam. We are tailoring the ‘XJet experience’ business model to the culture of each country and identifying the most suitable project execution methodology. We oversee the design process, cost management and procurement, providing comprehensive program management, project management, cost scheduling, construction management
ND UPWARD
and real estate services. When contractors are mobilized we will provide on-site project management, eventually commissioning each facility with operational and future maintenance plans in place. Effective project management will be underpinned by our cloud-based Unifier project management software platform, utilized to manage and report on cost, schedule, quality, safety and risk. XJet chose to partner with Faithful+Gould due to our global presence, in-depth sector knowledge and track record with Tier 1 airport terminals, reinforced by our parent company Atkins’ aviation profile. We are very strong in commercial aviation, with a sound understanding of how airports and airlines work, and we employ this expertise to lead projects in the private aviation market.
Our varied aviation sector portfolio includes Los Angeles International; JFK International; Newark Liberty International; Chicago O’Hare International; George Bush Intercontinental; Dallas/Fort Worth International; John Wayne, Orange County, and Hartsfield-Jackson Atlanta airports. In Europe, our experience includes London Heathrow, London Gatwick, London Stansted, London City, London Luton, Birmingham International and Manchester airports. In the Middle East, our portfolio includes the expansion of King Abdulaziz International airport in Jeddah; Dubai International; Ras Al Khaimah International; Doha International, and Salalah and Muscat airports in Oman.
For further information, contact Scott Maish at +1 303 221 7275. Scan the QR code for full details.
1. Middle East and North Africa Business Aviation Association.
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Developers are on the
right tra Developing commercial and residential space around transportation infrastructure hubs makes sense, both for developers and transportation operators. As city center space becomes more constrained, infrastructure-led developments have become important conduits for sustainable urban and mobility planning. In London, most new large mixed-use developments are part of existing or new transportation hubs, and cities globally are doing the same. Rail operators are among the largest landowners in many cities, and most are now addressing the considerable unrealized potential in the form of their land and building assets. Historically, operators were reluctant to develop, often preferring to protect their asset portfolio, but, today, many are exploring more ambitious and creative ways to make the most of their commercial estate. The benefits of collaborating with development partners are well recognized. Rail companies can increase the level of income they receive from their assets, developing a revenue stream that complements their reliance on fare-payers and taxpayers. A well-connected and fully integrated station can lead to increased economic activity and encourages regeneration of the periphery. The space hopefully becomes a prime urban location, attracting new development, tenants, business and employment initiatives.
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For developers, these sites offer urban land that just isn’t available otherwise, and the transportation hub supports new development, potentially transforming the commercial and residential property market over time. Buyers and tenants want to be near the hub, so foot traffic and demand are increased. However, the complexity of infrastructure-led developments must be emphasized. There are significant engineering, programming and
structural constraints with most of these sites, together with contaminated land issues. Layouts are often complicated by the surrounding infrastructure. Typically, buildings have to be bigger and taller, in order to viably fund complicated construction, therefore more costly overall, and standard cost indices rarely apply. Although inward investors are keen to develop UK urban sites, most lack the necessary
ack Main image: London Bridge Station, Network Rail; above: Hammersmith Grove, U+I; below: Amelia Street, First Base
For further information, contact Guy Solway at +44 (0)20 7121 2121. Scan the QR code for full details. efficiently operate a railway – two very different business and construction cultures. Aligning the aims and commercial aspirations while enhancing the transportation network is challenging, and relationships often break down over the lifetime of the project.
expertise in this very specialized work. This points to greater opportunity for the major British firms, who do have the specific experience, but they need to be certain that the opportunities are soundly explored and are commercially viable.
Early involvement of the developer is very helpful, as they can then work with the infrastructure team to develop the most suitable structure, having fully explored the site and assessed its potential. Accurate planning with regard to scheduling constraints are critical, as costs are driven up when the daily construction hours are limited.
Bringing together the aims and interests of the rail operator and the commercial developer is vital to success. Developers are looking for the best return, and rail operators are trying to
Rail is a very public arena, and associated developments and construction are visible and newsworthy. Safety is paramount, as is continuity of rail service, highlighting the need
for good relationships and clear communication between operator and developer. It’s vital that both parties get the best cost and constructability advice. Faithful+Gould works with large commercial developers and rail operators, achieving efficiency and best value on multi-stakeholder projects at complex sites. Our experience of infrastructure, with the support of our parent company Atkins, enables us to provide robust cost information to developers to support their business case. We can act for either party or both, and our portfolio includes high-profile developments, such as Crossrail, Southwark Tube, London Bridge station redevelopment, Hammersmith Grove, Solum Regeneration and the Printworks mixed-use development, London SE17.
