ME Consultant February 2016

23 FEBRUARY 2016

On Topic

Analysing if sustainable projects can be truly be cost-effective Insight

Understanding the importance of fire testing and certification Analysis

Identifying the elements that work best for Middle Eastern malls

BUILDING HOPE

Robert Hope reveals his formula for success and talks about his plans for SSH Design

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I AM CHANGING HEALTH AND SAFETY CULTURES

STEVE CARPENTER PRINCIPAL CONSULTANT HEALTH, SAFETY & RISK MANAGEMENT

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CONTENTS

February 2016

04 04

On topic

07

news and VIews FrOm acrOss the mIddLe east OnLIne news

CPI’s digital platform for construction news

07

10

On tOpIc

How sustainable projects can also be cost-effective

10 10

In practice anaLysIs, InsIghts and InterVIews

20 30

InterVIew

Robert Hope reveals his formula for success and the road ahead for SSH Design

16

Q&a

Suhail Arfath of Autodesk talks about the opportunities that BIM presents and how it can help save on costs

20

InsIght

Thomas Bell-Wright of Thomas Bell-Wright International Consultants addresses the importance of fire testing and certification

24 24

24

34

On site case studIes, OpInIOns and snapshOts

anaLysIs

Future-proofing mega malls in the Middle East and identifying the elements that work in its favour

30

OpInIOn

Craig McPheator of PMK Consult analyses the causes of constructual disputes and how to avoid them

34

cOmpany news

Wafi Interchange in Dubai 65% complete, says RTA

40

FInaL wOrd

Mark Kelly of Atkins talks about the importance of working towards goals for the improvement of GCC cities

40 February 2016 Middle East Consultant 1

CONTRACTORS CUP 2016 Not only is the Golf Day a great day out, it also represents an ideal opportunity to network with potential clients and entertain existing ones, while giving you a chance to get to know the people who make up the contractor industry. Whether you’re part of the industry or if you provide services to it, it’s an opportunity not to be missed!

The 2016 Contractors Cup is an invite-only, free-to-attend event for contractors.

We offer various sponsorship opportunities for those companies that provide services to the construction industry. All sponsorship opportunities include a free day on the golf course - you might even call it working!

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Editor’s note Group FOUNDER DOMINIC DE SOUSA GROUP CEO NADEEM HOOD

Slow And Steady

I

t’s been an encouraging start to the year for the construction industry in the Middle East, with companies pacing themselves carefully and ideating new methods to tackle the slowdown.

Reflecting the same enthusiasm, Middle East Consultant decided to focus on a number of subjects that have been hot topics of discussion in the industry.

Kicking off the issue, we’ve spoken to experts in sustainability and cost consulting regarding the much debated concern of whether a green design translates into an economical project. Though many professionals feel that the tedious paperwork and hefty investment needed for the procurement of sustainable materials is unnecessary, experts claim that if owners focus on having a green design right from inception, they can save substantially on the initial and long-term costs.

An interesting fact is that if the owner does not plan ahead for a green project, practices such as value engineering could add to the costs rather than help keep them down.

The malls feature was equally engaging to write, considering the number of new ones mushrooming across the region. With malls turning more complex, it was interesting to learn what experts are expecting next from retail design. Another interesting fact was that while most elements of a mall remain the same, malls in Saudi Arabia do not accommodate cinemas, due to cultural differences.

The most inspiring part of this issue for me was the interview with Bob Hope. It’s miraculous to see a company torn apart by war reorganise and come back stronger than ever. Bob’s addition to the board and his vision for the company have seen it triple in size over the last three years, all thanks to his hybrid business model and the commitment of the top management team.

I think we all can take a leaf out of SSH Design’s book. This kind of never-say-die attitude, despite the odds being against you, is something we all need to reflect on, especially with a tough market ahead.

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

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February 2016 Middle East Consultant 3

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EDITOR'S CHOICE

READERS' COMMENTS

Dubai fire investigation nears completion

Probe finds an electrical short circuit caused the blaze

2

Dubai’s Emaar appoints DUTCO to restore fire-

damaged Address Hotel Restoration to be carried out "in record time" after New Year’s Eve blaze

PHOTO GALLERIES

In pictures: Central Bank of Kuwait headquarters China State Construction and Engineering Corporation (Middle East) won the 2015 Big Project Middle East Project of the Year Award for this building.

See photo galleries at: meconstructionnews.com/photos

3

Arabtec, TAV clinch Bahrain airport contract

Construction deal part of $1.1bn airport upgrade

"Reducing cladding is a good option to prevent the spread of fire (“UAE to curb cladding use after Dubai fire – official”).

I can also suggest one more option: external sprinklers every 3-4 metres in height would be an additional option to stop fire spreading. They could be easily controlled by the local building guard and helpful for fire and safety people as well. It can be monitored and controlled from ground floor for high-rise buildings."

Syed Ibrahim, via the website

4

Dubai fire: Emaar sees "no material impact" on

READER POLL

company, hotel insured

What is your outlook for the construction industry in 2016?

Shares in the company fall on first day of trading after the incident

16% 16%

5

Positive: Lots more projects on the table

Saudi Aramco inks second deal to build

homes for employees

VIDEO

State-owned oil company

Video: Smart construction helmet with thermal vision, AR

has signed a contract

Intel and Daqri show off the smart helmet at CES 2016.

to build 791 homes

See videos at: meconstructionnews.com/videos

No change: About the same as 2015

19% 49% Good: A few more deals

Bleak: Business will be down on last year

Log on for the latest from across the Middle East construction sector. Write to the editor at contact@meconstructionnews.com

4 Middle East Consultant February 2016

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07

cost–eFFective sustainable design How green projects can be pocket friendly.

On topic F

tHe econoMics oF gReen design

Davina Munro speaks to the experts about sustainable design and if it can truly be cost–effective.

or decades, the construction industry has struggled with its massive carbon footprint.

In fact, studies have shown that buildings contribute as much as one-third of total global carbon emissions, primarily through the use of fossil fuels during their operational phase.

With climate around the world changing rapidly, many in the construction sector have taken up arms against practices that contribute to its deterioration.

Institutions such as the US Green Building Council and Estidama have been founded, and grading systems such as the Leadership in Energy and Environment Design (LEED) and the Pearl Rating System have been instituted to rank a building’s energy efficiency.

Though many developers, consultants and contractors work towards winning that certification for a project, a number of them still have apprehensions about the cost factor involved.

Richard Stratton, managing director MENA at Cundall, believes that the first step towards breaking this perception about sustainability being an unnecessary expense is to examine the factors that contribute to it.

He says one of the main reasons for this mindset is poor feasibility analyses that have overly optimistic performance expectations.

The next is the fact that designers use software systems for comparative analysis, which is often misinterpreted as providing a reliable indication of actual operational performance.

“These systems are not intended, and in some cases are incapable, of giving operational performance data. They are design tools, but as designers this is not always made clear to clients.

So it’s not that sustainable initiatives are not costeffective, but they just don’t appear to be achieving notional performance targets,” he explains.

“Perhaps the bigger issue is that design analysis is based on reasonable assumptions of unpredictable February 2016 Middle East Consultant 7

on topic COst–effeCtive sustainable design

Nivine Issa, sustainability and environment consultant at AESG.

Richard Stratton, managing director MENA at Cundall.

Holley Chant, executive director, Corporate Sustainability and Comissioning at KEO International Consultants.

criteria, such as weather, occupancy, operation and maintenance. However, in reality the manner in which a building is used and maintained has a massive impact on sustainable performance.”

Another reason for this perception is the history of sustainability in the Middle East, says Holley Chant, executive director of Corporate Sustainability and Commissioning at KEO International Consultants. She explains that prior to 2006, sustainable design and construction in the GCC was still a novelty and the local market experience was slim. As a result, a cost premium was charged for green projects due to the specialist nature of the service, which started the urban myth.

“The cost premium involved with these services was further exacerbated when developers and owners would decide late in the design process to go green. Even more costly was when they would opt for sustainability goals post-tender. This lack of experience and implementation strategy equated to big premiums.

“Most cost premiums can be significantly managed, provided that a project goes green from pre-concept and the design and construction team engage in an integrated design process [IDP]. In fact, sustainability certifications such as Estidama and LEED version 4 require proof of IDP in order to become certified. This IDP has been mandated specifically to ensure cost-effective implementation.”

Agreeing with Chant, Nivine Issa, sustainability consultant at AESG, says the firm has found that incorporating sustainability early in the project

design stage means high levels of sustainability can be achieved at no additional cost. This is exemplified in one of their projects, where they were contracted to achieve LEED Gold, but through new approaches were able to elevate the rating to LEED Platinum at no additional cost.

The initial lump sum that has to be paid is one of the key reasons many shy away, but experts have contested the matter, citing several long-term benefits in terms of operational costs and savings.

Stratton for one says that the most transparent economic benefits tend to be reduced energy and water costs. Additionally, the enhanced internal environment of a sustainable building can generate economic returns through improved staff productivity and reduced staff turnover.

