ME Consultant May 2014 by ME Consultant

004 MAY 2014

INSIGHT AND ANALYSIS FOR CONSTRUCTION SPECIALISTS FEATURE

How to build the perfect office block for the region P.26

INSIGHT

Is Qatar on top of its World Cup delivery requirements? P.32

CHANGING LANDSCAPE KEO’s chief executive Donna Sultan on new horizons for the company and women in the industry

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CONTENTS

004 MAY 2014 IN PRACTICE COMPANY NEWS, ANNOUNCEMENTS AND INTERVIEWS

IN THEORY DEBATE, RESEARCH, AND FUTURE POSSIBILITIES

NOTICEBOARD

Industry leaders give their predictions for the future

UPDATE

Uncovering a best practice guide for regional commercial buildings

UPDATE

OPINION

Dr Philip Oldfield on Singapore’s gardens in the sky

COMPANY PROFILE

Designer HBA launches Studio division in Dubai

INSIGHT

Is Qatar on top of its World Cup delivery requirements?

UPDATE

Henning Larsen wins bank project in Libya while Drake & Scull lands Kuwait MEP deals

FEATURE

$600m tourism complex breaks ground in Oman

Thomas Heatherwick to design urban park in UAE capital

FOOD FOR THOUGHT

New appointments, awards and dates for the diary

GET TO KNOW

ON SITE EXPLORING GREAT PROJECTS IN THE REGION AND BEYOND

INTERVIEW

PROJECT SNAPSHOT

Shangri-La The Shard prepares to open in London’s tallest tower

Chris Wan, design manager for Masdar City, on how building green can be affordable

Donna Sultan, CEO of KEO, looks back on 23 years in charge

BUILDING REVIEW

SinoGulf ’s rational residential tower in Abu Dhabi

ON THE RADAR

The world’s largest ferris wheel in Las Vegas, and other global news

DAY IN THE LIFE

Imran Akram, director of 24FM and CAFM at Macro

EDITOR’S NOTE

WELCOME

A few weeks ago we saw an intriguing idea emerge from Cityscape Abu Dhabi 2014, courtesy of British poster boy architect Thomas Heatherwick.

Heatherwick’s design for a sunken oasis, Al Fayah Park, will replace an existing European park with large expanses of lawn. The rationale is certainly logical. While a beautifully manicured and exposed park may be appropriate for Europe and North America, it is a costly and unsustainable model for arid climates. Although the UAE’s urban parks are beautiful – and appreciated by many – they sometimes feel like an imposition on the desert landscape.

This is where Heatherwick’s project – which evokes cracks in the earth – comes in. Upon seeing the design, my initial response was to relish such a creative and out-of-the-box concept taking root in the UAE. My second reaction was to ponder the environment upon execution. It is difficult to judge by the renderings, but the dense, covered network of thick pillars – which are said to resemble the beautiful Mesquita de Cordoba – reminded me instead of a graffiti-ridden concrete enclave in south London. Of course, there’s little danger of vandalistic defacement in the UAE. Yet I do feel there is a chance that the space will feel oppressive unless the lighting levels are careful controlled. The service provision will also be key, and a real draw will be needed so that the park feels populated. Nevertheless, I’m sure that the elevated platforms will be successful, providing tourists and visitors with excellent photo opportunities over the striking complex. I’m also fairly certain there’s no other project like it in the world, and I eagerly await its opening in 2017.

