ME Consultant July 2017

For the construction specialist

Taking Charge We talk to F+G’s Paul Doherty about his new role and growing horizontally ON TOPIC

What role can consultants play in an automated future?

IN PRACTICE

AR and VR can transform the construction sector

ON SITE

The Sheikh Zayed Grand Mosque Visitor Centre

ISSUE 039

July-August 2017 Publication licensed by Dubai Production City A product of Big Project Middle East

© 2017 LACASA Architects & Engineering Consultants All Rights Reserved

I’m Rasha Al Khatib and I am an

Authorities relAtion MAnAger www.lacasa.ae

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

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

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

Rasha Al Khatib

Authorities Relation Manager

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

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

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

CONTENTS

On topic IndUSTrY VIEWS frOm AcrOSS ThE mIddLE EAST

06

07

10

12

14

20

26

30

37

40

07 AnALYSIS

Cavendish Maxwell’s Manika Dhama shines a light on Dubai’s real estate sector, and discusses future scenarios 12 OpInIOn

Jason Lewis, Limah Design’s founder and CEO, lays out what consultants can do to stay relevant in a future dominated by artificial intelligence and automation 14 InSIGhT

We speak to six industry veterans about the relationship dynamic between consultants and contractors in the current market

In practice AnALYSIS, InSIGhTS And InTErVIEWS

20 InTErVIEW

Faithful+Gould’s new UAE country director talks us through the first three months of his role, and his plans for horizontal growth 26 InSIGhT

We talk to Suhail Arfath, head of Autodesk Consulting about the value advanced software and augmented reality offers

On site cASE STUdIES, OpInIOnS And SnApShOTS

30 cASE STUdY

Gavin Davids visits the Sheikh Zayed Grand Mosque’s new visitor centre to study its design, and see how work is progressing 34 OpInIOn

Architects, consultants and project owners should pay attention to stone protection solutions, says FILA’s Francesco Pettenon 37 nEWS

EmiratesGBC launches Green Building Tooltips 2 JULY-AUGUST 2017

WELCOME

Group EDITOR’S NOTE

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

Editorial

Positive Outlook Schools have shut, people have gone on holiday, and the mercury and humidity is through the roof - it’s safe to say that we’re now well and truly into Q3, better known as ‘summer’ in the Middle East.

Generally speaking, things slow down to a crawl during the first half of this quarter but, for me, its more a case of full steam ahead.

Why, you ask? Well, quite simply, I’ve begun preparing for the 2017 edition of the Middle East Consultant Awards. This year, the annual event will take place on November 7, and - as before Middle East Consultant and its judging panel will recognise, and reward, innovation and achievements in the industry.

Visit our website at www.meconsultantawards.com to check out this year’s categories (we’ve added several new ones), and find out how you can nominate your company or an individual within your firm. I look forward to receiving all your entries, and seeing you at the venue for what promises to be a spectacular, and engaging, evening.

Apart from the awards gala, I’m also genuinely excited about the second half of this year. Last year several projects were postponed, so I’m keen to see which of them will go through this year, now that liquidity is slowly creeping back into the market.

Faithful+Gould’s new UAE country director, Paul Doherty, wet my whistle (in relation to the above) earlier in the month, as he talked me through his plans for horizontal growth through infrastructure. Check out the whole interview on page 20.

A number of super-interesting projects are also scheduled for completion in the second half of this year, but the one that I’m most looking forward to is the new visitor centre at the Sheikh Zayed Grand Mosque in Abu Dhabi. The mosque itself is nothing short of spectacular, and with the visitor centre, the world renowned cultural landmark will only grow in terms of the experience it offers visitors. You can read about the visitor centre project on page 30.

That’s it from me for this issue. Stay cool, and above all else, stay hydrated.

EDITOR JASoN SAuNdALkAR jason.s@cpimediagroup.com +971 4 375 5475 CONSULTING EDITOR GAVIN dAVIdS gavin.davids@cpimediagroup.com +971 4 375 5480 SUB EDITOR AELREd doYLE aelred.doyle@cpimediagroup.com

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Jason Saundalkar Editor, Middle East Consultant 4 JULY-AUGUST 2017

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

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ON TOPIC

MOST POPULAR

FEATURED

CONSTRUCTION

PROjECT MANAgEMENT kEy TO PREvENTINg DELAyS

Qatar construction sector faces materials shortage

CONSTRUCTION

26,000 buildings under construction in Dubai

In pictures: Sheikh Zayed grand Mosque visitor centre

CONSTRUCTION

Former CEO of Drake & Scull sells stake in Dubai contractor

CONSTRUCTION

Emaar: $48m bridge in Dubai is 90% complete

CONSTRUCTION

UAE developers ‘stockpiling materials ahead of VAT’

6 JULY-AUGUST 2017

READERS’ COMMENTS

video: Fly through of Dubai Creek Harbour megaproject

The article “Planning ahead: pre-empting project delays in the Middle East” (June 15) is good and brings forward a few important points.

However, what is critically missing is mention of project management.

Organisational project management (OPM) is vital for project success and organisations with a high level of OPM maturity can deliver projects cheaper, faster and better, and this has been proven through numerous studies.

Nothing can guarantee success but organisations can significantly enhance their performance.

One way is the proper use of REAL project management. Further, the use of stagegate methodological approach is vital.

Finally, a recent study shows that projects managed directly by project owners’ organisations show better performance.

Mounir A. Ajam, CEO of Sukad, comment posted to website

ON TOPIC

aNaLYsIs

Dubai in Focus

Manika Dhama, senior consultant, Strategic Consulting and Research at Cavendish Maxwell, weighs in on current and future scenarios in Dubai’s real estate sector

R

esidential properties saw a decline in prices for apartments and villas in Q1 2017, averaging 1.0% in comparison to last year. Although the rate of decline has slowed in comparison to Q1 of 2016, the ongoing decline over the past year and a half has impacted project feasibilities for new developments, which are now facing declining profit margins.

In the meantime, demand from consumers – mostly first-time buyers – has continued to shift to areas with existing infrastructure and amenities. The track record of the developer has also become a key factor in maintaining the rental price level. The previous phase, focusing less on end consumers, has now given way to products that are more responsive to this segment’s demand. They also cater to a

larger base of buyers with a long-term view of Dubai’s potential as a mature investment destination for real estate.

The Dubai House Price Index formulated by Property Monitor keeps track of property prices across the region. It derives the average sale price for apartments and villas/townhouses, while taking into account the new supply added to the market every quarter. Looking at historic data, it was only in Q1 2014 that the average residential price went above $816,000 for the first time since 2008. However, in Q1 2017 the average price stood at $599,000, as a result of a large number of lower-priced villas coming into the market. The average price in Q1 2014 and Q1 2017 averaged between $681,000 and $1m, but this significant surplus of low-income housing targeted to a new segment of buyers will continue to affect it.

JULY-aUgUsT 2017 7

ON TOPIC

Developer Focus

Developers are now focusing on more sustainable and efficient designs, because properties in Dubai are increasingly being bought by end users themselves. Even the unit mix is beginning to reflect the buyers’ demand. One-bedrooms and two-bedrooms are now turning out to be the largest share of unit mix proportion for most developments. Some recent projects focus on releasing smaller units only, such as Select Group’s Studio One project in Dubai Marina.

As the potential buyer mix slowly tilts towards the end user segment, payment plans have evolved to cater to this demand. A more flexible payment plan is beneficial to developers in terms of selling more units more quickly, and at a higher price per square foot. The downsides are delayed receipt of revenue, a greater need to finance construction through other means, and potentially an increase in the instances of default. So for each project, developers need to consider the trade-off between price per square foot, speed of sales, estimated revenue cash-flow, marketing budget, and the availability, cost and effect of having to use alternative funding options such as bank loan, equity or joint venture partner.