Issa too points out that despite the slightly higher cost of sustainable materials, the monetary benefits can be seen over the project’s entire life span, in the form of longstanding functionality of the building itself and decreased maintenance costs. She says this, coupled with recycling and reuse of materials,

means a green project will end up being more sustainable and economical.

Chant highlights the fact that earning a green certification has an impact on a brand's image as well. "In the private sector, a significant economic benefit is brand relevance. The post-COP 21 [the 21st Conference of the Parties] global marketplace embraces that creating products with sustainable attributes is the norm."

"In fact, newly built non-green real estate risks brand obsolescence. Many publicly traded companies won’t rent or buy real estate that isn’t sustainably designed and constructed. This is because their stockholders care about their real estate holdings exemplifying energy and environmental management as well as health and safety. This stockholder concern isn’t solely based on ‘tree-hugger' values, but rather risk adversity."

So how does one go about planning a costeffective sustainable project?

It all comes down to setting sustainability visions and targets, shaping things early in the

8 Middle East Consultant February 2016

“Most cost premiums can be significantly managed, provided that a project goes green from pre-concept, and the design and construction team engage in an integrated design process (IDP)”

on topic COst–effeCtive sustainable design

design process and considering lifecycle cost modelling. Chant says that in her experience, there are two critical steps in ensuring a costefficient sustainable design. First, the owner needs to establish a clear set of OPRs [owner's project requirements] for the building before hiring a consultant. The OPR should detail the functional requirements of a project, with measurable performance criteria, and include how it will be used and operated.

"If the owner is not experienced in creating OPRs, they could hire a sustainability consultant to assist them with this document. It should take a very short amount of time, and the OPR can become a permanent part of the owner’s terms of reference that could be used on other projects as well. Additionally, it is also a negligible cost investment to have a good OPR," she explains.

Second, Chant says the owner needs to support the consultant by participating in the integrated design process from the very first week of design. A comprehensive sustainability charrette should be held soon after the project kicks off, covering all disciplines, with the goal of creating a sustainability strategy framework with the green building code embedded in it.

Additionally, Stratton suggests that organisations can opt for a capital cost offset assessment. This evaluates how one sustainable initiative, with a cost premium, can generate an equal or greater saving elsewhere in the development.

Alternatively, an organisation can put a payback period – typically five-year net present value – as the benchmark. Both of these approaches essentially result in medium- to long-term profit generation from a sustainable development.

A comprehensive lifecycle cost modelling assessment is also needed, says Stratton. "Lifecycle analysis must be comprehensive and include sensitivity assessments around potential fluctuating criteria such as energy and water tariffs. All potential costs must be included in the assessment, and must be robust and market-tested."

Governments have also become more active and are trying to encourage green practices in the construction industry. Forums such as COP 21 have seen governments make sustainability commitments to reduce their country’s carbon footprint.

The UAE government in particular has taken an active role in enforcing sustainable practices. This they do through the Estidama framework in Abu Dhabi and the Dubai Green Building Regulations,

Additional gross floor area allowances are often given by the government for mega developments with higher sustainability aspirations.

which have set mandatory requirements for sustainable design and construction. In fact, Dubai now has a buy-back scheme where electricity is developed through PV, thus encouraging the use of renewable energy.

For projects in Qatar, there are some additional gross floor area allowances given by the government for projects with higher sustainability aspirations in a mega development.

However, experts do have a couple of suggestions of their own. Chant says that in her opinion the best incentive any GCC government can offer for sustainable projects is to eliminate water and electricity subsidies. “Consider the West, where every new building is designed to achieve sustainability.

This is driven by the high cost of energy and water."

"Secondly, never underestimate the power of code inspectors. It could make a world of a difference if a government strictly enforces their sustainability regulations, both in design and in construction, to provide real progress on the sustainable development front.”

Stratton suggests that if grants or green financing schemes are made available that offer interest-free financing and potential capital reduction, any developer would opt for sustainable approaches to a project.

The main obstacle when dealing with a sustainable project is still awareness. Issa believes that the more aware developers and contractors are of the benefits of sustainable technologies,

strategies and materials, the easier it will be to make the right choices.

Stratton points out that while value engineering is an integral part of design development and lifecycle cost analysis process, it needs to be considered at the start of it. This is because if it only becomes a consideration at the latter stages of the design process, or during construction, it usually means it is a cost-cutting measure – which does more harm than good to finances.

“Procurement processes must be robust to ensure that product and equipment performance requirements are maintained. Unfortunately, in most cases 'value engineering' sacrifices performance in favour of capital cost.”

As with anything new, time is needed for understanding and acceptance. Sustainability in the construction sector has made progress despite the road blocks and scepticism about its cost. Stratton says that with the Abu Dhabi Future Energy Summit coming up, the global commitment to addressing climate change will result in policy changes, which will inevitably be a mix of incentives and penalties.

Issa says the shift of the construction industry towards more sustainable practices is evident through the rise in the number of green-certified projects and the booming green products industry.

“I believe that with time, developers and companies will further perceive the benefits of sustainable projects, and the industry will continue to grow,” she concludes.

February 2016 Middle East Consultant 9

10 Middle East Consultant February 2016

IN PRActIcE PRACTICE RobeRt RobERt HopE Hope

Interview

BUILDING HOPE

ME Consultant caught up with Robert Hope of SSH Design to find out how he’s turned the company around, and his plans for its future.

R

IGHt FROm Its INcEPtION IN 1961, POst Kuwait’s independence, SSH Design has inspired hope.

Founded by Sabah Abi-Hanna, the company survived being at the heart of the Gulf War, and despite being ravaged and losing nine months of business, it managed to pull through.

Once the political scenario calmed, the company regrouped, tracking down 200 employees to disburse any pay owed to them and even convincing a few to return to the country and help rebuild the company. Finally, after much restructuring over the last decade, SSH Design appointed a new board of directors in 2012, led by Robert Hope. Since then, the company has gone from strength to strength and tripled in size.

Hope’s philosophy for the company is to have a three-pronged approach. The first step is to add international expertise to a company already deeply rooted in the local market.

“The idea of the philosophy actually came to me when I was on a strategic business course at Stanford. I was analysing the gaps in the market and realised that a key threat to any consultant in the Middle East would be to have a regional company with a lot of history and add an international team to that.

“With this kind of hybrid model focused on the GCC MENA region, we have an advantage. We’re able to provide that front-end expertise that clients need, and have deep local ties and knowledge of the market, which is an edge for us. This also means that we’re not carrying the big corporate overhead and are therefore a lot more flexible and nimble.”

Naturally, the ability to provide clients with the best

of both worlds worked in the firm's favour, and the next move, Hope says, was to place SSH competitively in the market. He did this by sharpening its pricing model and strategically placing it between big international names and local consultants. This gave SSH the image of being able to provide quality service to a client while being affordable at the same time.

The final step in Hope’s strategy is to strengthen ties with overseas partners and establish the company as the go-toguy whenever a potential project comes up. He says that while it already shares close bonds with quite a few major design consultancies, the firm has to ensure that it has more repeat clients.

“One of the problems faced by consultancies entering the GCC from New York, London or the Far East is the need to partner with someone local. Inevitably they end up having to find separate partners for each country, and this means having to establish a relationship with each company right from scratch.

“What we wanted to do was show them that we’re established in all the GCC countries that they’d like to go to. We've got the same team, ethos and standards, and we have international people who talk their language.”

Another interesting aspect of SSH is its equity distribution scheme. While it has two individual partners and two investor partners, 20% of shares are distributed between 18 members of the top management. This approach had already been studied by executive partner Sadoon Al Essa February 2016 Middle East Consultant 11

IN PRACTICE RobeRt Hope

before Hope came on board, and he had observed that most consultancies with a high performance rate had a staff equity model. Therefore, he strongly believed that in order for SSH to truly be transformed, it had to bring in partners who would be invested in the business rather than being just employees.

“I realised that a key threat to any consultant in the Middle East would be to have a regional company with a lot of history and add an international team to it”

NBK Children's Cancer Hospital in Kuwait is an important project in SSH Design's healthcare project portfolio.

In fact, Hope says this forward thinking helped him put together a top team and bring in many big names who might not have been convinced otherwise. Additionally, its successful implementation has allowed the firm to further develop an associates and senior associates scheme that mirrors that of the partners.

“Over the next three-year period, these guys have the opportunity to receive not only their own bonuses, but also be entitled to a bonus that depends on the company’s performance. In other words, they're training to understand how the partnership works. The idea is that in two years’ time, when the partners have completed five years, there will be a reinvestment. This would be done perhaps because our

12 Middle East Consultant February 2016

shares have grown, and we will then take the opportunity to release some of the equity to them. The aim is that when we get to 1,500 employees, the top 150 will be partners in the business.”

Having worked for Balfour Beatty and Atkins, Hope has lived in almost every country in the GCC over the last 20 years, and he is counting on his knowledge of the region to take SSH forward. One thing he has learned is that while the assumption globally is that every region in the GCC functions similarly, they are in fact all vastly different.

