MEP Middle East - June 2010 by ITP Business Publishing

MIDDLE EAST

Essential sential information for mechanical, electrical and plumbing gp professionals rofessionals

An ITP Business Publication | June 2010 Vol. 5 Issue 6

FACILITIES ACILITIES MANAGEMENT THE HE ROLE OF MEP IN INTEGRATED TEGRATED DESIGN

MARKET NALYSIS ANALYSIS AN N IN-DEPTH LOOK AT THE HE GLOBAL AIR-CON MARKET ARKET

THE HUMAN TOUCH DSI chief corporate affairs officer Zeina Tabari on the challenges of human resource management in the MEP sector ALSO: JIT CHAKRAVARTY FROM EUROSTAR ON SOLAR ENERGY

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JUNE 2010 VOLUME 5 ISSUE 6

CONTENTS

03 CONSTRUCTION WEEK ONLINE 05 COMMENT

22 VALUE ENGINEERING The role of MEP in achieving LEED.

36 TECHNOLOGY LG’s latest air-con technology.

40 PROJECT 06 UPDATE 11 EVENTS

24 PROFILE Jit Chakravarty from Eurostar on solar energy.

K AUST in Saudi Arabia.

44 REGION IN FOCUS Major MEP projects in Bahrain.

14 MEP AWARDS 2010 Full category listings.

28 TECHNICAL Chiller industry luminary Don Eppelheimer on system optimisation.

46 BUSINESS LEADS MEP opportunities in Bahrain.

17 THE BIG INTERVIEW DSI’s Zeina Tabari on the mechanics of acquisition and diversiﬁcation.

20 R+T ME 2010 The latest roller-shutter trends.

www.constructionweekonline.com

32 FACILITIES MANAGEMENT The role of MEP and FM in integrated design

34 MARKET ANALYSIS BSRIA examines the region’s aircon market.

48 METAL MONITOR 50 LEGAL 52 PRODUCTS 56 THE LAST WORD

June 2010 | MEP Middle East 1

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CONSTRUCTIONWEEKONLINE.COM OM M IN PICTURES

MOST POPULAR

• LEED rankings ‘bogus’: Frank Gehry • CCC backs UK Tories to the tune of $160,000 • ME has $2.7 trillion in unawarded projects • Emir helped stop Qatari Diar, UK court hears • WATG to design world’s biggest resort in Egypt

EDITOR’S CHOICE

RAK WASTEWATER TREATMENT PLANT Ras Al Khaimah has inaugurated a new 2 000 cubic metre a day membrane bio reactor (MBR) plant, ant, ment together with a 1 000 cubic metre a day reverse osmosis (RO) wastewater recycling and treatment plant, to recycle wastewater for industrial use as an alternative to scarce potable water in the Al Ghaill Inned dustrial Park, which is under auspices of the RAK Investment Authority (RAKIA). The plant was opened own officially by Sheikh Mohammed bin Saud Al Qasimi, son of HH Sheikh Saud bin Saqr Al Qasimi, Crown Prince and Deputy Ruler of Ras Al Khaimah. For more galleries, check out www.constructionweekonline.com/galleries

COLUMNS AND FEATURES

insulation sales

MIDDLE GROUND

QATARI AMBITION

• Areva T&D secures AED46m GCCIA work

Orlando Crowcroft, Editor, Middle East Architect

Selina Denman, Editor, Commercial Interior Design

• New insulated pipe plant for Saudi

Words like simple and straightforward are not often used to describe modern architecture in this part of the world, where superlatives are still largely preferred to subtlety.

An abundant supply of natural resources, coupled with a bullish approach to development, is making Qatar an interesting proposition for designers.

• Saudi’s largest solar installation

IRAQI AMBITION

BUILDING SUSTAINABILITY

25.8%

Stuart Matthews, Senior Group Editor

19.4%

Greg Whitaker, Editor, PMV Middle East There is a lot going on in Iraq at the moment – too much, quite frankly, for most who simply want to make a living with mechanics or in construction to be concerned with.

• Hastie wins major MEP contracts in Qatar

SPOT POLL

What factor do you consider most makes a company admirable?

35.5%

Leadership and management

It has been an eventful year in the construction industry across the Middle East. One beacon of hope for many contractors and suppliers is the Kingdom of Saudi Arabia.

For more comments, check out www.constructionweekonline.com/comments www.constructionweekonline.com

• Leminar aims for AED30m in rubber

People

Reputation

9.7%

Regional history

3.2%

Financial sucess

3.2%

Financial portfolio

3.2% R&D

June 2010 | MEP Middle East 3

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Audited Average Circulation 10,400 copies July - Dec 2009

SERVICES

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COMMENT MIDDLE EAST

Registered at Dubai Media City PO Box 500024, Dubai, UAE Tel: 00 971 4 210 8000 Fax: 00 971 4 210 8080 Web: www.itp.com Offices in Dubai & London ITP BUSINESS PUBLISHING CEO Walid Akawi Managing Director Neil Davies Managing Director Itp Business Karam Awad Deputy Managing Director Matthew Southwell Editorial Director David Ingham VP Sales Wayne Lowery Publishing Director Jason Bowman Business Development Manager, Saudi Arabia Rabih Naderi EDITORIAL Senior Group Editor Stuart Matthews Tel: +971 4 210 8476 email: stuart.matthews@itp.com Editor Gerhard Hope Tel: +971 4 210 8305 email: gerhard.hope@itp.com ADVERTISING Publishing Director Jason Bowman Tel: +971 4 210 8351 email: jason.bowman@itp.com STUDIO Group Art Editor Dan Prescott Designer Angela Ravi PHOTOGRAPHY Director of Photography Sevag Davidian Chief Photographer Khatuna Khutsishvili Senior Photographers G-nie Arambulo, Efraim Evidor, Thanos Lazopoulos Staff Photographers Isidora Bojovic, George Dipin, Lyubov Galushko, Jovana Obradovic, Ruel Pableo, Rajesh Raghav PRODUCTION & DISTRIBUTION Group Production Manager Kyle Smith Deputy Production Manager Matthew Grant Production Coordinator Devaprakash V A Managing Picture Editor Patrick Littlejohn Image Retoucher Emmalyn Robles Distribution Manager Karima Ashwell Distribution Executive Nada Al Alami CIRCULATION Head of Circulation & Database Gaurav Gulati MARKETING Head of Marketing Daniel Fewtrell ITP DIGITAL Director Peter Conmy ITP GROUP Chairman Andrew Neil Managing Director Robert Serafin Finance Director Toby Jay Spencer-Davies Board of Directors K.M. Jamieson, Mike Bayman, Walid Akawi, Neil Davies, Rob Corder, Mary Serafin Circulation Customer Service Tel: +971 4 210 8000 Subscribe online at www.itp.com/subscriptions Certain images in this issue are availiable for purchase. Please contact itpimages@itp.com for further details or visit www.itpimages.com Printed by Atlas Printing Press L.L.C. Dubai The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication which is provided for general use and may not be appropriate for the reader’s particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review.

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Lightless in Sharjah

hen it rains, the roads flood. And when summer arrives, the lights go out. “This is now becoming some sort of an annual ritual. Come summer and Sharjah switches off, plunging most residential and commercial areas of the now heavily-populated emirate in total darkness. And this year, the summer seems to have come early for the poor residents of the emirate that is home to hundreds of thousands of people working in Dubai and other areas,” Khaleej Times commented in an editorial. This time, however, the situation appears to be much worse. While the sprawling industrial areas of Sharjah experience regular power outages, “this is the first big power cut that affected large parts of the emirate, from Al Khan, Al Majaz and Al Qassimia to Buhairah Corniche, Jamal Abdul Nasser and King Faisal Street,” reported the newspaper. There were lots of stories about people being stuck in elevators, having to seek shelter in their cars, or even camp out in the open. “And this could be just the beginning. Things could get worse …” A Sharjah Electricity and Water Authority (SEWA) official told Khaleej Times that the crisis could be blamed “on the excessive use of electricity by residents.” Of course, as summer temperatures start to bite, the use of air-con begins its inexorable upward trend. While the official was quick to point out that SEWA was in a position to meet “the added demand”, the problem was that “the distribution network is clearly unable to take the load. SEWA engineers and officials are said to be working to fix the problem, but there is no guarantee it will not happen again. Clearly the emirate needs to find a long-term solution to the power crisis.” In the face of projected future power shortages, the UAE announced details of its nuclear-power

strategy in 2008. Official figures indicate that the national annual peak electricity demand will exceed 40 000 MW by 2020, indicating a cumulative yearly growth rate of 9%. A consortium of Korean firms clinched a US$20 billion deal for four reactors that marked Korea’s first export of nuclear power plants. A few days after Sharjah was plunged into darkness for the first time this summer, Sheikh Mohammed bin Zayed, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the Armed Forces, paid a visit to the manufacturing facilities of Doosan Heavy Industries in Korea. “The UAE is going in two directions with regard to alternative energy. One of them is Masdar by using solar energy, and the second one is the nuclear programme, which strategically is a great move to have an alternative to gas and oil because it is clean energy,” Gulf Research Centre chairman Abdulaziz Sager was quote as saying in The National. Nowhere is the urgency of these initiatives more apparent than on the streets, residences and industrial areas of Sharjah, where the modern conundrum of rapid development outstripping electricity supply is exacting a heavy toll. GERHARD HOPE Editor gerhard.hope@itp.com

ON THIS MONTH’S COVER Drake & Scull International PJSC chief corporate affairs officer Zeina Tabari on the challenges and opportunities posed by regional diversification and consolidation.

COMMENTS Do you have any comments about the MEP industry in the Middle East? Please e-mail any letters to: gerhard.hope@itp.com or post to: MEP Middle East, ITP Business, PO Box 500024, Dubai, UAE.

www.constructionweekonline.com

Keep up-to-date with all MEP Middle East news at

June 2010 | MEP Middle East 5

UPDATE

DSI Oman wins first MEP contracts The two contracts are to supply MEP works to government-owned projects CONTRACTS

Drake & Scull International Oman (DSO) has won two contracts worth US$12 million (OR4.6 million) to supply MEP works to government-owned projects. The company reports it is set to complete its scope of work on the Sohar Court Complex (SCC) and the Oman National Museum (ONM) in Muscat by June 2011 and September 2011 respectively. “The value of projects in Oman that are set to go ahead

in 2010 – at the prequaliﬁcation, bid or engineering, procurement and construction stage – are estimated at US$22 billion, highlighting the wealth of potential that the country has to offer,” said DSI CEO Khaldoun Tabari. “We are proud to have aligned ourselves with a project that holds such a signiﬁcant cultural importance for Oman in the past, and we hope that this trend will continue with our latest ventures.” Work will begin immediately

Pierlite bucks downturn EXPANSION

Pierlite Middle East, a leading manufacturer of light fittings and accessories, is bucking the downturn by forging ahead with a major expansion. The company has completed the fi rst phase of an AED22 million upgrade. This will add 9 290 m² to the existing facility, which will have a total output of 1.2 million recessed ceiling light fitting units and louvres a year, in addition to 1.8 million batten fittings. The expanded facility in the Sharjah Airport International Free (SAIF) Zone was inaugurated by Sheikh Abdullah Bin Mohammed Al Thani, chairman of Sharjah Aviation and SAIF Zone, at a function on 21 April 2010. “The Middle East will be the epicentre of the post-recession global economy, and now is the time to invest,” said Pierlite Middle East MD Lalu Samuel. “This increased capacity will enhance our market share substantially. Our current capability for technical support, design and marketing for the MENA region will also be doubled by this expansion,” says Samuel. Pierlite’s vertically-integrated 6 MEP Middle East | June 2010

DSI CEO Khaldoun Tabari

Abu Dhabi, Korea in joint venture for cable compounds JOINT VENTURE

Abdullah Bin Mohammed Al Thani, chairman of Sharjah Aviation and SAIF Zone, officially opened the new facility

manufacturing system, coupled with in-house componentry, gives it the ability to make luminaires to the required standards. “Our range is industry-researched, expert-designed, laboratory-tested and precision-crafted. We are using advanced production techniques to maximise efficiency and luminaire quality.” Pierlite’s product range comprises batten fittings, mirror lights, wall and ceiling lights, bulk heads, emergency lights, high bays, flood lights and troffers to GLS lamps, candle lamps, circular lamps, diachroic lamps, flourescent lamps and LED lights. It also offers solar-powered and energy-efficiency streetlights for areas that do not have access to grid power.

on SCC, which will include six court halls and judges’ ofﬁces. DSO will work simultaneously on the ONM project, which will display over 6 000 years of Oman’s history in ten galleries. DSO is the latest subsidiary to be established by Drake & Scull International PJSC. “Our focus over the last year has been to expand our business geographically and vertically, and the decision to diversify into Oman follows this underpinning philosophy,” said Tabari.

The market for high-quality compounds for the wire and cable industry has received a boost with a new JV between DYM of Korea and Emirates Conversion Industries LLC (Senaat) of Abu Dhabi. The JV, to be known as DYM International LLC Abu Dhabi, is the result of Senaat’s acquisition of a 16.67% stake in DYM. Comprising three UAE-owned industrial groups, Senaat is one of the emerging investment companies in Abu Dhabi. Involved in metals, marine, infrastructure and petchem downstream developments, Senaat’s investment objective is to develop industrial downstream projects while con-

Senaat chairman HE Sohail Faris Al Mazrui, DYM president Park Dong-Ha and DYM chairman Song Ha-Hyung

tributing to the vision set by Plan Abu Dhabi 2030. DYM is a privately-held company based in Cheonan-City, South Korea. A key player in the production of compounds for the wire and cable industry, it is currently the world’s third-largest producer of these specialty compounds. Its product portfolio covers a wide spectrum for several applications within the sector, including nonhalogen flame retardant and semiconductive, rubber, silane and jacketing compounds. Senaat Chairman HE Sohail Faris Al Mazrui said: “We are pleased and honored to have a partner like DYM committed in investing and delivering quality compounds to our region. Senaat’s shareholders support the strategic approach to invest in companies that offer long-term growth opportunities for Abu Dhabi. “We intend to build sustainable, diversified businesses around specific applications and technologies, international sales and marketing,” said Senaat chairman HE Sohail Faris Al Mazrui. www.constructionweekonline.com

UPDATE

170 000 water meters for Kuwait

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METERING

Elster has secured a contract to deliver 170 000 water meters for use in residences and government buildings in Kuwait. The customised meters meet the speciﬁc needs of the Kuwaiti market. The Elster automatic meter-reading (AMR) units will enable Kuwait to more effectively monitor consumption and strengthen the nation’s watermanagement programmes. Designed to accommodate a temperature range from above 90°C to below freezing, as well as violent sand and dust storms, Elster M190 water meters will be deployed inside and outside of house walls and on sidewalks. “Elster speciﬁcally designed the water meters for Kuwait to withstand a number of extreme environmental conditions. Our smart metering solutions are ideally suited for desert conditions across the Middle East.” Elster is working exclusively with Al Khatla, its partner for all projects in Kuwait, which will deliver the meters and accessories

An example of a typical water meter

to Kuwait’s Ministry of Electricity and Water. The Elster ‘smart’ meters are designed to function properly regardless of sediments or contanimants in the water supply, and can accurately measure varying levels of water quality. The meters are also equipped with future-proof connectivity and interface systems designed to meet the demands of future smart grid and advanced metering infrastructure. “Elster water meters are deployed all over the world, helping residential, commercial and industrial locations more efﬁciently conserve valuable water resources,” said Jerry Lauzze, executive VP of Elster’s global water business.

Saudi appliance ban

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SAFETY

Consumer appliances can only be imported legally into Saudi Arabia from now on if they have been deemed to be energy-efficient by the Saudi Arabian Standards and Specifications Organization (SASO), reports Arab News. Any inefficient appliances will be banned. “The import and distribution of electrical appliances that are not energy-efficient is banned because the authorities want to support the national economy by reducing the consumption of energy and also help citizens save on www.constructionweekonline.com

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electrical bills,” said Abdul Mohsen Al-Youssef of SASO. About 70% of wasted electricity can be attributed to inefﬁciencies linked to air-conditioning and refrigerators. At the same time, about 60% of domestic electricity consumption is linked to these appliances. Domestic residences consume an estimated 40% of the Kingdom’s electrical power.

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June 2010 | MEP Middle East 7

UPDATE

‘Tremendous interest’ in solar lighting Applications such as streetlighting are gaining favour in terms of energy efﬁciency RENEWABLES

A local solar-lighting solutions provider is registering a “tremendous interest in solar-energy solutions.” In 2009, the company’s projects saved 2 720 metric tonnes in carbon emissions in the Middle East and 4 080 metric tonnes in Africa, according to PTL Solar MD Prabissh Thomas. Efﬁcient solar lights have a performance life of up to 100 000 hours, lasting 100 times as long when compared to incandescent lamps, notes Thomas. The company has supplied its GRENlite solar-energy outdoor lighting to Dewa, as well as Dubai Outsource Zone and Dubai Internet City, both members of

An example of solar streetlighting

TECOM Investments, as well as government organisations. In addition, the company re-

placed conventional high-bay warehousing lighting for Mars, a leading manufacturer of confectionary products in Jebel Ali, to 100 000 hour lifespan GRENLite energy-efficient lights. It also powered Al Kamda Stables with solar lights, as well as illuminating the first automotive factory in the UAE for heavy vehicles assembled by Scania, the world’s third-largest maker for trucks and buses. In recognition of its efforts, the company has received the ‘Environmental Sector Award’ at the first Middle East Business Leaders Summit and Awards 2010, for enabling the MENA region save an aggregate of 6 800 metric tonnes

in annual carbon emissions. The Dubai-based company also won the ‘Power and Energy Sector Award 2010’ for its leading role in introducing solar energy solutions into the MEA markets, through over 100 projects it implemented in 2009. “We are delighted to be recognised as a leading player in the cause of environmental protection in the region,” said Thomas. In order to achieve a wider reach for deploying its solutions, PTL Solar partners with leading providers of solar technology such as Carmanah Technologies Corporation, Canada, Reliance Solar Group, India and Mitsubishi Electric Corporation, Japan.