Oliver Ephgrave Editor, Middle East Consultant oliver.ephgrave@cpimediagroup.com

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

PUBLISHING DIRECTOR RAZ ISLAM raz.islam@cpimediagroup.com +971 4 375 5471 EDITORIAL DIRECTOR VIJAYA CHERIAN vijaya.cherian@cpimediagroup.com +971 4 375 5713 EDITORIAL GROUP EDITOR STEPHEN WHITE stephen.white@cpimedigroup.com +971 4 375 5477 EDITOR OLIVER EPHGRAVE oliver.ephgrave@cpimediagroup.com +971 4 375 5475 ADVERTISING COMMERCIAL DIRECTOR MICHAEL STANSFIELD michael.stansfield@cpimediagroup.com +971 4 375 5497 MARKETING MARKETING MANAGER LISA JUSTICE lisa.justice@cpimediagroup.com +971 4 375 5498 MARKETING ASSISTANT BARBARA PANKASZ barbara.pankasz@cpimediagroup.com +971 4 375 5499 DESIGN ART DIRECTOR SIMON COBON CIRCULATION AND PRODUCTION CIRCULATION AND DISTRIBUTION MANAGER ROCHELLE ALMEIDA rochelle.almeida@cpimediagroup.com +971 4 368 1670 DATABASE AND CIRCULATION MANAGER RAJEESH M rajeesh.nair@cpimediagroup.com +971 4 440 9147 PRODUCTION MANAGER JAMES P THARIAN james.tharian@cpimediagroup.com +971 4 440 9146 DIGITAL DIGITAL SERVICE MANAGER TRISTAN TROY MAAGMA Published by

REGISTERED AT IMPZ PO BOX 13700, DUBAI, UAE TEL: +971 4 440 9100 FAX: +971 4 447 2409 WWW.CPIMEDIAGROUP.COM Printed by Printwell Printing press LLC © Copyright 2014 CPI. All rights reserved While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

Cranleigh School - Abu Dhabi, UAE

WHAT WE DO.

ARCHITECTURE INTERIOR DESIGN MEP

Hotel & Resort . Interior Design . Mixed-Use & Masterplanning . Commercial Residential . Education . Sports & Leisure . Public Sector & Institutional

UAE . OMAN . QATAR . KSA . UK +971 4 323 7555

mail@gaj-uae.ae www.gaj-uae.ae

IN PRACTICE

NOTICEBOARD

RIBA GULF HIGHLIGHTS NEW INITIATIVES GCC CHAPTER ROLLS OUT EXTENDED MEMBERSHIP AND EDUCATION METHODS The GCC chapter of the Royal Institute of British Architects (RIBA) is championing two new initiatives to improve regional standards, following a recent visit to Dubai by new RIBA President Stephen Hodder. On 28 April in Al Quoz’ Showcase Gallery, Hodder held a presentation in front of 40 people including representatives from Hopkins, Atkins and GAJ. As well as outlining his aims for his presidency, Hodder drew attention to two new initiatives

available in the GCC, which aim to spread RIBA standards of architecture. The first initiative allows architects from the region – who have not had a RIBA education – to gain international chartered membership to the RIBA. Speaking to Middle East Consultant, Simon Crispe, RIBA Gulf Chapter chairman and employee at Atkins, said: “An architect with a body of work can now get RIBA membership via the Membership Equivalent

Admissions Panel (MEAP). It isn’t just given out with a box of chocolates – it is quite challenging.” At the RIBA meeting, three architects were revealed to have gained membership through this route: Pushparaj Manoharan and Abhijeet Dutta of Atkins Oman and Shadi Talaat of AECOM. The second RIBA initiative to reach the Middle East is an accelerated Part 3 course. Crispe added: “In the UK, architects go through a three step qualification

– Part 1, 2 and 3. British trained architects would often come out to the GCC after Part 2, seeking experience before they go back to do Part 3, but then end up staying. “This means they don’t become a chartered architect. However, we now have Part 3 accelerated courses in Dubai – they allow architects that have only got Part 2 to get a full chartered RIBA status. These initiatives sit with RIBA’s mission to improve standards and quality of architecture wherever it’s being practiced.”