Being successful in the region is all about learning what makes each place tick, and the only way of doing that is by understanding its culture, mentality and nuances, he stresses.

“We found people who had been working for years in countries like Dubai, Abu Dhabi and Bahrain, etc. In fact, every single person in our top team thoroughly understands the local market. They're an expert in it, and that's really helped us become the go-to guys for a client, because we’re able to advise them on how things are and how things should be carried out regionally.”

SSH has learnt plenty from its successes and failures over the last decade. One thing that has helped the company pull through challenging times is their prior experience of working with each other. Hope explains that during the earlier phase of rapid expansion, just as he was allowed to bring in his top people, they in turn were allowed to bring in their team, and so on. While this would normally be a risky move, he says that with the hybrid-shareholder model, everyone was extra careful about who they took on board, because they all had a share of

IN PRACTICE RobeRt Hope

the pie that they wanted to protect.

Now that the firm has reached 1,100 employees and has exhausted the contacts of trusted people, it is following a more traditional recruitment process. Another conflict that has been avoided with this model is the usual dilemma faced by companies with resident directors in each country.

“Most of the time when you have a resident director, he wants to monopolise everything for his country. The divisional guys want the same for their divisions or sectors, and the two often end up in a big conflict. With our model, both the territory directors and the divisional directors are in partnership, it’s actually a bigger drive to unanimously make a decision on what is profitable and what isn’t.

“They know that pulling together as a team is good for their individual shareholdings, and the quality too is maintained. For example, our design director in Oman knows that he is as responsible for the quality there as he is in Dubai or elsewhere.”

Giving a company a new identity and direction is by no means a simple task, and it came with a set of challenges.

Hope says that even though he had the support of the business owners, the rapid change was quite a shock for some of the existing employees in the company. The other challenge was getting the SSH brand understood in the new markets they were expanding into, and then going through time-consuming registration processes.

“When we entered Bahrain, the clients kind of knew the team already. We had also already been in Oman and in Qatar.

But taking on the UAE was difficult, because people didn't

know who we were. Even with the names we brought in, we had to earn ourselves a brand, so we've had to focus hard on business development. Also, as the region changes, so does the registration. It took us nearly a year to really get going, because we're not a big multinational with billions at home, so that was challenging.”

With offices in Kuwait, Bahrain, Oman, Qatar and the UAE, and with Saudi Arabia next on its list, SSH has a presence in almost all GCC nations. The company has also pursued projects in Algeria and has opened up in South Africa and Morocco as well.

Looking beyond the MENA region, Hope says that while the firm does have an office in London, it is not looking at serving the UK market. "We have a niche office there where we have a couple of interior designers from big brands, some top-end graphic skills that we can't get here, and some

Damaged by the Iraqi invasion, the Al Salam Palace in Kuwait has been restored and will reopen as a museum in 2016.

February 2016 Middle East Consultant 13

IN PRACTICE RobeRt Hope

The Sheikh Abdullah Al Salem Cultural Centre will create a new museum district in Kuwait.

landscape designers as well. We use that as an incubator to bring talent in and then introduce them to this region."

"My plan is to stick to doing what we do well in the countries that we do well in, and focus on that."

In terms of sectors, Hope says that while the team can handle just about anything, healthcare is a prime focus. In Qatar, the firm is working on the Dentistry and Dermatology Hospital, and in Kuwait it is building the NBK Children’s Cancer Hospital.

Hope says that SSH will also pursue this field in South Africa and Saudi Arabia, since it has performed well so far in this arena.

Education is the next big area being targeted region-wide, followed by major and low-cost housing in Saudi Arabia, hotels (particularly in Dubai), infrastructure and commercial buildings. In terms of projects to look forward to, the firm is working on a couple of malls in Qatar, hotels in Bahrain and

SSH Design has recently been awarded the main consultancy services for construction supervision of NBK's new headquarters in Kuwait.

14 Middle East Consultant February 2016

tourism projects in Oman. SSH is also bidding for a number of projects with premium local clients in Dubai.

Additionally, SSH hopes to tap into the opportunities presented by the 2022 World Cup in Qatar and Expo 2020.

“We, and about half a dozen of the major contractors that we most respect, have an agreement to be their go-to guys for these kind of projects. So we’re actually looking at the possibility of bidding for some of the stadiums in a design & build capacity with the contractor.

“With Expo 2020 and the Qatar World Cup in 2022, there will be more opportunities in this area, so we're shaping ourselves to work with the guys who we think are the right quality of contractor, who respect us and vice-versa.”

With the company having tripled in size over the last three years, Hope is optimistic about SSH’s performance despite a tough market. He says that the company has lept from $35 million in revenue to $120 million at present, which will be a tough act to follow in this climate. Profit was 9% in 2014 and is expected to come in at 10% in 2015.

Concluding with his outlook on 2016, Hope believes that while oil price is a challenge, it seems to be stabilising, which in turn allows the company and the industry to plan ahead.

“We believe that 2016 will be a steady year. We are investing in new markets like Saudi, and I would say our investment in expansion activities is about 3-4%. To do that and deliver profit margins that are around 7-10% average in our industry will be a bit challenging. I would say that if we are a stable business, we will be aiming at a 12% profit. We're focused on shareholder value, and that's the beauty of the model.

“In terms of growth, we’re expecting a 20% growth in 2015, as opposed to the 100% and 50% growth we’ve seen in the previous two years. I think recording that now and 20% growth in 2016, would fit our strategy and allow us to pick the right projects. That's how we see this maturing as we move into the next phase.

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On Site SUHAIL ARFATH

Suhail Arfath, industry manager of Consulting Services, Middle East, Turkey and Africa at Autodesk.

16 Middle East Consultant January 2016

On Site SUHAIL ARFATH

Q&A

BIM: The Big Opportunity On the sidelines of the Autodesk University Extension Dubai 2015, Suhail Arfath speaks to Middle East Consultant about the recent BIM mandates and the way ahead

H

ow do you think BIM is being received right now in the GCC? Have there been any changes in its reception and acceptance?

I think we need to look at the fact that across the globe, this region is going through the biggest transformation in terms of infrastructure development. The kind of spending that is already happening is the kind of spending that we already have in the pipeline to deliver events like the Qatar World Cup in 2022 and Expo 2020. It is huge compared to any part of the world.

Technology plays a critical role in the need to innovate. What we don't have is the luxury of time to delay the projects and deliver these facilities later than scheduled and promised to the world. We have to really be on top of things and bring in every possible innovation and play to deliver these projects.

This is where BIM plays a big role, and now, when the region looks at developed countries like the UK and Singapore, Australia and the US, you can see that they all have all been benefiting from BIM. You can't ignore such benefits, because when it comes to the infrastructure industry, 60% of some of these projects actually miss their budget and schedule. BIM facilitates that mitigation plan because you are virtually able to visualise, analyse and simulate all those scenarios before you hit the ground.

The biggest benefit is being able to deliver projects on schedule and on budget. It shows that you respect timelines, and it means that you have more money to do things as well.

I think that's why the region has been more receptive towards BIM than in any part of the world.

What challenges arise in educating the market about BIM, and how do you overcome them?

I wouldn't say we have challenges today, compared to what we had three to five years ago when there was a lot of scepticism.

This happens in the West, but not necessarily in this region.

'Do we have those kind of resources' and 'Who is going to help us with this transformation' are some of the concerns, but that is all changing. In the last five years, with many international players coming in with their know-how and experience in delivering things here, the talent of the local pool of professionals who are in the construction industry has been enhanced.

I'm confident that after five to ten years, professionals from this region will have a lot more value globally because of their know-how and expertise with this technology, delivering fast-track projects. The transition has been a little tricky, but I wouldn't say that we have a wall in front of us. We are on the right track.

What are your thoughts on the current regional BIM mandates?

I personally believe that we have an opportunity here.

Why I believe this is because it presents the opportunity to optimise, increase efficiency, reduce time taken on a project and reduce if not mitigate wastage.

Taking a look at the construction industry, 35% of the cost of the project up to the handover stage is basically wasted and reworked. That in itself is an opportunity. If we're able to simulate efficient methods of designing infrastructure and construction, January 2016 Middle East Consultant 17

On Site SUHAIL ARFATH

find out the viabilities of pre-fab versus on-site construction in a virtual world and remove that waste and inefficiency, that would make available a pool of money for every stakeholder.

Each stakeholder would be able to determine his size of the pie in that 35%. I really would like to encourage the industry to look at that 35% and say, "I want to make 10% out of that. I want to reduce the cost of my project by 5% or 10%."

We're talking about millions of dollars worth of projects here, and even that 5% or 10% can make a difference to people's lives.

What impact is this going to have on the construction supply chain, from design firms to contractors to the owners?

Project management professionals are now being seen as not just project leaders but business leaders of an organisation.

