ME Consultant November 2017

For the construction specialist

Nation Builder Eman Almansoori on the Ministry of Infrastructure Development’s remit and going smart ON TOPIC

Taking a design firm to the next level with fresh eyes

IN PRACTICE

Drawing on inspiration and experience to lead a studio

ON SITE

Transforming Sialkot’s existing district HQ hospital

ISSUE 042

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

LONDON

“This is the room where I think, the room where I dream, the room where I design.

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Erich, Architect

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CONTENTS

On topic INduSTRy VIEWS fROM aCROSS ThE MIddLE EaST

04

07 07 aNaLySIS

Cavendish Maxwell’s Manika Dhama highlights how Abu Dhabi’s residential real estate market fared in Q3 of this year 16 OpINION pIECE

Aurecon’s Professor Kourosh Kayvani believes that engineers have to play a more active role in shaping Dubai’s future as a world-class smart city

10

18

In practice aNaLySIS, INSIghTS aNd INTERVIEWS

22 INTERVIEW

We speak to Godwin Austen Johnson’s Nathan Cartwright about his firm’s business, regional challenges and the evolution of the regional construction industry 28 INTERVIEW

22

28

Eman Almansoori speaks to Middle East Consultant about the Ministry of Infrastructure Development’s remit, working with consultants and contractors and going smart 34 INTERVIEW

Neil Kee has taken the top job at Benoy and we chat to him about inspiration, experience and his plans for the firm

On site CaSE STudIES, OpINIONS aNd SNapShOTS

34

40

40 CaSE STudy

Saudi-based DAR Engineering is leveraging its vast experience to transform an existing hospital in Sialkot into a teaching hospital 51 NEWS

LACASA Holding unveils $40m shopping mall in Palestine 56 ThE BaCk pagE

Humanscale’s Alan McDonald shares his expertise on common misconceptions around sustainability

46

51

NOVEMBER 2017 1

WELCOME

Group EDITOR’S NOTE

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

Editorial

Passion All Around By the time you read this, the 2017 edition of the highly anticipated Middle East Consultant Awards will be but a few days away. It has been an exciting journey getting everything organised, and this year the competition was particularly intense.

Not only did we receive a staggering 140 nominations from across the region, but the quality of the submissions was, on the whole, top-notch. They were detailed and interesting, and drew attention to some truly spectacular projects, people and companies – even during the compiling process, it was immediately obvious that a lot of time and effort went into flagging up even minor details.

With the projects in particular, I found myself wondering if there was even a slowdown in the regional construction industry in the last twelve months. Looking at the variety and sheer scale of some of the projects nominated, it looked as though it was business as usual.

Of course, strong nominations deserve a robust judging panel.

With the help of my colleague Gavin Davids from Big Project Middle East, we joined six of the industry’s best and brightest individuals to review and discuss each and every submission. As we chatted and argued during our judges meeting, it became obvious that the passion that went into the nominations was matched – and perhaps exceeded – by the judges, who not only dedicated time over the weekend before our meeting, but stood their ground on points that they felt very strongly about.

Exceeding our allotted time at the meeting location by nearly three hours, we nonetheless walked away with our shortlist, and a day later we had our winners and runners-up. The process was gruelling, but in the end all the judges were satisfied with the final winners, and I look forward to revealing all of them on November 7, at the Ritz-Carlton, Jumeirah Beach Residence.

I look forward to seeing you on the evening. Until then, enjoy the issue.

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

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Licensed by tECoM to registered company, CPI trade Publishing fZ LLC whose registered office is 207 – 209, Building 3, dubai Studio City, dubai, uAE www.cpitrademedia.com

Jason Saundalkar Editor, Middle East Consultant 2 NOVEMBER 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

ReADeRS’ COMMeNTS

FeATUReD

CONSTRUCTION

MeTRO ROUTe 2020 A bOON

Aldar awards $203m contract for The Bridges project

With the drilling work flagged off for the Route 2020 Metro project in Dubai (‘Dubai ruler launches drilling of Route 2020 Metro tunnel’, October 24), people living in some far-flung districts of the city can look forward to a more convenient commute when it is launched in 2019.

The way the city has spread over the years, residents of many communities far from the city centre, or the main commercial areas, find it arduous and timeconsuming to travel for both work and leisure.

With public transport not readily available in areas such as Dubai Investment Park, the next best option for people without cars is expensive taxis.

The Metro Route 2020, when it becomes operational, will not only provide a convenient and economical option for travellers but also integrate these areas on the fringes of the city with its nerve centres. Flyers using the new Dubai World Central airport, where the line will terminate, will also find the new Metro line to be a boon.

Expo 2020 may still be a couple of years away, but its benefits are

CONSTRUCTION

Dubai-Al Ain housing project to span 763 hectares

In pictures: On-site at Mediclinic Parkview Hospital, Dubai

CONSTRUCTION

Nakheel awards $45m Deira Islands marina contract

CONSTRUCTION

Dubai to introduce new green building ratings system

CONSTRUCTION

Saudi Arabia plans $500bn mega city

4 NOVEMBER 2017

Video: Five-year time-lapse of Dubai’s Al Habtoor City under construction

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ON TOPIC

ANALYSIS

Abu Dhabi Q3 Residential Review Cavendish Maxwell’s Manika Dhama highlights how Abu Dhabi’s residential market fared in Q3 of this year

H

ousing demand in Abu Dhabi is primarily a factor of job growth and the resulting population growth, particularly of the white-collar labour force. According to the latest available data from the Statistics Centre Abu Dhabi, the total population for the emirate was 2.9m in 2016, rising by nearly 9% since 2014, the last residential market peak.

In comparison, the white-collar population declined by 2% over the same period to 1.4m in 2016, and the percentage contribution of the white-collar workforce in the total population declined from 53% in 2014 to 48% in 2016.

The oil & gas sector remains a primary source of revenues for the economy, and housing demand in Abu Dhabi is closely linked to job

creation in this sector. Analysis of price performance among key freehold communities within the emirate against oil price movement bears out this correlation. Housing budget readjustments and job losses in this and other key sectors, such as banking and aviation, have affected rents and occupancy levels across Abu Dhabi.

An infrastructure push from the government through bond issuance and other measures is expected to drive investment into the emirate and potentially improve housing demand. However, further consolidation in sectors such as banking and real estate could lead to job losses. These are expected to affect senior executives more and hence could have an impact on larger units such as villas/townhouses rather than smaller units.

NOVEMBER 2017 7

ON TOPIC

Abu Dhabi Apartment Rent Performance (USD per annum)

Studio

1BR

2BR

12 month % change

49,000

-0.5%

43,565

-1.0%

-2.2

38,120

-2.7

-3.1

27,229 21,783

-1.5% -2.0% -2.5% -3.0%

-3.8

-3.8

16,337

-3.5%

10,891

-4.0%

5,446

-4.5% Al Ghadeer

Al Raha Beach

Al Reef Downtown

Price Performance

Over the last 12 months in Abu Dhabi, marginal price declines have continued, averaging 1.5% for apartments and 1.9% for villas/townhouses. According to the Property Monitor Index, Saadiyat Beach Residences and villas in Al Raha Gardens have experienced 12-month declines of more than 2% on average, based on Q3 2017.

There is limited transaction activity in the secondary market in freehold locations throughout Abu Dhabi, as expatriates appear to be biding their time, waiting to purchase a property at its lowest price.

Many are opting for off-plan units, as although they are smaller in unit size, they are more affordable and tend to have higher specifications.

Off-plan sales activity remains high in comparison to the secondary market, mainly due to developers introducing attractive payment plans, especially catering to buyers who would otherwise be priced out of the market.

Meanwhile, deals between UAE nationals have continued, predominantly for private villas/townhouses throughout Abu Dhabi and buildings on the islands. While GCC and Arab investors remain the largest segment of buyers in the Abu Dhabi real estate market, there is increasing activity from end users/occupiers looking to move up the property ladder. The ticket prices of some newly launched projects, along with the attractive payment plans and mortgage options offered by banks, are increasing activity from this buyer segment.

Rent Performance

Rent averages have declined by 3.1% for apartments and 4.3% for villas/townhouses over the past 12 months in Abu Dhabi investment zones. These declines are more pronounced in Al Raha Gardens and Al Reef villas. In these locations, units exhibit 12-month declines of 4% or more.

Rental declines have continued as summer draws to an end and the last group of expatriates leave the UAE, with fewer new families 8 NOVEMBER 2016

Al Reem Island

Saadiyat Beach Residences

arriving. The many vacant apartments and villas/townhouses in freehold areas such as Reem Island have left landlords facing long vacancy periods on their assets. This downward trend is expected to continue over the next quarter.

Communities that have existing social infrastructure such as schools are expected to fare better, with price and rent levels remaining relatively stable. Within new master developments, getting schools into the mix early on can help to drive end user/occupier interest, as well as interest from sub-developers looking to build within that community.

Residential Supply

Approximately 1,700 residential units have been handed over across Abu Dhabi investment zones this year. As of September, approximately 6,274 units are scheduled for handover for the remainder of the year, though actual completions may vary significantly. The key locations

“Communities that have existing social infrastructure are expected to fare better.

Getting schools into the mix early on can help to drive occupier interest, as well as interest from subdevelopers looking to build within that community�

Source: PropertyMonitor.ae, Statistics Centre - Abu Dhabi

32,674

ON TOPIC

Abu Dhabi Villa/Townhouse Rent Performance (USD per annum)

3BR

4BR

5BR

12 month % change

122,529

-0.5%

108,915

-1.0%

95,300

-1.5%

81,686

-2.0%

68,072

-2.5%

54,457

-3.0%

27,229

-3.9

-4.1

40,843

-3.5% -4.0%

-5.0

13,614

-4.5%

Al Raha Gardens

Al Reef

for upcoming supply this year are Reem Island and Yas Island, which have more than 1,500 units each scheduled for completion this year.

Among the new launches this quarter was Aldar’s Water’s Edge project on Yas Island, expected to have 2,255 residential units, with the majority (42%) being one-bedroom apartments. In terms of pricing, the new launch

Saadiyat Beach Villas

is targeting the mid-income buyer, with starting prices at $131,000 for a studio apartment.

