ME Consultant November 2014

009 noVeMBer 2014

InsIght and analysIs for constructIon specIalIsts engineer profile

Nasser Saeed on the growth of his practice BH.NS Building review

Exploring Abu Dhabi’s Yas Mall before opening school development

Specification know-how from education experts project management

Industry leaders flock to inaugural Dubai forum

Crossing over How international expertise is influencing regional bridge design and engineering

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CONTENTS

November 2014

05 05

On topic News aNalysis frOm acrOss the miDDle east eveNt

The Dubai International Project Management Forum

08

iNfrastrUctUre

How international expertise is changing regional bridges

14 14

05

20

in practice cOmpaNy prOfiles, OpiNiONs aND iNterviews OpiNiON

08

Martin Hall on why BIM training programmes are crucial

16

22

iNterview

Nasser Saeed, president of BH.NS Engineering Consultants

22

iNsiGht

The best practices in specification for education projects

28

prOfile

Mark Wheeler, head of Diales, on expert witness services

32 On site

BUilDiNG reviews, case stUDies aND sNapshOts

32

review

Exploring Abu Dhabi's Yas Mall before its grand opening

38

eDUcate me

How Lacasa combined its skills to design a hotel in KSA

40

sNapshOt

28

32

Holland's new landmark auditorium, Theatre De Stoep

44

cOmpaNy News

New CEO for Balfour Beatty and Arcadis finalises Hyder deal

46

prOject News

Hadid in Cambodia and Tunisia's boat-shaped hospital

48

thOUGhts

Thomas Bailess, acoustic consultant at PMK International

40 November 2014 Middle East Consultant 1

WELCOME

Editor’s note Group

And this year’s winners are...

T

he event season will go into overdrive this month with The Big 5 exhibition as well as the annual awards ceremony from Middle East Consultant’s sister title, Big Project ME. With a number of consultant awards in this year’s line-up, I assisted Big Project editor Gavin Davids in moderating the judging panel, which met to decide the winners at the time of going to press.

Featuring a cross section of the industry, the panel boasts the combined knowledge of developers, consultants, contractors, academics and government employees.

This impressive line-up includes Christopher Seymour from EC Harris, David Cockerton from SinoGulf, Aecom’s Jeff Decker, Broadway Malyan’s Stephen Smith, Adel Ahmed Mokhtar from Dubai Municipality and Prof Mohammed Dulaimi from BUID. The judges met at the CPI Construction Division office in Studio City and – fuelled by coffee and sandwiches – deliberated on the winners for several hours.

There were a few heated discussions along the way, yet the panel settled on a strong shortlist and a worthy selection of winners.

From my perspective, I was impressed by the quality of the shortlist, particularly in the consultant and development categories.

The shortlist for Consultant of the Year includes a number of strong firms that are active in the industry, such as Hyder and WSP. Meanwhile, Development of the Year features some flagship, largescale schemes in Abu Dhabi such as New York University as well as Aldar’s Yas Mall, which I visited for this month’s building review.

While I am itching to give the game away, the winners of the Big Project Awards 2014 will not be revealed until the ceremony on November 18 at the Conrad Hotel, Dubai.

We hope that you, and your colleagues, can join us to celebrate another year of excellence in the regional construction industry.

GROUP CHAIRMAN AND FOUNDER DOMINIC DE SOUSA GROUP CEO NADEEM HOOD GROUP COO GINA O’HARA

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 EDITOR OLIVER EPHGRAVE oliver.ephgrave@cpimediagroup.com +971 4 375 5475 SUB EDITOR AELRED DOYLE

Advertising COMMERCIAL DIRECTOR MICHAEL STANSFIELD michael.stansfield@cpimediagroup.com +971 4 375 5497

Marketing MARKETING MANAGER LISA JUSTICE lisa.justice@cpimediagroup.com +971 4 375 5498

Design ART DIRECTOR SIMON COBON

Circulation and Production DATABASE AND CIRCULATION MANAGER RAJEESH M rajeesh.nair@cpimediagroup.com +971 4 440 9147 PRODUCTION MANAGER VIPIN V. VIJAY vipin.vijay@cpimediagroup.com +971 4 375 5713

Digital DIGITAL SERVICE MANAGER TRISTAN TROY MAAGMA Published by

REGISTERED AT IMPZ PO BOX 13700, DUBAI, UAE TEL: +971 4 440 9100 FAX: +971 4 447 2409 WWW.CPIMEDIAGROUP.COM

Oliver Ephgrave, Editor, Middle East Consultant

Printed by Printwell Printing press LLC © Copyright 2014 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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05

FORUM The inaugural DIPMF event brought regional leaders together

08

INFRASTRUCTURE How new techniques and materials could aid bridge projects

On topic L

PROjECT MANAgEMENT

Show of strength Industry leaders gathered at the inaugural Dubai International Project Management Forum to discuss best practices for organisations and governments

ast month, a new exhibition was launched as a platform for intelligent project management operations in the region. The Dubai International Project Management Forum (DIPMF) took place at Madinat Jumeirah between 28 and 30 September 2014, organised by RTA and co-hosted by Project Management International – Khaleeji Chapter, Emaar and Dubai Electricity and Water Authority (DEWA).

Key names at DIPMF 2014 included Donald Trump Jr from The Trump Organization, H.E. Mattar Al Tayer from RTA, Mohammed Alabbar from Emaar Properties and Mark Langley from PMI – Khaleeji Chapter.

Aside from the line-up of speakers, one of the highlights was the transport solution for the event.

RTA ran feeder buses between Madinat Jumeirah and visitor parking spaces, located 2.5km apart, over the three days. The shuttle service was met with widespread appreciation and its smooth operation was a prime example of RTA’s exemplary planning capacities for large events, and perhaps a small glimpse of what to expect during the Dubai Expo 2020.

DIPMF aimed to bring together the greatest minds from the project management industry across Dubai’s most active markets, including construction, infrastructure, sport and the arts.

However, given the city’s intensely active building ambitions, the infrastructure and construction project management sectors dominated DIPMF’s impressive array of speakers and exhibitors at this year’s event.

Donald Trump Jr kicked off the first day of the exhibition with a nostalgic keynote speech highlighting the journey of his father, Donald Trump, and their renowned development firm, The Trump Organization. Speaking on Dubai’s growth, and alluding to the organisation’s tie-in with Damac Properties, Trump said: “The way Dubai has been November 2014 Middle East Consultant 5

on topic DIPM ForuM

Maturing market “A private sector entity may be governed by market performance if it is a publicly-traded one. The private sector might brand their targets ‘strategy’ or ‘management agenda’, whereas the government will call it a ‘vision’. There is immense pressure on private sector companies to consistently deliver results without letting the impacts of a strategic change in project management practices and methods affect their performance. In such a situation, any organisation – be it private sector or public – should focus its efforts on funding and driving those operations which take it closer to its vision or strategy, and eliminate any ideas which might not directly drive growth.

The same is true of governments, and Dubai Metro is a great example of wisely picking your operational priorities. The Dubai government, even during the downturn of 2008, did not stop fuelling investment into the metro, because it recognised that the project would eventually benefit the residents of the city. The metro was always a part of the strategic vision set in place by H.H. Sheikh Mohammed bin Rashid Al Maktoum, and the decision to complete the project, launched shortly after the downturn, shows the government’s mature capacities in the field of project management.”

Mark Langley, President and CEO, Project Management Institute – Khaleeji Chapter

Above (l-r): Dr Alaa Zeitoun, H.E. Mattar Al Tayer, Alain Flausch, Dr Dong Hyo Kim; below: H.E. Mattar Al Tayer.

able to rebound is just incredible and it is a great example for the world. I have been coming here for over a decade, and we [Trump Sr and Trump Jr] feel very strongly about the market here.

“Infrastructure is key to economic growth, and Dubai’s metro and roadways are some of the best in the world,” Trump remarked, praising the initiatives undertaken by RTA to improve the city’s accessibility and networks. “Proactive thinking is better than reactive thinking, and [strong] leadership qualities have pulled this country through unimaginable events. Dubai too has emerged victorious.”

The UAE government, and Dubai’s authorities in particular, appear to have embraced a far more interactive approach than ever before in dealing with their stakeholders – businesses and end-users alike – since the hosting rights for the Expo were 6 Middle East Consultant November 2014

announced last year. On the sidelines of the event, Mark Langley, president and chief executive officer of PMI – Khaleeji Chapter, expressed appreciation for the values that Dubai’s government has adopted, including an increased emphasis on promoting local project management standards.

“The conference has been fantastic from a content standpoint, and one of the most significant things I heard was how executive sponsorship has improved project management practices in organisations,” Langley said. “People like Mattar Al Tayer from RTA and Saeed Al Tayer from DEWA are each excellent examples of how the support of executive leaders within organisations can turn things around for overall project success.”

RTA launched its in-house Project Management Office (PMO) seven years ago for its information technology operations, and it has grown into a

highly efficient body. Langley considers the PMO an excellent marker of government-fuelled project management success.