I think the impact will be two-fold. Because of this transformation and technology playing a role, and the big fact that we have a lot of international players in the region, it is going to increase the skill set here. We will have many more skilled professionals and labourers from the region going forward, because we're innovating. We're delivering with new methodologies, unlike 50 or 30 years ago.

The second benefit is we're also going to increase our business bottom line. When I talk to local and regional designers and contractors, the discussion we have is almost always on those lines. The question always is: how can I be more efficient? or: how can I win more work? BIM facilitates that.

One thing that I keep reminding everyone is that no one is building in isolation these days, it's about collaboration. The construction industry has always had issues with collaboration and communication. BIM as a process facilitates that.

For example, if a designer takes a fantastic design to the owner or a client, the owner may take a long time to review it. But with BIM, not only can he virtually show the client his designs, but also show the client how to manage it and give him the operational cost of it as well.

In any infrastructure project, the cost of concept to handover

is basically 20% of the cost of the overall project cost. So 80% of that is what the owner actually cares about. That means that the owner is going to ask Designer A and Designer B who is going to give him a better design through the lifespan of the project.

Do you think we are likely to see any more amendments to the BIM mandates?

If we look at it regionally, we have got a formal mandate from Dubai Municipality, which is highly appreciated. In fact, they've taken the first step of bringing it in, but is it enough? I'd say not really.

I think they too are looking at it from an industry maturity perspective, and as to how much of the supply chain is ready. We recently saw an amendment come into play, so I truly believe there's going to be a lot more detail and clarity brought into the mandates going forward.

If you look at the UK mandate, a level two guideline was brought out recently with a lot of clarity to the supply chain and the owners. It's not about the mandate itself, but how much savings can be brought to the UK industry. Those are the kind of things that I'm sure Dubai Municipality, and players like Saudi Oil Commission and Ashgal in Qatar, will bring into play.

Q. As projects turn more complex, where do you see the role of BIM heading?

I think the complex projects are going to demand BIM, because they aren't going to be easy to deliver, not only from a design perspective but also from the perspective of how something will be built and what are the efficient methods and materials for building it.

If it's only a beautiful piece of art that can't be navigated, then that's where efficiencies are going to go down and cost is going to go high. But if there is a method where you can address and resolve those challenges virtually, then why not use it?

Finally, what new technology do you expect to emerge in the near future?

I personally see a lot of 3D printing coming into play, and I think it's the way ahead. It's moving at a very fast pace, and I think it's going to play a bigger role in the construction industry. We've already seen examples in China where they're printing houses with it.

Another technology called Point Cloud will help gather insight. I see cloud computing playing a critical role in designs, simulations and other operations such as these.

The most important thing is the people who are going to consume this infrastructure, who are getting involved.

Nowadays, consumers want to talk to the developer when they buy a house. They want certain things personalised for them.

They want more technology in their homes so that connected infrastructure is in play, and I think we will see more of the Internet of Things come into play.

18 Middle East Consultant January 2016

IN PRACTICE fire & life safety

FIRE CERTIFICATION & TESTING Thomas Bell-Wright, CEO & CTO at Thomas Bell-Wright International Consultants, explains the importance of fire certification and testing building fabric

P

assive fire protection may be best set in context by differentiating it from what it is not. It is not the alarms, sprinklers and first responders which leap to action when a fire occurs in a building. It is the fabric of the building and its finishes which quietly refuse to join in when a fire erupts, or which protects materials that would like to.

20 Middle East Consultant February 2016

IN PRACTICE firE & lifE safEty

insight ThIS ARTIClE ExPlAINS ThE mEChANISmS whereby

As long as a company conforms to certain standards, its certification is published on the certification body's website.

governments try to ensure that buildings are constructed to be safe from fire through the selection of construction materials.

The Great Fires of London in 1666 and Chicago in 1871 demonstrated how quickly a fire could quickly grow to be totally uncontrollable and destroy huge swathes of city buildings. At a time when wood was the primary construction material, options to prevent such fires must have appeared very limited.

Construction in the UK moved towards bricks and mortar as a result, but in the US, timber or lumber framing is still the preferred method of construction for residential buildings. Wood framing can be made acceptable because it can be protected by materials such as gypsum board (drywall, sheetrock). Plywood in particular, which is used for roof sheathing, can be treated to make it flame-retardant.

The basis of regulating materials of construction is the construction code. The authorities responsible for political jurisdictions such as cities and countries adopt a set of rules, usually with local modifications.

Among the better known of these are the International Building Code (IBC), a publication of the International Code Council of the US (ICC). Here in the UAE, we have the Abu Dhabi International Building Code, a modification of the IBC to suit the environment of the UAE. This is augmented by the Fire and Life Safety Code of Practice compiled by the Dubai Civil Defence, in collaboration with local stakeholders such as manufacturers of fire-rated materials and insurance companies, which is limited to matters relating to fire safety.

The regulations governing fire protection in buildings, both passive and active, are typically administered by the fire department or civil defence department of the relevant jurisdiction.

Here in the UAE, the civil defence departments of the seven emirates are organised under Ministerial Decree No. 505 for 2012, Organising of the Civil Defence Services in the Country.

This is designed to ensure that each of the emirates acts in parallel with respect to the enforcement of the regulations.

Let us look at how it all works.

Any company from any country seeking to sell products which come under the purview of the General Directorate of Civil Defence must obtain its approval. This requires that the product be tested and certified by a body or bodies on the Civil Defence list of approved bodies.

Approximately 30 companies are currently approved for either testing, certification or both, each with specified scopes – for example, a body approved for testing doors may not be approved for testing cladding.

As the UAE is a young country, the vast majority of approved testing and certification bodies (Thomas Bell-Wright International Consultants being the sole exception) are outside the UAE, though some of them have local offices. Unless a company already has certification from an approved body, it February 2016 Middle East Consultant 21

IN PRACTICE fire & life safety

Doors are typically rated for 30, 60, 90, 120, 180 or 240 minutes, meaning they can survive that long on the test furnace without exhibiting any failure criteria.

needs to have its products tested and obtain certification from one of the bodies on the approved list.

The words 'testing' and 'certification' have specific meanings in this context and require some explanation. For example, in order to prove that your door meets the requirements for its application, it has to be tested. Doors are typically rated for 30, 60, 90, 120, 180 or 240 minutes, meaning that they can survive that long on the test furnace without exhibiting any of the failure criteria in the standard to which they are being tested.

In buildings, doors in different locations within a building, or for different types of occupancy like a hospital or a small office, are required to have different ratings. For example, a hotel room door is required to have a 30-minute rating, but a door between a hotel and an apartment building is required to have a two-hour rating.

Testing on its own, however, is not enough to ensure that the doors installed in a building meet the requirements of the building codes. This is because there may have been changes in the way the door has been constructed subsequent to the testing.

Perhaps an adhesive has been changed, which the manufacturer thought was inconsequential but was not, or an unscrupulous vendor has substituted less expensive doors for the original. This is where certification comes in.

Certification is a system whereby an independent certification body visits the manufacturing facility, reviews its quality management system (such as, but not necessarily, ISO 9001) including its factory production controls, selects the samples to be tested out of production or witnesses their manufacture.

It then observes the testing and subsequently visits the facility on a regular basis to confirm adherence to the quality management system. As long as the company conforms, the 22 Middle East Consultant February 2016

certification is published on the certification body’s website and the company is permitted to apply a mark to the product or its wrapping to indicate that it has certification based on testing.

Testing and certification by a body or bodies is approved by the Civil Defence, and subsequent approval by them provides a fairly robust assurance that the product is safe.

However, the question arises as to how the testing body and the certification body are themselves qualified to provide these services. The answer is accreditation.

There are a number of mainly national, governmental or quasi-governmental organisations in the field of testing and certification for products. These are joined by a mutual recognition procedure and issue accreditations to bodies, which meet the requirements of the International Standards Organisation in Switzerland (ISO) 17025 for Testing Laboratories, ISO 17065 for Certification Bodies and ISO 17020 for Inspection Bodies.

Typical accreditation bodies include UKAS (United Kingdom Accreditation Service), COFRAC in France, DAC in Dubai and the pan-GCC GAC (Gulf Accreditation Centre). Accreditation bodies belong to one of the umbrella organisations such as ILAC, IAF, EA or APLAC. For a testing laboratory to be approved by the UAE Civil Defence, it must be accredited to ISO 17025 by an accreditation body. The accreditation body visits the testing laboratory with its staff, who review the quality management system – documentation, records, reports, etc.

At the same time, technical assessors witness the actual testing to make sure operatives are properly trained, follow the test standard, use properly calibrated measuring equipment and produce reports which comply with the management

IN PRACTICE fire & life safety

system and the standards.

Accreditation for Certification to ISO 17065 is similar.

With all types of audits, the auditing body’s team writes up non-conformances, which have to be satisfactorily addressed within an agreed time.

Some examples of the materials tested and the tests performed may be helpful. In our laboratory in Dubai, we have three different types of fire testing equipment: Resistance-to-Fire, Reaction-to-Fire and Fire Propagation.