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Kuala Lumpur City Grand Prix
Roar of success First-rate project management skills won the race to create the inaugural Kuala Lumpur City Grand Prix circuit.
Kuala Lumpur’s city center proved an exciting location for the August 2015 street race, hosting several International Race Series and launching with a demonstration by V8 Supercars. The FIA-compliant 3.2km race circuit swept through the city’s streets and past the iconic Petronas Towers, with 16 corners to challenge drivers. Behind the excitement and glamour lay meticulous planning, careful scheduling and comprehensive communication. Faithful+Gould worked in partnership with our client, Apex Circuit Design, to deliver project management support services for the construction, operation and subsequent removal of the circuit and the associated hospitality facilities. We had previously collaborated with Apex Circuit Design to deliver the Singapore Grand Prix circuit, bringing a joint ethos of excellence to the Formula One night race. Our project had a tight schedule, but timely delivery was vital, as spectators, broadcasters, viewers, sponsors and of course competitors count down to the race start. Lessons learned from our eight years’ experience on the Singapore Grand Prix enabled us to meet the challenges of the inaugural Kuala Lumpur event.
For further information, contact Bala Vijaysingham at +603 2690 1548. Scan the QR code for full details.
The circuit was planned to provide spectacular visual opportunities, with the city’s skyline as a backdrop for race photographers and broadcasters. However, temporary circuits built in older city streets are complex projects, with challenges including track design, access routes, public transport integration, road closures, event spaces, spectator grandstands and public safety.
Staging motorsport in major cities can bring reputational and economic benefits, but any negative impact on local residents and businesses must also be considered. The location in the Golden Triangle central business district inevitably brought some disruption to an area which already experiences daily traffic challenges. Multiple stakeholder collaboration was therefore critical. We managed relations with the city council DBKL, the Ministry of Tourism & Culture, transportation authorities and the traffic police, as well as the large number of track and event contractors, to mitigate risk and reduce disruption. Local positive public perception of these events is key, so we worked with stakeholders to clearly communicate infrastructure plans. For Faithful+Gould, this appointment demanded especially flexible leadership and implementation, directing complex processes and authority approvals for a first-ever event delivered in an often challenging local construction culture. Our team was hands-on, often plugging gaps in service delivery and doing everything possible to make the event a success. We bring energy, experience and best practice project management principles to the design, procurement and delivery management of highprofile projects like the KL City Grand Prix. Our portfolio contains a growing list of global sports events and facilities. Our team in Kuala Lumpur is also leading projects across the corporate real estate and manufacturing sectors, as Malaysia continues its Vision 2020 journey to a more service-based, private sector-driven economy.
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ENTER THE...
Doha
Doha Oasis is an exciting new mixed-use development of over 450,000 square meters. It features 245 high-end residential penthouses and apartments in 14 nine-story buildings. Oasis sets a new benchmark for familyorientated entertainment, offering a retail mall with food court, cinemas and cafés, and a first-of-its-kind indoor amusement theme park with major rides and attractions. An exclusive luxury hotel with 30 floors, six restaurants, gym, spa and indoor pool, and a business center completes the development. This project demonstrates the continuing development of Qatar’s property market, which is geared towards delivering the National 2030 Vision. The theme park element of the development has also been designed in line with the 2030 Vision’s social and
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educational aims, providing exploratory educational experiences in support of school curriculum objectives. Faithful+Gould is providing integrated project and program management services to Halul Real Estate Investment Company. These include project and program management, cost management, bills of quantities preparation, employer’s representation, planning and control systems, procurement, risk management and sustainability management. Our program management office (PgMO) solution is being utilized on the four main components of the project: the hotel tower, residential towers, retail complex and theme park. By developing a detailed project delivery plan and implementing tailored control systems, we will identify and mitigate all
associated risks to ensure the project meets quality objectives and is completed on time. One of the strengths of our PgMO service is its compatibility with clients’ individual preferences on project management methodologies. We can adapt the service to suit the client’s corporate culture, as well as to local market conditions and built environment practices. On this project, our client is very experienced and keen to avoid an additional tier of project management input. Our response was to embed a team of experts into the client organization, allowing our client to remain in control of the project. Through implementing the PgMO as part of the developer’s organization, we have ensured there is full-time, highly skilled resource to
Oasis Prestigious mixed-use development aligns with Qatar’s National 2030 Vision.
support the complexity of this project. We currently have a team of about 20 staff based on site, and this close working relationship facilitates knowledge transfer from our team to the client’s team. Global best practice permeates the project as a result.
labor has helped overcome constraints on resource, caused by the high volume of local construction.
