Me Consultant December 2017

For the construction specialist

On Their A-Game Middle East Consultant honours the region’s top consultants and projects IN prAcTIcE

Delivering ‘experience design’ on built assets in the region

IN prAcTIcE

Designing Adidas’ new regional HQ in D3, Dubai

ON SITE

Managing expectations to manage risk on projects

ISSUE 043

December 2017 Publication licensed by Dubai Production City A product of Big Project Middle East

© 2017 LACASA Architects & Engineering Consultants All Rights Reserved

PRINCIPAL DESIGNER I’m Ihab Nayal and I am a

www.lacasa.ae

As a designer, I’m mainly drawn to Neomodernism, focusing more on the power of pure volumes, the masses and the abstract interplay between the different planes that make them. My designs at LACASA have always followed this approach. As consultants, our main goal is to tackle projects functionally and methodologically while ensuring that the function is addressed artistically.

I enjoy using tectonic elements to highlight the beauty of mathematical order… and the breaking of it.

Ihab Nayal

PRINCIPAL DESIGNER

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

06

07

10

12

24

28

32

34

36

40

Cavendish Maxwell’s Manika Dhama highlights key trends in Dubai’s residential real estate sector in 2017 10 anaLysIs

Faithful+Gould’s David Clifton and Donal O’Leary weigh in on how the Saudi market fared in Q3 12 fEatuRE

The third edition of the Middle East Consultant Awards welcomed nearly 300 professionals from across the GCC, and recognised winners across 18 different categories

In practice anaLysIs, InsIghts anD IntERVIEWs

24 IntERVIEW

We sit down with Jason Lewis, founder and CEO of Dubai-based LIMAH, to discuss his consultancy’s first decade, experience design and his plans for growth in the future 28 IntERVIEW

Perkins+Will’s Laila Al-Yousuf sheds light on her firm’s approach to designing the interior of Adidas’ new headquarters in D3, Dubai

On site CasE stuDIEs, OpInIOns anD snapshOts

34 OpInIOn pIECE

Managing expectations to manage project risk is a critical part of business, says Sesam Consultants’ Boris Ritter 36 nEWs

Godwin Austen Johnson hands over its latest educational project, the Sharjah English School 40 thE BaCk pagE

Well-designed hotel interiors are critical in the era of social media 2 DECEMBER 2017

Image courtesy of UN Studio

We nurture winning teams.

If you ask us what empowers us to deliver engineering solutions to landmark projects in 28 cities across 10 countries, the answer is: we nurture winning teams.

Our teams come from experience, from diversity, from values, from beliefs, from knowledge, from tenacity. At the heart of our work lies the belief that every project is as unique as our people are. They come with unique needs and unique attributes, thus demanding unique solutions.

Image courtesy of Killa Design

Want a winning team on your project?

Talk to us today.

DESIGN MEP

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Group EDITOR’S NOTE

MANAGING DIRECTOR RAZ ISLAM raz.islam@cpitrademedia.com +971 4 375 5471 EDITORIAL DIRECTOR VIJAYA CHERIAN vijaya.cherian@cpitrademedia.com +971 4 375 5713

Editorial

Bring on 2018 This is it, the last issue of Middle East Consultant for 2017 is in your hands. In just a few short weeks, we’ll welcome and celebrate a new year, and then - for a short time - continue to date everything as though it’s still 2017 (well, I will anyway...).

It’s hard to believe that 2017 is nearly at an end and looking back over the year, I think it’s fair to say that it was an interesting and challenging year for most of the players in the construction industry. Despite a positive start compared to the same period in 2016, the long summer which included Ramadan seemed to put the brakes on progress across all the GCC countries.

Thankfully, the industry perked up as temperatures started dropping, with new projects and contract awards being announced.

Looking at the market using the 2017 Middle East Consultant Awards as a reference point, I was encouraged with what I saw.

We welcomed a capacity crowd on the night of the awards (always a good sign) and there was serious vigor when it came to the nominations process itself. Receiving 140 nominations from consultants for their work on projects across the GCC in the last 12 months was a great result, and in talking to guests on the night, I got the sense that everyone was confident about 2018.

Much like 2017, I reckon that the next year will be an interesting one for the construction industry. As 2020 edges closer, there will no doubt be a lot of focus on making sure that the Expo site, infrastructure and surrounding areas offer a world class experience to visitors. This, in turn, means that consultants and contractors should start seeing projects awarded. And, as GCC countries continue the march away from their dependence on oil and look to further embrace alternative financing, I’m confident a number of new projects will come to light in 2018.

The introduction of VAT and its implications for the industry remains a question mark but my gut tells me that it will be a better year than 2017. Enjoy the issue and Happy New Year!

EDITOR JASoN SAuNdALkAR jason.s@cpitrademedia.com +971 4 375 5475 SUB EDITOR AELREd doYLE aelred.doyle@cpitrademedia.com

Advertising HEAD Of KEy PROJECTS ANdY PItoIS andy.pitois@cpitrademedia.com +44 7816 843 610 COMMERCIAL DIRECTOR JudE SLANN jude.slann@cpitrademedia.com +971 4 375 5714

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Jason Saundalkar Editor, Middle East Consultant 4 DECEMBER 2017

© Copyright 2017 CPI. All rights reserved. while the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

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ON TOPIC

MOST POPULAR

feATUReD

ReADeRS’ COMMeNTS

CONSTRUCTION

SUSTAINAbILITy ON THe RISe

Arabtec eyes outsourcing to reduce overheads

Congratulations on hosting the 2017 edition of the Middle East Consultant Awards! I was reading the news story you shared about the winning companies this year, and the DEWA Solar Innovation Centre project caught my eye.

I have to admit that I was not aware of this project but now, having read about it on DEWA’s website, I was very impressed with what I saw. The structure looks unlike any other building we have in the UAE, and the sustainable elements it is equipped with are amazing. I am proud that the authorities in Dubai are rolling out initiatives like this and I hope that this project helps to inspire other companies and government authorities in the region to push their sustainable agendas.

At the same time, I also believe that, globally, we are still only scratching the surface of sustainability, through the use of innovative new solutions and technology.

There are technologies such as self-cleaning glass and much more in the works that will help us to be even more sustainable across our cities and especially in the Middle East, where cleaning buildings requires the use of manpower, water and other resources.

Personally, I can’t wait to see what the future holds.

CONSULTANT

ME Consultant Awards 2017 winners announced

In pictures: Site visit to Sobha Hartland project, Dubai

CONSTRUCTION

Work starts on $380m Abu Dhabi mall

CONSTRUCTION

Arabtec unit wins $259m contract for Emaar’s Forte

CONSULTANT

Araco wins contract for $20m tower in Barsha Heights

6 DECEMBER 2017

Video: Introducing the new Cat 745 Articulated Truck

Name supplied, via email

ON TOPIC

ANALYSIS

Dubai 2017: A Year in Review Cavendish Maxwell’s Manika Dhama summarises key trends in Dubai’s 2017 residential real estate market

T

he Dubai residential real estate market has seen a drastic shift in 2017 towards demand for off-plan properties and lower-price units and an upsurge in all transactions.

According to the Dubai Land Department (DLD), over 50,000 transactions were completed from January to September. Other key factors that have affected the real estate market in 2017 include offplan supply, innovative payment plans and changes in rental agreements.

Off-plan sales, in particular off-plan apartments, have led the way this year. Off-plan sales have accounted for 68% of total transactions thus far in 2017, with 80% apartment sales. Off-plan apartment sales since the first of October are most prominent in Al Furjan, Business Bay

and Jumeirah Village Circle, whereas most off-plan villa/townhouse transactions are in Serena, Mohammed bin Rashid City (MBR) and Town Square.

Off-plan units are typically smaller than those in the secondary market, as they are more efficient with their unit sizes in areas such as Mira.

With smaller units, developers have been able to enter the lower-price end of the market, which in turn has enticed first-time buyers. These make up a large proportion of off-plan buyers, due to the lower cost and attractive payment plans offered from some developers. Banks have also begun reacting to this trend by offering innovative new mortgage products, contributing to increased activity in this buyer segment.

DECEMBER 2017 7

ON TOPIC

Dubai Apartment Off-Plan Sales (Q4 2017) 250

200

150

100

There was a significant uptick in off-plan sales throughout 2017 – increased activity in the first half of this year principally resulted from lower-price inventory entering the market. Attractive payment plans also contributed to this trend, as they allowed a whole new set of buyers to enter the market.

Developers have also restructured their payment plans this year, so that a larger proportion of the property price is paid upon completion, such as 25% or 40% upon purchase and 75% and 60% paid upon completion. This means a smaller proportion of customers’ payments are tied to the project during the period of construction and there is greater flexibility in managing the property purchase.