For Resistance-to-Fire testing, we test doors, partition walls, including glass walls and glazing, penetration seals, garbage chutes, fire dampers, etc. Parenthetically, the correct type of glass used in fire separation contains a material which turns opaque in the fire and provides some insulation from the heat. Monolithic fire-rated glass may prevent the flame from crossing and pass according to certain standards, but the heat will ignite materials on the other side, making it quite unsuitable.

Reaction-to-Fire testing relates to the behaviour of the material itself, and we use the ASTM E84 test in the Steiner Tunnel. Many different materials are tested, because these requirements apply to all finishes in all types of buildings, with the sole exception of single family housing.

Besides finishes, thermal insulation and cladding materials are also tested, including the well-known culprit in our high-rise fires – aluminium composite panels (ACP), which are required to be tested whole and with the core completely exposed.

The third type of testing carried out is on almost full-scale, two-storey samples of building cladding systems. Here the emphasis is on testing the system rather than the constituent materials. The test is for Fire Propagation to the NFPA 285 test standard.

The use of acceptable materials, however, is not the whole story. Buildings are divided into compartments, which are designed to contain a fire which occurs there for some period, and they do this by using construction assemblies which have passed the Resistance-to-Fire test for the appropriate period.

However, numerous services, such as electrical and IT wiring, water and sewer piping, and ductwork, have to cross these barriers. These ‘penetrations’ must be properly constructed and sealed to be effective.

Similarly, in a curtain wall construction, there is a perimeter fire barrier which protects spaces from a fire on the floor below. The codes require that both of these be independently verified during construction, because almost all of it is hidden from view in the final construction by finishes which most probably are not removable for inspection.

Concluding with a short cautionary tale. A couple of weeks ago, the clubhouse of one of the premier yacht clubs in the United States burned down. An investigation of the cause and circumstances is underway; however, there is much speculation.

It appears that even as a commercial building, the clubhouse did not have sprinklers. Rumour has it that the club underwent a major renovation about 25 years ago, but was able to avoid the installation of sprinklers due to a local building department rule at the time where sprinklers were not required if the cost of the renovations was less than half the tax assessment value.

As it happened, the club was closed on the afternoon of the fire, preparing for a major event in the building that evening.

Had the fire occurred a few hours later, there would almost certainly have been a large number of casualties, if not fatalities, among the many aged members of the club.

“Buildings are divided into compartments which are designed to contain a fire that occurs there for some period. They do this by using construction assemblies which have passed the Resistance-to-Fire test” While strict application of building codes can ensure safe products in construction, there is no control on what materials occupants subsequently install. I think this emphasises the importance of passive fire protection in building construction.

Fire is one of those risks where the probability of occurrence is low, but the consequences can be monumental. Our individual and collective responsibility for the safety of others is the reason why testing, inspection and certification in support of passive fire protection in building codes is so important. Independent companies like ours exist because the scope is too broad for governments to cover it all themselves.

Bell-Wright says that certification is crucial due to the possibility of changes in the way a product is constructed subsequent to testing.

February 2016 Middle East Consultant 23

ON SITE MALLS

Al Noor Mall in Madinah is spread over two floors and has 67,811sqm of gross leasable area.

24 Middle East Consultant February 2016

ON SITE MALLS

Analysis

RETAIL RELOADED

Davina Munro takes a peak into where mega-malls are heading and how they plan to tackle the slowdown

O

ver the years, malls in the Middle East have become an intrinsic part of the urban fabric and the everyday lives of people. What was once a traditional souk has transformed and become the epicentre of most Arabian cities, taking on both social and commercial functions.

ThE nEw mODERn-DAy mEgA-mALL

has emerged as a lifestyle destination. One can not only seek retail therapy there but also engage in fine dining, entertainment and leisure activities.Even outdoor sports like skiing, rock climbing or underwater diving can be done within the boundaries of the building.

Despite the leaps and bounds malls have made in the last 10 to 15 years, experts say that with society and social needs constantly evolving, retail design is yet to peak. People like Ammar Al Assam, CEO at Dewan Architects + Engineers, believe that the growth in consumer appetite, competition and globalisation will continue to create a further need to develop a broader spectrum of activities. Transformation will take shape in the form of super regional malls, community malls and open-boulevard shopping destinations such as CityWalk, The Beach and Box Park in Dubai.

Community malls, for one, have gathered pace over the years, says Rob Gregory, senior technical director at WSP l Parsons Brinckerhoff. With malls becoming part of our everyday lives, developers are targeting residential communities by placing malls closer to them.

“These malls more often than not have the same offers as the major malls, with the added benefit of being local and giving consumers ease of access. City Centre Me’aisem is a good example of this. I think they will continue to be the focus of not only shopping but as places of experience where people go to spend a day.”

With malls sprouting up in every nook and cranny of the city, consumers are certainly spoilt for choice. Proximity may be a key factor when consumers decide to visit a particular mall over another, but what other things do they take into consideration?

A spokesperson from Emaar Malls points out that February 2016 Middle East Consultant 25

ON SITE MALLS

Mall of Arabia Jeddah has a total built-up area of 347,848sqm and has a mix of international, regional and local retail.

consumers are very savvy these days – when it comes to choosing a place to shop, several factors are considered.

Decisions are based on a family’s priorities and every aspect is carefully evaluated, right from ease of parking to choice of cafés and retail outlets.

Al Assam adds that a family-friendly environment and quality retail are critical to the mix, while other factors that play a role are the quality of design of the mall itself – its flow, artificial lighting, natural sunlight and finish.

Though malls are increasingly turning into experience centres due to the demand for centralised convenience, Jeff Decker, director of Strategy Development at AECOM, believes that the choice of one mall over another also depends on the needs of a consumer for the day.

“If you're spending the day at the mall, the overall shopping, dining and cinema experience is important.

If a consumer is spending only two to three hours there, then convenient access in terms of being able to park, walk in, find what you need and exit is necessary. Providing a balance of shops that serve the current local or tourist needs, and having a wide price point where consumers have the option of choosing from expensive to middle range shops is essential.”

Having a specific USP is equally crucial to the mix in the Middle East. Mall of the Emirates has a ski slope for adventure enthusiasts, Dubai Mall is home to a massive walk-through aquarium, an underwater zoo and an iceskating rink, while Ibn Battuta is decorated with replicas of artefacts from the explorer’s escapades.

Consumers are definitely spoilt for choice, and upcoming malls are being forced to think outside the box to keep them interested. The Emaar Malls spokesperson says the key is to create the right value and brand differential. Consultants

Rob Gregory, senior technical director at WSP | Parsons Brinckerhoff.

26 Middle East Consultant February 2016

need to constantly think of creative approaches, and this trend will continue in the coming years.

New malls such as the Meydan One project and Mall of the World are examples. The Meydan One project, which will also include a mall, is building a 1.2km indoor ski slope which will be the largest in the world, beating out its predecessor at Mall of the Emirates.

Mall of the World, which is expected to be completed in three years, is a $6.8 billion project that will replicate a street shopping experience within an air-conditioned city and will feature a theme park, the world’s biggest mall, 100 hotels and a theatre district.

While mall culture is prominent in the UAE, other countries in the region like Kuwait, Saudi Arabia, Qatar and Oman are catching up, while Iraq and Lebanon are gathering pace as well.

Simon Wilcock, CEO at Arabian Centres, Saudi Arabia.

ON SITE MALLS

“There are a variety of large malls due to be completed in Doha in the coming months. We have also witnessed a surge of activity in new mall building and also refurbishing of existing malls in Oman and KSA. Egypt opened up Festival Centre last year, which shows that the mall culture is not purely a UAE phenomenon,” Gregory points out.

Simon Wilcock, CEO at Arabian Centres, highlights the interesting prospects for international retailers in KSA. It is one of the biggest retail markets in the region, with the Kingdom accounting for 9.4% of the GCC spend.

The company currently owns nearly all the malls there, including Mall of Arabia in Jeddah, Al Noor Mall in Madinah and Makkah Mall in Makkah.

Wilcock adds that while much of the retail landscape is still unorganised, the coming years will increasingly see a shift to a more organised form, bolstered by the strong pipeline of mall

Ammar Al Assam, CEO at Dewan Architects + Engineers.

construction in primary cities and smaller districts.

“We currently have 12 shopping malls in the pipeline, ranging in size from 45,000sqm to 165,000sqm, with launches spanning from Riyadh to Dhahran. The expansion plan also includes Mall of Arabia Riyadh. This will be the flagship mall in Arabian Centres' portfolio and is scheduled to open in 2018. The site of it covers 259,382sqm and includes a five-star luxury hotel, landscaped gardens and water features. The mall will house 336 retail stores with 163,000sqm of gross leasable area.”

Another element worth noting is that while the convenience of shopping in an air-conditioned environment away from the sun is one of the main reasons mall culture has caught on in the region, the design formula subtly differs in every country.

The Emaar Malls spokesperson notes that in Dubai, the diverse population and booming tourism market demands

Mall of Arabia Jeddah has a total built-up area of 347,848sqm and has a mix of international, regional and local retail.