BIM methodology will be vital to the development’s success, with 6D BIM used for the operations and maintenance phases. All the MEP services and structure are fully modeled and clash-detected before being issued to the contractor for execution.
Cement and steel were sourced ahead of time, to avoid delays. Similarly, pre-approvals for the project’s utilities began one year before site excavation, to minimize disruption to surrounding streets and services. The substantial power requirements were also connected in advance, to avoid relying on generators. A dedicated primary substation is now being developed to prevent unexpected surges.
Delivering a strong procurement strategy in a less mature built environment culture is always a challenge. However, we are able to draw on our many years’ experience in the region, to support our client. Partnering with a contractor with a strong pool of skilled
There are also significant logistical challenges. Ports and road networks are over capacity in Qatar. Located in the heart of Doha, the Oasis project has to transport and receive materials in a congested environment. Hundreds of trucks arrive at the site every day,
so our role in managing the scheduling and coordination is important. Our liaison with the local authorities has helped them improve their own programs, which in turn has helped to accommodate Doha Oasis’ needs. We are working with all stakeholders to help ensure the development meets its sustainability objectives and earns a three-star rating using Qatar’s GSAS sustainability building rating tool. This will be one of the very few projects in this category regionally. For further information, contact Charles Kadri at +974 4424 5840. Scan the QR code for full details.
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Manufacturing
assets
assets as a core part of the business, rather than an adjunct, is helpful in looking beyond the duration of an initial manufacturing contract.
As the manufacturing industries become faster, more responsive to changing global markets, closer to customers and technology-driven, their built environment is changing. The most successful organizations are capable of rapidly adapting their physical infrastructure to exploit advances in technology, withstand fluctuating demand and align with product lifecycles.
Creating a long-term (ideally 20-25 years) asset investment plan for the property portfolio, and for individual sites, allows creative thinking around tomorrow’s facilities – what are their capabilities, what will they look like, where should they be, what will they cost and, crucially, how future-proof are they?
Most manufacturers today need less production space than before, but continuing agility means they need to reconfigure their facilities for different contracts and products. This demands flexible spaces, carefully planned to meet often unknown future needs.
three-year payback, for example, on an asset with a 30, 40 or 50-year lifespan.
Planning is challenging, when asset investment decisions are typically driven by short-term contracts, and companies are often seeking
We encourage our clients to take a longer-term view, analyzing the true value proposition of the building and its lifecycle. Recognizing built
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There is a significant lack of good-quality industrial space and buildings in the current UK market. Manufacturers are seeking to upgrade and expand their existing asset stock, against a legacy of lack of foresight and investment. The cost of upgrading or demolishing older buildings that have not been adequately
ARE MANUFACTURERS PROACTIVELY PLANNING THEIR ASSETS FOR THE FUTURE?
maintained can be prohibitive, due to factors such as contamination, structural integrity and the unplanned adaptation and extension of building services through their estate. For new facilities, flexibility will ideally be designed in, at project inception, with comprehensive optioneering to identify the best value proposition. For example, it may be worth investing more in the building’s capital cost in order to provide the flexibility to potentially service a future contract. The same can be said for sustainable elements in the design. Altering lightweight construction is often easier than making alterations to heavier, more industrial buildings. Asset planning should include facility operation, maintenance and upgrade/
replacement. As with capital cost planning, the lifecycle and maintenance costs of manufacturing buildings are often overlooked in favor of the better returns and shorter payback timeframe of manufacturing and production equipment. To achieve demonstrably sustainable facilities for the long term, significant investment decisions are needed. These decisions inevitably have a medium to long-term payback. Manufacturers that maintain a longer term, holistic view of their assets will emerge from the recent downturn in a better position, with more efficient facilities and a stronger property portfolio. Faithful+Gould understands the complex interaction of buildings, services and
infrastructure in efficient manufacturing and distribution operations. We are supporting many manufacturing companies as they change their organizations, processes and capabilities to achieve a more competitive position in the market. We think beyond the building, working with our clients to fully understand their manufacturing process, and ensuring that their built assets are aligned with their future plans. For further information, contact Andy Hirst at +44 (0) 1133 066 600. Scan the QR code for full details.
