Me Consultant April 2018

For the construction specialist

Women in Construction

A special issue dedicated to the women leading the diversity charge in the built environment ISSUE 047

April 2018 Publication licensed by Dubai Production City A product of Big Project Middle East

Supported by

© 2017 LACASA Architects & Engineering Consultants All Rights Reserved

I’m Rasha Al Khatib and I am an

Authorities relAtion MAnAger www.lacasa.ae

I believe that by working hand in hand with the authorities, we can continue to enhance the region’s construction standards.

Since heading up the department, I have strived to ensure that our designs not only meet the required standards, but exceed them in every aspect.

At LACASA, our architects and engineers have perfected a design formula that balances efficiency, sustainability, quality, and aesthetics while integrating the local authorities requirements.

Rasha Al Khatib

Authorities Relation Manager

LACASA is committed to providing quality-driven designs within a multidisciplinary environment.

Established in 2006, the firm has grown significantly over the past eleven years. Today, LACASA boasts a diverse portfolio encompassing all types of developments and across the entire MENA region.

While it is said that perfection doesn’t exist, we believe that perfecting design can be achieved by cultivating extraordinary talent.

CONTENTS

On topic IndustRy VIEWs fROm AcROss thE mIddLE EAst

07 AnALysIs

Cavendish Maxwell’s Manika Dhama shines a light on Oman’s economy and the country’s growing real estate market 10 AnALysIs

Ciara Walker, an economist at MACE, looks at the progress of airport projects in the MENA region 16 OPInIOn

Technology meets biophilia. Diane Thorsen, principal design director at Perkins+Will, envisions what the future of hospitality in the Middle East could look like

In practice AnALysIs, InsIghts And IntERVIEWs

20 IntERVIEW

Middle East Consultant weighs in on gender imbalance in the construction industry and profiles some of the women blazing a trail for others to follow 32 InsIghts

Jason Saundalkar talks to four project managers about fast-tracked projects, constrained budgets and setbacks

On site cAsE studIEs, OPInIOns And snAPshOts

38 IntERVIEW

Laurence Batlle, chairman of the executive board of RATP Dev, weighs in on how smart urban mobility can support city ambitions 42 IntERVIEW

Donna Sultan shares insights into her life and career and managing KEO International Consultants as its president and CEO 48 thE BAck PAgE

Aging properties can be revitalised to sustain return on investment 2 APRIL 2018

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Group EDITOR’S NOTE

Time to Balance the Gender Scale “The only woman in the room”. “Addressed as mister on emails”.

“No female toilets onsite”. The personal journeys of the 16 women profiled in this issue’s cover story on diversity in construction, mostly play to what one would expect in a heavily male-dominated industry.

Many years ago, when I chose journalism as my calling, a friend chose mechanical engineering. She was the only lady in a class of 80 young male engineering students. I recall being anxious for her.

And slightly envious. To walk into a meeting room and be mistaken for the secretary and turn out to be the technical director must be hugely satisfying.

I would urge you to read the stories of the women in construction we have covered. The all-important reason to go down the STEM route ranges delightfully from playing with LEGO sets, to fortuitous work placements in school or simply accompanying “daddy to office”.

A shout out to Faithful+Gould that has a maternity policy with up to 14 weeks paid maternity leave and an option of up to six months unpaid maternity leave. Far removed from fancy words such as empowerment, a woman’s decision to stay on in the crucial early years in any field often hinges on family and perhaps, affordable child care.

Happily, more women are entering the field of construction. Not many are making it to the top though. It appears that the proverbial glass ceiling in construction is concrete of the UHP variety. Statistics have revealed that just three of the world’s 100 biggest architecture firms are headed by women and only two have management teams that are more than 50% female. The CIOB reports that of its 44,000 global members, just 7.32% are women. We haven’t even started on gender pay gaps.

I have so many questions to ask of these women, about their challenges, their mentors … and Jason has promised us that this is only the beginning of his magazine’s focus on this imbalance. In the meantime, I hope some of our women find the time to go to schools and talk to young women about the joys of taking up STEM courses because that’s where the difference begins.

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ON TOPIC

MOST POPULAR

ReADeRS’ COMMeNTS

feATUReD

CONSTRUCTION

CyBeRSeCURITy

Construction of Dubai’s second

Educating and raising awareness of cybersecurity should be a major focus for the regional construction industry, given the emphasis and focus on BIM adoption.

While it is certainly a necessary step forward for construction firms, and will lead to greater success in delivering projects, it also opens up a number of concerns.

The story, ‘Gulf economies vulnerable to cyberattacks’, touched upon this, when it said that financial losses due to cyberattacks on the oil and gas industry were as much as $1 billion in 2017.

If we are to move forward as a construction industry, then we need to embrace BIM, but the sharing and opensourcing of information between project partners and stakeholders, also increases the need for strong cybersecurity, as all it will take is one slip in the chain for hackers to expose confidential data and information on projects worth billions of dollars.

I hope this is something authorities are focusing on, while they implement their cyber-security strategies in the country, and I hope the construction industry follows closely.

tallest tower given start date

CONSTRUCTION

Aldar and Emaar to form $8bn historic developer JV

In Pictures: RTA issues update on Dubai Metro Route 2020

CONSTRUCTION

Amana Steel Contracting starts MAF’s first Abu Dhabi mall

CONSTRUCTION

Al Rabat completes piling and shoring on Sabah Rotana

ANALySIS

Significant airport expansion planned by 2025 in MENA

6 APRIL 2018

Video: Site Visit – 1/JBR

Name withheld by request

ON TOPIC

ANALYSIS

Oman in Perspective Cavendish Maxwell’s Manika Dhama shines a light on Oman’s economy and the country’s growing real estate market

T

he continuing recovery of oil prices, along with the introduction of natural gas production at the Khazzan gas field and the completion of the new Muscat International Airport are some of the factors that are expected to improve confidence and encourage private sector investment in Oman, thus bolstering GDP growth. This is likely to boost the real estate sector’s performance in the country.

Despite economic slowdown over the last two to three years, the contribution of the real estate sector to the Oman economy continued to increase from 3.9% of GDP in 2014 to 5.2% in 2016. However, 2017 proved to be a challenging year for the sector, as rents and price across all segments of the market, including residential, commercial and retail, declined against weakening demand.

The latest figures released by the Ministry of Housing, Oman indicate that the total value of property traded in the country during

2017 amounted to $6.7bn, down around 61% compared with 2016.

Mortgage contracts registered the steepest decline from 2016 at 74%, to $3.6bn in 2017.

To boost investment in the Oman real estate sector, the Capital Market Authority (CMA) of Oman issued the regulatory framework for introduction and trading of real estate investment trusts (REITs) on the Muscat Securities Market in January 2017. The regulation opened the market to all Omani residents, including expats, allowing them to purchase a part of a real estate development in the Muscat Securities Market. This is expected to further boost real estate market activity.

Tourism Overview Oman

Oman is focusing on its tourism industry as a driver of economic growth. Since the launch of the 2040 Tourism Strategy of Oman, the contribution of tourism to the sultanate’s GDP increased to 2.8% APRIL 2018 7

ON TOPIC

Integrated Tourism Complex (ITC) Developments

As a part of its move to reduce the country’s reliance on oil and diversify the economy, the government of Oman has opened the real estate sector to investment from expatriates in Integrated Tourism Complexes (ITCs).

These are freehold mixed-use developments that feature different asset classes including residential, hospitality, retail, leisure and offices. Expatriates constitute 45% of the total population as of December 2017 and have historically had limited exposure to the property market.

The government is now developing more than 5,000 homes in collaboration with private developers in five ITC projects: Diyar Ras Al Hadd Resort, Omagine Project, Quriyat Integrated Project, Naseem Al Sabaah Project and Al Nakheel Project.

Q4 2017

2017

% change (2016-17)

524

2,609

-60.6%

5

19

79

20.1%

77

64

246

1,140

11.0%

5,671

4,921

3,943

14,535

59,480

-12.7%

5,583

112

99

64

274

1,448

-74.1%

Mortgage contracts

22,608

1,588

1,416

905

3,909

18,619

-17.6%

Traded value of barter contracts

13

2

1

1

4

21

68.4%

Barter contracts

774

160

134

114

408

1,079

39.4%

Properties issued

230,403

21,743

20,677

16,273

58,693

225,468

-2.1%

Properties issued for GCC states citizens

1,912

105

80

88

273

1,211

-36.7%

Key indicators for Oman real estate sector

2016

October

November December Total

Traded value of property (OMR million)

6,622

218

177

128

Fees collected for all legal documents

66

7

6

Traded value of sales contracts (OMR million)

1,027

105

Sales contracts

68,145

Traded value of mortgages (OMR million)

8 APRIL2018

Sources: Cavendish Maxwell, Ministry of Housing Oman

in 2016, with year-on-year inbound tourists increasing to 3.3m by December 2017, according to the National Centre for Statistics and Information (NCSI). Government initiatives are focused on boosting the sector’s contribution to GDP to 6-10% in 20 years, while creating more than 500,000 jobs through investment of $51.9bn.

One of the key initiatives to boost the sector’s contribution is the launch of e-visa services in July 2017, to enhance efficiency of the arrival process in Oman and the overall arrival experience. Further, it continues to promote Integrated Tourism Complexes (ITCs), freehold areas that offer residence visas for those who buy properties in the country.

The new international airport in Muscat, expected to open later in 2018, is also likely to boost incoming tourism numbers to 21m by 2035, up from eight million at the end of 2015, an annual growth rate of more than 5%, according to the International Air Travel Association (IATA).

ON TOPIC

“Since the launch of the 2040 Tourism Strategy of Oman, the contribution of tourism to the sultanate’s GDP increased to 2.8% in 2016, with year-on-year inbound tourists increasing to 3.3m by December 2017” Residential Rents and Office Market Overview

A continuous decline in rents has put tenants in a stronger position to negotiate terms with owners, who in turn are offering better rents and flexible lease terms. Landlords have also been offering three- and sixmonth advance payments, as opposed to annual payments, to reduce vacancy risk on the property.

Furthermore, housing demand is shifting towards more affordable units, causing a stronger rental decline in the premium locations. Tenants are migrating and showing a preference towards larger communities with a broader array of existing infrastructure and amenities offered at affordable values.

Rents are expected to fall further due to the government’s move for Omanisation through the imposition of a new expatriate law causing a sixmonth ban on expat visa issuance in 87 occupations, as well as residential project oversupply from previous years.

Mixed-use developments are expected to lead demand for offices; however, job cuts due to the economic slowdown have continued to put pressure on the office real estate market. Rents continue to decline, especially in central business districts (CBDs). Tenants are becoming more sensitive to the location and quality of the property they rent, the amenities offered at the property and the price they are paying, giving rise to the development of new CBDs. Landlords responding proactively to market conditions by offering competitive rents for high-quality properties are witnessing quicker absorption and higher occupancy levels.

The performance of the office market is expected to be largely driven by a combined effect of economic diversification and development of sectors other than oil & gas, as well as accessibility and amenities such as parking facilities being offered.

