014 aprIl 2015
InsIght and analysIs for constructIon specIalIsts
specification
How GCC hospitals should be designed
Industry associations
Exploring the role and value of societies
Vertical transportation
The latest in regional elevator standards project snapshot
Uncovering the Arup-led Singapore Sports Hub
STRENGTH AND HONOUR
Hill’s Mohammed Al Rais explains why consultants must stick to their capabilities
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CONTENTS
April 2015
04 04
On topic news And AnAlysis AcrOss the Middle eAst Online news
CPI’s digital platform for construction news
09
specificAtiOn
The current trends in hospital design and development
14
elevAtOrs
09
14
18
Ensuring safety and efficiency in vertical transportation
18 18
in practice cOMpAny prOfiles, OpiniOns And interviews OpiniOn
David Dunn, Mouchel, on prioritising sustainability
20
interview
Mohammed Al Rais, ME president of Hill project management
24
insiGht
20
How strategy consultants identify development opportunities
32
24
feAtUre
Exploring the role and value of regional associations
38 38
On site BUildinG reviews, cAse stUdies And snApshOts snApshOt
32
Assessing the Arup-led Singapore Sports Hub
42
prOject news
Foster tower design revealed, Aecom Academy launched
44
cOMpAny news
New CEO for MAF Properties, Saudi Railways hires consultant
48
thOUGhts
Juergen Strommer, chief operating officer EMEA, Cavotec
38 April 2015 Middle East Consultant 3
on ToPIC roundup
Online L AU N C H PA R T N E R
Middle East Consultant’s home on the web MOST POPULAR
EDITOR'S CHOICE
READERS' COMMENTS
1
Riot police called in over workers’ strike near Dubai Mall Police were called in during a rare pay dispute by employees of the Arabian Construction Company working on Emaar’s Fountain Views development.
2
Dubai Torch fire: Façade materials called into question Doubts raised over the quality of the material used in 79-storey tower following dramatic fire that left many residents temporarily homeless.
PHOTO GALLERIES
Site visit: Hyatt Regency Dubai Creek Heights A look at Dubai’s latest five-star hotel as it prepared to open its doors to the public. See photo galleries at: meconstructionnews.com/photos
3
Dubai protest: Contractor "not obliged" to pay incentives Arabian Construction Company says, "No one will be deported," after strike of estimated 200 workers.
Ahmed Abbas, Comment to the story, ‘Dubai Torch fire: Were lessons from Tamweel incident heeded?’
4
Architect Chris Brown appointed Middle East design director at Woods Bagot Brown is a familiar face in the industry, with 21 years of experience in the UK, Hong Kong, the US and the Middle East.
5
Dubai property group offers free flats to Torch fire victims The First Group to provide 20 apartments as temporary accommodation for those left homeless after blaze.
Governments and company bosses can do all they like to ensure better fire safety. But in the end it’s the on-theground employees that really matter – everyone from site managers to security guards in finished buildings. So there needs to be more safety training and awareness campaigns – as well as greater recognition of these workers.
READER POLL What is the biggest challenge your company faces?
VIDEO
Watch the Liebherr L550 wheel loader in action
An open day was held in Dubai to demonstrate Liebherr’s earthmoving equipment to customers. See videos at: meconstructionnews.com/videos
6%
Cost of raw materials
20%
Competence of sub-contractors
14% 60% Poor contract margins
Non-payment or slow payments
Log on for the latest from across the Middle East construction sector. Write to the editor at contact@meconstructionnews.com
4 Middle East Consultant April 2015
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WELCOME
Editor’s note Group
Now it's time to hand over
A
lthough I have never completed a construction project, I’m often told by friends and interviewees that the feeling of satisfaction makes it all worthwhile. The late nights, the roadblocks, the heated debates with colleagues and clients; all of these fade away when a great project comes to fruition. Now, as I write the final words for this month's issue, I finally experience a similar feeling, although it comes with a heavy heart. It is time for me to move on as editor of Middle East Consultant. While I am very sad to leave, I also take pride in the achievements of the magazine over the course of the year. We launched in February 2014, with a blank canvas. This presented a beautiful opportunity as well as a tough challenge. With no existing format or established client network, the fledgling magazine was met with a mixture of mild intrigue and ambivalence by the marketplace. Gradually, once momentum built and the vision of the magazine crystallised, the industry started to take note. Now, as we publish our fourteenth issue, I know that the hard work has paid off. As opposed to the empty inbox we started with, we now receive regular requests for interviews and a lot of positive feedback. Of course, no magazine is perfect, and this one will continue to grow and improve. An exciting new development this year will be the launch of the Middle East Consultant Awards. The team at CPI is currently working on the details, and I urge you all to participate. I leave you in the very capable hands of Joe Lipscombe, who will take over the reins as editor. I'd like to thank everyone at CPI, as well as the charming and knowledgeable construction professionals that have helped me along the way.
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6 Middle East Consultant April 2015
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09
DESIGN Putting the latest trends in healthcare design under the microscope
14
ELEVATORS Evaluating the safety and quality of vertical transportation
On topic U
SPECIFICATION
On the pulse The region’s latest healthcare facilities are more than fit for purpose
nder the management of Seoul National University Hospital, Sheikh Khalifa Specialist Hospital (SKSH) was officially opened in Ras Al Khaimah on 18 February, making it the largest specialist hospital in the Middle East. The six-storey building provides specialist services previously unavailable in the UAE, and includes oncology, cardiology and emergency departments and a trauma centre. The hospital, designed by Perkins Eastman, offers treatment for cancer, cardiovascular disease, paediatric disease, emergency medicine, rehabilitation medicine and neurological disorders. Henry Chao, principal healthcare designer at HOK, describes it as a “fabulous design” adding: “I had to say that after it is built, because as an architect I can’t judge a facility until it’s fully constructed.” Richard Sprow, Perkins Eastman’s principal of healthcare facilities, says that one of the recent trends in healthcare design is flexible and adaptable functions. “These functions include patient wards and diagnostic wards like x-ray and surgery rooms,” he explains. “Instead of making a hospital one large complicated building, it is easier to have connected parts with different characteristics.” Randy Edwards, vice president of HDR in the Middle East, believes the standard of hospitals in the region is as good as anywhere. “People are demanding more from the healthcare services, and many Western-based healthcare systems are being brought into the Middle East to operate facilities, bringing their level of care to the Middle East.” Chao agrees. “There are quite a lot of hospitals in design in the region that are done by very qualified architects, engineers and medical consultants. The same architects that design in the US and UK also do work here. In theory, the quality of hospitals here is as good as the Western world. There are many more luxurious hospitals in the Western world, but luxurious doesn’t necessarily mean better. Some of April 2015 Middle East Consultant 9
on topic HEALTHCARE DESIGN
the patient rooms in the Middle East hospitals are very generous because large families accompany [the patients], and obviously the family will feel more comfortable in large spaces.” Sprow also points to the spaciousness of regional facilities. “I think that the main new trend, in terms of making hospitals better in the Middle East, is more space for patients and families, with fewer beds in the rooms and larger patient rooms. There is also a move towards more decentralised nursing care along with more integration of outpatient procedures into medical care.” Other than space, Middle East healthcare facilities have other distinct design requirements, according to Chao. “I think there are common design differences, and they are mostly cultural – privacy is very important here. Hospital room design here is similar to hotel rooms, which means you will enter the room and the first thing you see is the patient’s feet, not their head, because they need some privacy. “In the UK or the US, the patient’s safety is more important than their privacy. So when you walk by, you will first see the patient’s head – it is designed this way so that the nurse can make sure the patient is fine just by passing by, without having to enter the room. I am not really sure what is right and what is wrong, they are just cultural differences.” Unlike other developments, healthcare facilities have a narrow range of suitable materials for specification. Rick Rome, CEO and president of CCRD, an MEP firm acquired by WSP, explains: “We see a lot of fibreglass that has been used in previous hospitals. The fibre content is prone to catch infection, so we keep that out of our specifications and we highly recommend not using that at all. We also recommend not using polyvinyl chloride piping, because it has a high toxic smoke content when it burns. I also think there is too much reflective glass utilised and we need to cut down on that. We need more shaded glass.” Rome adds: “One product that is not used enough is copper silver ionisation. It treats any incoming water source to eliminate the possibility of legionella, which is a waterborne disease [which can arise through] stagnant water, when water is
stored in a tank. Copper silver ionisation eliminates the possibility of that, and we highly recommend that the water service is always treated with copper silver ionisation at the front end to eliminate a lot of infection possibility.” Chao agrees with Rome: “Copper silver ionisation or copper silver alloys should be used in places that are often touched by people, like door handles. The best thing to do is to use anti-microbial fabrics. Safety and maintenance actively kills germs, and the most important materials are those that provide safety and are able to kill germs. “[Some people] want a grand lobby [with] shiny and slippery floors. If it is a shopping mall or a department store it will be fine, but patients come in already weak and these floors might cause them to slip. Some materials are difficult to clean and this region, including Dubai, is typically very dusty. [Hospitals] need to have good cleaning capabilities, because bacteria and germs always create danger. The materials used shouldn’t only be safe for the patients, but for the people who actually live in the buildings. Patients stay in the hospital for a while, but it is the staff who stay in the hospital.” Sprow points out that hospitals have contradictory requirements. “On one hand, the materials have to be extremely durable and extremely easy to clean. Hospitals are a unique type of building because they last for a very long period of time. In many cases, they will operate for more than 50 years – this is why they need to be cleanable and durable. [At the same time], hospitals should also be very welcoming and give a feeling of hospitality.” According to Curtis Laitinen, senior design manager and medical planner at Aecom, healthcare facilities often start life as another building, which may cause design issues. “You can start with just a basic structure of any building, and sometimes you will see developers that want to use a building that wasn’t finished. Maybe an apartment building or an office building is in process and the owner goes out of business, so someone comes along and buys it to turn it into a hospital. “Sometimes that can be a real challenge, because the floor heights are too low, you cannot get enough
65,000sqm
GFA of Sheikh Khalifa Specialist Hospital, R AK 10 Middle East Consultant April 2015
on topic HEALTHCARE DESIGN
Sheikh Khalifa Specialist Hospital in Ras Al Khaimah, designed by Perkins Eastman.