Dubai Apartment Sales (January 2016 - November 2017)

Mudon

Al Barari

Dubai Studio City

Dubai Industrial City

Meydan City

Culture Village

Al Sufouh

DuBiotech

The Hills

Living Legends

JBR

Dubai Silicon Oasis

Jumeirah

Jumeirah Lakes Towers

IMPZ

Meydan One

Bluewaters Island

Jumeirah Golf Estates

Arjan

Payment Plans

Al Quoz

International City

Damac Hills

Palm Jumeirah

Dubai Marina

Liwan

Jumeirah Village Triangle

Dubai Sports City

Downtown Burj Khalifa

The Lagoons

Town Square

Downtown Jebel Ali

Dubai World Central

Dubai Healthcare City

Mohammed Bin Rashid City

Jumeirah Village Circle

Al Furjan

Business Bay

50

Over the past 12 months, there has been a notable downward trend in key communities in Dubai. Prices in established communities with limited upcoming supply have held stronger than emerging locations, even as marginal price declines continued in Q3. According to the Property Monitor Index, the 12-month change in prices for key communities in Dubai registered marginal declines of 1.2% for apartments and 1.4% for villas/townhouses as of September.

For new stock entering the market, in order to prevent declines, developers need to strongly consider factors such as proximity to the central business district, social infrastructure like schools and supermarkets, and build quality. The developer’s track record will also

Sales Volume (Secondary market transfers)

Sales Volume (Off-plan)

2000

1500

8 DECEMBER 2016

Nov 17

Oct 17

Sep 17

Aug 17

July 17

June 17

May 17

Apr 17

Mar 17

Feb 17

Jan 17

Dec 16

Nov 16

Oct 16

Sep 16

Aug 16

July 16

June 16

May 16

Apr 16

Mar 16

Feb 16

Jan 16

500

Source: PropertyMonitor.ae

1000

ON TOPIC

Apartment Cheques (Q4 2017)

Dubai Villa/Townhouse Off-Plan Sales (Q4 2017)

70 60 50 40 30 20

Palm Jumeirah

Jumeirah Village Triangle

Jumeirah Village Circle

Arabian Ranches 2

Living Legends

Al Quoz

Reem (Mira)

Villanova

Dubai World Central

Town Square

Mohammed Bin Rashid City

Serena

10

1 cheque

3 cheques

8 cheques

2 cheques

4 cheques

12 cheques

6 cheques

“Prices in established communities with limited upcoming supply have held stronger than emerging locations, even as marginal price declines continued in Q3” continue to play a larger role in maintaining price levels in the Dubai residential market.

Declines have been pronounced in the rental market as well as in the sales market. Rental declines over the past 12 months average 2.8% for apartments and 3.5% for villas/townhouses, according to the Property Monitor Index. This is due to a combination of factors, including new project handovers, especially of lower-price inventory, as well as readjustment of salaries and job losses in some key sectors. In response, to limit void periods on their properties, landlords have begun offering incentives such as first month rent-free, as well as the option to pay through multiple cheques.

cheques. The market is shifting to four cheques as the norm, and as more supply hits the market, this trend will continue and we will most likely see the number of cheques increase to six or even twelve.

For example, the number of cheques in Business Bay has increased, compared to what was a typical one-cheque system. Two and three cheques make up 60% of rental contracts, with four cheques covering 23%. One-cheque rental agreements make up only 7% of agreements in Business Bay. This trend started to gain traction in Q1 2017, which correlates to new supply coming online. However, the trend is also seen in central locations such as The Springs and Dubai Marina. Since Q1, more than 50% of rental contracts negotiated in The Springs and more than 40% in Dubai Marina have been negotiated with four cheques.

Rental Cheques

On the rental side of the market, there has also been a shift in power from landlord to tenant. Where most landlords used to dictate tenancy agreements and payment terms, they have had to be more flexible due to the abundance of supply in the market.

According to Property Monitor’s database of rental contracts from agencies across Dubai, 29% of apartment rental contracts agreed in September 2017 were with one cheque, whereas 45% were with four cheques. In July 2017, 40% were with one cheque whereas 43% were agreed with four cheques. If we compare this to July 2016, 66% of agreed rental contracts were with one cheque and only 4% were with four

Occupancy Risk

Occupancy risk is still a cause for concern for owners/landlords as we close 2017. Occupancy rates are still a struggle, more so for larger units such as four- and five-bed villa/townhouses. The main cause for this can be associated with senior executives. Companies in the region have become stricter with the packages they are offering, including restraints on housing allowances. Due to these constraints, traditional tenants for the larger units are opting for smaller units which cost less. Occupancy pressure on the secondary market is also far more prominent, as off-plan units tend to be smaller.

DECEMBER 2016 9

ON TOPIC

ANALYSIS

Kingdom in the Limelight Faithful+Gould’s David Clifton and Donal O’Leary discuss the Q3 Saudi market

O

il prices are now seemingly range-bound and compliance with OPEC cuts is currently holding and looking to be extended, meaning KSA’s ability to forecast its budget has more certainty – though US export spikes could yet add some volatility. The 2017 break-even of $51/barrel looks highly likely to be achieved.

However, because KSA has weathered some of the most significant cuts in production, revenues have been impacted significantly; even though the barrel price has been supported, the deficit target could still be overshot. With the IMF recommending a tapering of spending and subsidy cuts, gradual increases in investment are expected.

With Q3 incorporating the quiet summer period, the contraction of the construction industry continued. The status quo continues to be one of struggle, as troubled Saudi Oger, the country’s second largest contractor, finally closed its doors. Supply chains are also shedding employees as backlogs shrink, and the market needs to move into growth to ensure it retains the capacity to deliver future works.

As evidence of change in the government sector continues, green shoots can be seen moving into 2018 onwards, as privatisation and alternative financing models are being rolled out across the Kingdom.

The early adopters will be joined by all sectors, including health, education and housing. Regionally and internationally, financial

“Alternative funding should start to come through the system – and with impending taxation, inflation is expected to return in 2018 as suppliers have to raise prices for tax and the long-term nature of PPP requires risk pricing” 10 DECEMBER 2017

ON TOPIC

Saudi Arabia GDP, 2007-2017 (US$ billion) 800 700 600 500 400 300 200 100

07

08

09

10

11

12

13

14

15

16

17

Average Rebar Price, Oct 2016-Sep 2017 (SAR/tonne) 2100

1900

1700

1500

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Saudi Arabia General Inflation, Oct 2016-Aug 2017 3

2

Source: Faithful+Gould

1

0

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

institutions are seemingly keen on engaging in these models, and we expect to see a significant raft of deals in the coming 24 months as the Kingdom continues to reprioritise socially important schemes and those which enable economic diversification.

There has been significant fiscal movement at government level, with a further bond issuance of $12.5bn. With high levels of global liquidity, more should be expected in the near term, as funding diversification continues apace.

However, the fact that financial markets have capital isn’t having an impact on the ground, as projects struggle for funding and banks are averse to the current risk models, preferring to focus on state and high-grade corporate debt. This has been compounded in the short term by the (much needed) changes being implemented with ministries and government companies, and the reprioritisation of the project pipeline, which has already seen nearly $200bn move out of the pipeline over the last year.

2017 construction to date has been affected by a deflationary cycle matched in the wider economy. Alternative funding should start to come through the system – and with impending taxation, inflation is expected to return in 2018 as suppliers have to raise prices for tax and the long-term nature of PPP requires risk pricing. However, the underlying inflation is likely to be subdued during the course of 2018, and with the imminent amendment of the National Transformation Plan (NTP), there is some uncertainty of what NTP 2.0 will do and the outlook for the market.

With comparative under-investment regionally across the oil & gas infrastructure sector, we expect the coming 12-18 months to start seeing a pick-up in investment, as both government companies and their major international oil partners begin the process of overhauling current assets and redeploying capital to new developments.

Combined with the PPP drive in the Kingdom, this should mean the end of the current slump in trading conditions from H2 2018 and onward. There are currently few mega projects making it to award to support the market, and with less than a quarter to go in 2017, the industry needs work to flow through to support the large supply chain.

Through the first three quarters of 2017, there have been some signs of awards in the Kingdom starting to recover. Q1 saw a significant start to the year, which tailed off during Q2 and Q3. Where we expected a relatively quiet summer, the total quantum of awards in 2017 has drifted away from expectations, with Q1 offering $11bn but total year-to-date coming in at just under $18bn.

It is unlikely, unless major schemes move forward swiftly, that estimates for the year will be achieved. Looking forward to 2018, we’ve seen alternative financing arrangements in the Kingdom and there is appetite for a variety of schemes that consortia are pricing now. The reprioritisation of schemes in the government pipeline has taken longer than expected, although it seems this process (while continually ongoing) is starting to have an impact.

DECEMBER 2017 11

ON SITE

Mec AWARdS 2017

Their Finest Hour Middle East Consultant recognises the Middle East region’s top personalities, projects and consultants

T

he most successful edition yet of the Middle East Consultant Awards took place on November 7 at the Ritz-Carlton Dubai, Jumeirah Beach Residence. The third edition recognised excellence across 18 categories and welcomed nearly 300 professionals from consultancies across the region.