Mixed-use developments featuring a combination of residential, office and retail are further likely to underpin the performance of the country’s real estate sector, as they offer competitive prospects to both developers and tenants. These master developments have started to attract an increasing number of tenants by offering better quality of life, reduced commute times to work and accessible retail outlets.

Retail Market Overview

The retail market is in transition, due to the changing shopping preferences and habits of consumers. Despite weaker consumer sentiment and declining retail sales due to poor market conditions, a significant amount of retail space is being added to the existing stock in the country, mainly in the capital. The retail landscape of the country is gradually shifting towards larger format malls from stand-alone retail outlets, owing to changing shopping preferences. Consumers now look forward to a holistic shopping experience combined with leisure and entertainment.

In 2018, two new malls from Landmark Group branded Oasis Malls, in Sohar (33,000sqm) and Salalah (35,000sqm), as well as Majid Al Futtaim’s My City Centre Sur and City Centre Sohar, among others, are expected to be added to the supply.

APRIL 2018 9

ON TOPIC

ANALYSIS

Up in the Air Ciara Walker, economist at MACE, looks at the progress of MENA airport projects

A

s MENA economies boomed after the millennium, significant investment was put into developing transport infrastructure and connectivity, as countries increasingly opened to international markets and visitors. Evidence of this investment can be seen now across the region, with many gateway airports either fully operational and driving economic and tourism traffic growth, or in the final stages of implementation.

Close to $38bn of airport expansion and modernisation contracts were awarded in MENA from 2010 to 2017. Of these, an estimated $22bn are still under construction. With this rush to update infrastructure to meet growing passenger and economic demand, aviation has become very competitive. However, there is still more expansion to come – with ongoing passenger and cargo growth comes demand for more capacity. An estimated $92bn in airport schemes are planned in the region, driven by this strong demand. Many airports in the Middle East reached or exceeded capacity in the past decade including those in Oman, Kuwait, Sharjah, Abu Dhabi and Saudi Arabia.

Capacity is so constrained in Kuwait, with nearly three times the passenger traffic design capacity should allow, that a temporary 10 APRIL 2018

passenger terminal has been implemented to deal with short-term demand, until the new terminal two is completed in 2022. Between the projects currently under construction and planned and unawarded schemes, the region’s existing airport capacity is expected to more than double by 2025.

One of the most significant airport projects will be the multi-phase implementation of the overall master plan of Al Maktoum International Airport, planned to be the biggest airport in the world, which will carry 225m passengers per year when complete. The $45bn investment will be made over the next 17 years and is considered necessary to meet forecast passenger demand. Dubai International Airport is now also approaching maximum capacity and facing space constraints, despite expecting to become the world’s busiest hub over the next decade, overtaking Beijing and Atlanta.

The current wave of investment in airports is not going towards the large international airports of the last wave: with an increasingly mature international aviation market, many countries are now looking to develop their domestic and regional travel connections. For example, Saudi Arabia is leveraging its increased use of the PPP model to fund

ON TOPIC

the construction of airports mainly targeted at domestic travel, with 12 planned and three confirmed.

With the PPP model generally seen as commercially viable for airports and the Saudi government guaranteeing revenue projections, we can expect to see significant growth in the domestic aviation market in the Kingdom over the next decade. This model has not been adopted by the wider region, however, with the use of PPP for building airports still relatively modest.

Similarly, the domestic and regional market is being developed with the introduction and maturing of low-cost airlines such as Air Arabia. With the UAE’s low-cost carrier squeezing profit from a market in which more mature companies are struggling, its main hub, Sharjah, is to undergo a $500m expansion. The project includes numerous facilities, as well as the expansion of the passenger terminal building and increasing surface access capacity to and from the airport to alleviate current vehicle traffic constraints.

UAE and Saudi Arabia Dominating in 2018

The planned $38bn investment in Al Maktoum International Airport

over the next eight years makes the UAE the largest aviation market, accounting for more than a third of the estimated total project value across the region.

Saudi Arabia is a distant second, with $26.4bn of planned projects, including phase two and three of the $20bn Riyadh airport development bumping capacity to 80m passengers by 2035. Bahrain and Iraq are also expected to be among the most active other markets in the short to medium term.

Does Mixed Growth Support Planned Expansion?

With overall MENA passenger traffic growth dropping slightly in 2016 and some targets not being met in 2017, will some of the additional capacity being brought on stream go under-used in the short term?

Airports across the region are registering mixed growth, with Airline

In-service fleet

Planes on order

Emirates Airline

269

263

Etihad Airways

123

178

APRIL 2018 11

ON TOPIC

Shifting Business Models

As the international travel market in the region becomes mature, opportunities for returns and growth will increasingly come from regional and domestic travel instead. We are beginning to see investment in airports follow this trend.

In spite of the undeniable long-term growth prospects for aviation in the region, Middle Eastern carriers do face some shortterm challenges. Events of the last year have added to pressures faced by the industry, from challenging US policies to regional political issues. These developments have coincided with a new economic reality in the MENA region, of low oil prices and unpredictable US policies towards the region. However, the region is innovating and collaborating to respond.

The Emirates and FlyDubai collaboration, for example, has seen them come together to codeshare across their combined networks and allowed them to begin rationalisation of destinations. FlyDubai will now provide reduced capacity on previous Emirates routes with low load factors. This will allow Emirates to better utilise its wide-bodied fleet on high load factor routes and its premium travel product. Due to innovations and collaborations such as this, the region’s airport Planned capacity GCC airports, 2020 Existing capacity 2018

Planned additional capacity 2018-2020

200

150

100

50

Dubai

KSA

12 APRIL 2018

Qatar

Abu Dhabi

Kuwait

Sharjah

Bahrain

Oman

“The planned $38bn investment in Al Maktoum International Airport over the next eight years makes the UAE the largest market, accounting for more than a third of estimated total project value across the region” traffic is expected to grow at 7.7% annually to 2040, taking its share of global traffic to 9%, double the current share.

This increased traffic will be split by an ever-busier market: the entry of more low-cost carriers can only add to the downward pressure on prices, with two new carriers, Flyadeal (backed by Saudi Arabian Airlines) and Oman’s Salam Air, joining the fray. Both aim to compete with Sharjah-based Air Arabia, which is holding up better against market forces in 2017 and 2018 than many of the more established airlines, with 30% profit growth in 2017. With the codesharing deal, FlyDubai is also seeking to consolidate its position in this market.

Outside the difficult macroeconomic realities, there are also some challengers to the MENA airlines’ super connector status. Turkish Airlines has made it an explicit ambition to become a super connector airline, directly challenging MENA airlines with both a geographic advantage over GCC carriers and a more versatile business model.

With the new Grand Istanbul Airport opening in 2018, offering almost unconstrained capacity, MENA airlines will be watching this aggressive competitor closely.

Despite these challenges, the largest GCC carriers are likely to continue dominating the sector for the foreseeable future, playing off their economies of scale, super connector status and reputation for luxury. New aircraft orders, often the most reliable indication of growth in this sector, support this, with these carriers seeing the most planes on order.

The last 20 years has seen rapid growth that has put MENA aviation truly on the map and has raised the global aviation game in a way no other region could contemplate. But the growth model is now changing. Airlines, airports and all those involved in the aviation and aerospace industry need to adapt to changes to survive, and to adopt a more commercially astute outlook to thrive over the next 20 years and beyond.

Source: MACE

some seeing double-digit expansion in passenger traffic, such as Kuwait (17.1%) and Muscat (17%). These have benefited from increased traffic as flights have been rerouted following the GCC diplomatic crisis.

Given that many of the airport expansion plans were drawn up in a more positive economic environment and airports have since missed passenger growth targets, there are now concerns across the region about under-utilisation of infrastructure and of commercial viability challenges where PPP models, predicated on incremental growth, are used.

ON TOPIC

KAEC and Metito break ground on solar-powered desalination plant

Phase one of Aljada Central Hub to launch in Q4 2018, says ARADA Q4 2018 is when ARADA intends to launch phase one of its Central Hub, a critical part of its $6.5bn Aljada mega project. Zaha Hadid Architects was awarded the design contract following a global competition, and is said to have designed the hub with significant environmental considerations.

ARADA noted that the winning submission “conceptualises the first moment a water droplet strikes the earth’s surface, captured in an array of elliptical buildings designed to channel prevailing winds into civic spaces and courtyards to facilitate cooling during the summer months”.

Explaining further, the developer said the hub’s central observation tower is surrounded by public squares that incorporate water features, which use recovered and recycled water. Tensile canopies are said to sustain a microclimate at ground level for gardens populated by species native to the region.

“Zaha Hadid Architects is globally renowned for forward-thinking and transformational urban design. While all of the companies in this design competition offered outstanding designs, Zaha Hadid Architects’ integrated design approach matched our vision for Aljada’s Central Hub as an interconnected destination. This approach is synonymous with ARADA’s mission to develop rewarding and engaging communities, building the Sharjah of tomorrow,” said HE Sheikh Sultan bin Ahmed Al Qasimi, chairman of ARADA.

King Abdullah Economic City (KAEC) and Metito have broken ground on a new solarpowered water treatment and desalination plant. This follows Metito Saudi’s appointment in February for the design and construction of the plant.

The project is valued at $58.66m and once complete, it is expected to produce 30,000m3 of drinking water per day. According to Metito, the plant has also been designed so capacity can increase to 60,000m3 per day to match consumption demands.

The new plant will be the second desalination plant in KAEC and is expected to take 24 months to develop. Production of drinking water is expected to begin in the first quarter of 2020.

Ahmed Ibrahim Linjawy, KAEC deputy group CEO and Mutaz Ghandour, Metito chairman and CEO, participated in the groundbreaking ceremony. They were joined by representatives from both parties and members of the project management team.

KAEC is the largest privately-funded new city in the world and is located on the west coast of Saudi Arabia.

APRIL 2018 13

ON TOPIC

KONE wins order for ICD Brookfield Place

Emrill wins security contract from Emaar Emrill has won a security contract from Emaar for the Downtown Dubai and Marina master communities. The firm noted that the win is enabling it to realise sustained growth in the UAE market.

“This contract award further strengthens Emrill’s position in the manned security services sector in the UAE. This contract win realises an important part of our strategic principle to build a successful business and is a credit to the commitment of our entire team for achieving this great result,” said Alex Davies, managing director, Emrill.

The company noted that Orbis Research forecasts that the region’s manned security services sector is expected to grow at a compound annual growth rate (CAGR) of 7.67% during the current period to 2021. In its statement, Emrill said it fully intends to capitalise on the growth trend.

Davies explained, “While Emrill is recognised as a leader in the FM sector, our manned security portfolio is growing significantly based on the same principles of excellence in staff training and customer service. Emrill is focused on high standards in manned security services in the UAE, and this contract win is evidence of this commitment in action.”

14 APRIL 2018

Elevator and escalator specialist KONE has won an order to supply 46 elevators and five escalators for the ICD Brookfield Place project in Dubai. According to a statement from the firm, the company will be outfitting the project with 17 Monospace Elevators, 27 Minispace Elevators, two Scenic Elevators and five escalators.