Payment plans in the boom years leading to 2008 typically required 80%+ payment during construction. Since the real estate price correction following the 2008 global financial crisis, payment plans have become more attractive to investors, with developers sharing more of the development risk. In the current market, payment plans vary from a significant proportion during construction to only a small proportion, say 20-30%, with the remainder on completion or over a period following completion.

These include longer-term payment plans such as the fiveyear plan offered by Damac on villas in the Akoya Oxygen project, with a down payment of 20% and remaining payment over nine installments; the 20/80 and 30/70 plans for Select Group’s Marina Gate Residences I and II; Danube’s 1% or $1,225 per month plan for Resortz development in Arjan; and special offers such as the Ramadan 8 JULY-aUgUsT 2017

offer by Nshama – a 20/80 payment plan on all apartments.

Off-plan supply into the secondary market will continue to flow over coming years, with an estimated 61,000 additional units scheduled to be released this year, though delays are likely to greatly reduce actual delivery. These units are mostly in Dubailand, Business Bay, Dubai Sports City, Jumeirah Village Circle and Meydan City.

Transaction momentum in the secondary market is expected to continue, while prices adjust to meet supply and demand. Landlords, especially those owning bulk units within the same micro-market, are also expected to offer competitive pricing in order to move inventory.

Looking ahead

The Cavendish Maxwell Residential Survey conducted among agents in the emirate tracks market sentiment. The majority of agents surveyed in Q2 2017 predict that apartment and villa prices as well as rents will remain unchanged. In terms of transactions, 64% of agents expect new buyer enquiries to increase, while 59% expect an increase in the number of agreed sales. The majority of those surveyed (55%) believe new seller instructions will also increase.

In recent months, tenants have been able to negotiate terms downwards on renewal and the number of landlords offering flexibility to pay annual rent through multiple cheques has increased.

Employers are slowly replacing housing allowances with monthly salary components, and tenants are thus likely to continue negotiating on both rent as well as multiple cheques.

Regulations introduced to curb speculators from operating in the market have improved transparency. This has also attracted not only individual investors from traditional and newer markets, but also institutional investors, such as private equity funds and real estate investment trusts (REITs), that are looking to acquire incomeproducing residential assets in the emirate. Market activity from these segments of investors is expected to rise in coming years.

ON tOPIC

ANALYsIs

Championing sustainability

The UAE is blazing a trail for sustainability within the region, but there is still room for improvement, according to Core Savills’ Green Issue: Sustainability and Wellness in Dubai report

t

he UAE is the flag bearer of sustainability within the region, despite restrictive climatic conditions and a relatively young real estate market, ranking among the top 10 countries in terms of LEED (Leadership in Energy and Environment Design) certifications outside the United States.

Dubai also ranks third among global cities with the highest number of green buildings (under both LEED and BREEAM).

This marks an important step forward for sustainability in the region, where Dubai takes the lead with over 550 projects currently undertaking LEED certification. The market has seen a significant surge in certificate completions over the last five years, with 54% being Gold-rated, the second highest LEED rating achievable.

Government buildings are leading the trend, with the Dubai Chamber of Commerce, DEWA buildings and many district cooling plants either certified or in the process, while in the private sector, manufacturing and logistics operators form the majority of LEEDcertified occupiers. Furthermore, Dubai has the highest ratio of projects being certified, with 81% of in-progress projects across global cities, indicative of a burgeoning interest in sustainability.

10 JULY-AUgUst 2017

However, despite the positive steps taken toward a green strategy, the residential market is strongly lagging the commercial market.

Commercial sector takes the LEED in sustainability

The UAE’s steps toward building a green city undeniably demonstrate the significant factor that sustainability represents for the country.

With 81% of developments under certification in Dubai – the highest ratio on a global scale – developers are increasingly filling the gap created by the demand for LEED-certified grade A buildings, which still largely outstrips supply. As a global hub recognised for its strategic location in the region, Dubai continues to attract blue-chip tenants who incorporate sustainability within their corporate governance.

However, despite buildings being built following LEED guidelines, headline rents are still on a par with non-certified grade A stock. Firstly, this can be explained by the fact that new developments are launching their initial phases at an attractive entry price point, in an effort to achieve critical mass and pave the way for future phases where higher rentals are justifiable. Secondly, these green developments still compete with established and centrally located non-certified grade

ON tOPIC

A stock. While global corporate occupiers do value sustainability, a larger section of demand is yet to quantify environmental and operational benefits over rental costs.

Furthermore, research highlights that with the market progressively moving towards prime office stock and LEED certification expected to become a norm rather than a feature, a gap in rental rates is predicted to start forming between certified and noncertified products in grade A stock.

growth of LEED certifications in Dubai 24

20

16

12

8

4

2006 2007 2008 2009 2010

2011

2012

2013

2014

2015

2016

green buildings in global cities (in progress and completed) LEED

BREEAM

2500

2000

1500

1000

500

“With the market progressively moving towards prime office stock and LEED certification expected to become a norm rather than a feature, a gap in rental rates is predicted to start forming between certified and non-certified products in grade A stock�

Sydney

Singapore

Hong Kong

Bengaluru

Paris

New York

London

Dubai

Residential landscape lags behind in green homes

LEED certified vs in-progress projects in global cities (%)

81

46

49

62

31

42

53

52

19

54

51

38

69

58

47

48

New York

Paris

Bengaluru

Hong Kong

Singapore

Sydney

London

In progress

Dubai

Sources: USGBC, BREEAM

Certified

In contrast to the high ranking achieved by the office market in Dubai on sustainability issues, the residential segment lags far behind. The Green Issue report identifies another gap within the residential market between older and new developments, with a noticeable quality difference in build and finishing.

This disparity represents a pocket of opportunity in the market for landlords to upgrade their assets to higher standards, by investing in refurbishments over and above their initial acquisition cost. However, there is a ceiling to how much a unit can be upgraded within a given location. Owners also risk reaching a point where the more they spend on upgrading their unit, the less additional return (rent or price) it will incur.

Landlords tend to upgrade basic quality and finishes first (kitchen, bathroom, floorings), as these factors are better valued by tenants and investors; additional green upgrades often push a unit’s price out of its original market, making it very difficult to sell or lease.

Until a large proportion of the market achieves these upgrades and reaches a higher level of uniform build and finish quality, we do not expect owners to replace basic upgrades with more sophisticated building improvements such as energy efficiency and sustainability.

JULY-AUgUst 2017 11

ON TOPIC

OPINION

01 Jason Lewis is the founder and CEO of Limah Design.

The Future of Design Consulting without Humans Limah Design’s Jason Lewis sheds light on the role and opportunities of consultants in a future dominated by artificial intelligence

01

I

n my work as a design consultant and with my deep interest in futurism, I can’t avoid the daily bombardment of artificial intelligence stories and the scary future it holds. We all know of the Terminator future that lies ahead, or so we are told. While I think that’s a far way off and unlikely, I do see a future in which AI, deep learning and quantum computing will play a huge role in consulting, and in the design of built environments.

We’ve already seen the rise of BIM in our industry, and while it’s not AI, it is connecting teams at a greater level than ever before. From these beginnings, the new wave of quantum 12 JULY-AUGUST 2017

computing will allow us to communicate faster, and in real time, as part of collaborative teams, with all work visualised instantly on VR headsets. From here, it’s not a great leap to create the algorithms that will automate complex sets of tasks, thereby making a number of disciplines in architecture either obsolete or dramatically changed. Disciplines based on calculations and data, such as engineering and costing, will likely be the first needing to change and adapt.

Deep learning could be one of the biggest changes for design consulting. While today any single designer may come up with dozens of concepts based on a single theme – which may take from hours to months to complete – deep learning with the correct parameters can bring to light thousands of concepts in mere seconds. These concepts could be developed further by AI into fully working drawings, and could then be sent directly to 3D printers, where construction could begin almost instantly.