Clean air-con slashes 20% off energy bill at Kanoo Group ENERGY EFFICIENCY

The Kanoo Group plans to improve the energy efficiency of its headquarters by 20% by running a chemical additive through the cooling pipes of its air-con system to remove accumulated oil. The company is the first corporate member of the Heroes of the UAE campaign launched by the Emirates Wildlife Society – World Wide Fund for Nature (EWSWWF), which states that corporate entities can achieve dramatic cost-savings and reduce their carbon-footprint through the adoption of relatively simple energy and water efficiency practices. To demonstrate that these practices also provide noticeable financial benefits, EWS-WWF conducted case studies working closely with two companies, the Kanoo

Group headquarters in Dubai and One to One Hotel in Abu Dhabi. Together with each company, EWS-WWF conducted energy and water audits to calculate a baseline carbon footprint and identify potential savings. These savings will be reached through the implementation of simple changes with small upfront investments and through education of the workforce. The EWS-WWF case study showed that, by adopting its recommended energy-conservation practices, One to One Hotel could achieve a carbon footprint reduction of up to 17%, which would translate to total savings of around AED72 000 a year. The Kanoo Group study showed the company could achieve a 25% carbon footprint reduction, translating into AED49 000 savings on

By reducing their carbon footprint, companies will help build a sustainable future for the UAE.” “ – Dr Rashid Ahmad Bin Fahad 8 MEP Middle East | June 2010

Optimising air-con saves energy

the yearly energy bill by the implementation of energy-efﬁcient lighting. Further savings are projected through behavioural changes and by optimising the air-con system. “Our high consumption rate of energy and water has lead to an increase in the nation’s ecological footprint. The government has taken several initiatives in order to document and understand the main contributors and to arrive at long-term solutions that are capable of both reducing the UAE footprint, and creating a sustainable future,” said UAE Minister of Environment and Water HE Dr Rashid Ahmad Bin Fahad. “Tackling this issue requires

the involvement of everyone. The private sector is an important part of the country’s economy and a major contributor to its prosperity and development; however, by reducing their carbon footprint, companies will also help build a sustainable future for the UAE. “As a leading environmental NGO promoting sustainable lifestyles in the UAE, EWS-WWF is committed to assisting the private sector on their journey towards sustainability, and we invite all companies to sign up to the campaign and work with us to create a more sustainable business community,” said EWS-WWF MD Razan Khalifa Al Mubarak. The Heroes of the UAE – Private Sector Campaign was developed in partnership with the Environment Agency Abu Dhabi and Masdar, with the support of Emirates Foundation and Etisalat. The Kanoo Group and One to One Hotel audit studies are part of ﬁve makeovers sponsored by the Emirates Foundation of Philanthropy and Etisalat. www.constructionweekonline.com

UPDATE

Manlift powers Qatar cement maker Extension of a temporary-power contract it has been operating since 2009 RENTAL

Manlift Power, a UAE leader in the provision of temporary power projects, has supplied its largest project to date by delivering 27 MW (prime) of temporary power to the Gulf Cement Company (GCC) Qatar within ten days. This is an extension of the 17 MW temporary-power contract that Manlift has been operating since 30 May 2009 for GCC Qatar. The company installed a total of 27 Cummins 1 250 kVA Powerbox units synchronised into a central power package producing 27 MW of power running at 6.6 kV. Manlift is the sole power supplier to the plant, which is capable of producing over 6 000 tons of cement a day. The plant is therefore a major contributor to the rapid development currently taking place in Qatar. The ﬁ rst tranche of power was fully operational on 2 April 2010. The logistical operation included

27 MW to Gulf Cement Company Qatar within ten days

27 Cummins 1 250 kVA Powerbox units were synchronised into a central power package

transporting specialist equipment from Manlift’s head ofﬁce in Dubai to Doha, while ensuring the tight timeframes and speciﬁc production requirements requested by the client were met. “This project is a true example of the high levels of professionalism and knowledge that we offer our clients. The GCC project highlights our tremendous capabilities for delivering multi-megawatt international power projects under tight time and logistic constraints,” said Manlift Power Qatar GM David King. “Building upon our previous successful performance for GCC Qatar, we are delighted to have undertaken this extended contract successfully. Manlift has an

impressive, proven track record of supplying turnkey temporary power solutions, and is fast becoming the chosen supplier in the region for both single-unit and multi-megawatt rental projects,” said Manlift Power regional director Adam Ashcroft. In other news, Manlift Middle East has appointed Tom Andersen as GM of its Abu Dhabi Business. This follows the company’s move into power generators. “It is a very exciting time for Manlift, since we have just begun to sell generators, and this opens up a whole new chapter for us,” said An- Tom Andersen dersen. He added

that demand for access platforms and generators in the region remained extremely strong. Andersen was previously group operations manager at Manlift Dubai, and holds over 25 years’ experience in the generator and compressor industries. Norwegian by birth, he was employed for 20 years by Atlas Copco, where he held several management positions both in Europe and Asia-Paciﬁc. He has also worked in management roles for both Cummins Middle East and Comp Air Far East. The Manlift Group was established in November 2006, and is a JV between local shareholders and a major European rentals company. Manlift Power operates alongside Manlift Middle East, a specialist in the sales and rentals of access platforms and man lifts. It has over 1 000 machines within its ﬂeet, from leading manufacturers including Cummins, Perkins and Ingersoll Rand. Manlift provides unparalleled solutions for clients within the GCC and the surrounding region.

ABB wins US$108m Saudi Arabian substation contract SUBSTATIONS

ABB has won a US$108 million order from the Saudi Electricity Company, Saudi Arabia’s national power transmission and distribution provider, to construct six new substations. Four of the substations, rated at 115/13.8 kV, will be located in Saudi Arabia’s eastern region, in Dammam and Al-Hassa. The other two substations, rated at 110/13.8 kV, will be built in the country’s western region, in Jeddah and Makkah. www.constructionweekonline.com

Peter Leupp, head of ABB’s Power Systems

“These substations will enhance the capacity of the region’s power transmission and distribution systems and help to meet growing demand for power,” said Peter Leupp, head of ABB’s Power Systems division. “They will also help strengthen grid reliability and improve the efﬁ ciency of the regional grid.” As part of the turnkey contract, ABB will be responsible for the design, supply, installa-

tion and commissioning of the substations, which are scheduled for completion by 2012. Under the terms of the contract, ABB will provide gasinsulated switchgear, transformers, MV switchgear, LV auxiliary systems and network protection systems. It will also equip the substations with automation, control and communication solutions, making them fully compliant with the global IEC 61850 standard. June 2010 | MEP Middle East 9

UPDATE

Global water centre opens in Qatar Proposed uses for treated water include recycling within treatment processes RESEARCH

ConocoPhillips and GE Power & Water have officially opened a joint Global Water Sustainability Centre (GWSC) in Doha, Qatar. Located at the Qatar Science and Technology Park (QSTP), the centre will research and develop innovative water solutions mainly for the petroleum and petrochemical sectors, but will also focus on municipal and agricultural solutions. “The global energy and petchem industries will benefit from the centre’s research on various desalination processes and the removal of heavy metals and hydrocarbons, as well as the evaluation of costeffective ways to recycle industrial and municipal water for beneficial purposes,” said HE Abdullah bin Hamad Al-Attiyah, Deputy Prime Minister and Minister of Energy and Industry, State of Qatar. On average, about three barrels of water are produced for every barrel of oil produced worldwide. However, this water usually contains residual components that limit its use without extensive

treatment. Proposed uses for treated water include recycling within treatment processes, industrial cooling, crop irrigation, livestock watering and wildlife habitats, potentially leaving more fresh water available for domestic use. “The GWSC couples ConocoPhillips’ industrial applications and ﬁeld expertise with GE’s expertise in chemicals, equipment and advanced membranes to develop innovative water solutions for our operations and the communities in which we operate,” said ConocoPhilips senior VP: technology Stephen R. Brand. “GE has had a long collaboration with ConocoPhillips for over a decade, and the GWSC is a natural extension of our relationship,” said GE Power & Water chief technology ofﬁcer: water and process technologies Christine Furstoss. “This collaboration will harness our collective strengths to explore solutions that address not only the world’s most pressing water challenges, but the region’s as well. “With its goal of developing so-

Dr. Tidu Maini, Executive Chairman, QSTP; Bill Bullock, President: MENA, ConcoPhilips; Dr Stephen R. Brand, Senior VP: Technology, ConocoPhillips; HE Dr Ibrahim B. Ibrahim, Secretary General, the General Secretariat for Development Planning; HE Abdullah bin Hamad Al-Attiyah, Deputy Prime Minister and Minister of Energy and Industry; HE Dr Mohammed Saleh Al-sada, Minister for Energy & Industry Affairs; Christine Furstoss, Chief Technology Officer, Water & Process Technologies, GE Power & Water; and Dr Samer Adham, MD, GWSC

lutions to help meet Qatar’s need for a sustainable water supply, the GWSC also reﬂects GE’s growing commitment to invest and partner in the infrastructure development of the Middle East,” said Furstoss. The GWSC will also sponsor sustainable development projects to encourage water conservation, including exhibitions and workshops. A visitor centre will

promote water conservation and technology applications to the residents of Qatar within the context of a national awareness campaign. It will further target education and training, knowledge sharing and public outreach. Workshops will be offered that will focus on key issues for water-scarce regions, such as water conservation and municipal water recycling.

Honeywell divisions show ‘signiﬁcant growth’ over 2009 RESULTS

Honeywell Electrical Devices & Systems (EDS) and Environmental & Combustion Controls (ECC) have shown “signiﬁcant growth” in Q1 compared with last year, says Dilip Sinha. Sinha, who heads up the EDS (MK) business of Honeywell, has just been appointed regional GM of Honeywell’s ECC business in the MENA Region. Sinha holds an electrical engineering degree and MBA from Bradford University in the UK. “We are set to have an even better Q2, and are looking to having a great year. Our ongoing investment is a good sign of where 10 MEP Middle East | June 2010

Honeywell ECC stands in terms of growth. This is a time when a lot of companies are shrinking, consolidating or downsizing – but Honeywell ECC is expanding in a major fashion, strengthening its already strong infrastructure and people base in the region, both on the technical/sales and operational side,” says Sinha. Honeywell’s ECC business includes world-famous brands like (BMS systems) Alerton, Centraline, Trend, Phoenbix Controls (air valves), Tridium Systems, HVAC controls and valves for water. ED&S distributes the MK brand of wiring accessories, cable management and lighting controls.

Dilip Sinha from Honeywell

Sinha comments that companies paid lip service to ethics compliance in the boom times. “I think people sometimes forgot about it [ethics compliance] because of the good ﬁnancial performances.” Another important issue is emiratisation. “We are also focusing on the training of nationals to ensure our

organisation is multicultural and multinational. We aim to attract young nationals with engineering backgrounds.” In addition to this, Sinha states it is important for a technology vendors like Honeywell to “focus on the engineers who run the FM and maintenance companies in order to be able to take care of the whole service and maintenance lifecycle. “We are really contributing to that. We are not just providing products in an attempt to gain market share, but are actively seeking to develop the industry. Strengthening our presence in key areas of the region is part of that drive,” comments Sinha. www.constructionweekonline.com

UPDATE

GCC rejects energy saving The answer lies in developing low-carbon alternatives for the future SURVEY

Nine out of every ten consumers in the GCC want their country to reduce its reliance on fossilfuelled power generation, but over two thirds say that using less energy is not the solution, according to research by Accenture. The survey, which covered Abu Dhabi, Dubai, Oman and Kuwait, also shows that nine out of ten consumers want more government intervention in the energy market to combat energy challenges. The Accenture New Energy World Survey reveals that 90% of GCC consumers say it is important or very important for their country to reduce reliance on fossil-fuelled power generation. When asked why, the primary reason identiﬁed by consumers is to reduce carbon emissions (selected by 45% of respondents). However, only a third of respondents say cutting energy should be the priority solution to reducing reliance on fossil fuel power: 33% say using less energy is the priority, and 67% say that the answer lies in developing low carbon sources of energy. “We cannot address climate change unless we both create new sources of clean energy and reduce consumer demand,” said Accenture Middle East MD Omar Boulos. “However, our survey shows that consumers do not think lower energy use is a priority. It will take many years before renewable alternatives come fully on stream. Until they do, governments and energy companies will have to ﬁnd creative ways to transform consumer habits and

90% Of GCC consumers want reduced reliance on fossilfuelled power generation

www.constructionweekonline.com

It is clear that there is popular sentiment in the region for a move towards a low-carbon economy.“

Accenture Middle East MD Omar Boulos

improve energy efﬁciency.” GCC consumers trust their energy companies to address energy challenges more than in most countries, but they demand strong government involvement in the market. According to the survey, 60% of respondents say they trust energy companies to address energy challenges, but only if they have direction from government, the highest level of all 22 countries surveyed. Also, 22% do not trust energy companies at all, among the lowest levels of distrust in the world and well below the global average of 32%. The remaining 18% trust energy companies unreservedly. When asked if more government intervention is required in the energy market, two thirds of consumers (68%) say “yes, certainly”, far higher than the 45% global average. In all, 90% think there should probably, or certainly, be more government intervention. According to the survey, 64% want governments to control energy prices, the leading form of intervention required, while 48% want governments to make

investment decisions on low carbon energy, and 42% demand government support and incentives for the development of cleaner energy technologies. Two thirds of respondents think that nuclear power must be part of the move to low-carbon energy sources in the region, while 13% say that the importance of nuclear power for electricity generation should be increased. A further 54% say that both nuclear and renewables should be increased, bringing the proportion of consumers who support the increased use of nuclear to 67%, higher than the global average of 50%. GCC consumers think renewable energy should account for 28% of the generation mix to address energy challenges. “It is clear there is popular sentiment in the region for a move towards a low-carbon economy,” said Boulos. “It will take some time to reach that goal, but the strong trust in the collaboration between energy companies and governments is an indication that the foundations are in place.” Accenture’s study, ‘The New Energy World: A Consumer Perspective’, is based on an on-line survey conducted in native languages with 9 005 consumers in 22 countries worldwide, during November 2009. The sample included 1 500 people in North America, 3 502 in Western Europe, and at least 500 in each of Australia, Japan, China, India, South Korea, the Middle East, Brazil and Mexico. The sample was representative of the general population as a whole. The data collection was undertaken by Gfk NOP.

EVENTS PROJECT LEBANON 2010 1-4 June Beirut International Exhibition & Leisure Centre Opportunities in one of the world’s largest reconstruction markets. http://www.ifpexpo.com CTT MOSCOW 1-5 June Crocus International Exhibition Centre Construction equipment, machinery and technology. www.ctt-moscow.com/en CONEXPO RUSSIA 1-5 June Crocus International Exhibition Centre Focusing on the construction and utility sectors. http://www.conexporussia.com/EN ASIAN BUILDING TECHNOLOGIES 2010 2-4 June Hong Kong International Exhibition Centre International showcase for building automation and management systems. http://www.hkesallworld.com BAGHDAD INTERNATIONAL CONSTRUCTION, MACHINERY, BUILDING MATERIALS & ELECTRICS FAIR 2-5 June Baghdad International Fairground http://www.trade.gov/iraq/ iraq_doc_events.asp RE POWER SRI LANKA 3-5 June Colombo Renewable energy solutions. http://www.Re-expo.net ANKOMAK 9-13 June CNR Expo Centre, Istanbul Focus on the Turkish building industry. http://www.ankomak.com LIFTASIA 15-18 June Kuala Lumpur Convention Centre International elevator and escalator technology expo. http://www.liftconference.com

June 2010 | MEP Middle East 11

UPDATE

Treated wastewater for RAK industry Pilot project will recycle wastewater as an alternative to scarce potable water WATER TREATMENT

Ras Al Khaimah is setting a new benchmark for the recycling of treated wastewater in the region with the ofﬁcial inauguration of a new pilot plant to promote the commercial viability and sustainability of such a venture. Constructed by turnkey contractor Hitachi Plant Technologies, with the backing of Al Ghurair, it comprises a 2 000 m³/day membrane bio reactor (MBR) plant, together with a 1 000 m³/day reverse osmosis (RO) wastewater recycling and treatment plant. It will recycle wastewater for industrial use as an alternative to scarce potable water in the Al Ghail Industrial Park, which is under auspices of the R AK Investment Authority (R AKIA). The pilot project was funded by the Japanese government’s R&D organisation NEDO (New Energy and Industrial Technology Development Organisation)

duce the energy requirement for water treatment by more than 30%, while providing a secure water supply,” said NEDO director-general: environment technology development department Tadahisa Okabe. “The project aims to establish a business model. Upon its successful completion, the business of utilising treated wastewater for industries, irrigation and top-up water will be started,” said Al Ghurair vice-chairman Essa Al Ghurair.

The Al Ghail Water Recycling Plant in RAK

as a research project for wastewater recycling and treatment in the Emirate. Construction was budgeted at US$4.5 million, while a further US$1 million will be made available annually during a three-year operational period, conﬁ rmed NEDO chief representative Takeshi Yoshida. “The systems installed under this project are expected to re-

A close-up view of the plant in RAK. Photos: Florian Neuhof, Utilities Middle East

Leminar clinches UAE distribution agreement with RWI INSULATION

Leminar Air Conditioning Company LLC plans on AED30 million worth of sales in Gulf-O-Flex closed-cell rubber insulation in the UAE after clinching a distribution agreement with Rubber World Industries (RWI). Leminar will be RWI’s exclusive distributor for HVAC applications in the UAE. It is one of the largest HVAC distributors and manufacturers in the region. “Our partnership with Leminar is a reﬂection of our vision to defy the recession and register growth in terms of both reach and revenues. With the solid foundation and strong backing of Leminar in terms of its distribution network in the UAE, we have full conﬁdence our new distribution partner will 12 MEP Middle East | June 2010

be able to hit its sales target for this year,” said RWI chairman Abu Baker Shaikhani. “Amidst projections of a continuous rise in global demand for rubber products by 4% annually, to reach 26.5 million metric tons by 2011, we have also outlined a production run of over 2 000 containers this year. We are positive that this will mark a year of growth for both RWI and Leminar, as we collaborate to supply the best closedcell rubber insulation products to UAE customers.” The partnership with Leminar is aimed at further entrenching RWI’s position as the leading provider of closed-cell rubber insulation in the UAE, given that it accounts for 56% of the Middle East rubber insulation market share,

RWI GM Fareed Majeed and Leminar GM Pramodh Idicheria

supplying the majority of the region’s requirements for rubber insulation pipes, sheets and other rubber-derived products. Among the latest developments where the company’s insulation products have been utilised are the Al Raha Beach development,

Saadiyat Island and Yas Island in Abu Dhabi. In addition to expanding its distribution network, the company is also planning to increase its current production capacity, with an AED30 million factory expansion to allow it to hit its production target of 3 600 containers a year by 2013. Leminar was established in the UAE in 1989. Today, the company operates from four local ofﬁces and maintains nine showrooms across the UAE and Qatar. In addition to distributing high-quality HVAC products, the company also manufactures rectangular and spiral HVAC ducting, maintaining four manufacturing plants, which have obtained certiﬁcations such as ISO 9001, AHRI (ARI) and various industry awards. www.constructionweekonline.com

UPDATE

DeWalt’s service agent of the year Ideal Star Workshop Equipment Trading LLC is DeWalt’s Dubai service agent 2010 AWARD

DeWalt, a leading manufacturer of industrial power tools, has named Ideal Star Workshop Equipment Trading LLC as its 2010 service agent of the year in Dubai. The winner is decided on the basis of service audit points awarded by the service manager, who audits all ﬁve-star service centres once a year. “We recognise the important role service agents play, and therefore we feel it is equally

important to acknowledge their performances,” said DeWalt Europe and MENA marketing director: product service Peter Langham. “We are committed to continuously improving and enhancing our service levels in accordance with international best practices. This award is recognition of our efforts in bringing DeWalt’s technology closer to the end user,” said Ideal Star managing partner Shabbir H. Paloji.

Peter Langham from DeWalt with Shabbir H. Paloji from Ideal Star (middle)

The DeWalt service team

Spotlight on role of HVAC ﬁlters in indoor air quality HVAC

As end users become increasingly aware of the importance of indoor air quality, there has been a rise in the demand for high-effi ciency fi lter media in HVAC fi lters. Kimberly-Clark has responded quickly to this trend by introducing a new line of high-effi ciency media for HVAC air fi lters. While most competing fi lter media loses effi ciency over time, Kimberly-Clark’s fi lter www.constructionweekonline.com

media offers high particle capture effi ciency all through the life of the air fi lter. The company’s unique non-woven media combines the advantages of a mechanical structure and an enhanced charge to provide optimum effi ciency. To further ensure unparalleled effi ciency, KimberlyClark’s media consists of a mix of fi bre diameters in a gradient density structure, with looselypacked fi bres on the upstream

side and densely-packed fi bres on the downstream side. As Kimberly-Clark’s fi lter media offers low airfl ow resistance, the HVAC system requires less power to deliver the required amount of air to the building or home. Another value-added feature of this fi lter media is that it can be used in various fi lter types, including mini-pleats, v-banks, bags, rigid cells and aluminum separator fi lters. This allows

the company to position itself as a one-stop shop for fi lter manufacturers. Kimberly-Clark has received the 2010 North American Frost & Sullivan Product Leadership of the Year Award. “Over the past few years, providing fi lter media that fulfi ls enduser requirements in terms of effi ciency and application fl exibility has become essential,” said Frost & Sullivan research analyst Alejandro Lozano. June 2010 | MEP Middle East 13

MEP AWARDS 2010

Award categories Nominations are now open for the fourth annual MEP Middle East Awards. This year the selection of categories has been expanded to a total number of 16, ranging from projects to companies and individual awards.