“This is a special project in one of the most prestigious areas of Dubai. We are delighted to be adding our efficient solutions to such an incredible building,” commented Nicolas El Khal, managing director of KONE UAE, Oman and Bahrain.

The 282m-high, 54-storey ICD Brookfield Place boasts more than 950,000sqft of grade A office space and will be connected to a 150,000sqft, five-storey retail centre. The project will also have a 21,000sqft public area surrounded by restaurants that will feature regular arts and cultural events. The complex will also have parking for 2,700 cars.

The project’s main contractor is Multiplex SsangYong JV, developed by Investment Corporation of Dubai and Brookfield JV. It is expected to be completed in March 2019.

ON TOPIC

GAJ finishes design of Dubai College building

Perkins+Will Dubai appoints new healthcare director Perkins+Will (P+W) Dubai has appointed Elmutaz Elrabaa as its healthcare director for Middle East operations.

Elrabaa is a registered architect as well as a LEED- and EDAC-accredited professional. He has more than 18 years of global experience focused on healthcare and institutional architecture.

Elrabaa joins P+W from B+H Architects, where he was director of healthcare and responsible for delivering healthcare projects across Asia and Ontario for seven years.

Some of his projects include the Niagara Health System Hospital in Saint Catharines, Ontario, Canada, the 510-bed Singapore General Hospital in Singapore and the 500bed Columbia Jiaxing Hospital in China.

“I am a firm believer in design excellence and collaborating with concerned stakeholders of each project to achieve optimum results.

Globally, healthcare design is undergoing an exciting evolution and the trend is reflected across Asia and the Middle East. I am thrilled to embark on this exciting journey with a globally acclaimed firm like Perkins+Will,” said Elrabaa.

Godwin Austen Johnson (GAJ) has completed the design of Dubai College’s new reception building. The building is the latest phase of development, designed to function as a contemporary student gateway to the existing campus, which provides an enhanced visitor arrival experience, purpose-built offices and centralised staff facilities.

“Dubai College has a leading reputation as a traditional school that delivers quality education, however they also have a charm and quirkiness that we wanted to maintain. It’s fundamentally a British school but very firmly rooted here in the Middle East with its juxtaposition of British quadrangles and low-density clusters of single- and doublestorey faculty blocks,” said Jason Burnside, partner at GAJ. GAJ managing partner Brian Johnson first designed the school 40 years ago. Since then, GAJ has designed every new building and advises on the school’s expansion plans.

“The location of the building was a key driver in the way that we designed it. It needed to occupy a very prominent location near to the plot boundary, which means it is highly visible from the road and creates a public face for the school,” commented Burnside.

APRIL 2018 15

ON tOpic

OPINION

01 Diane Thorsen is principal design director at Perkins+Will’s Dubai studio.

Technology Meets Biophilia: The Future of Hospitality Perkins+Will’s Diane Thorsen explains what the future of hotels could look like across the Middle East

01

W

ith 99 hotels built in the UAE in 2017, the highest number in the region according to market research firm STR, the UAE hospitality market is experiencing fierce and evergrowing competition. With supply comes demand, driven by UAE initiatives to boost the travel and tourism sector.

16 APRIL 2018

With a projection of $19.9bn direct contribution from the travel and tourism sector to UAE GDP in 2018, developers and brands are on the look-out for ways to stay ahead of the curve, by anticipating what customers want now and in the future. For this reason, identifying trends has become crucial in an industry built upon being the best at making people feel happy and taken care of away from home.

The only constant in the hospitality space is that hotels are constantly changing.

At Perkins+Will, we especially like this quote from Winston Churchill: We shape our buildings, thereafter they shape us. The quote mirrors our ethos, as we always look at the end user and design for him or her. To this end, we carefully assess trends not only in design creativity but in human behaviour.

Generally speaking, it’s important when designing a hotel to look at creating transformative guest experiences. As architects, we are responsible for each guest touch point, from when they pull up to the building to how they experience the space.

The overall theme to focus on, in order to truly stand out in future years, is personalised experiences. Personalisation is causing a seismic shift across the landscape of consumer-facing brands. Brands that create personalised experiences by integrating advanced digital technologies and proprietary

data for customers are seeing revenue increase by 6-10%, according to research by Boston Consulting Group in May last year.

That said, it’s also critical to capture the guest both physically and emotionally, to truly create a difference. A study published in January 2018 by Taylor & Francis investigates the psycho-physiological effects of direct and indirect nature experiences on human emotions. The results show exposure to real and virtual natural environment is beneficial to participants’ moods and feelings, with exposure to the real more beneficial. With these new and pre-existing behaviours understood, we suggest matching technology with biophilia to create the most impactful design experience.

With technology an increasingly used platform for communication, we want to look at integrating technology to facilitate an unparalleled personalised experience, through the ability to customise the guest experience to each individual.

Some smart hotels already provide voiceactivated technology to control lighting, temperature, mood, even fragrance. You can program a tablet to control everything in your hotel rooms, from the television to the temperature. Guests love being able to customise their rooms with the touch of a button. Artificial intelligence allows hoteliers

ON tOpic

to respond in real time and provide heightened personalisation of guests’ stay through knowledge of past and stated preferences.

Keeping Pace

We live in an age where we struggle to keep up with technology, and hospitality is no different. The hospitality sector specialises in managing human interaction while trying to maintain the perfect balance of personalisation and technological accommodation for guests.

Face recognition allows hoteliers to greet guests by name on arrival, and the provision of technology to manipulate your own environment enables more physical comfort than previously possible.

The second element is biophilia, literally a love of life or living things. ‘Philia’ stems

from Greek and is the opposite of ‘phobia’.

We have an intuitive and deeply engrained attraction to nature, and a biological need for contact with the natural world. This is where we can design for an emotional and sensory experience. If I ask you to imagine a place where you feel calm and relaxed, chances are you imagine a place in nature – researchers have found more than 90% of us imagine a natural setting to calm and ease stress.

This trend is more than hotels simply integrating some plants into their design.

Hotels should look to the many benefits of biophilic design to enhance their brand and their guests’ overall experience, by tapping into the wellness and wellbeing properties associated with this design trend. The natural and biophilic design concept is characterised

by exposure to natural lighting, views of nature and a room with a view, natural architectural patterns, the use of sustainably sourced materials, living green walls and vertical gardens, and direct and indirect exposure to nature.

The immediate effects of the natural and biophilic trends occur as guests enter the hotel and are increasingly important for hotels in urban landscapes, due to the lack of nature in cityscapes. Guests sense this connection emotionally. It’s important to create seamless connections – connecting with one another, connecting buildings with nature and even humans with nature.

By merging these two fundamental trends, you are left with not just a building but an experience.

“Hotels should look to the many benefits of biophilic design to enhance their brand and their guests’ overall experience”

APRIL 2018 17

IN PRACTICE

20 APRIL 2018

IN PRACTICE

INTERVIEW

Women in Construction

Middle East Consultant weighs in on gender imbalance in construction and shares the experiences of the women blazing a trail for others to follow iversity and inclusion are hot topics in the construction industry, whether in the context of the Middle East or around the world. There are several drivers but perhaps the one that ultimately set the wheels in motion is the massive need for professionals to imagine and build current and future projects. In the next five years alone, reports say that hundreds of thousands of positions will need to be filled the world over.

Beyond the growing need for talent, building a diverse and inclusive talent pool is just the right thing to do. There’s no reason in today’s world for gender bias and archaic thinking to play any part in the recruitment process – the goal should simply be to select the candidate that can add the most value to the organisation.

If you’re curious about how severe the gender imbalance is, consider that a CIOB article published on November 1, 2017 stated that women make up only 13% of construction sector workers, a number which has not changed for two decades. Furthermore, the article noted that only 2% of workers on-site are female. When Middle East Consultant (MEC) contacted the CIOB to discuss its membership, it said that of its 44,000 global members, which includes 1,300 Middle East members, only 7.32% are women. In the MENA region, the firm says it has 190 female members. These are eye-widening stats but the upside is that the CIOB said that female members have begun increasing steadily in recent years.

The Royal Institution of Chartered Surveyors (RICS) has also published several articles on diversity and inclusion and told MEC that it has recorded up to a 5% increase in new female RICS-qualified professionals in one year. Today, 9% of RICS’ total members in the Middle East are female, while 12% of its assessors are female.

In 2017, RICS recorded 3,809 male surveyors and 330 female surveyors in the region. In the construction sector specifically, there were 3,304 male and 275 female professionals. In property, the

professional body had 498 male and 62 female members. These are staggering numbers and while they do not include every discipline and specialty in the construction sector, they do paint an accurate picture of the state of the global construction industry as far as MEC is concerned.

Further proof of the diversity imbalance can be found quite easily by spending a bit of time on Google or LinkedIn; it’s easy to find articles and reports with headlines such as ‘The only woman in the room’ and ‘Construction: a boy’s club’. The upshot is that an increasing number of articles highlight the need for diversity and inclusion in the industry, penned by both men and women. As the saying goes, the first step in solving any problem is recognising that it does exist.

It’s taken time to get to this point of recognition, too long, but the industry is increasingly acknowledging the imbalance and taking steps to rectify it. Talking to 31 female professionals working at consultants and contractors within the GCC, several highlighted positive steps by their organisation to encourage young women to consider the construction field at the educational level, while others have noted that their firm has policies in place to drive towards gender balance and is supporting them in starting families while retaining their employment.

Change has begun, but these are still very early days in terms of balancing the diversity scales. In fact, even though some of the 31 women that MEC spoke to for this article have been working in construction for decades, they can still be considered the vanguard, blazing a trail for other women to follow. In working and pushing for change in this male-dominated industry, they are encouraging fellow women to join one of the world’s oldest and most interesting industries.

To support their efforts and the drive towards gender balance in this industry, MEC is sharing some of the stories of 16 professionals in the coming pages and we will continue to do so in every issue going forward, starting with the 15 women we unfortunately couldn’t accommodate in this feature due to space constraints. What you see on the coming pages are snapshots of their experiences but you can read their full interviews on our digital platform www.meconstructionnews.com.

APRIL 2018 21

IN PRACTICE

Bushra Anwar Associate – Building Services, Cundall With 18 years of experience, Bushra Anwar is now an electrical associate in Cundall’s Dubai office. She has worked on projects ranging from domestic villas to mixed-use high-rise developments worth millions of dollars.

“I enjoyed science and mathematics, so engineering seemed a logical field to get into while deciding on a course at university. My first role in the industry was with a building services consultancy in London as a fresh graduate and my first project site visit was a high-security male prison!” Anwar exclaims.

Working on projects, Anwar has faced a few challenges. “I have been subject to most of the common discriminations but mostly on an individual behavioural basis rather than company-wide culture. In this region, I’ve faced conflicts mainly from peers and subordinates due to various cultural mindsets

and even competitiveness. At the end of the day, we must take it as part and parcel of the industry and let our work speak for itself until the general overall perception changes.”

With that said, she notes her overall experience in the GCC has been positive. “Quotients of generalisation and protectiveness towards females are observed more here.”