“I don’t know what led Mattar Al Tayer to setting up the PMO, but I can most certainly see its results,” he says. “By recognising the RTA’s inhouse capacities, [Al Tayer] has implemented what we at PMI have identified as best practices in organisations. He’s essentially building career paths in project management by identifying the skills of individuals who can lead the allotted departments and bringing in greater standardisation to the organisation’s workings.”

Standardisation was one of the highlights of Emaar chairman Mohammed Alabbar’s speech, which contained key insights rarely heard from the developer of Burj Khalifa and Dubai Mall.

“The theme of this conference is very close to my

on topic DIPM ForuM

“Infrastructure is the real investment in cities, because it is the foundation for the future” MohaMMed alabbar, eMaar

heart,” Alabbar said to kick off his keynote address.

“Cities have become the locomotives of growth around the world, so London is more discussed than the UK, New York more than the USA, and so on. Infrastructure is [therefore] the real investment in cities because it is the foundation for the future.”

Further elaborating on the growth plans of major global economies, including those from the MENA region and Asia, Alabbar said: “Developed countries also have to invest in maintenance and upkeep.

Countries like India and China have also made accommodations for massive infrastructure growth."

“If the new Indian prime minister changes the country’s national policy, then the world will have to watch out for India and China,” Alabbar jokingly exclaimed, while pointing out the impact these countries have on the import and export activities of the building materials market.

Numerous panels were arranged to discuss a variety of themes and trends faced by Dubai and the UAE’s construction and infrastructure industries. Talks included ‘Managing Public Transport Projects’, featuring H.E. Mattar Al Tayer, chairman of RTA; Alain Flausch, secretary general of the International Association of Public Transport; and Dr Dong Hyo Kim, vice president (Director of General Management) of Seoul Metropolitan Rapid Transit Corporation. H.E. Helal Saeed Almarri, director general of Dubai Tourism and Commerce Marketing and CEO of Dubai World Trade Centre, also outlined the plans for Dubai Expo 2020.

“When you see big global events, you can distinguish between the well-planned ones and those which weren't,” Almarri said during his 45-minute discussion moderated by H.E. Abdullah

Naser Lootah, secretary general of the Emirates Competitiveness Council (ECC).

“The official Dubai Expo 2020 dossier will be handed over in 2015. All the government and private sector stakeholders involved have been very supportive of the Dubai Expo 2020 plans. It is being seen as a regional expo, and it will affect all direct and indirect industries in the region.”

Almarri promises local companies will have a “clearer idea” of how they can support the government in infrastructure-building for the expo.

“An expo is really an event for the world, and the Dubai Expo 2020 will be of special importance to the MENASA region. We’re looking to work with partners who can help build a legacy for after 2020 as well, and there is ample room for both local and international firms to innovatively join forces in preparation for the event.”

November 2014 Middle East Consultant 7

on topic Bridges

iNfrasTruCTure

Crossing over

How international expertise is inf luencing bridge design and engineering in the Middle East

T

he region’s existing and planned bridges will be explored in detail at the 7th annual Bridge and Highways Middle East summit in Doha on November 10 and 11 in Hilton Doha, Qatar.

One of the many expert speakers at the event, Dr Ghassan Ziadat, director of Planning and Infrastructure at Atkins, notes a major change in the method of procurement for bridges in recent

8 Middle East Consultant November 2014

years. “The trend we’ve witnessed on the bridge front is there are now a lot of design and build projects,” he says.

“We either stay on the client side to do the preliminary engineering, or we team up with the contractor to do the detailed design. In Qatar, even the very large marine crossings, like Sharq Crossing or Qatar-Bahrain Causeway, are going design and build. But a lot of the ‘business-as-

usual’ road bridges are still being procured in the conventional way, which involves working with the government and designing the bridges from start to finish, and often supervising the construction works.”

Ziadat says that one of the reasons for the rise in design and build projects is the increased complexity of construction in the Middle East.

He continues: “In the last 20-30 years, a lot of

on topic Bridges

the infrastructure was built in the desert where there were no significant issues with traffic management or existing utilities. Now, most of the infrastructure is being built in really built-up areas – if you used the conventional way, and closed the roads, it would cause chaos.”

Another expert, the aptly named Tim Risbridger, partner in the infrastructure sector at EC Harris, also notes this trend. “More often

than not these days, bridge projects go to design and build-type contracting. Often clients have an experienced engineer that oversees the design to make sure the calculations are correct. In my experience that is a prudent thing to do.”

An online search for ‘bridge failures’ yields hundreds of results worldwide. Often, technical problems and miscalculations have caused failures; in 2007, a bridge over the Mississippi

River collapsed, partially due to undersized gusset plates, resulting in 13 fatalities. Given that a failure will have disastrous consequences, do bridge projects in the Middle East adhere to the necessary safety standards? “The Middle East is absolutely up to international standards,” replies Ziadat. “It is mandatory, around the world, for any bridges to go through an independent ‘category three’ check by a completely different organisation.

November 2014 Middle East Consultant 9

on topic Bridges

Arch bridge for Sharq Crossing, Doha, by Santiago Calatrava.

“For instance, on the design and build projects you have the concept prepared by an architect, then preliminary engineering done by another firm, and then the detailed design done by a firm after the contractor. Usually the contractor employs an independent checker that reviews the designs, and the client will often have a quality control engineer who checks the design prepared by a contractor. So there are several checking and quality assurance processes in place.”

An interesting development, according to Risbridger, is that large bridge projects in the Middle East are becoming more architecturallydriven. He continues: “Historically, bridge design was very much engineering-led. But what has changed, particularly for landmark bridges, is that they often go out to architects to design an initial architect concept. You will see the famous international architects like Norman Foster and Santiago Calatrava working on these significant

landmark-type bridges – not your normal road concrete bridges.”

Along with Zaha Hadid’s Sheikh Zayed Bridge in Abu Dhabi, another regional example of an architectural bridge is Doha’s Sharq Crossing, designed by Spanish ‘starchitect’ Santiago Calatrava. The $5bn project involves a series of bridges, including an immersed tunnel and the world’s largest arch bridge at 700m. EC Harris is working with the Fluor lead PMC team to deliver the scheme, set for completion in 2021.

When asked whether Sharq could be a world icon for Doha, Risbridger replies: “The most iconic component is the steel arch bridge – that will really add to the Doha skyline. There will be no question that it will impact the city. I’m absolutely convinced it will be used on all sorts of things, like stamps. It is quite exceptional.”

Ziadat also believes that the project will put Doha on the map. He says: “The arch bridge has

a funicular railway which travels on top of the arch, which will be used for sightseeing and is very much designed with tourism in mind. It’s giving Doha that identity and making it more attractive for people to visit.”

Such investment is extremely prudent, according to Risbridger. “I think that iconic infrastructure, bridges in particular, are a cost-effective landmark for communities,” he remarks. “Infrastructure itself is an enabler for economic growth. It creates freedom of movement and goods, encourages business investment and economic growth. On that basis, having an iconic bridge enables communities to communicate better and is a very cost-effective way of putting a city on the map.”

Ziadat also believes the extra cost of a landmark bridge can be justified. “With these kind of bridges, you need to have a wider view. If you see them as part of attracting tourism and putting the city on the map, then they pay for themselves. It’s easier

Sharq Crossing contains an immersed tunnel section.

“An iconic bridge enables communities to communicate better and is a very costeffective way of putting a city on the map” TIM RISBRIDGER, EC HARRIS 10 Middle East Consultant November 2014

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oN ToPiC BRIDGES

Plastic fantastic A composite material known as fibrereinforced polymer (FRP) has been used

and cheaper to build something more functional, but an architectural bridge will recover the cost in the long term.”

Although the Middle East’s burgeoning rail programme requires an abundance of bridges, there is less of a need for marine bridges, according to Risbridger. He says: “Historically there has not been a need for such bridges – there are not many major rivers in the region. I think there’s a recognition now that they can become a useful landmark, but because the need for [marine] bridge construction in the region isn’t significant, I don’t believe it’s really on the radar for most governments.

“Doha’s Sharq crossing was conceived as a very practical solution for getting people from the airport quickly to the central business district.

They could have built a causeway or a tunnel, but they recognised they could encourage tourism by creating a recognisable landmark. But I would say that’s an exception. Most GCC cities don’t pay particular attention to bridges. There are opportunities for bridge development, such as Dubai Creek. You could create a structure which is quite recognisable and add something to the community.”

What are the technological challenges for building landmark bridges? Risbridger notes that

in bridge design, as an alternative to the traditional materials of concrete and steel. FRP is strong, light, resists fatigue and does not corrode, which makes it suited for bridge construction.

Atkins worked on one of the UK’s first FRP road bridge replacement projects in the village of Frampton Cotterell, near Bristol. The material was used in a bridge over the River Frome to replace an existing concrete and steel structure that became corroded. The lightness of the FRP bridge meant it could be installed in about half the time of a conventional bridge deck.

In addition, its corrosion and frostresisting properties could reduce maintenance costs by up to 50%.

the length of the span can cause issues. “As you increase the length, the technical design challenges become exponentially, not proportionally, more difficult. However, technology has enabled the span to increase significantly over the last few years. At the end of the day, economics will place a limit on the length of the spans due to the cost of the materials.”

Business Bay Bridge, Dubai.