This year’s 140 nominations were judged by well-known personalities from within the construction industry, including Craig Ross, partner and head of project and building consultancy at Cavendish Maxwell; Emad Jaber, managing partner of LACASA; Kez Taylor, CEO of ALEC; Simon Collard, managing consultant at HKA; Robert Marinelli, GM – Construction at Airolink; Zhu Jianchao, vice president and chief engineer at China State Construction Engineering Corporation; Gavin Davids, group editor at CPI Trade Media; and Middle East Consultant editor Jason Saundalkar.

“The 2017 edition of the Middle East Consultant Awards is our best yet! We had a full house on the night and received nearly double the number of nominations compared to 2016. We appreciated everyone’s passion in submitting nominations, and I offer my congratulations to all the winners and runner-ups,” said Raz Islam, publishing director, CPI Trade Media.

The 2017 Middle East Consultant Awards was sponsored by LACASA, Hill International, CKR Consulting Engineers, Cundall, DAR Engineering, iGuzzini, Nora, P&T Architects & Engineers, Seed Engineering Consultants, Tremco Illbruck, Voestapline Metsec, WSP, AECOM, Faithful+Gould, Cavendish Maxwell, CIOB and RICS. Gold Sponsors

12 deceMBeR 2017

Networking Sponsors

Social Media Sponsor

Supporting Partners

Silver Sponsors

deceMBeR 2017 13

ON SITE

Female Executive of the Year Nominees: • Caroline Parsons – WSP • Engi Jaber – Dewan Architects + Engineers • Farah Kurdi – AECOM Winner: Farah Kurdi – AECOM

Me consultant’s Rising Star of the Year Nominees: • Phillipa Grant – AESG • Shyam Visavadia – Faithful+Gould • Zeina Doumet – BuroHappold Engineering Winner: Zeina Doumet – BuroHappold Engineering

The Rising Star of the Year award recognises a young construction professional that’s making a name for themselves within their organisation and the broader industry in the region.

Candidates in this category have distinguished themselves through their can-do attitude and exemplary work.

This was a tough category to judge because in addition to receiving 18 nominations, each candidate also stood out in their own unique way. However, BuroHappold’s Zeina Doumet ultimately caught the attention of our panel of judges, thanks to her passion and expertise in structural engineering. Along 14 deceMBeR 2017

with working on four highprofile projects in the region, she also received sterling recommendations from her colleagues and clients.

“I’m excited, this is a great honour. My plan for next year is to keep doing what I do and look at ways that structural engineering can play a bigger role in moving our industry forwards, in terms of sustainability and other such forward-looking practices. It’s very exciting to be in this part of the world and work on the type of projects that I’ve been blessed to be a part of. I’m very excited and grateful for this recognition,” said Doumet.

The first of our new categories for the 2017 edition of our awards, this category honours a professional in a senior or leadership role within an organisation. In this role, they have played a significant part in their firm’s performance over the last 12 months, and in doing so, they have earned the admiration of colleagues and the trust of clients.

AECOM’s Farah Kurdi walked away with this award thanks to her immense experience, which includes over 16 years of practising portfolio and programme management, as well as project control management. She has

also worked with AECOM for the past four years on various multi-disciplinary projects, and was recently made responsible for a team of 97 professionals.

According to her colleagues, she also has a track record as an effective leader.

“I’m very happy to win this award, it is proof of just how much support I have from my team – I wouldn’t be here if not for the support of Riad Nashif and Iyad Sabouni. Looking ahead, I’m hoping that we have another nomination for AECOM for the Middle East Consultant Awards in 2018 and that we win once again. Thank you very much,” said Kurdi.

ON SITE

Workplace of the Year Nominees: • AESG • Killa Design • Perkins+Will Winner: AESG

Male Executive of the Year Nominees: • Dean McGrail – WSP • Ermis Marques – Aurecon • Saeed Alabbar – AESG Winner: Ermis Marques – Aurecon

Following on from the previous category, this award highlights industry veterans that represent the best and brightest in the region. Nominees in this field were required to hold a senior role within their organisation and serve as a pilot light for colleagues and clients.

We received several strong nominations, and after much deliberation, our panel of judges chose Ermis Marques for this award, thanks to his multi-pronged approach to Aurecon’s business. Under his stewardship, Aurecon has seen its profitability improve significantly. At the same time, Marques has also worked

tirelessly to ensure that his firm is among the most progressive, with a focus on values, ethics and diversity. One direct result of his strategy is the doubling of the number of women in leadership positions in his firm’s Middle East business.

“I am honoured to be chosen by my peers for this prestigious award. My vision is to make Aurecon’s Middle East business the global centre of engineering expertise for the world’s construction industry.

To do that, we are attracting the best talent and experience here to help our clients bring their biggest and boldest ideas to life,” said Marques.

This award highlights a consultancy that places employee satisfaction at the top of its agenda, and has thus built an excellent working environment. This category includes companies with topnotch training programmes and CSR initiatives, as well as fun-filled activities for its employees. This award also gives a nod to companies that are seen as employers of choice for professionals in the industry.

AESG proved that it was able to attract and hire the industry’s best talent, and demonstrated its commitment to staff by providing every staff member with a mentor as well as training opportunities. AESG

was also found to encourage and support its staff in the achievement of certificates and to make contributions to the wider industry.

“We are committed to attracting and retaining the very best talent in the region. Being recognised as the Workplace of the Year winner is very important to us, as we focus hard on creating a work environment for our consultants to thrive and make a positive change in the industry. We will continue moving forward in 2018, to not only be the consultancy of choice for clients but also to be the employer of choice for the best talent,” said Saeed Al Abbar, director at AESG.

deceMBeR 2017 15

ON SITE

Smart Project of the Year Nominees: • Motiongate Dubai – Aurecon • Office of the Future – Killa Design • MAF Indoor Pavilion – U+A Winner: Office of the Future – Killa Design

Technology Champion of the Year Nominees: • AECOM – Digital Mark-ups with Drawing Management Software • Cundall – Virtual Acoustic Reality • Faithful+Gould – Dynamic Insight Winner: AECOM – Digital Mark-ups with Drawing Management Software

This new category honours a consultant that has developed an in-house solution or taken advantage of a third-party solution to elevate its service offering to clients.

Each of the solutions that made our shortlist is unique and offers significant value, which meant our judges had their work cut out. In the end, however, Digital Mark-ups with Drawing Management Software by AECOM clinched the win, thanks to the vast benefits it offers, including enhanced collaboration on drawings, print cost savings and 16 deceMBeR 2017

an improvement in the overall quality of work, thanks to better transparency and accountability among relevant staff.

“We are very honoured to receive this award. This is about choosing the right tools for the benefit of our stakeholders and clients. I’m a technology nerd, as you’re aware, and we’re growing this initiative further. We first piloted this initiative in another country, and its use is now growing across the Middle East,” said Charles Dunk, associate director, Visualisation and Immersive Technology Group, UAE and Oman, AECOM.

This category shines a light on a smart project that set a new benchmark within the Middle East construction industry.

Here, our panel of judges were looking for projects that were delivered using modern building techniques and technologies, such as pre-fabricated pillars and walls, 3D printing technology, BIM and automation.

Located right in the centre of Dubai, the Office of the Future nominated by Killa Design was the clear winner, as it is the world’s first fully functional and permanently occupied 3D-printed building.

The 253sqm structure is in fact the home of the Dubai Future Foundation and serves as both

an exhibition space and an incubator for future emerging technologies in the city.

“It’s great that we’ve been recognised for doing something that is truly innovative. Frankly speaking, it was an impromptu project that we were requested to get involved with. Once that happened, we took up the challenge and worked closely with partners in China, as well as all over the world, to bring this smart project together very quickly. It’s obviously successful and, as you rightly said, it is actually the first occupied 3D-printed building in the world,” noted Shaun Killa, design partner at Killa Architectural Design.

ON SITE

Sustainable Project of the Year Nominees: • Marriott Diplomatic Quarter Hotel – Perkins+Will • DEWA Solar Innovation Centre – Ted Jacob Engineering Group • Swiss International School of Dubai – U+A Winner: DEWA Solar Innovation Centre – Ted Jacob Engineering Group

Sustainable Consultancy of the Year Nominees: • AESG • BuroHappold Engineering • Mott MacDonald Winner: AESG

Sustainability is a hot topic, and this category honours consultants that specialise in sustainable expertise. Here, our judges were looking for firms to demonstrate their abilities in incorporating sustainable materials, green building techniques and other such elements into projects, in an effort to reduce their impact on the environment.