Additionally, she says that Cundall has rolled out several initiatives to boost diversity and empower women. “We have different initiatives for women to progress in their careers and also to empower each other. We have women who are partners in the firm and they are the key drivers behind those initiatives and gender equality.”

Cathy Christer Partner – Godwin Austen Johnson A graduate of Bath University, Cathy Christer is a partner at Godwin Austen Johnson (GAJ) and now splits her time between the UK and the UAE. She has experience on large and small projects and is responsible for the MEP team at the multidisciplinary practice.

With regard to what brought her to the industry, Christer explains, “I have always been interested in seeing ideas come to reality, which I think is what attracted me to construction. I was lucky to be placed with a construction company during a work placement from school; this gave me an insight into the variety of careers in construction and made me aware of the incredible diversity of projects in the sector – this led me to where I am now.”

Speaking about diversity and how the market is evolving, she says, 22 APRIL 2018

“It seems that as time goes on, people feel there are fewer barriers and that more career choices are open to them. This will, I think, lead to greater diversity in the construction industry and other sectors. The challenge that the industry has to face will be to attract a younger generation of engineers, architects and constructors, male or female, to a bricks and mortar industry in a digital world.”

Discussing how her firm approaches diversity and hiring for roles, Christer notes that her consultancy simply looks for the best person for a role, regardless of gender.

“We routinely take interns from college or on placement from school, and it has been a pleasure to meet some great young women through these placements; I am hoping to welcome some of these back as employees in the future,” she says.

IN PRACTICE

Dana Itani Site engineer, ALEC A graduate of the American University of Beirut, Dana Itani has been with ALEC since April 2017. Although a newcomer, Itani has already worked on a number of projects.

“Currently and for the past year, I have been working as a site engineer at the Marina Gate project. Marina Gate 1 has already been handed over and I’m now heading towards a new journey at Marina Gate 2,” she says.

Inspiration to join the industry hit Itani at an early age. “I used to visit construction sites with my father and try to create similar structures with LEGO. As I got closer to choosing my career path, my passion grew and I knew I had to build things of my own.”

Like other women, Itani believes that diversity can greatly benefit the sector and says she has experienced the gender imbalance first-hand. “During my first month, it was

clear that being a female on-site was new and unfamiliar to the workforce. People asked if I was a designer or if I was working with the marketing team. My answer of ‘No, I am the new site engineer’ was confusing to them.”

With regard to the role firms and authorities can play in growing diversity, she comments, “There’s a need to amplify success stories of women, in the hope that these stories will reach young women and encourage them to join the industry.”

“Professors, career coaches and media play a major role in shedding light on the experience, challenges and success stories of women. If young females cannot relate to role models who have created an impact, they will not be encouraged to pursue a similar career path.”

Diane Thorsen Principal design director – Perkins+Will A veteran with over 20 years of experience, Perkins+Will’s Diane Thorsen started her career in a “forward-thinking developer” in South Africa.

Discussing what brought her into construction, she explains, “I’ve always felt connected to architecture and intrigued by how spaces affect us emotionally. I’ve wanted to explore how we can shape and influence business through great design.”

Speaking about her regional experience, which began when she moved to the Middle East in 2008, she says, “I relocated at the request of a designer I collaborated with and when the financial crisis affected this studio adversely, I remained and opened a new studio. The humble beginnings of three passionate people has grown to 100-plus highly competent, driven

designers. It’s a wonderful achievement and the one I’m most proud of.”

Speaking about barriers women face when trying to enter the industry, she asserts, “Women are often expected to behave more like men; however, we are unique and complementary of one another. Great design requires logic and emotion to be truly successful. My experience has been total acceptance, as when you work with integrity and deliver great work, your gender becomes irrelevant. I have been placed in some awkward positions but acceptance of culture makes the experience rich and meaningful.”

For women joining the regional construction industry, Thorsen advises, “Be passionate, educate yourself and work with integrity, harnessing the unique attributes women bring to the table.”

APRIL 2018 23

IN PRACTICE

Emma Woods Associate director, Faithful+Gould Emma Woods’ career began in London where, as a graduate, she worked for a construction consultancy. It was a coffee meeting with a friend that put her on the QS path.

Discussing her earlier years she notes, “When I was at school there was no career advice relating to construction and therefore it wasn’t a consideration when entering higher education. I’m sure times have changed but I think more awareness needs to be brought to schools and colleges of what this industry is and what it isn’t, so a more diverse array of people consider it as a promising career.”

Discussing F+G’s approach to diversity, she explains, “The business took a major step forward in 2016 in its goal to become employers of choice for women in the Middle East, after becoming the first construction consultancy to change its maternity policy to

allow up to 14 weeks paid maternity leave. Its introduction was spearheaded by the Middle East Women’s Business Network (WBN), which was established by Faithful+Gould and Atkins to develop an environment which enables women to achieve long-term careers.”

As for women looking to get into the industry, Woods points out, “Don’t focus too much on the fact you are a female. It’s what you put into your career that is the measure of what you’ll get out of it.

If you get caught up in the clichés of being in a male-dominated industry, your energies will be focused in the wrong place. Enjoy it and if you face any sort of discrimination in your role, shout.”

Donna Sultan President and CEO, KEO International Consultants Donna Sultan is a veteran of the GCC construction industry. She is currently president and CEO of Kuwaiti multidisciplinary consultancy KEO. Under her stewardship, KEO has grown from 350 people to over 2,000.

Sultan is quick to point out that the industry can benefit immensely from diversity. “Women represent an enormous untapped resource for the GCC construction industry. In general, our industry is still maledominant, although we see rising signs of improvements, with many women entering the industry and some of them rising in prominence.

There is definitely a need for more women in strong 24 APRIL 2018

leadership roles across the GCC construction sector, to close the gender gap that exists. I am pleased that KEO is setting a good example with 20% females in our executive team.”

Sultan is keen on seeing action taken to increase the participation of women at board level of companies and institutions.

“You need to have a top-down approach in looking at how to address women issues in the workplace. I see that evolving now because there is a burgeoning pool of ambitious women in all fields that are putting pressure to be given greater opportunities. And it’s in the interest of countries and companies alike that they tap into that rich resource of talent.”

In terms of advice for women entering the sector, Sultan says, “Don’t be constrained by the barriers you might face and don’t stop believing in your own potential.”

IN PRACTICE

Marta Galvez Project architect, JT+Partners Marta Galvez knew she wanted to be an architect early in her life and began her studies in Spain in 1997. A little over a year ago, she made the jump to the Middle East.

Speaking about the discipline, she explains, “Architecture has a long history of celebrating the lone male genius, creating power structures that disadvantage women, and that has yet to be fully dismantled. The field’s problems with diversity and gender equality are well documented. On-site, there is still a long way to go for some contractors or engineers that are not used to dealing with women in leading roles.”

“My personal experience is that in the beginning, generally, people don’t have the same consideration if you are a woman – and if you are young, that’s another handicap. As an example, in the GCC market I found some

male colleagues in the industry that were just not used to talking to me directly.”

Discussing JT+Partners, Galvez believes her firm is ahead of the diversity curve, saying, “I’m proud to say that in my firm, right now, we are 50-50 women and men and we have as many women in senior roles as we do men.”

With years of international experience, Galvez explains discrimination is a challenge for women around the world. “We called it positive discrimination in Spain. The firm wanted to use the fact that I was a woman to convince a client, which is not correct, so I declined to do the job.”

On ongoing challenges, she adds, “Women in construction have to justify their skills and know-how more than a man, even if the background is the same.

Hopefully, your work speaks for you.”

Irene Caravaca Valencia Senior architect, EDGE Joining Edge at the beginning of 2015, Irene Caravaca Valencia was soon assigned to work on the prestigious 1/JBR project from the concept design stage through to the construction stage. The senior architect studied in Seville, Spain and Stuttgart, Germany, saying that each country offered a different approach to learning design.

Valencia was driven to enter the world of design and construction at an early age: “Construction has been running in my family from both of my grandparents to my father, my uncle and now to me. The noise, the smell, the speed, the action – I like the drill.”

Discussing what women can bring to the industry, she comments, “Men and women are different and their contributions can complement each other in design, construction and problem-solving. I am lucky

to work for a firm that does not discriminate and I believe this has enriched our work environment, designs and output.”

Speaking about her experience in the region, Valencia adds, “In the UAE, women in the industry are a minority and as with any minority, we face issues. I have worked on a site which employed a thousand people, out of which only three were ladies. Initially, our biggest problem was that there were only male toilets, until the client’s secretary designated her toilet for females.”

“Another issue I face regularly is being mistaken for an interior designer in site meetings with representatives of other disciplines. This makes me think that the role of an interior designer is seen as one for females, while the role of an architect is seen as one for males.”

APRIL 2018 25

IN PRACTICE

Natasha Kravchuk Director Kiev and London, Thomas & Adamson Natasha Kravchuk is a veteran with over 20 years of international experience. Although now based in London, her role as director of the PM department brings her back to the Middle East frequently.

Discussing how women can make their way, she comments, “It’s an opportunity.

The more people think you are not capable of doing the job, the greater the opportunity for you to prove them wrong. This has been a source of encouragement in my career.”

Sharing her personal experiences and views on gender bias working across markets, Kravchuk says, “Construction is generally still male-dominated everywhere, but it was even more so when I started. Gender and age may sometimes prevent you from being taken seriously. In particular, being a PM – depending on regional background some

male professionals still struggle with being managed by a female.”

Speaking about the UAE, she observes, “Diversity is being driven by clients and the UAE government. Within Etihad, there was no difference whether you were male or female. Emiratisation has also brought a lot of young, female Emirati apprentices.”

Weighing in on equal pay, she says, “People should be paid equally for the job they do based on ability, not gender, race or disability. My experience with Thomas & Adamson has always been that individuals are given opportunity and remuneration based on ability and contribution, regardless of gender, race or disability. This is one of the reasons I have stayed for 20 years.”

Nihal Karagoz Senior environmental planner, AECOM AECOM’s Nihal Karagoz began her career as an environmental consultant, working on major infrastructure projects before moving to project and programme management in a client role at Abu Dhabi Airport. To date, she has worked on more than 20 aviation projects.

Speaking about what drew her to the industry, she notes, “My father used to work in roads, utility design and construction and despite my mother’s discouragement, I knew I would end up in the civil engineering field. My first role was roads, bridges and infrastructure network design and construction of an island in Abu Dhabi.”

“My proudest moment was when I was the youngest and first female environmental and sustainability professional 26 APRIL 2018

to hold a programme-wide client role in Abu Dhabi Airports Planning and Development department.”

Commenting on male dominance and challenges, “The construction industry has always been a male-dominant environment and will likely stay as is, in the short term.

You would be surprised to see how difficult it is for most men to listen to a young female professional with full trust!”

With that said, she is positive about the GCC construction sector. “From the government sector to private, the value women bring to industry is being realised, accepted and encouraged. Through the years, women have played important roles that set an example. Having spent eight years in the UAE, I have seen diversity increase and this trend is likely to continue.”

IN PRACTICE

Neha Nikhat Graduate electrical engineer, Atkins Neha Nikhat has been with Atkins since September 2015. She has worked on the Riyadh Metro project, one of Atkins’ largest projects as well as one of the biggest metro construction projects in the world. She has earned the praise of her peers and colleagues and has been recognised and awarded several times at industry events.