“Instead of making a hospital one large complicated building, it is easier to make closely connected parts that can have different characteristics”
© Sarah Mechling/Perkins Eastman
RIchaRd SpRow, peRkInS eaStman
April 2015 Middle East Consultant 11
© Gerry O’Leary Courtesy Perkins Eastman
ON TOPIC SPECIFICATION
the world, clients will give you nine to 12 months. When you actually push the consultants to do the work quickly, it means there is less opportunity to innovate and test the results. When you do things fast, it might look good in the beginning, but you have to cut corners. “Even if the client wants the construction to be done really fast, they unavoidably end up taking longer. Therefore it is much better to just give more time to the consultants and then come back and fix any mistakes.” Laitinen stresses the importance of planning for future expansion in healthcare facilities. “There are
many hospitals that are surprised by how quickly the patient population grows and how quickly people find them and show up at their door. They get the number of patients they expect to get in 10 years, in five years only.” As with any other project, collaboration is key. Edwards elaborates: “Collaboration among all disciplines, at all levels, is essential to the success of any project. The idea of the master builder who can do everything on its own without outside input isn’t realistic. Each team member brings unique insight and expertise to a project, and when all of this insight is combined, great things happen.”
© Sarah Mechling/Perkins Eastman
of the needed services to the room and there are issues in vibration, especially if they are using post-tension slabs. It is very hard to change layers, air conditioning or data cables, and with hospitals, there are a lot of systems that need to be brought in. Not having the right structure to start with can be really challenging.” Chao emphasises that regional developers often push consultants to complete projects as quickly as possible, and healthcare facilities are no exception. He says: “The most important thing about healthcare projects is that they are really big and might cover more than 100,000sqm. Normally, consultants have 18 months to do the work, but in this part of
12 Middle East Consultant April 2015
on topic Vertical transportation
ELEVATORS
Moving on up How consultants, contractors and suppliers must work together to ensure elevator quality and safety in emergencies
O
n 21 February 2015, a huge blaze engulfed the 86-storey Marina Torch in Dubai Marina. According to Gulf News, an on-duty officer in Al Manara fire station at that time, Lieutenant Sultan Bin Haddah, asserted: “On our way down, the elevator shut down on the 35th floor because the water had reached it, so we escorted them [tower residents] to safety through the stairs.” Bin Haddah was referring to the use of a firefighter elevator, the only type of elevator that is meant to function in the event of a fire, under the operation of a fireman. However, Anand Sivan, managing director of global elevator and lift consulting firm Barker Mohandas, is alarmed by the report. Sivan says: “When I read these [newspaper] reports, I honestly felt very sad. According to the news, the water was coming in and falling inside the elevator cabin and people would think that this is quite natural because fire is fought by water and it is probably coming from somewhere else. However, in firefighter elevator cabins, water shouldn’t enter." He continues: “I suspect that the firefighter elevators of the Torch weren’t designed according to code EN81-72. This code already specifies what is exactly needed for firefighter elevators. It is a very well developed European code, but unfortunately the elevator industry is
14 Middle East Consultant April 2015
very competitive and sometimes designers and consultants opt for less expensive solutions that do not consider safety. Elevators carry people, so safety must be paramount.” The authorities of Dubai have stipulated criteria for elevator design, explains Richards Roberts, general manager for the Middle East, Africa and Turkey at elevator consultant Lerch Bates. “Dubai Municipality has come out with their Circular (201) on ‘Building Elevator Systems’ for all consulting offices and contracting companies operating in Dubai with reference 812/02/01/1/141008. This addresses certain minimum criteria that are needed to be met in an effort to prevent the construction of underperforming buildings.” Regulatory codes are an essential part of any elevator installation. Omer Al-Jamel, regional business development manager at Kone, says: “Being part of the elevator industry, there are constant ongoing discussions regarding elevator building regulations. The UAE generally follows IBC code, which has certain requirements. However, for safety purposes, we follow the European code EN81 instead of the American Society of Mechanical Engineers code [ASME].” Sivan states that the various codes need to be intelligently applied in the correct situation. “The problem is that each engineer follows a different code. Structural engineers may follow
on topic Vertical transportation
“The lift industry is very competitive and sometimes designers and consultants opt for less expensive solutions that don’t consider safety” AnAnd SivAn, BArker MohAndAS
The recent fire in Torch Tower has raised questions on elevator and fire safety.
April 2015 Middle East Consultant 15
on topic Vertical transportation
Interior of a Kone elevator.
the American code, while elevator engineers use the European code for elevators. We use different codes depending on situations we have. For instance, for seismic regulations we use the American code, but for other manufacturing purposes we use the European code. “Every code has got some weakness or other, so we have to be very intelligent. Harmony of codes makes them better, but you can’t take the worst case of every code and specify the elevator accordingly, because that will double the costs.” Emergencies are not the only reason for residents of tall buildings to use staircases; an excessive waiting time for an elevator will often prompt users to resort to the oldfashioned method. Al Jamel says the maximum waiting time depends on the building type. “For an office building, the waiting time shouldn’t exceed 30 seconds and the optimum waiting time is just 20 seconds. However, for residential buildings, the waiting time can go up to 60 seconds.” Roberts points out that the terms ‘average waiting time’ and ‘average interval’ are often used interchangeably, with potentially damaging consequences. “In the industry, average waiting time is a relatively new term which provides a means of evaluating the quality of elevator 16 Middle East Consultant April 2015
“in the Middle east, people are more into architectural sensuality, so they need to have the most beautiful elevators” oMer Al-JAMel, kone service in any given application. Historically, average interval was the measure of the quality of elevator service. Today, these terms have become misconstrued, with many people incorrectly interchanging these terms. “This can have a significant effect on the performance of the lifts. In simple terms, average interval is the time from when you have pressed a landing button at the main floor, the lift arrives, you move into the lift, and the doors have closed.”