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Convenience factor fuels demand for
community Community malls are gaining popularity in the UAE, as residents seek convenient everyday shopping. For retailers, this is a time of complexity and change, as they navigate the evolving role of the store in an increasingly digital environment, together with the proliferation of social networks and the influence of mobile device technology. In the Middle East, retail has remained one of the fastest-growing industries, making a major contribution to economic diversification and development. Increased populations, urbanization, expatriate wealth, strong household consumption and a healthy tourism sector continue to provide ideal conditions for growth. For many countries in the region, the retail mall not only provides a shopping experience, but it also has a strong role as a ‘go-to’ destination in its own right, offering entertainment and leisure for the whole family. The UAE has led the way with facilities known for their luxury and innovative leisure provision, but a newcomer has emerged in the market – the neighborhood or community mall. This smaller community-based model is a response to the large number of recently completed housing developments, catering for residents’ daily grocery and necessity shopping. They offer a convenient alternative to the larger malls, avoiding a long driving distance and potentially lengthy walking routes around the mall itself.
For further information, contact Owen Jones at +971 4405 9100. Scan the QR code for full details.
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For mall developers, responding to the demand for convenience shopping has meant a slightly different approach. The smaller-scale product needs more emphasis on everyday shopping and less on luxury brands. Developments are typically anchored by large food retailers, and may include dry cleaners, photo printing shops, florists and nursery provision, as well as a range of clothing and electrical goods stores. Often open-air parking lots rather than multi-story structures are sufficient.
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Mall branding is just as important as on destination malls, with the larger developers ensuring that each of their community malls has a recognizable layout, reinforcing the brand identity. They can also take the opportunity to build close ties with the community, through corporate social responsibility programs and loyalty schemes. Typically developers will build ‘core and shell’ structures, with front-of-house and back-of-house areas finished, and individual retailers will then complete their own fit-outs. Considerations include location, availability of sites, road connectivity and availability of services (water, power and district cooling, if applicable). Faithful+Gould provides early cost advice throughout the design stage and project lifecycle. This allows us to properly assess client priorities and scope definition, determining how these can influence procurement and contracting strategies to set realistic, considered and reliable budgets within which to manage project delivery. We have developed a hub of specialized expertise within our Dubai office, collaborating with our regional offices to work with clients throughout the Gulf region. Our strengths include an excellent understanding of the Middle East retail sector, which enables us to support clients from the earliest speculative stages. We are working with Majid Al Futtaim Properties (MAF) on its growing program of community malls, with the current focus on a new-build in Dubai and an existing Sharjah community mall which is doubling in size. We lead retail projects throughout the Middle East, Americas, Asia Pacific, UK and Europe, providing our integrated project and program management approach on major developments, individual stores and refurbishments.
shopping
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Energy
Megaprojects Project Controls, Risks and Challenges Sharp decline in oil prices has dramatically transformed the oil and gas industry landscape. For oil and gas companies, an austere economic forecast has challenged the balance sheets and shareholder dividends, leading to cuts in project spending and increased focus on productivity and cost control. To achieve the strategic benefits from capital programs, owners are increasingly shifting their focus from accelerated program execution to delivering value for money through effective and efficient program management. In the global league of capital projects, energy megaprojects, such as offshore upstream installations or onshore LNG plants, merit special consideration due to an extraordinary combination of rewards, risks and uncertainties. Historically, due to complexity, a high proportion of megaprojects have failed to meet cost, time, or output expectation. This underpins the need for rigorous planning, execution, and control throughout the project lifecycle. In supporting clients, we find that project controls processes and systems established during the early stages, prior to front end engineering design (FEED) completion, often continue to be used during the detailed design and construction stages without being re-assessed for functionality and scalability. This causes gaps in the project controls processes, leading to inaccurate reporting, low confidence forecasting, data bottlenecks, ineffective decision making and a need for increased quality assurance. At this stage, a maturity assessment of the project controls processes could be helpful in proactively identifying and plugging the critical gaps through comparison with industry standards and best practices.