“Stephen Hodder’s new RIBA presidency is really reaching out to the region and developing professionalism. We set up the Gulf chapter in 2007 and for the last seven years we’ve been helping the RIBA to do that. It’s extraordinary – we’ve got such a broad level of support from many practices. It’s great for the industry for everybody to be raising their game.” SIMON CRISPE, CHAIRMAN, RIBA GULF CHAPTER

NOTICEBOARD

DATES FOR THE DIARY MAY 4-6, Jeddah Centre for Forum and Events Cityscape Jeddah www.cityscape jeddah.com

STEVE VELEGRINIS JOINS PERKINS + WILL

SOFTWARE COMPANY WINS QUEENS AWARD

Perkins + Will has launched a new urban design team headed by Steve Velegrinis, an urban planner and landscape architect with more than 19 years’ experience in the Middle East, Australia, Singapore, Brazil and Nigeria. Velegrinis previously worked with Woods Bagot, GCLA Landscape Architects and ICN Design International, as well as government bodies such as Singapore’s Urban Redevelopment Authority and the City Of Yarra, Melbourne. Key regional projects in his portfolio include the Dubai Design District masterplan, Qatar’s Science & Technology Park masterplan, Masdar City Phase 1 vision masterplan and the Sharjah Lagoons urban framework plan. He teaches as an adjunct assistant professor of urban design at the American University of Sharjah and has written for two forthcoming books on Gulf Urbanism.

UK Software specialist Construction Industry Solutions (COINS) has won the Queen’s Award for Enterprise for International Trade, with the Middle East providing 26% of overseas growth in the past three years. In 2012, COINS set up an office in Sharjah to cover the GCC region, providing business systems and consultancy services for the construction industry. More recently it opened an office in Dubai to support projects in the UAE, Azerbaijan, Qatar and KSA. Speaking to Middle East Consultant, Nigel Cope, director and co-founder, stated: “It feels great to be recognised. I’m really proud of what we have achieved. We now have about 300 people around the world, with 20 different nationalities.” COINS is the first UK construction software company to be given this award, made annually by HM Elizabeth II. Cope added that Queen’s Award winners are invited to a reception at Buckingham Palace in July.

ON THE UP DUBAI OFFICE STOCK (MILLION M2) COMPLETED STOCK FUTURE SUPPLY

19-23, DWTC Index www.indexexhibition.com JUNE 2, DWTC Hospital Build & Infrastructure Middle East www.hospitalbuild-me.com 2-4, Qatar National Exhibition Centre Cityscape Qatar www.cityscapeqatar.com 12-14, DWTC Indian Property Show www.indianproperty show.com/dubai SEPTEMBER 21-23, DWTC Cityscape Global www.cityscapeglobal.com 28-30, DWTC The Hotel Show www.thehotelshow.com

0.4 0.6 0.6 2016

8.6 8.0 7.4 7.3 6.9 6.3 2011

2012

2013

2014

2015

SOURCE: JLL, Q1 2014

UPDATE

$600M TOURISM COMPLEX BREAKS GROUND IN OMAN SARAYA BANDAR JISSAH SET ON MOUNTAINSIDE BY SHELTERED BAY Last month, the groundbreaking ceremony for Oman’s $600m Saraya Bandar Jissah took place, attended by members of the Omani royal family, ministers, and board members of the developer. The major luxury tourism scheme is situated in a sheltered bay where the mountains of Bandar Jissah meet the Gulf of Oman, 25km southeast of Muscat. It is being developed in partnership between the

government of the Sultanate of Oman’s tourism development and investment arm, Omran and Saraya Oman. At the heart of the project are two five star hotels – both operated by Jumeirah – on a secluded cove. It also contains a range of residential units, designed to capitalise on the natural beauty, within meandering valleys. GAJ was appointed lead consultant, with a scope of work

including the design of the overall masterplan, along with each of the residential units, the recreation club, hotel staff accommodation and other ancillary buildings. RTKL and DSA are tasked with designing one hotel each. The team also includes Halcrow for infrastructure, URS for structures, LMS for landscaping, BWS as cost consultant, Tenable for fire engineering and DEC as local consultant.