At the luxury end of the market there was the launch of 44-storey Reem Tower by National Bonds Corporation (NBC). The tower is to be designed by Nikken Sekkei and is expected to have 335 units.

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ON TOPIC

ANALYSIS

Dubai in Perspective Cluttons puts the Dubai real estate market into context and highlights what’s likely to transpire in 2018

V

alues across Dubai’s residential investment areas continued to moderate during Q2 2017, dipping by an average of 1.5%. This leaves the annual rate of change at -5.8% and marks the 12th consecutive quarter of price declines, during which time prices have moderated by 14%. The latest change means that average house prices stand at $350 psf, nearly 30% below the Q3 2008 market peak.

Apartments continue to fare better than villas, with prices decreasing by an average of 1% during Q2, compared to a 2.2% drop in villa values. Interestingly, however, since the last market peak in Q3 2008, there are only two villa sub-markets where prices have recovered to within touching distance of their previous highs. Jumeirah Village and villas at Motor City are 2.6% and 3.6% down on their Q3 2008 market high respectively.

Meanwhile, villas on the Palm Jumeirah remain about a third cheaper than during the 2008 price boom. Apartments, on the other hand, remain well below the 2008 peak, averaging 20-71% lower.

The Burj Khalifa has had the smallest price recovery over the last nine years, with prices down 70.6% to $613 psf, compared to nearly $2,368 in Q3 2008.

Despite the seemingly slow climb in values compared to 2008 levels, the market has demonstrated characteristics of maturity, even though it is just 15 years since Dubai opened up its property market to international (non-GCC) investors. This is reflected in the fact 10 NOVEMBER 2017

that price drops in the emirate have averaged 1% per quarter over the last 12 quarters.

Clearly, improved regulation around off-plan resales, the introduction of federal mortgage caps, the doubling of property registration fees, stringent controls around developer financing and protection of investors’ funds through escrow accounts have all contributed to the market’s stabilising growth profile in recent years.

“The number of affordable housing districts in the city remains primarily limited to well-known areas such as International City and Discovery Gardens, which together house some 120,000 residents spread across circa 48,000 units”

ON TOPIC

Performance of Dubai’s Residential Capital Values (Quarterly Change %) 24 20 16 12 8 4

The ongoing soft correction in the market appears to be nearing an end, with many locations starting to show signs of bottoming out. In fact, during the first six months of 2017, just seven of the 32 sub-markets we track in the emirate registered price falls, with all other locations seeing no change in value. The weakest performing market was Motor City ($245 psf), where villa values receded by 8.2% over the same period, leaving them 12.6% lower than a year ago.

Rounding off the top five weakest performing markets during H1 2017 were Jumeirah Islands (-6.3%), Hattan Villas at Arabian Ranches (-5.6%), the Burj Khalifa (-5.6%) and villas on the Palm Jumeirah (-4%).

Aside from Motor City, where values average $245 psf, and Jumeirah Islands ($327 psf), prices in the remaining weakest sub-markets average $435-653 psf, putting them well above the average for the city as a whole.

Q2 2017

Q1 2017

Q4 2016

Q3 2016

Q2 2016

Q1 2016

Q4 2015

Q3 2015

Q2 2015

Q1 2015

Q4 2014

Q3 2014

Q2 2014

Q1 2014

Q4 2013

Q3 2013

Q2 2013

Q1 2013

Q4 2012

Q3 2012

Q2 2012

Q1 2012

Q4 2011

Q3 2011

Q2 2011

-4

Q1 2011

0

Dhabi the dream of home ownership continues to drift further away for many. Average incomes remain at around $55,000 per annum for expat households across the UAE, based on the Ministry of Economy’s last income survey. With an average mortgage multiplier of three to four times annual income, most households would be hard pressed to purchase a family home for $163,350 to $218,000 anywhere in the emirate.

The number of affordable housing districts in the city remains primarily limited to well-known areas such as International City and Discovery Gardens, which together house some 120,000 residents spread across circa 48,000 units. The limited supply in the affordable segment of the market, coupled with steady but robust demand, has helped hold values relatively steady over the last 12 to 18 months.

Dwindling New Home Launches, While Supply Remains Strong

Affordability Issues Still Unresolved

Affordability remains a challenge for Dubai’s residential market. With household incomes strained by rising living costs, underpinned by inflation levels of over 2% and the looming new VAT regime, as in Abu

Elsewhere, while the housing supply pipeline remains robust, the vast majority of stock being brought to the market does not fall under the affordable bracket. This threatens to undermine Dubai’s ability to continue attracting workers of all skill and earnings levels, while also

Dubai’s Residential Supply Projections (Number of units)

Apartments

Villas/Townhouses

Emaar South

35,000 30,000 25,000 20,000 15,000 10,000 5,000 2017

2018

2019

2020

NOVEMBER 2017 11

IN PRACTICE

Performance of Residential Values in Dubai (USD per annum)

Low end

Mid range

High end

68,072

Performance of Residential Values Since 2008 Peak

-19.2%

54,457

Average villa prices

40,843

-35.7%

27,229

Average apartment prices

12 NOVEMBER 2017

3 bed

2 bed

1 bed

Studio

-29.8%

Average residential prices

population will nearly double from 2.8m today to five million by 2030, effectively suggesting the need for a doubling in the city’s housing stock, in order to accommodate the expected growth. The fact that over 58,000 units are scheduled to enter the market between 2019 and 2020 may offset any population surge linked to Expo 2020; however, as with most project-linked jobs, the vast majority will be in the lower to middle income bracket. There is little evidence to suggest this demographic is being catered for in any meaningful way, meaning house price spikes in more affordable communities are almost inevitable in the medium to long term.

C

M

Y

CM

MY

CY

CMY

2018 Likely to be a Year of Stability and Marginal Growth

The support provided to house prices as a result of the dynamics outlined above continues to influence forecasts for the market, with stability likely to bed in more widely across the city’s residential investment areas before the year is out.

However, it is still our view that values will end the year 4-5% down on 2016, on average. 2018 is likely to see values showing their first positive – albeit weak – growth in over three years, as the Expo effect starts to influence demand levels and overall sentiment.

K

Sources: Cluttons

putting the city on a potential path to experiencing the affordability emergencies faced in well established, mature global cities such as London and New York. As it stands, some 12,500 units should be handed over this year, rising to over 21,400 in 2018 and a further 26,000 units in 2019.

Meanwhile, the subdued residential market conditions have curbed developers’ appetite for bringing forward new schemes, with just over 1,600 units announced so far this year according to estimates, against a little over 34,000 last year. The danger of such a sharp slowdown in new unit launches could potentially drive a price spike in the medium to long term, given the population and jobs growth predictions in the lead-up to Expo 2020 and beyond.

In fact, Standard Chartered expects 300,000 new jobs to materialise between 2018 and 2021, directly as a result of Expo 2020. By the end of 2017, some $3bn worth of construction and infrastructure contracts will have been awarded in the city. This will help drive up demand for residential and commercial property in the next six to nine months, suggesting that the bottom of the current market cycle may finally be on the horizon.

Meanwhile, Dubai Municipality predicts that the emirate’s

4 bed

3 bed

2 bed

1 bed

Studio

4 bed

3 bed

2 bed

1 bed

Studio

13,614

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ON TOPIC

OPINION

01 Gareth Kourie is a senior claims consultant at HKA.

Additional Time and Cost for Variations Under FIDIC HKA’s Gareth Kourie discusses time and cost for variations, in the context of the FIDIC 1999 suite of standard contracts

01

A

common issue with the FIDIC 1999 suite of contracts is whether the contractor has to claim additional time and cost for a variation, under Clause 20. The premise is that a variation usually occurs at the behest of the employer. As such, it’s unfair for a contractor to lose any contractual entitlement, arising from a variation due to non-compliance with a formality, such as the notification requirements under Clause 20.

Variations under the FIDIC suite are dealt with under Clause 13. It is acknowledged that the relevant portion of the clause dealing with valuation of variations differs slightly across the suite of contracts, but they all refer to Sub-Clause (SC) 3.5 [Determinations] 14 NOVEMBER 2017

for the engineer (or employer) to agree or determine the effect of a variation on the price.

Under the Red Book, the variation procedure outlines how an item of work is to be priced in accordance with Clause 12 [Measurement and Evaluation]. Once an agreement has been made, SC 3.5 is unambiguous that the parties must give effect to it.

Effectively, that is where the story ends.

The mechanism to determine the additional price for a variation appears to be fully covered under Clauses 12, 13 and 3.5, with no requirement for notification under Clause 20. Claiming additional time for varied works, however, is more complicated. SC 13.3(b) governs the procedure and requires the contractor to submit a proposal for “any necessary modifications to the programme according to SC 8.3 [Programme] and to the Time for Completion”.

More germane to claiming additional time is SC 8.4, which sets out the contractor’s entitlement to an extension of time for completion. The relevant portion of the subclause is the same across the FIDIC 99 suite: “The contractor shall be entitled subject to SC 20.1 [Contractor’s Claims] to an extension of the time for completion if and to the extent that completion for the purposes of SC 10.1 [Taking Over of the Works and Sections] is or

will be delayed by any of the following causes: a) A Variation (unless an adjustment to the time for completion has been agreed under SC 13.3 [Variation Procedure]). If the contractor considers himself entitled to an extension of the time for completion, he has to give notice to the employer in line with SC 20.1.”

If the contractor wishes to claim additional time due to a variation, it needs to comply with SC 20.1. Here, the contractor is required to submit notice within 28 days of becoming aware of any event or circumstance, which would give rise to a claim.

As per SC 8.4, if the parties have agreed to an extension of time in terms of the variation procedure in SC 13.3, no notification is necessary under SC 20.1. However, if no agreement is reached or a variation is initiated under SC 13.1, the contractor has to follow the claims mechanism in SC 20.1 and submit notice, if it wishes to claim additional time.