AESG wowed our judges with its in-house team of specialists in sustainable design, environmental science, electrical energy and energy simulation, mechanical engineering, facade engineering, architecture and waste management design. By

using sustainable principles throughout these disciplines, the firm is able to take a holistic approach to ensure the efficient and effective achievement of sustainability targets.

“We’re pleased with this win and I think it’s a testament to the excellent work the team has been doing over the last 12 months. We’ve been working on some very exciting projects throughout the region, and working a lot with the government in terms of their sustainability regulations and some of the advancements coming forward, so this award means a lot to us,” said Saeed Al Abbar, director at AESG.

This award recognises projects that serve as green benchmarks for the construction industry.

Of the eight nominations we received, the three shortlisted projects showed the industry that it is possible to marry high-end developments to sustainable objectives.

The winning nomination, the DEWA Solar Innovation Centre by Ted Jacob Engineering Group, achieved LEED Platinum certification and boasts 100% self-solar shading, energy efficient lighting, rainwater harvesting and photovoltaics on the canopy

to supply the building with power. The project is even able to collect 100% of its greywater.

“We are excited to have won this award, and to be part of Dubai’s sustainable future.

The DEWA Solar Innovation Centre is proof of Dubai’s determination to become the benchmark of sustainability, and we are proud to be involved.

We are committed to being the leader in innovation and design of sustainable MEP strategies, and there will be more to come in the future,” said Gabriela Soto, commercial and bids managers, Ted Jacob Engineering Group.

deceMBeR 2017 17

ON SITE

cost consulting Company of the Year Nominees: • Currie & Brown • C-Quest • Omnium International Winner: Currie & Brown

Editor’s Choice Award Winner: dAR engineering

With this category, the editorial team behind Middle East Consultant honours a consultancy that has been featured in its prestigious publication within the last 12 months. To qualify for this award, the organisation in question had to demonstrate significant expertise in one or multiple disciplines, and have a consistent track record within the industry and with delivering projects to clients.

This particular category has no shortlists and is judged only by the Middle East Consultant editorial team.

Saudi-Arabia based DAR Engineering received the nod from the editors, due to its extensive work on multiple, high-profile projects in the GCC and beyond. The firm specialises in the power and healthcare sectors and has 18 deceMBeR 2017

several significant achievements in the last year.

In recent times, the consultancy has expanded its reach into the healthcare sector in Pakistan, and worked with the Infrastructure Development Authority of Punjab on two different projects. Within the same period, the firm has also worked on a number of different power generation projects in Saudi Arabia and Asia.

“We are very happy to receive this award from your magazine. It is proof of our recent efforts, and we are grateful to Middle East Consultant for the recognition. Winning awards like this helps to drive us towards the future and approach all the opportunities and challenges. It’s a great support to us and to our work,” said Sultan Saleh Al Sudais, GM of DAR Engineering.

This award acknowledges a company that has successfully achieved the best possible value for construction projects and has exhibited a depth of expertise in the field of quantity surveying and cost consulting in the Middle East.

All the nominees in this category showed an in-depth understanding of what it takes to make a project profitable and cost-effective for clients.

Currie & Brown received the award, however, as it has over 40 years of experience in the region and has worked on a diverse mix of projects in recent months, including Expo 2020 Dubai, Dubai World Central

airport, the Rove Hotels and Mohammed bin Rashid City in Dubai. The firm also maintains five offices across the GCC countries and has significant resources on the ground.

On winning the award, chief operating officer Simon Andrews noted: “We are delighted to be named Cost Consulting Company of the Year by Middle East Consultant.

In my humble opinion, this win is purely down to the consistent hard work put in by our staff across the Middle East, and we are glad that their commitment and first-class service is being recognised and celebrated within the profession.”

ON SITE

Lighting design Consultancy of the Year Nominees: • DPA Lighting Consultants • Nulty • Studio Lumen Lighting Design & Consultancy Winner: DPA Lighting Consultants

Urban Design & Landscaping Company of the Year Nominees: • ICON • InSite • Perkins+Will Winner: ICON

The companies shortlisted for this award showed the judges that they have a clear understanding of aesthetics, functionality and harmony.

In doing so, they could create distinctive spaces that will attract visitors and guests to developments for years to come.

This year’s winner is a homegrown operation with over 10 years under its belt. ICON’s portfolio includes some of the UAE’s most iconic projects, such as the Louvre Park, Sheikh Zayed Grand Mosque, the new Presidential Palace and the Abu Dhabi Corniche. The firm has

also grown significantly in the last year, going from 36 to 52 staff, signifying healthy business despite challenging market conditions in the region.

“It’s an amazing time for ICON, we’ve really done a lot in the last year. This is one of the best rewards for the team and for the hard and wonderful work that ICON has done.

Thank you very much Middle East Consultant for organising this ceremony, we’re looking forward to participating for many years to come,” said Abdul Hameed Arwani, executive manager, ICON.

This award honours firms that specialise in lighting design, a key component of any construction project. Here, we looked at consultants that delivered distinctive and impressive lighting solutions in the last 12 months. Our judges were keen to see evidence of the consultants’ skills and abilities, along with client references and notable examples of work.

With several strong submissions, DPA Lighting Consultants claimed the prize due to its impressive work on regional projects including Robinsons Dubai, Mint Leaf of London, Level Kids Dubai, Ramusake Dubai, Jumeirah

Al Nassem and the Executive Jet Terminal at Al Maktoum International Airport Dubai.

“We are very proud to win this award, it shows that we are a strong consultant in the region and recognises the hard work we’ve been doing over the years. As a company, we’re happy to be in the Middle East and working with other strong consultants on projects. As a lighting design consultant, we only contribute a small part of the work that goes into a project and we enjoy working with the MEPs, architects, interior designers and the clients,” said David McNeil, director, DPA Lighting Consultants.

deceMBeR 2017 19

ON SITE

Architectural Company of the Year Nominees: • FHSI Architects • Perkins+Will • U+A Winner: U+A

Project Management Company of the Year Nominees: • Faithful+Gould • Gleeds • JLL Winner: Faithful+Gould

Project managers are an essential and often underappreciated aspect of the construction process – they provide leadership, guidance and decisiveness in challenging situations, and they are often the conduit between those on-site and the client.

We received several strong nominations in this category, but Faithful+Gould walked away victorious, thanks to its significant regional presence and the fact that it has constantly aligned itself with market realities in a bid to deliver the best services to clients. In recent months, it has made a number of strategic appointments, 20 deceMBeR 2017

and in Saudi Arabia it is firmly entrenched with the movement towards PMOs. “This award is testament to the hard work and dedication of our teams who put the client at the heart of everything they do.

In 2018 we’ll continue to focus on technology – we’ve been investing in pioneering digital methods to improve all aspects of our service offering, and have now developed an entire suite of cloud-based products which will be rolled out across all our projects, to create better efficiencies and value to our clients,” said Campbell Gray, managing director – Middle East, Faithful+Gould.

The Architectural Company of the Year award celebrates and acknowledges a company for producing innovative and exciting architecture in the Middle East. Dubai alone is home to some of the most inspiring architecture on the planet, which meant the judges were looking for a truly exceptional firm with multiple projects under its belt.

U+A ultimately grabbed the award for the second year running for multiple reasons, including fulfilling commissions for highly prestigious projects in Dubai and across the region.

It combines expertise in architecture, interior design, landscape and urban planning,

and has bagged a number of projects in its recent history, including Emaar South Urbana III, Emaar Park Heights I, Deyaar Midtown and, of course, Marasi Business Bay. “It was an honour to be part of the Middle East Consultant Awards and to win the Architectural Company of the Year for the second time.

Being in this position certainly brings more responsibility to our design practice, to ensure we keep up with quality design in all the sectors. We are proud of our achievement and it is another wonderful recognition of everyone’s great efforts in U+A,” said Pedram Rad, managing director, U+A.

ON SITE

Structural engineering Company of the Year Nominees: • DeSimone Consulting Engineers • KEO International Consultants Winner: deSimone consulting engineers

MEP Engineering Company of the Year Nominees: • CKR Consulting Engineers • Consistent Engineering Consultants • Ramboll Middle East Winner: Ramboll Middle East

This award recognises a firm in the crucial field of mechanical, electrical and plumbing. This is one of the most challenging aspects of any project, and an MEP consultant has to be spoton when it comes to designing and executing these vital systems. For these reasons, it’s important to recognise that the three nominees are among the best in the business, trusted and respected by main consultants, developers and contractors.

We received several noteworthy nominations, but Ramboll Middle East grabbed the win thanks to its significant global and local experience.

The firm is more than capable

of taking on large-scale projects.

– in the last 12 months it has focused on Saudi Arabia and the UAE, and has been appointed to deliver its services on projects such as Jumeirah Gate, the Makers District in Abu Dhabi, the Jumeirah Bay Wellness Centre and various Emaar projects.

“It’s a great honour for us at Ramboll to win this prize. We pride ourselves on our skills in multi-discipline delivery, and I think this award is a recognition of that. As you can imagine, it’s always great to have recognition from the industry. Thank you,” said Robert Latham, director – Structures, Ramboll.