The question for designers and design firms then becomes: what role will they play in this automated future? I contend that designers will always have a role. Creativity and curiosity cannot easily, if ever, be simulated. I also believe this is a time of great opportunity for those who embrace and lead

the charge into these new areas. The future for those who are successful will be in the holistic and strategic approach to design – those who focus on humans who actually use these spaces will thrive.

This human-focused design is what we call experience design. It is design that first digs deep into human needs, wants and desires. In our work, experience design is a methodology to make people’s interactions with complex spaces more enjoyable. Environments and products are developed around these needs, thereby making environments that are more connected than ever to humans.

How often today do we visit a mall or healthcare facility, and likely our first step is to go online to get information or directions to these places? Upon our arrival, however, we feel disconnected from the space. The digital experience had nothing to do with the space, the brand we see has nothing to do with the architecture, and we are not greeted by any memorable or special interaction with staff. We are left simply visiting a building.

This building has made no connection to us personally or to any digital devices or wearables we use, and therefore it’s just another stop along a journey of countless other built spaces.

Much of this has to do with the current

ON TOPIC

development cycle of architecture. Developers engage architectural teams and later bring on management teams to manage these spaces and the end customers. Due to this process, very often, little to no primary research is done, and there’s no research or interviews with potential end users to gain insight into what they are looking for in their future built spaces.

A small group of architects and specialist consultants see that this model won’t result in exceptional experiences and connections to end users. Instead – from day one in the planning process – they combine all the disciplines from architecture, landscape, product design, facility management,

customer service design and experience design. This approach has the goal of making environments more useful, more usable and more enjoyable. That means a greater bottom line for developers and longevity of developments.

Just as the architects and designers of the future will have a greater focus on human users, so too will the most successful developers understand that merely building a site is no longer a mark of success. Success is rather the creation of an exceptional experience that makes for truly great architecture and design.

So just where then does the future lie,

and who will succeed in this future? I believe that a future where the business of design consulting is done without humans will not survive. Technology will certainly change how we do our day-to-day work, and may even result in reduced workforces and rapid development of projects. However, creativity and a deep understanding of human need and desires is the area most underserved in the world of architecture today.

As we go into the future, I see more amazing projects being developed that will be more than mere spaces. Instead, they will connect to me on a personal level and create exceptional human experiences.

“While today any single designer may come up with dozens of concepts based on a single theme – which may take from hours to months to complete – deep learning with the correct parameters can bring to light thousands of concepts in mere seconds” JULY-AUGUST 2017 13

IN PRACTICE

“You have to be selective about which projects you get involved with, because you have to ensure everyone is aligned.

If the consultant does their job properly, it becomes a lot easier for the contractor�

14 JULY-AUGUST 2017

IN PRACTICE

INSIGhT

Relationship Dynamics Consultants and contractors play a pivotal role in construction projects. Here, Middle East Consultant discusses the dynamic with several industry veterans

onstruction projects are lengthy, complex and costly undertakings with multiple stakeholders. Developers, financiers, architects, engineers, material suppliers, surveyors and contractors are just some of the entities involved in the lifecycle of a project.

With so many different entities, each with its own specific areas of interest and focus, there is always going to be a bit of tension between them right off the bat.

This inherent tension may be exacerbated by current market conditions, as well as the size and scope of the project itself. Ultimately, a project can only be successful if all the stakeholders work diligently with each other to ensure that the development is delivered on time, within budget, and with the expected level of quality.

This is particularly true of the two key stakeholders who arguably play the biggest part in the outcome of a project – consultants and

contractors. For the most part, their relationships are healthy and productive, but reduced budgets and hyper competitiveness in the construction market are currently putting pressure on the relationships between these two critical players.

“Arguably, relationships are becoming more confrontational.

Generally speaking, we have observed a significant increase in disputes in recent times, and current market conditions are a big part of this.

The construction industry is becoming more and more competitive, with contractors operating on much tighter margins. Consequently, contractors are much more claims-conscious, as they try to recoup their losses by way of increased claim submissions. This tends to create a confrontational environment,” says Jad Chouman, senior vice president and managing director, Middle East & Africa at HKA. Richard Stratton, managing director MENA at Cundall, adds: “Challenging and sometimes unrealistic budgets, as well as unrealistic programme schedules, can cause conflicts. At present, the market is more competitive and aggressive than it has ever been. Client construction budgets are being slashed, leading to contractors JULY-AUGUST 2017 15

IN PRACTICE 01 Saeed Al Abbar, director, AESG. 02

having to find ways to cut costs to meet them. The knock-on effect is that this often leads to contractors putting pressure on consultants to deviate from the employer’s requirements, which were approved during design stages, or taking the risk of continuing with unapproved 01 01 work. This makes the consultant’s supervisory role very difficult, as they have to continually police the behaviour of the contractor.”

David Larter, construction director – Property & Buildings at WSP, highlights other drivers.

“There is an increasing reliance on quick delivery of design information, short tender durations and then fast-track build programmes with expectations on budgets. These are not new requirements from clients wanting to build great projects, and most people in construction 02 02 relish those challenges, but the compounded expectations leave little room for contingency.”

Saeed Al Abbar, director at AESG, reckons that the current liquidity crunch is one of the key drivers of a breakdown in relationships. “The constraints in terms of liquidity and increased commercial pressure on both clients and contractors can amplify fissures in relationships.”

In some cases, developers handicap a project right from the start by appointing contractors with the goal of cutting costs. This 03 can cause serious issues almost immediately, as LACASA managing partner Emad Jaber explains. “In cases where budget is limited, a developer may go to the second- or third-tier contractors, who may not necessarily have the expertise to handle such a project. If one of these contractors becomes the main contractor, you may find miscoordination or conflict because although the specific work is in the contractor’s scope of work, he is not qualified or doesn’t have the expertise. This is when the consultants get involved, and this is where 16 JULY-AUGUST 2017

Emad Jaber, managing partner, LACASA. 03 Jad Chouman, senior vice president and managing director, Middle East & Africa, hKA.

the relationship will likely come under pressure.”

Sameer Daoud, group chief development officer and managing director at Drake & Scull, has a similar viewpoint, believing that consultants can ensure the smooth running and delivery of projects. “Unfortunately, due to circumstances and having different opinions and agendas, 99% of the problems that arise are related to financial aspects, and the objectives of what we are all there to deliver are forgotten. Then it can quickly become more confrontational, factional and challenging between all of the involved parties. This is why you have to be selective about which projects you get involved with, because you have to ensure everyone is aligned. If the consultant does their job properly, it becomes a lot easier for the contractor. From the quality of the work delivered, the planning and budgets all become better and more accurate. When the consultant fails to do that, then the outcome and the consequences are a disaster for everyone.”

VE to the rescue?

As construction budgets come under pressure, value engineering has grown significantly more prominent in the region in recent years. Value engineering, properly implemented, can achieve the original intent of the project and provide more bang for the client’s buck – and can in fact improve consultant-contractor relationships.

“We have worked closely with clients and contractors to help facilitate value engineering, particularly where the client’s budget or

IN PRACTICE

“Arguably, relationships are becoming more confrontational. Generally speaking, we have observed a significant increase in disputes in recent times, and current market conditions are a big part of this” programme encounters challenges. Generally, as long as the quality of the finished project is maintained to the design intent and client satisfaction, value engineering should be embraced where it brings benefits to the client for savings in cost and/or time,” comments WSP’s Larter.

AESG’s Al Abbar concurs. “From our experience, any value engineering proposals are generally agreed between all parties. So, in fact, value engineering has the potential to improve relationships.

In current market conditions, if contractors and consultants can find more innovative and cost-effective ways to deliver the same outcomes, it results in a better project.”