Jeff Decker, director of Strategy Development at AECOM.

February 2016 Middle East Consultant 27

ON SITE MALLS

Having a strong food and beverage component is crucial when developing mega-malls in the region.

that malls be entertainment and leisure destinations in addition to retail and dining spaces. Wilcock points out that in Saudi Arabia malls, the focus remains on a diverse retail mix, with maximum space being allocated to fashion.

Food and beverage is another category that Arabian Centres is focusing on, aiming to increase its presence from 5-10% to 15-20%. Entertainment and play areas for family and children are also in the mix in the Kingdom, but cinemas have not been featured due to cultural restrictions.

With so many elements being introduced into Middle Eastern malls, Decker, Gregory and Al Assam unanimously agree that the engineering challenge of working with these ideas is what keeps things exciting. For one, they agree that technology has made things a lot simpler.

“Challenges from a design and engineering perspective are really nothing that cannot be accommodated with today’s technology within the best and biggest consultants. It is more about the client’s process to explore and decide what they want, and how to gain creative concepts,” says Decker.

Gregory says working around the requirements of clients both

“If you're spending the day at the mall, the overall shopping, dining and cinema experience is important. If it's just two or three hours, then convenient access in terms of being able to park, walk in, find what's necessary and exit is necessary”

28 Middle East Consultant February 2016

architecturally and from an engineering point of view is about being creative themselves. It also requires having the right things in order, such as super-efficient adaptable systems, prefabrication of MEP services and structural and cladding systems.

As malls look to increase footfall and profits, another challenge is the expansion of existing malls. This is a growing trend, especially in the UAE, with Mall of the Emirates recently adding a fashion avenue to its third floor, while Ibn Battuta and Dubai Mall are also undergoing a facelift.

Gregory says that expansion is another way to future proof a mall, and having recently worked on a project like this, the major challenge was working in and over existing trading assets.

“Whilst the work is being carried out in a mall undergoing transition, it is essential that any disruption to the shops and shoppers within the mall is minimised. Each and every tenant and shopper must be considered when both designing and then carrying out any works.

“This can only be achieved successfully if the client, design team, operating team and installing contractors have a carefully thought-out programme of works, the ability to change and also share a common goal. More importantly, this has to be done as quickly, quietly, efficiently and as safely as possible.”

As we move into 2016, the impending slowdown may lead to a difficult economic climate. The Emaar Malls spokesperson says that the retail sector, especially in the UAE, will remain resilient and will overcome any challenges as it is driven by domestic and tourist demand. Wilcock adds to that, saying that with the Kingdom’s massive young population, whose purchasing power is largely unaffected by global volatility, the market in Saudi Arabia is not subject to some of the trends witnessed globally.

In terms of an outlook on mall culture, Gregory says that while the focus will remain on finding more creative ways of attracting and keeping customers, enhancing their experience, providing better parking and access, the emphasis will be on ensuring shoppers needs are met and that they’re entertained.

Decker says, “The new mall or experience centre will continue to evolve as expectations for entertainment, dining out and social needs change. The future of malls will not be a one-size-fits-all solution, but they will take advantage of the diversified economic benefits of mixed uses.”

Sharing his concluding thoughts, the Emaar Malls spokesperson says the success of initiatives like the Dubai Shopping Festival and Dubai Summer Surprises will continue to grow the retail sector, and that malls which provide a definitive and distinctive experience will continue to attract visitors.

In fact, competition between malls is to the advantage of the customer, in terms of both choice and value for money, but ultimately only mall developments that offer true value differentials will succeed.

on site KINGSPAN

Specify ME Taming The Flames Middle East Consultant speaks to Mark Harris, Building Technology Director at Kingspan, about the benefits of using its IPN-QuadCore technology

IPN-QuadCore's hybrid insulation core offers higher standards of performance and service.

Major fires in landmark buildings have farreaching consequences. Beyond the terrible risk of loss of life and obvious cost implications, a major fire can irreparably damage the reputation of the architect, owner and occupier of a building.

That is why it is so important to specify the right products, whatever the building type; insist on certified fire safety without compromising on performance, speed of build or availability; and avoid the costly risks associated with inferior product substitution.

Kingspan’s insulated building envelope cladding solutions contain a thermosetting core, which offers vastly superior fire performance over thermoplastic materials. They have an extensive range of fire certifications to help meet and exceed current UAE regulatory standards for fire performance.

This superior fire performance, combined with 30 Middle East Consultant February 2016

the other benefits of Kingspan systems, enables highperformance buildings to be constructed safely and more rapidly than other construction methods.

Each Kingspan system is underpinned by extensive, market-leading guarantees, and supported by expert advice at every stage. Once built, buildings using Kingspan cladding cost far less to operate than typical constructions, offering enormous financial savings to occupiers in the short and long term, and enabling higher levels of green building certification.

Many building owners and operators in Dubai are already benefitting from Kingspan’s expertise on landmark projects, including new commercial facilities for Aramex, DHL and Emirates Group, Dubai Parks, the Emirates Golf Club, Dubai Metro and, further afield, Hamad International Airport in Doha.

To meet the growing demand for superior

building envelope solutions in the region, Kingspan is investing over AED50m ($15.7m) in its Dubai manufacturing plant. Central to the upgrade is the addition of a new production line for IPN-QuadCore, Kingspan’s game-changing hybrid insulation core.

IPN-QuadCore will offer even higher standards for fire, thermal and environmental performance and service, outperforming all other insulation technologies on the market. This breakthrough insulation core has been rigorously tested by recognised third parties and is expected to achieve the highest industry certification standards.

IPN-QuadCore forms an exceptionally stable char on exposure to fire. The result is lower smoke emissions and better performance in reaction to fire and fire resistance tests. This means that insulated panel systems featuring IPN-QuadCore

on site KINGSPAN

IPN-QuadCore forms an exceptionally stable char on exposure to fire and results in lower smoke emissions.

“IPN-QuadCore is the first and only high performance closed cell insultation material to be certified to FM 4882 for use in smoke sensitive occupancies” can comply with and exceed current UAE regulatory requirements.

In the event of a fire, you can be sure IPNQuadCore will deliver the highest levels of protection to both people and property.

The Dubai plant is expected to begin producing IPN-QuadCore later this year, with full certification following soon after.

KINGSPAN SYSTEM FIRE CERTIFICATIONS

Kingspan’s FIREsafe systems have been tested and approved to a range of internationally recognised standards including the Loss Prevention Certification Board (LPCB), Factory Mutual (FM), BS 8414 and BS 476 Part 22 standards to comply with both property insurers’ and fire regulators requirements. Details of specific system testing and approvals are available from Kingspan.

Insurer-approved Loss Prevention Certification Board (LPCB) and Factory Mutual (FM) systems are prized by investors, property insurers, designers and constructors for their superior fire engineered performance. In order to achieve compliance, the Kingspan systems ensure that no flash over or fire propagation occurs and no flame spread occurs within the panel core. The roof and wall systems are also secured to the main/secondary frame of the building in order to protect fire fighters.

IPN-QuadCore is the first and only high performance closed cell insulation material to be certified to FM 4882 for use in smoke sensitive occupancies. This means that insulated panels using the IPN-Quadcore product can now be used for applications where there are products stored or manufactured that are sensitive to the smoke that can be generated by a fire,

opening up opportunities for the product with pharmaceuticals, data centres, electronic and high value food sectors.

It also achieves a reaction to fire classification of B-s1, d0 to EN 13501-1, the lowest smoke emission category in the European Euroclassification system..

IPN-QuadCore panels can also achieve fire resistance of up to one hour insulation and three hours integrity to EN 13501-2, meaning it meets or surpasses all previous fire tests achieved by PIR core panels.

This improved fire resistance performance means that specific IPN-QuadCore panels systems can be installed in a wider range of spanning widths, up to 7m in some LPS 1208 specifications and up to 12m in certain specifications according to EN 13501-2. Details for specific systems can be obtained from Kingspan.

To get in touch with Kingspan, please visit www.kingspanpanels.ae

February 2016 Middle East Consultant 31

On Site Craig MCpheator

Opinion

Craig McPheator is a senior consultant at PMK Consult.

Avoiding a forest of confusion

Craig McPheator assesses the reasons for construction disputes and how to avoid them In a recent report by Arcadis, the top five causes of disputes around the globe made for interesting reading. From a local perspective, the top five causes of disputes were:

• The engineer’s duties are restricted under their agreement with the employer.

Below, I have match the three selected causes of disputes to the underlying reason: Cause 1: Poorly drafted or incomplete

and unsubstantiated claims.

Reason: A lack of detailed particulars

• Failure to properly administer the contract.

• Poorly drafted or incomplete and unsubstantiated claims.

• A biased project manager or engineer.

• Failure to make interim awards on extension of time and compensation.

• An unrealistic contract completion date being defined at tender stage.

means a proper assessment cannot be undertaken.