Simon Chambers, partner, GAJ, described the project as contemporary yet contextual. He continued: “The architectural design strategy for the development as a whole is to create contemporary buildings, which respond to the natural environment. Influence is taken from the local vernacular architecture.” Extensively landscaped, the development will contain lush

UPDATE

green areas, paths and walkways and well as a recreational area with a pool, dining experiences, retail area, gym and gardens. Two dry wadi systems, planted with indigenous species, run from the highest point towards the centre of the site. Water is introduced where the wadis meet, and a small stream runs through the public park on its journey through the site. In turn the streams feed a large lagoon, with

a central residential island, which ends just before the beach. This wadi and lagoon system provides a safe route for annual flood waters, directing them away from properties and towards the sea. However, instead of a brief annual presence, water is now permanently integrated within the site’s valleys. Residences use projecting walls and roofs to create shade for internal spaces. Sliding louvered

screens can be positioned to shade and protect living spaces from the sun while providing privacy. Façades are simple and whitewashed, with punched openings and flat roofs. Chambers continues: “Units have contemporary finishes such as white render, glazing and timber louvered screens. Local stone is used in various areas to highlight the buildings and tie them back to the earth.

“The residential units are situated to encompass both views of the wadi and lagoon system, and the mountains. They are oriented to follow the curve of the mountain and minimise the impact on the natural landscape as much as possible.” The first phase of Saraya Bandar Jissah will be completed in 2017, delivering both Jumeirah hotels, the recreational facilities and residential neighbourhoods.

UPDATE

HEATHERWICK REVEALS “FRACTURED” ABU DHABI PARK BRITISH DESIGNER UNVEILS DARING SUNKEN GARDEN FOR THE DESERT Well-known British architect Thomas Heatherwick revealed his studio’s design for Al Fayah Park, a striking urban space in Abu Dhabi. Unveiled at Cityscape Abu Dhabi 2014, Al Fayah – which means “shade” in Arabic – resembles a “fractured desert crust” according to the architect. It will be funded by non-profit organisation the Salama bint Hamdan Al Nahyan Foundation. Heatherwick Studio was asked to re-conceive an existing European-style park – near the Hilton Capital Grand – which requires large amounts of desalinated water for irrigation. In its effort to provide shade, the studio created a series of cracked pieces of the desert surface raised on columns to form a gentle dome across the site. “Instead of denying the presence of the desert that the city is built on, we set ourselves the task of making a park out of the desert itself,” said Heatherwick. “We became interested in the patterns of the desert landscape and looked at the shapes created when earth cracks from the heat of the sun. We also became fascinated by how, in previous

times, people living in such intense heat had grown their vegetables in the shade of a palm tree to reduce the strength the sun’s rays.” Elevated pieces create a perforated canopy of partial shade under which a lush garden can grow, protected from the desert sun. This sunken oasis becomes a landscape of plants and mature trees, forming a series of interconnected public recreational spaces. The 20m-high shaded garden is conceived as a place for families to gather and picnic, as well as a venue for learning and festivals. It will contain cafés, play spaces, a library, pools and streams, as well as date palms and community vegetable gardens. By creating partial shade for the planting, the canopy aims to reduce the amount of water lost to evaporation and will therefore improve the park’s energy efficiency and sustainability. While providing the shade for the oasis in the daytime, the elevated plates become a network of meeting places in the cooler evening hours. Construction is set to begin on the project later this year, with opening scheduled for early 2017.