He adds that a recently adopted innovation is a destination-based control system that allows the passenger to pre-select their floor and lift. “This is no different to a person using a telephone. You register your destination on a key pad or touchscreen in the lift lobby, similar to dialling the person you wish to speak with.” Yet Sivan states that this system should not be viewed as a “magic solution”, calling it one of the “most abused or misunderstood systems in our industry”. He continues: “Companies try to sell it and some consultants haven’t understood it fully. They try to sell it as a magic solution for classic problems. Destination control systems give a boost during the peak hour traffic if designed and studied well. Sometimes, the contractor or the builder will say, ‘If we have five elevators, can we cut them down to four elevators and use the destination control system?’ My answer to them is, ‘No, I don’t think so.’” Roberts underlines the importance of cabin aesthetics in the overall elevator experience. “A well designed cab interior can make the elevator journey a pleasurable experience. The cab interior finishes are, in effect, an extension of the lobby experience and a further indication of the overall quality of the building. However, depending on the cab and its location, an interior architect will
on topic Vertical transportation
cracking the code ELEVATOR And EScALATOR dESign cOdE En81-72
know whether or not to go with a more robust interior that cannot be easily scratched.” There are many cultural differences when it comes to design preferences, with Middle Eastern clients favouring richer aesthetics. AlJamel explains: “The colour and the materials are important in that you have to satisfy the market offering and the customer requirement. In the Middle East, people are more into architectural sensuality, so they need to have the most beautiful elevators; compared to Europeans, for example, who are much more concerned about spaces and elevator functionality.” Sustainability and power consumption should also be a key consideration in cab design, says Siva. “Now the elevator technology allows energy renewal and the use of low-consumption, highemitting diodes is a smart choice.” According to Roberts, elevator requirements vary considerably between building types. “There are several considerations when reviewing highrise buildings. A building could have a commercial component, hotel, serviced apartments and finally
● Minimum car size: 1100 x 1400mm, 630kg ● Minimum door width: 800mm ● Elevator reaches farthest floor from fire service access level within 60 seconds ● Ceiling with integrated trap door
a residential section. Each type has different criteria and would need to be served by different lifts, with dedicated lobbies providing a unique identity to each use.” Al Jamel agrees: “Let us assume it is a hotel, office or residential building – the equipment and number of elevator units need to be adjusted accordingly. That includes the plan of delivery, manpower and the coordination with main contractors and consultants, because high-rise buildings mean big challenges. In addition, safety is very important, because for high-rise buildings the concrete gets compressed after six months of the installation, so if you start the elevator installation at a very early stage, a lot of adjustments will be needed later.”
Roberts adds that many mistakes related to elevator strategy and installation are due to insufficient collaboration between the consultants or a lack of specialist expertise. He explains: “A good architect and MEP consultant understand the need and will always hire an experienced vertical transportation consultant. Personnel should be taught manual analysis as well as computer simulation. This will allow them to talk intelligently about how and why the number of lifts are required and what the impact would be if additional floors were added, without having to rerun the software.” Al-Jamel agrees: “The best scenario is to deal with consultants and architects from the beginning, at the planning stage. So at the design stage, they approach the elevator company who are aiming to deal with them. Collaboration and teamwork is surely important. It is actually for the benefit of the customer and the benefit of the project. If the whole team collaborated at the beginning, I am sure that the project will have the latest innovations.”
April 2015 Middle East Consultant 17
IN PRACTICE DAVID DUNN
Opinion
David A Dunn is technical delivery manager – Utilities for Mouchel
Bright future
Sustainable lighting needs to be considered throughout the design process What does sustainable development actually mean? The most widely quoted definition comes from the Brundtland Commission of the United Nations: “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” Perhaps if we think of it in that way, sustainability becomes a much more understandable idea, perhaps even a priority, and much less a broad and intangible concept. To achieve true sustainability, we must ask ourselves if the traditional way is always necessarily the best way of doing things. We can and should apply this thinking to everything we do – the way we live, work, travel, build our buildings and light our streets. Reducing street lighting to more sustainable levels is not overly complicated; however, you must always consider the main reasons for providing lighting in the first place, such as reducing accidents, easing the fear of crime, improving traffic flow, ensuring health benefits from cycling and walking after dark, as well as social inclusion. Sustainability in street lighting can consider a comprehensive change of conventional High Intensity Discharge (HID) lighting and the more modern Light Emitting Diode (LED) in order to save energy and reduce CO2 emissions. However, 18 Middle East Consultant April 2015
this is just the tip of the iceberg. True sustainability requires an in-depth look at the smaller components of lighting design and installation practice that tend to get overlooked. Designers and engineers should look at the whole lighting process from raw material excavation through to manufacture, installation and eventually to the dismantling of the lighting network for scrap. Each step has to take into account and calculate the amount of energy used and the CO2 emissions. Simple lighting installation methods that use mass concrete foundations, as per our regional norm, will need to be evaluated. Elsewhere in the world, mass concrete foundations are a thing of the past and massive savings in energy, carbon emissions and cost are realised by using aluminium. Traditional lighting column materials (such as galvanised steel) are being replaced with aluminium, a material half the weight but still as structurally strong. Aluminium production is currently very energy-hungry, but the production process is being refined. Once produced, fully recyclable material will only use 5% of initial production energy during the recycling process. Moreover, no additional material is required to produce it. The sustainable lighting revolution has started in the GCC states, primarily in Abu Dhabi, which has produced detailed guidance on street lighting requirements and actively reduced the lighting to more sustainable levels. This transformation must be kept in motion in the UAE and throughout the other GCC countries by considering sustainable lighting fully during the design process. Sustainability is achievable by challenging the norms and by being carefully considered by the regulating authorities. We must keep an open mind about embracing change, not for change’s sake but to ensure that there is a world for our children’s children.
5th October 2015 Jumeirah Emirates Towers www.meconsultantawards.com The inaugural Middle East Consultant Awards will celebrate the GCC’s foremost construction specialists in a unique and engaging format. Reflecting the diversity of the monthly magazine by CPI Media Group, the awards will recognise the region’s best multi-disciplinary consultants as well as specialists in structural engineering, MEP, architecture, interior design, urban design, landscaping, project management, quantity surveying, cost consulting, construction law and other niche disciplines. Sponsorship opportunities Michael Stansfield Commercial Director +971 4 375 5497 michael.stansfield@ cpimediagroup.com Nomination enquiries Joe Lipscombe Editor +971 4 375 5475 joe.lipscombe@ cpimediagroup.com
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IN PRACTICE MOHAMMED AL RAIS
Interview
Strength AND honour Mohammed Al Rais, regional president of Hill International, explains why companies should stick to their core capabilities
20 Middle East Consultant April 2015
IN PRACTICE MOHAMMED AL RAIS
April 2015 Middle East Consultant 21
IN PRACTICE MOHAMMED AL RAIS
Although recently Appointed regionAl
president Middle East for Hill International project management, Mohammed Al Rais highlights the achievements of his team ahead of his personal success. When asked why his job title has changed from senior vice president and managing director, he replies: “I think it was done in recognition of what we have achieved in the Middle East in the past five years, having grown from 430 to 1,800 people. It basically means more responsibilities for the area.” Speaking with authority yet modesty, he states that the new position also reflects changes at upper management level, with Al Rais’s line manager, Raouf Ghali, becoming COO of the US-headquartered company. This change, combined with David Richter taking over from his father Irvine as group president and CEO, heralds a new era for Hill International. “We are looking forward to a lot of exciting times to come, with David being CEO,” continues Al Rais. “The way we do business is going to be slightly different – it is going to be a very proactive approach to all areas, existing and new. There will be a much more dynamic approach between David and Raouf.” When it comes to dynamism, Al Rais points to the fluid decision-making process that already exists within the organisation. “What differentiates us at Hill is we don’t have the complex matrix systems that everyone else seems to be in love with.