A large to mega project, completed or nearing completion within the last calendar year, that is of a sufficiently high profile to be a noteworthy addition to the achievements of the region’s construction industry. As a major flagship project, it will pay due testament to the company’s total solutions approach, customer service and bottom-line contribution, and any value-add to the MEP sector itself such as solving specific problems or value addition through innovation. 3 Best Specialist GCC Project of the Year (all values)

A ﬂagship project for any specialised application like an educational institution, healthcare facility or for the commercial/industrial sector showcasing innovative and/or customised MEP design played a critical role in the ﬁnal overall design solution.

PROJECTS 1 Best Overall GCC Project of the Year (under US$50 million)

A small to medium project, completed or nearing completion within the last calendar year, showcasing the contribution of MEP to the overall project and the company’s total solutions approach, including any innovative solutions to particular architectural or structural requirements, any new technologies adopted or existing ones reﬁned, or any speciﬁc attention paid to logistical requirements, off-site fabrication and supplier sourcing, for example. 2 Best Overall GCC Project of the Year (over US$50 million)

FOR ONLINE ENTRIES AND NOMINATIONS, VISIT WWW.CONSTRUCTIONWEEKONLINE.COM/MEPAWARDS/

14 MEP Middle East | June 2010

www.constructionweekonline.com

MEP AWARDS 2010 COMPANIES 4 Middle East MEP Contractor of the Year (less than 100 employees)

A small to medium company that continued to build on its solid order book / project list in the preceding calendar, adding to its track record and reputation and continuing to develop and expand its own resource base. 5 Middle East MEP Contractor of the Year (more than 100 employees)

A large company with a sustained track record and order book that continues to be at the forefront of the MEP sector through its involvement in major projects in the region. 6 Middle East Specialist MEP Contractor of the Year

A contractor offering any range of specialised services allowing it to occupy a niche role within the MEP sector. This expertise has resulted in a strong demand for the contractor’s services, allowing it to play a pivotal role in the sector’s ongoing development. This unique position also allows the contractor to promote sustainability and cost-effectiveness, and help the MEP sector benchmark itself globally. 7 Middle East MEP Consultancy of the Year (less than 100 employees)

A small to medium consultancy that continued to build on its solid order book / project list in the preceding calendar, adding to its track record and reputation and continuing to develop and expand its own resource base. 8 Middle East MEP Consultancy of the Year (more than 100 employees)

A large consultancy with a sustained track record and order book that continues to be at the forefront of the MEP sector through its involvement in major projects in the region. 9 Middle East Specialist MEP Consultancy of the Year

A consultant offering any range of specialised services allowing it to occupy a niche role within the MEP sector. This expertise has resulted in a strong demand for the consultant’s services, allowing it to play a pivotal role in the sector’s ongoing development. This unique position also allows the consultant to

SPONSORSHIPS

promote sustainability and cost-effectiveness, and help the MEP sector benchmark itself globally. 10 Middle East Health & Safety Achievement Award

This award recognises singular achievement in the critical ﬁeld of health and safety. It is awarded to a company that excels in maintaining or improving upon health and safety standards on its project sites, or which has introduced any speciﬁc training or awareness initiative.

PEOPLE 11 Engineer of the Year, Middle East

Awarded to an established individual whose career achievements and stature in the MEP sector promote its continued excellence. 12 Young Engineer of the Year, Middle East

An up-and-coming individual whose aptitude, skills set and personality points to a bight future in the MEP sector that will carry on its high level of technical excellence. 13 Project Manager of the Year, Middle East

Awarded to an established individual whose career achievements and stature in the MEP sector promote its continued excellence. 14 Electrical Specialist of the Year, Middle East

A specialist award to an individual who has garnered major experience / recognition on electrical work in particular. Technical capability, all-round excellence and a strong track record are key criteria. 15 Sanitation Specialist of the Year, Middle East

For sponsorship enquiries, contact Publishing

16 Mechanical Specialist of the Year, Middle East

Director Jason Bowman on +971 4 210 8351,

mobile +971 50 656 1567 or e-mail: Jason.Bowman@itp.com.

www.constructionweekonline.com

June 2010 | MEP Middle East 15

THE BIG INTERVIEW

The human

touch

The latest trends in the MEP sector are consolidation and diversiﬁcation, both strategically and geographically. But what exactly is involved in acquiring other companies, and undertaking projects in other regions? ike most companies, DSI started out small. “When we started in the UAE – remember DSI in the GCC started in 1966 in Abu Dhabi and then moved to Dubai in 1976 – we started with 50 people. I remember one of the projects which we worked on was the Chicago Beach Resort (now known each Hotel). At that as Jumeirah Beach e not a lot of recruittime there were ment agencies, so hiring for that project was a challenge,” says Tabari. y had a staff of “We probably e at that time. about 50 people orating all Today, incorporating panies, inof the DSI companies, ant-Roedicluding Passavant-Roediuwait and ger and DSI Kuwait DSI Qatar, we are approximately 15 000 h the strong. And with quisitwo Saudi acquisitions that are coming up at the end hich of the year, which include one MEP company and anractother civil contracte will ing company, we ce of have a workforce o 22 about 20 000 to 000. One of the comut 7 000 panies has about e other people and the d 2 000 one has around www.constructionweekonline.com online.com

people.” So how does DSI go about acquiring another company? “We initially begin the process by strategically identifying a compa company and looking at their resou resources. Is it an MEP, civil con contracting or IWP company? O Over the hav manlast year we have aged to buy tw two MEP w have companies, so we a good idea of exactly re what kind of resources ha they would have. We would then assess the ﬁrst-line m managesta with ment. We start the area, ﬁnancial operation manand operational t agers, as they are the three critical roles.

Drake & Scull International PJSC chief corporate affairs officer Zeina Tabari

“We then move on to the departmental managers. We in the corporate office have functional reporting, so every person in the area reports to someone else in corporate. So human resources in Abu Dhabi and Qatar all report to human resources in the corporate office, just to make sure that all of the policies and procedures, recruitment methodologies and selection processes are consistent. This also ensures we all use the same suppliers and vendors, so firstly you can take advantage of the volume of work, and secondly that the overall quality is the same.”

GERMAN An example of this was DSI’s most recent acquisition, that of Passavant-Roediger, a German developer of wastewater, water and sludge treatment technologies. The company bought an 82% stake for AED145 million. In terms of a company with intellectual property rights, DSI ﬁrst assesses the R&D department to “make sure the creators of this technology have long-term contracts.” It then examines the particular market in which that company operates. “We have never worked in Europe before, let alone Germany,” says Tabari. This means understanding that particular market’s company and labour laws, including such issues as “understanding how to hire, how to let people go and how to promote others. When looking at the current contracts that they have, what are the liabilities we might face, what are the things they are missing in the contracts which we can also share.” Any differences between the two companies have to be identiﬁed from the outset. “DSI has a bonus policy, for example. Whereas, some of the companies which we have acJune 2010 | MEP Middle East 17

THE BIG INTERVIEW quired do not. We believe that this provides long-term incentives through which we are able to retain management. “All of this does not occur overnight,” notes Tabari. “We acquired Passavant-Roediger in November 2009. However, we are still in the process of incorporating it into DSI, not only in terms of human resources, but also other departments like ﬁnance and the back ofﬁce. Part of this process involves introducing the acquired company to DSI’s own markets. Passavant-Roediger is growing in the GCC, particularly in Saudi Arabia, Jordan and the UAE, so a big part of the process is co-ordinating the two operations, especially in terms of shared services.” How is the process impacted by the fact that DSI is a company listed on the Dubai Stock Exchange? “It does not actually complicate the process,” says Tabari. “It just means you need to comply with corporate governance laws and overall transparency. We also have to make sure we abide by general company and labour laws. When we acquired GTCC in 2007, for example, we were not a public company, but the policy and process of integration was quite similar. What makes it different now is you are always under the spotlight.” So how does a corporate entity like DSI stamp its authority and culture on the companies it acquires? “We always have management control. We always buy more than 51% so we can incorporate our own policies and structure. We also enter into an agreement with the company whereby it agrees to abide by DSI policies and procedures. Everything needs to be synchronised, so you need to ensure their standards are consistent across all areas. It takes a lot of time and a lot of training,” says Tabari.

CULTURES She adds that the actual integration of staff is the most difﬁcult part of the entire process. “Dubai is a very cosmopolitan city, with a variety of cultures. The hardest part is getting people onboard and to encourage cultural integration. Just getting people to understand the vision, the strategy of the company, where they are going and how they can contribute, as well as what the company will offer them in the future, is a major undertaking and a very important step.” “When you acquire companies – a company in Germany, another one in Kuwait and another one in Qatar – with different management and different strategies, you need to make sure ﬁrst of all that not only the management but the staff and the workers on-site have the same understanding of the company vision and brand. A uniform on-site might not 18 MEP Middle East | June 2010

Bilfinger Berger Facility Services MD Joachim Foerderer and DSI CEO Khaldoun Tabari at the announcement of the Passavant-Roediger acquisition in late 2009

be important to anyone, but to us it is important as DSI is a brand name which you see everywhere. It only takes five minutes when you meet a client for them to form an opinion about you, so we try our best. As a construction company we do not sell a product, so it is very difficult to see the productivity and the value, which means you spend extra time training people. And when they come from different backgrounds and different cultures, they do not understand the overall picture, so that is also a challenge.” Each acquisition also poses its own unique challenges. “I think it depends on which market you are acquiring the company from. When we acquired the company in Qatar and the company in Kuwait, it was quite easy, as they are part of the GCC, where we are relatively familiar with the labour laws. The integration is easier than when you acquire a company in Europe or Asia. For example, we have started a company in Thailand, which means understanding the Thai labour law, and dealing with the culture and the language barrier.” Then there are the more mundane but equally important issues of income and employee tax to be dealt with. Such acquisitions have obvious implications for the DSI overall health and safety and quality policies. “That is something we face everyday. We do have an internal auditing department which oversees operational, financial and legal auditing. We just started the latter last year, in order to ensure that we are adhering to company law, corporate governance and transparency. With regards to operational auditing, that started around 1998. It is one of our oldest departments, making

sure our policies and procedures are implemented. At DSI, we have quarterly audits - a schedule gets sent out at the beginning of the year; the QAQC ofﬁcer audits every department as per the schedule and submits a NCR (Non-Conformity Report) to the departmental manager, advising on what measures need to be taken and giving a timeline.”

AUDITING This auditing process is critical because DSI is an ISO-certified company. Its latest divisions to achieve accreditation in this regard are DSWP and GTCC. “That means we are doing something right in making sure our policies and procedures are implemented. We have just applied for ISO 18001 certification, especially for our IWP division, which is involved with water treatment and energy efficiency.” In addition, the auditing department reports to the board directly, “so the board knows exactly where we stand and what is going on.” Tabari adds that, in terms of transparency, the focus not only falls on individual departments, but the CFO and CEO are audited as well, “so there is 100% transparency between the board and the actual company.” However, policies and procedures do change and evolve with time. “Before we were incorporated at the end of 2008, we were a private company operating and reporting to a CEO; now we have a board of directors, and have regulations and a regulatory authority to report to. Hence we have revamped all our policies and procedures. Also all the job descriptions have been changed and the new positions incorporated. Prior to us listing, we did not have a full-time legal, auditing or even www.constructionweekonline.com

THE BIG INTERVIEW communications department. All of these things came with us growing and adapting to becoming a public company,” says Tabari. The main focus of this developmental process is, of course, the HR department, “because when you become a public company, you need to make sure you employ the best talent. This could mean changing your bonus scheme and introducing a long-term incentive like an employee share option plan, whereby employees are allocated shares in the company so they feel their performance at the end of the day impacts on the share price.” This is a steep learning curve for a company that began in the region with only 50 employees, but Tabari says DSI has learnt a lot in a relatively short space of time. This is why the company’s non-regional acquisitions have generally taken longer than its expansion in the wider GCC. “DSI has been operating in the region for quite some time. The new markets we have just entered into are Libya and, of course, Europe. The latter markets involve revisions of operational activities in order to adapt to their stringent policies, and that is why the development of these companies is a bit slower than the development of the GCC companies. We know this market very well, so it is easier for us to win and execute projects and bring people in. Now in a market like Libya, we started the company in July 2008. However, we have not managed to win a project so far. Of course, there is always a learning curve – a learning curve of the industry, of the competition, of understanding their pricing methodology, how they recruit people, how you bring people in, and that takes time.”

RESOURCES Another component of the process is making sure resources are distributed efficiently. “In construction, all of your expenses are booked on a project. Everything is either G&A or overheads; you aim to be as efficient as possible and trim the fat. Hence you cannot have project managers and managers just sitting around and waiting for the next project to come in. So you try to ensure that the next generation of employees are ready to take up the cudgels when the challenges arise. All of our area managers in Thailand, Kuwait, Qatar – that is, in the areas where we have grown organically – have all come from within DSI itself. Of course, sometimes you need to hire local talent. In Thailand, the law states that 30% of your employees have to be local.” Tabari says DSI is concentrating so much on diversification in order to dilute its concentration in the Dubai market especially. “The concentration for us in one market was www.constructionweekonline.com

around 57% last year, and now that has fallen to 26%. We want to be more diversified, not only in our product offering, but also in our geographical spread. It takes time for the outside world to see the developments resulting from all the hard work that we have put in place.” Tabari is confident that DSI will start to reap the tangible benefits of this process by the beginning of next year, as its legwork starts to pay off in new markets such as Libya, Algeria and Syria.

NEW MARKETS “What DSI always tries to do is win a project before we enter a new market. We do not really like to hire people and have them just sitting around and waiting. If we consider the costs involved, it does not make any sense. And what are you going to do with these people? If you hired specific skills for a particular project, it will prove very difficult to transfer them. Letting them go would be demotivating not only for them, but for the entire company. In terms of our reputation, we do not really like to hire people when we have not secured a project. We have seen that a lot with our competition over the last few years, and have, in fact, hired very well-qualified staff as a result of such fallouts,” says Tabari. The fact that projects cannot be predicted poses its own challenges for HR. “It is very difficult for us as HR to compile an actual company plan. Who are we going to recruit this year? How many positions are we going to fill? It is a very challenging exercise, because you do not know. Sometimes you win five projects in one month, and sometimes you do not win any projects for the next quarter. In the first quarter of this year we won AED1 billion worth of work; a lot of this was derived internally as our Dubai operations are shrinking, so we have to transfer a number of staff. Thus it is not only hiring people, but also transferring people internally, training people, and making sure they are ready for the next challenge,” says Tabari.

ADMIN BURDEN This imposes a particular burden on the company’s administration department as “HR identiﬁes the talent that needs to be moved, while admin deals with the visas, for example. HR steers, but admin has to be strong enough – if visas and medicals are delayed – then people become demotivated and are unproductive as a result. It is very challenging. Being a construction company, you have workers on-site in remote areas, and they do not really interact much with the rest,” says Tabari. In order to address this issue, DSI has established an admin centre in all of these re-

In terms of our reputation, we do not really like to hire people when we have not a secured project. We have seen that a lot with our competition over the last few years, and have, in fact, hired very wellqualified staff as a result of such fallouts. “ mote locations, where employees can check their records or update their leave and pay status accordingly, without having to take time off in order to visit the head office in order to be able to do so. In terms of recruiting for IWP, the skills set is completely different. They have to be innovative, because it is all about reducing client costs in a more technically advanced way. Civil contracting, on the other hand, is quite straightforward. Tabari says DSI has acquired a proprietary software program from the UK called Talent that allows it to monitor all applications and CVs centrally. “All our recruitment is done through the corporate head office. Our recruitment department interviews people every day, regardless of whether we have a position or not. So we always have additional CVs on hand and a good candidate selection.” In terms of the Talent program, as soon as you apply on the careers section on the DSI Web site, you get a reference number that you can use to follow up on your application. The system also sends you an e-mail every six months asking you to update your profile, and whether you are interested to continue to be on the DSI database. It also monitors your progress – how many times you came in, how many stages of the interview process you have progressed through.” Such investment in company infrastructure seems to be transforming DSI into a benchmark for the construction industry as a whole. “We have always invested in people; when we did our IPO, we gave gifted shares to our key employees. At the time a lot of people did not know what an IPO was, so we had to ensure employees and managers understood why we were doing this, why we were becoming a public company, why do we want to get scrutinised by everybody?” June 2010 | MEP Middle East 19

R+T MIDDLE EAST 2010

Roller blinds can slash air-con energy use R+T Middle East 2010 showcased the latest trends and developments in roller shutters, doors and sun-protection systems, with a strong emphasis on energy-saving measures est in the residential sector at present, with an increased demand for affordable housing projects, particularly in such countries as Saudi Arabia, Qatar and Bahrain,” says AlEssa. An example of a current commercial project demanding rolling shutters is the Awtad Real Estate Company’s expansion of the Al-Jahra Shopping Mall in Kuwait. Another company hoping to bring its innovative technology to bear on the region’s particular climatic demands is Temperance, a French manufacturer of solar glare, reﬂection and heat control systems. Export manager Alain Huck says this is the company’s ﬁrst foray into the Middle East, where the

TechnoShade LLC manager Mohammed Imtiaz and Verosol marketing manager Theo

he latest trend in roller blinds, metallic fabrics, can slash the electricity consumption of an air-con system in a typical building by at least 50%, says TechnoShade LLC manager Mohammed Imtiaz. “These kinds of products create a very high reﬂectance of solar radiation, and therefore a much lower G-value, so that less heat enters a building.” The harsh climatic conditions in the Middle East have boosted the demand for environment-friendly roller shutters and sun-pro20 MEP Middle East | June 2010

tection systems, says Alusol GM Nasser B. Al-Essa, one of the exhibitors at R+T Middle East 2010. “This, in turn, has created a demand for better solutions that use innovative new technologies that provide the best protection against the heat and dust in the region,” says Al-Essa. For example, Alusol rolling shutters are insulated against 70˚C. Established in 2006, the Kuwaiti company is the only rolling shutter manufacturer in the GCC, and has hence become an established brand in the region. “The demand for rolling shutters is strong-

Temperance export manager Alain Huck

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R+T MIDDLE EAST 2010 R+T MIDDLE EAST Roller shutters, doors, gates, windows, sun-protection and access-control systems are crucial components of any construction project. This vital sector came under the spotlight when R+T Middle East was held from May 10 to 12 at the Dubai International Convention and Exhibition Centre. “We have established R+T Middle East mainly to cater to this market and satisfy the distinct demands of developers and contractors in the MENA region. There is no doubt that R+T Middle East is the perfect platform for international manufacturers and distributors to tap into the huge business potential of this region,” said Deutsche Messe Dubai branch MD Angela Schaschen. International manufacturers and distributors have been attracted by the growth potential of MENA countries such as the UAE, Qatar, Saudi Arabia, Bahrain, Kuwait and Egypt. “In the UAE, for instance, the construction sector is poised to sustain a compound annual growth rate of around 20% from 2010 to 2013. “Recent industry statistics have also revealed that the UAE is home to nearly 1 800 ongoing construction and infrastructure projects, which translate into a huge business potential for exhibitors at R+T Middle East 2010,” noted Schaschen. R+T Middle East was held concurrently with Domotex Middle East 2010, the MENA region’s only dedicated trade show for carpets and floor coverings. It was organised jointly by Deutsche Messe Dubai Branch and Messe Stuttgart. The event was also held under the technical and conceptual sponsorship of the Federal Association for Manufacturers of Roller shutters and Sun Protection (Bundesverband Rollladen + Sonnenschutz e.V.) and the National Federation of Door and Gate Manufacturers (BVT - Verband Tore).

modern architectural trend is for wide glass surfaces. “The thermal screen in our roll blind system for glass frames provides more effective protection against the sun than an external system,” says Huck. In addition, having an internal sun-protection system obviates wind damage and maintenance requirements due to dust. “Rolosun is adaptable to either new or renovated windows, and ﬁts either wood, PVC or aluminium frames. It can be set up in the frame itself or in the splay. The system is ﬁxed by means of only two angle brackets, www.constructionweekonline.com

or directly on guide rails. Due to an exclusive process to stretch and guide the metallic film, Rolosun blinds work horizontally as well as vertically. They can fit all shapes and sizes, including rectangular, triangular, curved or trapezoidal and straight or inclined windows,” explains Huck. Rolowin, on the other hand, is an integrated blind solution combining thermal insulation with solar protection. “Essentially it is solar blinds between insulating double glazing,” says Huck. “Best thermal results are obtained with a cavity width of 16 mm, the standard for double glazing. In addition, Rolowin adapts to all kind of window frames and all façade styles, whether new build or renovation. Another plus factor is that it needs no maintenance.” FEIG Electronic GmbH showcased controllers for high-speed doors boasting integrated frequency converters. “The integration of frequency converters for controlling the motor speed of electronic doors has many advantages, in particular mechanical protection,” says sales manager HansJoachim Burle. The company specialises in contactless identification (RFID), door controllers and traffic sensor technology. “As far as the MENA market is concerned, ‘green’ products are very much in demand. Due to the high external temperatures, there is a need for high-speed door controllers that can help slash the energy demand

There is a demand for better solutions that use innovative new technologies that provide the best protection against the heat and dust in the region. “ Nasser B. Al-Essa, Alusol

associated with the cooling load,” says Burle. FAAC Middle East showcased “a new series of products that enables the advantages of automatic operation to be extended to rolling shutters and sun blinds,” says T-MODE sales manager Alessandro Zanetti. The TMS35 range of Ø 35 mm tubular motors, for example, are suited to rolling shutters, screens and vertical screens. Features include mechanical and electronic limit switches, with adjustment possible via remote control. A range of accessories is also available, including adaptors, support brackets, remote controls, programmable timers, sun and wind sensors and external receivers.