So what about time-related costs, as opposed to the direct costs of a variation?

As with extension of time above, if the timerelated costs are agreed under SC 13.3, there is no need to submit a notification under SC 20.1. However, if no such agreement is reached, the costs are subject to SC 20.1 and the contractor is in danger of being timebarred if it fails to notify.

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ON SITE

OPINION 01 Professor Kourosh Kayvani is global director of Excellence and Expertise at Aurecon.

Engineering a Smart Nation Continuing the city’s phenomenal success, the Smart Dubai initiative will need engineers to play a much more active role in shaping the agenda, says Aurecon’s Professor Kourosh Kayvani this means making it the happiest city on Earth, in accordance with the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum.

Unconventional Engineers

01

U

nderstanding what makes a city resilient, sustainable and future-ready requires serious collaboration between government, urban planners, scientists, economists, ecologists, sociologists, architects and engineers. Through this close-knit partnership, we can connect the software, hardware and ‘heartware’, giving the city its own unique buzz. In Dubai’s case, 16 NOVEMBER 2017

Today’s problems are messy and increasingly complex, whether it’s designing smart cities, eliminating poverty or mitigating climate change. Building a smart nation will need smart engineers: not smart in just the technical sense, but more unconventionally smart – engaging, persuasive, collaborative, co-creative, traits not normally associated with the stereotypical introverted engineer.

Take, for instance, the current SelfDriving Smart Transportation initiative in Dubai, which aims to convert 25% of the total number of trips in Dubai to driverless trips by 2030. I would argue that building a closed environment for autonomous environment will be the easy part. The harder part will be the infrastructure of the transition phase – where driverless vehicles can operate safely alongside humancontrolled ones.

I believe engineers have an important role to play in designing the shape of our

future. We are already doing it, through being responsible for designing and building the infrastructure upon which our human progress rests. Without hospitals, roads, electricity or even WiFi, just imagine how different our lives would be!

Unlike architects, however, much of our work is invisible and often taken for granted. It is only when things don’t work, such as trains or lifts, that the engineer is summoned (or blamed). We tend to be seen as the problem-solvers.

It’s now time for engineers to be more visible and play a more active part in the design of a better future. A good example is how Elon Musk changed the energy debate, setting the agenda for the modern energy market as opposed to following someone else’s direction.

But how do we proceed?

Renaissance Engineers

First, we must retain technical mastery of our chosen field. Whether a civil, mechanical or IT engineer, we must be true masters of our craft, enabling us to speak from a position of authority. Second, we need to develop soft skills such as communication, collaboration, design and trans-disciplinary thinking. This

ON SITE

will allow us to be more persuasive, like Musk, who is able to bring nerdy topics to a broad-based audience and set people’s imagination on fire.

I suspect the second will be the harder of the two for many of us. The science of engineering teaches us to apply the immutable laws of physics and maths in order to develop solutions to problems.

The solution is either right or wrong; either something will work or it won’t.

But having a technically correct solution is no longer enough. We must be able to incorporate the human element in our solution. And that is never black and white; it is a spectrum of greys.

To be a T-shaped engineer – one with deep technical expertise and broad-based soft skills – is not a pipe dream or wish. It can be done. At Aurecon, for instance, we are not waiting for the future to happen.

Instead, we are already actively developing engineers of the future through our inhouse Design Academy. We take good engineers and make them great with an intensive programme, where they focus on activities such as art, abstract modelling or gamification to build expertise in skills not traditionally associated with engineering.

Disrupting Engineers

Disruption is not new to the world of

engineers. In the last 50 years, we’ve gone from slide rules to AutoCAD to designing in 4D. We have seen our jobs outsourced to cheaper locations. In fact, if an algorithm can be written to automate something, we are often the ones to do it.

I am frequently asked whether an engineer can be replaced by artificial intelligence. My response is this: any engineer who can connect technical mastery to human needs will not be easily replaced.

As the designers of the infrastructure upon which Dubai’s success rests, we owe it to ourselves and the communities we serve to disrupt our traditional function and play a bigger role in shaping its future.

“Building a smart nation will need smart engineers: not smart in just the technical sense, but more unconventionally smart – engaging, persuasive, collaborative, co-creative, traits not normally associated with the stereotypical introverted engineer” NOVEMBER 2017 17

IN PRACTICE

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INTERVIEW

Man in Charge Middle East Consultant talks to Roger Wilson about his appointment as managing director of Perkins+Will’s Dubai studio and his plans for the architecture and design firm erkins+Will (P+W) has been working in the Middle East for over 40 years and has accumulated substantial experience across multiple sectors such as hospitality, healthcare, commercial, education and culture. The global architecture and design firm opened its Dubai studio in Dubai Marina in 2010 and today employs more than 100 professionals including architects, interior designers, urban planners and landscape architects.

In early October, P+W Dubai announced that then managing director Steven Charlton was moving to the firm’s London studio, to lead the business there. Roger Wilson, a veteran of the construction industry with experience in aviation, large-scale retail and mixed-use commercial projects across the Middle East, Europe and the Far East, was announced as his successor.

“Although I only recently moved to Dubai for my role with P+W, I’ve worked on many master planning projects over the years in both Abu Dhabi and Dubai. Most recently, I worked with Perkins+Will on a regional aviation project - I was brought in as a retail master planner and design consultant. That’s the most recent active experience I have in Dubai, and P+W is still very much part of that particular project,” explains Wilson.

Asked what drove him to join P+W and move to Dubai after so many years working in the region on a project basis, Wilson comments, “One of the main reasons I came out here was because things work at a much faster pace, maybe necessarily so. I think there’s a lot of vigour and excitement in the market. There’s a can-do approach which I like, but beyond that I also like this part of the world.”

With regard to his role and focus going forward, Wilson is very clear. “My role is to run the business, and that’s very much based

around client engagement. Part of what I’m going to do is take stock of the market with a fresh pair of eyes. I’m going to listen to people, of course, so I’m already very much on receive mode rather than transmit.

Ultimately, I’ll make my own informed decisions about what I’ve seen and how I see the market shaping up in the future.”

On his involvement in design strategy within the firm, Wilson confidently asserts, “I’ll be less focused on design because I’ve got Diane Thorsen and Firas Hnoosh, the two key principals who lead interiors and architecture respectively. Design is in very safe hands with them.”

“I’m looking at how to grow the business, which sectors to push, and I’m looking at potential new markets which will be run from

“One of the main reasons I came out here was because things work at a much faster pace, maybe necessarily so. I think there’s a lot of vigour and excitement in the market. There’s a can-do approach which I like, but beyond that I also like this part of the world” NOVEMBER 2017 19

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01 P+W has plenty of experience in the aviation sector, with regards to offering a one-of-akind user experience.

02 King’s College Hospital Dubai aims to be a beacon for healthcare in the Middle East and is designed as an oasis at the edge of the desert. Phase 1 is set at 230,000sqft, while phase 2 is 160,000sqft.

Dubai. Perhaps most importantly, I’m also looking at a much more collaborative approach with our London office, where Steven Charlton, my predecessor, is now based. I having experience of London and the European market, and he having experience of this market, we think there are some areas where we can leverage experience and skill sets for the business of Perkins+Will.”

Business Goals

Wilson – who has been with P+W for less than a month when Middle East Consultant interviews him – already has his first quarter planned.

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Part of his focus going forward is to further establish his company as a regional leader 01 in two main areas.

“We want to be more prominent in the architectural field, as well as in the corporate interiors market, where we are already doing quite well. I think we have a very good architectural principal in Firas Hnoosh, together with another key hire from another company in the region in the mixed-use architectural sector. We’re looking to really push that, but above all else P+W stands for quality of design, and we’re not going to dilute that in any way. We want to bring our design ethos forward and build on the architectural work that we’ve already done.”

Beyond Dubai and the Middle East, Wilson is keen on expanding.

“We’re looking east from here, and I think that will potentially cover

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a number of countries. I’m confident that there are opportunities to work in central Europe, particularly in teaming up with our London office. Over-arching all of this is our ability to tap into some of the skill sets and experience that we have in the United States from what is the main bulk of the Perkins+Will offices.”

Wilson is also confident that the P+W team in Dubai has the necessary skills and bandwidth to grow without turning to recruitment. “We are pretty comfortable here in terms of the skill set that we have. We want to get more market share of architecture, and although we are already quite busy, we’ve got the capacity to 04 do a little bit more. The key to all of this will be maintaining our status as a preeminent designer. We always want to

improve in terms of what we offer and show our clients that we are the best in this part of the world.”

He concludes, “On a personal level, I want to bring to P+W my style of working with clients, which comes from a fairly broad corporate background in Chapman Taylor. P+W has grown from a small company into a significant player, and I want to tap into that – the ethos that is P+W. But, equally, I’ll bring to it what I believe are well developed approaches to how one engages with clients. Everyone has their own start, and I will endeavour to make my mark gently.”

03 Perkins+Will was engaged to design the new 63,500sqft Adidas office in the Dubai Design District. The office is LEED Gold-certified.

04 The consultancy borrowed from the design language of classic New York skyscrapers for the 54- and 44-storey Boulevard Heights towers in Dubai.

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INTERVIEW

On Strong Ground Middle East Consultant speaks to Godwin Austen Johnson’s Nathan Cartwright about his firm’s business, regional challenges and the evolving nature of the construction sector odwin Austen Johnson (GAJ) is a multi-disciplinary consultancy that has contributed significantly to Dubai’s landscape in its over 25-year history.

Through its headquarters in Dubai, the architecture and design firm has worked on iconic projects in sectors such as education, hospitality, corporate, retail, leisure and entertainment, residential, public sector and institution.

This year, despite generally tepid market conditions, the firm had a healthy start and is keen to close the year on a high note. “2017 started out quite strongly for us. We saw an increase in the number of RFPs we were receiving and our hit rate was improving, so the first half of the year was good,” says GAJ partner Nathan Cartwright.