In contrast, HKA’s Chouman points out that value engineering can cause problems. “Circumstances undoubtedly arise where disagreements

flow from interpretational issues in respect of value engineering proposals – specifically where contractors submit tenders with the intention of introducing future value engineering proposals that are absent from the agreement with the consultant at the tender stage.”

Cundall’s Stratton has observed the impact that the incorrect use of VE can have on consultant-contractor relationships. “Sorry to be cynical, but there is very little value engineering, only cost cutting, and this does cause conflict, as contractors are pushed to hit budgets and consultants are trying to preserve the approved employer’s objectives. The majority of contractors either don’t understand – or, more worryingly, are aware but choose to ignore – the importance of true value engineering when reducing costs without compromising on delivery, or on high-quality health and safety and environmental standards.”

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IN PRACTICE 04 Richard Stratton, managing director MENA, Cundall.

05

Getting back on track

Although current market conditions are having a negative impact on consultant-contractor relationships, it is possible to maintain healthy relationships and deliver a project as it was intended. Alignment and trust play a major part, according to 04 AESG’s Al Abbar.

“We have been involved in very successful projects in which, when we look back at them, the relationships were great. A precursor to this is a relationship built on trust and transparency, and clear alignment on the objectives of all parties – which is for the successful delivery of an excellent project. Scenarios where relationships become strained are almost always down to these two criteria not being present or eroding during project development. Without trust and shared goals, it is very 05 difficult to deliver the best outcomes for the project.”

WSP’s Larter builds on that sentiment: “We operate in a wide range of roles in the region, and generally the relationships rely on positive leadership from each organisation.

Collaboration with clients and contractors when working on project challenges helps to create a healthy and constructive team approach. We find that many of the projects we are involved in are very positive.”

LACASA’s Jaber understands that contractors sometimes have limitations, and believes a proactive 06 approach from consultants is required. “As a consultant, we are ready to take on construction management; we have qualified people and take this task on, although it is not within our scope. We do it to help contractors overcome challenges. At the end of the day, engineering is what makes it all happen and contractors may not have that expertise, so we bridge the gap and help them with it.”

Like his peers, Drake & Scull’s Daoud believes both sides have to work together to ensure a positive result. “We need to engrain 18 JULY-AUGUST 2017

David Larter, construction director – Property & Buildings, WSP. 06 Sameer Daoud, group chief development officer and managing director, Drake & Scull.

transparency, trust and faith in each other to align ourselves with the objectives, and be accountable and take responsibility. We must ensure we don’t take things for granted. If we think about how to do things a little better every day, we can achieve excellence and make a difference.

When all that is accomplished, all previous difficulties disappear, and it all becomes worthwhile in the end.”

HKA’s Chouman also believes consultants should maintain their neutrality on projects. “Consultants should retain their impartiality and objectivity in respect of all projectrelated decisions. Their decisions should not be unnecessarily influenced by the client. On the other side of the fence, contractors can be more vigilant with regards to their general contract administration.

Transparency in all project-related risks, in particular matters affecting the progress of the works, is essential in creating a more collaborative consultant-contractor relationship.”

Cundall’s Stratton is convinced the market would benefit from workgroups that can analyse and come up with solutions to current challenges. “Integrated consultant/ contractor working groups could analyse the challenges and problems faced in the market, to outline measures that can proactively combat such issues. This would help promote the formation of clientconsultant-contractor teams early on in projects, establishing the roles of all parties under integrated conditional preconstruction phase agreements. This is considered the most effective way to add value and to challenge the risks of excluding contractor contributions.”

Black and White Engineering Project 2016 Sustainable Lighting Project of the Year.

Operating in the UAE for almost a decade, Reynard Lighting has successfully established itself as the qualified lighting specialists of choice. The company works alongside end clients, project managers, MEP and interior design consultants, as well as other lighting designers who are utilizing Reynard to deliver their projects.

Adding value by integrating all aspects of the project – design, engineering, efficiency, performance and value for money – Reynard Lighting’s design team ensures that all of its projects remain specified.

The company aims to exceed the demands of both clients and expectations, while considering the interiors and landscape vista, integrating both products and aesthetics.

Every design is treated with a true independent approach, delivering fit-for-purpose, value-for-money, technically robust and sustainable solution meeting the clients application.

Reynard Lighting won the 2016 Sustainable Lighting project of the Year at the Light Middle East fair for its eco-friendly lighting design for the Black and White Engineering office in Marina Plaza, Dubai.

Design Director, Greg Scott, explains that Reynard’s lighting design team of qualified specialists provided subtle lighting with matte white finishes, utilizing controls to take advantage of and balance natural day light sits in line with the client’s brief.

The design work of the project encapsulates the very best practice

in lighting design – a simple but crucial application – delivering all key elements to be considered, such as aesthetic, architectural integration and engineering efficiency. Whilst ensuring visual and quality controls (app-based using a wireless Bluetooth Casambi System) for <2w/m2 100w daylight lighting and provides a lit environment that considers enhanced light distribution.

The minimal design delivers a clean aesthetic within a comfortable environment, with industry-leading energy efficiency and sustainability criteria, whilst including indirect lighting elements.

Working with an engineering company who wouldn’t compromise on efficiency or performance, or cause detriment to architectural appeal, proved to be a challenge. however, for this particular project it was essential to persuade the client of the role the interior finishes (matte white) played in maximizing lighting efficiencies and visual comfort.

It was crucial to demonstrate to the client that new technology investment in both architectural lighting and LTI-tech-wireless control was important and valuable for users and business in general – promoting best practice engineering solutions.

While commercial office fit-outs are not always the most exciting projects, in this case the balance of performance, efficiency, distribution and visual aesthetic delivers on all counts – a comfortable lit environment, visual quality and appreciation, within the open (exposed services) ceiling detail.

IN PRACTICE

INTERVIEW

Taking the Reins Middle East Consultant catches up with Faithful+Gould’s Paul Doherty to discuss his new role, the UAE construction sector and diversifying into horizontal sectors aithful+Gould (F+G) has been active in the Middle East for more than 20 years, and is involved in the hospitality, industry, property, retail and transport sectors. The firm offers a vast array of services including commercial and cost management, development advisory, project management, sustainability and carbon management, and much more.

The company’s business in the UAE is now the responsibility of Paul Doherty, in his third month as UAE country director. Doherty is an F+G veteran who has been with the firm for more than 18 years, having moved over from parent company Atkins.

“I’m a quantity surveyor. That’s my background, and I joined Atkins at the point where they were in the process of acquiring F+G. So at that point, because I was a cost manager, albeit working as a project manager, I got moved over from Atkins into F+G, and that was nearly 19 years ago,” he explains.

Since then, Doherty has held multiple positions within F+G. He has handled project delivery and programme management, and headed the company’s business in the Midlands region of the UK, prior to moving to the UAE. As head of the Midlands, he led a 280-strong team spread across three offices. Moving over from the UK, Doherty notes that while F+G feels and runs as it did in the UK, the market is completely different.

“We are a global business, so the feel of the business in the UAE is very similar to the UK. We have the same type of people, the culture and feel of the business is the same, and the family mentality that we have as a business is common across the globe. What’s different here are the clients, the projects and the market. The projects here are

20 JULY-AUGUST 2017

much bigger than they are in the UK – though some of the projects in the UK are no less challenging – but the size of the projects is off the scale. Another thing is, in the UAE we probably have less clients than we have in the UK.” When asked what he’s observed in the construction segment in the UAE, Doherty points out that the last 12 months have been challenging.

“There’s been a shortage of liquidity, which has meant that a lot of the projects that were planned for the last year have been moved forward.

What I’ve noticed, having been over here for three months now, is that there seems to be a hesitancy in the market. A number of our clients are undertaking reviews of their business priorities, and this translates into less appointments and less projects getting the green light. However, we are beginning to see things move, and I think that’s because we’re beginning to see a freeing up of liquidity globally.”