Gulf Distribution Management FZCO sales manager Luca Savastano and T-MODE sales manager Alessandro Zanetti

June 2010 | MEP Middle East 21

VALUE ENGINEERING

LEED for less Developers are seeing the advantages of ‘being green’. LEED has been a ready partner in achieving goals that are both good for the environment and for the bottom line: decreased energy and water use, reduced emissions, and improved indoor environment. n fact, some jurisdictions – such as the City of Los Angeles in the US — already require Leadership in Energy and Environmental Design (LEED) certification from the US Green Building Council (USGBC) on projects that are 50 000 square feet or larger. Moreover, ever-increasing energy prices may cause developers to consider conservation and energy-efficiency strategies, regardless if LEED certification is required. Nonetheless, LEED certification has become a desirable attribute for many prospective tenants, and developers have caught on that this is just one more way to make their projects stand out from the rest. Increasingly, LEED denotes a premium product. Thus, many developers are seeking more-efficient design that still produces profitable projects. For many builders and investors, the new reality provokes questions of costs and benefits. After all, green is a nice colour — but only when married to black, especially when it hits the bottom line. As a budget item, LEED certification compliance costs can be reduced, especially if value engineers are retained to review strategies.

According to the latest LEED version, MEP systems account for roughly 60% of LEED points, so bringing MEP value engineers in early is especially apt when pursuing LEED certification.“ VE Solutions 22 MEP Middle East | June 2010

THE ORIGINAL ‘GREENIES’ Value engineers, especially if brought into the process early, can identify less-expensive ways to obtain LEED points while optimising energy and water consumption. Worth noting is that value engineers were effectively green before it was called green. Value engineers have long been concerned with optimising MEP and streamlining construction methods. Value engineers have always optimised system designs to reduce energy consumption and waste. Thus value engineers have deep skill sets that can help developers reduce costs and resources, resulting in getting more ‘green’ for less ‘green’. Optimising building systems is the basis of value engineering. The first step in doing that is clearly understanding the building needs, and using the latest codes, rules, standards and regulations to achieve them. Value engineers keep abreast of the latest methodologies and use them to finetune MEP building systems. ‘Right-sized’ equipment and systems reduce waste and result in buildings that are more efficient in cost and resource consumption, leading to additional LEED points.

POINT BY POINT Developing a strategy for obtaining points in the LEED certiﬁcation process is a necessary step. Each project may have a different strategy, including whether the goal is for a building that is LEED certiﬁed, or achieves Silver, Gold, or Platinum levels. A keen review of the LEED strategy should result in either gaining additional points (that is, a higher level) for the same budget, or meeting the point goal in the least expensive way. One example of how to get more out of your LEED budget involves the ‘increased ventilation’ point. To attain this point, breathing-zone outdoor air ventilation rates for all occupied spaces must increase by at least 30% above the minimum rates required by ASHRAE Standard 62.1. Accomplishing higher levels of ventilation, however, also increases energy consumption (cooling, heating and electrical power to fan motors). As

Eugene Siterman

well, increased ventilation leads to higher construction costs due to bigger ductwork and larger equipment required, which also reduces usable ﬂoor area. To counter the increased energy used, the LEED documents state, for mechanicallyventilated spaces: “Use heat recovery, where appropriate, to minimise the additional energy.” Energy recovery systems that satisfy ASHRAE Standard 90.1 are a good-sized investment. The value engineering solution potentially garners multiple points for similar efforts by substituting the ‘increased ventilation’ point with ‘optimised energy performance’ points (up to ten may be gained). An energy recovery system will decrease energy consumption and improve the overall energy model of the building. Depending on the percentage decreased, more than one point may be achieved for reduction of energy consumption. The same — or potentially more — points are achieved with one action. This does not mean ignoring ventilation rates is okay. Keeping the rates at the miniwww.constructionweekonline.com

VALUE ENGINEERING mum comfortable level maintains the LEED intent of “occupant comfort, well-being, and productivity” will be achieved. It is very important to note that this example is speciﬁc to a particular project, and not a rule of thumb for cost-saving solutions. Each project must be analysed as a whole. This example illustrates how a value engineer will look at strategies and bring solutions in a different way. In addition to providing creative solutions, dedicated value engineers are constantly perusing industry innovations in a continuous search for better and less-costly techniques and equipment. Since technologies and materials are improving constantly, what may have been an expensive point a year ago, might be less costly today.

CONCLUSION

Arkady Siterman

The earlier that value engineers are brought into the process, the more substantially they can improve the results. According to the latest LEED version, MEP systems account for roughly 60% of LEED points, so bringing

MEP value engineers in early is especially apt when pursuing LEED certification. With the right team in place, the ecological strategy will be in line with the project’s economic goals at the same time. Whether driven by market or government forces, green building standards are here to stay. It is likely that the future will see a larger array of technologies, equipment and strategies for gaining LEED certification. Partnering with value engineers can help developers obtain LEED certification in the most efficient manner possible. Eugene Siterman, LEED AP, is a principal at New York-based VE Solutions Group, which also has an office in Dubai. VE Solutions Group has a global reputation for optimising the design functionality and constructability of MEP systems. The value engineering firm has consulted on such premier projects as MGM Mirage CityCenter in Las Vegas, The Lucida in New York City and Trump International Hotel & Tower in Dubai.

NEED TO LEED The increased emphasis on water and energy conservation in LEED V3 is critical to the UAE region, according to Eugene and Arkady Siterman from VE Solutions Group. “The US is known as the world’s most profligate consumer of energy, but it is sobering to note that the per capita energy consumption in Abu Dhabi is four times higher than the US,” points out Arkady. He adds that the ambitious conservation strategy contained in the Plan Abu Dhabi 2030 is “largely based on LEED concepts.” However, Eugene cautions that energy and water conservation in the UAE will have to be ‘incentivised’ through economics. “Economics is the biggest motivator. We all want a better, greener and healthier environment, but unless the economics is in place in order to motivate people, it will not happen.” What this means is a “drastic increase” in the price of energy and water in the UAE. “People have to feel the impact of their consumption in their pockets; if it costs you nothing, why would you bother to save?” he questions. In the construction industry, and the MEP sector in particular, this has resulted in an increasing focus on ‘green’ technology. However, ‘green’ technology is perceived to incur a cost premium, and hence developers have been largely reluctant to adopt such measures. “It all depends on how you look at it. If you take technology by itself, it is costly. But if you leverage technology to reduce the cost of other components and systems, then it becomes cost-effective,” says Arkady. Another problem is that those developers who have ignored ‘green’ measures in the past, but who have now woken up to the potential value of LEED certification, are under the impression that such certification is an ‘add-on’ feature to an existing project. Eugene argues that ‘green’ measures need to be integrated into a project right from the start in order to realise the maximum benefit. “The problem is that developers who would now like to do sustainable design still tend to take such technology for granted. An inefficient and

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badly designed project, even with ‘green’ measures applied, will still be inefficient and badly designed at the end of the day. In order to reduce water and energy use significantly, this has to be addressed right from the design stage in order to be effective,” says Arkady. Eugene adds that in addition to changing the design process, a mindset change needs to occur as well. “There is no motivation for consultants to reduce the new equipment needed so as to optimise the design; equally there is no motivation for them to spend time fine-tuning systems for optimal efficiency. They do not get paid for that. It is not their priority to make it as cost-effective as possible. Hence you can have a design that is perfectly workable, but with a 10% to 15% inefficiency in its overall systems. Taken over the lifecycle of the building, that adds up to a significant amount. Now imagine if you multiply that figure by the total number of projects out there.” The slowdown in the construction industry has had the beneficial side-effect of developers being more cognizant of overall build quality. “The reduction in cash flow has made people look at their resources more carefully and analyse their balance sheets a bit more. Real return on investment (ROI) is a hot topic right now, from the government to developers and banks.” While this is a move in the right direction, Arkady laments “a general lack of direction, with everybody pushing their own agenda. The issue is to eliminate inefficiency in design. While it is relatively easy to convince someone to opt for solar, for example, it is a bit of a sensitive issue to tell them their overall design is inefficient.” This is also because of a lack of understanding of what integrated design entails. “People do not know what it is. They tend to get hung up on whatever trends dominate the market at any given time. The right technology does not have to be solar, for example, which has limited application on highrise towers. Technology also changes so quickly that designers frequently cannot get to grips with it,” comments Eugene.

June 2010 | MEP Middle East 23

PROFILE

While Eurostar satellite dishes are a common sight in Dubai, the groupâ&#x20AC;&#x2122;s involvement in renewables is not as well known. MEP Middle East speaks to Eurostar Solar Energy LLC divisional manager: solar technical and business development Jit Chakravarty.

Shining light 24 MEP Middle East | June 2010

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PROFILE What is your background in the sector? I have a BE in electrical and electronics, with over 25 years’ entrepreneurial experience in power electronics and the energy industry, and ten years in solar energy. I joined Eurostar in early 2009. As divisional manager, I am responsible for the overall functioning of the solar business, including business development and overseeing the technical and design aspects of projects. What is Eurostar’s background in the region? Since its inception 27 years ago, the Eurostar Group has emerged as a prominent market leader in the digital satellite receiver industry. The group, based in Dubai, has branched out into businesses as diverse as consumer electronics, IT and telecoms, real estate, construction, logistics, integrated systems, channel and entertainment distribution and recently solar energy, through group company Eurostar Solar Energy LLC. Today the group stands tall, with business operations across 50 countries and 30 showrooms at the retail level, allowing it to distribute a broad portfolio of products and services across the Middle East, Africa and the Indian subcontinent. As the GCC region is getting ready to harness the vast potential of solar energy, we are confident of participating in this green revolution and helping our customers achieve the vision of sustainable development. What are your main products and services? Eurostar Solar Energy LLC is focused on helping customers meet their energy and sustainability objectives through the use of renewable energy. We offer complete modular and customised ‘end-to-end’ solar thermal solutions and solar photovoltaic (PV) solutions for off-grid and on-grid requirements. We also provide ‘plug-and-play’ solar solutions like solar streetlights, solar water pumps, solar traffic lights and signage and solar aviation lights. We offer a one-stop solution for our customers’ solar-energy needs. First, we survey the site and consider the feasibility. Only then do we provide suggestions for the best course of action. After customer acceptance of the proposal, we work out a full design for the installation and commissioning. Our aim is to provide cost-effective, energyefficient and environment-friendly solar solutions, backed by excellent service support. Are your products fully imported? Solar-energy products constitute multiple www.constructionweekonline.com

components, and for each component there are specialised vendors. We have a select network of global technology leaders and category-leading component brands and manufacturers to procure from. However, we have been successful in identifying and developing local sources for most of the mechanical components required. We provide ‘ﬁt-and-forget’ solutions. A correctly-designed solar product requires very little maintenance. However, we have a team of engineers and technicians who are always on standby to provide support in case it is needed. The highlight of our offering is that we partner with our clients – right from educating clients on solar-energy solutions (how it works) to system design, supply, installation and technical training for their staff. Eurostar Solar Energy LLC offers complete support to its clients at every stage. What is your main market? Our main market is the Middle East and Africa – that is, the MENA region. The industries we target are construction and the hotel and hospitality segments. Our main customers are MEP contractors, developers, government entities, NGOs and traders. What are some of the projects you have been involved with? The main projects we have been involved with focus on meeting ‘green’ building and EHS norms

There are more than 50 companies now in the UAE offering various solarenergy solutions. “ Jit Chakravarty and requirements. In the UAE, we have mainly supplied 0.5 kW to 30 kW power packs for lighting (with or without back-up), and for solar water heating. In terms of standalone PV applications, we have installed solar streetlights in Jordan and Saudi Arabia, and solar garden lights in Al Ain. We have supplied solar power packs for remote terminal units for basic power supply for ﬁre-alarm control applications in the UAE, the operation of remote transmission units in Oman, solutions for mosque lighting in Afghanistan, as well as the supply of power pack kits to Africa. Our domestic solar water heating systems range from 100 litres a day to 1 000, with large-scale systems up to 100 000 litres. Is this a very competitive market? The solar-energy market is becoming increasingly competitive. There are more than 50 companies now in the UAE offering various solarenergy solutions. However, in PV integration, there are very few operators, and Eurostar is a leader in the ﬁeld. Most of the companies just buy and sell. What we do is complete system integration. What gives you the leading edge? Eurostar is an established and trusted brand in the region; we are one of the initial few who started offering solar-energy solutions in the region. Strong back-up and support from the overall group ensures there are no internal constraints in business operations. Our competitive strength is our strong technical know-how, understanding of the MENA market and our complete package for solar-energy solutions, with the approach of partnering with the customer at every stage of the project.

An example of a generic solar hot water heating system

What impact has the downturn had on total demand? The global downturn has affected most of the sectors, and construction the most, on account of the liquidity crunch. With building projects being not on track, the renewableJune 2010 | MEP Middle East 25

PROFILE energy sector also got hit. As the global economy is recovering and investor conﬁdence is being restored, we foresee a rapid recovery in the construction industry in the region. Implementation of solar-energy solutions is linked to the buoyancy in the construction industry, and we see demand picking up. What are the main drivers? The two main drivers for the implementation and incorporation of renewable energy are government policies and pure economics. From a sustainability point of view, the government has various mechanisms to choose from, which are being implemented all over the world at present: for example, incentives in the form of subsidies and feed-in tariffs, regulations on green building and market mechanisms like carbon tax. Green building and sustainability norms will play a pivotal role in shaping the future of the solar industry in the region. What industry players are looking forward to is strong government support for the key role played by solar solutions in sustainability initiatives.

growth in demand due to increasing awareness of sustainability; • Governments in the region are increasingly emphasising the use of renewable energy; • A growing supply-and-demand gap in terms of the major energy sources, and electricity in particular; • New projects and developments coming onstream in line with the overall economic recovery; and • New regulations and incentives for generating power through renewable energy. What are the main challenges and opportunities for the solar-energy sector? The industry’s major challenges are: • The time it is taking to kickstart a fresh investment cycle, and limited funds available for large-scale investment in solar solutions (one-time capex); • The Middle East region is rich with natural

What are the main challenges and opportunities for Eurostar? Our major challenges are: • Meeting customers’ economic expectations on attractive payback terms for solar-energy solutions, and competing with traditional energy-generation sources in the process; • A long supply chain – we need to have a stronger local supplier and manufacturing base, nurtured by a solar ‘free zone’; and • Competing with operators who, in the absence of any required standards, offer underdesigned products. Our major opportunities are: • The emerging market and the subsequent

There are more than 50 companies now in the UAE offering various solarenergy solutions. “ Jit Chakravarty energy resources like oil and gas, meaning there is no real incentive to go for alternate energy solutions; • Artiﬁcially low energy and electricity prices make total solar solutions unattractive economically; • Limited local know-how and skilled resources; and • No industry association or united voice to call for the adoption of renewable-energy solutions. The industry’s major opportunities are: • Increasing support on the part of government in the form of green building norms and sustainability efforts; • A widening supply-and-demand gap in the electricity sector; • Total solar system prices are on a downward curve; and • Awareness of climate change and global warming issues is boosting customer needs for sustainable solutions. Anything else you would like to add? We need ongoing support from leading magazines like MEP Middle East, who should dedicate space to renewable-energy topics. There is also a strong mandatory requirement for standards and certiﬁcations so as to keep unhealthy competition at bay.

CALL FOR INSTALLER CERTIFICATION With more than 50 companies in the UAE offering various solar-energy solutions, the sector is highly competitive, meaning “competing with operators who, in the absence of any required standards, offer under-designed products,” says Jit Chakravarty. In the US, for example, the NABCEP PV installer certification is a voluntary certification that provides a set of national standards by which PV installers with skills and experience can distinguish themselves from their competition. In addition, such certification gives a measure of protection to the general public by allowing them to assess the competency of installers. No comparable certification is required, or even available, in the UAE. Chakravarty hopes that the

26 MEP Middle East | June 2010

fledgling solar-energy association being mooted by other major players will be able to address such issues in the not-too-distant future. “There should be a mandatory requirement of standards and certification to keep unhealthy competition at bay,” he says. NABCEP is a volunteer board of renewable-energy stakeholder representatives that includes representatives of the solar industry, NABCEP certificants, renewable-energy organisations, policy makers, educational institutions and the trades. Each member of the board was chosen because of his or her experience and involvement in the solar-energy industry. NABCEP’s mission – to support, and work with, the renewable energy and energy efficiency industries, professionals, and stakeholders – is intended to de-

velop and implement quality credentialing and certification programs for practitioners. NABCEP’s goal is to develop voluntary national certification programmes that will: • Promote renewable energy; • Provide value to practitioners; • Promote worker safety and skill; and • Promote consumer confidence NABCEP is committed to providing a certification program of quality and integrity for the professionals and consumer/public it is designed to serve. Professionals who choose to become certified demonstrate their competence in the field and their commitment to upholding high standards of ethical and professional practice.

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TECHNICAL

Driving change in chiller design A seasoned veteran of the HVAC industry, Don Eppelheimer has been working for Trane since 1972. As global chiller systems manager: commercial systems, he recently hosted a workshop on chiller design in Dubai.

An example of a modern chilled water plant with all pumps, cooling tower fans and other ancillary equipment featuring variable speed controllers to minimise energy consumption.