“We had quite a long summer this year with Ramadan falling in May, so we saw a bit of a slowdown in the number of RFPs and awards during that time, but since the second Eid it’s improved, and we’re starting to see RFPs go up again. Contracts are also being awarded, so you can see that the industry and projects are moving. Hopefully, the end of the year will finish as strong as it started.”

Over the years, GAJ has demonstrated significant expertise in

the education and hospitality sectors, which continue to be the firm’s bread and butter. “We’ve worked on a lot of schools after the 2009 slowdown. Last year, of the 15 schools that opened in Dubai, five were designed by GAJ. Schools have always been a good market for us.”

Cartwright notes that operator interest in schools is still healthy, but he believes the market is starting to get saturated.

“We’re still seeing interest from outside the UAE – operators want to come in from Europe and the United States and open schools here.

Whether they are too late, I’m not sure, but there’s still interest and we’re getting inquiries. But my feeling is that the market will start to slow down.”

Apart from schools, a significant portion of GAJ’s business currently comes from the hospitality sector, driven by Dubai’s ongoing focus on tourism and the build-up to Expo 2020.

“The government mandate from a couple of years ago was that Dubai needed to build 100 hotels by 2020, and at present about 50% of our workload is from hotels and hospitality. Most of the RFPs, probably around 60-70% of them, are for hotels, in fact. That’s probably our strongest sector, followed by schools, mixed-use residential and master planning.”

Tackling Regional Challenges

Like many other players in the construction industry, GAJ faces

“There are so many schools and they’re looking to get the attention of parents and their children. These clients are now asking, ‘How can we be more sustainable and green?’ That’s always great to hear, and we’ve been able to do some really great work on projects recently” 22 NOVEMBER 2017

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“Design and build is increasing in the region, but the challenge is that in this part of the world you need the consultants to make the application to the authorities” a handful of regional challenges when working on projects across sectors. Perhaps the most common is restrictive and sometimes unrealistic project budgets. Cartwright believes the key to correcting this is early engagement with clients.

“Client budgets are pretty tight, and it’s quite demanding to meet those budgets in terms of design. Getting the budget right in the first place is key – if the budget is realistic with the client’s aspirations, then you’ve got a chance of meeting that budget and the project has a chance of going ahead. We still see some projects where the budget is unrealistic, but if we can be involved early enough on a project, we can help the client outline a proper budget. Here, we can say, ‘Okay, this is your budget and this is what we can do with your budget,’ and make sure the two are closely aligned.”

The good news is that project owners are increasingly involving both consultants and contractors at an early stage in the life of the project. “We’re seeing this more and more, and that’s good for a project, particularly if the client has a tight budget. With cases like

this, we can work together with the contractor and their supply chain, so we can save time and help meet the client’s costs aspirations.”

“Design and build is increasing in the region, but the challenge is that in this part of the world you need the consultants to make the application to the authorities. So even if it’s a design and build project, we’ll take the project to schematic stage but then the contractor still needs to employ a consultant from their side to make the submission, so it’s not quite as clean-cut as it is in other places. But it does get the contractor onboard earlier, so it should provide some cost certainties for the client at an early stage.”

Going hand in hand with tight budgets, cost-cutting under the pretense of value engineering is another issue the architecture and design firm has to contend with.

“We try and push value engineering as a way of improving the design – however, a lot of people still see it as a cost-cutting exercise.

Addressing this is tricky, because the concept is associated with reducing costs, but I think it should be viewed as more than that – it 01

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The Cranleigh art school is spread across seven hectares and boasts green spaces.

02 GAJ delivered architecture, interior design and MEP on the Arcadia Preparatory School.

03 The atrium in the Emirates International School aims to foster social interaction.

04 The initial concept of the luxury Serenia Residences was done by another firm, but the client ultimately chose GAJ 02

should be seen as a way to cut down on wastage and anything that’s not needed. We’re now trying to go through these exercises, so people know it’s about improving the design. And while it might add cost in the short term, it may reduce costs in the long term.”

Evolving Market

A highly competitive regional market, along with ongoing liquidity challenges and therefore strained budgets, has pushed developers and project owners to change their project requirements and expectations in recent years. As a result, a long-term view is gradually becoming the 03

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to develop the G+9 building.

norm on projects and keeping lifecycle costs in check is becoming a priority. The days of clients building projects to sell have also largely disappeared from the sector.

“With hotels, the operators are always pushing us to design as efficiently as possible, as they are thinking about long-term lifecycle costs. At the same time, our clients are trying to keep costs down, so there’s a balance to keep both bodies happy. In the past, you might have had more clients that would want to build, sell and move on, but fortunately that’s happening much less now.”

Cartwright continues, “With schools, our clients are generally

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“Getting the budget right in the first place is key – if the budget is realistic with the client’s aspirations, then you’ve got a chance of meeting that budget and the project has a chance of going ahead” owner/operators and they have a vested interest in the running cost of the schools and long-term lifecycle costs. Those clients are also looking for an edge, because there are so many schools and they’re looking to get the attention of parents and their children. These clients are now asking, ‘How can we be more sustainable and green?’ That’s always great to hear, and we’ve been able to do some really great work on projects recently.”

One project Cartwright highlights as an example is the Arcadia Preparatory School in Dubai’s Jumeirah Village Triangle, which the firm worked on between 2014 and 2016. On this project, GAJ’s scope of work included architecture, interior design and MEP. He notes that the project owner wanted to have an edge over its competitors with

a state-of-the-art facility and was also keen on doing the right thing in terms of sustainability.

“We used a turbo cool chiller, which is around 30% more efficient than a normal chiller – it uses magnetic bearings rather than mechanical bearings. The problem with turbo cool chillers, and why they are not used more often in the region, is because they are not very stable at high temperatures. So, to get this to work, we needed to couple it up with a cooling tower, and the problem with cooling towers is that DEWA won’t allow you to use potable water for the makeup water. To get around this, we implemented grey water recycling and also collected condensate to use as the makeup water. That proved to be enough water to run the cooling tower. It’s a nice little ecosystem which saved the client in terms of running cost, and they were very happy with the result,” Cartwright says proudly.

With regard to sustainability, Cartwright notes that MEP has a significant part to play but also believes that the regional construction industry is placing too much focus on that one element alone. He asserts that a broader approach is needed.

“A lot of people think sustainability is MEP-related, but the passive measures, in terms of getting the right orientation and the building getting the right shading, have a far greater effect than the active measures you apply afterwards. These measures are also the least costly to implement, so I think it’s a bit of a misnomer that sustainability is only MEP. Don’t get me wrong, MEP is important and plays a massive part, but the non-MEP elements are critical as well. Getting the building right in the first place in terms of design and the other elements is just as important.”

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INTERVIEW

Building a Nation Middle East Consultant talks to Eman Almansoori at the Ministry of Infrastructure Development about the ministry’s remit, working with consultants and contractors in the region, and going smart n October this year, the Ministry of Infrastructure Development (MOID) revealed that it has overseen the maintenance and development of 107 projects over the course of 2017, as part of its bid to meet public expectations.

These development works are aimed at improving the performance of schools and federal and local buildings across the country, says Eman Almansoori, director of the Tenders and Contracts Department at the Ministry of Infrastructure Development.

She estimates that 25% of these projects are in Fujairah and 24% are in Sharjah, with 16% in Ras Al Khaimah, 13% in Ajman and the remainder spread across Abu Dhabi, Dubai and Umm Al Quwain. The ministry also maintains multiple schools around the UAE, including 11 in Sharjah, seven in Ras Al Khaimah and eight in Ajman and Fujairah, she adds.

In addition, the maintenance projects in Fujairah cover a number of health centres in Dibba Fujairah, Twain, Halah, Qadfaa and Wadi Sir, along with mosques, court buildings, cultural centres and other municipal buildings. The maintenance projects in Ras Al Khaimah include projects as varied as healthcare centres and hospitals,

mosques, schools and even the development of the Shawka Dam outlet, Almansoori adds.

The wide range of projects overseen by the Ministry of Infrastructure Development is indicative of the work being carried out by the Tenders and Contracts Department, Almansoori tells Middle East Consultant during an exclusive interview at her ministry office in Dubai.

“The Tenders and Contracts Department is like the investment arm of the ministry. We deal with the contractors and the consultants.

When there is a project in the pipeline, we start the work with the documentation, we coordinate with the other departments in the Ministry of Infrastructure Development and see what they need. We look at what sort of outcome we need from the project and then we put it out to tender and start it,” she explains.

Given the scope of projects her department oversees, Almansoori points out that it is crucial to have as wide a reach as possible, and as such there is extensive advertising of tenders on the ministry’s website and its various social media accounts.

“We also have workshops with the contractors and consultants, and through these channels we try to spread our tenders,” she notes.

“The problem we have sometimes is that we don’t have enough

“Once you choose the right consultant, then you need to have a clear scope of work – what you want delivered and a clear idea of what you need. We have classifications in place for the contractors. For some projects, we go for prequalification, so that we can choose the right consultant or contractor for a project” 28 NOVEMBER 2017

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contractors that apply for our tenders, so we have to try and extend these tenders out and find other channels to spread the word. The workshops we run work really well for this.”

“We need to let the contractors and consultants know about the ministry and inform them about the value of the projects that the ministry is doing on a yearly basis. Sometimes, they don’t know what we actually do and what’s our domain. When they do, they will be more interested in joining us,” she asserts.

Once the ministry has the attention of contractors and consultants, Almansoori says the next step for the Tenders and

Contracts Department is to choose the right companies. To do this, they have a classification system in place to help vet the companies and place the right firms in the right jobs.

“It all starts when you choose the correct consultant. Once you choose the right consultant, then you need to have a clear scope of work – what you want delivered and a clear idea of what you need. We have classifications in place for the contractors. For some projects, we go for prequalification, so that we can choose the right consultant or contractor for a project.”

Choosing the right consultant comes down to a variety of criteria, she adds, with price being just one of the considerations.

02 “Their experience is crucial, as well as their financial capabilities. We need to make

01 The ministry works with both consultants and contractors, and work on a project begins with documentation.

02 An estimated 24% of the Ministry of Infrastructure Development’s current projects are in Sharjah.

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The ministry maintains schools across the UAE, including eight in Ajman and Fujairah.