For further information, contact Masjood Jafri at +1 832 476 3300. Scan the QR code for full details.
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The project execution stage, in particular, requires robust project and construction management processes with adequate project controls to provide transparency, predictability and control. We believe that choosing the correct contracting strategy provides a strong foundation for the above. When contracts are developed with input from project controls specialists, the requirements are captured clearly to manage the contractor performance.
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Similarly, the establishment of a centralized project management office (PMO) sets out the policies, standards, procedures, and systems necessary for project performance measurement, reporting and control. An effective PMO is developed in conjunction with the execution strategy, with the focus on guiding, controlling or directing, as determined by the owner. This tailored approach allows owners to manage the contractor performance effectively, reducing opportunities for disputes, claims, and renegotiations, all of which incur additional cost. We believe that establishing robust project controls processes and systems, in line with the execution strategy, forms the backbone of effective contractor performance monitoring and control. Integrated IT solutions and automated processes could also be of
significant benefit, if aligned and configured in association with the execution strategy. We have conducted a number of project maturity and gap assessments for major capital programs, during both the planning and execution stages. Our expertise in developing PMOs in several countries, coupled with project controls systems configuration experience, has benefited clients faced with significant project controls challenges. Recent examples include a project controls assessment for Sasol’s multibillion-dollar chemical project in Louisiana. We also recently provided a maturity assessment for Williams Energy, followed by detailed requirements development, project management process improvement and project management information system implementation. Faithful+Gould has led projects in the rapidly changing energy sector for more than 60 years, forging strong relationships with major providers across the world. Our consulting services support energy companies in overcoming business challenges in both capital and asset management programs. Our global portfolio includes clients in upstream oil and gas, downstream refining and chemicals, nuclear energy (see also page 4), renewable energy technologies, power generation, transmission and distribution, and infrastructure.
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Sustainable Fit-out There are clear business benefits in considering sustainability within the fit-out process. These include improving occupants’ health and wellbeing through better comfort, air quality, and interaction with nature; improving communication and refreshing the firm’s image, and reducing running costs. Asking the right questions, at the right time, could make all the difference to achieving the most sustainable outcome.
Lease the building faster and for more rent – could be up to 20% (landlord’s perspective)
However, many owners and occupiers lack the time, knowledge, resources and communication needed to incorporate sustainability principles and practicalities at the start of the leasing and fit-out process. To address this, our sustainability team has been appointed by the Better Buildings Partnership (BBP) to develop a sustainable fit-out toolkit, capturing industry best practice advice and measures for commercial office and retail fit-out projects. The British Property Federation and British Retail Consortium are part of the steering group for the project, which will complete in early 2016. BBP is a collaboration of leading UK commercial property owners, representing more than £180bn of assets under management. The organization’s aim is to improve the sustainability of commercial buildings, delivering market transformation through sustainability leadership and knowledgesharing across the UK property industry. Members include British Land, Grosvenor, Land Securities, Legal & General, M&G Real Estate, Hammerson, TH Real Estate, Transport for London, the Crown Estate and Aviva Investors, among many others. Developed as an interactive microsite, the toolkit will be freely available. It will provide clear, practical advice, coupled with case study examples on how to incorporate sustainability
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Building is cheaper to run, due to efficient systems (occupier’s perspective)
“There is already a plethora of fit-out guides and rating systems out there, but the right questions are still not necessarily being asked, by the right people, at the right time, to achieve
the most sustainable fit-outs. We’re aiming to change that by bringing together experts and practitioners from across the industry to create a practical guide tailored to different users’
Refurbishment is a significant opportunity for improving the performance of retail and commercial buildings, and sustainability helps provide an edge.
Toolkit We won this commission due to our commitment, experience and proven track record of similar work for BBP members British Land, Legal & General and the Crown Estate. Our approach focused on the benefits of sustainable construction, business case development, and impact on yield and valuation. The toolkit demonstrates our thought leadership, innovation and commitment to supporting clients in the commercial property sector. Our team is leading a program of events to launch the toolkit, including a presentation to BBP’s commercial occupier forum, a briefing with office owners and a presence at EcoBuild 2016.