28 MEP Middle East | June 2010

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TECHNICAL ppelheimer began with a brief overview of the main components of a centrifugal chiller: “There is an evaporator where the evaporation of refrigerant cools water. In the back is the condenser where hot refrigerant vapor is condensed so we can reject the heat to the cooling tower. On the top you see a two-stage centrifugal compressor and motor to spin the impellers. In the US and in Saudi, the impellers spin at 3 600 rpm. Here in Dubai and in the UAE, the impellers spin at 3 000 rpm. We need a starter to control the motor, and we need a control panel to provide the operator with the necessary level of access.” As to how the centrifugal compressor itself works: “There are two impellers mount-

ed on the motor shaft. It is, of course, the spinning of the impellers that compresses the refrigerant. Upstream of the ﬁrst impeller, there are wedge-shaped inlet-vanes. A centrifugal compressor works by spinning the gas, which creates velocity. The gas enters through the eye of the impeller and the spinning of the impeller sends it out through the circumference. On leaving the impeller the refrigerant enters the diffuser, where it decelerates. So gas accelerates in the impeller, and decelerates in the diffuser.” Eppelheimer pointed out that this progression can be plotted. “When the refrigerant velocity decreases, velocity pressure is converted to static pressure. It is a combination of the impeller, the diffuser and the rotating action that allows the centrifugal compressor to create pressure. “A couple of features to remember about the centrifugal compressor: it is the inlet vanes that control the volume, which becomes [tons of] capacity. So it is inlet vanes that control part load. But it is the tip speed – the velocity of the impeller – that creates lift.” However, it is mass ﬂow of the refrigerant through the compressor, in pounds per hour that becomes tons.

is what we call ‘lift’. We adjust the load with inlet vanes, and we adjust the lift with tip speed. When we talk about applying drives to centrifugal chillers, a unit of measurement called NPLV, APLV or IPLV often surfaces.” Eppelheimer explained that IPLV is a mathematical definition of part load, created by ARI (Air-conditioning Research Institute) for the benefit of ASHRAE. ASHRAE Standard 90 assumes minimum levels of performance for various pieces of equipment in air-conditioning systems. When it came to chillers, the authors of ASHRAE Standard 90 highlighted the importance of full load. “Full load determines electrical line sizes, electrical distribution losses, the size of transformers and their efficiencies, and the impact on society: that is, how many chillers, how many power plants need to be built and what their efficiencies are going to be; thus full load is very important.” Equally important, however, is part load. “Part load efficiencies determine carbon footprint or, how much energy we consume over a year. Therefore ASHRAE Standard 90 imposes minimum levels of performance for chillers — for example, at over 300 TR, the

If you were to go into a chiller plant and ask the operator, how often do you see your centrifugal chiller at 100% load? Well, it never happens.“ Don Eppelheimer “The pressure created by a centrifugal fan is static pressure; the pressure created by a centrifugal pump is head, and the pressure created by a centrifugal compressor is lift. “Lift has units of temperature. Because we are compressing a chemical with the unique property of saturation, for every pressure, there is a corresponding temperature. This makes it easy for HVAC engineers to use temperature to discuss pressure, as the type of refrigerant is not an issue. “It can be a low-pressure refrigerant where the units are very low; it can be a medium or, even a high-pressure refrigerant, but the application is still the same when we discuss temperature. “In respect of the work that must be done by the compressor, we must consider leaving chilled-water temperature, and the temperature of the water leaving the condenser. Leaving condenser water temperature, minus leaving evaporator water temperature, www.constructionweekonline.com

flow load performance has to be a COP of at least 6.1 at ARI conditions. The part load performance, or IPLV, needs to be at least 6.4.” This required an easily understandable and implementable definition of part load, which ARI was tasked to devise. Eppelheimer said ARI looked at four different load points. For example, the first load point was 100%, with an entering condenser water temp of 85˚F. “We compute the energy that the chiller consumes at this condition, and it becomes 17% of the value. The second load point was 75%. The assumption was that, at 75% load, the entering condenser water temperature was 78.75˚F.” What was important was that all four of these load points “had different weighting factors as to their impact on APLV.” In 1998, the ARI Chiller Committee created a new standard and measurement. “The chiller manufacturers voted to improve the standard, so APLV was replaced with NPLV.” June 2010 | MEP Middle East 29

TECHNICAL Eppelheimer said differences were immediately apparent. “The weighting factors at 75% and 50% load were increased; the weighting factor at full load was almost eliminated. Basically, they took the term ‘load’ and tried to make it narrower.” This begs the question as to why APLV, which had proved to be a very useful tool, was ultimately replaced with NPLV. “Let us say we have a 1 200 TR chiller. We can equip that chiller with a standard starter, or with a drive. As we are looking at the following load points: 100%, 75%, 50% and 25%, what is really important is what the assumed entering condenser water temperature is at those points. “Note that when the entering condenser water temperature is 85˚F, the drive, due to electrical losses, consumes about 30 kW. When the cooling tower water temperature falls to 75˚F, , the drive saves about 30 kW. So, between 85˚F and 75˚F, the benefit of the drive is negligible. To achieve substantial savings, by putting an inverter on a centrifugal compressor, we need to reduce the lift. When the condenser water temperature is 65˚F, you can see some substantial savings (over 70 kW at 50% load), while at 30% load; the drive reduces chiller amps by a third.” Does APLV take such findings into account? “APLV states that, for almost 20% of the year, the drive is losing energy. Yet at 50% load and 65˚F, where there is substantial savings, it counts for only a third of the APLV value. Can those weightings be changed? “Of course, APLV is an arbitrary definition of chiller part load. So in 1998 ARI replaced APLV with NPLV. ARI took the full load percentage point, where drives are not very attractive, and reduced the weighting to 1%. They took the 50% load point at 65˚F, where drives save a substantial amount of energy, and increased the weighting to 45%. By adjusting the weighting factors, 100% load was practically erased.” However, Eppelheimer said this had an unintended consequence. “Chiller manufacturers, owners and operators have a fixation on tons. If you were to go into a chiller plant and ask the operator, how often do you see your centrifugal chiller running at 100% load? Well, it never happens. How often do you run your chillers at 25% load? Well, they are not very efficient then, so we try and avoid it if possible. We spend most of our operating hours between 50% and 75% load.” The weightings of NPLV conditions seem credible when viewed as load. The unfortunate flipside of this was NPLV’s related assumption about cooling tower performance. “NPLV says that the 30 MEP Middle East | June 2010

Typical chilled-water piping infrastructure

tower is at 30˚F for 1% of the year, 24˚F for 40%, and 18˚F for almost 60% of the year.” So, does this hold Trane for Dubai? Eppelheimer said Trane used its Trace700 chilled water modelling program to determine “how much energy the chillers, pumps and fans might consume. Note that that the program takes all the components of our chilled water system and runs that building in a computer model for every hour of the year.” The outcome of this simulation was that “here in Dubai we actually have a population of hours where the entering condenser water temperature is warmer than 85˚F, and even up to 95˚F. This is hot.” There are obviously also occasions where the load is reduced, meaning that cooling tower temperature

What is ultimately required is not necessarily the most efficient chiller. We want the most efficient building.“ Don Eppelheimer

could be reduced as well. “This is 6% of the time, according to our Trace700 simulation. For 6% of the time, the chiller load is 25% or less, and the cooling tower water is 65˚F or colder. IPLV states it is 12% of the time. Yes, this is a good thing, but IPLV has overestimated a good thing by a factor of two! “What about 65˚F cooling tower water but 50% load? This is where drives really save energy. According to IPLV/NPLV, drives operate here almost half the time, at 45%; unless you are in Dubai, where it is only 2%. So for this condition, NPLV is overstated by 22.5 times.” What is the solution to this problem? Eppelheimer said that while the beneﬁt of applying drives to fans and pumps was well known, “how do we really determine the beneﬁt of drives on chillers?” He outlined three alternatives to illustrate this: • Drives on a cooling tower, with a cold setpoint; • The same system, but with a control change: instead of controlling the cooling tower for a cold temperature, we are going to control the cooling tower for a warmer temperature. This will increase the savings on the cooling tower; and • A cold cooling tower, but taking advantage of variable speed drives on the chiller. www.constructionweekonline.com

TECHNICAL Eppelheimer said the immediate result from such comparative simulations was that “the variable speed drive centrifugal chiller always saves energy. We would expect it to be the most efficient chiller overall. But in order to take advantage of that efficiency of variable speed, we need to reduce the lift. And to reduce the lift, we need more cooling tower fan energy. “So when you look at the potential savings on the compressor by using variable speed, you also have to pay attention to the potential savings achievable on the cooling tower. It is not really possible to do both, however; a controller cannot follow two masters. “This means a single strategy; and that strategy has to be focused on realising savings on the chilled water system, even though the compressor is the largest motor.” Looking more closely at the simulation, Eppelheimer said that, from January to March, “the variable speed chiller system consumed the least amount of energy. For the remainder of the year, the variable speed cooling tower saved more energy than the variable speed chiller. We might expect that e y hot ot cclimate. ate. because Dubai iss a very “But this is not unique. We have found similar results even in the US, which is much cooler. It seemss to be a recurring trend that a variable speed cooling tower ergy in the summer saves more energy months, while the variable speed ore energy in the chiller saves more winter months.”” ant to note that It is important NPLV is used to show that the chiller you are considering pures with ASHRAE chasing complies Standard 90. In order to be ard 90 compliant, ASHRAE Standard it has to exceed minimum full load efficiency, and it has to exceed minimum part load efficiency. e intent of APLV/NPLV. “That was the o not think it is approHowever, we do priate to use it to evaluate the performance of an entire chilled aid Epwater plant,” said pelheimer. eThis is beicause the definition was com-piled initially “for a single chiller, and now the industry is using it to make decisions or evaluations www.constructionweekonline.com onl nnliliine nee..com ne. .ccom coom om

In terms of the standard ARI conditions, maybe we should strike the word ‘standard’ and replace it with ‘ideal’, as it overstates the capacity and COP of the chiller “ Don Eppelheimer

of a chiller plant that might have multiple c e s. chillers.” Another important point to be considered is the impact of climate: “Which is an excellent argument, in my opinion, for not using NPLV, as this regards the climate in Dubai as being exactly the same as in Chicago, for example. I do not think it is the number of chillers that is important; it is climate that is important.” Why would Eppel-

heimer, who works for a major chiller manufacturer, highlight the potential pitfalls of the general standards used by the sector? “As chiller manufacturers, we need to be of service to the industry and to support the customer; but at the same time we are also driven to sell our equipment. While NPLV is based upon entering condenser water temperature, this has no impact whatsoever on the performance of a chiller, he said. “It is the leaving water temperature, not entering that affects compressor load. So, in the definition of NPLV, it is presumed that the condenser water flow is 3 gpm/t. Why does ARI rate chillers at 3 gpm/t and 44˚F? Well, as a chiller manufacturer we can claim its capacity at 44˚F is 1 100 TR. However, its capacity at 40˚F deg is only 950 TR. Now would a chiller manufacturer want to tell you this is a 950 TR chiller or an 1 100 TR chiller? “At a condenser water flow of 3 gpm/t, the COP is 7.1. At a condenser flow of 2 gpm/t, the COP is 6.8. Again, would a chiller manufacturer, prefer to list its chiller as a COP of 6.8 or 7.1? “Thus in terms of the standard ARI conditions, maybe we should strike the word ‘standard’ and replace it with ‘ideal’, as it overstates the applied capacity and COP of the chiller, based on warmer than applied w water temperatures generally, and greater than applied condenser volumes. “If the entering condenser water temperature is 85˚F, and the flow is 3 gpm/t, the leaving condenser water temperature is about 94˚F. At 3 gpm/t, we get a 9˚F deg condenser Delta T. At 2 gpm/t, the Delta T on the condenser is about 14˚F. So at 2 gpm/t, the leaving condenser water temp is 5˚F warmer – of course, the lift is greater and the COP is going to be reduced. “ASHRAE Standard 90 actually assists w this scenario. If you select a chiller that with is colder than ARI ideal conditions, or condenser flow that is less than ARI ideal conditions, the permitted COP you have to meet to comply with in terms of ASHRAE Standard 90 is actually reduced.” This is because the fundamental understanding of what is ultimately required is not necessarily the most efficient chiller. “We want the most efficient building. “If you can save pump energy by pumping less water through the condenser, if you can save pump energy by pumping colder water out of the chiller, ASHRAE Standard 90 will give you credit for that. So the minimum COP full load and part load that you have to meet, at applied conditions, is lower. June 2010 | MEP Middle East 31

FACILITIES MANAGEMENT

Facilitating growth in MEP The economic downturn has resulted in civil contractors and real-estate developers entering the MEP services sector, while MEP service providers are increasingly looking at FM to sustain them through the lean times. We take a closer look at some of the latest developments in the FM industry and what this bodes for MEP. rost & Sullivan senior analyst Vivek Vijayakumar stated in a recent research report that “MEP service providers are trying to get into the FM service business as a value-added resource (aftersales service), mainly to streamline their proﬁt levels and to maintain their sustainability levels in order to offer a comprehensive, onestop service solution, and to balance the risk involved in both businesses.” Mike McGeever, the MD of Transguard, which recently acquired MEP contractor MACAir, says there is a natural dichotomy between contracting and maintenance that the MEP industry, in particular, can take advantage of. “MEP maintenance and FM are two sides of the same coin: I think MEP maintenance is a sub-set of FM. I do not think you can be an FM company if you are not able to provide the full package. What we are doing is making ourselves a supplier of choice to enable customers really to sit down and negotiate with us for all sorts of activities. “Many MEP companies have aspired, and some have managed to become, FM companies, particularly in Europe. Similarly, single trick ponies – catering and cleaning companies – have also moved up the value chain to FM. I think MEP is just another example,” says McGeever. He is careful to add that this does not mean a compromise on quality. “I do not think we are in a business of compromising on quality. I do not think you can, particularly with MEP, as health and safety issues are wrapped around it. Very often, particularly with MEP, security issues are also wrapped around it, so I do not think we can cut corners. Short-termism is inimical to long-term 32 MEP Middle East | June 2010

quality in both the FM and MEP sectors.” Atkins design director: building services Keith Hill comments that one way that MEP and FM can exploit the natural synergies between the two sectors is to look at implementing a management scheme similar to the Soft Landings programme of the Building Services Research and Information Association (BSRIA) and the Usable Buildings Trust (UBT) of the UK. Soft Landings aims to provide the necessary structure for project teams to stay engaged after practical completion of a project, working with the client during the ﬁrst months of operation to ﬁne-tune and debug systems, and ensure the occupiers understand how to control and optimally utilise their new work environment. Interestingly, the Soft Landings process is designed to extend up to three years postcompletion, with a framework that includes

procedures and example checklists which act as signposts for design teams to help endusers get to grips with their often unfamiliar and complex buildings. In addition, it allows for a full programme of post-occupancy evaluation that the project team can use to improve a building’s performance and make it sustainable over the long term.

Keith Hill

Jamal Lootah

EVALUATION “Systematic post-occupancy evaluation is widely recognised to be a hugely important step in the right direction, but it needs to be linked to a rational methodology for assessing the brieﬁng, design and commissioning stages. This is where Soft Landings comes into its own, closing the loop between design, construction, operation, feedback and into design again. As the name suggests, Soft Landings aims to provide better buildings and a more

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FACILITIES MANAGEMENT effective service to the client,” explains Rab Bennetts, architect and principal of Bennetts Associates. “For too long we have assumed that new buildings will perform exactly as their design teams intend, from day one of occupation. However, we know that few new buildings are truly operationally ready at handover, and we also know that energy consumption is often far higher than anticipated. The Soft Landings framework provides a simple mechanism by which project teams can remain involved after practical completion in order to identify emerging problems, resolve causes of energy wastage and help the occupants gain full control over the building’s environmental systems,” comments BSRIA project manager Roderic Bunn. Another opportunity is presented by the US$4 billion worth of stalled projects in the region, argues Langmead Associates (Bahrain) MD Douglas Langmead. “Halfway through building, it stops, the money gets sucked out of the system, and the whole thing breaks down. You cannot continue to build, and your building is standing out in the desert. What happens if you leave your car out in the desert if you run out of petrol, and then you wind down your windows and lift the hood, and just leave it there and walk away? The battery dies, the tyres go, people eventually come and steal the engine, and you wind up with a rusting shell in the middle of the desert if you do nothing. What you have to do is something. “You have to manage, operate and maintain stalled projects in exactly the same way as completed projects, whether they are built and unoccupied or half-built and at risk. All the elements of FM that occur in normal, finished projects have to be applied to unfinished projects. There is the same scope of work: things need to be looked after and systems maintained. Buildings will deteriorate very rapidly if not finished off and closed up properly. For example, all the distribution boards will rust and have to be replaced. Pumps will rust and fan coil units fill up with pigeon nests. “Most stalled buildings in the UAE are in the hands of contractors who have not been paid. They say that they are maintaining these assets, of course, but that translates to leaving a watchman on-site. The risk of having a building sitting like that could mean

Mike McGeever

Marwan bin Ghalita

technical and functional obsolescence in up to five years. We are talking about a dynamic property cycle in an economic environment with broad fluctuations. If you leave a building for up to three years and do not maintain it, then that is up to five years of pure rental income gone,” warns Langmead. A strong move towards promoting the lifecycle efficiency of the region’s building stock was the official inauguration of the Middle East Facility Management Association (MEFMA) at the recent FM Expo 2010. Chairman Mick Dalton says it is critical for the FM industry to encompass the construction cycle in its entirety. “MEFMA aims to promulgate regional standards, and it will do this by seeking input from all sectors, including design and MEP. “The critical question is: how can all the sectors contribute to optimal maintenance and extending the lifecycle of a building? The average life expectancy of a building in the Gulf is around 30 years. We need to push it to 40 to 50 years.”

the challenge lies in regulating the FM industry.” Marwan bin Ghalita, the CEO of RERA, under whose auspices MEFMA resides, was also present at the association’s launch. He admits that RERA came to the FM party quite late, when everyone was cash-ﬂush and taking quick decisions and actions based on a buoyant market, often resulting in a total disconnect between service pricing and quality. “There are three issues in this regard that are raised repeatedly: transparency, sustainability and cost. Dubai is lucky to have experienced FM players that will allow it to leapfrog ahead of other countries.” However, this means that FM’s importance in the entire design-and-build process will have to be ratcheted up a few notches. “This is what we are doing as a regulator. We are enforcing laws and regulations for any developer who will come to Dubai today, or some even with a project that did not start, to consider the FM homework before they even start marketing or selling the project. So things will be happening gradually as we introduce these laws. We do not want to stop development; we want to correct any deﬁciencies there may be in sustainability.” Jamal Lootah, president of MEFMA and CEO of Imdaad, says simply: “We have the highest tower in Dubai, the Burj Khalifa, which means we have to have the best FM, in line with Sheikh Mohammed’s injunction for Dubai to be number one. “MEFMA is the outcome of two years of hard work, encompassing not only the FM industry but government and ancillary sectors like MEP as well. We now have a big responsibility not only towards Dubai, but the entire Middle East, to introduce uniform standards. This will be a long journey, and will need support from all the stakeholders in order to make it succeed.”