12 Middle East Consultant November 2014

The maximum length of span will depend on the type of bridge, with suspension bridges used to span the largest distances. Currently the world’s largest suspension bridge is the Akashi Kaikyō Bridge in Japan, which spans 1.9km. Ziadat says: “As the span length increases, there are fewer forms to choose from. Cable-stay bridges tend to start at 100m and go up to 500m. Arch bridges can reach around 700m, as seen in Sharq Crossing, while suspension bridges can now span a couple of kilometres.”

He points out that large-span bridges will require a grade of structural steel which is not manufactured in the Middle East. “A challenge here, for bridges spanning over 100m, is that it becomes more and more difficult to build in concrete,” he explains. “For bridges over 500m, the deck would have to be in structural steel – the grade of steel and the thickness of the plate is not something that is manufactured locally. It would have to be imported from either Europe or Japan, fabricated overseas as well, then shipped and transported to the Middle East. That adds to the challenges in terms of logistics.”

Unfortunately, the level of research and development into bridges in the region is limited, according to Ziadat. “The focus in a lot of universities and institutions here is on teaching, rather than research and development in infrastructure. Most of the research on bridges is carried out overseas – there are some developments happening in terms of materials and structural techniques.”

Ziadat draws attention to an intriguing recent development – the use of fibre-reinforced polymers (FRPs) in infrastructure construction.

He continues: “In the UK, we built and fabricated a bridge within hours using glass and carbonreinforced plastics. You can use carbon-fibres or glass-fibres.”

He strongly asserts that this material should be considered for the region’s bridges of the future, particularly given the thriving petrochemical industry. “Durability is a major issue which has to be taken into account. The salty and humid environment in the region attacks the steel in bridges, whether it’s reinforced concrete or structural steel. There is a lot of operation and maintenance to make sure that the bridges don’t deteriorate. However, reinforced plastics are more durable than steel in hot and humid environments.

If we used this material in the Middle East, the issues would be designed away.”

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IN PRACTICE MARTIN HALL

Opinion

Professor Martin Hall is vice-chancellor of the University of Salford, Manchester. He is also chair of the board of JISC, the UK’s information technology service, and chair of the Open Access Implementation Group

Model behaviour

BIM study programmes are necessary to move the construction industry forward Since the introduction of cutting-edge BIM technology, there has been a tremendous change in the way buildings, infrastructure and utilities are designed, built and managed.

BIM facilitates intelligent design creations, enabling the data to remain consistent, coordinated and accurate even after numerous design changes.

The software creates ‘smart’ models because the information is automatically built into the model. BIM helps architecture, engineering and construction (AEC) service providers to improve accuracy, efficiency and productivity by offering greater insight into the project at any point in its lifecycle, thus saving time and cost.

With a constantly increasing global population and the steady influx of people into cities, experts predict that the world’s urban population will double by 2050. This means adding the equivalent of seven New York Citys every year to the world, meaning more efficient ways to manage large-scale urbanisation are urgently needed.

For green and sustainable development, several cities around the world are aiming to become smarter by implementing next-generation technologies and solutions, including BIM. A smart city reduces the burden on government assets by promoting economic growth that enhances the efficiency of its people and resources as well as ensuring their safety and security.

According to the US Green Building Council, the US construction sector accounts for 30% of the country's greenhouse gas emissions, 30% of raw material consumption and 12% of potable water use. BIM enables architecture, engineering and 14 Middle East Consultant November 2014

construction service providers to create a highresolution graphic and a 3D model of a building before the start of actual construction. The tool helps to create multiple models of a building project, making it easy to analyse and select the most suitable sustainable design.

Moreover, it provides additional information on time, cost, material, air and water flow, spatial relationship and specification. A model based on BIM allows the creation of the finer details to improve the accuracy of green certification.

Interestingly, revenue from the green and sustainable building construction industry is forecast to reach $245.4 billion by 2016. Now is the best time to study at BIM training programmes; universities in the GCC must work in tandem with the industry to meet the challenges of smart city and sustainable development.

Many leading international universities are offering flexible learning programmes on BIM, including part-time and distance learning along with regular full-time courses, as a direct response to industry needs.

These are designed to impart skills to professionals who wish to pursue a career in the rapidly evolving construction and facilities management fields. The course encompasses leading research and practice, enabling students to play a significant role in the planning and development of greener as well as smarter cities.

“Universities in the GCC must work in tandem with the industry to meet the challenges”

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IN PRACTICE Nasser a. saeed

Interview

“In the UAE, an engineering office means everything from architecture to construction supervision” 16 Middle east Consultant November 2014

IN PRACTICE Nasser a. saeed

PErfEct PArtnErs

Nasser A. Saeed, President of BH.NS Engineering Consultants, on why international collaborations are needed to propel local consultancies

f

fRom ThE NAmE AloNE, IT Is ClEAR ThAT the partnership Bruce Henderson Nasser A. Saeed (BH.NS) involves an intriguing cross-cultural collaboration. While the first half comes from Australia-based architects Bruce Henderson, the latter portion represents the entity set up

by Emirati civil engineer Nasser A. Saeed.

Although initially reticent to divulge company details, Saeed recounts a fascinating insight into the business and the evolution of Dubai itself. “This company started in 1989 as a small, local engineering consultant,” he says, sitting in his large president’s office in the Deira headquarters. “In the UAE, an engineering office means everything from architecture to construction supervision.”

After obtaining a BSc in Civil Engineering at UAE University, Saeed joined Dubai Municipality in 1986 and was director of the Roads Department from 1994 till 2004.

He subsequently became the assistant director general for Dubai Metro, acting as a project manager from the design stage until six months into construction on the landmark infrastructure network.

Saeed’s consulting company, formerly known as Al Emarah Al Khalijia, was set up while he was working for the municipality. He continues: “At the start it was difficult. There was a crisis due to the Gulf War and business was not so fast.

All the investors were local – there was no freehold business.

Our typical projects were commercial villa complexes like you see in Jumeirah.

“In the late 90s, the big developers like Emaar came up and it was the time to think differently. Local consultants could

not do the work themselves – we had to do joint ventures with international companies.”

He explains that the company’s first big project was Union Properties’ Motor City, a mixed-use residential, commercial and recreation scheme centred on Dubai Autodrome. Having initially teamed up with international consultants Burt Hill, the firm forged a longer-term partnership with Bruce Henderson Architects.

Saeed comments: “We changed the focus from doing small local projects to major projects for big developers like Emaar. The period between 2002 and 2007 was great – we had a lot of projects and 500 employees. We were one of the major consultants for ENOC and did the design of around 40 petrol stations, including the UAE’s first green petrol station, near The Greens. We did big freehold projects in Downtown, Al Sufouh, Al Barsha, the Dragon Mart area, as well as in Kuwait.”

As with most businesses in the construction industry, 2008 brought a dramatic change. “Many projects were cancelled or postponed,” continues Saeed. “We had to reduce the manpower but we never had any problems in our office.

We changed our focus a little bit to come back to the local projects in Dubai.

“After 2008 it was slow but we did some shopping malls and hotels in Deira – one is just across the road from here. By 2011, things came back and the big projects started again – now we are back to the good times. We are licenced by Dubai Municipality as an unlimited consultant where we can do any type of project in terms of function.”

November 2014 Middle east Consultant 17

IN PRACTICE Nasser a. saeed

BH.NS has worked with Emaar on a number of important projects, including Dubai Mall.

The company’s website reels off a long list of services such as architecture, civil design, landscaping, interior design, MEP, structures and construction supervision. Saeed says that this multi-disciplinary approach came through necessity rather than a grand vision. “The nature of business in Dubai is that you have to do all these [disciplines] together. For safety reasons and quality control it is better to do structural design and MEP in-house.”

Despite the multitude of services provided by BH.NS, Saeed states that the company has partnered with international firms such as Studio Matteo Nunziati, Dexter Moren Associates, Andrée Putman, Wilson Associates and KNA Design.

“Sometime we have to join up with high quality international architects for developing the concept. After the concept stage, the final design will be done by us. I feel international is always better for the concept, because of the quality of the engineers.”

Saeed has focused his attention on the company since retiring from government duties in 2006. “Now this is the only business that I run and I like it very much – I feel that engineering and construction is part of my life,” he says.

Playing down his role, he remarks: “Companies don’t depend on a person – they need to be organised. Once you set up a

“In any office, the architects are the most important people – you need to have good architects”

18 Middle east Consultant November 2014

good organisation and you have good staff, then everybody knows their role.”

Nowadays, Saeed is more concerned with marketing and managerial duties, with Managing Director Alex Chakar overseeing the technical side of the business. He says: “We have around 200 staff at the moment and there are many different nationalities – we have an Australian managing director and designers from the UK and Australia. The issue is always to select the right people – we have head of design, head of structures, head of MEP, and head of construction and senior designers. In any office the architects are the most important people – you need to have good architects and good heads of department for quality control.”

Given Saeed’s prominent involvement on Dubai Metro, how does he view the project’s impact on the city? “The metro is one of the great projects – not only for Dubai but also the GCC,” he replies. “Anybody can notice its capacity to reach a very high level. Even when I was involved in the design stage, I was expecting this. It is really a very good project – clean and on time.