Improved health and wellbeing – better lighting, opening windows and improved air quality can increase productivity by 10- 20%
requirements – be that big project or small, short or long lease, office or retail.” Jenny Pidgeon, Head of Sustainability, TH Real Estate
This is just one example of our global sustainability and carbon management solutions to built environment challenges. Best results are achieved with early intervention – from strategy setting, through design development, procurement, construction and commissioning to handover, occupation and use. We optimize the balance between sustainability and carbon management objectives, working within practical constraints and tailoring countryspecific solutions. For further information, contact Marietta Chatzinota at +44 (0) 20 7121 2121. Scan the QR code for full details.
CREATING WELLBEING IN THE SPACES WE DESIGN
Activity
Water and nutrition
Restorative environment
Ergonomics
Autonomy and user control
Interaction with nature
Air quality
Lighting
Acoustics
Motivators and feedback loops
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Courtesy of Gensler, Workplace Trends conference, London 2015
Supports corporate sustainability targets and improved brand – over 90% of office workers would like to work in a ‘green’ working environment
into fit-out designs across the typical leasing process. Although primarily aimed at building occupiers and owners, all key stakeholders, such as the project team, contractor and leasings and management agents will benefit. Cost-effective interventions and quick wins will be highlighted.
Middle East
Cost Es
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Escalation Finding methods to forecast and manage construction cost escalation is critical for owners and contractors. Costs on construction projects can easily escalate across the lifecycle, affecting both the ability of owners to fund project completion, and the profitability of their contractors. The Gulf Cooperation Council (GCC) countries are especially prone to cost escalation in their projects, due in part to the distinctive features of their built environment culture and business practices. GCC governments continue to invest in economic diversification, while at the same time spending to maintain or expand hydrocarbon and downstream petrochemical production. Investment in social infrastructure, to service a growing population, is driving the region’s construction sector, as are event-led projects such as the 2020 Expo in Dubai and 2022 World Cup in Qatar. All GCC countries are actively building, with Qatar, Saudi Arabia and the UAE currently experiencing the highest volumes. Despite the fall in oil prices, the region still faces the challenge of delivering large, complex and overlapping programs of work, creating a peak in construction activity over the next five to seven years. Delivering within budget and on schedule will continue to test clients, contractors and consultants in this competitive market known for delays and cost overruns. Escalation typically begins with the problem of forecasting final construction costs in the face of changing conditions. Optimism bias tends to be high in Middle East projects, and the process for securing government approvals may encourage project sponsors to underestimate costs. During the design stage, Middle East projects frequently encounter high levels of specification uncertainty, and lack of attention to identifying and detailing the best contract format. Post-contract changes are therefore very common, giving rise to a high number of claims. Although there has been some improvement in recent years, the region’s often-adversarial construction climate tends to push costs up and cause delays. Identifying common interests among stakeholders is therefore problematic and client decision-making is often delayed,
with relatively weak governance structures and a lack of delegation. Skills shortage is now a serious problem in the region. It’s difficult to attract and retain enough suitably qualified people at all career levels, with the experience required to deliver complex megaprojects. This leads to further upward pressure on costs. The need to import much of its construction materials, as well as its labor, is a further issue for the region, exacerbated by logistics barriers. In Qatar, for example, the limited capacity of Doha’s existing port creates supply chain bottlenecks. The new port development is expected to improve inbound logistics. These constraints increase the risk of cost escalation, highlighting the need for accurate forecasting and control of costs throughout the project lifecycle. Successful management of escalation is assisted by realistic cost modelling with appropriate recognition of risk and ongoing cost modeling throughout the project. Forecasting escalation accurately depends upon choosing the most appropriate economic model. To ensure that the economic model’s outputs are relevant, the users’ business requirements must first be clarified. Secondly, the availability and robustness of data is assessed. At this stage, technical decisions on model design can be made, maintaining the guiding principle of simplicity. Finally, the model must be built, calibrated and tested. Faithful+Gould provides the necessary cost management expertise to forecast and control costs across the lifecycle, together with experience of Middle East construction culture.
For further information, contact Rupert Booth at +974 4424 5840. Scan the QR code for full details.
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Digital engine In Co Digital engineering is changing the way we plan, build, maintain and use our social and economic infrastructure.