“We believe there is a huge amount of conflict of interest when you do more than project management on the same job” “We are a public company in the US but the way we do business is an immediate reply – we are all available on phones and emails. I can make certain decisions on the spot, but if I feel I need the authority of my line manager, he is just a phone call, rather than a meeting, away. That has allowed us to comply quickly with client requirements.” With a Masters in project management from Reading University, Al Rais has 35 years of industry experience and worked as an aviation consultant before joining Hill in 2006. Today, Hill’s Middle East operation encompasses 62 projects with offices in Dubai, Abu Dhabi, Bahrain, Qatar, Oman, Kuwait, Saudi Arabia, Jordan, Iraq and Afghanistan. He reveals that 70% is repeat business and says that a key reason for success is the laser focus on project management. “We are one of the top three companies, if not the top, in project management, construction management. The reason 22 Middle East Consultant April 2015
is that we only do these services. Our competitors do design, quantity surveying and PM, for example. “We believe there is a huge amount of conflict of interest when you do more than project management on the same job. This is something that a lot of people miss, but also a lot of people recognise. We are strictly on the management role – we become the client and we take ownership. Everybody is the team, but under certain criteria.” Al Rais says that some competitors have managed to provide both project management and cost consultancy successfully, yet this requires the establishment of “Chinese walls that you do not jump over”. He adds: “Obviously as a PM, you are responsible to manage the cost consultant and in this case you are managing part of yourself. In our view, if you are a specialist in a field, that’s your field. That’s the service we expect from you. We are a specialist in project management, construction management.” It should be noted that Hill International also provides construction claims services, yet the two sides of the business are distinct, with separate offices and teams in most locations. According to Al Rais, the business has design capabilities, but does not design. “We do design management and design review – we have some very senior designers than can tear any design apart and come up with optimisation and value engineering. But we don’t design, because we are out to review a design of a third party that is supposed to understand the criteria and the latest in design. We need to make sure they apply all that within the parameters of the budgets that are set.” While the company’s rock-solid focus on management shows no sign of changing, the project base has migrated towards high-profile public infrastructure schemes. “Before we were mainly on hospitality, residential and commercial projects. We are now working on rail – Doha Metro, Riyadh Metro – and airports in Abu Dhabi, Bahrain, Muscat and Salalah. We are doing hospitals in Saudi, Kuwait, Qatar and the health programme in Abu Dhabi’s Eastern Region. This means we have expanded the role of the management that we actually do. The good thing is we have experts in 110 offices worldwide, which we can pull out for certain projects.” He adds that project management is “critical to the industry”, which was recognised several years ago by Dubai and Abu Dhabi and more recently by Saudi Arabia and Iraq. Elsewhere, Qatar’s extensive building programme for the 2022 World Cup is yet to kick into overdrive. However, Al Rais believes this is the correct approach. “The authorities in Qatar have, I believe rightfully, taken their time. Rushing it is not an option. “At the end of the day, if you have x amount of projects to go out, each project will take two to four years to happen. If you flood the market, you basically are limiting the available
IN PRACTICE MOHAMMED AL RAIS
resources and you are talking about inflationary prices and paying a lot more than you should. Hence the planning and the management of this process is critical – it needs to be spread out and planned properly – that’s the only way it works. That’s why Qatar should start now and [deliver] gradually to make sure this doesn’t happen.” Regarding the short-term targets for the regional business, he comments: “Our three goals for this year are to sustain the services we provide for our clients, grow them and maintain them. Target markets are definitely the UAE – we have always believed in the UAE and Dubai is coming back big time. There’s a tremendous amount of work coming up. Qatar will start picking up in the second quarter. It has always been there, but it will actively start coming up.” He also points to the infrastructure opportunities in Oman – ports, rail and roads – and hospitals and schools in Saudi Arabia. While quick to highlight the merits of project management, he is also honest about the limitations of the profession, admitting that PMs do not always make the best lead consultants. “There are some consultant firms in the world who are absolutely by far better [at lead consulting] than PM firms. In some cases, we hire lead consultants to come in with us to complement our teams, depending on the project, the nature and the complexity. “Do all project managers succeed? Absolutely not. We’ve seen disasters. We’ve been called in to look at particular projects that have already failed. Before you even pick your consultants, pick your project manager correctly. There are a few international names in the market and I think that clients should stick to them. You pay slightly extra, but you pay for peace of mind. It’s very important to pick your consultants well. We do the due diligence and checks for our clients, and then we propose who we think should be invited.” He also stresses that consultants sometimes need to partner with other high-quality companies. “The market is so huge that you need to team up with firms at your level to make sure the service you provide your client is to your standard. The jobs are getting bigger and bigger by the day. There are massive projects in this area. The market is growing, and it’s coming to another period of growth.” Another key reason for partnership is finite resources. “We hire 70 people a month in this region alone. Imagine if this is what we are doing, and others are doing, there is only a limited amount of expertise worldwide, so you team up. You need to, otherwise you will not be able to provide the service.” As closing advice, Al Rais notes the danger of taking on too much. “You need to be careful and choose your clients and your projects. Do what you can and don’t overstretch. I think a lot of people keep taking and taking, and they will fail one day. You need to be very, very specific in your services for your clients.” April 2015 Middle East Consultant 23
IN PRACTICE STRATEGY CONSULTANTS
Insight
ONE sTEP AhEAd Shining a light on strategy consultants and their value in identifying opportunities
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ith millions of dirhams invested in high-profile projects, the stakes and risks are high for developers in the region. Behind the scenes, strategy consultants have the knowledge and manpower to provide invaluable market insights. Yet are their services sufficiently used and fully understood? Middle East Consultant speaks to three strategy consultants to find out more
24 Middle East Consultant April 2015
IN PRACTICE STRATEGY CONSULTANTS
April 2015 Middle East Consultant 25
IN PRACTICE STRATEGY CONSULTANTS
ACCORdINg TO MATThEw gREEN, hEAd Of
research and consultancy at CBRE, strategy consultants pave the way for construction developments to succeed. “The developer can come to us with their land, while we undertake research on the different market sectors and basically determine which site is going to be the best option, whether it is a residential, hospitality or industrial project. We do a comprehensive study to analyse the supply and demand and look at the potential performance indicators, such as the rental rates,” he says. In essence, strategy consultants undertake studies and analysis to predict the performance of a particular market or project. Michael Heitmann, head of strategy consulting at JLL, remarks: “We provide master planning support, advice on investment strategies, portfolio strategies, economic impact assessment studies, feasibility studies, market assessment, value of land, construction cost, current and future supply and demand rates and assessment of the site and its location. These are a few things we look at before working on major real estate developments projects.”