“People are in need of this service – sometimes you cannot solve the problem of traffic but you can solve the problems of the user by providing a service. I hope that at least four extra lines will be constructed – I would like to see the day when the service is door to door. The great success will be for people that own a car to use the metro. For this to happen, we need the network to cover the whole city, and that could be combined with buses.”

He continues: “International City and other high density areas need to be connected. We should aim for 30-40% of users using mass transit in the next 10 years. Hong Kong has reached 80%, so nothing is impossible.”

Saeed agrees that links between Dubai and other emirates, specifically Abu Dhabi and Sharjah, are equally vital. “There needs to be some coordination. I was in this field for so many years, so I think there are a lot of possibilities, but it needs to be translated to projects.”

He is even more effusive about the potential of Dubai’s construction industry in general. “I think Dubai is doing really well these days – there is no need to talk, you can see this. Every single project is a sign of quality. It is not easy to market any project – you need to have reached a certain level. Dubai has reached this level and it can’t go down.

GCC countries and other international countries are proud of Dubai. It is very systematic and the government is very helpful. It adds value to the public and projects.”

For Saeed and BH.NS, there seems to be no limit to the opportunities in the emirate. “Everybody knows Dubai is in need of more projects.

“There are not enough hotels or furnished apartments and also the rents are very high – this means there are not enough apartments. To reach normal rates we need more

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IN PRACTICE Nasser a. saeed

projects. We have improved the company so can compete and get more projects. There is an opportunity in the next 20 years to be very specialised. All the big organisations over the world – whether they are in leisure, hotels or any other business – would like to have an office or part of their organisation in Dubai. It is a secure city and a city of justice – these factors help to have a good business.”

Business certainly seems to be booming for BH.NS, having been appointed to work on Emaar’s Burj Vista, a two-tower residential scheme in Downtown Dubai. The Downtown area is proving to be a hotspot for the company; it has worked on several new restaurants such as TGI Fridays, as well as 20 Middle east Consultant November 2014

the traditional-style bridge connecting Dubai Mall to Souk Al Bahar and the more modern Dubai Mall metro bridge.

The company is certainly not about to rest on its laurels. Saeed explains that the current goal for BH.NS is “globalisation” through joint ventures with international companies. “We would like to work with our sister companies, who we recently joined, on some of the major projects. We are now working on this and we are now ready for any size of project. Sometimes it is not easy to move a step ahead. But in this field, it is important that every day, every month, every year, you improve. If you stop doing this you will go backwards.”

BH.NS worked on the pedestrian bridge linking Dubai Mall with the metro station.

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82

The right workflow and processes defined, BIM enables organisations to improve the quality of building design

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BIM – Business Enabler or Technology Red Herring?

Lorem Systems' Dolor Sitamet explains why it is so important for BIM providers to create systems that will push forward the concepts of simple and effective cooperation between all stakeholders involved in a project Luptas aut acil issus acea polvolorporro iliquibust re occae dimitis dolor?

The UK government’s decision to require that all suppliers involved in public sector construction projects use Building Information Modelling (BIM) tools and techniques by 2016 is to be applauded. The intention is to drive better value from capital investment and realise a 20% reduction in lifetime costs, whilst supporting environmental commitments by facilitating a more integrated approach to design. It is also about changing the culture between the client and the rest of the supply chain, replacing the traditional, rather adversarial business practices with a collaborative approach that should also drive innovation.

However, misinformation is rife. BIM is not just about 3D data but about creating a holistic information resource that also includes 2D data sources, documents, spreadsheets, and more.

I believe the key to realising the government’s BIM vision is to create simple, effective cooperation among the design, construction and operation aspects of the infrastructure lifecycle. Overcoming these traditional silos

provides a chance to reduce duplication, minimise errors, streamline processes and facilitate collaboration.

However, while the majority of new bids now demand some level of BIM compliance, requirements are often opaque at best. Let’s set the record straight: BIM, when done correctly, is about information sharing enabled by information mobility (across engineering disciplines and the infrastructure lifecycle).

It provides contractors and owner operators with access to key design data that can be used to transform effectiveness throughout the construction and operations processes. Yes, it drives better use of 3D across the industry, but not only 3D. 2D data remains important, as does information held in documents, spreadsheets, and other databases, all of which contribute to a holistic BIM approach.

Luptas aut acil issus acea polvolorporro iliquibust re occae dimitis dolor?

BIM is ultimately about creating an asset model from day one that can be used consistently throughout the project to drive efficiencies

and improve collaboration. Indeed, BIM also encompasses information management as much as information modelling. It enables a contractor to feed design information into project planning tools and resolve potential conflicts before arriving on site. It also empowers the sharing of space information with facilities management teams before the building goes live to drive effective up-front planning, as well as the sharing of other crucial design, engineering, and construction information that can later be used to help drive cost-effective operations decision making and renovations work.

Leveraging a collaborative platform and technology to share and integrate information, within an incremental approach that accommodates all of the specialised design simulation and analysis software best suited for each project role, will best enable the industry to achieve the desired widespread adoption of BIM. The government’s stance on BIM is to be commended. Demanding Level 2 compliance by 2016 is pragmatic and achievable and promotes the very real promise of intelligent infrastructure that is better performing in terms

of its energy efficiency, resilience to natural and man-made disasters, safety, and cost-efficiency.

However, while industry adoption and interest are positive, it is essential that organisations take a step back and truly assess information requirements.

Luptas aut acil issus acea polvolorporro iliquibust re occae dimitis dolor?

BIM is a business process not a technology.

With the right workflow and processes defined, BIM enables organisations to improve the quality of building design, reduce costs and achieve the collaborative workflows required to drive true innovation.

However, misinformation is rife. BIM is not just about 3D data but about creating a holistic information resource that also includes 2D data sources, documents, spreadsheets, and more.

I believe the key to realising the government’s BIM vision is to create simple, effective cooperation among the design, construction and operation aspects of the infrastructure lifecycle. Overcoming these traditional silos provides a chance to reduce duplication,

minimise errors, streamline processes and facilitate collaboration.

However, while the majority of new bids now demand some level of BIM compliance, requirements are often opaque at best. Let’s set the record straight: BIM, when done correctly, is about information sharing enabled by information mobility (across engineering disciplines and the infrastructure lifecycle).

It provides contractors and owner operators with access to key design data that can be used to transform effectiveness throughout the construction and operations processes. Yes, it drives better use of 3D across the industry, but not only 3D. 2D data remains important, as does information held in documents, spreadsheets, and other databases, all of which contribute to a holistic BIM approach.

BIM is ultimately about creating an asset model from day one that can be used consistently throughout the project to drive efficiencies and improve collaboration.

Indeed, BIM also encompasses information management as much as information modelling.

It enables a contractor to feed design

information into project planning tools and resolve potential conflicts before arriving on site. It also empowers the sharing of space information with facilities management teams before the building goes live to drive effective up-front planning, as well as the sharing of other crucial design, engineering, and construction information that can later be used to help drive cost-effective operations decision making and renovations work.

Luptas aut acil issus acea polvolorporro iliquibust re occae dimitis dolor?

Leveraging a collaborative platform and technology to share and integrate information, within an incremental approach that accommodates all of the specialised design simulation and analysis software best suited for each project role, will best enable the industry to achieve the desired widespread adoption of BIM. The government’s stance on BIM is to be commended. Demanding Level 2 compliance by 2016 is pragmatic and achievable and promotes the very real promise of intelligent infrastructure that is better performing.

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Bateen School in Abu Dhabi featured Dewan and Wates on the project team.

22 Middle East Consultant November 2014

IN PRACTICE EDUCation

insight

LEARNINg CuRvE

Assessing whether developers and consultants are designing schools that address the needs of the region and students today

W

ith a growing population and an increasing demand for education, the UAE is embarking on a major school building programme. Abu Dhabi alone is rolling out its ambitious target of 100 new schools by 2020. Yet are these new facilities up to the latest international standards? Are the correct materials being specified, and are the designs fit for purpose? Middle East Consultant speaks to two regional experts in education construction to find out more.

November 2014 Middle East Consultant 23

IN PRACTICE EDUCATION

ADEC School, Abu Dhabi.

ACCoRdINg To AmmAR AL AssAm, ExECuTIvE director for Dewan, the specifications will depend on the nature of the school and whether it is a government or a private-backed scheme. He comments: “The Abu Dhabi Education Council’s Future Schools Programme involves a complete revamp of the government education system with 100 new schools across Abu Dhabi and Al Ain. The main consultants that are working on these are Dewan, KEO, Broadway Malyan and Atkins.

“These schools are very highly-specified in terms of sustainability, fit-out and facilities – it’s really about creating break-out rooms, lots of labs, lots of ICT, outdoor learning areas and indoor areas. Typically they are for 1,100 students aged 3-12, with around 15sqm per student. This is on the higher side of space allocation [compared to international standards], but the government wants to provide really magnificent schools in terms of spaces and facilities. It’s not typical that governments in the Middle East invest in that kind of level of education. Abu Dhabi is a pioneer.”