04 When choosing consultants to work with, the ministry considers experience and financial capabilities.

05 The ministry has been using BIM for the last two years.

sure that they can handle the project until the end and won’t have to stop in the middle of a project. Then we also consider 03 the staff and the previous projects they’ve worked on as well,” Almansoori outlines.

However, she remains firm in the belief that the efficiency and performance of the department can improve, and to this end, she is now leading an earnest push towards adopting new and innovative technologies and methodologies.

“With our staff, we always try to qualify and update them to any changes in this domain. Everything is done online, starting with registration and the opening of tenders. Now we’re adapting to smart technology and taking everything online, from registration all the way through to the final agenda. As a contractor or consultant, you start the procedure with registration, then classification, and then you

participate in the tendering of a project. After that, you try to secure the bid and then submit your bid.”

She continues, “Keeping in mind that process, I’ve been meeting with companies to see how we can develop and implement smart solutions that will change the traditional processes to the smart city concept. We’re now finalising with some companies in regards to that – to use smart technologies from registration up to the tendering stage, and all the way to the contract award stage.”

Although BIM is an industry buzzword, Almansoori says the MOID has long espoused its use for projects, asserting that all bidders for its tenders must highlight their capabilities with the technology.

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“Keeping in mind that process, I’ve been meeting with companies to see how we can develop and implement smart solutions that will change the traditional processes to the smart city concept. We’re now finalising with some companies in regards to that” “We already use BIM within the ministry – it’s been there for about two years now. All the consultants and contractors need to submit their drawings and plans with BIM.” The department’s work doesn’t stop once the contract is awarded.

While the ministry has different departments tasked with handling different aspects of work and projects, the Tenders and Contracts Department must still keep an eye on the overall picture.

“After we sign the contracts, we send all the contracts to the authorised people to take the next step. But even if we have a consultant on the project, we still have to supervise it as the ministry.

If there’s any questions or problems of a contractual nature – if there are variations or something – then we can involve ourselves at this stage. But if everything goes well, then we finish our job at the handover stage.

“But there is something else that we do. After finishing the project, we have to take the feedback about the contractors’ and consultants’

work and how they did and all that. This is because we have to put their details back for registration and classification – basically, we have to either upgrade or downgrade them according to their performance on a project.”

Finally, with construction disputes and litigation increasingly prevalent in the UAE construction industry, Almansoori says the Tenders and Contracts Department takes special care to ensure that documentation signed is clear and detailed, so that conflicts don’t arise later on.

“Everything comes from the document. According to my research and experience, most of the problems come from the document stage.

If you make sure that your tenders and documents are complete, and that everything is covered there, then you can reduce most of the claims and disputes. You just have to make sure that both parties know their rights and what their responsibilities are. This can reduce most of the claims,” she concludes.

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INTERVIEW

In the Driver’s Seat

Benoy recently appointed Neil Kee as director and head of Design Studio Dubai. Here, Middle East Consultant talks to Kee about inspiration and his plans for the firm enoy was established in 1947, and today the design firm runs a network of 11 studios across the globe. The company offers architecture, master planning, interior design and graphic design services and has worked on projects in 80 countries, including in the GCC. Most recently, the design brand celebrated its tenth anniversary in Dubai and appointed Neil Kee as director and head of its Design Studio Dubai.

Kee has been with the firm for many years and has a vast portfolio of international experience spanning the retail, commercial, aviation and residential sectors. He was previously divisional director at Benoy Singapore and takes over from stalwart Paul Priest. Here, we find out a little more about Kee and talk about his plans for Benoy Dubai.

and design buildings that are not only visually impressive, but that also maximise utility and change the way space is used. I make it a personal goal to ensure quality from the first sketch to the moment the key is in the door.

Travel is also a big source of inspiration of mine. Experiencing different cultures and understanding their architecture inspires me to think outside of the box and allows me to integrate elements of different cultural architectures in my sketches and designs.

Share a few of your career highlights with us.

“In the next 12 months, I predict that we will see an increased focus on designing places that improve the public realm. The focus has become less on exclusive, private and expensive and more on public, open and community”

My appointment as the director and head of Benoy’s Design Studio Dubai is the most recent of my career highlights. It is exciting to be working in such a fast-paced, growing city such as Dubai, which is a playground for architects in many ways. It enables creative thinkers such as myself to bring our ideas to life. I always look forward to working in new markets; I’ve worked in over 20 different countries over the course of my career.

This is not my first time in the UAE, however; I’ve had the pleasure of designing and delivering Ferrari World Abu Dhabi. Working on an ambitious project of that scale was undoubtedly one of the highlights of my career.

What drives you and what do you draw inspiration from?

Realising my designs and seeing them come to life in front of my eyes is my biggest source of motivation. Knowing that my drafts and sketches will eventually materialise into a physical structure that could potentially become known as a local landmark inspires me to go above and beyond

What was the most challenging project you’ve worked on to date, and how did it affect your career? Did it also have an impact on you as a person?

The most challenging project of my career has to be Highcross, Leicester. I was only 24 when I was asked to lead on this project, and I was able to manage the entire design process. Leading the Highcross

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“Dubai is a playground for architects; it’s an exhibition hall where architects from all over the world have come to display their talents and creative skill, each with their own unique cultural influences” project made me realise the importance of staying engaged to your design from conceptualisation to realisation. I learned that being engaged to my designs is not only the best way for me to realise my concepts, but it also helps me to deliver the quality that I envision right from the start.

On a personal level, Highcross helped me to develop strong critical thinking, decision-making and team leadership skills. Most notably, however, the arduous process of leading on a project of that scale from such a young age helped me develop thick skin and taught me not to take things personally!

What similarities and differences have you noticed, having moved to the UAE from Singapore?

Culturally, Singapore and Dubai are very different. Each is unique in its own interesting way, but economically and architecturally there are remarkable similarities between the two. Both are global, iconic cities 01

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that are blessed with a highly talented design pool and a constant drive for innovation. The architecture in both cities is quite impressive and can easily take your breath away.

What changes have you made to Benoy Dubai’s operations since stepping into your current role?

Since stepping into my current role, I’ve made a strong push for more projects in the aviation sector. I’ve worked on a number of aviation projects during my time with Benoy, the most recent being Changi Terminal 4 in Singapore. I’ve had the pleasure of working on the Hong Kong International Airport expansion project, as well as the Heathrow expansion project, which is currently under development.

Regionally, Benoy has been hired to lead the design and master planning process for the Bahrain Airport expansion project. The expansion will transform Bahrain Airport into a world-class airport capable of accommodating 14 million passengers a year.

IN PRACTICE 01 Overlooking the Arabian Gulf, The Beach is a 31,400sqm open-air, low-rise

nuances. In my view, this is what makes architecture in Dubai quite unique.

However, the challenge here is creating architecture that is different yet still true to the region’s culture, heritage and history. As a result of this, architects in Dubai are constantly looking for new ways to integrate exotic influences with elements of Dubai’s local identity, to create buildings that are iconic not only on a regional level, but on a global level as well.

development by Meraas.

02 Benoy worked with Meraas on the 81,000sqm City Walk development in Dubai.

03 The firm was engaged for architecture and master planning services on the mixed-use, retail, leisure and tourism development.

What are your goals for yourself and your firm over the next 12 months?

I joined the Dubai design studio at a very interesting time, as 2017 actually marks Benoy’s tenth anniversary in the region. I would like to therefore connect with existing clients and partners in the region, not only to introduce myself but to also invite them to celebrate this very important milestone for Benoy. Only through their partnership and support have we been able to make it this far.

I’d also like to build new relationships and seek out future collaborations. Being new to Dubai, exploring new developments and innovations in the MENA region is both a professional and personal goal of mine, in particular projects that are true to the Benoy ethos.

At Benoy, we look to give back to the environment in which we live, generate profitable and sustainable returns for all our stakeholders, and always stay on the cutting edge of what we do.

Which sectors or services have contributed the most to Benoy’s bottom line in the last year?

Master planning contributes significantly to our 02 bottom line. In terms of projects, Benoy has an impressive portfolio of mixed-use developments, transit-oriented developments and aviation projects. Benoy also has vast experience in the retail space, such as The Beach and City Walk in Dubai and the Mall of Scandinavia in Stockholm. Benoy’s retail projects create destinations that change the way customers experience retail and dining in new and exciting ways, while also making the most of the project’s surroundings, whether it is a mid-city or waterfront development.

How do you see the Middle East market shaping up in the next 12 months? Which sectors are you focusing on, and which do you think will grow?

What are the regional opportunities and challenges you see for your firm?

Architecture in the region is changing and evolving to connect people with their surrounding environments in new and exciting ways. There is an increased focus on health, lifestyle and community; projects are now becoming pedestrian-friendly, there are more open areas for social gatherings and inevitably sustainable design will become a prevalent aspect of all architecture in the region.

Dubai is a playground for architects; it’s an exhibition hall where architects from all over the world have come to display their talents and creative skill, each with their own unique cultural influences and stylistic

In the next 12 months, I predict that we will see an increased focus on designing places that improve the public realm, similar to how The Beach created open spaces for the public that altered the way people connect with the Dubai coast. The focus has become less on exclusive, private and expensive and more on public, open and community.

The focus for Benoy is currently aviation. Benoy aims to incorporate the changes mentioned above in the design development of new airport facilities. With the Changi Terminal 4 project in Singapore complete and the Heathrow Expansion project underway in the UK, as well as Bahrain Airport, Benoy is building an exciting and forward-thinking aviation portfolio.

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Are there any markets you are keen on expanding into in the Middle East?

We’ve already delivered prominent work in the UAE with The Beach and City Walk, so we definitely look to grow our client base even further in the UAE. We’re also doing work in Bahrain, which is a key target for us. Overall, the GCC shows a lot of promise and we’re investing a lot of our efforts in growing in these nations.

In relation to the previous question, how are you planning to make a mark there?