Nominees in this category have spent the last 12 months providing the most intelligent and innovative structural solutions to clients. With this award, Middle East Consultant recognises the professionalism and creativity of these organisations, and highlights their impact in shaping projects in the Middle East.

DeSimone Consulting Engineers has had a busy year in the Middle East and has seen its engineer headcount grow by 55% in the UAE since 2015.

Even more impressive is the fact that more than 50% of this company’s UAE workforce are women. This year’s winner has also done exemplary work on

multiple projects in the last 12 months, including the 64-storey Al Wasl Tower and the Sheikh Zayed Grand Mosque’s new Visitor Centre and Plaza. It is also perhaps best-known for its work on the Emirates Regent Pearl Hotel.

“We feel terrific, thank you so much. 2017 was a brilliant year and we are now looking forward to 2018. As I’m sure you know, this is our third consecutive win at your awards ceremony and we are very, very proud of this fantastic achievement, as well as of the work that we’ve delivered over the years,” said Ahmed Osman, managing principal, DeSimone Consulting Engineers.

deceMBeR 2017 21

ON SITE

Multi-Discipline Consulting Company of the Year Nominees: • AECOM • ARCADIS • Aurecon Winner: ARCADIS

Project of the Year Nominees: • Jumeirah Al-Naseem – Aurecon • Sheikh Khalifa bin Zayed Al Nahyan Mosque – ICON • Central Bank of Kuwait – Pace Winner: Central Bank of Kuwait – Pace

The Project of the Year Award recognises a consultant’s work on a project that has gained fame within the Middle East construction industry and beyond. The projects in this category serve as beacons, highlighting architectural design, construction engineering capabilities and, of course, sustainability. More than that, each project is a testament to the skills of the consultants behind it.

This was another highly competitive category – we received over 15 nominations this year, which meant the judges had to focus on each project’s standout details. In the end, it was the Central Bank of Kuwait by Pace that garnered 22 deceMBeR 2017

universal praise from all the judges. Designed to be an iconic, world-class building, the tower employed the most innovative building techniques and firmly embraced intelligent building concepts. While resolutely modern, the project still echoes traditional Kuwaiti architecture.

“Thank you very much for this award. We worked with HOK to deliver one of the most outstanding central banks in the world, and it’s already an icon of the Kuwait skyline and a great addition to the architecture of the region. We have a lot of plans for 2018, but our main focus will be to continue delivering goodquality buildings to our clients,” said Tarek Shuaib, managing partner, Pace.

This award recognises a firm that provides a variety of in-house services such as architecture, design, engineering and MEP to clients. Firms in this category have made a name for themselves by taking on complex and prestigious projects and delivering topquality results consistently.

ARCADIS, our winner for 2017, proved its mettle to the judges on multiple fronts but especially through its work on mega projects such as the Dubai Hills Estate Mall, the $6.8bn Security Forces Medical Centre in Riyadh, the Al Rajhi

Bank in Riyadh and the Dubai Creek Harbour Retail District development. The consultancy also received personal endorsements from judges and clients, and made sustainability and CSR in the region priorities through a variety of initiatives.

“We’re delighted to be recognised as the best multidisciplinary firm in the Middle East. We have had a strong year and I’m now very much looking forward to accomplishing big things in 2018 across all of our markets,” said Alan Lord, corporate development director, Arcadis Middle East.

WINNERS PROUD TO BE WINNERS OF

PROJECT MANAGEMENT COMPANY of the Year 2017 Our core suite of integrated digital platforms and tools underpin our service delivery model. Through innovation, standardisation and automation, we maximise efficiencies for our clients to save time and money.

COST MANAGEMENT COMMERCIAL MANAGEMENT PROGRAMME MANAGEMENT PROJECT CONTROLS EXPERT SCHEDULING + CONSTRUCTION PLANNING PROJECT MANAGEMENT

FGOULD.COM

IN PRACTICE

24 DECEMBER 2017

IN PRACTICE

INTERVIEW

Building Experiences Jason Lewis, founder and CEO of LIMAH, talks to Middle East Consultant about his firm’s first decade, the importance of experience design and growth IMAH was founded in 2007 by Jason Lewis to bridge the gulf between built assets and human experiences. When it first opened for business, the consultancy focused on wayfinding as its core business and set out to prove that signage was just one of many different tools it could use to deliver a quality customer experience.

The firm recently celebrated its tenth anniversary and has worked on multiple high-profile projects within its first decade. The mixed-use Yas South Resort in Abu Dhabi, The Wharf – Dubai (part of the La Mer project in Jumeirah) and the 4.5m sqft Deira Mall are just three of the projects LIMAH has within its portfolio.

In recent years, the company has transitioned from wayfinding and has made customer experience its key focus. “Creating exceptional human experience has made our studio quite broad and unique in its offering. We look at the built environments from each and every step of the user’s journey, from the moment they leave home, visit the space and return. This has allowed us to bring into our offering digital design, customer services design, user experience and public art,” explains Lewis.

Lewis notes that his firm differentiates itself in a competitive market by offering a complete holistic experience. This approach has paid off; LIMAH had a stellar 2016, and in fact was named Specialist Consulting Company of the Year at the Middle East Consultant Awards. The firm was also the Workplace of the Year winner, and Lewis is quick to point out that office culture is an element of business close to his heart.

“Great culture is something I care deeply about. In fact, one of the areas I am most proud of is our culture and the development of our team. In the early days when we were smaller, it was quite hard to get

people to buy into my vision, especially as my vision was to create a global design firm with such unique niche services. ”Over time, we have been able to bring into the studio a passionate group that has started to share that vision and made it grow faster. I’ve noticed that those who haven’t stayed with us or needed to be removed were always those that just didn’t care much about the vision or the future. The team we have now is very dedicated and recognises how important our culture is to our future.”

On Strong Ground Despite generally tepid regional market conditions, 2016 was a good year for LIMAH. Lewis points out that the strong business results and industry award wins pushed him to consider the consultancy’s future.

“It was an opportunity to reflect and see our accomplishments, but I also saw that we’ve only scratched the surface in creating a truly global design firm. I have always run the business as a start-up, almost the same as how tech start-ups run: they are lean, fast moving and agile.

As a team, we refocused our attention and regrouped, to be sure we are always hustling and outworking anyone else in the business, and that we are providing an exceptional experience for both our clients and our fellow team members.”

Finishing 2016 on a strong note, Lewis was keen to take things to the next level. Earlier this year, LIMAH began working with new developers, authorities and other consultants on significant projects.

“We’ve begun working with Emaar, which is an important milestone for us. An area we are passionate about is accessible design, and this is something we have always put into all of our projects, even if current building codes don’t require it. With that in mind, we were pleased to be awarded the project to develop the Qatar Standards for Accessible Transport in collaboration with WSP. This is a project we are still working on,” Lewis says.

DECEMBER 2017 25

IN PRACTICE

01 Experience design played a big part in the creation of Last Exit.

02 Working on Zayed City, the firm created elements to highlight the individual districts through patterns, colour and wayfinding elements.

03 LIMAH’s team recently worked on the Bvlgari Resort & Residences in Dubai.

Another milestone he highlights is LIMAH’s studio in Alserkal Avenue. He reckons that the new studio has been one of his firm’s most challenging and rewarding missions, noting that he and his firm was its own worst client, while challenges with contractors and deadlines were also pain points.

Lewis says he’s now satisfied, however: “Now that the studio is done, it’s really the place I had in mind from day one of LIMAH. I wanted a studio that showcased our brand to the public and allowed clients to visit and collaborate with the team in comfort. For starters, the workspace doesn’t look like an office. At first impression, the 02

26 DECEMBER 2017

most common response is ‘Wow’ and ‘What is this place?’

Entering it feels more like an art exhibition space or a funky 01 furniture showroom. A rotating collection of art, sculpture and one-off furniture pieces welcome the guests.”

“With 12m-high ceilings, the team collaborates together in large open spaces but has plenty of opportunities for quiet, smaller team meetings. Prototypes and drawings seem to be found everywhere.

The giant sofa on the ground level has become a popular meeting place or for the public resting their tired feet from exploring the neighbourhood’s numerous art galleries, not to mention a great place to catch a nap during a long day of design workshops. The space was designed to make sure employees stay happy, comfortable and inspired to do their best work.”

IN PRACTICE

03

Next Steps With 10 years and numerous projects under its belt, LIMAH has arguably established itself within the regional construction industry.

It is now eyeing expansion into other markets.

“We are quite well-known in the GCC region, having collaborated with many of the world’s top architects and project management consultants. They have all stressed the need for our services within their other office regions. We are currently researching other markets which are definitely lacking in the type of services we provide. We expect to have a presence in two more markets by the end of Q1 2018 – London and Singapore. Due to the nature of our work and how we have structured the company, we intend for the brand to be global within the next three to five years,” Lewis explains.