“At the end of the day, we give a report worth a lot of money. We don’t have any machinery, but we have people. People are our machines” SAAd UmerAni, VAlUStrAt While strategists often only work on an assessment before construction starts, the consultants themselves argue that a continued role during project development is often necessary. Saad Umerani, chief operating officer of Valustrat, explains: “Any development, let it be schools or hospitals or residential units, transaction advice on buying or selling the buildings, even if it is a single property, is important. Feasibility studies and project mentoring during the development itself is a must.” While the work of strategy consultants varies from feasibility studies to investment analysis, a thorough understanding of the region is essential. “This region operates very differently compared to most of the other countries,” says Umerani. “It is considerably different from the United States, for instance, and understanding tradition is very important. 71% of the people here agree that religion is an important guiding factor, while only 20% of people in Europe believe that." “People here need more Sharia-compliant hotels because they are constantly looking for places without alcohol. However, in Europe it is hard to think of going to a restaurant where alcohol isn’t served. In this way, understanding the 26 Middle East Consultant April 2015
Middle East needs, and the UAE specifically, is extremely important.” Heitmann agrees that understanding regional differences is key for strategy consultants, pointing out the importance of location. “Things here work differently. Here, it is a very locational thing, where location is the key. We cannot specify a single sector and expect investors to focus on it, because the same project can succeed if built in one location and fail if built in another location, even if they are built in the same region.” While construction projects demand a set of experts from different fields, they should all be engaged from the start in order to achieve a unified vision, says Heitmann. “We work with master planners, urban planners, architects, economic consultants and many more clients. It is very important for the clients to have a fully unified approach on the project to make sure we deliver the project on the same aspect. That is why we prefer to engage all consultants right from the beginning of the project.” Going beyond the region and gaining experience in international markets is important for a strategy consultant, according to Green. He highlights: “A lot of people who work within this region and give strategy advising have international experience as well, and strategy consultants need to have this kind of exposure. Local exposure is important, but also looking at things globally gives a different view." “When you sit down with developers here, they are very interested and they want to understand the lessons that can be learnt from other major material global markets. We need to be able to bring that to the table. Sometimes we work together at the beginning, and other times we work together throughout the whole project to be able to understand if the project is truly viable.” Whether at the beginning, throughout or at the end, strategic consultants should be engaged on complex and highvalue projects. However, some developers still see strategic consultants as luxuries, says Umerani. “If you have a project worth 400 million dirhams, you may think that giving 200,000 to consultants is too much. But it is better to give away that amount instead of spending all the 400 million without engaging a consultant, and then realise that you wasted all your capital on a project that doesn’t even meet the market needs." “People in the region are slowly starting to understand the importance of consultants, especially the ones that are growing and facing challenges. There are some areas where strategy consultants are definitely needed and you cannot go on without them. You always need an independent, unbiased opinion on your project, and someone who can help you understand your project even better.” In a constantly evolving market, the strategy consulting business stays up to date through constant staff training. Heitmann states: “Human resources is the largest capital we have in this type of business, because we highly depend
IN PRACTICE STRATEGY CONSULTANTS
on people in our team – that is why training is very important. We constantly train our team to keep them up to date with the business. We have mentoring programmes, and there is a lot of internal and external education going on in this field. I think the quality of education and training we have in this region is on the same level as everywhere else.” Umerani agrees that training is a huge contributor to the success of strategy consultants. “I think training employees on real-life projects is a big thing. When we get employees who have one or two years experience, we always train them in real-life projects under mentorship and make them work under different environments, as well as widening their concepts and views. I think training is a very important approach to develop the right mind-set." “Strategy consultants don’t have any assets. At the end of the day, we give a report worth a lot of money. We don’t have any machinery, we have people, and people are our machines. People are our products. They are all that we have and they are all what we depend on. Their knowledge, approach and the way they think is really important.” Umerani asserts that fresh young minds are needed. “People in this region coordinate age with experience, which is true. The older a consultant is, the more experience they have. But the younger people come in and have such a unique and new approach to things. There are a lot of things the older generations don’t understand but the new ones do. In Dubai, we are at the cusp of innovation and change and world records. We need younger people, and we need to encourage them by giving them a chance to step up."
“investors remain cautious in making new investment decisions amidst the global economic uncertainties” mAttheW Green, CBre 28 Middle East Consultant April 2015
While human resources may be the working arm of strategy consultancies, the accumulation and use of data can really set firms apart. “Having information and data is the most important thing. Information becomes available as a product of all the projects that have been worked on and the data that has been built up on a daily basis,” says Green. With a dramatic decrease in the price of oil and building materials, the experts are cautious when asked to predict which sectors will thrive in the year ahead. Heitmann says: “There are many projects to look at and these include mixed-use developments, airports, metro networks, leisure and entertainment, affordable housing, retail, hospitality, healthcare, education, industrial and logistics. However, right now I cannot really identify a specific sector by looking at an entire region. As I said before, it is a very locational thing.” Umerani notes: “It really all depends on the appetite of the developers. What we are hearing and seeing nowadays is ultimate real estate; this includes commercial offices, parking spaces, labour camps and other real estate developments with a focus on technology. I think these sectors will be up and coming as long as there is an appetite for investment, and of course it is all up to supply and demand.” Despite the huge massive recent investments in residential and hospitality sectors, Green believes both markets are likely to slightly soften this year. “The demand weakens and investors remain cautious in making new investment decisions amidst the global economic uncertainties. However, in the long term, we still can see certain sectors having further growth potentials, although it is now clearly a more challenging market environment compared to the previous years, with so much competition emerging." “There is a lack of grade-A office supply, but the current market of commercial offices is good to work with. You have to closely look into the detail of each and every sector to find where the opportunities really are.” Green notes that challenges will remain in 2015, across all sectors. “It is not so easy to say one sector will perform well and the other will not, because 2015 is going to be a challenging year, pretty much across the whole market. I think we are probably looking a little bit further down the line before we start seeing some real improvement again.”
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Liaghat was the director and lead designer for the acclaimed Sofitel Dubai Palm Jumeirah.
Secret to success Mahnaz Liaghat, founder of MDP Design and lead designer for Sofitel Dubai Palm Jumeirah, on what makes a successful project
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ith a sleek, newly-opened office in TECOM, Mahnaz Liaghat is a design leader with a clear vision. “I am gathering a group of passionate designers that really love their job and, as a result, really take care of the client,” she says, sitting behind a gleaming white desk. “Our vision is to be more client-focused than other companies, and to look after the projects from A-Z.” Prior to setting up MDP Design in Dubai, the Bahraini made a name for herself as the interior designer and director of the Sofitel Dubai Palm Jumeirah, undertaken while she was one of three partners at Mirk A&E. The acclaimed five-star hotel covers 134,000sqm and features 361 rooms, 182 apartments, eight restaurants, seven bars, a spa and recreational facilities and a lush internal green wall designed by French botanical expert Patrick Blanc. Reminiscing on the design process, Liaghat continues: “We were redefining luxury by creating 30 Middle East Consultant April 2015
an amazing experience. We kept the design simple, but created an environment that makes the user want to stick around for longer. The corridor introduces a huge amount of green, which changes the air and your mood. Hospitality design is all about the user experience.” Liaghat’s passion and flair for design was cultivated early in life, she reveals. “From a very young age, I always stood out as being more talented than others. My passion towards 3D and art was noticeable from the beginning, and I won three governmental awards for design. Due to my passion, I was leaping through the field.” Liaghat pursued the bright lights of the USA as an exchange student and remained in the country for 29 years, setting up a company along the way. She was persuaded to return to the Middle East as director of interiors for Burt Hill in 2005 before becoming one of the founders of Mirk A&E.
Although her new venture is firmly focused on hospitality design, Liaghat is unconcerned about the increasingly competitive marketplace, with several other hospitality design firms operating in Dubai. “I think there are more than enough opportunities for qualified interior designers,” she says. “But in my experience, quality interior designers in this region are very, very rare. We focus on quality, not quantity – this is why we are exceptional. There are so many different aspects to a building – from architecture to MEP – but the work of the interior designer is the most challenging. This is because the interior is the final flourish. If there is a mistake with any of the other disciplines, no one will talk about it. There is so much coordination and know-how that is required to create amazing interiors. “You are working with public spaces that will be used by many, many people, and you have to
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understand human psychology, the environment, as well as the needs of the operator.” She emphasises that it is integral for a project owner to hire a quality designer. “If you do your job correctly, you will ensure a return on investment for the owner, as people will want to visit the project. On the other hand, a designer that does not see the big picture will make incorrect decisions that adversely affect the operation of the building. You have to be able to understand how all the disciplines fit together and consider the health and safety of the users. That is why certifications like National Council for Interior Design Qualification (NCIDQ) are crucial for identifying qualified designers.” Liaghat adds that Building Information Modelling (BIM) is an invaluable tool for aiding designers with coordination. “I am 100% for BIM and I will push it. No matter how good someone thinks they are, there will always be some aspect of the design that has not been looked at. Using BIM will help. I think a lot of people will resist using it, especially those that never worked on a megaproject or internationally, but to me it is worth the investment.”