INITIATIVES An initiative in this regard is a mooted push from federal government to regulate the MEP industry, says Dalton. “There is talk at federal level of regulating MEP, cleaners and other trades. This is a good thing, but it is going to take a long time. It is in our best interests not to employ the cleaner to do the BMS, or have the security guard as the MEP guy. We have to start doing things properly, which is where

We have the highest tower in Dubai, the Burj Khalifa, which means we have to have the best FM. “ Jamal Lootah www.constructionweekonline.com

June 2010 | MEP Middle East 33

MARKET ANALYSIS

Slow winds for air-con in 2010 After a volatile year, the global air-con market contracted by 11% compared to 2008, achieving US$63.2 billion in 2009. The market is expected to see a slow recovery in 2010, with an expected 5% growth rate by value, according to the Building Services Research and Information Association (BSRIA) of the UK. sia-Paciﬁc remains the largest world region in terms of air-conditioning sales, accounting for 49% of the total market by value, followed by the Americas region and Europe. The Chinese market is not only the largest market in Asia, but also the biggest market by value in the world, representing approximately 66% of global airconditioning units in terms of production in 2009, according to BSRIA. This represents a 7% increase in production compared to 2008. The Japanese market follows closely after the market leader with a value of US$10.5 billion. The last year’s number two, the US market, became the third largest market with US$8.7 billion in 2009. The US market is expected to regain its second position in 2013, predicts BSRIA. Europe was hit the hardest by the economic downturn in 2009, with the market declining 25% by value overall. The worst-affected markets were Turkey, UK, Russia, Poland, Italy, Greece, Germany and Spain. The UK economy is facing its longest recession on record with rising unemployment and weak investment levels, and the recovery is proving to be slower than expected. The Russian economy has experienced its biggest annual fall in 15 years, shrinking by 7.9% in 2009, according to federal statistics. The sharp drop in energy prices has been blamed for the hit. The European market is expected to show the ﬁrst signs of recovery this year, with around a 3% growth in value terms compared to the year before. The residential/light commercial market was valued at US$46.2 billion, which includes windows, movables and split systems. Unducted mini-splits were the largest market segment in terms of value, accounting for some 67% of the market share.

movables market, accounting for a quarter of global sales, although after several years of rapid growth, the market declined by 22% in 2009 in value terms. Europe is the largest region for sales of movables, with Italy being the largest European market, accounting for 85 691 units in 2009, down 17% on 2008. This was due to a combination of a poor summer during 2009 and the economic downturn in major markets in Europe resulting in a massive drop in sales. The extreme heat in the Middle East, Africa and most parts of India hampers the sales of movables units. This type of equipment does not provide sufﬁcient cooling loads to

The extreme heat in the Middle East, Africa and most parts of India hampers the sales of movable units.“ BSRIA

cope with the extreme temperatures of these regions.

WINDOW/THROUGH THE WALL The total Americas region is still the global market leader for window/through the wall systems, and was estimated to be 8.4 million units in 2009, a market decline of over 40% compared to 2008. The US continues to dominate this market, but has been hit hard by the recession and depressed residential market. India and Saudi Arabia are among the largest markets in the world, accounting for up to 48% of the total market in 2009. Russia and other former CIS (Commonwealth of Independent States) countries remain the biggest markets in Europe for windows. The southern region of Russia accounts for over 90% of Russian sales, where less well-off citizens are situated. The country accounted for 52% of total European sales by volume in 2009. Increasingly these units are being sold through retail instead of traditional specialised air-conditioning suppliers, supplied as OEM products.

SPLITS India is one of the few countries that experi-

TOP SEVEN AHU MARKETS, BY VALUE CONTRIBUTION, 2008-2013

MOVABLES The US has remained the world’s leading 34 MEP Middle East | June 2010

www.constructionweekonline.com

MARKET ANALYSIS enced growth in 2009, with a 28% increase in unit sales, followed by Brazil, with a 14% growth. India continues to account for onethird of the total Middle East, Indian and African region, with 1.8 million mini-split systems sold in 2009. This market is expected to experience further buoyant growth of over 27% CAGR to 2013. In terms of value, the unducted splits market is the largest market, with the total sales of splits amounting to US$31 billion in 2009, with a corresponding volume of 51.3 million units, representing a decrease of 9% by value and 6% by volume in 2009. Despite being relatively recession-proof in many countries, the VRF market has also been hit by the economic crisis, and contracted by 8% in value terms in 2009. However, Europe was the only continent that faced declining sales values, which dropped by about 28%. The worst-affected among major markets in Europe were the UK market (the second-biggest market in Europe after Spain), which almost halved in size, followed by Russia, with a 40% drop, and others such as France, Germany and Spain (20%, 21% and 15% respectively.) Asia Paciﬁc is by far the largest VRF market, representing 64% of global sales by value. Japan is the biggest manufacturing base of VRF systems, accounting for some 44% of the global production volume, reports BSRIA. China continues to be the largest split market in the world, and also the biggest manufacturing base. However, US ductedstyle split continues to be mainly a feature of the Americas and namely the US, with the total Americas region accounting for 85% by value of all global sales.

SINGLE PACKAGED The global single packaged market declined by 14% in volume and 11% by value in 2009. The total Americas region accounts for over 60% of the global market in value terms, with the US market alone comprising over 53% of the global sales value. The global single packaged market is dominated by the rooftop sector, in both value and volume terms, representing 74% and 56% respectively. The European single packaged market represents only 8% of the global market by value. Spain, Italy and France are the three major markets in Europe, representing over 60% of sales value in Europe. Over 75% of the rooftops and indoor packaged units were sold with heat pump applications in Spain. Due to limited commercial projects and competition from other products, these markets declined in Europe in 2009. The Japanese market for indoor packaged www.constructionweekonline.com

systems represents the greatest share by value, with 35% of the global market. However, the US dominates the rooftop market, with a 6% share by value. The rooftop market and indoor packaged markets are expected to start showing the ﬁrst signs of recovery this year, predicts BSRIA.

CHILLERS The chiller market experienced a decline of 14% in value and 13% by volume in 2009. All segments have experienced contraction over the last year. The biggest market,

India continues to account for one-third of the total Middle East, Indian and African region, with 1.8 million mini-split systems sold in 2009. “ BSRIA

TOTAL SPLIT MARKET, BY REGION VALUE (%), 2009

the total Asia Pacific region, declined from US$2.8billion to US$2.5 billion. There was a decline of 11% in the Middle East region. Iran and Saudi were the only growth areas in this region, as the recession made its impact felt, but at a less significant scale, outside Dubai. Due to the nature of construction and use of district cooling in many parts of the region, there is a strong emphasis on larger-capacity chillers above 500 kW in the region. In 2010, the global market is expected to remain flat at best, with a 1% decrease in value terms. The Middle East Region is forecasted to show a speedier recovery, with around 3% growth rate in value terms compared to 2009. Reciprocating compressors continue to disappear from the majority of markets, with the trend moving towards scroll and screw compressors.

AIRSIDE After an impressive 8% increase in 2008, the air-handling unit market declined by 15% in 2009 in value terms. The biggest market is Europe, accounting for 37% of the global mar-

ket, or US$1.7billion in sales value, followed by the Americas at US$1.5 billion. The German market on its own accounts for 28% of European sales. There is a growing trend in Europe towards more complex and energyefﬁcient units with heat-recovery systems. However, the growing pressure from the competition keeps the average prices low. Europe is also the biggest market for fan coils, representing a third of the world market in value terms; however, Asia Paciﬁc accounts for 45% by volume. Unlike the European market, the concealed type of fan coil dominates the Asian market, accounting for 72% of the market volume. In the European market, Italy has the largest share of fan coil units sold, by around 33% by volume. Statistical data was obtained from the World Market for Air Conditioning study. BSRIA is a test, instrumentation, research and consultancy organisation providing specialist services in construction and building. For further information contact Tim Page on bsria@bsria.co.uk or visit its Web site at www.bsria.co.uk. June 2010 | MEP Middle East 35

TECHNOLOGY

LG’s Titan air-con targets UAE health concerns LG Electronics Air Conditioning Company (LG AC) has unveiled a powerful new aircon designed to combat the Middle East climate and address indoor air quality. aunched at an industry roundtable attended by medical professionals and media, the dual-unit Titan includes a range of consumer-friendly features including high-grade health and safety measures, a more comfortable airflow and an in-built, high degree of reliability, even in the most extreme conditions. Thanks to its cutting-edge technology, the Titan is as safe and hygienic as any air-con on the market. Its advanced proprietary virus and allergy-safe filter help eliminate dust mite allergens and viruses such as Influenza A, a major worldwide health concern in recent months. LG’s virus-safe filter, according to tests conducted by the Kitasato Research Centre of Environmental Science in Japan, eradicated about 99.9% of Influenza A viruses in 24 hours. The allergy-safe filter has also been certified by the British Allergy Foundation for its anti-allergenic properties. In addition, the Titan’s cyclotron plasma filter, a feature common to LG air-con, collects up to 30% more dust than conventional plasma filters.

ENVIRONMENT “Lifestyles in the Gulf have changed dramatically over recent years, inﬂuencing the way people live, their diets and habits, what products are available in the shops and the environmental conditions that affect health at work and at home,” said LG Elctronics Gulf FZE president H.S. Paik. “We also see a ﬁrm belief among the population that home-appliance technology can have a positive role in combating these issues that result from this progress. LG strives to remain a pioneer of technol36 MEP Middle East | June 2010

www.constructionweekonline.com

TECHNOLOGY SPECIFICATIONS What are the key features of the Titan? It is a dual-unit appliance, which provides a more comfortable airflow with less noise and vibration, excellent and safety measures, and a high degree of reliability, even in the most extreme weather conditions. What are the Titan’s main adaptations for the harsh Middle East climate? LG Titan is equally effective at 15˚C to 60˚C. What are the main health benefits? Using the ‘air crusier’ function, LG Titan sanitises all the water in its humidifier, meaning humidity with up to 99.9% less germs and bacteria. The virus and allergy safe and cyclotron plasma filters help eliminate dust mite allergens and viruses such as H1N1 Influenza A. Is LG claiming that use of the Titan in a home can prevent H1N1? LG Titan provides no guarantee that people using it will not contract H1N1. What it can do is provide consumers with a safer and healthier environment, which will go a long way to reducing the risk of illness.

TECHNICAL SPECIFICATIONS Cooling capacity (kW)

5.12

6.74

Power input, cooling/heating (W)

2 120

2 800

Running current, cooling/heating (A)

9.6

12.5

EER Cooling W/W

2.42

2.41

Power supply (Ø/V?Hz)

1/220-240/50

Air circulation, indoor, max m³/min (CFM)

15 (529.8)

19 (671)

Outdoor m³/min (CFM)

42 (1 483.3)

42 (1 483.3

Moisture removal (l/m)

1.8

2.8

Noise level, indoor (H/M/L) dB(A)±3

40/38/34

Outdoor (H/M/L) dB(A)±3

Dimension, indoor (mm)

1030x320x245

Outdoor (mm)

840x577x276

870x577x276

Net weight, indoor (kg)

Outdoor (kg)

ogy, especially when it comes to issues that really matter to our customers. Health is at the very root of all of our concerns, and so forms the basis for innovation in LG’s home appliance product development,” said Paik. Titan’s health features will undoubtedly bring comfort to customers in the UAE, where ozone levels in many areas are registering above guidelines set by the World Health Organisation. According to a comprehensive study by LG Electronics and research partner Synovate, four out of ﬁve UAE residents highlight respiratory problems as the highest concern, and the number of diagnosed cases has risen 8.2% since 2005. Residents identiﬁed dust, pollution and bacteria in the air as the main causes of the problem. Customised to local needs, LG’s Titan looks to enrich people’s lives in a healthier and more comfortable environment.

TECHNOLOGY

LG Elctronics Gulf FZE president H.S. Paik

www.constructionweekonline.com

Speaking at the launch at Rafﬂes Hotel, ENT consultant and head and neck surgeon Dr. Ayman Al Fraihat added: “By identifying and addressing the common concerns faced by those in the Middle East, we can work together to tackle these trends and provide healthcare products and services that are

LG’s Titan is a prime example of practical advancements in technology that can provide health and hygiene at home and in the workplace. “ Dr Ayman Al Fraihat appropriate to people’s needs. LG’s Titan is a prime example of practical advancements in technology that can provide health and hygiene at home and in the workplace, offering tangible beneﬁts to people across the region.” As well as its range of health-conscious features, the Titan also gives consumers the maximum comfort in their homes. Boasting an airﬂow of up to 10 metres, enough to cover practically any large room in the house, its dynamic double vanes have six horizontal June 2010 | MEP Middle East 37

TECHNOLOGY

and ﬁve vertical swing modes, ensuring that the air-con can target any area in the room, at almost any power. This eliminates air-con dead zones, maintaining an even temperature throughout a room. The Titan also operates at very low noise levels: at 34 dB, the Titan is only slightly noisier than an empty studio (20 dB), and quieter than the average public library (40 dB). For larger rooms, LG has also developed a circulator, creating the world’s ﬁrst twin cooling system. When positioned on the wall opposite the main cooling unit, this second unit helps cool large homes up to 40%

faster and 70% more evenly. The circulator also humidifies the dry air with its water plasma technology, which uses sterilised, bacteria-free water. To increase its cooling effectiveness even further, the Titan’s selectable swing modes can be set to sweep air across a room in several different directions, including seven vertical adjustment modes, five horizontal modes, and left and right full-swing modes. This improves comfort levels by redirecting airflow

Dr. Ayman Al Fraihat

38 8 MEP Middlee EEast ast aas sstt | Ju JJune une ne 201 220 2010 00110

We also see a firm belief that home-appliance technology can have a positive role in combating the health issues arising from technological progress. “ H.S. Paik to prevent it from blowing directly on family members and guests. To help purify the air, the Titan incorporates the world’s first cyclotron plasma technology, which improves the collection of dust by up to 30% compared to a conventional plasma kit. With LG’s innovative filtration system, the new air-con reduces allergens in the air by as much as 70%. An antibacterial pre-filter first reduces pollens, mould and large dust from the air. The triple filter on the underside helps reduce symptoms associated with exposure to various organic compounds including formaldehyde. As a final step, a nano carbon filter traps fine odorous particles to completely remove odours. The new Titan air-con from LG also features an auto alarm for filter cleaning, simple remote control with a wide display and ‘one touch’ function, and a stylish exterior design including interior lighting, artistic patterns and hidden display. For the style conscious, a ‘bling’ version encrusted with Swarovski Crystal is also available. www.constructionweekonline.com

PROJECT

Largest LEED Platinum project in the world

A view of the library at KAUST

KAUST’s new campus is Saudi Arabia’s first LEED-certified project, earning LEED Platinum. In addition, it is the largest certified project of its kind in the world to date.

40 MEP Middle East | June 2010

he King Abdullah University of Science and Technology (KAUST) at Thuwal, near Jeddah in Saudi Arabia was the ‘Most Sustainable Project of the Year’ in the 2009 MEP Awards. We take a closer look at this massive project. KAUST was recently announced as one of the winners of the American Institute of Architects’ Top 10 Green Buildings awards for 2010. The new international graduate-level research university campus was designed by HOK Architects and

completed in September 2009. The university was established by the government-owned Aramco, the world’s largest energy corporation, to drive innovation in science and technology and to support world-class research in areas such as energy and the environment. KAUST’s new campus is Saudi Arabia’s first LEED-certified project, earning a LEED Platinum certification. While the project was certified under the old LEED Version 1.0 certification, as a 496 000 square metre project, it represents the world’s largest LEED Platinum project. www.constructionweekonline.com

PROJECT In order to assure that KAUST was awarded the LEED Platinum level, MEP contractor Drake & Scull International PJSC (DSI) had to alter conventionally used designs and installations, as well as employ several innovative engineering techniques and products. This included: • Designing a system to sustain a lifecycle of 100 years; • Maximising efficiency of installed sys tems and using specific special construc tion materials for the laboratory build ings; • Adopting photovoltaic cells for generat ing power; • Installing solar towers and solar water heaters; • Using low-emission sealants; • Minimising construction waste; and • Using recyclable materials wherever pos sible. The engineering office of DSI worked out of Saudi Oger’s engineering offices in Paris, France to ensure that the designs were being finalised as per the DSI team’s input and requirements. From inception, the campus was designed to be environment-friendly. The university will act as a living laboratory by demonstrating that environmentally-responsible methods of energy use, materials management and water consumption are viable in the Middle East and across the globe. Alternative transportation reduces campus

In Saudi Arabia, the cost of electricity is subsidised at 2-4 c/kWh. KAUST’s decision to create an efficient, low-energy campus will serve as an example of environmentally-responsive buildings in the region. “ emissions and provides convenient transit options. A total of 100 shared electric vehicles and charging stations are distributed across campus, and additional vehicles will be added as the university grows in size. Three campus shuttle bus system lines with dedicated stops across campus serve the entire community. A Segway scooter and bicycle sharing system provide additional short-distance travel options in most months of the year.

RENEWABLE ENERGY Renewable energy helps cool and power the campus. There are two solar towers each 75 metres high. Two fans, each extracting 95 cubic metres per second through 3.0 metre

Hussam S. Shayteh and Ahmad Al Naser from MEP contractor Drake & Scull, which won the 2009 ‘Most Sustainable Project of the Year’ at the 2009 MEP Awards for its work on KAUST

diameter axial blades, use the sun and prevailing winds to create a passive pressure difference and continuous breeze along the shaded courtyards, and allow exterior courtyard occupants to feel comfortable for more than 75% of the year. A total of 1 152 units of solar thermal panels with a 4 134 square metre area for hot water production was installed on the monumental roof, and will produce around 50 Gegajoules per day. A total of 16 567 square metres of photovoltaic arrays installe installed on the monumental roof will produce 4 Megawatts of renewable energy, offsetting 5.7% of the total campus energy demand. A proposed 900 000 square squar metres of solar eventuall provide 100% of energy panels will eventually all campus energy needs an and make the uniTh university has versity carbon neutral. The contracted to obtain 35% of the total campus energy needs from an outsi outside renewable energy provider. The use of variable speed drives to run all the major equipment such as air-handling an different types units, chilled water pumps and redu of fans contributes to reducing the overall Adopt power consumption. Adopting the principle of skylights, side by side w with daylight senind sors to control the indoor lighting within out human interference, will also help to eliminate power wastage.

NATURAL H HABITAT The natur natural habitat surK rounding KAUST has been preserved and protected. A long-term habitat preservarestor tion, restoration and protecw implemented tion plan was c during construction, and conti will continue through the university existence for university’s the 182 988 000 square c feet of coral reef and 21 528 000 square feet of mangrov ecosystems on mangrove campus. c The campus architecd ture is designed to maxwww.constructionweekonline.com ww www w w ww w.co coonst const nstruc r ctioonnw nwe w eko konli nlinee.com com co m

June 2010 | MEP Middle East 41

PROJECT imise the area’s unique microclimate and ecosystem. The university’s monumental roof connects and shields campus buildings from direct sun, resulting in a minimum solar reflective index value of 78 for 92.7% of the roof’s surface. Atria and courtyards throughout the campus buildings infuse natural daylight and ventilation into 75% of interior spaces. The campus construction and design teams selected building materials that minimised overall environmental effects and recycled waste materials. A total of 37.8% of the building materials comprise materials and/or products either harvested or manufactured within 500 miles of the university, such as stone or concrete. A total of 99.7% of all wood-based building materials used in construction were harvested from forests certified by the Forest Stewardship Council (FSC). A total of 20% of the total building materials (such as steel, aluminum, and glass) were manufactured using recycled materials. More than 79%, or 35 169 tons, of all construction waste generated onsite was recycled and diverted from landfill. A campus-wide recycling programme will be instituted to recycle cardboard, paper, plastic, glass and metal.