Of course, the consultancy will continue to deliver its bouquet of services within the region. Lewis points out that a number of sectors are showing potential.

“Healthcare, education and retail have shown the most promise for us in the region. These types of projects benefit from effective wayfinding. Hospitality has always been a strong player and does make up a majority of our current work; however, these tend to be focused more on design, with little strategic work required. As we get more and more into the large-scale and important infrastructure projects, our strategic work plays a huge role, as we can influence people’s daily lives, creating ease of movement through spaces.”

He adds, “The retail sector is a growing segment as clients begin to learn of our work in customer experience design. As competition increases for people’s attention to brands, more and more businesses are

“Great culture is something I care deeply about. In fact, one of the areas I am most proud of is our culture and the development of our team” recognising they need to do something exceptional to stand out. This is where we come in, assessing and designing the complete customer journey through both the digital and physical space.”

Looking ahead, Lewis expects experience design to ultimately become the biggest growth driver for his business.

“In this service, we aren’t limited to property developers as in the case of wayfinding. Rather, this service can be offered to any business.

Currently we are working within the fitness and retail space designing customer journeys, and this broadens our market. Wayfinding will always be our core and the majority of our business, but we do expect public art and experience design to make up 40% of our business in the next three to five years. This aligns perfectly with our most valuable architecture clients, who see the need for attention to the user experience. They can keep costs down by collaborating with a team such as ourselves, rather than trying to develop an in-house team which needs to be large and multidisciplinary.”

DECEMBER 2017 27

ON SITE

CASE STUDY

Active Design Perkins+Will’s Laila Al-Yousuf talks to Middle East Consultant about the interior design of the new Adidas headquarters in D3, Dubai didas is one of the world’s largest sportswear brands, and is also a brand that’s integrated into the fabric of the UAE. The firm actively engages with the regional sporting community directly as well as through its support of large-scale events such as the Dubai Marathon, Redfest and the Colour Run. The brand has maintained its regional headquarters in Dubai for several years, and when it was time to design the interior of its new home in Dubai Design District (D3), it was keen on having a space that embodied its values and identity. Adidas wanted more than just a new office, however; it wanted a community space, and turned to global architecture and design firm Perkins+Will (P+W).

P+W worked alongside Adidas Dubai, Adidas Corporate, JLL and Chapman BDSP on the project, with Laila Al-Yousuf serving as senior project designer. Al-Yousuf is of Emirati-American heritage and has been with P+W since 2011. She’s currently a senior interior designer with the firm.

Speaking about the design brief, Al-Yousuf notes: “Adidas wanted to create one space that was going to be iconic and be used as their 28 DECEMBER 2017

main headquarters within the region. They didn’t have enough meeting rooms before and lacked a lot of other facilities and spaces, and they wanted to introduce all those elements in their new home.”

The brand furnished P+W with details about their staff and department headcounts, as well as the way they wanted to organise its various departments.

“Adi-citizens have the latest equipment to ensure their health is their first priority. Fitness is a continued theme through the office, with a running track used for wayfinding, hanging ropes used as screening and balance balls”

ON SITE

01 P+W conducted workshops and a ‘day in the life’ session so that it could integrate fitness and wellness into the staff’s daily routine through the design of the office.

02 Forms and shapes within the office were inspired by details on the brand’s various products.

“Adidas also represents Reebok and a few other brands, so it wasn’t just about the Adidas brand, 01 it was incorporating all of them – they all have a tie-in with sports and an overarching philosophy about sports having the power to change lives. So it was really a case of trying to integrate how they work as a company within that.”

The office boasts a gym, a running track and several other facilities, including a café with healthy food options at a subsidised rate. “There are vending machines within the office as well – if you so choose, you can get snacks from those machines at full price,” says Al-Yousuf with a smile.

The key focus for Perkins+Will was to address Adidas’ need for a community space rather than a run-of-the-mill office. The sportswear company believes sport should transcend language, nationality and race, and believes it can change lives.

“This was the inspiration behind the building of Adi-Town. What we’ve achieved is a design interior that’s based around the needs of its citizens/community. Starting in the gym first thing in the morning,

Adi-citizens have the latest equipment to ensure their health is their first priority. Fitness is a continued theme through the office, with a running track used for wayfinding, hanging training ropes used as screening and balance balls in each of the phone booths,” explains Al-Yousuf.

The new office was also designed keeping sustainability in mind and achieved LEED Gold certification in August of this year.

She says, “Sustainability was an important part of this project and we considered it from several angles including lighting and overall energy use, fittings and the type of materials that were used. It was a constant focus from planning to execution, and I think achieving sustainable certification is a goal they’ve introduced across all of the offices.”

Tackling Challenges Every project is unique and each has its own unique set of challenges.

With the interior design of Adidas’ D3 home, P+W encountered challenges with the building itself.

“D3 is an area that’s growing and developing, and the facilities that are already there are great and only going to get better. However, the building has some interesting pinch points, so we had to find a way to work within the architecture of the building.

“In the beginning/early stages of planning, there were also discussions about where to situate offices, and whether they should be on the facade or further within the space. There were also discussions about the internal layout of the offices; a lot of people wanted to have their input included, so it was a bit of a challenge finding 02

DECEMBER 2017 29

ON SITE 03 Al-Yousuf was raised in the UAE but was educated in the US. She joined P+W

something that worked for everyone. One of the things that I think is important when designing spaces for people to work is that you have to think about the collective, not the individual,” Al-Yousuf points out.

The project also had time constraints. “We’ve been speaking so far about the two floors that are workspaces, but there’s also 03 a showroom floor. This is basically for buyers – you can come in and see what’s going to be launched and choose what you want. There was a lot of integration with their retail consultant and even the building, and it was fast-tracked because they wanted to have the showroom live by a specific date. That was a challenge within the build.”

Meeting Adidas’ budget requirements proved challenging as well with regard to the selection of materials. “The space was meant to be industrial, so we’re using materials that you won’t necessarily think of using in the way we’ve managed for this project. There was a lot more that we thought about doing with regard to the design, but you 04

30 DECEMBER 2017

in the first half of 2011.

04 The office has different zones that represent Adidas during different periods in time. A hip-hop section represents the brand in the ‘80s and features the Run-D.M.C. song ‘My Adidas’ playing through speakers integrated into tables.

realise that the grand ideas aren’t always feasible for various reasons.”

Overcoming challenges, Perkins+Will delivered a workspace that embodies Adidas’ values and identity, and is equipped to deal with staff levels for about five years. Al-Yousuf is proud of the result and says there are even parallels between the two firms’ thinking.

“We all knew this was going to be an exceptional project right from the start. Just as Adidas believes it can change lives through sports and activities, at P+W we believe that great design has the ability to change lives. There’s a parallel there and I’m proud of what has been achieved.”

DUBAI

ABU DHABI

HONGKONG

BANGKOK

SINGAPORE

SHANGHAI

BEIJING

HANOI

ON SITE

OPINION

01 Kathryn Brown is a senior interior designer at Godwin Austen Johnson.

One Sector, Two Ends of the Spectrum The commercial sector in the Middle East is diverse, and designing spaces to meet client briefs can take some careful doing, according to GAJ’s Kathryn Brown

01

W

hen clients request proposals for office space, I’ve learnt through experience that this could mean a variety of things. From purposebuilt new builds for a single occupier to tiny high-end boutique office fit-outs – these polar opposites fall under the same blanket description of commercial office space. In my professional career I’ve been designing offices and other spaces for over 20 years, and in the last four years I recall being asked to design for both these vastly different instances.

32 DECEMBER 2017

For all interior design projects, the overall process is fundamentally the same but the briefing process varies greatly. Gathering information from an existing client to create a brief with which they will determine the design of the new building is an exercise in information gathering and interpretation.

This needs analysis goes into far more detail than the very rough brief usually provided.

With much smaller projects, the brief is usually already written, with clearly defined user needs. Planning can be returned very quickly with a reverse brief, making assumptions from office standards. In this region, offices tend to be smaller satellites, usually just part of a floor in a large block in areas such as DIFC; but as companies start to relocate their head offices here, single occupiers are becoming more common.

We are also starting to see more new builds specifically for a client, not just a Cat B fit-out within an existing building.

Case in Point

In 2013, we were asked to design an extension to a head office which was to be a very forward-thinking, innovative and an impressive flagship for the client.

The intention for the proposed site was to construct commercial offices as an extension to the existing headquarters building in a

G+7 structure, including offices, data centre, 400-seat auditorium, F&B outlets, exhibition space and associated ancillary services.

There was to be an additional four levels of basement parking with associated external parking.

It was clearly defined by the client that the extension was to be seen as a natural expansion of the current facilities, and that it should follow five important criteria: functionality, adaptability, respect for the corporate image, value for money and sustainability.