He notes that private schools in the UAE may not have the same luxury of space. “Land is very scarce in Abu Dhabi and also Dubai – that’s why they are sometimes building in areas that are not built up. There is a plan to have a certain number of high-end schools, like GEMS and Repton, as well as mid- to lower-income schools.

“I always shudder when I see a request for future-proofing.

I don’t think anybody has predicted the future very well” Steve YazdabadI, WateS

24 Middle East Consultant November 2014

“Parking issues are a big headache for any school. Usually you have to make these sites work, bearing in mind the issues of safety and security. Some of those schools are higher density with less amenities and around 10sqm per student, whereas the high-end ones will be 12-15sqm per student.

The most high-end school we have worked on is Bateen School in Abu Dhabi.”

Al Assam adds that a key challenge is the incorporation of outdoor space. He says: “These breakout areas consume a lot of valuable space – you need to provide soccer pitches, basketball courts, play areas, swimming pools and so on.

For one school we worked on, the football area was on top of a roof as there wasn’t enough space.”

However, Steve Yazdabadi, managing director of Wates Construction International, points out that several schools in the UAE are more spacious than those in other global markets. “Many schools in the UAE are on a par with the rest of the world and are sometimes more spacious. This works well for the classroom and for teachers as well. We have been lucky to work with some very great design teams and clients, who know what they want.

“There is the expertise in the region, the question is whether or not the client recognises that. Some clients do, while others take the view that if it was fine for them as a child then it’s fine for today.”

Yazdabadi notes that some of the more modern design trends in schools include a heavy emphasis on natural light.

“In the latest designs you’ll see a lot more daylighting – there is a realisation that natural light is a stimulant to the mind and it’s also more environmentally-friendly.

“It doesn’t have to be windows – it can be skylights – but it adds vibrancy and keeps the kids awake and alert. I’ve seen designs that try to exclude daylighting with windows because they don’t want the students to look out – that has proved not to work at all.”

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IN PRACTICE EDUCATION

Repton School, Abu Dhabi.

Al Assam adds: “Simple things like light tubes will allow natural light to come into the building. This of course reduces the electricity bills. Other considerations will be the reflectivity of the building materials, heat gain, and providing shading across the schools so that the students are not exposed to high heat during breaks. In terms of the classroom, there are certain colours that are soothing to the kids, and encourage education.”

Yazdabadi says that the correct use of colour is a perennial debate. “One often associates bright colours with younger children. I’m not convinced. At the lower ages, a lot of bright colour can detract from their work. I’ve seen colour managed in a better way. Walls can be covered with the children’s work – that becomes the colour and a point of pride.”

Conversely, vibrant colours may be more appropriate to older children, or certain nationalities. Yazdabadi continues: “By the time the children are 14 they have their own opinions and the bright colours may appeal. Also, different cultures would expect different degrees of colour.

Some are expecting a less colourful environment.”

When it comes to specification, Yazdabadi notes that sometimes materials or features are installed without a great deal of consideration for operation and maintenance.

He explains: “There is not much of a focus on facilities management post-completion.

“We often pose questions such as ‘how would you clean that?’, ‘how are you going to change the lights?’, ‘is this appropriate?’ Some clients are very happy to promote the latest specifications and kit, which is great if you have somebody who can operate and maintain it. Often the local FM workforce is not equipped, or doesn’t have knowledge of the latest kit. A big challenge is managing the high-end specification post-occupancy.”

Al Assam agrees that the specification must tie in with maintenance and operation. “There has to be a strong facilities management component of a school. It is important to choose materials that are easy to maintain, and are durable and replaceable.

“Material selection is probably more important in schools than any other function, besides hospitals. In addition to durability, the number one requirement is that they are safe – we’ve all heard of asbestos issues over the last 20-30 years.”

Safety is also linked to the correct consideration for the different age groups. Yazdabadi says: “You need to specify the right size tables and chairs to make sure the smaller children don’t hurt themselves. Young children are very active and could take a fall every now and again. You have to avoid sharp edges and finger traps on doors.”

Another issue related to safety is security and surveillance.

Al Assam continues: “From a security perspective, the architecture should not allow unwanted people to get in, as well as letting the students get out. There are lots of 26 Middle East Consultant November 2014

Bateen School, Abu Dhabi.

IN PRACTICE EDUCATION

challenges around separating the different ages, managing them, and avoiding having separate corners where they can be sitting and smoking. The students need to be monitored without the school feeling like a prison.”

Other recent trends in regional school specification include new swimming pool filtration systems. “It’s nice to see a movement away from chlorine-based to more ozone treatment – this avoids chemical storage. But the challenge involves getting an FM team that understands what needs to be done,” says Yazdabadi.

He vents his frustration about an over-emphasis on VIP rooms. “Something I get hung up on is that a lot of time and money can be spent on a VIP room that’s rarely used. It takes up a lot of time in discussion, not necessarily in design.”

Yazdabadi also raises objections to ‘future-proofing’, a term that often surfaces on client briefs. “I always shudder when I see a request for future-proofing. I don’t think anybody has predicted the future very well.

“It is often a lot cheaper and better to build exactly what you want for today and deal with the future when it comes.

I’ve seen so many projects with built-in, sliding partitions that have not been moved in five years. They are expensive and not really the right thing in their location. A solid wall

would have been much cheaper to build and knock down as needed. You can design a floor plate so there are fewer columns but, other than that, it’s a bit of guessing game.”

Al Assam adds: “It’s difficult to predict the future. As architects, we know how to design schools based on our experience, but the operators have to provide a good brief.”

While both experts stress that successful school projects will require combined thinking between developers, consultants and contractors, they also highlight that it all comes down to the curriculum and the quality of teaching.

Yazdabadi sums up by stating: “We all know that the best teachers can teach under a tree – they don’t need a fantastic classroom environment.”

“Material selection is probably more important in schools than any other function, besides hospitals” aMMar al aSSaM, deWan

November 2014 Middle East Consultant 27

28 Middle East Consultant November 2014

IN PRACTICE MARK WHEELER

Profile

“The region features some of the world’s most technical projects.

Inevitably there will be problems that are difficult to solve” Mark Wheeler, head of expert witness provider Diales, discusses the launch of the brand in the Middle East

P

PROVIDING exPeRt wItNeSSeS FOR tHe construction industry, Diales celebrated its regional launch at a gala event in the Burj Al Arab on November 29. Owned

by UK-based Driver Group, Diales is a network of experts in the fields of arbitration, litigation and alternative dispute resolution (ADR). The group is in the process of rolling out Diales across the world, having already launched the brand in Europe and Asia-Pacific.

The man at the helm of Diales, Mark Wheeler, has over 25 years of engineering experience in the construction industry.

A trained mechanical and electrical engineer, Wheeler has undertaken a range of building services installations in commercial buildings, on both a pre-designed and design and build basis.

Wheeler has acted as an expert witness in technical, mechanical and electrical matters, and quantum disputes.

He has also been instructed as an expert in NEC3 contract disputes, from both a project management and quantum perspective, and advised on the correct application of NEC3 contracts, including highways and remediation projects.

Diales is part of the Driver Group. How do both entities complement each other?

When you have a dispute, or even just a real problem project, you need two things. Firstly, a world-class expert, respected in his or her field, who can give top quality advice. Secondly, you need to have a really good backup team of staff who can deliver the support needed to put into action the expert’s recommendations. Diales gives the world-class experts, the rest of the group provides the unrivalled support.

How has the group developed in recent years?

Our business has doubled as a group over the last four years.

This has been delivered by organic growth and by acquisition.

We have also established ourselves in new regions. This ongoing strategy will see us continue to grow, as the success of initiatives like Diales is helping us to attract the very best new talent to join the team.

Which services constitute the majority of revenue?

All of the Diales projects are expert witness commissions, November 2014 Middle East Consultant 29

IN PRACTICE MARK WHEELER

business for many years, and is a very important region to us.

Diales is a key global company, and a launch in the Middle East will ensure that the region is covered by our global brand for top level expertise. It is a region which features a number of the world’s highest value, most technical projects. Inevitably there will be problems that are difficult to solve. What better place to offer the market a world-leading team of construction experts?

How many staff work in the Middle East, and what are the main skill sets?

The Middle East team for Driver is now over 120 people, with four of the Diales team permanently living in the Middle East.

A further 10 regularly work in the Middle East, but are based in other locations. Diales is very much a global team, and it’s about finding the right person, not the nearest. Our Middle East-based experts will also work globally, giving them a worldclass reputation.

What makes Diales different from your competitors?

“A good expert can add real focus if brought in at an early stage, before costs have become a major issue” instructed by clients or their lawyers. Within this volume of work, I would say around 60% of revenue relates to quantum, the calculation of sums due or not due by skilled quantity surveyors. Perhaps 35% relates to delay analysis work, often a forensic review of what happened and when. The final 5% is made up of technical work – defining why something has failed or does not perform to expectations, and identifying technical remedies in mechanical and electrical works.

What is your background, and when did you first get involved with Diales?

My background is in mechanical and electrical, both technical and quantum. Most of my work is currently based on quantum, but knowledge of the technical side is invaluable. I was involved with Diales from its inception. I remember the work that went into creating this brand and settling on the name, as well as our original London launch party.