WATER USE Water and material use has been minimised through innovative design and on-site treatment plants and recycling programmes. A full 100% of KAUST’s wastewater is treated by the campus wastewater treatment plant (WWTP). All treated wastewater is either safely returned to the environment or used on-site. A full 100% of all campus irrigation needs are provided by the WWTP, while 2.5 million gallons of treated water per day will be available in 2010. Installed irrigation systems using recycled water reduce irrigation water consumption by 53.8% of estimated need. Waterless urinals, ultra-low flow lavatories and low-flow public showers reduce potable water use by 40.9% from a calculated baseline design. Native and adaptive vegetation that does not require large amounts of irrigation were selected for the majority of the planting on campus. A stormwater management plan reduces impervious cover, promotes groundwater infiltration, and will capture and treat 100% of the average annual rainfall run-off. Energy-efficiency measures will reduce the total power demand. Technology like chilled beams and under-floor air distribution have been incorporated into designs to achieve energy cost-savings of 24.5%. Highly-efficient mechanical, electrical and plumbing systems reduce the overall energy demand of the 42 MEP Middle East | June 2010

The main entrance of KAUST at Thuwal, near Jeddah in Saudi Arabia

IN NUMBERS 100-year building lifecycle 900 000 m2 of solar energy panels 24.5% energy cost savings achieved

campus. Non-emergency occupancy sensors automatically turn off lighting systems when a room is unoccupied, while interior lighting is dimmed automatically in conjunction with sunrise and sunset. The decision to include efﬁciency and lowenergy design into the design brief must be understood in its local and regional contexts, state the architects. In Saudi Arabia, the cost of electricity is quite cheap (2-4 cents/KWh) due to substantial government subsidies. This means there is little ﬁnancial incentive to saving energy, and that the payback period for any energy-saving strategies implemented in a project are too long to be feasible. How-

ever, the decision taken by KAUST to create an efﬁcient, low-energy campus was, in fact, to provide a campus that would serve as an example for environmentally-responsive buildings in the region. In addition to the sustainable strategies incorporated into the overall design, KAUST will also implement a sustainable operations plan, which will incorporate using green cleaning materials and an extensive recycling programme that includes composting of all food waste. All service vehicles for maintenance staff are electric vehicles to reduce their fossil fuel use. As for post-occupancy evaluation, the campus facilities management team will implement plans to continuously assess the campus’s energy use and the thermal comfort of occupants. Thermal comfort surveys will assess the effectiveness of mechanical systems, thus helping the facilities management to adjust the settings to ensure maximum occupant comfort. The campus’s automation system will also measure all energy and water use for the project with sub-meters and controls installed to allow for future increase in efﬁciencies of all systems. www.constructionweekonline.com

REGION IN FOCUS

Top MEP projects in Bahrain We take a closer look at some of the major MEP projects underway in Kuwait, courtesy of Ventures Middle East. ISA TOWN HEALTH CENTER BUILDING Client: Ministry of Health Consultant: Adel Ahmadi Associates Main contractor: United Arab Construction Company MEP Contractor: Yateem/Mandi Trading/Rumaitha Value: US$7m Status: Under construction Type: Hospital

Main contractor: Classic Construction MEP contractor: In-house Value: US$31-100m project under construction Type: Commercial Buildings

CRYSTAL HEIGHTS Client: Dadabhai Contracting Consultant: Habib Modara Art & Architecture Main contractor: Dadabhai Contracting MEP contractor: Empac/Rumaitha Value: US$20m Status: Under construction Type: Residential buildings

DIPLOMAT COMMERCIAL OFFICE TOWERS Client: National Hotels Company Consultant: Mohamed Salahuddin Consulting Engg. Bureau Main contractor: Chase Perdana Berhad MEP contractor: Crown Electromechanical Services Value: US$70m Status: Project under construction Type: Commercial buildings VILLA COMPOUND AT AL AREEN Client: Al Khaleeji Commercial Bank Consultant: Modern Architects Main contractor: AAA Homes MEP contractor: In-house Value: US$6m Status: Under construction Type: Residential development

MALL AT Aâ&#x20AC;&#x2122;ALI Client: Al Namal Group Consultant: United Engineering Main contractor: Al Namal Construction MEP contractor: In-house Value: US$2.5-15m Status: Under construction Type: Shopping centre

MANSOORI HOUSE Client: Mr. Hassan Mansoori Consultant: Mazen Al Umran Consulting Engineers Main contractor: M&I Construction MEP contractor: In-house Value: US$2.5m-15m Status: Under construction Type: Mixed-use

AL MATROOK TOWER Client: Mr. Faisal Ali Al Matrook Consultant: Mohamed Salahuddin Consulting Engineering Bureau Main contractor: Charilaos Apostilides (Chapo) MEP contractor: Shaheen Group Value: US$19m Status: Under construction Type: Commercial buildings

15-STOREY MIXED-USE BUILDING AT SEEF Client: Mr. Essa Bukhowa Consultant: Arabian East Bureau Main contractor: Salah Al Qaed Contractors MEP contractor: In-house Value: US$2.5-15m Status: Under construction Type: Mixed-use

APARTMENT BUILDING IN JUFFAIR Client: The Islamic Association Consultant: Modern Architects Main contractor: Middle East Contg. & Trade Center MEP contractor: Mandi Trading/Gmech Value: US$16-30m Status: Under construction Type: Residential buildings

7-STOREY BUILDING AT RIFFA Client: Sheikh Khalifa Consultant: Arabian East Bureau Main contractor: Charilaos Apostilides MEP contractor: Empac Value: US$5m Status: Under construction Type: Residential buildings

MILLENNIUM TOWER IN SEEF Client: Hani Group Consultant: Middle East Architects

RENAISSANCE BAHRAIN HOTEL AT AMWAJ Client: Ossis Property Developers Consultant: Davenport Campbell

44 MEP Middle East | June 2010

The Bahrain World Trade Centre in Manama

www.constructionweekonline.com

REGION IN FOCUS Main contractor: Charilaos Apostilides MEP contractor: Bemco Value: US$16-30m Status: Under construction Type: Hotel

Status: Under construction Type: Residential development ARCAPITA HEADQUARTERS Client: Arcapita Consultant: WS Atkins/SOM Main contractor: AA Nass/Murray & Roberts MEP contractor: Mercury Contracting Center Value: US$160m Status: Under construction Type: Commercial buildings

MARINA HEIGHTS AT AMWAJ Client: Yara Consultant: Davenport Campbell/Dheya Towfiqi Engineering Bureau Main contractor: Delta Construction MEP contractor: In House/Awal Products Co. Value: US$2.5-15m Status: Under construction Type: Residential buildings

WORKSHOP & ACCOMMODATION IN TUBLI Client: Skyline Trading Corporation Consultant: Aref Sadiq Design Consultants Main contractor: Skyline Trading Corporation MEP contractor: Empac/In House Value: US$2.5-15m Status: Uunder construction Type: Mixed-use

MARINA WEST Client: Ahmad Janahi Holdings Consultant: Ahmed Abubaker Janahi Architects Main contractor: Al Hamad Contracting MEP contractor: In-house Value: US$320m Status: Under construction Type: Mixed-use

SHEIKH ISA SPORTS CITY AT RIFFA - PHASE 1 Client: Ministry of Works & Housing Consultant: Ismail Khonji Assoc./Leigh & Orange Architects Main contractor: Bokhowa Group MEP contractor: In-house Value: US$31-100m Status: Under construction Type: Sports facilities

BAHRAIN ROTANA HOTEL IN MANAMA Client: Banader Hotels Company Consultant: Aedas/MSCEB Main contractor: GP Zachariades (GPZ) MEP contractor: Bemco Value: US$70m Status: Under construction Type: Hotel

KHALED MATROOK BUILDING IN SEEF Client: Al Matrook Investment Consultant: Modern Architects Main contractor: Juma Construction MEP contractor: Mandi Trading Est. Value: US$2.5-15m Status: Under construction Type: Commercial buildings

MARINA REEF Client: Marina Reef Real Estate Development Consultant: Dimensions Engineering Consultants Main contractor: Abdul Al Construction Services MEP contractor: Al Moayyed Contracting Value: US$50m Status: Under construction Type: Residential buildings VILLAMAR AT BAHRAIN FINANCIAL HARBOR Client: Gulf Holding Company (GHC) Consultant: Norr Group Consultants/COWI Main contractor: Al Hamad Contracting MEP contractor: In-house Value: US$650m Status: Under construction Type: Residential development REEF ISLAND, PHASE 1 Client: Minister of Finance & National Economy/ Lulu Tourism Consultant: Gibb Limited Main contractor: Al Hamad Contracting MEP contractor: In-house Value: US$251-500m Status: Under construction Type: Residential development www.constructionweekonline.com

OFFICE BUILDING IN JUFFAIR Client: Jameel Al Ghana Consultant: Architectural World Main contractor: Al Ghanah Contracting MEP contractor: Bemco Value: US$16-30m Status: Under construction Type: Commercial buildings Architectural contrast in Manama, Bahrain

RIFFA VIEWS, THE LAGOONS ESTATE, VILLAS Client: Arcapita/Bahrain Intâ&#x20AC;&#x2122;l Golf Course/Riffa Views Consultant: Mohamed Salahuddin Consulting Engineering Main contractor: Poullaides Construction/Terna Contracting MEP contractor: Shaheen Group/In House Value: US$106m

ISHBILIYA VILLAGE Client: Al Enmaa House for Real Estate Client: Gulf House Engineering Main contractor: Al Dahrani Contracting Company MEP contractor: Zinidiya/Delta/Awal Products Co. Value: US$250m Status: Under construction Type: Residential development For further information, visit Ventures Middle East LLC at www.venturesonsite.com or www.ventures-me.com. June 2010 | MEP Middle East 45

BUSINESS LEADS

PROJECTS IN BAHRAIN MEP Middle East and Ventures Middle East have teamed up to provide you with essential project information. DIYAR AL MUHARRAQ Client: Diyar Al Muharraq/KFH Consultant: AECOM Main contractor: Not appointed MEP contractor: Not appointed Value: US$3.2 billion Status: Under design Type: Mixed-use Contact: +973 17 589 969

diyar-al-muharraq

Aecom has been appointed masterplanner for the Diyar Al Muharraq project in Bahrain. Spread across 12 square kilometres, it is one of the largest mixed-use urban

waterfront developments currently underway in the Kingdom of Bahrain. Located on the northern shores of Muharraq, Diyar Al Muharraq will provide a cohesive mix

of residential and commercial properties, with housing opportunities for over 120 000 people in around 30 000 housing units. At the heart of Diyar Al Muharraqâ&#x20AC;&#x2122;s Value (US$. Mn)

vision the creation of an integrated community for all strata of society, entwining elements of modern urban life with Bahrainâ&#x20AC;&#x2122;s rich cultural past. Its extensive amenities will include around 40 kilometres of waterfront, including the most extensive publicly-accessible waterfront in the Kingdom, as well as all the elements one expects from a vibrant community, including schools, medical centres, sports facilities, shopping malls, business districts, luxurious hotels and modern infrastructure.

Project Title

Client

Consultant

Main Contractor

MEP Contractor

Project Status

Type of Project

Shopping Complex in Saar

Eskan Bank

Not Appointed

project under concept stage

Shopping Centre

Qatar Embassy in Seef

Qatar Embassy for MOFA

Arab Engineering Bureau

Not Appointed

2.5 - 15

project under design

Commercial Buildings

Reflections of Bahrain

Ithmaar Development Company

DP Architects

Not Appointed

101 - 250

project under design

Mixed Use

Light of Bahrain

Ithmaar Development Company

DP Architects

Not Appointed

101 - 250

project under design

Residential Buildings

Abu Obida Al Jarrah Primary Girls School

Ministry of Education

Dheya Towfiqi Engineering Bureau

Not Appointed

2.5 - 15

project under design

Educational Facilities

North Bahrain New Town Phase 1

Ministry of Works & Housing

Not Appointed

101 - 250

project under concept stage

Residential Development

Manama Tower Complex

Manama Municipality

Not Appointed

251 - 500

project under concept stage

Commercial Buildings

Diyar Al Muharraq

Diyar Al Muharraq/KFH

AECOM

Not Appointed

3,200

project under design

Mixed Use

@bahrain Development

Bahrain Mumtalakat Holding Company

Aedas

Not Appointed

1,000

project under design

Mixed Use

Edamah Headquarters

Bahrain Real Estate Investment Co.

Syrconsult Consulting Engineers

Not Appointed

31 - 100

project under design

Commercial Buildings

Retail and Commercial Tower in Bahrain Bay

Salhia Real Estate Co. (SREC)

Pan Arab Consulting Engineers/SOM

Not Appointed

125

project under design

Commercial Buildings

Energy Tower

National Oil & Gas Authority (NOGA)

Gerber Architects/RMJM

Not Appointed

251 - 500

project under design

Commercial Buildings

Albaraka Banking Group Head Quarters in Bahrain Bay

Albaraka Banking Group (ABG)

MGA+C

Not Appointed

31 - 100

project under design

Commercial Buildings

Shaza Hotel's Mixed Use Development in Bahrain Bay

Shaza Hotels Ltd.

Tilke GmbH

Not Appointed

2,500

project under design

Mixed Use

Souk Al Arabia Resort

Private Investor

MSCEB

Not Appointed

186

project under design

Mixed Use

Sheikh Jabar Al Sabah Health Centre

Kuwait Technical Fund

Mazen Al Umran Consulting Engineers

Al Moayyed Contracting

Not Appointed

project under construction

Hospital

217 Houses at Zayed Town Phase 2

Ministry of Works & Housing

In House

Down Town Construction

Not Appointed

project under construction

Residential Development

Survey & Land Registration Bureau HQ

Bahrain Real Estate Investment Company

Saudi Designers Engineering Consultants

G.P. Zachariades (GPZ)

Not Appointed

2.5 - 15

project under construction

Commercial Buildings

Difaaf

Reef Venture Holding/Venture Capital Bank

Gulf House Engineering

Not Appointed

200

award awaited for the main contract

Residential Buildings

Bahrain Polytechnic Campus in Rawdat

Ministry of Works & Housing

Aedas

Not Appointed

265

project under design

Educational Facilities

Note : The above information is the sole property of Ventures Middle East LLC and cannot be published without the expressed permission of Ventures Middle East LLC, Abu Dhabi, UAE

For the latest Middle East MEP project information, visit 46 MEP Middle East | June 2010

m www.constructionweekonline.com

METAL MONITOR

NON-FERROUS METAL PRICES The London Metal Exchange (LME) is the world’s premier non-ferrous metals market. The LME offers futures and options contracts for aluminium, copper, lead, nickel and NASAAC, among others. Many of these materials are indispensable in the MEP sector. The latest historical data from the LME is presented to give readers insight into this dynamic trading market. For further information visit www.lme.co.uk.

APRIL 2010 THE LONDON METAL EXCHANGE LIMITED AVERAGE OFFICIAL AND SETTLEMENT PRICES US$/TONNE

Cash Buyer Cash Seller & Settlement Cash Mean 3-months Buyer 3-months Seller 3-months Mean 15-months Buyer 15-months Seller 15-months Mean 27-months Buyer 27-months Seller 27-months Mean

Primary Aluminium (dollars)

Aluminium Alloy (dollars)

Copper

Lead

Nickel

NASAAC

(dollars)

2,316.08 2,316.73 2,316.40 2,345.50 2,346.25 2,345.88 2,448.15 2,453.15 2,450.65 2,526.85 2,531.85 2,529.35

2,161.13 2,168.23 2,164.68 2,185.25 2,196.25 2,190.75 2,259.75 2,269.75 2,264.75 2,325.00 2,335.00 2,330.00

7,743.70 7,745.08 7,744.39 7,777.85 7,780.68 7,779.26 7,779.75 7,789.75 7,784.75 7,649.00 7,659.00 7,654.00

2,264.10 2,264.85 2,264.48 2,290.20 2,292.05 2,291.13 2,312.45 2,317.45 2,314.95 2,279.90 2,284.90 2,282.40

26,014.75 26,030.75 26,022.75 26,067.50 26,083.75 26,075.63 25,653.00 25,753.00 25,703.00 24,866.00 24,966.00 24,916.00

2,185.75 2,193.33 2,189.54 2,216.00 2,227.00 2,221.50 2,316.75 2,326.75 2,321.75 2,387.50 2,397.50 2,392.50

THE FOLLOWING STERLING EQUIVALENTS HAVE BEEN CALCULATED, ON THE BASIS OF DAILY CONVERSIONS: Copper Cash Seller & Settlement: Copper 3-months Seller: Lead Cash Seller & Settlement: Lead 3-months Seller:

£5,051.83 £5,077.35 £1,477.17 £1,495.59

Settlement Conversion Exchange Rates Stg/$ $/JY Euro

1.5331 93.46 1.3408

$7568 Copper 3-months seller

LME AVERAGE SETTLEMENT PRICES IN EURO Metal

Euro Settlement Conversion Rate

Primary Aluminium

1727.54

Aluminium Alloy

1616.69

Copper

5776.09

Lead

1689.15

Nickel

19414.99

Nasaac

1635.50

MARCH 2010 THE LONDON METAL EXCHANGE LIMITED AVERAGE OFFICIAL AND SETTLEMENT PRICES US$/TONNE

Cash Buyer Cash Seller & Settlement Cash Mean 3-months Buyer 3-months Seller 3-months Mean 15-months Buyer 15-months Seller 15-months Mean 27-months Buyer 27-months Seller 27-months Mean

Primary Aluminium (dollars)

Aluminium Alloy (dollars)

Copper

Lead

Nickel

NASAAC

(dollars)

2204.78 2205.63 2205.21 2236.04 2236.96 2236.50 2330.83 2335.83 2333.33 2408.74 2413.74 2411.24

2007.09 2016.30 2011.70 2037.30 2047.17 2042.24 2141.09 2151.09 2146.09 2224.78 2234.78 2229.78

7461.91 7462.83 7462.37 7493.28 7494.85 7494.07 7509.13 7519.13 7514.13 7424.78 7434.78 7429.78

2171.24 2172.09 2171.66 2197.87 2200.11 2198.99 2205.74 2210.74 2208.24 2165.04 2170.04 2167.54

22446.30 22461.30 22453.80 22505.65 22516.09 22510.87 22286.09 22386.09 22336.09 21741.96 21841.96 21791.96

2111.52 2121.22 2116.37 2142.83 2153.93 2148.38 2244.13 2254.13 2249.13 2315.65 2325.65 2320.65

£4,958.90 £4,983.04 £1,443.18 £1,462.64

Settlement Conversion Exchange Rates Stg/$ $/JY Euro

1.5049 90.66 1.3572

$7589 Copper 3-months seller

LME AVERAGE SETTLEMENT PRICES IN EURO Metal

Euro Settlement Conversion Rate

Primary Aluminium

1625.22

Aluminium Alloy

1485.87

Copper

5499.15

Lead

1600.16

Nickel

16553.62

Tin

12931.77

Nasaac

1563.09

Neither the LME nor any of its directors, officers or employees shall, except in the case of fraud or wilful neglect, be under any liability whatsoever either in contract or in tort in respect of any act or omission (including negligence) in relation to the preparation or publication of the data contained in the report.