On the topic of diversity, Nikhat notes, “We need to be pushing for change every day, by growing influence as well as identifying and building skills of qualified women who will strengthen company culture. One of the barriers to women entering the construction industry is that female numbers drop as you get to senior or management roles.”

With regard to how authorities and construction firms can address the gender imbalance, she explains, “Form the primary

criteria in assessing a candidate for a job and highlight them in the posting. Scrutinise the candidate based on these values alone. By undertaking this test, the organisation will not overlook a talented, diverse candidate who will strengthen the company. Firms should also minimise manual screening of CVs and choose to use filters/keywords to shortlist candidates. This will avoid biases.”

For women looking to break into the industry, she encourages, “Take on challenges. If you are passionate about what you do, you will excel and be rewarded for your efforts. Learn to be flexible and persistent.

It will be recognised, and you will be entrusted with greater responsibility early in your career.”

Reem Madkour Senior consultant, Façade, WSP A graduate of the University of Miami, Reem Madkour joined WSP following four years of experience in Boston. She notes that the norm for her current role calls for at least five years of experience. She credits WSP with enabling her to navigate the Middle East, which is socially, technically and commercially diverse, and points out that her firm actively encourages professional growth irrespective of gender.

Sharing her view on the barriers of the industry, she explains, “Engineering and construction are still very much male-dominated and like all other professions that are male-dominated, I believe the

greatest barrier is perception. There are certain age-old and outdated biases associated with women that can hinder a woman being considered for a job or leadership position.”

“In this digital age, my first correspondence with suppliers and contractors is often by email and I am sometimes mistakenly referred to as Mr Reem.

This is a great example of the assumptions people in the industry make of who they consider an engineer. In these situations, I love to continue email correspondence as Mr Reem and see the look of surprise the first time we meet in person.”

She acknowledges diversity in the sector is increasing, however. “Women are becoming more empowered and as those women become role models for new generations, I expect to see a rise of women in engineering.”

APRIL 2018 27

IN PRACTICE

Phillipa Grant Division manager – Energy and Sustainable Development, AESG Having completed a degree in environmental engineering from Nottingham University and working as a sustainability engineer in the UK, Phillipa Grant discovered her interest in innovative solutions and design ideas for sustainable development.

Speaking about her achievements, she comments, “I have a 100% track record of positive feedback from clients. I’ve achieved this through completing my projects on time and within budget.”

With regard to her view of the industry, she says, “I believe that the construction industry worldwide is still male-dominated; however, diversity is becoming a hot topic even within mainstream media, thanks to celebrity advocacy and popular culture campaigns. As awareness is raised, more women feel encouraged and empowered to

enter workplaces which have previously been considered male-dominated environments.”

Grant is also keen to point out that all industries and sectors should be thinking about diversity and equality, noting that construction isn’t the only industry with these challenges.

Asked about how authorities and construction firms should approach these issues, she explains, “The gender pay gap is a much talked-about issue, with many calling for companies to publish their gender pay gap as part of their corporate reporting and transparency.

I believe that some visibility of the pay gap within the construction industry would identify any issues in equality and encourage companies to address these concerns.”

Suad Khawaja VP, Dubai Area Manager, MEA Infrastructure and Transport, Parsons Parsons’ Suad Khawaja boasts over 20 years of consulting engineering experience on infrastructure, transportation and building projects in countries around the Middle East.

She credits her father with influencing her decision to join the industry. “My father is a civil engineer and contractor and I was influenced by him, his experience and the stories he shared when he came home. Although my grades qualified me for admission into medical school, I was passionate about my father’s job.”

Speaking about how women can add value to the industry, she speaks of her own experience. “I have been able to run major projects, win large projects for my company, open new horizons in new countries and markets, and develop excellent 28 APRIL 2018

relationships with major stakeholders in the Middle East.”

On barriers, she says, “Barriers are all about perceptions. Even though men dominate the engineering industry, women are supported and encouraged to grow.

There aren’t many women in engineering and construction; however, the ones who are active really make a difference. When given a chance to grow, they prove themselves and often work very hard. Barriers also depend on the management you work with/for. Like for every other profession, your manager plays a vital role in your career growth.”

She adds, “I’ve worked in all the GCC countries. Some allow more opportunities for women to grow than others – in those places, women are empowered and authorities set KPIs for recruitment and growth.”

IN PRACTICE

Sujata Gupta Technical director, CKR Consulting Engineers Sujata Gupta began her career in 1990 in India as a design engineer, following which she moved to the Gulf in 1996. In 2003, she moved to Dubai, joining CKR as a project engineer and working on a number of projects, including phase three of the Madinat Jumeirah project. “I was based at the construction site full-time and was the only woman engineer on-site,” says Gupta.

Speaking about her experiences in the industry, Gupta highlights, “While looking for a job early in my career, one company told me that as policy they don’t hire women! The reasons were maternity leave, that women take leave more often and cannot work late shifts.

Thankfully, the industry has evolved but there are still biases.”

Discussing the lack of diversity, she comments, “When I first started in

construction, nine times out of 10 I was the only female in the room. The first two companies I joined, I was the first woman engineer in the company.”

Gupta believes that universities are playing a role in increasing diversity and can continue to do so by arranging training and internships as part of their curriculum. She recommends institutions also consider site visits, to expose students to design and construction activities.

She says attaining senior positions is a challenge and points to mentoring as a way to tackle the issue.

“Executives should make themselves more available to individuals who would not necessarily be considered the typical player in construction.

Role models are very important.”

Sujitha Harigovindan Senior structural engineer, Ted Jacob Engineering Group With over 22 years of experience in project engineering and structural design, Sujitha Harigovindan has worked on an incredible portfolio of projects, including the Burj Al Arab, ADNEC Capital Gate Phase 3 and Dubai Tower Doha, and is currently working on the upcoming Deira Islands Mall.

Explaining the draw of the construction industry, Harigovindan comments, “I always wanted to work in a profession where no two days are the same. This is the only industry where we learn something new every day. It is the most flexible profession, one that can take you to any part of the world.”

While challenges for women do exist in the industry, she believes the

industry is still one of the best in terms of opportunities for career growth. She points out that demonstrating your potential is key.

Discussing the challenges and barriers women face, she says, “The only barrier is the perception that women can’t work or deal with stressful situations on-site or harsh environments. My experience is that sound knowledge, a high energy level and being a team player can overcome these issues.”

She believes that the industry has to focus on providing better incentives to attract women, and believes that mentoring can play a massive part in increasing diversity.

“Mentoring young women as part of their education and exposing them to the right role models will make sure that no gender disparity can exist. All it takes is the willingness and determination to excel.”

APRIL 2018 29

ADVERTORIAL

COMPANY PROFILE

50 Years of Pace

Since its early days, Kuwait-based Pace has become one of the most trusted multidisciplinary firms in the region

In 1968, renowned Kuwaiti architect and master planner Hamid Abdul Salam Shuaib embarked upon an ambitious quest to play an integral part in the country’s transformation.

Kuwait was going through major changes, and this is when Hamid Shuaib founded a consultancy with his partners, one that would become a leading contributor to the development of urban planning and give the country its best architecture, with the highest standards of design excellence.

Right from its early days, Pace focused on designing iconic structures, but the firm also worked persistently on creating a pool of talent. This was achieved by attracting great quality staff from across the world and by fostering a creative mindset among graduates.

Pace started big in the ‘60s and was entrusted by many prominent clients to take on diverse, high-profile projects. The firm’s 30 APRIL 2018

earliest projects include the first Al-Ahli Bank of Kuwait HQ, Kuwait Shipping Company HQ and the Kuwait Aviation Fuelling Company.

In the ‘70s, Pace undertook one of the largest high-rise projects of the time, the Public Institute for Social Security. Its architecture and interior design combined traditional Kuwaiti elements with modern influence. Pace also designed and delivered the Hilton brand in Kuwait, the Safir Hotel.

In the ‘80s and ‘90s, Pace continued to see significant growth and delivered iconic projects across the GCC. Tarek Shuaib Taking Over

Tarek Shuaib, Pace’s current CEO – and son of the renowned architect who founded the firm – was introduced to architectural excellence from an early age. Choosing to build upon that legacy, he pursued his career

in the industry, earning a master’s degree in Architecture from Washington University. He started his professional career at Pace in 1988, becoming a PM in less than five years. Five years later, he became a partner.

As a design principal and visionary, Tarek has been successful at identifying emerging trends and adapting his firm’s approach to clients’ needs. Using over 30 years of experience, he became an instrumental force in bringing Pace to the future, fiercely spearheading the firm’s growth into a contemporary multidisciplinary consultancy that continued to shape Kuwait’s landscape.

Tarek strives to ensure that projects adhere to the highest standards of design, quality, timely delivery, safety, value and cost-effectiveness.

Under his leadership, the company went through a rebranding in 2011, changing its trade name and logo from Pan Arab Consulting Engineers to Pace.

ADVERTORIAL

Twenty-first Century Pace

The Pace Edge

Pace was ushered into the 21st century as a strong market leader with a rich portfolio of world-class projects that attracted an even wider range of public and private sector clients.

Projects undertaken and delivered by Pace in Kuwait circa 2000-2010 include Arraya Centre and office tower and the Avenues Mall (Phases I & II). Others across Africa include the Ayos Bonis Road in Cameroon, the Baku Bypass in Azerbaijan, the Gore Gambela Road Upgrade in Ethiopia and a mega central power plant in Mali.

Today, Pace’s portfolio totals about 2,000 commercial, governmental, residential, recreational and educational projects in Kuwait and beyond. Its landmark projects are now recognised elements of Kuwait’s skyline.

Some of the projects have even been featured on postage stamps and the Kuwaiti currency.

Recent mega projects are the Jahra and Farwaniya Courts Complex, the Jahra Road and Jamal Abdul Nasser Street Developments, the Central Bank of Kuwait and the New Jahra Hospital. Pace’s JV with Gensler also delivered the final phase of the Avenues Mall on 22 March, 2018. The Avenues is Pace’s most prominent retail project and one of the largest shopping and leisure centres in the GCC.

The consultancy’s team consists of more than 750 professionals whose knowledge ranges from interior design to landscape architecture, graphic design and transport engineering. This sets the firm apart from its competitors.

As a multidisciplinary, Pace offers cohesion, with the full team under one roof, communicating inter-departmentally from the very beginning for a smooth work flow that can solve problems quickly and effectively.

Through integrating its services, Pace makes sure it is always able to meet or exceed clients’ expectations. We are the only architecture and engineering firm that has worked for all the blue-chip real estate developers in Kuwait.

Pace also has a proud record as an early adopter of advanced technologies and construction methodologies, which has led to clients benefiting from improved efficiencies, reduced environmental impact and savings in operational and management costs.

Evolution

Over time, Pace has chosen to evolve with sound financial and business practices in place, working with strong and farsighted clients who acknowledge the quality of services delivered. Unlike other over-ambitious firms,

Pace takes a more cautious, pragmatic and realistic approach to growth, while delivering its customers’ vision consistently well.