We already have some projects underway, specifically in Bahrain, so this will build our portfolio and build trust in that space. Our Dubai office has now been open for 10 years, which is a massive milestone for us, and we know that both existing and potential clients feel confident that we know and understand the region, culture and the people we design for.

What trends, technological innovations and solutions will have the biggest impact on the market?

Augmented reality within the design process is going to change the way in which we present our designs. Our clients will be able to experience our designs in real time; they will be able to experience the space, the volume and even the light. We will also be able to make adjustments and evolve the design in real time.

Sustainability will also continue to grow in prominence in this region. There is a clear push to increase the provision of renewable energy sources within the Middle East and enhance the energy performance of buildings. I believe we will also see an increased focus 38 NOVEMBER 2017

“Projects are now becoming pedestrianfriendly, there are more open areas for social gatherings and inevitably sustainable design will become a prevalent aspect of all architecture in the region” on the social aspects of sustainability. Social space, quality public realm, community-linked design and experience creation are all going to drive people-focused design.

Modular design and construction techniques will also have a significant impact on the development process. The increasing need to improve construction efficiency, reduce design and construction programmes, reduce manpower requirements and improve final construction quality will lead to increased reliance on modular construction techniques. The Beach in Dubai is a fantastic example of the potential of modular construction. I believe the next stage is just around the corner – dare we think of fully 3D-printed buildings?

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CASE STUDY

Allama Iqbal Specialized Hospital Saudi Arabian firm DAR Engineering is working to transform the district headquarters hospital in Sialkot into a teaching hospital hen the time came to transform the district headquarters hospital of Sialkot into a teaching hospital, the Infrastructure Development Authority of Punjab (IDAP) sprang into action.

The authority, formed in 2016, is an autonomous body responsible for the planning, design, construction and execution of infrastructure in Punjab, and is tasked with engaging experienced consulting firms specialised in the design and construction of healthcare facilities.

An international tender was floated, which led Saudi Arabian DAR Engineering to work on the Allama Iqbal Specialised Hospital project. “We won the contract through competitive bidding and were initially commissioned for architectural design review and modification, structural, HVAC, electricity, PHE, fire fighting and medical gases, detailed design and resident construction supervision, as the existing hospital had to be upgraded to a teaching hospital,� explains Sultan Saleh Al Sudais, GM of DAR Engineering.

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01

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01 The upgrade called for new facilities including several wards and a library, radiology department, laboratory, pharmacy and OPD department.

02 The RFP for the hospital specified a multi-story building with an area of approximately 450,000sqft.

03 DAR Engineering says the architecture of the project introduces modern design into Pakistan’s healthcare sector.

02

The RFP called for the addition of several departments and services, which meant the hospital would need a number of new facilities including a library, private rooms, cardiology, urology and neurosurgery wards, and an auditorium. DAR’s scope of work also included exterior accessibility and landscaping, covering parking areas, decorative elements, access roads and a connection between the new hospital and the existing emergency building.

Concept Design Master Plan

The project has a plot area of 304,678sqft with a built-up area of 483,079sqft. The existing hospital is directly serviced on its west side

by Commissioner Road, with a second entrance towards the south through Jinnah Islamic College Road. Khawaja Safdar Road borders the north side of the complex.

The 6.06 acres provided for the new building are mainly flat and the plot is square in shape. It is bordered on the west by Commissioner Road and to the south by the existing emergency building, which will have a dedicated link to the imaging department and operating theatre in the hospital. On the east side, the new nursing school is currently under construction.

Site Access and Wayfinding

Hospitals are complex and demanding buildings with several entrances and circuits that demand segregation and clear guidance. People visit for different reasons and through various methods of transportation, and each one requires a different response – staff, transport vans, ambulances, public and private transport, walk-in patients, scheduled patients, visitors, families, etc.

Segregation of circuits and clear guidelines and reference points are critical to a proper flow of people and to prevent visitors and employees from getting lost or confused. In the engineering company’s proposal, the following accessibilities and circuit segregations were considered: logistics accessibility through internal complex roads in the south, 42 NOVEMBER 2017

teaching area accessibility through internal complex roads on the east, and cardiac and private patient entrance through the north, via Khawaja Safdar Road. For the cardiac centre, a dedicated emergency road is clearly marked and cannot be used by other vehicles. Staff and public patient access comes through Commissioner Road.

From landscaping to building design, by integrating a variety of cues from the local architectural culture into the wayfinding components (shape, colour, texture, etc), DAR Engineering was able to 03 create intuitive relations between people and the buildings. This led to a better understanding and experience for employees and visitors moving around inside the hospital.

Schematic Design

Since the new teaching hospital building is to be integrated into an existing site, major attention has to be paid to the existing buildings, mainly the emergency department building and the existing main hospital.

Massing design was carefully evaluated so that the new building blends harmoniously with the present facilities.

To optimise the available area, reduce walking distances inside of the facility and correctly relate all the departments, an over-stacking layout solution was used. Preference was given to a solution of overlaid floors, to reduce the building footprint, maximise views and allow natural light to enter.

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Two shapes are clearly identifiable in the building masses, each related to a specific use: a podium and two towers. The podium, with four floor levels, includes all the major clinical departments as well as the entrances into the building. Its shape is articulated with the surroundings and all access points are clearly visible and identifiable.

DAR Engineering wanted the structure to inspire confidence and shelter and embrace users (patients or families) on their approach. The firm also wanted the hospital to be visible from a distance and provide visual cues that direct users to the correct entrances.

On the top of the podium, there are two towers with three floor levels which will contain the nursing wards. The stacking solution of wards is said to bring several advantages: duplicating the nursing ward floor layout brings flexibility to the occupation of each floor according to the needs of each inpatient department; it helps reduce the walking distances on each floor; it reduces ward dimensions and provides better visual and access control in each level; and shafts and ducts better align across the building, which offers better MEP integration with common vertical ducts and shorter horizontal runs.

Putting the rooms on the upper floors means the structure offers visitors better views, air flow and increased sun exposure and natural daylight. It also moves inpatients to a further location inside the building and away from the daily use of the hospital by outpatients.

Patients will be accommodated in a more reserved area where they can rest and be close to their families.

Strong Symbol

Once the project is completed, DAR Engineering says the building will be a symbol of health and hope and will inspire the community.

In line with this, the firm made contemporary design and a humanscale approach key priorities, and notes that this approach should be pursued in every aspect of the design.

As with any project, there were a few issues. “Our biggest challenges on this project were difficult timelines, the incorporation of progressively elaborate client expectations, lack of existing as-built data, ineffective coordination with bidders and budget constraints,” notes Al Sudais.

That said, he is confident that the hospital expansion is a signature project for his company. He concludes: “This project showcases the full architecture and design capabilities of DAR, because the work was done 100% in-house by the design team of DAR & ARC-IDC. The architecture design that we came up with introduces modern design in the healthcare sector of Pakistan, and proven engineering design best practices acquired by DAR through working on international projects have been applied in this project as much as was practical.”

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SHOW PREVIEW

Big 5 Innovation Precast Summit to Run Nov 26 & 27 New practices can unleash precast concrete’s potential

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hris Seymour is head of Advisory, Middle East and South Asia for Mott MacDonald. He will present the keynote address on the first day of the Innovation in Precast Summit, part of The Big 5. In advance of the summit, Seymour presents his thoughts.

The use of precast concrete continues its steady growth, reportedly reaching over 40% adoption, but a change in regional procurement habits is needed if precast concrete is to realise its full potential. There is no doubt that design and build has advanced more slowly in the region than many predicted, and this is likely to be one of the factors holding back adoption of precast as a solution of choice.

This transition to different forms of procurement often drives efficiency, which would lead to more use of precast and introduce other methodologies to improve speed, consistency and quality of build. Contract awards coming into the market, which provide the volume needed to lift the metabolic rate of the system, are a key catalyst that will assist the transition, creating pressure in the system and allowing the market to innovate more rapidly, turning to smarter and faster ways of delivery.

Reassuringly, the industry is heading in the right direction, with design and build procurement among other options on a steady upward trajectory. The pace of adoption may also provide precast plant operators the opportunity to invest in the latest automation, when it is time to build capacity. Precast plants have shown they can adapt quickly and that the technology can be brought in, despite the challenge around the intensive demands on capital, but this depends on a visible pipeline of projects.

In the GCC, Saudi Arabia remains the biggest market with the strongest domestic demand, and hence the future for the creation of 44 NOVEMBER 2017

infrastructure assets is very positive.

Interest in PPP will bring more sophistication in procurement, which will focus on speed of construction, dependable quality and long predictable life – something which also has positive effects on the cost of finance. Precast is able to offer these advantages, though we will need to wait for improvement in transport networks to fully offset the disadvantages of increased transport costs – one of the key challenges with this solution. For villa and low-rise residential development, however, there are many form options which have already been tried, and being smaller, they are easier to transport.

The attractiveness of precast as a more environmentally sustainable option also scores points with government bodies, due mainly to the lower waste of producing a given volume of concrete in terms of form work and labour.

We expect to see continued growth in the use of precast as a structural and cladding solution for the built environment. This is likely to be assisted by both the need for faster delivery and greater certainty of lifecycle, both of which we see as increasingly important in this region.

The Big 5 Innovation in Precast Summit will be held on 26 & 27 November 2017 at the Dubai World Trade Centre. In partnership with Betontage, it will unveil the latest techniques and technology for the regional precast market, as well as a full agenda featuring leading experts in the precast industry.

Held at the same location as in previous years, The Big 5 Heavy trade fair will run 26-28 March 2018 and showcase the latest products in precast processing as well as heavy machinery for the transportation and installation of all construction materials.

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SHOW PREVIEW

Big 5 to Run from Nov 26 to 29 at Dubai World Trade Centre 38th edition of The Big 5 to explore regional trends

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fter a record-breaking edition in 2016 that welcomed 78,579 participants from 142 countries, The Big 5 is coming back bigger than ever this year. Named ‘Best Trade Exhibition Over 10,000sqm Gross’ at the Middle East Event Awards 2017, the largest and most influential construction event in the Middle East will open its doors at the Dubai World Trade Centre from 26 to 29 November.