She is unimpressed with many other hotels in the region. “They may have pretty candles, but if you go deeper you will discover that they had many issues. For the Sofitel, we really focused on quality and experience, and got away from the normal style of the region. We showed that less is more.” She reiterates that hospitality projects require high levels of passion and attention to detail. “For hospitality projects, you need to focus on every little corner and detail, right to the last minute. If you don’t love what you do, you cannot carry it through. If you have the passion, the reward when
you finish the project is something that I cannot even describe. Most importantly, the client will benefit from a return on their investment and an increase in operational profit.” According to Liaghat, boutique firms like MDP offer an enhanced level of client service compared to larger consultancies. She explains: “The large companies have many projects and many less senior people working on them, and use more cut and paste designs. It is not often that the person who met the client originally will actually work on the project..” An exceptional level of client service can also protect against delayed or cancelled payments – an issue faced by many consultants and contractors in the region. “I’ve never had that experience in my life,” Liaghat insists. “I don’t think it is down to good luck. If you take ownership, clients do not have any other choice but to take care of you. I believe the most powerful qualifications for any successful job are passion, talent and knowledge.” For more information, go to mdp-interiors.com
April 2015 Middle East Consultant 31
IN PRACTICE ASSOCIATIONS
Evaluating the role, value and importance
32 Middle East Consultant April 2015
IN PRACTICE ASSOCIATIONS
of associations and societies in the region
April 2015 Middle East Consultant 33
IN PRACTICE ASSOCIATIONS
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ith the GGC, particularly the UAE, now recognised as a global construction market, it is little wonder that international associations and societies have branched out to the region. ThE fIEld of ARChITECTuRE Is wEll represented
with regional chapters for the American Institute of Architects (AIA) and Royal Institute of British Architects (RIBA), while other construction consultants are similarly supported by the likes of the Society of Engineers (SOE) and the Royal Institute of Chartered Surveyors (RICS). In terms of activities, the associations often provide lectures and special seminars, such as a talk on April 14 by OMA partner Iyad Alsaka, hosted by RIBA Gulf. According to Sumaya Dabbagh, honourary secretary for RIBA Gulf, the chapter hosts regular lectures and forums. She continues: “In late 2014, we started a lecture series entitled ‘Small Practice Series’ which has drawn a wide interest from the young and upcoming professionals in the region. This series will continue this year together with other lectures, tours and CPD events. The aim is to create a forum for dialogue and exchange of ideas within professionals in the industry and bring awareness to the value the RIBA can offer the profession.” Dabbagh reveals details of RIBA’s Vision 2020, which covers events, education and brand awareness. “Firstly, we want to facilitate education so that students in the region have an opportunity to access the RIBA standards, by having at least one GCC school of architecture validated. We are also coordinating and hosting a biannual student architectural competition to highlight home-grown talent in the region. “In addition, we are aiming to achieve lively and effective national sub-chapters in each of our six GCC member states, through regular well-attended seminars, lectures and building visits of high professional and/or CPD interest. Our aim is to establish the RIBA Gulf profile so that we are recognised as a centre for architectural excellence throughout the region by both major clients and the industry.” Seminars, lectures and events are also a key component of AIA membership, according to Sherif Anis, vice president of the Middle East chapter. He adds: “We have branches in the UAE, Qatar, Saudi Arabia, Lebanon, Egypt, Jordan. You will start to see a lot more AIA-branded events popping up in those different countries.” “AIA also has memorandums of understanding with a lot of different associations and programmes – our members 34 Middle East Consultant April 2015
get discounts to attend conferences such as Index and Cityscape. We are also [active in education] and have MoUs with American University in Dubai [AUD] and American University of Sharjah [AUS].” Anis says demand for continuing education is on the rise. “This is something that members and non-members have been emailing us and asking for that type of support. I find that architects here are really interested in continuing education and being involved in those presentations. They love getting the certificate that they’ve attended the course – people like to put that feather in their cap and show that they are keeping on top of things; whether it makes them an expert, I don’t know.
“You are never too old to learn. Conditions change, contracts change, clients change, standards change” RobeRt JaCkson, RICs “Certainly it is [beneficial] to be exposed to different parts of the learning unit – some are focused on sustainability, while others are on health, safety and welfare. I think even the international associates are really interested in attending – it does help to bring up the standards, ethics, and to stay on top of the profession. By joining an association, you gain access to a lot of things, and there is a level of governance that goes on in the AIA that is important to US architects. Some international architects find that interesting and like to affiliate themselves with that.” According to Robert Jackson, director of RICS MENA, there are many educational benefits to joining a society or association. “It’s all about helping professionals move up the competency ladder,” he says. “One important part of being a RICS member is
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IN PRACTICE ASSOCIATIONS
you need to commit to lifelong learning. We mandate that every member should do at least 20 hours of continuous professional development per year. Initially there was some pushback from professionals with over 30 years of experience.” Jackson continues: “But you are never too old to learn. Conditions change, contracts change, clients change and standards change.”
“It would be nice to see more coordination between the groups here. every time the boards change, there’s a disconnect” sheRIf anIs, aIa Elaborating on the latter, Jackson says part of RICS’s mission is to drive demand for standards. “We do this through working with governments very closely, also with key stakeholders, particularly relating to property and valuation. We want adoption and enforcement of the highest levels of international standards.” He stresses that there is a lack of unified standards in the Middle East. “A lot of governments have tried to write their own standards, whether that's construction practice, consulting practice or valuation. That has led to so many standards that effectively there are no standards. There has been a real shift with RICS in the last two to three years where we’ve started to collaborate with professional bodies from around the world, to get our heads together and produce international standards.” The multinational nature of the Middle East also plays a part in the varying standards, according to Jackson. “You have professionals coming in from every corner of the globe working here. If all of those professionals are working to different standards, perhaps from their home countries, you have a real problem here. That’s one of the principal benefits of a member coming in – we will mandate that they use the most appropriate standards for the profession.” For the members themselves, a fundamental aspect of joining an association is the status it brings, according to Anis. “Really, a membership organisation is a club. I think it does signify that you belong to a group that maintains a certain level of ethics and stays on top of the profession.” Jackson agrees. “When I ask a member, ‘What does membership really give you?’ undoubtedly the number one 36 Middle East Consultant April 2015
benefit is the status. If you’re a chartered member of RICS, whether you are working in Afghanistan, New Zealand, New York or here in Dubai, then it means there is a consistent level of competencies that you have shown as a professional. “What that means to your employer and clients is trust. What we are starting to see, across the region, are contracts that specify people working on projects shall be degree-qualified in an engineering discipline and a member of a professional body. We have a regulation team to make sure our members are performing ethically and within their field of expertise that they have been trained. If a member is stripped of his or her status, it could mark the end of a professional’s career in that discipline. That strict regulation gives the clients confidence and is why the chartered status really does carry credibility.” Both the AIA and RICS point towards misconceptions arising from the name of the organisations. Jackson adds: “The name itself can be a little bit misleading. We tend to refer to ourselves as RICS rather than the Royal Institute of Chartered Surveyors. Many people think of a conventional land surveyor with a theodolite, or a quantity surveyor, but we have members from 22 different disciplines. We cover facilities management, management consulting, property management, right through to arts and antiquities – not just those that end in the word surveyor.” Anis states that confusion sometimes stems from the geographical element in the AIA name. “A lot of people think that, in order to join the AIA, you have to be an Americanregistered architect or have an American degree. The criteria is that they are recognised as an architect in their country of origin – they just need to present those credentials and upon that they can join the AIA. When people figure that out they are very happy to join, or interesting in joining.” Moving forward, collaboration between the various associations is crucial for the industry, according to RIBA’s Dabbagh. She says: “We believe it is important to collaborate with other professional bodies as we are all relatively new in the region and all share many goals in common. We have collaborated with AIA in Saudi Arabia and we are approaching UAE Society of Engineers to discuss future collaboration.” Yet according to Anis and Jackson, there is room for improvement. “We do support each other in terms of promoting professional development, but there probably is scope to collaborate more with other bodies,” says Jackson. Anis adds: “I’ll be honest, there’s not much of a relationship, but there’s not much competition either. It would definitely be nice to see more coordination between the groups here. Every time the boards change, there’s a disconnect. It’s hard to reestablish that line of communication. “A reciprocal agreement [between RIBA and AIA] has now been reinstated. An AIA continuing education unit is also an RIBA learning unit, so that’s good. I hope it will promote a little more cross-filtration between the two sides.”