“What I’ve always brought to businesses that I’ve managed and run is diversity of sectors. I think there are some great opportunities to diversify in the UAE, by expanding into the horizontal sector in terms of infrastructure”

IN PRACTICE

JULY-AUGUST 2017 21

IN PRACTICE

“Mega developments such as the Dubai Creek Harbour and Marsa Al Arab are basically infrastructure projects with buildings on them. So to me there’s a huge market here for infrastructure, whether it’s around road, rail and other forms of transport” He elaborates: “The market is improving slowly – more contracts have been awarded this year compared to the same time last year – but of course last year was a very low benchmark. If you look at some of the major developments that are planned, you’ve got Expo 2020 and Marsa Al Arab, which was unveiled a few weeks ago. You’ve also got Dubai Creek Harbour, the redevelopment of Saadiyat and Yas, as well as work on the Al Maktoum Airport. I think you’ll begin to see the market speed up over the next 12 months. So from my point of view, the outlook is very positive.”

Planning for Success

Since his appointment as UAE country director, Doherty has immersed himself in getting “under the skin” of F+G’s business. “I’ve been looking at our people, clients and projects over these last few months. I’ve now started a process of restructuring our business internally, and that’s no more than bringing additional clarity to our 01

22 JULY-AUGUST 2017

reporting lines and our internal business structure. That won’t affect anything client-facing, it’s just about maximising the efficiency of our reporting structure.”

“We’ve got 265 people, and many of them have been with us for a long time. We have a low staff churn rate, which is something to be proud of, particularly in a market like this. So I’ll continue to invest in training, and in the performance development reviews for our staff.”

Today, F+G has a strong footing in the UAE. The firm has completed work on several prestigious projects in recent times, and continues to work with project owners on iconic developments.

Recently, the firm delivered programme management services on Dubai’s City Walk and provided multiple management services and contract administration on the Four Seasons Abu Dhabi.

Both of those projects are now complete and open for business, but the company is still engaged on other developments in Dubai and Abu Dhabi. Yas Bay, King’s College, Royal Atlantis, Bvlgari Resort and

IN PRACTICE

01 The integrated project and programme management consultancy is working on Jumeirah Bay in Dubai 02 The consultancy is delivering cost management services on the Al Maryah Central development.

03 The firm is providing project management services on King’s College.

04 On the Royal Atlantis, F+G is acting 02

Residences, Deira Waterfront and Al Maryah Central are all ongoing, with the firm providing a raft of different services on each. However, Doherty is keen to grow F+G’s business beyond the vertical market, to further strengthen its position.

“90% of Faithful+Gould’s business in the UAE is in the vertical market, and I think that’s great. But what I’ve always brought to businesses that I’ve managed and run is diversity of sectors. I think there are some great opportunities to diversify in the UAE, by expanding into the horizontal sector in terms of infrastructure. I think that’s more of a medium-term target, and we will continue the good work that we’re doing around client management. We refer to it as client-centricity, and that’s all about being our clients’ trusted advisors, not just a commoditised service. That’s the basis of our success here, and I need to build on that.”

Despite challenging market conditions, Doherty reckons the UAE shows a lot of 03 promise, thanks to its ongoing focus on infrastructure and smart city development.

“Mega developments such as the Dubai Creek Harbour and Marsa Al Arab are basically infrastructure projects with buildings on them. So to me there’s a huge market here for infrastructure, whether it’s around road, rail and other forms of transport. A lot of that falls into the infrastructure space.

There’s also a link into power projects, and smart cities is just scratching the surface of it. You simply don’t undertake development like Dubai and Abu Dhabi have, without having sufficient infrastructure in place. That’s where the opportunity lies for me.”

as an employer’s agent and offering project management services.

Doherty points out that it is difficult to predict what will happen in the UAE (or any other market) in the next six to twelve months, but he remains committed to building a sustainable, high-margin business that is flexible and adaptable to market demand. “It’s about not having all of our eggs in one basket. If we’ve got wide sector expertise across our business, then that helps us cope with the peaks and troughs in the market.”

In line with this, the UK native also reckons there is scope for diversification through project management office (PMO)-related activities. “We badge our teams project management and cost management, however it’s wider than that. We have a portfolio management offering and are able to undertake studies that clients want us to do around option appraisal, and around their business case approval. We’re already involved with that and PMO-type work.

JULY-AUGUST 2017 23

IN PRACTICE

04

“It’s about not having all of our eggs in one basket.

If we’ve got wide sector expertise across our business, then that helps us cope with the peaks and troughs in the market” We’ve also got project management, cost management, and health and safety. So all of that, combined with a wide number of sectors, gives us a really sustainable business.”

Opportunities through Adversity

Although the last 12 months have been some of the most challenging for organisations involved in the construction and property sectors, Doherty notes that the challenging conditions have enabled F+G to get involved with projects much earlier in their lifecycles.

“More often than not, we’re brought in on projects very early on and work with clients on their business planning, development appraisals and on their options appraisal, to come up with the best value solution.

We’re currently working with a client in Abu Dhabi who embarked on what was originally destined to be a hotel project. Halfway through the 24 JULY-AUGUST 2017

project, the client became concerned about their ROI, so we helped reengineer that project into individual residences. As a result, that’s now going to be a really successful development. This is where our approach in terms of client-centricity comes in, because we offer the best value to clients when we are involved as early as we can be in the process.

We’re now operating at that level with a number of our biggest clients.”

Recent market realities have also made F+G look internally, and adopt a digital approach to the delivery of its services. “We’ve invested in several systems internally; we’ve got a cost management system which captures all of the cost data from every project across the globe, and that’s called iNTEGRA. We can now sit with clients and start to do early modelling around different types of projects, even down to the orientation and location of where it sits in the UAE. The other thing we’re developing is called Dynamic Insight – that’s a project management reporting tool. It allows us to present live project data to clients in a variety of ways. All of this is making us more efficient.”

F+G parent company Atkins recently accepted a takeover bid from Montreal-based SNC-Lavalin. The acquisition, should it go through, will become effective in the third quarter of 2017, and although it is still too early to discuss what this implies for F+G, Doherty is confident it will only mean good things for his business.

“Changes, if any, will be determined during an integration period.

F+G UAE already sees it as a positive step, however; I talked about diversifying into horizontal sectors earlier, and an acquisition by SNC opens the market to us. Our business is complementary to SNC’s, there’s very little overlap, which means tremendous opportunities are on the horizon.”

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in practice

inSiGHt

augmented Future

Middle East Consultant talks to Suhail Arfath, head of Autodesk Consulting, Middle East, about the value AR and other advanced software can bring to the construction sector utodesk is championing the use of software in the construction segment, and held its inaugural Futures’ Forum at IMG Worlds of Adventure in Dubai back in May. The event shed considerable light on what state-of-the-art software has to offer in the architecture, building, construction, manufacturing, media and entertainment industries. talk to us about augmented reality and its impact on the regional construction industry.

We offer a variety of software that can play a major role in the construction industry. Consider, for example, Autodesk Live (now called Revit Live), Stingray, Infraworks and others. They can have a significant positive impact on major projects, whether you are an end user, a stakeholder responsible for approvals, and even those that are financing the project.

Let’s look at Dubai Expo 2020 or the World Cup in Qatar. These projects have multiple stakeholders, and here augmented reality (AR) and virtual reality (VR) make it easy for the design and AEC community to communicate with stakeholders for their buy-in. This wasn’t possible in the past, as we dealt with 2D drawings and physical models that, once they were approved, never incorporated changes at a later stage. AR allows visualisation of the experience, which has a big impact on critical decisions, which will in turn have a big impact on costs. Moving forward, we will see that AR will prove to be a significant benefit in terms of reducing schedule as well as reducing cost.