FOAMGLAS® Insulation

Tapered roof

(for all flat roofs and terraces)

Just a few yards from the national soccer stadium, the Arzanah Sports Medical Center is prominently located within a new mixed-use community in Abu Dhabi, UAE. The project set out to design a sustainable building which responded to this very public site while balancing the need for a calming, healing environment and a facility organized to provide an integrated multi-disciplinary healthcare facility to serve the community and region. The new LEED Gold designed, 78-bed medical centre will form part of the US$6 billion Arzanah development near Zayed Stadium on Abu Dhabi Island. As thermal insulation the consultant came to the decision to use FOAMGLAS® cellular glass insulation for the roof and some wall application. FOAMGLAS® is produced by Pittsburgh Corning and is free of any harmful blowing agent. It’s well known for it’s extreme durability and highest resistance to any kind of moisture. Due to the 66 % recycling content and use of only renewable energy in it’s production FOAMGLAS gets the highest credits in all environmental ratings and is supported with LEED and Estidama credits. The high compressive strength without creeping and deforming makes it the perfect solution especially in roof areas with garden and terraces.

7 4 3

Arzanah Medical Complex, Abu Dhabi

Client Mubadala Development Company Consultant HDP Overseas Limited, HDR Location Abu Dhabi, UAE Under construction finishing December 2011

Build-up 1 Concrete roof deck 2 Primer coat 3 FOAMGLAS® TAPERED slabs (160 ~ 240 mm), laid in hot bitumen

4 Two layers of bituminous waterproofing membranes 5 Separating / protective layer 6 Gravel 7 Paving

Highest durability and ecology provides best sustainablilty. Web: www.foamglas.ae Email: info@foamglas.ae Dubai office Tel: +9714 434 7140 Doha office Tel: +974 465 5360

UPDATE

HENNING LARSEN ARCHITECTS TO DESIGN CENTRAL BANK OF LIBYA Danish firm Henning Larsen Architects has won a competition to design the Central Bank of Libya in Tripoli. It is said to be inspired by Libyan vernacular architecture, and will occupy two existing excavations. The larger excavation becomes the social hub of the compound – a shaded oasis for the bank and its public F&B areas – while the smaller excavation provides

vehicle access to the treasuries. The flowing façade expresses the ever-changing surface of the desert and a horizontal shading system shelters the buildings from excessive solar radiation. A slightly angled atrium lets the sunlight through but at the same time prevents overheating. ‘Pit houses’ exploit the stable earth temperature and provide shade and ventilation via the atrium.

AE7 WINS DESIGN AND SUPERVISION OF NAKHEEL’S DEIRA ISLANDS Nakheel started activity on its Deira Islands project after it recently awarded contracts worth $12.8m to design and supervision firm AE7. Under the first contract worth $7.6m, AE7 has been appointed to undertake design and supervision services, including master planning, parcelisation and infrastructure design for Deira Islands.

The 1,530ha waterfront city project was announced in March 2014 and is an opportunity for two and three-star hotel operators to participate in the Dubai tourism market. A further contract worth $5.3 million was also handed to AE7, for architectural and engineering services on the Night Market and Board Walk sections of the project.

DSI WINS THREE KUWAIT MEP CONTRACTS WORTH $35M Drake & Scull International (DSI) has won three MEP contracts in Kuwait worth a total of $35m, which includes work on the landmark Sheikh Jaber Al Ahmad Cultural Center in Kuwait City. Designed by global architects BDP, the cultural centre (pictured) will be a major new icon for the entire country. DSI Kuwait will undertake supply, installation, testing and commissioning of plumbing and fire fighting works, including defect liability to be completed by October 2015. DSI Kuwait will also carry out the MEP works for two commercial developments in the Al-Qebla area of Kuwait and a healthcare facility in Shuwaikh.

WSP 10 truths about BIM

truth

TAKING DESIGN TO THE NEXT LEVEL

ut tr

STAR DESIGNERS USE THE TOOLS

DON’T FORGET THE ‘I’