Cause 2 : A biased project manager or engineer.

Reason: The engineers' duties are restricted under their agreement with the employer.

Cause 3: Failure to make interim awards on extension of time and compensation.

Reason: The claims are time-barred.

From experience, the second, third and fourth cause above show a growing trend in this region. These are common issues that engineers face, and in my experience, engineers prevaricate on these matters by becoming microscopic, requesting endless documents that don’t resolve the issues.

Once the contractual love affair is over and claims increase, as time passes and those claims remain unresolved the project becomes a forest of confusion, and consultants like me are invited to review unresolved claims that have not been administered properly.

I've realised that the confusion is deeprooted. One theory on why projects become fragmented in the first place is that it is due to claim responses: • The claims are time-barred.

• A lack of detailed particulars means a proper assessment cannot be undertaken.

Highlighting the issue of poor administration and late determinations by engineers, there are reasonable steps that can be taken to help.

Firstly, being Middle East-based, FIDIC is the main body of contracts used. Sub-clause 3.5 states: “Whenever these Conditions provide that the Engineer shall proceed in accordance with this Sub-Clause 3.5 to agree or determine any matter, the Engineer shall consult with each Party in an endeavour to reach agreement. If agreement is not achieved, the Engineer shall make a fair determination in accordance with the contract, taking due regard of all relevant circumstances.”

On closer review, the engineer in the process above shall: • Consult with the parties in order to reach an agreement.

• If no agreement can be reached between the parties, the engineer must

32 Middle East Consultant February 2016

On Site Craig MCpheator

Every participant in the construction industry needs to recognise the importance of good record keeping and consistently marshalling those records.

provide a "fair determination, having regard to all the circumstances".

In reality, it is left to the engineer to decide how to consult, how to determine and how long the process takes. But the determination must be fair and not unreasonably withheld or delayed.

According to FIDIC, this process is there to "discourage procrastination" and "maintain a cooperative approach and enhance successful outcomes". Unfortunately, this is not reality.

Now the big question: How can the contracting parties help the engineer with timely determinations and make a change to the subsequent report?

HeRe aRe Five tiPs to ConsideR: • inteRFeRenCe: Do not interfere or try to

influence the engineer; instead, offer help.

Providing help could mean clarifying the relevant points of your claim or providing further particulars that allow your claim to be better understood.

• Honesty: There is a stigma attached to claims.

This stigma is the element of trust when claims are received. Engineers automatically think that contractors are trying it on, and that their claims are exaggerated and conceal their own problems. So just be honest with your claim.

• Relevant FaCts: Understanding what the relevant facts are – not what you think they are – is worth reading up on. You may not have many facts at your disposal if you are conducting a prospective assessment; however, relevant facts are important and help you navigate the forest

of confusion.

• MaRsHal ReCoRds: The construction

industry should know by now the importance of good record keeping. Having good records is just the start – you need to marshal those records in order of importance and categorise them, labelled 1-3. All irrelevant documents should be set aside.

• deMonstRate Cause and eFFeCt:

Demonstrating cause and effect is a strict requirement in claims. In addition, it is likely to be a legal requirement. Without a clear cause and effect analysis, most claims will fail.

If parties submitting claims consider these five points, it will help with timely determinations and hopefully make a change to the top five causes of disputes in future.

February 2016 Middle East Consultant 33

on site RAWLPLUG

Educate ME Rawlplug bonded anchors

Trust and innovation

Why consultants should specify the proven quality of Rawlplug

F

or over 90 years, the Rawlplug brand has been synonymous with innovation, reliability and safety in the development and manufacture of construction anchors and ancillary products.

In the GCC, Rawlplug Middle East has been supplying world-class anchoring and fixing solutions to a wide client base in the construction industry, contributing to the many ambitious development 34 Middle East Consultant February 2016

schemes in the region.

An ongoing research and development programme adds new technical innovations from Rawlplug UK, empowered by Rawlplug Group’s experience as a leading manufacturer of fasteners in Europe.

Its quality products are being used in several landmark projects across the Middle East, supported by a network of distributors and direct sales force

that extends its coverage to continents such as Africa, Australia and Asia.

Unrivalled legacy

The Rawlplug Company was born in 1919 after John J Rawlings’ development of the first ever specialist wall fixing. His revolutionary Fibre Plug was the product from which the modern range of Rawlplug fixings was born. The company expanded

on site RAWLPLUG

Rawlplug mechanical anchors

Sustainable Rawlplug As part of its effort to achieve an optimal balance between production efficiency and environmental responsibility, Rawlplug has implemented an Environmental Management System (EMS) in accordance with ISO 14001 standards. Rawlplug’s Environmental Management System provides a formal, standardised system to improve the efficiency with which it uses raw materials, reduce the volume of waste generated and operate with greater energy efficiency.

The company is also participating in the manufacture of products catered for green buildings, with their recent innovations in the area being the TFIX range of facade insulation fixings and

dramatically and today is one of the world’s leading fixing manufacturers, distributing its products on every continent.

Innovation remains at the heart of Rawlplug’s success, including significant developments of mechanical and bonded anchor systems, facade insulation systems and stone cladding fixing systems for safety-critical applications.

Throughout its history, Rawlplug has been constantly monitoring and embracing changes in the market to improve and evolve its range of products, to satisfy the requirements of customers and those of the ever-changing markets it operates in.

Along with high-quality products and outstanding customer service, it also supports all areas of its business with technical support and advice.

(ETA) for cracked and non-cracked concrete.

Products are manufactured using some of the most advanced production facilities in the industry, and are renowned for their consistently high quality and performance.

The company’s quality system is approved to BS EN ISO 9001: 2000 for design and manufacture.

It also places great emphasis on providing a safe working environment for employees.

Achievement and maintenance of the numerous approvals is largely due to the extensive technical facility at Rawlplug’s modern testing centre in Glasgow. Equipped with 3D solid modelling technology, finite element analysis systems and the latest equipment, the company’s testing capability is among the best in the world.

QUality ensUred

extensive sUpport

The proven quality and performance of Rawlplug anchors is demonstrated by the numerous independent approvals carried by the products.

This is backed up by Rawlplug's technical research and development team, which is second to none in the industry. In 1999, it became the first UK manufacturer to obtain European technical approval

Rawlplug’s Technical Advisory Service offers free advice on the correct selection and installation of anchors to distributors, specifiers and end users around the world. It is staffed by qualified engineers with many years of experience.

With its wordwide distribution network, Rawlplug has subsidiaries in the UK, Germany and

Cartridge-Free System (CFS+) for resins.

Rawplug places additional emphasis on sustainably packaging and transporting its products, and also engages in employee education programmes to ensure the company’s environmental goals are embraced at all levels in the organisational hierarchy.

For more information, go to sustainable.rawlplug.com

other global locations. The UAE, with its strategic geographical location and plentiful construction opportunities, is the established hub for Rawplug in the Middle East and Asia region. to find out more details about rawlplug in the Middle east, please email tech@rawl. ae or call +971 4 347 57 18 you can also find technical information at www.rawlplug.co.uk or corporate information at www.rawlplug.com February 2016 Middle East Consultant 35

on site roundup

Update Wafi Interchange in Dubai 65% complete, says RTA

LuLu to invest additionaL $186m in saudi by 2017

The $24 million project includes the construction of a three-lane bridge.

Dubai’s Roads and Transport Authority (RTA) has announced that construction work on the Wafi Interchange in the Oud Metha area is 65% complete and that it will be open by the end of April.

The project contractor has completed almost 70% of construction work on the new flyover along with lighting and utility works, while the roadworks are 35% complete, the RTA said.

The project, which costs about AED88 million ($24m), includes the construction of a three-lane bridge branching from Oud Metha Road (near Latifa Hospital) in the direction of Sheikh Rashid Road. From there, the bridge will extend to Sheikh Zayed Road (E11) and Al Saada Road, through the overpass leading to Dubai World Trade Centre.

Spanning 700m, the new bridge will have the capacity to handle 3,300 vehicles per hour. Project 36 Middle East Consultant February 2016

works also include lighting, signage, rainwater drainage and utility lines.

“The construction of Wafi Interchange is part of RTA’s strategy to improve and upgrade the main roads network in Dubai. Wafi Interchange is very important, as it links with main roads and intersects with the Sheikh Rashid Road and the Oud Metha Road,” said Mattar Al Tayer, director-general and chairman of the RTA. The interchange is expected to ease the movement of vehicles in a bustling area that frequently experiences traffic snarls, he added. “When completed, the project will eliminate the overlapping traffic at the interchange and ensure a smooth vehicular movement in various directions. The traffic will run smoothly from Oud Metha Road in the direction of Al Ain to the east, and from Sheikh Rashid Road in the direction of Oud Metha to the west.”

UAE-based LuLu Hypermarkets is planning an additional investment of SAR 700m ($186.5m) in Saudi Arabia by the end of 2017, with ten more outlets in the pipeline.