Accordingly, Pace has been able to establish and successfully maintain liaisons with clients and partners for over 25 years, incorporating its values of trust, integrity, creativity and reliability. Also maintaining the ‘family business’ environment that was instilled since 1968 by Hamed Shuaib.

Pace International

Pace has an international division with multiple regional offices and branches, delivering a myriad of projects across Africa, the Middle East, Europe and Asia.

Currently, there is a major focus on the Riyadh office in Saudi Arabia, which is handling a number of large-scale projects such as the Noura Centre and the Riyadh Metro.

Awards

Pace projects continue to draw success, with global recognition and awards for the Grand Mosque Renovation, the Central Bank of Kuwait, the Jahra and Farwaniya Courts Complex, the New Maternity Hospital, the new Kuwait University Campus Administration Buildings and Avenues Mall.

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in practice

“the key to staying within budget is to understand the intent of the project and bring it to reality from the very first step.

Setting realistic project goals and sharpening the scope of your project can prevent major constraints later on�

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in practice

inSightS

eyes on the prize Middle East Consultant talks to four project managers about the challenges they face and their approach to fast-tracked projects, constrained budgets and setbacks roject managers (PM) are the equivalent of conductors in an orchestra. In the same way that conductors unite the orchestra and shape the final sound, project managers play a critical part in the construction process, regardless of whether the project in question is a small structure, a skyscraper or a mixed-use mega project.

PMs have to work with project owners, clients, contractors and other stakeholders and are ultimately responsible for controlling and delivering projects on schedule and within budget, while maintaining safety and the desired level of quality. Of course, unlike orchestra conductors, PMs don’t really have the opportunity to rehearse the project before getting to work and instead have to rely on their experience and skills to plan, manage the build and deliver the project.

It’s an intensive and gruelling process and multiple factors can seriously impact a project, particularly in fast-paced and vibrant construction sectors such as those seen in the GCC. “Time constraints are a reality in all projects. Dividing the entire schedule into small achievable milestones helps to track and ensure that the project is proceeding in the correct direction and at the right pace. Project risk workshops where mitigation and recovery plans are formulated should be carried out regularly to forecast issues potentially leading to delays, so that advance mitigation or alternative plans may be implemented,” explains Lay Kiat Neo, project manager at Faithful+Gould.

Speaking about the importance of clear communications, she says, “Vague instructions can create confusion and a misalignment of expectations between contractors and stakeholders, creating misunderstandings and possible reworks. To avoid miscommunications, I prefer face-to-face conversations (or a phone call at the very least) to explain what is needed.

By having these interactions, I can tell from their voice or body language if they understand me and if they will carry out the tasks as required.

Understanding the actual timeline and commitment level will allow me to better plan the schedule and manage the clients.”

Additionally, she points out that it’s key to have the employer’s requirements right from the start. “These requirements are needed at the beginning of the project, and ideally they should be aligned with the available budget before the commencement of the project. However, it is common that the client’s requirements are fluid and change multiple times during the project. This can impact the overall programme and cost, due to rework.”

“However, this could be minimised if all stakeholders can be identified at the beginning of the project and their requirements are captured, agreed and signed off upon. Intermediate stage approvals for design/construction could also provide opportunities for the stakeholders to see what they will be getting and to provide comments along the way, instead of a flat rejection right at completion, which would be catastrophic!”

Stephanie Bache, programme manager at Parsons, adds, “The first challenge is aligning client and team expectations, which starts in the tender phase and extends through project commissioning. We address this through consistent and clear communication. The second is managing swings in the team’s workload, as projects seem to ramp up and wind down concurrently. We address these swings by phasing work (prioritising tasks with the client) and by communicating among the PMs. The third challenge is stakeholder approvals, which throughout our industry is a global challenge, not just in Dubai. We overcome this challenge by building relationships with stakeholders so that the team is aware of changing requirements and can quickly adapt.” aiming for 2020

In a bid to capitalise on mega events such as Expo 2020, an increasing number of clients and project owners are fast-tracking projects in Dubai.

Sandra Santamarina, senior architect at Godwin Austen Johnson (GAJ), comments, “There is a big push to have many projects here in Dubai finished in time for Expo 2020, but if the timeframe is not viable, it simply won’t happen. Fast-tracking is risky and there are many who apriL 2018 33

in practice

01 Lay Kiat neo is a project manager at Faithful+gould.

02 Stephanie Bache is a

believe that such scheduling may actually incur more changes, leading to delays and increased costs of change.”

She states that some of the risk can be reduced, however: “Planning ahead and setting realistic milestones with reviews along the way can help mitigate costs and delays. By overlapping design and construction so they run simultaneously, the fast-track method can be one of the ways to reduce project time quite significantly.”

Mariam Kamel, senior project manager at Al Tayer Stocks, agrees and elaborates.

“Successful fast-tracking is the result of a proper team approach. Fast-tracking needs quick turnaround from the 01 design team along with the ability to accept changes to better the timeframes. Fast-tracking also needs the input of an experienced and reputed contractor who can flag the risks up front to enable mitigation and who has the support of the supply chain. Also, the PM needs to follow up with the client to ensure that any decisions or paperwork are issued in a timely manner.”

Parsons’ Bache agrees with Kamel and Santamarina, saying, “I agree that most current projects seem to be on the fast-track route. Regarding the impacts of fast-tracking, aligning client and team expectations is critical because misunderstandings early on can have ripple effects on the delivery. Doing this involves focused scope meetings at the beginning of the project and developing responsibility matrices to clarify roles.”

“I also like the zipper approach to management, which is where different members of our team interact with client members at different levels in the respective organisations. I find that this effectively expedites information exchange, as long as it is coupled with consistent team communication, documentation and the control of data,” Bache adds.

programme manager at parsons.

03 Sandra Santamarina is a senior architect at godwin austen Johnson.

Budget concerns

Constrained project budgets coupled with accelerated timelines means there’s little to no room for error on regional projects. As a result, PMs have to be at the top of their game to ensure that construction goes to plan. Identifying risks ahead of time is critical, says Faithful+Gould’s Neo. “For every project, risk management is critical and fundamental to ensure that schedule, cost, quality, etc are monitored and mitigation plans can be formulated in advance, should any risks become an issue. Identifying potential risks ahead of time means that the project team is better prepared and can react faster to a problem because the brainstorming, exploring of various options and formulation of the ideal mitigation and recovery plans have already been done beforehand. Since additional time is not wasted on exploring options during actual problem solving, the time saved would be invaluable in reducing the delay to the project and be better utilised to ensure the quality of the mitigation actions.”

GAJ’s Santamarina responds, “The key to staying within budget is to understand the intent of the project and bring it to reality from the very first step. Setting realistic project goals and sharpening the scope of your project can prevent major constraints later on. We also need to determine where the money should be spent, and re-evaluating at each of the milestones will allow PMs to assess the allocation and its feasibility.”

Parsons’ Bache says her organisation relies on robust quality assurance and a quality control programme to keep things in check and make sure

“time constraints are a reality in all projects. Dividing the entire schedule into small achievable milestones helps to track and ensure that the project is proceeding in the correct direction and at the right pace” 34 apriL 2018

in practice

clients are aware of the repercussions of their decisions. “Regular design updates with the client are critical. The proper documentation of design decisions and changes is part of our quality programme. I believe in maintaining action items and decision logs. Revisiting initial decisions always costs more money and is detrimental to other phases of a project.

Clients certainly have the prerogative to change their minds, but they must understand the impact to the project.”

Al Tayer Stocks’ Kamel reveals that the right partners are critical to ensure success when budgets are constrained. “The equation of time, budget and quality is a fine balance and needs a lot of experience to ensure the right output is achieved. It all starts with teaming up with the right partners. ‘Right’ in the sense of experience, financial stability and shared interest in quality and safety. This is followed by developing a detailed and sequenced project programme that gets distributed and followed by all stakeholders. From that programme, and based on team experience, a risk register log is developed and monitored on a weekly basis. This risk is covering both time and cost. The key to succeeding in achieving the balance is consistent monitoring and follow-up.” addressing issues

While PMs are meticulous in their plans and aim to predict or spot problems before they occur, problems are inevitable on projects. Dealing with them immediately and effectively is of the utmost importance.

Faithful+Gould’s NEO comments, “The project team needs to proactively come together and find out the real reason why the problem occurred. Options should then be explored and solutions presented to the client, at the same time advising them of how the various options impact the project. I think it is important not to sugar-coat the issue but to give a true account. Only with a true understanding of the issue can an effective mitigation and recovery plan be advised and implemented to quickly bring the project back on track.

However, I also think that there should first be a strong rapport already built between the

02

“the first challenge is aligning client and team expectations, which starts in the tender phase and extends through project commissioning” project team and the stakeholders before true honest communications can take place.”

Finding a solution rather than playing the blame game should be the focus when issues arise, advises Parsons’ Bache. “We focus on solutions, not on blame. If there is an issue, one-on-one discussions with both the client and key team members are necessary to frame and then isolate the problem. Once isolated, our goal is to focus the team on other tasks that can continue unaffected while the problem is solved.”

Al Tayer Stocks’ Kamel also warns that emotions should be left out of the equation. “If a problem occurs, it is very important for the team to restrict their emotions and avoid the blame game or finger pointing, because this gets all members on the defensive side and their focus turns to self-preservation rather than problem solving.

Most problems during the construction phase can be sorted out by enhanced engineering that can lead to creative solutions.” chasing a Moving target

Changing client requirements is another factor that project managers have to contend with. While this may have once been a rarity, each PM says it’s a given today and that considered action has to be taken to ensure a project stays on track.

“It is not unusual for clients to request changes once the work has started, in fact it is quite normal. Naturally, we apriL 2018 35

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have to consider the feasibility and scale to determine whether the changes can be incorporated without jeopardising the design or going off schedule. A good PM will have the knowledge and communication skills to develop strategies to accommodate them and minimise the impact to the time scheduled and keep the project on track,” GAJ’s Santamarina says.

Faithful+Gould’s Neo elaborates, “Most of the time, project owners know what they don’t want only after they have seen and touched what has been built! PMs then need to understand the changes, assess the associated impacts from the change (cost, programme, quality, outcome) 03 and advise project owners before implementing the change.

Project managers should also provide other options that aim to achieve the new change but at a lesser impact to original programme, cost and quality.

Based on the options, project owners can make an informed decision. When the expectations of the project owners have been managed with realistic impacts due to the changes they make at an advanced stage, the project could then be back on track with a mitigated impact.”

Al Tayer Stocks’ Kamel notes: “Client changes are a silent factor that can impact timeframe and quality if not managed properly. These changes can happen at the beginning of the project and they are mostly driven from value engineering requirements. Changes can be accommodated in the initial timeframe of the project, subject that deadlines are created and are followed in the decision-making process.”

She continues, “Client changes towards the end of the project are best addressed after the project is fully completed and handed over. They are then treated as day two works – although this may be disruptive to the client operations, it is the best proposal in terms of avoiding extension of times or accepting substandard quality.” evolving roles

The way PMs work on and deliver projects is evolving, thanks to new innovations such as BIM, AR and VR. PMs can work remotely and instantly communicate and address changes through the use of software.