Mark Wheeler has over 25 years of experience in the construction industry.

What are the main reasons for Diales launching in the Middle East?

The Middle East has been a big part of the Driver Group

30 Middle East Consultant November 2014

There are a number of firms offering expert services in the Middle East, some based here and some travelling in and out. Mostly they are a tiny part of a larger consultancy. We are different because Diales is at the core of what we do, not a bolton. Our group staff all have access to the Diales team, which gives them the best advice to plug into. The Diales team has constant live project access, making it very aware of current market trends. We also quality assure our team members – it can take senior staff several years to pass the tests we put in place to join the team. Many of our experts are published authors in their specific field, and we have training provided each year from external sources including QCs. Diales is also the only team I know that can provide technical experts in building and engineering, in addition to quantum and delay analyst support.

Does the Middle East construction industry have a good understanding of arbitration and litigation?

I think in many parts of the world, there is a sound understanding of arbitration and litigation; we train our experts to understand the processes and what is expected of them. I do think that often we are instructed much later than we could be. A good expert can add real focus if brought in at an early stage, before costs have become a major issue, and give an evaluation that can help to resolve things much quicker.

What will be the main challenges for the group, specific to the region?

As Driver Consult Middle East we are very well established already, with four offices in the region. I think the challenge will be in getting the region’s law firms into the habit of visiting our expert profiles on the Diales website every time they are looking for an expert. I am very confident that once they have worked with our team, they will keep coming back.

ON SITE YAS MALL

Aldar’s latest megaproject, Yas Mall, embraces outdoor living in a fully-covered complex

32 Middle East Consultant November 2014

ON SITE YAS MALL

November 2014 Middle East Consultant 33

ON SITE YAS MALL

“The whole idea is that it’s an outdoor mall but an indoor setting. You can see this in the skylights and the network of streets and avenues”

A

Talal al DhiYebi, alDar ProPerTies

The team ClIENT Aldar CONCEpT DESIgN RTKL DETAIlED DESIgN Aecom CONTrACTOr Six Construct

AfTEr pASSINg ThrOugh ThE hugE glASS doors of Abu Dhabi’s Yas Mall, Middle East Consultant and other members of the media are greeted by screeching alarms reverberating through the entire 230,000sqm project. With just a few weeks before the mall’s launch, testing is in full swing.

Apologising for the noise, Talal Al Dhiyebi, executive director of asset management at Aldar Properties, is eager to reveal the latest addition to his company’s pride and joy, Yas Island.

An immediately apparent design feature of the mall is an abundance of natural light. Al Dhiyebi explains: “The whole idea is that it’s an outdoor mall but an indoor setting. You can see this in the variety of the skylights and the network of streets and avenues.”

The mall’s layout is modelled on the urban grain of a historic town , with a network of streets and avenues leading to the ‘town square’ at the heart of the complex. The majority of units are spread over two levels, with a 20-screen cinema and a children’s entertainment area on the upper floor.

Although the mall contains more than a hint of Europe, an Arabic influence can be seen in details such as lanterns and geometric patterns. This is perhaps most apparent on the marble slabs of the exterior, which feature a jagged motif reminiscent of a fractured mashrabiya screen.

The approach to the mall is nothing short of monumental, with manicured landscaping, colonnades and canopies drawing the visitor to the entrance.

Despite the testing noise and plethora of hard-hatted construction workers, Al Dhiyebi insists the mall will open before the Abu Dhabi Grand Prix on November 23. “The construction is complete and the building has been handed over.

The work around you is all tenant-related – they are preparing their stores and shop fronts.”

Original plans for the mall were downscaled after the financial crisis, with concept architect RTKL recalibrating the design to fit Aldar’s revised requirements. Aecom provided schematic and detailed design, structural design and construction supervision, working with contractor Six Construct.

Speaking exclusively to Middle East Consultant, Jamal Araj, project director for Aecom, remarks: “The concept of the town

34 Middle East Consultant November 2014

square with avenues and streets, and the proportions of width to height, was all developed by RTKL. Aecom worked intensively on the detailing, developing the design to make it work and assessing the various materials.”

He explains that materials include limestone flooring from Egypt, oak wood and glass reinforced gypsum for the Arabic details. “Aldar didn’t want a replica of the other malls with their shiny, marble floors.

“It wanted to keep the finishes tactile and it did not want to add much colour – that’s why everything is practically white, aside from the food court.”

Aldar’s Al Dhiyebi adds: “Look at the floor – it is not polished, overpowering stone, it’s very natural and very urban. Combined with the lush, green landscaping and the great facades of the

ON SITE YAS MALL

retail units, it is an unparalleled experience that’s very different to other malls.”

A striking sense of symmetry dictates the mall’s plan, with four parking structures, holding a total of 12,000 cars, around the perimeter.

Araj reveals that the entire floor plan contains no expansion joints, aside from the connections between buildings. “This required a large amount of additional steel in the structure to offset the thermal stresses of the hydration of the concrete.”

The floor plan also includes back-of-house service corridors for the vast majority of retail units, something that is usual for malls, according to Araj.

Other distinguishing elements include a predominance of landscaping – including tall, spindly flora in the welcome

pavilion – and heavy use of artwork. Challenges surrounded the illumination of the art, as Araj explains: “The artwork came as an afterthought, so it was a challenge to control the power – we had to use remote controls.”

Al Dhiyebi points out an eye-catching bronze sculpture of a ghaf tree by South African artist Marco Cianfanelli, renowned for his depiction of Nelson Mandela. “We wanted to do something different, so we commissioned three sculptures from this famous artist.”

The circulation route is extremely varied, with open spaces leaning to narrow alleyways. This variety is reflected in the skylights, which morph from narrow gashes fringed by wood to larger atrium-type openings. After passing through the winding streets, the tour arrives at the pièce de résistance, the

The 230,000sqm Yas Mall sits at the heart of Yas Island.

November 2014 Middle East Consultant 35

ON SITE YAS MALL

The food court features more colour than elsewhere in the mall.

town square. “It is the largest public gathering space of any shopping mall in the region,” says Al Dhiyebi. “As you can see, it is anchored by cafés on the ground floor. There’s a lot of activity and open space. A lot of malls feel very claustrophobic but the whole experience here is very different.”

Araj reiterates that the town square forms the natural heart of the complex. “Normally, a village starts from a courtyard and everything organically grows around this common public space.

It helps to develop proper circulation and there are symmetrical avenues in our mall.”

Continuing the mall’s artistic leanings, the town square features a paper-based artwork by Dutchman Peter Gentenaar wrapping around the upper level. Although the artwork feels fairly integrated with the overall design, sandwiched between oak-clad pillars, Aecom was not heavily involved. Araj remarks: “We just had to make sure the plastic rod is strong enough to carry it. Some people like it and others don’t. It’s hard to talk to the artists – they are sometimes like space cadets. The guy didn’t know what a consultant was.”

Although it may divide opinion, the colourful and enigmatic piece draws the eye upwards to the undoubtedly impressive fully-glazed roof. At midday, the level of brightness is so intense that some visitors may feel the need to wear sunglasses. Araj explains that the team worked hard to eliminate reflections on the roof at night.

“The big challenge is at night – the lighting was done by specialists, so hopefully reflections will be eliminated and you can actually see the sky. I don’t know how many stars you’re going to see in Abu Dhabi,” he laughs.

36 Middle East Consultant November 2014

“The lighting was done by specialists so hopefully reflections [on the glass roof] will be eliminated and you can actually see the sky” Jamal araJ, aecom Araj concedes that the downside of a glass roof is solar gain and an increased reliance on artificial cooling, yet says the glazing complies with Abu Dhabi’s sustainability programme, Estidama. He continues: “The skylight had to meet a U-value factor and we used E-type glass. Thermal modelling was used at the start of design, and on site we demonstrated the design intent conforms to the requirements for air leakages and U-values. It’s all calculated.”

The building has in fact surpassed the mandatory one Pearl Estidama rating, gaining two Pearls. In addition to sourcing 20% of materials locally, 98-99% of the structural steel was recycled and wood came from sustainable forests. “We had an Estidama consultant that reviewed every single material that was used on the job,” says Araj.

Another integral part of the mall’s design is the Italian Boulevard, an avenue connecting the mall to Ferrari World.

“It’s a seamless connection between the theme park and the mall,” says Al Dhiyebi. “Together the two attractions will make one of the largest retail and leisure destinations in the world.”

Given the prominence of the site and the supposed gap in the market, Al Dhiyebi says that 20 million visitors are expected to visit the mall in its first year alone. He explains: “Abu Dhabi has had a gap in terms of a mall this size with this offer. We are out to compete and gain our share of the market.

“Yes, there will be more visitors at the weekend and holidays, but even during the week it [is not] going to be empty. There is a lot of resident population nearby in Raha Beach and Khalifa City. Dubai is 40 minutes away. You don’t get a better location than this. It’s in the middle of an amazing island, like no other.