48 MEP Middle East | June 2010

www.constructionweekonline.com

METAL MONITOR

FEBUARY 2010 THE LONDON METAL EXCHANGE LIMITED AVERAGE OFFICIAL AND SETTLEMENT PRICES US$/TONNE

Cash Buyer Cash Seller & Settlement Cash Mean 3-months Buyer 3-months Seller 3-months Mean 15-months Buyer 15-months Seller 15-months Mean 27-months Buyer 27-months Seller 27-months Mean

Primary Aluminium (dollars)

Aluminium Alloy (dollars)

Copper

Lead

Nickel

NASAAC

(dollars)

2,048.23 2,048.93 2,048.58 2,079.10 2,079.95 2,079.53 2,172.20 2,177.20 2,174.70 2,246.80 2,251.80 2,249.30

1,885.03 1,892.93 1,888.98 1,913.00 1,923.25 1,918.13 2,019.75 2,029.75 2,024.75 2,102.25 2,112.25 2,107.25

6,847.20 6,848.18 6,847.69 6,870.30 6,872.45 6,871.38 6,876.50 6,886.50 6,881.50 6,810.25 6,820.25 6,815.25

2,121.23 2,123.68 2,122.45 2,139.93 2,142.20 2,141.06 2,140.45 2,145.45 2,142.95 2,107.45 2,112.45 2,109.95

18,964.75 18,976.00 18,970.38 19,034.00 19,052.00 19,043.00 18,983.00 19,083.00 19,033.00 18,701.00 18,801.00 18,751.00

1,978.98 1,988.50 1,983.74 2,008.25 2,018.75 2,013.50 2,112.25 2,122.25 2,117.25 2,185.25 2,195.25 2,190.25

£4,385.77 £4,539.08 £1,360.13 £1,372.84

Settlement Conversion Exchange Rates Stg/$ $/JY Euro

1.5621 90.23 1.3687

$6825 Copper 3-months seller

LME AVERAGE SETTLEMENT PRICES IN EURO Metal

Euro Settlement Conversion Rate

Primary Aluminium

1,497.12

Aluminium Alloy

1,383.15

Copper

5,004.76

Lead

1,552.13

Nickel

13,871.06

Nasaac

1,452.98

JANUARY 2010 THE LONDON METAL EXCHANGE LIMITED AVERAGE OFFICIAL AND SETTLEMENT PRICES US$/TONNE

Cash Buyer Cash Seller & Settlement Cash Mean 3-months Buyer 3-months Seller 3-months Mean 15-months Buyer 15-months Seller 15-months Mean 27-months Buyer 27-months Seller 27-months Mean

Primary Aluminium (dollars)

Aluminium Alloy (dollars)

Copper

Lead

Nickel

NASAAC

(dollars)

2,234.53 2,235.15 2,234.84 2,265.95 2,266.65 2,266.30 2,359.95 2,364.95 2,362.45 2,428.75 2,433.75 2,431.25

1,955.98 1,965.35 1,960.66 1,985.25 1,996.25 1,990.75 2,095.75 2,105.75 2,100.75 2,178.25 2,188.25 2,183.25

7,384.98 7,386.25 7,385.61 7,409.68 7,412.03 7,410.85 7,403.25 7,413.25 7,408.25 7,342.00 7,352.00 7,347.00

2,367.03 2,368.38 2,367.70 2,390.28 2,393.25 2,391.76 2,398.75 2,403.75 2,401.25 2,385.05 2,390.05 2,387.55

18,430.00 18,439.25 18,434.63 18,477.50 18,500.00 18,488.75 18,524.75 18,624.75 18,574.75 18,429.50 18,529.50 18,479.50

2,063.20 2,072.20 2,067.70 2,095.00 2,106.80 2,100.90 2,202.50 2,212.50 2,207.50 2,273.75 2,283.75 2,278.75

www.constructionweekonline.com

£4,569.57 £4,588.35 £1,465.36 £1,481.67

Settlement Conversion Exchange Rates Stg/$ $/JY Euro

1.6165 91.30 1.4277

$7165 Copper 3-months seller

LME AVERAGE SETTLEMENT PRICES IN EURO Metal

Euro Settlement Conversion Rate

Primary Aluminium

1,565.37

Aluminium Alloy

1376.79

Copper

5,173.20

Lead

1657.98

Nickel

12,918.19

Nasaac

1,451.42

June 2010 | MEP Middle East 49

LEGAL

Letters of

INTENT Dennis Brand from Traprain Consultants looks at ‘conﬁrmation or contract?’ in letters of intent.

s a general premise, the title ‘letter of intent’ is far from conclusive. Put simply, a document means what it says, not what it is called. Do not therefore be misled into thinking that, if you head a document a ‘letter of intent’, it means that you cannot be creating a contract. A simple deﬁnition of a letter of intent is “the expression in writing of a party’s present intention to enter into a contract at a future date.” Originally intended to be non-binding and create no legal liability, over time, however, this changed with both binding and non-binding letters of intent being issued and, because of poor drafting or lack of understanding, achieving results that the parties often do not intend. In the construction and engineering industry, the letter of intent has almost become an art form, and is often used to encourage a contractor to begin work without the security of a fully prepared and signed contract. Sometimes, however, there are good reasons for issuing a letter of intent: • To obtain necessary approvals and permissions (especially in public-sector contracts); • Anticipated delay in the preparation and/or agreement of the proposed construction; • To order long lead items of plant or equipment; • Client’s desire to urgently get the contractor on to the site to commence work; and • To complete project funding arrangements. With the decision taken to issue a letter of intent, the employer then has to consider whether it is to be binding or non-binding, the concern being to achieve what is desired by all the parties concerned. If one reads any of the construction and engineering law textbooks available internationally, or the various industry publications, one cannot but be overawed and possibly left somewhat confused by the amount of case law reported from various 50 MEP Middle East | June 2010

jurisdictions on the subject of letters of intent. However, the point to be borne in mind when preparing a letter of intent in the UAE is that none of the foreign case law has any relevance! Unlike common law jurisdictions – for example Australia, England, Hong Kong, etc. – where the law is mostly made and applied by the judiciary based on precedents (decided cases) and written laws, civil law jurisdictions – for example, Egypt, France, Germany, UAE, etc. – laws are made by the legislature and applied by the judiciary. This means that, in common law jurisdictions, decisions of the superior courts are binding on themselves and on all inferior courts, whereas in civil law jurisdictions, the UAE being one, the courts are not bound by their own decisions.

THE CIVIL CODE The Federal Law No. 5 of 1985 (the Civil Code) contains express provisions concerning the preparation and formation of a contract: “Article 258 – (1) The criterion in [the construction of] contracts is intentions and meanings and not words and form. (2) The primary rule is that words have their true meaning and a word may not be construed ﬁguratively unless it is impossible to give it its direct meaning.” To reinforce the point, the Civil Code includes two other provisions of particular importance which are relevant to the subject of letters of intent: “Article 259 – There shall be no scope for implications in the face of clear words.” “Article 260 – Words should be given effect to rather than ignored, but if it is impossible to give effect to the words, they shall be ignored.” As a result, when determining the meaning and effect of contracts, the main consideration of UAE courts is one of “intentions and meanings, not words and form”. The Civil Code requires that certain formalities must be met

for a contract to be formed. These formalities include that there be an offer and acceptance. Article 141 of the Civil Code provides: “(1) A contract may only be made upon the agreement of the two parties to the essential elements of the obligation, and the other lawful conditions which the parties regard as essential. (2) If the parties agree on the essential elements of the obligation and the remainder of the other lawful conditions which both parties regard as essential and they leave matters of detail to be agreed upon afterwards but they do not stipulate that the contract has not been regarded as made in the event of absence of agreement upon such matters, the contract shall be deemed to have been made …” Where the price for a Muqawala (Construction) contract is not specified, then the contractor is entitled to be paid a “fair remuneration” (Article 888), together with the value of materials he has supplied. What constitutes ‘fair’ is not specified, and it will be up to the judge or arbitrator to decide, based on the work performed. Before making the firm decision to issue a letter of intent, it is worth considering some of the benefits and protections, for both employer as well as contractor, which a complete contract will give, and what a letter of intent is unlikely to provide: • Certainty of rights and obligations; • Confirmation of price; • A clear allocation of risk; • A detailed specification and scope of work; • A clear dispute-resolution procedure; and • Clearly-defined circumstances and provisions for termination of the contract. This being said, it may not be practical to delay commencement of the work until a complete contract has been prepared and signed, and therefore the parties may wish to proceed on the basis of a letter of intent. Dennis.Brand@traprain.com www.constructionweekonline.com

PRODUCTS NEW YMC2 CHILLER FROM YORK

maximum torque is reached during the tightening process, each wrench will slip to prevent overrunning. The presets cannot be user-modified. Each wrench is labelled with its torque setting and each has a coloUr-coded collar for easy identification, even in low-light conditions. Based on Lowell’s ratchet technology, the torque wrenches offer fast, one-handed tightening in the right hand direction to set values that are accurate to ±10%. The wrenches are designed for maximum efficiency and ease of use, with compact size and light weight.

Johnson Controls, a global leader in delivering products, services and solutions that increase energy efficiency in buildings, has introduced the York Magnetic Centrifugal Chiller (YMC2), which offers superior efficiency and sound performance. The YMC² chiller is 10% more efficient than conventional, variable-speed chillers. Proven magnetic-bearing technology is utilised to eliminate mechanical-contact losses in the driveline. The industry-leading OptiSpeed variable-speed drive has been improved, and the efficiency of the evaporator has been enhanced with an advanced ‘falling-film’ design. In addition, the features that always made York chillers so efficient have been retained, including the optimised centrifugal compressor, which takes advantage of low-temperature cooling-tower water to save energy. As a result, the YMC² chiller offers the best real-world efficiency in the industry. The YMC² chiller is also quieter than any water-cooled centrifugal or screw chiller in the marketplace. Magnetic-bearing technology eliminates nearly all driveline vibration, while the York OptiSound control further reduces noise at off-design conditions. As a result, the YMC2 chiller operates at a maximum of 73 dBA at full-load standard conditions, per AHRI-575. The human ear perceives the YMC² chiller as about half as loud as other magnetic-bearing chillers. The YMC² chiller features a sustainable design that uses refrigerant HFC-134a, which has zero ozone-depletion potential. The 10% efficiency improvement dramatically reduces indirect global warming caused by greenhouse-gas emissions generated by electric utilities. In addition, 57% fewer refrigerant-piping connections drastically reduce the potential for direct global warming caused by refrigerant leakage. The YMC² chiller also increases uptime and reduces maintenance costs. The magnetic-bearing drive has fewer moving parts and eliminates the oil-lubrication system. The driveline is field-serviceable, which means a back-up driveline is not needed. The chiller’s permanent-magnet motor has an inherently longer life than traditional motors, and the OptiSpeed drive’s soft-start sequence further extends motor life.

www.lowellcorp.com

www.johnsoncontrols.com/ymc2

Examples of the new Vas ceramic faucet from Kohler

WATER-SAVING FAUCET Kohler, a global leader in the manufacture of sustainable kitchen and bath products, has introduced the Vas ceramic faucet. This sculpted faucet uses nearly half the water of traditional facets, and offers a return on investment (ROI) in less than four years. According to studies conducted by the UN Conference on Environment and Development (UNCED), the Middle East is one of the globes highest consumers of water per capita. The Vas ceramic faucet line consumes just 5.68 litres of water per minute (L/min) compared to traditional faucets that consume an average 8.32 L/min, saving about 45% of water consumption. This also has the added advantage of reduced utility bill overheads. The Vas provides a ROI after just three years and nine months of average use, effectively paying for its own

purchase and installation costs, and actually making money for purchasers thereafter. Without any change in routine, the water conserving Vas ceramic faucet line will allow regional consumers to assist conservation efforts to reduce water usage, by saving about 57 816 litres of water a year. The base solid-colour model has a pitcherlike vitreous china spout that provides graceful water flow for a peaceful environment; a sculpted, curved handle that resembles a drooping flower stem; and washerless ceramic valving that ensures reliable performance. All models have Kohler ceramic disc valves and premium materials provide durability and reliability, while a high-temperature limit stop safety feature makes it easy to preset a maximum temperature to prevent scalding. www.kohler.com

TORQUE WRENCH KIT Lowell Corporation has introduced a new torque wrench kit that gives plumbers and utility workers greater flexibility in working with US-style No-HUB couplings. This compact kit gives plumbers and utility workers all the tools they need to properly tighten all standard fastening screws on No-HUB couplings to either 60 or 80 lb-in. Each kit comprises two Lowell T-Torker torque wrenches and three hex sockets (1/4”, 5/16”, and 3/8”). A durable carrying case is available. One of the wrenches is factory preset to 60 lbs. max torque and the other to 80 lbs. When

52 MEP Middle East | June 2010

www.constructionweekonline.com

PRODUCTS

Leviton’s new line of GreenMAX relay control panels establishes a new standard for energy-efficient lighting management

RELAY CONTROL PANELS Leviton’s new line of GreenMAX relay control panels establishes a new standard for energyefficient lighting management. The panels afford an industry-leading short-circuit current rating (SCCR) of 25 000 A (at 277 VAC) for maximum service life, robust latching modules for incandescent and fluorescent loads, integrated dimming and switching capabilities, along with daylighting and

‘smart’ metering features – all in one energysmart, cost-effective lighting management solution. As a fully-integrated system, GreenMAX relay controls are ideal for installation in a range of commercial environments, including new construction and retrofit environments where centralised lighting control is needed. The system includes relay cabinets and inserts, command

WATER SUPPLY WITH A TWIST Two simple devices that fit on all usual shower and tap fittings not only promise water savings of up to 70%, but also offer an oxygen-enriched water flow for added ‘wellness’ benefits. Branded as Twister & Wisper, this Austrian-manufactured technology is now being distributed in the UAE by Orange Technology General Trading LLC of Sharjah. “Based on the realisations of water pioneers Schauberger and Grander, Austrian environmental engineer Siegfried Kogelbauer has developed a perfectly simple, yet brilliant, concept to preserve water quality, as well as restoring the natural oxygen level through water stimulation,” explains operations and business development manager Ms. June Silver. The devices “swirl the water in the form of a mini tornado, simultaneously enriching it with oxygen. The turbulence created increases the oxygen content by almost 100%, up to 11 mg/litre, which is the oxygen content of natural spring water.” Silver says these devices result in a water quality that is “noticeably softer, influencing body vitality and contributing to positive energy.” The oxygen enrichment also “decreases susceptibility to disease and improves metabolism.” Twister & Wisper comprise a brass screwhead customisable to exterior and interior applications, are simple to install and maintenance-free. They require a water pressure of three bar and a minimal flow rate of 7 litres/minute for optimal effectiveness. Twister & Wisper have been tested and certified by an independent institute for environmental studies in Austria, as well as by Setsco, an official government test institute in Singapore.

modules, a handheld display unit (HDU), power supplies, relays and fully digital switches that can be programmed using the HDU. GreenMAX’s robust latching relay modules are rated 30 A general fluorescent ballast and 20 A incandescent, and are available in single-pole and double-pole configurations, with or without return to closed (RTC) functionality. The system’s relay options include integrated dimming, daylight harvesting and smart metering to meet a range of lighting management technologies. A HDU enables convenient programming and monitoring to be accomplished directly from the control space rather than from a distant electrical room. GreenMAX supports a variety of native network protocols, including BACnet/IP, Ethernet and LumaCAN, streamlining set-up and configuration. Network connections are made using RJ45 connectors to standard CAT6 cabling. Each relay panel can control up to 32 000 smart relays. Low-voltage inputs such as occupancy sensors, photocells, contact closures and switches connect to the system using an onboard low-voltage input card, or can connect remotely in the remote input cabinet for versatility in set-up. The system can be installed with a matching line of digital switches and wall plates that can be custom-engraved for easy identification of controlled loads. www.leviton.com/GreenMAX

NEXT-GENERATION LED STREETLIGHT

The Archilede from iGuzzini is now available in the Middle East

Archilede from iGuzzini, now available in the Middle East, is a revolutionary LED streetlight fitting achieving a dramatic reduction of running costs, CO² emissions, electrical load and light pollution. Electricity consumption can be slashed by up to 40%, yet the same light performance as traditional light sources can be achieved. The innovative light is regulated by smart versatile electronic systems that can be applied to different road situations and urban furnishings. The arrangement of the LED’s concentrates the light emission directly onto the areas to be illuminated with absolute precision, guaranteeing no upward dispersion, excellent uniformity on the road surface, minimum environmental impact and unsurpassed energy savings (up to 464 000 kWh and 195 000 kg CO² for 1 000 luminaires a year). www.iguzzini.ae

june.silver@orange-llc.com 54 MEP Middle East | June 2010

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THE LAST WORD

Inclined to EXCELLENCE Mohammed Masadeh, Mace Group project manager: MEP speaks about the challenges of being involved with some of the region’s most iconic projects.

What is your background? I have ten years’ diverse experience in the construction industry. During this time I have worked as a package manager/senior engineer within the MEP sub-contracting sector. As such my experience is wideranging, and includes some signiﬁcant projects in hotels and resorts, commercial ofﬁces, retails, educational institutes, exhibition centres, electrical substations, serviced and residential apartments, multi-storey car parks and various others. I joined Mace Group in September 2008. Based in Abu Dhabi, I am MEP project manager on Capital Gate tower, owned and developed by ADNEC (Abu Dhabi National Exhibitions Company). I am well-positioned to work effectively in all MEP sectors, bringing a dynamic approach to bear backed by my wealth of experience. I graduated in 1999/2000 from the Jordan University of Science & Technology (JUST) with a Bachelor’s Degree in Mechanical Engineering – Thermal Power. I am a member of the Jordanian Engineers’ Association, a member of the Project Management Institute, and a member of Build Safe UAE. Recently I attended a training course for LEED AP at American University at Sharjah, and will sit this exam during the summer. 56 MEP Middle East | June 2010

The MEP sector has changed a lot? Yes, the type of projects that are being tendered in recent years have been large-scale, requiring technical innovations and involving high risk. Fast-track jobs were the norm, mainly in Abu Dhabi, which brought its own risks to bear as well. What are the biggest challenges and opportunities? The MEP industry currently faces a shortage of quality contractors that have signiﬁcant experience in the local region; this was mainly an effect of the exponential growth in demand in the MEP sector over the last few years, and the inability of the existing ﬁ rms to meet the market demand. In addition, the lack of skilled labour in the region is a big challenge to the development of the MEP sector. The boom in the regional construction sector has led to a wide-scale scarcity of materials, which could potentially cause delays in contract completion. What impact has the downturn had? Business is not easy right now, but some companies are still performing well – not only just surviving, but reaching a new level of performance. I believe those companies managed to deal with the risk by spreading it beyond the borders of the UAE, and ensuring that they

have a foothold for example in KSA, Qatar, Oman and other countries within MENA like Egypt. Some companies established independent functioning units focusing on infrastructure, civil contracting, water and power beside their core business of MEP. Moreover, cash-control know-how, adding value to customers and ﬂexibility are essentials in order to survive. What impact have green building and sustainability had? The use of sustainable design methodology has now become mandatory on all new construction in Abu Dhabi; as such, the MEP systems design has to be updated regularly to reduce the construction costs and time, to minimise the operational energy consumption, and to ensure full compliance with the latest regulations from the authorities. What is your view of latest technologies such as BIM? The application of BIM software will give a chance for MEP contractors/engineers to reduce costs, save the time needed to complete the detailed design stage and enhance quality by improving the build ability and reducing the total number of errors. For the time being, it is impossible for MEP contractors to go

beyond 3D modelling, since the databases include broad aspects of electrical work such as lighting and junctions, but do not include speciﬁc pieces of conduits. Software vendors are working to improve the functionality of the BIM software, and have not given a speciﬁc timeframe for completion. What are some of the projects that the Mace Group has worked on? Mace Group has, and continues to, deliver some of the most inspiring projects around the world: from international airports such as Heathrow’s Terminal 5 and the New Doha International Airport, to leisure facilities such as Ski Dubai, Sheikh Zayed Cricket Stadium and the London 2012 Olympic and Paralympic Games. Current projects also include Europe’s tallest building, the Shard London Bridge and Port Baku Residences, where Mace is delivering an integrated consultancy and construction service offer, and the largest construction project in Syria, the Yasmeen Rotana Hotel. Anything else you’d like to add? Off the back of our successful delivery in the UAE, we are now working from Azerbaijan to Oman. The company’s growth has been founded on the development of strong relationships and early involvement in its projects. www.constructionweekonline.com