“Our ever-improving electronic data management systems continue to make information exchange easier for project managers. We have 36 apriL 2018

become much more connected to the project with the advent of mobile phones and now smart phones, which allow us to provide direction from across the world. I think these communication devices will continue to improve our ability to manage data and produce deliverables. 3D modelling also helps clients and end users better visualise the future asset,” says Parsons’ Bache.

“As we become more efficient, our teams may get smaller. However, people management will always be part of being a construction project manager and the same challenges and rewards will continue to exist.”

Early PM engagement is also beginning to take hold in the region, with significant benefits. Al Tayer Stocks’ Kamel concludes: “Developers and owners who engage PMs early in the project tend to have an accurate budget and a more realistic timeframe for the full project duration. Also, having PMs involved will ensure that the right sequence is followed, which minimises surprises at later stages. For example, if a client wants to rent a new commercial office space to accommodate a certain number of employees, the project manager’s firm will be able to advise the client to take the first step before signing the lease. This step will be the validation of services and area to ensure that the proposed space will accommodate the desired number of employees. This will save the client both time and money in the event that a full design was done and then [it was] found that the rented space is not suitable.”

“By overlapping design and construction so they run simultaneously, the fast-track method can be one of the ways to reduce project time significantly”

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INTERvIEw

Smart Transportation Laurence Batlle, chairwoman of the executive board of RATP Dev, speaks to Jason Saundalkar about the role smart urban mobility can play in helping cities achieve their sustainable and smart ambitions stablished in 2002, RATP Dev is a subsidiary of the RATP Group. The firm’s mission is to develop, operate and maintain new transportation systems around the world, by drawing on the experience and knowhow of the RATP Group.

RATP Dev now operates across the Middle East, working on large-scale public transport systems and operations. Its experience spans metro, bus, tramway systems and other ancillary services, and it is keen to work on regional transportation projects through its regional headquarters in the UAE. The firm participated at Middle East Rail 2018, following which Middle East Consultant caught up with Laurence Batlle, chairwoman of the executive board of RATP Dev, to talk about how smart urban mobility solutions can help cities achieve their sustainable and smart ambitions.

How are smart cities such as Dubai adopting new urban mobility solutions?

Dubai has already emerged as a global hub sitting at the intersection of urban development, technology, data and mobility. Its success is very apparent in many fields, and perhaps especially with the award of World Expo 2020, where mobility is an essential element. Dubai is already innovating, rapidly supported by strategies for AI, IOT, data wealth, blockchain – and innovation itself.

The smart city combines the physical network – the integrated multimodal mobility solutions – and the digital network – the highspeed broadband network, which is the backbone of the digital experience. Together, they connect government, people, business and of course data. Access to mobility and a passenger-centric approach – 38 APRIL 2018

easy, accessible, safe, secure, comfortable, sustainable and affordable – is a major factor in determining the quality of urban life.

The smart city of Dubai is a great example of the adoption of world-class public transport development with a visionary approach.

The share of public transport in Dubai has risen from 6% in 2006 to 17% in 2017, and the Roads & Transport Authority (RTA) has set a target of 25% of all journeys to be driverless by 2030, in order to reduce congestion and carbon emissions. what challenges do smart cities face in rolling out smart mobility solutions?

The challenges and opportunities of the sustainable smart city are driving the transformation of the mobility industry and increasing the recognition that the future of urban public mobility innovation must be people-centric, technology-enabled, sustainable and inclusive.

In a visionary region that is pioneering ambitious smart cities on an unprecedented scale, the vision of the city planners must be matched by urban mobility companies, which are today facing a double challenge. The first challenge is to maintain existing legacy urban transport infrastructure, to optimise working lives. The second is to actually make exciting new urban mobility possibilities a reality in the smart city.

How can smart cities fully embrace and roll out mobility innovations on a wide scale?

Automated transport systems represent the future of transport across the globe. We see the impact of automation with new driverless metro infrastructure. By 2020, 75% of new metro systems will be driverless.

The RATP Group is a pioneer and a leader in automated metro lines.

It all began in Paris when Line 14, the world’s first high-capacity

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“The challenges and opportunities of the sustainable smart city are driving the transformation of the mobility industry and increasing the recognition that the future of urban public mobility innovation must be peoplecentric, technology-enabled, sustainable and inclusive�

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ON SITE

01 RATP DEv aims to boost economies and quality of life through the use of smart public transportation systems.

automated line, entered service in 1998. Passengers quickly appreciated the innovation, and the figures speak for themselves – the number of passengers taking Line 14 has risen in fifteen years from 100,000 to 700,000 passengers a day.

Greater punctuality and reliability, and the ability to adapt transport supply to demand instantaneously, are all reasons explaining the line’s success. The system’s multiple benefits prompted thinking to automate Line 1, the oldest and most heavily used in Paris. The project to automate Line 1, without any traffic interruption, was completed at the end of 2012.

02 As of today, we are still the only operator in the world that has automated an existing high-capacity metro line. what innovations in mobility have the potential to have a dramatic impact on the smart city transportation landscape?

We are seeing innovation in four principal areas: • Innovating in mobility technology and the impact of automation.

Automated transportation systems represent the future of transport across the globe and one exciting area is the fully autonomous vehicle.

• Innovating the passenger experience. Passengers’ needs and expectations are changing fast and the key is to understand and respond with new on-demand services.

• Innovating the start-up ecosystem. No one has a monopoly on innovation today and we really need to partner with the growing start-up ecosystem. The Dubai smart city accelerator is a great example of this.

• Innovating around data. Smarter cities are an opportunity to shape and build these new urban environments on the platforms of high-speed connectivity, driving big data analytics to model operational information and passenger movements to achieve optimum efficiency in tram services, for example.

Cities are changing, mobility is changing and passenger expectations are changing. This demands constant innovation. The digital transformation and disruption of public transport is putting 40 APRIL 2018

02 Laurence Batlle, chairwoman of the executive board of RATP Dev. 03 RATP (parent firm of RATP Dev) opened its first metro line in the French capital some 120 years ago, for the Paris world Fair on July 19, 1900.

the passenger at the heart of the mobility experience, with new innovation opportunities for everyone that is able to embrace them.

Mobility as a Service (MaaS) is the integration of various forms of transport services into a single mobility service, accessible on demand.

To meet a customer’s request, a MaaS operator facilitates a diverse menu of transport options: public transport, ride-, car- or bike-sharing, taxi or car rental/ lease, or a combination. For the user, MaaS can offer added value through use of a single point of entry to provide access to mobility, with a single payment channel instead of multiple ticketing and payment operations.

“The share of public transport in Dubai has risen from 6% in 2006 to 17% in 2017, and the Roads & Transport Authority (RTA) has set a target of 25% of all journeys to be driverless by 2030, in order to reduce congestion and carbon emissions”

on site

Measuring the performance of transportation projects is key to ensuring their immediate and future success. what should authorities look to measure?

The drive for mobility innovation is aimed at building the sustainable smart cities and communities of the future. This means that the work of mobility companies should not just be measured only in terms of kilometres or passenger numbers and travel times, but on the much broader impact they make on a community in three important areas – skills transfer and employment opportunities, social inclusion for staff and passengers, and social responsibility. what transport projects is RATP Dev working on in the GCC and the wider MENA region?

RATP Dev is active across the GCC and North Africa. We recently signed an agreement with Casa Transports (Casablanca Transportation Authority) to operate, maintain and develop the Casablanca tramway for a 12-year period, starting in December 2017.

RATP Dev subsidiary CASA TRAM opened Casablanca’s T1 tram in 2012 and has been the operator since opening, celebrating 100m passengers in 2016. The new agreement covers the commissioning, operation and maintenance of four new tram lines and two BRT

(rapid bus transport) routes, making it the most ambitious urban transportation project in Africa. The new agreement includes several different initiatives to enhance services, including a focus on innovation and training.

RATP Dev is proud to have earned the trust of Casa Transports, demonstrated by this new agreement for the operation of the Casablanca Tramway and the development of Africa’s largest multimodal urban mobility project. We are committed to meeting the needs of passengers in Casablanca and to supporting the shared goal of Casa Transports and the Kingdom of Morocco in developing world-class transportation systems to help boost the city’s appeal and international reputation.

RATP Dev and SAPTCO, through our joint venture, were awarded the contract by the ArRiyadh Development Authority (ADA) to mobilise, operate and maintain the future bus network in Riyadh, Saudi Arabia. The network will be operated initially using a fleet of around 1,000 vehicles and will include three BRT lines, 21 commuter lines and more than 60 feeder lines (permanent and transport on demand). These lines will be introduced into service in three phases and will ultimately ensure 90m kilometres annually, targeting to transport more than 100m passengers every year.

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INTERVIEW

Leading the Way KEO International Consultants’ president and CEO Donna Sultan is one of the construction industry’s best regarded executives. Here, she discusses her career, managing the multidisciplinary firm and future business opportunities with Jason Saundalkar uwait-based KEO International Consultants has over 50 years of experience and a vast portfolio of projects under its belt. The consultancy offers a wide range of services and has delivered projects in multiple sectors across the GCC and even as far away as Malaysia.

Since 1991, the firm has been led by Frenchwoman Donna Sultan. In 2016, Sultan was also named president of the consultancy, and today she is one of the best known and best regarded leaders in the GCC construction industry. Talking to Middle East Consultant about her time and career in the region, Sultan reveals that her original plan was for a short stay.

“I came to the Middle East in 1976 for what was meant to be a very short period. Instead, a series of unplanned and very interesting opportunities came up that diverted me onto a path of a professional career in the region that has continued for over 40 years.” Raised in Boston, Sultan is firmly entrenched in the region and thoroughly enjoys her life.

“There are so many positives about living and doing business in the region.

It’s a place with unparalleled hospitality that is so genuine and never fails to touch you by its generosity. Here, you are able to form lasting and loyal friendships; this also extends itself to a great culture of doing business that is all about respectful relationships.”

Sultan says she also enjoys the diverse experience of living in the region. “You’re in a great melting pot of people from around the globe that are part of your business environment. But, what really connected me to the region was being able to be part, in some way, of some of the largest and most important built infrastructure and development projects that have contributed to the growth of cities and nations during all these years of rapid growth.”

She has now worked at KEO for over 35 years, and as CEO for 27.

These are impressive stats which not only make her one of the longest

serving chief executives in the region’s construction industry but also a trailblazer for women in what is still a largely male-dominated industry.

Asked how she remains motivated and inspired, she says, “What inspires me is to somehow influence excellence in what we do in the delivery of projects, doing so through the talented people in the firm. I relish seeing people succeed and achieve. I work pretty hard to have the company be as well organised and well managed as possible.”

“What gives me the greatest sense of accomplishment is when people tell me that working in our company is a positive and rewarding experience. It is so important to me to get that kind of validation about the culture within KEO. Such feedback from past and present employees motivates me to rest assured that our mission continues, not just to be a company that reliably provides great professional services but one that has a soul and does not put its economic interests above all other priorities.”