The evolution of the basic building form started with the need to create a floor plate deep enough to accommodate effective workplace functions, but shallow enough to allow occupants to appreciate the external views, while at the same time allowing the penetration of natural light. This would ordinarily promote a linear or ribbon floor plate, but if too long, it would put occupants too far from each other to integrate properly.

The optimum floor plate depth was calculated by maximising primary space for open-plan employee desks six metres from the windows, secondary space for cellular offices located approximately six to twelve metres from daylight, and tertiary space for all other rooms not permanently occupied, such as store rooms, kitchenettes and meeting rooms.

ON SITE

At the same time, as the architectural massing progressed, we organised a programme of meetings with a steering committee to discuss project goals, as well as interviews with all the heads of departments to create the needs analysis report. The results were fed back to the steering committee to agree if all the department needs were actual, or were what we called ‘empire building’.

Sometimes the need was actually a wishlist which only the steering committee could confirm. This was a fascinating insight into the workings of the organisation.

With the help of questionnaires, we collated department functions, ways of working, projected numbers for five years ahead, and filing, storage and meeting room requirements, giving us all the information we needed to create a needs analysis study and a resulting space budget. This process took approximately two to three months.

We also did some test fits of a typical floor, to calculate actual density and actual net usable space.

As it turned out, the client was expanding so rapidly that it realised it had underestimated growing space requirements on the initial project proposal. Fortunately, this due diligence on their part saved them from creating a building they would have grown out of by 2019.

The Other Side of the Coin

On the other side of the table, we were commissioned to design a personal office in the Addax Tower in Abu Dhabi. In this region, the office majlis exists purely for guest hospitality – discussing business over a cup of Arabic tea is deeply engrained in local tradition.

The fit-out was to be extremely high-end, to create a hospitality feel for socialising with friends, colleagues and clients. The space was to contain just four cellular offices, reception/waiting, a conference room and relevant back-of-house facilities.

There was no briefing period, so a reverse brief was presented to the client with our recommendations for them to agree or amend. This was based on assumptions and previous known criteria, such as linear meterage of filing, catering provision, IT, AV and WEP. We also carried out a site survey and met with the building management.

The main and by far the largest office was for the chairman, with smaller spaces for the vice presidents. The planning was designed to maximise the views for both employees and visitors from the 48th floor right across the water to Abu Dhabi.

Two entry doors allow front and back of house entrances, which in turn dictate the overall planning. Spaces

progress from public to most private as users move deeper within the space. The curved external façade is reflected in the arrayed facades of the offices, creating more usable spaces with perpendicular walls meeting the façade at right angles, and at the mullions where possible.

The monolithic reception desk is a sculptural focal point in front of an internally illuminated crystal quartz and bronze framed wall. The bronze cylinder light fitting above creates the theme for all the feature lights in the offices. Finishes throughout are very high quality, using large-format porcelain marble effect slabs, decorative veneers, bronze ironmongery and frosted mirror glass. To the right of the desk, the waiting area allows far-reaching views direct to the outside without compromising the size of the offices.

The furniture is generally designed to be timeless, classic modern and comfortable, with the colour palette generally masculine and neutral.

As we’ve now seen, project and client requirements can differ vastly from each other. Therefore, with any interior design project, it’s important to spend time on developing and understanding the brief, so that you’re able to deliver a project to a client’s satisfaction.

DECEMBER 2017 33

ON SITE

OPINION

01 Boris Ritter is general manager of Sesam Consultants.

Managing Expectations to Manage Project Risk Sesam Consultants’ Boris Ritter argues that it is preferable to make decisions based on the merit of each project and the information right in front of you, rather than by secondguessing overall market sentiment

01

W

e have all heard the saying ‘Fortune favours the bold’.

However, there is a point at which boldness becomes plain stupidity. The tricky part? Recognising once we have reached this point! The constant escalation of expectations on developers and contractors to deliver faster and more costefficiency leads to unfounded optimism, whereas an accurate risk calculation will lead to greater profitability.

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Most people associate risk management with operations, market environment and not placing all eggs in one basket. However, diversifying does not on its own lower the inherent risk of each separate project. Our perception of everything, market potential included, is largely determined by our interpretation of what everyone else around us is thinking, yet risk management is rarely associated with group psychology and the mental blocks that impede balanced and sound decision-making.

It is important to recognise that many of the assumptions we make will turn out to be flawed. In the moment they seem to make sense and logic seems to add up, but there will be miscalculations of a technical nature, as well as personal misjudgments about decisions on which markets and projects to pursue, or how and whom to partner with.

These missteps are a natural part of figuring out our place in the market, of course, but they still hurt when they happen. We also easily forget that the primary assumptions we make about a particular situation, the initial decisions that make up the basis of our

plan, can turn out to be completely false and fundamentally unfounded.

When anticipating future demand and forecasting market dynamics, we may take for granted ideas that turn out to be wrong.

This is how I view risk management: it is about managing ourselves to not become overconfident about the information we base our assumptions on. The more complex the situation, the more applicable this is.

As we look to the future, we are facing unprecedented complexities throughout the MENA region and predicting future demand and growth has never been more difficult. At the heart of the problem is the difficulty in gauging future demand, which rarely follows a set pattern. The current macroeconomic shifts taking place in the MENA region are more daunting than anything we have ever witnessed. In the larger context of business forecasts, it is important for us to remember how insufficient our information is on a macro level, where it is particularly difficult to predict the impact on individual businesses.

Regardless, there are always analyses that we can make and conclusions that we can

ON SITE

draw. The key to success here is tempering our reliance upon those conclusions and recognising that they may not tell the entire story. To transform our weaknesses and blind spots into strengths, we have to first know what our weaknesses are. Awareness is central here.

We need to start by knowing our weaknesses on a deep level and doing what is required to change them. This is probably the most difficult challenge we all face, more difficult than actually taking action. With this in mind, my philosophy and approach to building a foundation of reliable risk management comes down to this: keep it simple when making your plans.

First and foremost, the priority is to understand the immediate and long-term

operational needs and then to match these needs from the perspective of the resource restrictions faced on the ground. Once you have clarity on this front, you can begin to identify operational inefficiencies by continuously assessing where and how operations can be improved. This is the level of vigilance required of anyone who wants to succeed in business.

The aim and objective should be straightforward: have an accurate perspective and interpretation where you can realistically define possible outcomes and what would fairly be considered success. Companies often overlook their primary mission: to deliver something superior to what their competitors deliver. It is easy to forget the

big picture of competitiveness, what you are offering your customers that others are not or cannot. How are you distinguishing yourself?

What are you doing to stand out and present yourself in the best possible light?

This approach places the focus squarely on your own business model to ensure that it remains viable. It’s starkly in contrast to planning your business around relying on predictions about the future, trend foresight and an over-reliance on the flock, which can lead to group and wishful thinking, and even hysteria. Think for yourself and let nothing pass you by. To paraphrase the wise Mark Twain, it’s not what you don’t know that gets you into trouble, it’s what you think you know that just ain’t so.

“Risk management is about managing ourselves to not become overconfident about the information we base our assumptions on. The more complex the situation, the more applicable this is”

DECEMBER 2017 35

ON SITE

GAJ hands over new Sharjah English School Godwin Austen Johnson (GAJ) has handed over its latest educational project, the Sharjah English School. GAJ worked with Graphite and Pallavi Dean Interiors on the design of the project, and managed the building of additional facilities for the existing school.

According to GAJ, the initial design ideas for the school were drawn up with the input of the school’s principal and his team.

“The school set out a very clear vision for its next stage of growth and development that begins with the creation of a new home for its very youngest students, and they wanted the new school block to be one that sends all of its users onto a journey of curiosity and learning,” said Jason Burnside, partner – Godwin Austen Johnson. “We took this as an opportunity to build on the school’s modest size and warm community feel, capturing an overall British approach to education and design.”

The school’s neutral interior was designed by Pallavi Dean Interiors with the aim of allowing student artwork to be displayed without clashing with the environment. Landscaping work on the project was managed by Vero Studio and services were delivered by GAJ’s in-house MEP team.

NOVEMbEr 2017 36 DECEMbEr

Dubai Police and TECOM agree to launch three smart police stations Dubai Police and TECOM have signed an MoU to establish three automated police stations in key locations across Dubai. The stations will allow residents to use 27 traffic, criminal and community services, as well as 33 allied services via smart screens. The MoU was signed by Amina Al Rustamani, group CEO of TECOM Group, and Major General Abdullah Al Marri, commander-in-chief of Dubai Police.

“We are very proud of our cooperation with Dubai Police to establish smart police stations in some of Dubai’s vital areas, that reflects our shared belief in the importance of safety and security for the happiness of society,” said Al Rustamani.