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ON SITE SINGAPORE SPORTS HUB
Snapshot
38 Middle East Consultant April 2015
ON SITE SINGAPORE SPORTS HUB
In detail lOCATION Kallang, Singapore BuDgET $1.3bn CAPACITY 55,000 grEEN rATINg BCA Green Mark (Gold Plus) grOSS flOOr ArEA 275,000sqm COMPlETION June 2014
Singapore SportS Hub
One of the key projects in Singapore Sports Council’s ‘Vision 2030’, this Arup-led hub is Asia’s first integrated sports, leisure, entertainment and lifestyle destination
B
BuIlT ON ThE SITE Of ThE OrIgINAl NATIONAl
Stadium, which was demolished in September 2010, Singapore Sports Hub will be the first complex in the world to combine football, athletics and cricket in the same venue. Covering a gross floor area of 275,000sqm, the hub can be converted from one mode to another within 48 hours. At the heart of the hub is the new 55,000-capacity National Stadium, which features a movable roof. Retractable seating will enable the venue to host a wide range of sports and leisure events, from football matches to the National Day Parade. Besides the National Stadium, the hub also
encompasses the 12,000-capacity Singapore Indoor Stadium, the 3,000-seater OCBC Aquatic Centre, OCBC Arena, Singapore Sports Museum, Splash-n-Surf waterpark, a water sports centre and a sports library. Community programming is one of the strategies to attract visitors – the 41,000sqm Kallang Wave Mall outside the sports hub has retail, food and beverage outlets. To allow visitors hasslefree and economical access to the inner facilities, Singapore Sports Hub is well connected to the city’s Mass Rapid Transit (MRT) network, which links all major expressways and population centres. April 2015 Middle East Consultant 39
ON SITE SINGAPORE SPORTS HUB
Sports venue architecture
Non-sports venue architecture
AruP Multi-disciplinary firm Arup was enlisted to provide the architectural and engineering design of the sports venues as part of the wider Marina Bay masterplan. Arup designed an ultra-thin dome roof structure that extends over the pitch to connect to other venues and facilities. The innovative moving tier design provides flexibility and enables the venue to accommodate various sporting events. Clive Lewis, Arup’s design leader for the project, explains: “The spectacularly efficient structure provides shelter from the tropical climate, and features a retractable roof over the pitch to provide shade during events and an innovative energy-efficient spectator cooling system delivering cooled air to every seat in the stadium.”
DP ArChITECTS DP Architects worked on the “social plinth” that incorporates the OCBC Aquatic Centre and the OCBC Arena. The podium provides non-elite sports programmes that unify sports and lifestyle activities. The plinth encompasses 31,000sqm of waterfront retail space, which includes the Kallang Wave Mall and 18,000sqm of additional space to house Sports SG, the Singapore sports museum and the sports hub library. DPA also worked on sports-themed destinations for the public as well as the Splashn-Surf waterpark and the water sports centre. Teoh Hai Pin, DP Architects director, comments: “The organisation of the leisure and lifestyle elements, as well as meaningful civic realms, inspires and encourages community participation and inclusiveness.”
40 Middle East Consultant April 2015
ON SITE SINGAPORE SPORTS HUB
Masterplanning
Security
AECOM As a global provider of professional technical and management support services, Aecom delivered master planning and landscape architecture for the 35,000sqm waterfront site. The precinct is unified by a design approach including landscape, shade, shelter and lighting appropriate to Singapore’s tropical climate. The natural setting contains green spaces, passive cooling measures and renewable energy sources, as well as rainwater harvesting and a bioswale feature which recycles and reuses water for on-site use. Karen Tham, Aecom’s regional director of masterplanning, buildings and places, Southeast Asia, says: “The Sports Hub is an extremely important project that will deliver world-class sporting and integrated community facilities to the people of Singapore.”
ISC Security and crowd management specialist Integrated Security Consultants ISC set up a subsidiary to source, recruit and train a local crowd management workforce for the various venues. Partner firm DTZ is responsible for maintaining a safe and secure environment for users, while striking a balance between security, crowd management and a pleasant user experience. Pat Carr, managing director of ISC Ltd, comments: “The Singapore Sports Hub will be one of the world’s highestprofile centres of sporting excellence, and we are privileged to become its security partner. We believe our appointment is a significant vote of confidence both in ISC Ltd, its new subsidiary in Singapore and the event safety standards we champion.”
April 2015 Middle East Consultant 41
on site roundup
Project update Aecom Academy launches in Saudi Arabia An academy wholly funded by Aecom has been inaugurated in Saudi Arabia, which will provide graduate training, professional development and internships in skills required to deliver complex infrastructure projects. Around 140 graduates have enrolled in the three-year programme, including 20 female students. Students will have the opportunity to obtain professional qualifications in disciplines such as engineering, design,
HR and finance. Training will encompass classroom teaching, online learning and placements with client organisations. Aecom’s goal is to have Saudi nationals comprise around 50% of its local workforce by 2017. The company has been active in the Kingdom for more than 40 years and has worked on major projects including King Khaled Medical City, King Khaled International Airport and the Jeddah Stormwater Drainage Programme.
Mazen Matar, president, Saudi Arabia, AECOM, said: “As a company operating in the Kingdom for more than four decades, we have a strong interest in supporting the skills development of the men and women in the Saudi national workforce. We are proud to fund the AECOM Academy and look forward to seeing the contribution our students make to the Kingdom’s current and future infrastructure projects.”
Foster and Partners reveals The One in Toronto Designs have been unveiled for The
with the city’s underground
by two express escalators. The
One, an 80-storey mixed-use tower on
pedestrian PATH network.
apartments are reached via a glass
The base comprises nine levels of
bridge at level 12, and incorporate
shops, cafés and restaurants, arranged
winter gardens with panoramic city
around a soaring 60-metre atrium. A
views. The façade features metallic
Toronto’s second tallest building and
flexible ‘urban room’ is elevated two
tones and a distinctive bronze
combines a residential tower with
storeys above the street, protected
exoskeleton frame, which transforms
a retail base, which is integrated
from the weather and accessed
to articulate the change in function.
a prominent downtown site in Toronto, designed by Foster + Partners. Rising to 318 metres, it will be
42 Middle East Consultant April 2015
on site roundup
UK design firm Leslie Jones hired for Al Maktoum airport in Dubai
JOINT VENTURE WINS JEWEl Of THE CREEk MEP CONTRACT Habtoor Leighton Specon (HLS) and Drake & Scull Engineering (DSE) are set to jointly deliver a $108 million mechanical, electrical and plumbing (MEP) contract for the Jewel of the Creek project, developed by Dubai International Real Estate. The $1.09 billion project is a mixed-use development in Deira, Dubai, designed by Kling Consult and Kieferle & Partner Joint Venture. HLS and DSE will execute the work on the Package 8 complex, which consists of five hospitality buildings ranging between 15 and 19 floors; a marina, including four foot bridges and one vehicular bridge crossing the canal; and hard and soft landscaping works. The HLS-DSE joint venture will work under main contractor Habtoor Leighton Group to deliver MEP works consisting of fit-out works in basements, complete MEP works for buildings, and associated external works. Construction work on Package 8 has begun, and completion is scheduled for the second quarter of 2017.
UK-based Leslie Jones Architecture has been commissioned to carry out design work at Al Maktoum International Airport as it undergoes a $32 billion expansion. The firm has been commissioned by Dubai Airports to “support the commercial design strategy for the future” of the project at the wider Dubai World Central (DWC) development, which is set to become home to the world's largest air hub. Leslie Jones’ design strategy aims to ensure that the airport is well-positioned to accommodate high passenger volumes, the firm said in a statement. Al Maktoum International Airport, the emirate's second international commercial airport, opened its doors to passengers in October 2013.
It was announced in September 2014 that Dubai would spend $32 billion to expand the airport to accommodate 200 million passengers a year. The design project will be headed by Simon Scott, head of international business at Leslie Jones Architecture. “Leslie Jones’ appointment reflects the firms’ technical skill and experience in delivering leading mixed-use design solutions for specialist global projects,” Scott said. “A profound understanding of operators’ challenges, within an aviation context, is critical when designing such an environment. Our design strategy will address this by supporting the creation of an integrated commercial environment that will elevate consumer engagement and optimise space intelligently.”