26 JULY-aUGUSt 2017

What are some of the pros and cons of consultants using ar software in their workflow?

We will see more consultants bring AR and VR into their day-to-day jobs for work on projects. It starts with designers and consultants having an opportunity to explore their designs beyond the traditional methods of doing things. If a designer, architect or artist is able to experience a project, that means they are able to evaluate multiple options and share that experience with stakeholders for their buy-in.

This would not be possible in the past, when we used to have a few renderings and visualisations created alongside a physical model (if time permitted). Today, this cycle can be reduced, providing the artist with the ability to translate what they are visualising for the end user.

At the end of the day, it is all about experiences, and moving forward each design firm will vary in terms of the experiences they offer, aside from the brand quality and cost (which AR can greatly help in).

What’s the learning curve like for these tools? Does it disrupt existing workflows in any way, or was it designed to integrate into existing processes?

From a workflow perspective, it is not disruptive but rather complementary, because we are not talking about something being made specifically for AR or VR. There are tools today like Autodesk Revit where you build a whole building model, and in just a few clicks it switches to Revit Live. This helps end users or design firms experience the design through AR or VR, using Hololens or Oculus Rift, and so on. The whole process, which used to take days or months, now happens in just a few clicks and a matter of hours. AR and VR has come a long way in terms of complementing the workflow versus having a different pipeline of data or users to do the job.

in practice

â&#x20AC;&#x153;if a designer is able to experience a project, that means they are able to evaluate multiple options and share that experience with stakeholders for their buy-in. this would not be possible in the past, when we used to have a few renderings and visualisations created alongside a physical modelâ&#x20AC;?

JULY-aUGUSt 2017 27

in practice 01 Suhail arfath is head of autodesk consulting, Middle east.

What ar

benefits

software

does

offer

02

to

With ar, construction

construction crews during

supervisors can see

and after construction?

We are seeing more and more cases where construction supervisors can see things in the context of the project, even though it is not yet ready. Thanks to this, the supervisor can identify all the challenges that may have to be dealt with. The future will feature a fusion between the digital and the real world, essentially blurring the lines between the two. This will save a lot of time with regards to construction work, which will translate into cost reductions and savings.

What acceptance has autodesk ar software had in the region?

Our users appreciate the fact that Autodesk Live, Revit Live or Stingray have a seamless workflow with our existing building information modelling (BIM) tools like Revit, which has facilitated their move to leverage and benefit from it.

“From a workflow perspective, it is not disruptive but rather complementary, because we are not talking about something being made specifically for ar or Vr. there are tools today like autodesk revit where you build a whole model, and in just a few clicks it switches to revit Live” 28 JULY-aUGUSt 2017

elements in the context of the project.

What rOi can consultants expect once they invest in autodesk ar software?

Does the software end up paying for itself in the near or long term?

An important factor to highlight here is the concept of rework. Imagine a situation where every time you create a design, then you might have to make changes due to client 01 feedback. This process takes time; however, AR and VR removes all of that – you just make a change to the model, which will end up producing the drawings later. This model will then be sent to Autodesk Live, where the end customer can experience it. The best part is companies can keep making changes on the go. So if you can reduce your current workflow time by 15%, in the long term not only will the software pay for itself, but you’ll also be saving a lot of time. tell us about the integration with BiM software, and the benefits this offers.

BIM tools like Revit, which is integrated with the likes of Autodesk Live or Revit Live, ensure a seamless experience where, with only a few clicks, you can translate the whole model into a live experience.

This can then even be taken to the gaming world, with the likes of Stingray. This used to be a time-consuming activity in the past, but now it only takes a few clicks with no expertise required, which in itself is a big game changer.

What role can ar play in terms of developing sustainable environments and smart cities?

AR software can not only provide companies with the calculations of the carbon footprint, the lifecycle costs and the LEED certification, but also provide them with suggestions on how they can leverage natural resources such as walkways, trees, etc. Essentially, it is a matter of how the experience will change the preview of the project.

From a numbers or ROI perspective, to make a project viable for sustainable investment, we still need to run those simulations to give

in practice

â&#x20AC;&#x153;ar software can not only provide companies with the calculations of the carbon footprint, the lifecycle costs and the LeeD certification, but also provide them with suggestions on how they can leverage natural resources such as walkways, trees, etcâ&#x20AC;? clients a full view that will help them make the decision, in order to save money on the project. At the end of the day, it is also our moral duty to ensure a better future for tomorrowâ&#x20AC;&#x2122;s generations.

What technology will make an impact in the construction segment in the future, in terms of achieving more efficient designs, reducing costs and helping to create smart and more sustainable developments?

3D printing, robotics and more integration between BIM and these tools will allow us to see more machines come into play. They will

streamline labour jobs, as long as we are able to visualise the challenges and risks in advance, which will enable companies to have the desired results of the projects once they are completed.

In short, in the construction industry it is said that if we plot the project over the lifecycle stage from concept to the actual handover, the cost of change in the beginning is significantly less, and the impact is considerably higher. As we progress, the cost of change goes higher.

Tools like VR, AR, BIM and robotics can help the project stakeholder team visualise risks and take action, so that the projects are delivered efficiently, on time and on budget.

02

JULY-aUGUSt 2017 29

ON SITE

30 JULY-AUGUST 2017

ON SITE

CASE STUdY

Sheikh Zayed Grand Mosque Visitor Centre

Gavin Davids exclusively visits the massive, under construction visitor centre to study the project up close ver since it opened for worship in 2007, the Sheikh Zayed Grand Mosque has been one of the most visited cultural and tourism landmarks in the UAE. Thousands of visitors pass through its marbled halls daily. The mosque was designed to represent the unification of the world, and combines architectural influences from across Arab Islamic history to create an extravagant and wonderful display of craftsmanship and design.

Large enough to accommodate more than 40,000 worshippers, the mosque is one of the largest in the world, and the main prayer hall alone can hold more than 7,000 people. Furthermore, the Sheikh Zayed Grand Mosque complex also houses a library and a centre of learning and discovery, which holds educational cultural activities and visitor programmes.

The mosque is one of the most active cultural landmarks in the UAE; it is estimated that Eid prayers alone attract more than 41,000 worshippers. Coupled with the thousands of tourists visiting every day, managing the flow of people to and from the complex becomes a challenging task.

It is because of this challenge that the Ministry of Presidential Affairs (MOPA) – the government authority in charge of the mosque – decided that it would be necessary to develop a new visitor centre for the mosque. This new centre will not only help manage the smooth flow of visitors through the southern side of the mosque, but it will also provide a commercial and educational space for visitors.

“The Sheikh Zayed Grand Mosque was designed to receive worshippers and visitors,” says Mohamed Al Maeeni, director of the

Projects Department at MOPA. “There was a need for a visitor centre to cater to the large number of tourists, prior to entering the mosque, to sort the visitors before they start their visit.”

Divided evenly between two massive levels – basement and ground floors – the new visitor centre will cover a total area of 110,000sqm. The basement will mainly contain the visitor centre and commercial spaces, which will include a retail component. The ground level’s main use will be for landscaping and surface parking, while the two glass domes that mirror the design aesthetic of the Sheikh Zayed Grand Mosque will provide the entry and exit points to the underground centre.

These two steel-framed dome structures are supported on the ground level, and have been designed to flood the spaces below with daylight in appropriate areas, which will allow light-sensitive exhibitions and natural light into display areas.

Talking about the design of the visitor centre, Maeeni says it was crucial to ensure that there was no distraction from the mosque itself.

“The Sheikh Zayed Mosque is an architectural masterpiece. Therefore, the design of the visitor centre cannot compete with the importance and the architecture of the mosque. That’s why the idea came about to design the project underground, and to provide big glass portal domes.

These are similar in shape and geometry to the ones in the mosque, and here their functions shall be to act as entrances and light wells to the project,” he explains.