The 38th edition of The Big 5 will offer industry professionals from around the globe an enhanced platform to do business and source the most innovative products and solutions for their projects from over 2,500 exhibitors.

Networking and learning opportunities will be also on the rise this year, with 72 Big 5 CPD-certified Talks, Live Product Demonstrations, the Platinum Club and the 10th Gaia Awards enabling professionals and decision-makers to stay ahead with the latest trends and opportunities in the ever-evolving regional construction market.

The Big 5’s Excellence in Construction Summit on November 26

will explore current and future trends of the construction sector in Dubai, the GCC region and beyond, while on November 26 and 27, The Big 5 will host the first Innovation in Precast Summit.

In order to meet the growing demand for smart, innovative and sustainable cooling solutions, and to support the local construction market in advancing industry best practices, The Big 5 is introducing a new dedicated HVAC-R hall.

Moreover, with 20% of visitors at The Big 5 2016 expressing an interest in solar technology, the largest construction event in the region will be co-located for the first time with The Big 5 Solar. Under the patronage of the UAE Ministry of Energy, the event is set to become a premier platform for solar industry professionals to network and do business in the Middle East. The Big 5 Solar pursues the escalating green demands in the GCC market by showcasing solar technologies from local and international exhibitors, as well as offering an education agenda geared towards industry development.

To learn more about the event, visit www.thebig5.ae.

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EVENT REVIEW

Big Project ME Golf Day – Consultants and Architects Cup 2017 Professionals from the region’s top firms descended upon the Emirates Golf Club to tee off

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ith summer behind us, it was time for another edition of the Big Project Middle East Golf Day – Consultants and Architects Cup. The 2017 edition returned to the Emirates Golf Club in Dubai on October 18.

This event welcomed a total of 72 players from the region’s top firms and was competitive, friendly and exceptionally well received.

“CPI Trade is proud to host another edition of the Big Project ME Golf Day. We’ve recorded growth in the number of attendees once again, which is a clear sign that the industry values these twice-yearly events. I’d like to offer special thanks to our sponsors and partners for all their support, and we look forward to hosting more of these events in the future,” said Raz Islam, managing director at CPI Trade Media.

On the grass, several winners were recorded: in first place, the

team of Petar Mladenovic, Nick Petricola, James Casserly and Gary Swan; in second place, Hentie Burger, Francois van Niekerk, Jason Griffin and Daniel Gothammar; while Shane Fairfield, Daniel Potts, Paul Murnaghan and Maurizio Gambini came in third place.

Francois van Niekerk and Tom Pashley managed truly spectacular shots on the greens, with the former nabbing the ‘Nearest to the pin’ prize and the latter smashing the ball for the ‘Longest drive’ prize.

Congratulations also go out to the winners of our sponsors’ competitions. George Gillbert, Jamie Platt, Neil Serridge and Tom Pashley won the Stretch Ceiling ‘Hit the bullseye range’ contest, while Martin Geskes won the Truelux Group ‘Straightest drive’ competition.

The Electric Mirror ‘Closest to the pin in two’ was won by Tom Hoban and Shane Fairfield. All in all, an exceptional night out.

Thanks to all our sponsors

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OPINION

01 Boris Ritter is GM at Sesam Business Consultants.

Choosing and Targeting Clients Boris Ritter on how organisations can create and maintain peace and prosperity with clients

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hoosing which parties to engage with is the first and most important priority for any business. It is an essential piece of the puzzle for a smooth and wellfunctioning business relationship.

Talk to almost any consultant or contractor and you will hear horror stories about delayed payment, or even non-payment by clients. When a client relationship dissolves into dispute, it is rarely due to any single misunderstanding or incident.

Similarly, there is rarely any simple solution.

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When fingers are pointed and blame is handed around, hindsight is 20/20. In trying to figure out what mistakes were made and how things should have been done differently, the question that should have been asked from the outset is: Was the client and project suitable to take on in the first place?

What is required to achieve a certain outcome in a project is usually quite clear.

Competition is to a large extent about taking better decisions to maximise the utility of the resources that are engaged. This means having the skill to predict cause and effect accurately, and thereafter to assemble the best combination of people and resources to deliver the project in hand.

Achieving this requires subjective judgements about everything from future market sentiments and preferences, to knowing the right degree of trust to place in your staff and business partners. Always assuming the best in a situation, and of people in general, is often misconstrued as a virtue.

More often than not, it is actually a form of disguised arrogance.

The Pareto principle, or the 80/20 rule, suggests that 20% of the resources or work effort put in is responsible for 80% of the results. The same appears to also be valid for clients and their relative value to a company. However, if we are aware that this distribution is a natural tendency, it should not be construed as an inevitable outcome when conducting business.

Rather, it is an argument for making a more conscious effort to identify and understand the needs of clients that fit the profile in pursuit of the best outcome. We must overcome our resistance to being judgmental when accepting or rejecting clients, and understand the difference between being optimistic and tolerant and simply being naĂŻve!

Stating the plain and irrefutable fact that some clients are simply not worth the effort can seem harsh. However, the truth is that in business, as with life in general, the people you choose to associate and collaborate with largely determine how successful you are. The same explanation goes for failure; it can usually be traced back to placing your bets, and linking your fortunes, to people and companies that led you down the wrong path.

Despite all the business jargon about delivering exceptional value, quality and customer satisfaction, I believe that more attention needs to be paid to client selection – that is, knowing which clients will make you successful and prioritising them. Instead, many fall into the trap of thinking that the best business strategy is to treat all clients as equal, regardless of their value. This is a recipe for long-term failure!

The idea of one dissatisfied customer or client telling at least ten others about their bad experience is often deployed as an excuse to allocate disproportionate resources on less profitable customers, at the expense of your

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most valuable clients. It is true that the most difficult and demanding clients are those who believe that a strategy of constant complaint will result in lower prices and better service.

Unfortunately, that strategy often seems to work. However, the correct course of action is not to try and please these clients at any cost, but rather to avoid them altogether in the first place.

A lesson to be learnt from respected companies like Apple and BMW is to not simply compete by having a better product, but to adapt actively and communicate exactly what group of clients to target and prioritise. This makes it possible to deliver a better product and service to that select market segment. It is easy to see how failing

to do this will lead to distractions and an inability to focus.

Why is this such a common fallacy?

When a company starts out, it is difficult to be too picky in taking on business. However, it is important to be wary of excessive optimism; our natural tendency is to think short-term.

In larger corporations, targets are often based on sales revenue first, and thereafter adapting the product or service according to the price tag. This is opposed to carefully listening to and understanding the client’s needs and expectations in the first place.

Attempting to rope in every potential customer by being everything to everyone is not a strategy suited to growth and development – yet even companies that used

to be market leaders fall for this temptation.

Nokia might be the best example since Ford in the 1980s, which attempted to compete by having a second-rate car in every market segment. In its attempt to dominate every segment, it could not dominate a single one.

Choosing your customers can be a euphemism for choosing your battles, and ultimately defines the destiny of any business venture. Regardless of the market segment you target and choose to compete in, what is important from the outset is how, and most importantly to whom, you offer the greatest appeal and value for money.

To paraphrase Henry Ford, it is about delivering more value for each dollar than your competitor, and not less.

“Choosing your customers can be a euphemism for choosing your battles, and ultimately defines the destiny of any business venture”

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KEO wins contract for Dubai Maritime City project KEO will provide master planning and infrastructure consultancy services for Dubai Maritime City (DMC), according to a statement from the firm.

The consultancy will work on the final master plan for DMC and draw up an infrastructure master plan and traffic studies. The firm is also responsible for the preparation of infrastructure design and build documentation for the first phase of the project. According to DMC, the project will support its vision, which aims to capitalise on Dubai’s market strengths and position itself as a regional and global maritime hub.

Youssef Khalifeh, VP of Corporate Business Development & Special Projects at KEO, said, “It is a privilege to work with DMC to develop a master plan and the necessary infrastructure to support the country’s vision in being a regional and global maritime hub.

Our understanding of the market and our agile leadership in adapting to our clients’ needs are at the core of our business strategy. We continue to build on our strong reputation in the market by working closely with clients such as DMC to fully realise their aspirations.”

LACASA unveils new $40m mall in Palestine LACASA Holdings has announced that it is working on a large retail development in Ramallah, Palestine. The project is valued at $40m and is expected to open its doors in Q1 of 2019. The mall was designed entirely by LACASA Architects, a subsidiary of the holding company. With a built-up area of 50,000sqm, the retail project is said to be the largest in Palestine.

Designers chose a contemporary language throughout the exterior façade and the interiors of the mall. Inspiration was also drawn from local motifs and given a modern look through the use of luxurious finishes – an approach that LACASA says is signature. Both indoor and outdoor areas were also integrated to ensure that footfall remains consistent, regardless of weather conditions throughout the year.

Commenting on the development, Emad Jaber, chairman at LACASA Holding, said: “I have always been focused on enhancing the quality of life and economic well-being of my home country. I see the mall as a major step forward for Palestine’s economy, one that will go beyond providing a shopping destination. It will be the prominent social and entertainment hub for Palestinians, while also encouraging local innovation and entrepreneurship.”

In addition to retail space, a dedicated area has also been designated for Palestinian start-ups to highlight their products and services. LACASA Holding said this is part of its plan to encourage innovation in the country, and is a directive of Jaber. Construction is said to be 40% complete.

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PM to provide data to bloomberg terminals Property Monitor (PM) is now the only real estate data source in the UAE providing a real-time real estate index to Bloomberg to display on its investor terminals. The announcement was made by property and construction consultancy Cavendish Maxwell (CM), which developed Property Monitor.

Bloomberg Terminal is a system that allows subscribers to monitor and analyse real-time financial market data, and place trades.

CM said it developed Property Monitor in response to a need for greater market transparency, adding that the service offers more comprehensive house pricing data, both public and proprietary, than any other in the market. PM sources data from Cavendish Maxwell’s internal teams and from a growing network of reputable real estate brokers.