We are moving swiftly toward a global digital economy, with profound implications for our built environment. Many countries have implemented national digital strategies to drive performance and policy goals of value for money, productivity and sector growth. In Europe, the UK BIM Task Group is joining with 14 EU member states to form an EU BIM Task Group. The EU group will work towards sharing and aligning procurement practices, technical standards and skills for construction/asset delivery within a digital environment. Asia, Singapore, Hong Kong and China are also sharing common experiences of BIM and digital working, to improve delivery across buildings and infrastructure frameworks. In the Middle East region, BIM is increasingly a requirement at the procurement stage, referencing both UK and US standards and capabilities. North America has long-established experience in BIM and digital engineering implementation, and parts of Central and South America are now showing keen interest in the UK BIM strategy to inform their national plans to digitalize asset delivery. The UK arguably has the most developed approach to BIM/digital engineering, supported by the UK government’s 2011 BIM mandate and its more recent Industrial Strategy for Construction – Construction 20251. Construction 2025 sets out plans for industry and government to work together to put Britain at the forefront of global construction. Part of the strategy is to lead research and innovation, transformed by digital design, advanced materials and new technologies, embracing the transition to a digital economy and the rise of smart construction. Construction 2025 outlines some ambitious targets: 50 percent quicker, 33 percent cheaper and 50 percent less carbon. These are challenging in a low-margin industry that moves through cycles of bust and boom, and has difficulty in retaining resource and maintaining skills training.
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neering onstruction New approaches are needed and digital technology is an important catalyst for change. Factory-based construction has a part to play, with Design for Manufacture and Assembly (DFMA), build off-site and component manufacture, among others, challenging the industry’s reliance on the traditional skill base. The digital age provides the platform to release the potential of these technologies. A digital engineering approach to design supports rapid decision making through enhanced visual presentations, compliance checking and scenario comparison. When coupled with a collaborative delivery team, this approach helps build a greater awareness of the asset and its operation very early in the process. We are already seeing technology used in support of collaborative delivery. Industry and government have made a good start through their joint commitment to the digital engineering agenda. The digital engineering approach enables delivery of more sustainable buildings, faster and more efficiently. The UK PAS/BS 1192 BIM standards depict a process that promotes thinking about the asset operation and impacts from the start. It poses pertinent questions: how will the asset be operated, what information is needed to deliver its outcomes, and what is needed during the capital delivery stage to safeguard the asset’s long-term efficient operation and delivery of the business benefits?
increasingly be used to transmit plant and services information to asset data hubs, further supporting enhanced maintenance programming, and minimizing business operational impacts. In a Level 3 world and beyond, the way we do business will change. Data capture and analytics will become more sophisticated, helping to forecast outcomes on many levels, commercially, socially and environmentally. The extent, frequency and real-time nature of available data will enhance the level of decision making and quality of impact assessment. The UK is taking the lead and has published a cohesive set of documentation that supports the implementation of a digital engineering approach. Those standards are now being reviewed for issue as International Standards and will aid/inform the international uptake and implementation of a cohesive approach to asset briefing, delivery and operation. In collaboration with our parent company Atkins, Faithful+Gould has an established and growing global expertise in operating in a collaborative, digital engineering environment. We are developing industryleading practice in digital model development, for both new-build and existing asset environments. We are driving efficiencies in design, delivery and operational management, as well asset maintenance programming. Faithful+Gould and Atkins are also supporting research and national policymaking, with representation and leadership on the UK BIM Task Group, Building Smart International and on key BSI and ISO committees.
The UK’s Digital Built Britain2 strategy builds on the achievements of the UK Level 2 BIM program. Public and private sector organizations, infrastructure operators and built environment professionals need to become proficient in operating in a BIM Level 2 world, to create the foundation for Level 3 BIM. Level 3 BIM will realize even greater potential benefits on a much wider scale. Existing assets are also poised to benefit from the data revolution, with asset information being digitally gathered in a standardized format, supporting enhanced asset planning, maintenance scheduling and compliance monitoring. Sensor technology will
For further information, contact Terry Stocks at +44 (0) 20 7121 2121. Scan the QR code for full details.
2013, Construction 2025, Industrial Strategy: government and industry in partnership, HM Government.
1
2
2015, Digital Built Britain, Level three BIM Strategic Plan, HM Government.
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PPP in Asia fu As mature markets have demonstrated success in PPP delivery of infrastructure, interest has intensified in Southeast Asia. The Asian Development Bank (ADB) estimated Asia’s total infrastructure investment needs as US$8 trillion from 2010 to 20201, to cope with the challenges of economic growth and population expansion. Public expenditure is usually insufficient and traditional public service delivery isn’t always the best way to accomplish this volume of construction work. Most countries in the region are therefore exploring partnership-based routes, with Singapore, Vietnam, Malaysia, Indonesia, Thailand and the Philippines already on board and many predicting an increase in public-private partnership (PPP) uptake between 2016 and 20252. Providing public services this way will help to alleviate the financial burden on governments, and will also encourage knowledge sharing between the private sector and the public sector. Sectors expected to attract the most PPP
Image © littlewormy / Shutterstock.com
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interest include power, water and waste water, education and healthcare.
experience and allows a greater volume of iteration cycles to occur.