April 2015 Middle East Consultant 43
on site roundup
Company update Saudi Railways hires German consultant Saudi Railways Organisation (SRO) has signed a six-month contract worth $757,000 with German firm Dornier Consulting to update the Saudi Railways Master Plan (SRMP) project. According to SRO officials, the main objective of the project update is to create an integrated and clear future vision for a safer, better and bigger railway network in the Kingdom. In addition, the measure will provide a conceptual framework for the long-term development of a future passenger and freight transport railway network consistent with the overall development strategy of the National Transportation Strategy (NTS).
MAF Properties appoints new CEO Majid Al Futtaim Holding has appointed Bertrand Julien-Laferriere as the CEO of its properties arm. He will take responsibility for the overall growth of the group’s $10 billion portfolio, in addition to further developments in the pipeline. Julien-Laferriere previously worked as the managing director of Ricardo Bofill and has held executive positions for both listed and nonlisted real estate firms, including Unibail-Rodamco. He has a strong background in hospitality, having held worldwide responsibilities for Accor Hotels and Club Méditerranée. Alain Bejjani, CEO of Majid Al Futtaim Holding, commented:
44 Middle East Consultant April 2015
“Bertrand has extensive experience in international development and in managing real estate firms over the past 30 years. His appointment will help strengthen Majid Al Futtaim’s regional leadership position, and I know he will play an instrumental role to support the future of the company and our next phase of growth.” Gaith Shocair will resume his role as the chief financial officer after stepping in as acting CEO in September 2014. George Kostas, the previous chief executive of Majid Al Futtaim Properties, stepped down to move to a new corporate role at the holding group level.
Mohammed bin Khalid AlSuwaiket, president of SRO, stated that the organisation is keen to expand the railway network for transporting passengers and goods, which will provide significant benefits to the national economy. Al-Suwaiket added that rail transport could help reduce road accidents, road maintenance costs and environmental pollution in the country. Headquartered in Berlin, Dornier Consulting has Middle East offices in Riyadh, Abu Dhabi and Amman, Jordan. It covers telematics, systems integration, infrastructure, energy and water supply as well as traffic management.
on site roundup
Sustainability specialist Anthesis buys UAE-based consultancy TEP
Mouchel selects MiDDle eAst trAnsport boss Imad Nassereddine has been appointed regional transport solutions business leader for the Middle East by infrastructure and business services group Mouchel. He will be responsible for developing the group’s transport system offerings, transport planning, traffic management and asset management in the region. Nassereddine had previously supplied strategic advice and direction on road asset management, operation and maintenance on many projects, including Qatar’s ITS programme, when he worked with Ashghal, Qatar’s Public Works Authority. He has over 25 years of experience in North America and the Middle East, across a variety of transport engineering and infrastructure. Andrew Body, managing director of Mouchel Middle East, said: “He has an impressive proven track record both in the Middle East and Canada and this, coupled with his vision for our transport solutions business, means Imad will play an integral role in growing and further developing this side of our business.”
uAE-based technical and environmental consultancy TEp has been bought by Anthesis, making it the seventh acquisition in 18 months for the uKbased sustainability specialist. “The Middle East is an important region for us and was becoming a missing component in our corporate presence,” said Stuart McLachlan, CEo of Anthesis Group. “We see an emerging need for our specialist skills where resource efficiency and environmental and social awareness are recognised as both risks and opportunities.” Anthesis is aiming to become a large sustainability player and believes that
clients prefer firms with both technical depth and specialist expertise. McLachlan added: “An acquisition in the Middle East reinforces Anthesis’ intent to develop both organically and through acquisition in both the uK and overseas.” Enda Colfer, the previous managing director and TEp owner, is now a member of the Anthesis global management team. He commented: “We have come a long way in a short time at TEp, but it has become increasingly clear to us that being part of a larger international firm provides us with the scale and reach to support the growth in demand for our services.”
April 2015 Middle East Consultant 45
on site roundup
DubAi hosts LeADers in Architecture The fourth global Leaders in Architecture Summit will take place in Dubai on 20-21 April, gathering over 300 industry professionals. The impressive line-up of speakers and panelists includes many of the region’s top architects and leaders. Speakers include Simon Moon of Atkins, Brian Johnson from GAJ, Ian Apsley from Broadway Malyan, Norr Group Consultants’ Yahya Jan, Stephan Frantzen from P&T, Daniel Hajjar from HOK, Michael Fowler from Aedas, Mohamed Al Assam from Dewan and Harry Downie of RMJM. Day one will cover topics such as “The Future of Architecture across the MENA Region: Where do we stand, what obstacles we face and what opportunities should we be on the lookout for”, with a masterclass on maximising the effectiveness of a bid. The second day will feature hard talk interviews on women in architecture and disasterresistant architecture. A gala dinner will also take place at the end of the first day. 46 Middle East Consultant April 2015
Tom Bower appointed regional MD for merged firm WSP | Parsons Brinckerhoff has announced that Tom Bower will be Middle East managing director for the newly formed company, following WSP’s acquisition of Parsons Brinckerhoff last year. Bower has worked at WSP for 16 years, in various senior roles including commercial director for the UK, before being appointed managing director for the Middle East business in 2010. The combined company now has 32,000 people globally and 1,450 in the Middle East. Since then the business has grown steadily, and in 2014 it won Big Project’s Consultant of the Year Award. Bower commented: “This a very exciting time for us as an
organisation, and I am delighted to be part of it. There is huge potential both in our core markets, as well as for our people, for growth and innovation and in fact we are already seeing some of the benefits of our increased capacity and complementary skills base. “We are now putting together the final plans of what we believe will be one of the Middle East’s leading consultancies.” Anas Kassem, former managing director for Parsons Brinckerhoff, MENA, has been announced as executive chairman of the new company. WSP | Parsons Brinckerhoff has Middle East offices in Dubai, Qatar, Sharjah, Abu Dhabi, Oman, Kuwait and KSA.
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THE BACK PAGE Juergen Strommer
Thoughts
I hold degrees in both mechanical engineering and business management. When I was with ThyssenKrupp,
12 years ago, I was in charge of anything outside Germany. After that, I worked with Hitachi for four years before moving to Cavotec in 2007. Since then, I have grown in Cavotec, becoming regional director, then a COO, based in Dubai. I am in charge of the regions of Europe, Middle East, Africa and India. In my career, I have worked with several consultants and they have various requirements. In some cases,
there is a need to just close a gap in the planning, while others have a real desire to identify innovation and stateof-the-art developments. The basis of successful work is to understand the full scope and prerequisites at the start. Small details
can lead to either success or failure. An existing design could be integrated into a project, but in some cases it might not work at all. Unless definitions of requirements are clearly established, there will always be an element of risk for things to go wrong. Apart from the standard planning support, it is
Why I chose my job
Juergen Strommer, chief operating officer EMEA, Cavotec
L
ike most young boys, technical stuff fascinated me during my childhood. Being from Stuttgart in Germany, MercedesBenz was the first company I worked for. With them, I got even more infected with the technical virus and moved on to the elevator field with ThyssenKrupp, as it combines the electromechanical, civil and architectural aspects of a building.
48 Middle East Consultant April 2015
the new development and innovation which makes my day. What challenges and excites our team is an open
desire to achieve a solution which is out of the box – the limit is only the sky. While commercial limitations often reduce the options, the real satisfaction comes when the best solution gets considered and implemented. I would
expect a consultant to always research the best possible solution by considering all options and making them visible for a client to decide. I have always believed that a copy-paste approach is dangerous, as it can lead a highprofile project to struggle for competition. The beginning of any project is an important stage, as it is the time when directions, which often
cannot be turned back, are decided. This is valid for planning, design, dimensions and specifications, as well as commercial considerations. On the other hand, it is important to ensure that adjustments are made as and when needed throughout the project, and it should be ensured that
the initial considerations are followed. Moreover, there are many challenging projects that need adjustments and sometimes complete changes during the execution phase. In all these situations, close cooperation is required with the consultants.
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