This will take the retail giant’s investment in Saudi Arabia to SAR 1.5bn ($399.8m) within the next two years, Arab News has reported.

The announcement was made by LuLu group chairman MA Yusuff Ali at the launch of an outlet in the city of Dammam. The hypermarket will feature a Sparky’s family entertainment centre, a food court, coffee shops, a pharmacy and money exchange facilities.

Yusuff Ali said LuLu is looking to add four more hypermarkets this year – two in Jeddah, one in Hail and one in Hofuf.

Come 2017, LuLu plans six more, including in places like Makkah and Madinah.

“We have already invested more than SAR 800 million till now and intend to further invest SAR 700 million by the end of 2017, taking our total investment to more than SAR 1.5 billion in the kingdom,” Yusuff Ali is reported as saying.

“The support and love extended by the rulers gives us further impetus to serve the growing economy of this country.

LuLu is committed to doing its bit to help the Kingdom by opening more outlets, thereby generating employment opportunities to talented Saudis.”

The news comes days after the LuLu Group said it plans to invest $150 million in Lucknow, the state capital of Uttar Pradesh in India.

on site roundup

Louvre Abu Dhabi handover in mid-2016 Construction work already completed includes the museum's 'rain of light' dome envisioned by architect Jean Nouvel.

The Louvre Abu Dhabi will be handed over by the middle of the year, officials said, as former French President Nicolas Sarkozy was given a tour of the underconstruction museum. Construction work already completed includes the museum’s 'rain of light' dome envisioned by architect Jean Nouvel, and the installation

of 30,000sqm of natural stone paving.

Sarkozy was given a tour of the site

by Ali Majed Al Mansoori, chairman of the Tourism Development & Investment Company (TDIC), and Mohammed Khalifa Al Mubarak, head of the Tourism & Culture Authority.

“We are also pleased to observe that the

museum’s construction continues to be on track, and we expect to hand over the building in mid-2016,” said Al Mansoori.

The Louvre Abu Dhabi construction contract was awarded to an Arabtec-led joint venture with Constructora San Jose and Oger Abu Dhabi in 2013. Once completed, the museum will have 9,200sqm of display space.

Faithful + Gould appoints Qatar country director Consultancy Faithful + Gould has brought on board Mark Ainger to lead its 140-strong Qatar division as country director. The company said Ainger’s appointment is in line with its strategy to strengthen its position in the Qatari market and maintain consistent growth.

Ainger has been in the industry for 30 years, most recently as technical director in the property and buildings division for WSP and director of buildings for AECOM in Qatar.

Campbell Gray, Faithful + Gould’s managing director for the Middle East, said: “Qatar remains a key market for us, so we needed an outstanding individual for this role, as we remain committed to

supporting Qatar’s investment aspirations.

I’m confident that Mark will do a great job in innovating and growing the business.

He’s established a fantastic reputation in the market and is a natural leader who understands how to inspire and motivate talented teams, which is one of the most important attributes we look for.”

Ainger said: “This is a great opportunity for me to help further develop the Faithful + Gould brand at a time when we can make a real difference to ensure major projects in the region are delivered on time and to budget. Our challenge today is about helping clients with the next phase in the region’s transformation.”

February 2016 Middle East Consultant 37

on site roundup

Update Dubai Parks, Etisalat to create smart resort Dubai Parks and Resorts and Etisalat have announced a collaboration to create what they say is the region’s first integrated smart theme park.

Etisalat is set to design and implement an ICT and security infrastructure in preparation for the opening of Dubai Parks and Resorts attractions.

The project – set to include Legoland, Motiongate and Bollywood parks – is on course for completion in October, Dubai Parks and Resorts has said.

Under the agreement, the companies will develop an interactive experience for guests using multi-channel customer interactions. This will be done through mobile devices, web portals, RFID wristbands, smart kiosks, digital signage and the Internet of Things (IoT).

Saleh Al Abdooli, CEO of Etisalat, commented: “Keeping with the evolution of the IoT era, it underpins our commitment to supporting the

nation's long-term strategy in promoting digitisation initiatives and developing the connected ecosystem of the UAE, including large-scale developments.”

Raed Kajoor Al Nuaimi, CEO of Dubai Parks and Resorts, said: “From booking

tickets, to finding parking spaces, to choosing rides with lower wait times or deciding on the right cuisine to eat, this collaboration will facilitate an unforgettable trip for visitors with a few simple clicks on their smart devices.”

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38 Middle East Consultant February 2016

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on site roundup

DWTC breaks ground on $196m phase two of Dubai Trade Centre District

Dubai World Trade Centre (DWTC) says it has broken ground on the $196 million second phase of its mixed-use expansion development. Al Futtaim Carillion, the main contractor for phase one of the Dubai Trade Centre District (DTCD), will also work on phase two, according to a DWTC statement.

The second phase will comprise two grade A office properties of eight and 12 storeys, designed by Hopkins Architects and WSP. Phase one comprised an eight-storey office building and a 588-room Ibis hotel.

The commercial office properties in both phases will have a net leasable

area of approximately 84,000sqm, with approximately 6,400sqm of retail space.

It will also include 2,150 parking bays in a four-level basement.

“DWTC is continuing with its market share growth strategy of creating a prime central business district destination, underpinned by a strong conventions and exhibitions business endowed with a free zone and freehold status,” said Gurjit Singh, senior vice president of Real Estate at DWTC. “Phase one has successfully attracted blue chip commercial tenants to our grade A, single ownership, large floor plate office space. This demand is expected to continue in phase two. We are also especially excited with the forthcoming opening of the new 588-room Ibis Hotel at DTCD.”

Macro awarded Dubai Trade Centre District contract Facilities management company Macro has been appointed by the Dubai World Trade Centre to manage the facilities and fit-out services for the first completed building in a new mixed-use development. The contract covers one commercial building, the surrounding public space, a substation and the basement of phase 1A of the upcoming Dubai Trade Centre District (DTCD).

Master plans for the DTCD development include commercial areas, hotels, retail space and associated infrastructure. Macro will manage tenant fit-out works and support DWTC in the transition of the office building from construction works to the operations phase, and will provide a helpdesk and computer aided facilities management system (CAFM) for three years.

Other services to be offered by Macro include mechanical, electrical and plumbing, cleaning, waste management and pest control.

“DTCD is a world-class mixed-use development and we look forward to a long and fruitful relationship,” said Nigel Davies, director of operations at Macro.

The contract covers one commercial building, the surrounding space, a substation and the basement of phase 1A.

February 2016 Middle East Consultant 39

on SitE Mark kElly

Final word

Mark Kelly is the director of the Property Division at Atkins.

GCC Future Cities What kind of cities do we want in the GCC in 2050 and beyond? Mark Kelly of Atkins explains This is a particularly fascinating question for all of us lucky enough to call this great part of the world home.

I live in Dubai, where research suggests the population may well triple by 2050. How this population increase is accommodated, equality of access to opportunity, rapid development of intelligent technology, and economic and environmental change will all present remarkable opportunities for the future-proofing of cities.

However, in Dubai and all GCC cities, the flipsides of these opportunities are risks and a plan needs to be made to tackle them. This is a fascinating subject which draws on a vast, interconnected web of complex factors, all of which also present opportunities to have a positive impact on the region’s competitive advantage if addressed correctly.

EConoMiC iMbAlAnCE

Economic diversification is needed for the region’s centres to further prosper and accelerate to greater levels of stability.

SoCiEty

Our cities are increasingly understanding the value of population happiness as a benchmark, and accept that money and wealth do not guarantee happiness.

EnvironMEnt

As urbanisation continues to grow, environmental 40 Middle East Consultant February 2016

problems will affect our quality of life. We will need to develop clean and local energy generation, and to further improve waste management at all levels.

Our GCC cities have the opportunity to deal with these inter-related spheres through new approaches to planning and management. This will put them in the best possible position to maintain their competitive position, alongside leading centres such as London, New York, Sydney, Singapore and Hong Kong.

The understanding of the need to futureproof cities is growing rapidly and covers the full spectrum of challenges faced by governments and institutions, whether in developed nations or in the developing world.

As an industry, we hold the knowledge and experience to help the region’s cities realise their ambitions, while addressing the drivers for change sweeping the region. For example, through coordinated stakeholder management and centralised planning, Atkins saved one Middle East client approximately $2 billion, including a reduction of 24 months from their infrastructure programme.

Future-proofing requires an intimate understanding of long-term goals and needs. Armed with this, it is possible to perform a diagnosis of the opportunities and risks facing cities, helping clients to prioritise their investment decisions.

An Atkins example of this is our sustainable BIM methodology for major metro projects. This can typically result in a 40% reduction in global warming potential against baseline values, helping cities to respond to the outcomes needed following the Paris Accord.

Maximising the potential of BIM to drive down spending on the development and operation of infrastructure throughout its lifecycle can ultimately have a marked impact on a nation’s bottom line. By harnessing opportunities and mitigating risks, a considered approach to futureproofing cities can help them deliver against the triple bottom line of economic, societal and environmental returns.

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