Global PPP markets are at very different stages in the maturity cycle, and are subject to differences in legislative frameworks and bidding processes. Mature PPP markets such as the UK have seen the industry and the procurement model evolve to address many of the obstacles associated with early PPP projects.
The lessons learned throughout this iterative process have political, societal and cultural sensitivities. Each PPP should therefore be assessed within, and tailored to, the unique project context. However governments using PPP for the first time can certainly benefit from the experience of the global PPP industry:
The strong historical pipeline of projects in these mature markets created an environment in which an iterative process was followed. This enables processes to be analyzed, improved upon, controlled through changes in policy or procedure, and monitored. The use of a single department or organization, identified by governments for management of PPP projects, maximizes the benefit of past
• Awarding authorities will be in a stronger position to evaluate PPP projects’ value for money versus traditional procurement if they have already conducted a knowledgegathering exercise with their current assets. • It is important to identify the correct projects by undertaking appropriate feasibility studies, followed by development of a detailed business case.
uture trends • ‘Value for money’ is a key concept in PPP. However, quantification and evaluation of risk, as a factor of value over the life of a project, is a new concept to awarding authorities accustomed to a more traditional approach. • It is important for private and public sectors to build mutual trust and confidence during this process and to work towards a transparent and robust value for money evaluation. • It is important to develop a strong pipeline of work. Delayed, cancelled or on-hold projects are challenging for local PPP markets, as a strong project pipeline, with supporting detailed business cases, is needed to attract investors and to sustain the required track record of excellence. • A wide range of project types limits the degree of document standardization
possible by limiting availability of projectspecific precedents. The opportunities are undoubtedly present, but project viability and long-term public/ private contractual success depends on the public and private sectors’ capacity to adapt sufficiently to address the needs associated both with a country’s PPP strategy, and any specific project requirements. Faithful+Gould has supported clients with a variety of PPP interests, notably including the Singapore Sports Hub, a 25-year PPP agreement and the world’s largest sports facility infrastructure project. The Sports Hub facilities include the National Stadium, Multi-purpose Indoor Arena and Aquatic Center. The PPP deal was structured with the aim of achieving a balance of interest between the public sector, the
For further information, contact Jane Gao at +65 6227 6144. Scan the QR code for full details. private sector and members of the public. This gives the Singapore government better value for money in the delivery of public services and provides the private sector with business opportunities, encouraging them to maximize efficiency and innovation in providing solutions for the government. Asian Development Bank and ADB Institute. 2009. “Infrastructure for a Seamless Asia.” Manila 2 Nanyang Technological University. “The impact of political risks on public-private partnership (PPP) opportunities in Asia.” 1
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2015 has been a great year for Faithful+Gould. We’ve repeatedly demonstrated what sets us apart – our constructive expertise. We’re delighted to have attracted industry recognition in the form of accolades for three major business locations. Our Americas business was honored in the Engineering News-Record 2015 Top 100 Service Professional Firms list, published in June, ranking 11th alongside our parent company Atkins on the top Project Management Firms list. In addition we
maintained our strong 14th place in the Top Construction Management-for-Fee list. April saw us crowned construction consultant/ surveyor of the year at the UK Building awards. This is the second time we’ve won this prestigious UK award in the last four years, exemplifying our strategy and exceptional service delivery. In the Middle East, we nailed Consultant of the Year at September’s Construction Week awards in Doha. We were delighted to also succeed as Consultant of the Year at October’s Construction Week awards in Saudi Arabia. Our third win came at the inaugural Construction Innovation Awards 2015 in Doha, where we were named Commercial Management Firm of the Year. The awards mark a transformational period in which we grew our Middle East team by 30 percent. As always, it’s our people who form the backbone of our success and result in these accolades. We’re continually investing in our talent pool and we have a range of exciting opportunities at every level. Take a look at our website if you’d like to know more about joining our award-winning business.
L-R Nick Gray; Donald Lawson
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