The consultancy said PM is in a unique position to provide meaningful insight by way of access to the valuations, research, investment and development advisory teams of Cavendish Maxwell. In addition, its project and building consultancy team is one of the few approved by RERA for property inspection handover reports and reserve fund studies.

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Cundall shares insights at Worktech 17 Dubai Cundall shared insights into the future of the workplace during Worktech 17 Dubai, following the launch of its new WELLcertified office in London. Executives from the firm spoke at the event and used the company’s London office as a case study.

According to Cundall, its London office building is the first in Europe to achieve WELL certification. The standard focuses on putting the health and well-being of occupants at the heart of building design, and has been developed by built environment professionals and doctors.

“We spend around 90% of our lives indoors. Places of work, where we spend much of our waking hours, have lasting impacts on our bodies, our minds and can even affect how we sleep. In the GCC countries, interestingly, the air quality inside in most cases is better than outdoor air quality. There is therefore a real opportunity to increase human health with the way we design the built environment,” said Hala Yousef, head of Sustainability MENA at Cundall.

The firm has been operating in the Middle East for several years and says it takes sustainability and WELL building design seriously in its approach to projects.

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ArADA launches Anber Community in Aljada, Sharjah

Atkins wins sanitation upgrade contract in KSA Atkins has been awarded an advisory services contract, as part of a consortium to provide sustainable sanitation services in Saudi Arabia.

The three flagship privatisation projects will improve existing wastewater infrastructure in Jeddah, Dammam and the Northern Border region for more than seven million people.

The consortium is led by Mizuho Bank and supported by White & Case. As per the terms of the contract, Atkins will provide public-private collaboration, as well as insights on the technical requirements – such as the wastewater treatment plant facilities, environmental impact review and guidance, and procurement and bid evaluation support.

“With strong economic development and a rising population, the current sanitation infrastructure across the Kingdom is not adequate and needs to be expanded. Through these flagship projects, the NWC, with support from the consortium, will bring much-needed improvements to the environment, ecology and public health for the citizens of Saudi Arabia,” said Francois-Xavier Basselot, Atkins market director for water in the Middle East.

Currently, a low percentage of wastewater produced in the country is collected by the existing network and treated. The projects will be developed using a build-operate-transfer/build-operate-own (BOT/ BOO) scheme to finance the construction of wastewater treatment facilities, where private funds are used to construct and commercially operate a facility before ownership is transferred to a public entity.

ARADA has unveiled the Anber Community, part of the developer’s 2.2sqkm Aljada mega project. The community will feature a mix of two-, three- and four-bedroom villas and townhouses.

The community is close to the heart of the Aljada development, and the villas and townhouses in the Anber Community will feature gardens and access to a lush, landscaped private park, as per ARADA. His Excellency Sheikh Sultan bin Ahmed Al Qasimi, chairman of ARADA, said, “In just a few short weeks, Aljada has seen exceptional sales, thanks in no small part to the support that the project has received from the highest levels of the government of Sharjah. We are delighted at the reception Aljada has witnessed, and look forward to delivering on our promise to create Sharjah’s newest and most exciting destination.”

Since Aljada was announced, ARADA says over 500 units in Phase 1 have already been snapped up by buyers. Construction on the project is expected to begin in Q1 of 2018, with deliveries taking place in phases starting in 2019.

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Cluttons launches new management service in bahrain Cluttons has launched its new Buy to Let Management Service in Bahrain. The service leverages the firm’s in-country team to handle leasing and management services, based on the requirements of hands-off landlords.

The international real estate consultancy says it anticipates increased demand for tailored services, as a result of growth in the Bahrain real estate market and an increase in the supply of freehold property.

According to Cluttons, the Buy to Let Management Service team handles individual properties for a fixed price and includes activities such as leasing, contract renewal processing, collection of rent and service charges, a 24-hour emergency line for tenants, arrangement of repairs and maintenance, as well as regular property visits and inspections.

“Today, the world of property is changing rapidly and if we want to succeed in helping our clients, we need to embrace changing market dynamics. Our business has grown in Bahrain and we want to expand the service we can offer our clients,” explained Harry Goodson-Wickes, head of Cluttons Bahrain and Saudi Arabia.

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DEWA to install solar carports at Dubai HQ As part of the Shams Dubai initiative, the Dubai Electricity and Water Authority (DEWA) intends to install solar carports at its headquarters in Dubai, as well as at the Ministry of Climate Change and Environment.

The project is already underway and aims to leverage photovoltaic (PV) panels that will be installed at parking lots at both sites (902 spaces) to generate clean electricity. The move is part of DEWA’s efforts to increase its reliance on clean energy and support Dubai’s ongoing smart transformation drive.

“The solar carports project at our headquarters and the Ministry of Climate Change and Environment is part of our efforts to encourage the public to benefit from Shams Dubai. Through the project, we intend to provide comfort and enhance the happiness of our stakeholders, to fulfil our mission in line with our core values as well as promote the initiative among all stakeholders, both individuals and institutions, in the public and private sectors,” remarked Saeed Mohammed Al Tayer, DEWA managing director and CEO. Once all the panels have been installed, the parking lots will have capacities of 1,780KW and 220KW respectively. Both locations are expected to generate a total of 2,750MWp, the equivalent of removing about 1,500 tonnes of carbon emissions annually.

Al Tayer also said that DEWA has completed linking its network with 450 residential and commercial buildings, with a total capacity of about 17.7MW, through Shams Dubai.

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Emaar announces Vida Harbour Point hotel

Dubai Land Department implements blockchain tech The Dubai Land Department (DLD) has rolled out a new blockchain-based system for its transactions.

The system was developed with Smart Dubai and several other partners and was unveiled at GITEX Technology Week 2017.

The DLD says its system is the first in the global real estate sector, launched under the slogan of ‘Simple, Secure, Fast’.

“Our adoption of this system is aligned with our commitment to responding to the directives of HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister and Ruler of Dubai, to make Dubai the smartest city in the world,” said Sultan Butti bin Mejren, director-general of DLD. The blockchain system is based on a smart and secure database that records all real estate contracts, including lease registrations.

The database is linked with the Dubai Electricity and Water Authority (DEWA), telecommunication systems and other property-related billing entities. The electronic real estate platform incorporates a personal tenant database, including Emirates identity cards and the validity of residence visas.

Emaar Hospitality Group has unveiled plans for a new waterfront lifestyle project in Dubai. The Vida Harbour Point is the company’s seventh hotel under the Vida Hotels and Resorts brand and will be the second Emaar Hospitality property in the Dubai Creek Harbour development.

Vida Harbour Point will be located in the Island District of the Dubai mega project and will feature 275 rooms. Emaar Hospitality says the hotel is being designed to remain true to the vintage design language apparent in all Vida hotels and will give guests upscale lifestyle experiences.

Olivier Harnisch, CEO of Emaar Hospitality Group, said: “Dubai Creek Harbour is today one of the most sought-after lifestyle and residential destinations and will be one of the hospitality hubs of the future. In addition to the iconic Dubai Creek Tower, the mega development has a world-class retail district, a vibrant Island District with a marina, and other leisure attractions that will appeal to leisure guests. Vida Harbour Point offers an exceptional location for guests by the creek, and will be a lively hub where style meets convenience and connectivity.”

Vida Hotels and Resorts currently has two operational properties in the UAE – the 156-room Vida Downtown and the 197-room Manzil Downtown.

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THE BACK PAGE

LAST WORD 01 Alan McDonald is managing director, Humanscale for Middle East, North, West and East Africa.

Sustainability Myths Dispelled Humanscale’s Alan McDonald shares his expertise on common misconceptions around sustainability

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ith sustainability high on the agenda for Expo 2020 and with the introduction of initiatives such as the world’s largest concentrated solar power project and electric car owner incentives, sustainable business practice is fast becoming an important topic for design and manufacturing companies across the region.

While many organisations are adopting sustainability measures, there is still confusion around the subject. This has led to myths surrounding the practicality and benefits of implementing an eco-friendly business model.

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is important, as there are several common misconceptions around sustainability: 1) It is impossible for manufacturers to be eco-friendly. This is simply not true.

There are plenty of information sources available for those just getting started. The International Living Future Institute aims to make manufacturers part of the solution for environmental problems, and actually offers programmes that encourage designers to think beyond their normal process and create entirely new sustainable solutions.

2) Being eco-conscious is too expensive to be a viable business option. In reality, sustainability initiatives can help companies save money in the future, so it’s important to view sustainability as a long-term investment.

Installing water collection systems, solar power and recycling materials to reduce material production in designs are great examples of how to achieve this. The future well-being of customers, employees and the planet is more valuable than short-term income.

3) Consumerism is okay, as long as it’s green. In the immortal words of Niels Diffrient, legendary industrial designer and advocate of sustainable design practice: “No amount of recycling will equal using less in the first place.” Consumerism is consumerism. The best thing consumers can do is buy well and buy once.

4) Eco-friendly products aren’t very aesthetically pleasing. Established desirable brands such as Stella McCartney, TOMs

and even Tesla have proven that eco-friendly and stylish aren’t mutually exclusive things.

Humanscale’s philosophy is that good design achieves more with less.

5) Once a product is made, it is already considered landfill. Thanks to the increased variety of materials now available to manufacturers, there are more opportunities to create quality products that, after a long life, can be disassembled and the parts recycled or reused. It’s important to understand that sustainability begins at the beginning of a product’s lifecycle, and simple changes such as using eco-friendly materials can reduce its long-term impact on the planet.

6) Manufacturing requires high volumes of water. It doesn’t have to! By introducing a good water collection system, water can be reused as a renewable resource in manufacturing processes. This means that it is actually possible for manufacturing companies to cut back on water usage.

7) Manufacturers can never be net positive. Although it is a challenge, it’s not impossible. Conscious efforts to improve production processes, material choices and facility practices can reap real rewards.

Humanscale has achieved net positive status on two of its products, which brought the company closer to its goal of having an overall net positive impact on the Earth. The Net Positive Project is also a great advocate in this area and can help companies give back to the world, rather than simply reduce impact.

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