In addition to the retail, commercial and educational elements, the visitor centre will also link up with the Grand Mosque through a 500m pedestrian tunnel. This will provide visitors with an interactive experience, as they walk to and from the mosque, along with giving them access to several facilities such as cafés, restaurants and retail

JULY-AUGUST 2017 31

ON SITE

01

outlets in an attractive souk style environment.

Keeping the project underground and limiting the amount of above-ground construction is a key factor of the design, with the focus intended to be firmly on the mosque itself, adds Mohammed Majed, operations manager for Masri Engineering and Contracting, the main contractors on the project.

“The entire ID design of the visitor centre has been inspired from the mosque itself, starting from the white marble colour, to the mosaic elements and the engraved RCP. Visitors shall see the similarity of the ID elements between the mosque and the centre all through their journey.”

Structural Engineering

The project has been under construction for the last two years, with completion scheduled for later this year. As the project is being built underground and consists of huge open spaces, MOPA brought New

York-based DeSimone Consulting Engineers on board to assess the structural engineering design.

Although initially tasked with structural engineering design assistance and peer reviewing all the structural elements, DeSimone’s scope of work grew to include reviewing the engineering construction documents, including the specifications. Additionally, the firm has maintained a presence on-site during the construction of the visitor centre to review the shop drawings produced by the contractor and ensure that everything goes per plan and as per the design requirements, says Ahmed M Osman, managing principal for DeSimone Consulting Engineers, also present during the site tour.

“The project is comprised of a structural reinforced concrete skeleton system. The ground floor slab is a PT slab supported by concrete columns (500 columns) with drop panels that are resting on pile caps and piles. Furthermore, the basement slab is designed

“The design of the visitor centre cannot compete with the importance and the architecture of the mosque.

That’s why the idea came about to design the project underground, and to provide big glass portal domes, similar in shape and geometry to the ones in the mosque” 32 JULY-AUGUST 2017

ON SITE 01 The overall project size of the visitor centre is 110,000sqm.

02 The project has been under construction for two years.

03 70% of the project has been completed to date.

as a suspended structural slab, supported directly on pile caps and piles. The vertical elements, such as the columns and the walls, are constructed out of reinforced concrete.”

02 Mohammed Majid adds that the design and construction team were careful to ensure that the project contains a lot of spaces that are just core and shell, with plenty of leeway left for clients and operators to fit out the interiors as they saw fit.

With handover scheduled for the end of this year, 70% of the work on the project has been completed. This has been possible due to the efforts made to encourage collaboration and communication on-site between all stakeholders. Having that collaboration has been vital for the project team, given some of the challenges they’ve faced over the construction period, they explained.

Health and Safety

With around 1,700 workers currently on-site and some 2,000 workers

there at peak construction, another challenge was maintaining health and safety, along with managing logistics and deliveries. Again, this was achieved through collaboration and cooperation, say both. While the project was obviously high-priority, the team took care to involve government bodies and authorities to ensure that progress was made in as stress-free a manner as possible.

“We have a team of safety and HSE managers on-site. We also have fire safety officers and their teams, to make sure that all the construction activities are safe and that the logistics are safe.

Obviously, we’re dealing with a very popular area, with VIPs coming to the mosque on Fridays and on special occasions. The site is exposed, and so we have to keep HSE to the highest standards,” he says.

Majid and Osman both express their admiration and pride in the project, 03 highlighting the effort and passion that has gone into creating a structure that will measure up to the standards set by the Sheikh Zayed Grand Mosque.

However, engineer Mohamed Al Maeeni, director of the Engineering and Technical Projects Directorate in the Ministry of Presidential Affairs, and head of the Sheikh Zayed Grand Mosque Technical Committee, chooses instead to praise the work done by all the stakeholders on the project to realise the ultimate vision of the visitor centre, and the mosque it supports.

“This centre will one day be a destination for all tourists in the UAE. We hope that the facilities will be to their requirements,” Al Maeeni concludes.

JULY-AUGUST 2017 33

ON SITE

OPINION

01 Francesco Pettenon is managing director of FILA Surface Care Solutions.

Set in Stone Architects, consultants and project owners could benefit greatly from a better understanding of stone protection solutions, says FILAâ&#x20AC;&#x2122;s Francesco Pettenon

01

T

he Middle East is one of the standout regions that still works on grand, large-scale projects that make use of the best stones, tiles and ceramics. Yet when it comes to knowing how to protect these materials and maintain their beauty over the long term, the lack of knowledge of the benefits and properties of sealers can have negative consequences.

Nothing highlights a luxurious building like a pristine white marble floor, but when no sealer has been applied to the marble and it then becomes stained with yellow internal rust (because the iron from the stone reacts with the mineral salts brought inside the 34 JULY-AUGUST 2017

marble by humidity), the developers will look for someone to blame, and to pay for the replacement of the whole floor. Most of the time, the architect or the consultant will bear the blame, unless they have specifically mentioned in the project specifications that a sealer should be applied to each marble slab, on each of the six sides.

Stained stones are worst-case scenarios for prestigious projects, and unfortunately it has happened before in Dubai. Luckily, the architect was not made accountable, since he had clearly specified that the marble should be protected properly. Unfortunately, his recommendations were not followed, and that led to stained surfaces all over the building. In the end, all the stone had to be removed and replaced at great cost, and to reduce expenses the replacement material was plastic, which was not as eye-catching as the pure marble it replaced.

To each their trade, and although architects and consultants know a lot about the different facets of building construction, when it comes to stones and how best to protect them, we have noticed that they are not aware of the latest eco-friendly innovations.

Knowing about and applying these solutions will help protect the stones, but it is also useful information for architects and consultants, which is why we created a project division to support project professionals and advise them on stone protection, sealers and maintenance of the surface.

Progress

There has been tremendous progress when it comes to surface protection, and you can find solutions that are solvent-free and emit no, or a very limited amount of, harmful VOCs. As a result, they do not attack the ozone layer and are safe not only for the environment, but also for the workforce applying them and for the people making use of the building.

In kitchens and restaurants, it is also essential to use products that have been certified as safe for contact with foodstuff.

Some stain and waterproofing protectors even help you achieve LEED certification.

You can therefore find high-quality solutions that help you comply with green building requirements, like Estidama in Abu Dhabi or the Dubai Green Building Regulations.

Whatâ&#x20AC;&#x2122;s more, the right stone protection preserves the beauty of the material you choose for your project in the long run.

In the Middle East, where weather conditions can be quite extreme, applying protection that prevents stains and discoloration from sand particles, salt, UV rays, water and grease is not a gimmick.

The advantages it brings are priceless; the guarantee is that for the next ten years, the surfaces of your project will retain their pristine look. This means project quality will remain high, with fewer customer complaints.

Applying protection also helps maintain our planet and our environment â&#x20AC;&#x201C; consider that the protected stone will not have to be

ON SITE

Untreated

removed ahead of time and replaced by new, freshly sourced stone. Remember, stone is a natural resource that we should conserve where possible.

Developers have now realised that quality is essential for any project to keep its value in the long term. That is why asset owners and developers want high-quality material to be used, and that is also why architects and consultants must remember to recommend that the material be properly

Treated

protected and maintained, especially in the harsh climate of the Middle East.

When you use the right protection for marble, granite, tile or ceramics, you ensure that the beauty of each surface is safeguarded, but you must also recommend the proper maintenance solution for each surface. Using the wrong detergent can cause irreversible damage to stone, and can also be quite harmful to the environment. For instance, acidic detergent on marble will eventually alter its

appearance, and no product will be able to bring back the natural look of the stone.

It is sad to say, but many maintenance companies are not aware of the properties of the surfaces they are cleaning, and use exactly the same harsh detergent for every surface. Today, the best maintenance products are adapted to each surface and are harmless to the environment; they are nonmetallised to prevent water pollution, have a perfectly adapted PH level for each surface, do not contain formaldehyde, hypochlorite, toxic or carcinogenic substances, and are solvent-free.