Thanks to her lengthy career at KEO, she has seen the firm evolve.

Asked what her proudest achievement is, she says, “It’s a hard question to answer as I look back over the many decades with KEO. I guess for me the absolutely highest achievement is to have witnessed and been part of KEO becoming recognised on industry-respected lists, ranking us among the top firms in the core services we provide. When we first appeared in some of these international ranking lists, over 20 years ago, it was such a great feeling knowing our hard work and achievements were finally paying off. Now, it has become a norm to always be listed as one of the top-ranked design and project management firms consistently. It’s special for me to have seen KEO go from strength to strength as we have. It is a very tough industry, and it takes grit and hard work to succeed in it.”

“Great achievements that continue to make me proud are: seeing our fascinating projects coming to life; continuously gaining the trust and confidence of the clients we serve; expanding our services and revenue streams with sub-brands such as InSite, C-Quest, F&M+; and last but certainly not least, witnessing the increased market positioning of KEO as a globally recognised and award-winning multidisciplinary practice.”

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ON SITE 01 DAMAC Towers by Paramount Hotels & Resorts was designed by KEO.

Life at KEO

With well over 2,000 employees, 13 offices and multiple ongoing projects, Sultan’s responsibilities as president and CEO are immense but she says that she’s still able to maintain a healthy work-life balance.

“Fortunately for me, I am a very early riser, as in 4am. Part of my morning routine includes ‘me time’, which always consists of at least an hour of some form of passive or active exercise. Early mornings in GCC countries are pleasant, so whether I’m at home or on the road, heavy travel schedules being a constant in my job, I always manage to get out for early morning walks and jogs each 01 day, before the start of what are typically very long days. I am also an avid gardener and I find tremendous pleasure in making and watching things grow – that connection to nature is so important to me and is a great stress reliever.”

Asked what a typical day looks like at KEO, Sultan responds, “There is no typical day in our business, as anyone in our business would relate to.

The unexpected happens daily. Perhaps that is one of the things I do like about our business and my job – each day brings many complex challenges.”

With regard to what she enjoys and dislikes the most about her role, she explains, “What I enjoy the most is the focus on relationship building, whether with our clients or internally with my amazing management team and our exceptionally talented professionals. I enjoy the interactions with people, the regular interface of following up with staff on the progress

02 The Kuwait Investment Authority (KIA) HQ is a 220m-tall tower with 40 floors.

03 KEO was the supervising architect on the Louvre Abu Dhabi.

of strategies we have adopted or projects we are delivering. I also really like getting involved, when I can, in the creative process and being part of and participating in some of our large-scale planning projects.

I find the planning process fascinating, highly intellectual and challenging on so many different levels. I enjoy, when I can have the time, contributing and being part of a team effort.”

She continues, “The least favourite part of my job is probably related to the extraordinary time and effort one has to give to commercial matters of a large firm like ours. It is demanding, especially in these challenging times. Or perhaps the amount of travel the job requires, it is non-stop and requires that you pace yourself well.”

In terms of how she splits her time at KEO’s different offices, she responds, “I try my best to give all of our offices the attention and time needed. We try to leverage technology and advancements in communications to facilitate engagement across locations and offices. I am privileged to also have a supportive and highly skilled strategic leadership team that I can depend on and delegate to as needed.”

Business Overview

“What inspires me is to somehow influence excellence in what we do in the delivery of projects, doing so through the talented people in the firm” 44 APRIL 2018

Discussing how KEO faired in 2017 in the UAE, Sultan says the year was challenging for every firm in the regional construction industry. The impact of low oil prices and the dynamic political landscape had a dramatic effect on the market, but she says signs of recovery were seen in the last quarter of the year.

“Our expectations were for a tough first half of 2017 but with the view that there would be a release of funding, especially public, for projects around Q3. That was not realised, however, with further delays to projects having a ripple effect on procurement into Q4. The green shoots of recovery were starting to be seen, particularly towards the end of Q4.

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“We constantly review our gender-neutral policies and people practices to ensure that we continue to allow and support the inclusion and contribution of both women and men to the success of KEO” “We are hoping that the UAE economy will gain increased momentum in 2018 and are cautiously optimistic that the year will improve in terms of opportunities and revenue over 2017. Oil prices seem to be settling at a higher rate; the impact of VAT is yet to play out, particularly where resources are located outside the UAE. GDP levels of spending suggest a more positive 2018 and into 2019,” Sultan explains.

Highlighting the biggest challenges KEO has to contend with in the current landscape, Sultan comments, “In brief, our biggest challenges are sourcing and maintaining our great talent pools to meet increasing client expectations in an extremely competitive market. There is global competition for great talent and many growing markets are diverting talent away from the region. This has been exacerbated by the decreasing number of project opportunities that have been awarded or let out 02 for tender.” With regard to challenges specific to her role, she says, “My challenge is to take the right decisions to keep the firm financially viable, while not compromising quality of service. It has been a very tough time for all businesses navigating economic downturns and while many will say there is an upswing in our markets, the reality is that there remains strong competition for work and a marketplace that is very price-driven – too price-driven.

That worries me as a trend.

Clients risk a deterioration in quality of what is built in the future or face greater risks in project delivery if the squeeze on fees continues, particularly with consultants.”

While the market is competitive and fraught with other challenges, Sultan does sees opportunities for her firm and plans to focus on making

sure KEO stands out in the crowd. People are at the centre of her strategy.

“Our go-forward strategy for seeking and increasing opportunities is focused on our people and talent. The challenge, as I see it, is making sure that KEO stands out and is selected in this competitive market filled with good firms, each with very compelling portfolios. What value-add could we further expand upon that would translate to KEO upping its game?

Instead of retraction as a reaction to challenging economic times, we decided instead to infuse a radical strengthening of our talent leadership.

Over the past months, KEO has brought on board exceptionally talented leaders from our industry, each with a great reputation, to take on leadership of some of our key strategic technical divisions – people regarded highly for their talent and experience.”

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on site

She emphasises, “While price is a key factor in selections, clients also chose a firm because of the talent it has. One of our key strengths in KEO is the ability to adapt and respond to the changing needs of the client and the increasingly demanding conditions of the construction market. Our bold move of focusing on high-level, experienced leadership talent is both exciting and one of our best investments, while we seek to continue growing in all our markets.”

As part of its drive to attract talent, KEO continues to focus on the empowerment and development of female talent. The firm is committed to creating an environment that supports gender balance, inclusion and diversity. “In terms of further steps that the business plans to take to support diversity, we constantly review our gender-neutral policies and people practices to ensure that we continue to allow and support the inclusion and contribution of both women and men to the success of KEO. We demonstrate our commitment to our people by providing opportunities for our talent to develop through ongoing continued professional development, appraisal programmes, internal and external training courses, online development opportunities, sharing thought leadership at conferences and exhibitions, contributing to industry journals and in many other ways,” Sultan explains.

“Our internal ‘Women in KEO workgroup’ has a very strong focus on supporting women in our industry to maximise their potential and their valuable contribution in the workplace. We are also conscious that flexibility in working hours is required and our philosophy moving forward is to support that wherever possible.” The firm’s commitment to diversity extends beyond the office walls. “We have recently initiated a collaborative project with local schools in Abu Dhabi, to encourage girls and young women to explore the endless possibilities for women in the A&E sector. Our aim is to encourage the young generation of future 03

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professionals to challenge themselves by stepping into any arena they believe they would like to try and to have the courage and confidence to navigate the various successful careers available in the industry.”

Looking Ahead

As Dubai gears up for Expo 2020, it’s reasonable to expect that a number of projects – particularly those directly relating to or in support of the exhibition – will move forward. Beyond Expo, Sultan says it’s difficult to foresee how Dubai’s construction market will progress but reckons there will still be opportunities.

“Much depends on what external factors will be in play that will impact investments and further developments or the types of consumer or market demands faced. That said, it is a unique market that keeps moving with new projects and new investments. I believe that the Dubai construction market will remain active, albeit not at a level that it has seen in the past. There are also opportunities that might come through growing infrastructure capacity, as the city seeks to meet tourist demands and the growing population who come to work on a daily basis.”

Beyond Dubai, Sultan is bullish on Saudi Arabia. “KSA holds promise with its plans for a mega city (NEOM) and a mega resort, the Red Sea project. The sectors that will contribute to our business include national housing schemes, residential developments, mixed-use developments, hospitality, retail, transportation and municipal infrastructure schemes.”

KEO is also keen on markets outside the Middle East, with several potential target markets already identified. Sultan concludes, “We are actively looking at opportunities outside the region and we’ve already identified target markets in Africa and some European countries. There is significant GCC investment dollars going into those regions and we hope to follow those opportunities.”

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THE BACK PAGE

LAST WORD

01 Gesa Rohwedder is head of Hospitality at Drees & Sommer.

Revitalisation for Return on Investment Aging and non-compliant properties can be revitalised to maintain their return on investment, says Drees & Sommer’s Gesa Rohwedder

O

ver the last ten years there has been a 38% increase in hotels and hotel apartment buildings in Dubai, which has created a highly competitive space for developers. A continuous rise in building standards has also made it more difficult for older properties to remain attractive.

If developers, operators and landlords are to achieve consistent return on investment (ROI) from their older hotels, they must undergo revitalisation, ideally every 15 years.

Dubai currently has more than 500 hotels over ten years old, which has forced the issue of finding a solution to the emerging problem faced by owners of property depreciation and a reduction in ROI. What we are now seeing in the market is the fast depreciation of many of the hotels built during the downturn years, when costcutting was a way to complete projects with reduced budget. In fact, we now find more and more buildings are in dire need of fundamental repairs because of the low-quality materials used, built that way through commercial decisions at the time. Couple that with the astronomical growth across hospitality construction and we are left with a highly competitive field within which developers are required to constantly innovate to ensure ROI.

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48 APRIL 2018

Only 10% of buildings across the Middle East currently comply with the standard air leakage rate allowance. In addition, up to 20% of hotel rooms are unusable due to damage, usually structural or MEP-related. Statistics like this really make the consequences of poorly constructed properties hit home.

Revitalisation can resolve all these issues and return capabilities to acceptable ROIgeneration levels.

Another pressure on the hospitality industry we are seeing is a need to cater to a wider range of price points of both residents and visitors to the region. As population growth, urbanisation and tourism continue, there is a growing need for affordable options for middleincome guests. According to Euromonitor International in 2017, 20% of adults in the UAE accounted for ‘bottom-income’, while ‘top-income’ residents formed 32% of the country’s adult population, leaving a growing ‘middle-income’ group of 48%.

According to industry research, hotel construction contracts awarded during 2018 are expected to reach $14bn, with the UAE standing as the largest market. We expect to see the gap between luxury travellers and those travelling for experiential purposes increasingly satisfied.

Pace is a leading multidisciplinary consulting firm providing architecture, engineering and planning services to a wide range of clients. Our story goes back 50 years as one of the region’s leading consultancies operating internationally. Whether it’s the comfort for a new city, the detailed design of a rail network, managing the construction of a skyscraper or the improvement of a management process, we plan, design, manage and construct solutions.

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