The new stations will be located across Dubai Design District (d3), Dubai International Academic City, DIAC, and in the vicinity of Dubai Media City, Dubai Internet City and Dubai Knowledge Park, and will be similar to one opened in Dubai’s City Walk area last month. That station was set up to guide users to private cubicles to report their concerns remotely to police officers via communication screens.

ON SITE

Araco wins contract for $20m tower in barsha Heights

SSH begins supervision of CanalView project SSH has begun offering construction supervision consultancy services on the mixed-use CanalView development in Bahrain. Following a groundbreaking ceremony that took place in late October, piling work has now started on the project.

The CanalView project is the brainchild of developer Naseej and comprises four residential towers with a two-level retail and F&B podium, spread over 13,068sqm. The property is on Dilmunia Island, Bahrain, and is walking distance from Dilmunia Mall and in close proximity to Bahrain’s key arterial roads, the Bahrain International Airport and other key social infrastructure.

According to SSH, the project is designed to create an urban environment that takes advantage of the development’s waterfront location. The consultancy previously offered lead design consultancy services on the luxury project.

“As lead design consultant on CanalView, we are now excited to be taking this exceptional mixed-use development through its construction phase,” said Andrew Barwick, resident director at SSH. “Our appointment as construction supervision consultant on this project demonstrates our commitment to Naseej as a client, but also the opportunity to ensure the construction meets the developer’s expectations through successful timely and quality completion.”

SSH is also currently delivering building design services on the Marassi Boulevard development in Bahrain.

Abdul Rahim Architectural Consultants (Araco) has won a contract from Tecom Group to be the architectural consultant for a $20.4 million tower in Barsha Heights. The 14-storey building consists of 130 units – 12 studios, 86 one-bedroom apartments and 32 two-bedroom apartments – along with commercial elements and a residents’ health centre, including a gym and swimming pool. The tower will also feature two basement floors of underground parking.

“Dubai’s stock of quality and affordable housing is always growing, and we are delighted to contribute to the ongoing development of the emirate though the launch of this project,” said Bader Abu Shaaban, head of business development. “With a strategic location and panoramic views of the city’s skyline and the Greens neighbourhood, the stylish and practical project will no doubt enjoy huge popularity with future residents of Al Barsha Heights.”

Formerly known as TECOM, the wellknown community has been rebranded as Barsha Heights. It features residential and commercial buildings, as well as serviced apartments and hotels.

DECEMbEr 2017 37

ON SITE

OPWP signs consultants for solar project in Oman The Oman Power and Water Procurement Company (OPWP) has appointed international consultants to work on a largescale solar independent power project (IPP) in the country. The consortium comprises Fichtner, Synergy Consulting and DLA Piper. Per the terms of the contract, Fichtner will deliver technical advisory services, DLA Piper will provide legal services and Synergy Consulting will be responsible for financial advisory services.

The project will be developed on a buildown-operate (BOO) model, as has been the case for all privately developed power projects in operation in Oman. The consortium of companies will advise OPWP on a number of aspects, including preparing the groundwork and tendering documents for the competitive process, leading up to implementation of the power generation facility.

The consultants will also be responsible for advising OPWP on a suitable location for the project. Ibri in the Dhahirah Governorate and Manah and Adam in the Al Dakhiliyah Governorate have been suggested as ideal sites for the new power generation facility.

38 DECEMbEr 2017

ArADA signs partnership agreement with SEWA ARADA and the Sharjah Electricity Water Authority (SEWA) have signed an agreement with the aim of making the Aljada mega project a self-sustained district, with regard to energy consumption and infrastructure maintenance.

The partnership will see the construction of multiple substations, including one 132Kv substation at the northeast corner of the site.

Fifteen 33/11Kv substations will also be built, which the developer says will guarantee power to every section of the community.

“We are delighted to have taken another vital step forward in the development of Aljada. This partnership with SEWA will ensure that residents, workers and tourists to this destination will benefit from world-class, efficient electricity and transmission networks,” said HE Sheikh Sultan bin Ahmed Al Qasimi, chairman of ARADA. The 2.2sqkm mega project was designed with walkability and wide open green spaces in mind, and is said to be one of Sharjah’s most prominent developments. The developer says delivery will take place in phases, starting in 2019, with final completion scheduled for 2025.

HE Dr Rashid Al Leem, Chairman of SEWA, added: “This partnership is in line with SEWA’s aim to support the development of Sharjah and to empower local companies. We look forward to working with ARADA to complete the construction of the substations and networks in a timely manner.”

ON SITE

NIC announces Marina Mall expansion project

AESG expands Middle East headcount to address demand AESG has grown its regional workforce by 115%, owing to a surge in the volume of large commissioning and multi-specialty projects it has won in 2017. The firm has added project management specialists, façade engineers, fire and life safety consultants, commissioning managers and both sustainability and environmental consultants to its talent pool.

As part of the AESG Specialist Consultancy Services bouquet, the firm offers fire and life safety, façade engineering, sustainable design, waste engineering and environmental consultancy.

“A unique advantage of working with AESG is that clients are offered a comprehensive set of services from a single organisation. Providing all services as a unified package with dedicated project managers and streamlined processes has enabled us to deliver more integrated solutions.

As there are strong interlinks between these disciplines, our process is coordinated and efficient,” said Saeed Al Abbar, director at AESG. AESG’s commissioning division has won several projects in 2017, spread across the residential, hospitality, retail and critical infrastructure sectors.

The National Investment Corporation (NIC) has announced plans to upgrade the Marina Mall Abu Dhabi. The expansion project is worth $817m and is being spearheaded by NIC, the Breakwater developer and owner of Marina Mall Abu Dhabi.

The project is scheduled to begin in H2 of 2018 and will add 300,000sqm to the mall’s footprint. The extension is projected to increase footfall by 35%. NIC will also begin upgrading some of the mall’s current facilities in early 2018.

Rami Chehabeddine, chief investment officer, said: “These new plans will allow us to rejuvenate and heighten the experience we offer our customers for years to come. By adding to the incredible mix of shopping, dining and entertainment options we already offer, as well as building an even greater environment for our customers, we will reinforce our position as the destination of choice for people and families of all ages.”

Along with the mall extension, NIC says it is also working on the Marina Walk, a promenade that offers 546m of waterfront views and 123,000sqm of leisure and entertainment experiences. The promenade will also host Abu Dhabi’s first skate park.

DECEMbEr 2017 39

THE BACK PAGE

LAST WORD

01 Sharon Jutla is the founder of Sharon Jutla interiors.

Top Hotel Trends of 2017 – The Era of Social Media Sharon Jutla speaks about the importance of well-designed hotel interiors in the age of social media Personalisation of the Hotel Space

No Rule for Colours

Although customers might choose a hotel based on ratings and service, they look for individuality as well. Personalising the hotel experience through its design is what distinguishes hotels from one another, giving the customer a unique and authentic experience.

Even small details matter here, reflecting on the location, the history of the building and even incorporating the local community – telling a story through interior design is here to stay.

Gone are the days of neutral colour palettes that create safe, generic spaces. The selfie generation is not keen on showing beige hotel rooms to their friends and followers. Thus, a growing trend among designers is adding bold colours on a neutral base, to draw attention.

Colours are also accompanied by different textures, a mishmash of materials, fabrics and styles. There are no rules to the usage of colour and material; everything and anything goes, as long as it betters the customer experience.

A Sensory Experience

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pon arriving at a hotel, the entrance and lobby usually sets the visitor’s mood. First impressions are everything, since social media allows everyone to experience things virtually.

Like most people, I also share my experiences with a wider audience. For this reason, I think it’s fair to say that people today are looking for great photo opportunities, friendly designs that reflect their style and highlight the magnificent time they are having at the hotel.

As a result, customers are now more aware of interiors, which means that design has become a crucial part of the entire experience.

This makes it vital for hotels to maintain their interiors according to the latest design trends.

40 DECEMBER 2017

Experience is key. Unlike in the past, when customers mainly looked for comfortable beds and power showers, today it’s crucial to also feel, smell, sound and even taste good from a design perspective.

Home Feeling

As the trend for personalisation of spaces within the hotel industry continues to grow, so does the trend to make hotels more welcoming and home-like. Walk into any renovated or new hotel lobby today and you’ll notice the homely set-up of furniture.

Today’s trends include mixing and matching furniture and textiles, as well as colours and designs, to create a stylish yet comfortable environment. Even public areas such as restaurants and outdoor spaces are being transformed into home-like settings.

Whimsical and Fun

Personalisation, different design elements and a boldness in the approach to hotel design all go to prove that a little playfulness and quirks are also on the agenda.

Hotels are now incorporating text to enhance their customers’ experiences – from song lyrics on walls to whimsical messages on furniture, text is being used to convey ethos and conceptualise the hotel.

Today, hotels have become more than just luxury experiences; they are now canvases that can be used as PR tools to reach thousands of potential customers with a single photo.

Hospitality is really about the people, so it makes perfect sense that industry is paying more attention to enhancing customer experiences through design elements.

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