There’s a lot to take into account when it comes to stone protection and maintenance, and in order to choose the best solution for each surface, it’s worth working with a specialist. They can help you protect the beauty of your project in the long term, and prevent expensive missteps.

“When you use the right protection, you ensure that the beauty of each surface is safeguarded, but you must also recommend the proper maintenance solution for each surface” JULY-AUGUST 2017 35

ON SITE

al Hosn gas appoints arcadis for work on gas fields project

EmiratesgBC launches green Building tooltips In an effort to promote and strengthen green building practices, the Emirates Green Building Council (EmiratesGBC) launched its Green Building Tooltips website on World Environment Day 2017. Focusing on greater energy and water efficiency, it is freely accessible on www.emiratesgbc.org and provides insights and tips for developers, building owners and residents.

The site provides relevant information on green building for audiences of varying levels of technical ability. It features interactive designs covering three building typologies – homes, schools and office buildings – and caters to both new projects and older ones up for retrofitting.

Saeed Al Abbar, chairman of EmiratesGBC, said, “The new EmiratesGBC Green Building Tooltips webpage is the first of its kind in the region, and provides valuable guidance and insights for building users and the industry to implement sustainability best practices. The free-toaccess resource brings incredible knowledge on how to promote energy and water efficiency in built environments. We are thankful to BASF and Legrand, who have eagerly supported this initiative, and to the experts who contributed to this resource base.”

EmiratesGBC says the best practices are easy to apply and make a tangible difference in promoting a greener environment. The organisation believes its resource will be a valuable destination for home-owners and developers, as well as for commercial building owners and tenants, architects, interior designers, planners, educational institutions and healthcare providers.

Arcadis has announced that it will work with Al Hosn Gas to develop the Hail and Ghasha gas fields. Arcadis will support Al Hosn’s efforts by performing health, safety and environmental impact assessment (HSEIA) studies.

The development of the two fields is said to be one of the largest current oil & gas projects in the UAE. Planning is already underway to create several artificial islands which will enable Al Hosn to develop the sites, with the goal of producing and transferring gas and condensate.

Arcadis will deliver environmental consultancy services, including oversight and project management of all environmental baseline surveys being carried out, all reporting and coordination between ADNOC and the Environmental Agency in Abu Dhabi (EAD), and submission of the final HSEIA report.

“Developing the sour gas fields on Hail and Ghasha islands will provide the people of the UAE with greater energy security. However, their location within a protected area means that thorough due diligence is required to make sure the development does not disrupt these natural habitats,” explained David Bunyan, Environment business director, Arcadis.

JULY-aUgUst 2017 37

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ON SITE

F+g to undertake project management on Yas Bay

Livability is priority for future urban planning, says EMKaaN According to a statement issued by Muhammad Obaid, principal architect and manager at architectural and engineering consultancy EMKAAN, urban planning should be modelled around a city’s inhabitants, and smart city planning should incorporate a number of different elements, while keeping residents as the centre of focus.

“The run-up to Expo 2020 is expected to create at least 270,000 jobs in Dubai, and this will lead to a need for smarter housing and spaces for commercial needs. Dubai has crafted its economic vision and must now fulfil its goal of becoming a business hub and economic centre. One of the key ways to achieve these goals is to create a smart city that has a robust public transport system and sustainable building practices, keeping in mind human happiness,” Obaid stated.

The architect also said smart transportation would play a major role in smart cities of the future. In addition, Obaid stated that modern workplaces and homes must be in close proximity to each other, since travelling longer distances results in greater carbon emissions.

Faithful+Gould will provide project management services on phase one of Miral’s Yas Bay project on Yas Island. The integrated project and programme management consultancy will be engaged on the project for four years.

Under the terms of the contract, Faithful+Gould’s services on the project will include design, construction, logistics, project, programme and health safety and security (HSSE) management across the pre- and post-contract phases. The consultancy says the project will add to Yas Island’s vision as a global destination for family entertainment and leisure, while supporting Abu Dhabi’s long-term drive for economic diversification.

Campbell Gray, Faithful+Gould Middle East managing director, said, “Miral has a clear objective for Yas South to become a globally recognised leisure and entertainment destination, integral to Abu Dhabi Vision 2030, and we are really excited to be a part of that. With extensive experience in the project and programme management of mega projects such as Al Maryah Central, Abu Dhabi; Bulgari Hotel & Residences on Jumeirah Bay in Dubai; The Royal Atlantis, Dubai; Dubai Doha Oasis, Qatar; and King Abdulaziz Airport in Saudi Arabia, Faithful+Gould will work closely with Miral to achieve its time and cost objectives.”

JULY-aUgUst 2017 39

THE BACK PAGE

last WORD

01 Nour H. Kassassir is VP and MEa CIO at Parsons.

Smart India

Parsons’ Nour Kassassir highlights how Indian authorities can address new and existing challenges by building smart cities

01

a

ccording to a UN report, India will add the greatest number of people to its urban population in the next 50 years, with an additional 500 million people living in its cities by 2050. To accommodate this sizeable population and the other challenges that come with the territory, India must upgrade its existing cities and even build new ones that feature smart infrastructure and smart technology.

The use of technology would allow a city to run efficiently and would provide a partial solution to problems such as traffic, pollution, water supply, electricity supply and even industrialisation. A smart city could enable efficient management of limited natural resources (water and energy), while connected 40 JUly-aUgUst 2017

mobility would allow easy transportation of citizens from one point to another. There’s also a sustainable element here – with connected mobility, fewer cars are needed, which means a reduced carbon footprint.

Technologically advanced cities could also prove a safe and secure environment for residents. CCTV cameras could mitigate crime, and the city could have general hotline panic buttons, as well as identification systems to ensure the security of its population. The city would also be able to react efficiently and quickly to alarms, by directing services and coordinating with the traffic department.

Even from a water and waste perspective, there are benefits. A well-designed city could ensure that water and waste management systems work more efficiently than at present, which would lead to less environmental damage.

As of now, only 30% of India’s waste is treated – the sad fact is that most of the waste is dumped into rivers and landfills. Given India’s vast size, adding sensors to pipes would have an impact – they could quickly and efficiently identify leaks.

Roadblocks

While smart cities can help governments address multiple challenges, a few issues stand in the way. Capital investment is perhaps the most important, as it is a critical resource with regards to building and developing smart cities. At present, India doesn’t quite have enough capital to produce hundreds of cities to support its 2015 Smart City Mission.

Furthermore, if too many of these cities are

started all at once, there is a risk that they’ll end up only partially built.

Corruption is also something authorities must pay attention to. A smart city won’t eliminate corruption; in fact corruption might become more sophisticated and negate the potential benefits of advanced cities. This, however, can be mitigated in the long run by fostering a culture of accountability and honesty.

India is a massive country with hundreds of existing cities. A number of these could theoretically be the smart cities we think of. Upgrading cities like Mumbai, Delhi, Mangalore, Bhilai, Raipur, Allahabad, Kanpur, Vyzag, Pune, Amritsar, Cochin, Bhopal, Nagpur, Kolkata and Surat would be far more beneficial than creating new ones from scratch. Given the sheer number of people living in Indian cities, high-rise apartment blocks should also be encouraged to conserve land.

Although our industry makes excellent use of the Internet of Things (IoT) to improve our ability to monitor and maintain infrastructure, we should also remain cognisant of how these technologies present a potential risk.

As we adopt new technologies, we simultaneously create new vulnerabilities to threats. It is thus important for us to consider the risks of every infrastructure project from inception to its completed lifecycle.

Risk management is key here, and it’s important to take this to the next level by integrating advanced cyber security capabilities into the systems that make it possible for smart cities to function.

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