“Yas Island is part of Abu Dhabi’s 2030 vision to be the leisure and entertainment destination. From the inaugural F1 race in 2009, we kept on increasing new assets every year – Ferrari World, Yas Beach, Yas Waterworld and recently the first residential element, which sold out. The evolution of the island will continue every year as we build this great destination. Yas Mall is the missing part of the puzzle.”

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on site LACASA

Educate ME Combined expertise The design of a 150-room hotel benefited from enhanced integration due to Lacasa’s in-house architecture, structures and MEP services The hotel is located in Al Khobar, Saudi Arabia.

C

onstruction is now underway on a 150-room hotel in the Eastern Province of Saudi Arabia. The project involves a partnership with prominent local investor Ali Saad Bin Sultan & Brother Holding Group Co, who commissioned UAE-based Lacasa to provide a suite of consulting services including architecture, structures, as well as MEP. 38 Middle East Consultant November 2014

With a central location in Al Khobar, home to Saudi Arabia's oil and petrochemical industry, the hotel is close to the city's two largest shopping malls with access to King Fahd International Airport and the King Fahd Causeway, a 26km road bridge connecting Saudi Arabia with Bahrain.

The hotel's range of guest amenities will include a health club, business centre, meeting rooms, a

large multi-function room, in addition to a pool deck on the roof, overlooking the surroundings.

Lacasa’s project team is overseen by a project director and includes one concept designer, one senior structural engineer, three MEP engineers and five staff working on design development.

The design of the hotel commenced in December 2013 and was concluded in August 2014.

on site LACASA

www.lacasa.ae

ArchitEcturE Ihab Nayal, Lacasa’s principal designer, architecture, explains the concept

“The architecture of the hotel has a distinct image with a clear grid. Our design features many details within the grid; for instance, the combination of the stone and the metal of the mullions. We added a little bit of curtain wall to get the right balance and make sure the ratio of solid to glass looks right. We also utilised the shape of the plot to break up the mass. There are changes in rhythm – on the lower floors, the mullions disappear and the grid becomes a colonnade. Meanwhile, the curtain wall rises higher than the grid, to give a bit of difference. Overall it is a very simple language but it is put together in an elegant way that pleases all parties. Façade finishes include limestone and the curtain wall will be slightly reflective, with a bluish tone. Having the expertise inhouse really helped to speed up the design process.

I could sit with the structures and MEP teams and make sure that all the requirements were met. It is a relatively complex project for its size, but we managed to coordinate efficiently.”

any major cost impact. There was a great amount of coordination between architecture, MEP and structures and we are able to make sure that every drawing issued to the client and contractor does not have any discrepancies.”

MEP Nabil Shafa Amry, manager – MEP, discusses the various systems in place

“The MEP integration and coordination was easy as we have the skills in-house – we didn’t need to get a sub-consultant from outside. For the air conditioning, we used a VRF system which is highly efficient in terms of consumption. There is grey water treatment to allow irrigation without potable water. A smoke management system is provided in each floor to extract smoke in the event

of a fire. Escape routes, including the staircase, will be under high pressure so no smoke will come from outside. There is also a fire reserve tank with a fire pump, and sprinklers are provided in all the rooms.

For areas where water would cause damage – such as the electrical and server rooms – we provided a fire suppression system which uses inert gases.

Smoke detectors are placed everywhere apart from the kitchens, which have heat detectors. In order to save energy, the staircase and car park have sensors to control the lighting while the façade lighting works on a timer. To prevent unauthorised entry there is an access control system in the equipment and plant rooms and you cannot transfer through the floors via the stairs. There is also a building management system which monitors all of the mechanical equipment.”

StructurES Syed Tauheedullah, senior lead structural designer at Lacasa, reveals the structural solutions for the building

“A sheer wall framing system was chosen to take the gravity load and the lateral loads. This system works well given the plot size and the mid-rise height of the building. We tried to simplify the system as much as possible and used solid slabs without beams. This made a lot of sense in terms of services, headroom and ease of build. Any post-construction changes, such as additional MEP or cutouts in the slab, can be accommodated. Slab thicknesses were a minimum of 250mm for a span of 8m, except for the swimming pool and landscape area. We are using a shoring system for the ground floor and the four basement levels as the strata is very hard and rocky. There is a strong retaining wall and we were careful not to cause any damages to the neighbouring building. The double height in the mezzanine area of the lobby was a challenge, but by thickening the slab a little bit we managed to solve this without November 2014 Middle East Consultant 39

ON SITE THEATRE DE STOEP

Snapshot

40 Middle East Consultant November 2014

ON SITE THEATRE DE STOEP

In detail lOcaTION Spijkenisse, the Netherlands capacITy 656 (main auditorium) 200 (small auditorium) BuIldINg SurfacE 5,800sqm (gross) 4,500sqm (net) BuIldINg vOlumE 42,000 cubic metres BuIldINg SITE 3,600sqm

TheaTre De SToep

Boasting an internationally renowned consultant team, this striking cultural project has drawn attention to a small yet enlightened municipality in southern Holland

O

OffIcIally OpENEd laST mONTh, ThEaTrE De Stoep is a major cultural project in little-known Spijkenisse, a town and municipality in southern Holland with a population of just 70,000. The municipality commissioned the 5,800sqm theatre for performances and social gathering, and it has a larger auditorium seating 650 and a smaller theatrical space accommodating 200, with retractable stands. There are also interlinked foyers, a restaurant, two cafĂŠs, a VIP lounge, dressing rooms, multifunctional rooms and offices.

The waterside building is rounded to minimise wind flow disturbance to the nearby windmill, Nooitgedacht, and the entrance and lobby connects seamlessly to a city square.

Internally, the building takes the form of a flower, with a large,

column-free central foyer forming the heart of the structure.

The theatre cafĂŠ is next to the water and designed in the form of an amphitheatre.

The glazed lower levels of the facade allow daylight to illuminate the foyer and the stairs leading to the auditoria.

The upper portion comprises two layers of aluminium, with circular perforations in the white outer layer offering glimpses of the purple back layer. LED lights fitted between the two layers light the facade at night. Spijkenisse Municipality played a crucial role in requesting a full BIM model for construction, and the consultants worked closely with contractor VORM Bouw. The BIM model helped to control costs and will be used for the maintenance and management of the theatre in the future.

November 2014 Middle East Consultant 41

ON SITE THEATRE DE STOEP

Architecture

Engineering

uNSTudIO A key architectural consideration for Theatre De Stoep was efficient visitor routing. The two main spaces are positioned to receive visitor flow directly from the foyer and the public square outside the building. According to Ben van Berkel, UNStudio co-founder, the vertical foyer is a pivotal point in the social functioning of the theatre, becoming a “stage for the visitors� by offering multiple viewpoints. Furthermore, the foyer aids navigation and the linking of different programmes within the building. A sculptural stairway runs by the entrances to both auditoria, with a handrail which seamlessly moulds into functional surfaces and furniture elements.

arup Ubiquitous engineering firm Arup was responsible for mechanical and electrical engineering, building physics, fire engineering, lighting design and structural engineering. In close coordination with the client and design partners, Arup realised a fully integrated structural and MEP design. The spacious lobby, with minimal use of columns, is an example of its engineering achievements here, as are the ventilation systems, which can operate independently for maximum flexibility. The hybrid roof structure facilitates heat extraction, allowing air exhaust all year round and heat recovery in winter. Solutions were developed using parametric design, analysis and optimisation, in addition to the BIM modelling process.

42 Middle East Consultant November 2014

ON SITE THEATRE DE STOEP

Acoustics

Fire safety

ScENa Netherlands-based firm SCENA was the acoustic advisor for the project, working closely with UNStudio to develop a multitude of solutions. As Theatre De Stoep will host a wide variety of performances – including plays, operas, cabarets, musicals, concerts, youth theatre and dance – versatility in acoustic properties was a key consideration for the consultants. Recent advances in acoustic software enabled the effective engineering and optimisation of auditorium sound quality. For example, ceiling elements can be lowered and angled to adjust volume levels, while acoustic wall panels reflect and enhance the sound quality for every seat in the auditorium.

dgmr Dutch firm DGMR was the fire safety consultant, as well as providing services for building physics and acoustics, from design to completion. DGMR ensured there were satisfactory escape routes for the maximum capacity of visitors, as well as focusing on the fire safety of the main hall and the openness of the foyer. In addition, the firm has been conducting inspections during performances and assessing alternative solutions. The company worked in close collaboration with Arup, as it did on De Rotterdam, a mixed-used scheme designed by OMA which picked up an award from the Council on Tall Buildings and Urban Habitat (CTBUH) earlier this year.

November 2014 Middle East Consultant 43

oN site roundup

Company update Arcadis finalises Hyder and Callison takeovers Arcadis announced it has completed the acquisitions of both Hyder Consulting and Callison to create a global consultancy with more than 28,000 people worldwide.

The acquisitions add more than $640 million in gross revenues, increasing Arcadis' gross revenues to $3.8 billion.

With 1,000 people spread across the United States, China, Europe, the Middle East and Mexico, Callison is an architecture and interior design consultancy specialising in retail, office and mixed-use projects.“ Engineering and design consultant Hyder employs 4,600 people in the Middle East, the UK, Germany, Asia and Australia and adds strong

Balfour Beatty appoints Leo Quinn as CEO Infrastructure specialist Balfour Beatty has announced the appointment of Leo Quinn as CEO, who will take up the new position on January 1 2015.

Quinn joins Balfour Beatty after five years as group chief executive of QinetiQ, a technology firm for the defence, security and aerospace sectors.

He began his career at Balfour Beatty in 1979 as a civil engineer in the UK construction services business, and subsequently served as global president of Honeywell Building Controls, COO of Production Management (a division of Invensys) and CEO of banknote printer De La Rue. Balfour Beatty executive chairman Steve Marshall said: “Leo is an outstanding individual with an excellent track record in improving the performance of major international businesses. He has the depth and breadth of experience and the drive to lead our company through the next stage of its development.”

44 Middle East Consultant November 2014

expertise in infrastructure and buildings. Arcadis now has direct access to Australia for the first time due to Hyder’s extensive footprint in the country.

Hyder’s rich history means that Arcadis is now the oldest consulting engineering company on record, with activities dating back 230 years and a portfolio including London’s Tower Bridge and Sydney Harbour Bridge.

Neil McArthur, CEO of Arcadis, commented: “The complementary and world-class capabilities that they [Hyder] bring will help us better serve our combined client base with global reach and help us deliver on our passion of improving the quality of life and being recognised as the best in our industry."

oN site roundup

Aecom completes URS acquisition

omaN office for mott macDoNalD Engineering firm Mott MacDonald has opened a new office in the MBD Business Centre in Muscat, Oman, housing over 500 staff.

The move enables the company to be closer to key clients in the country, while improving operational efficiency.

Mott MacDonald has been operating in Oman for over 40 years, providing design engineering and consultancy services on major oil and gas projects.

Commenting on the move, managing director for oil and gas Albert Allan said: “Our move to the MBD Business Centre has come at a significant time as there is enormous investment potential in Oman.

“One of our main goals is to recruit and retain Omani talent and ensure their growth within the company. We have trained over 300 Omanis so far and aim to maximise incountry value along with the development and sustainment of skilled Omani staff.”

Consulting giant Aecom has completed the acquisition of engineering, construction and technical firm urS Corporation, following the approval of stockholders from both companies. uS-based urS adds to Aecom’s portfolio with strong sector expertise in oil and gas, power and government services, as well as construction capabilities. The takeover was confirmed after stockholder meetings on october 16. Michael S. Burke, Aecom chief

executive officer, commented: “My belief that Aecom and urS had highly complementary operations and cultures has been solidly confirmed. “our leaders have collaborated to develop a comprehensive integration plan that will leverage our greater scale across our global platform. We are confident that we will achieve our target of $250 million in annual cost synergies.”

The combined companies will have 95,000 employees serving clients in more than 150 countries.

“My belief that Aecom and URS had highly complementary operations and cultures has been solidly confirmed”

November 2014 Middle East Consultant 45

on site roundup

Project update Hadid to design genocide studies centre in Cambodia The Documentation Centre of Cambodia (DCCam) has commissioned Zaha Hadid to design the Sleuk Rith Institute, a complex in Phnom Penh dedicated to genocide studies.

The new campus will also act as the definitive archive of the country’s Khmer Rouge regime, which committed mass atrocities when in power from 1975-1979.

Hadid’s design alludes to Cambodia’s rich architectural heritage, notably the UNESCOlisted temple complex Angkor Wat. The institute will contain a genocide studies centre, a school and a museum for memorial and education.

The project is spearheaded by DC-Cam executive director Youk Chhang, a survivor of the infamous Khmer Rouge “killing fields”.

The institute will be located on a 4,800 sqm site donated by the Cambodian government in 2008. Ground breaking is planned for this year, with completion scheduled for 2016.

Zaha Hadid commented: “Youk Chhang’s vision is inspirational. His brief for the Sleuk Rith Institute calls for beauty and an optimism for the future to heal and reconnect a country, with the Documentation Centre of Cambodia being key to that process.”

Everyman Theatre in Liverpool wins Stirling Prize The Everyman Theatre in Liverpool,

The architects were tasked

features images of local residents.

The judges' citation added: “The

designed by Haworth Tompkins,

with the redevelopment of a 1964

has won this year’s RIBA Stirling

institution, housed in a popular

new Everyman in Liverpool is truly

Prize, the most prestigious

building which had fallen into

for every man, woman and child.

architectural award in the UK.

disrepair and required demolition.

Haworth Tompkins’ project won in

Judges complimented the new

“[It is] an extraordinary contribution to both theatre and the city, achieved

the face of strong competition including

building’s scale, transparency,

through clever team working – client,

Renzo Piano’s The Shard and Zaha

materials and quirky sense of

architect, consultants and contractor –

Hadid’s London Aquatic Centre.

humour – the building’s solar shading

where the new truly celebrates the past.”

46 Middle East Consultant November 2014

on site roundup

Diary dates UpcomiNg eveNts aNd exhibitioNs

Uae to bUild $381m project iN FUjairah A $381m residential project will be built in Fujairah following directives from the President’s Initiatives Committee, according to state news agency WAM. The committee has endorsed the construction of the residential scheme to improve living conditions for citizens in Fujairah.

The construction of the 2.2 sq km development was ordered this March by Sheikh Hamad bin Mohammed Al Sharqi, Supreme Council Member and Ruler of Fujairah.

Expected to help low-income Emiratis, the project will comprise 1,100 residential units: 300 five-room villas, 700 fourroom villas and 100 villas for widows and small families.

2.2

Area of the project, in sq km, set to contain mosques, clinics, schools, parks, shopping malls and a community centre

17-20 November The Big 5 2014 Dubai International Convention & Exhibition Centre

18 November Big Project Awards 2014 Grand Ballroom, Conrad Dubai

8-10 December Gulf Traffic 2014 Dubai International Convention & Exhibition Centre

The largest construction show in the Middle East will provide access to over 2,700 exhibitors from around the world.

A gala celebration of excellence in the contracting and consulting industries in the Middle East.

The opportunity to understand the latest in road infrastructure and traffic management systems.

Billionaire designs boat-shaped hospital A boat-shaped hospital designed by a Russian billionaire is set to be part of the ambitious $50bn Tunisia Economic City development.

The audacious design will sit on an artificial lake in the Dubai-inspired city, which is being built in stages by the Tunisian government.

Staff at the White Sails Hospital and Spa will wear marine-style uniforms to fit the theme of the hospital.

Architect Vasily Klyukin, who has previously designed yachts and boats,

envisions that a visit to the hospital will feel “more like a cruise” than a medical appointment, the Daily Mail reported.

Engineering will be provided by international firm Thornton Tomasetti, with investment from Saudi Arabia’s Lalei Al Barakah.

Tunisia Economic City, said to be inspired by Dubai, aims to attract international trade, finance and media, and medical tourism. The construction of the city in Enfidha will extend over a period of 15 years.

November 2014 Middle East Consultant 47

THE BACK PAGE Thomas Bailess

Thoughts “People come into the acoustics industry from all different angles” When you are learning about mechanical systems, you also learn about noise and vibration. When I was working

in London, a lot of people were talking about sustainability – that was very trendy. People weren’t so interested in acoustics, so I became the acoustics guy. I thought I should formalise it, so I did a one-year diploma in architectural acoustics at the Institute of Acoustics in St Albans, which has a partnership with the University of Liverpool.

While I was on the course I met a man working at PMK in Dubai – we stayed in touch and he told me about a vacancy.

I got the job and moved to Dubai, six years ago. As an acoustics consultant, I still use my expertise on the mechanical side, in terms of industrial noise and vibration control. People come into the acoustics industry from all different angles – some from the electronic side, so they will be strong at the audiovisual aspects, whereas I can understand big chiller plants.

At CMK we get some very interesting projects and a nice variety. In addition to lots of hotels, we worked on a

project in Dubai Studio City for film and movie production, and the Sheikh Hamdan Sports Complex which has a huge, Olympic-sized arena.

It is always an interesting challenge to work on concert halls and lecture theatres, where clarity and the

quality of the sound is so critical. There are not so many of those type of projects in the region, or music venues.

Another aspect of my job that I enjoy is working

Why I chose my job Thomas Bailess, acoustic consultant, PMK International

I

didn’t set out to be an acoustic consultant – at university I studied mechanical engineering and initially my intention was to go into renewable energy and sustainable design.

48 Middle East Consultant November 2014

with new architects and design teams – that keeps it very fresh. We probably work on over 100 projects a year –

every building is different and will have some unique aspect acoustically. There’s always new challenges and new people to work with who have different ideas. Sometimes you work with people that are very experienced and know exactly what you’re talking about, while others have never worked with an acoustic consultant. It’s always varied and never repetitive.

I think there is a lack of awareness about acoustics in the UAE, but it is growing. We do often get called to

do problem-solving where there hasn’t been an acoustic consultant on the design stage. For instance, the client realises they can hear the HVAC or the neighbours. When you try to retrofit acoustic solutions, it’s more expensive and less effective, because you’re constrained by what’s already there.

We find that architects generally understand the benefits of using an acoustic consultant right from the concept stage. Even the orientation and the location of the building will have an influence on acoustics.

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