don’t forget the ‘I’ bIM Is More than pretty pIctures

BIM IS MORE THAN PRETTY PICTURES

taKIng desIgn to the next level star desIgners use the tools

THE COLOUR OF BIM IS GREEN

the colour of bIM Is green bIM WIll use less, Waste less and pollute less

tru

BIM WILL USE LESS, WASTE LESS AND POLLUTE LESS

BRINGING IN A TROJAN HORSE

BIM WILL DESTABILISE THE CONSTRUCTION INDUSTRY

5 7 9

WAITING FOR THE TIPPING POINT

truth

GOVERNMENTS MUST ACTIVELY PARTICIPATE

WaItIng for the tIppIng poInt governMents Must actIvely partIcIpate

truth

NO MORE LONE RUNNERS COMPANIES MUST WORK AS ONE

truth

no More lone runners coMpanIes Must WorK as one

A TALE OF TWO HANDSHAKES

SOFTWARE AND PROFESSIONALS MUST WORK TOGETHER

8 truth

THE OWNERSHIP SPAGHETTI

a tale of tWo handshaKes softWare and professIonals Must WorK together

truth

4 6

truth

brIngIng In a trojan horse bIM WIll destabIlIse the constructIon Industry

WE WILL NEED NEW CONTRACTS

the oWnershIp spaghettI We WIll need neW contracts

THE DIGITAL LANDSCAPE TAKES SHAPE THE SOFTWARE PLATFORM IS AT A CROSSROADS

truth

the dIgItal landscape taKes shape the softWare platforM Is at a crossroads

THE DNA OF FUTURE CONSTRUCTION

BIM WILL BECOME THE PLATFORM FOR THE WHOLE INDUSTRY

the dna of future constructIon bIM WIll becoMe the platforM for the Whole Industry

http://www.wspgroup.com/en/wsp-group-bim/BIM-home-wsp/ For more information about how we can add value to your project, please contact: For more information about how we canBIM addLead) value to your project, please contact: Gerry McFadden (Middle East Gerrygerry.mcfadden@wspgroup.ae McFadden (Middle East BIM Lead) gerry.mcfadden@wspgroup.ae

OPINION

Dr Philip Oldfield

LEAFY LIVING

Middle East tower designers should look towards Singapore for inspiration The current global population stands at just over seven billion, a figure that the United Nations expects to rise to between 8.3 and 10.9 billion by 2050. The vast majority of this growth will take place in urban areas, with the United Nations again predicting an increase of almost 200,000 new city dwellers every day, with 95% of this growth occurring in developing countries.

These startling statistics leave us with the pertinent question of where will these people live, work and play? How can we cater for such massive urban growth in the built environment? High density living and the tall building can play a key role in accommodating these new city dwellers in compact sustainable cities, reducing suburban spread and the energy needed for personal transportation. However, it’s not as simple as this. In many places around the world, high-rise living is just plain unappealing, specifically for families with children who understandably yearn for the social spaces, places and streets associated with detached houses or villas, along with private gardens or courtyards. How then can we make living at height more appealing to this demographic and how can we accommodate their specific needs in tall buildings? For the answer to this we have to look to Singapore, the city-state with a population of five million, 85% of whom live in high-rise social housing. More than anywhere else in the world, Singapore is embracing the creation of social and communal spaces at height in the city – gardens, streets, and shared facilities in the sky. This is not coincidental, but is driven by progressive planning regulations which mean that any such spaces are tax exempt, and that developers who include them can build higher than planning laws would normally allow, providing a significant financial incentive for their creation. Everywhere you look, you see residential towers incorporating lush green skydecks and courtyards carved out of their mass, providing spaces and facilities suited to families and the wider range of occupants

living within. The Pinnacle@Duxton is a truly radical example consisting of seven 50-storey towers linked by bridges at the 26th and 50th floor, housing an 800 metre running track, children’s play areas, an outdoor gym for the elderly and much more. Post occupancy evaluation of these areas by the University of Nottingham has revealed the most successful are those with dedicated functions, and that meet the same urban design good practices typically found at ground level. So, can this approach work elsewhere, such as the Middle East? Granted, the lush green skygardens of Singapore are specifically designed for the tropical climate, but the philosophy behind social spaces at height can surely be adapted to the Middle Eastern context. The best precedent is an office tower in Jeddah, the National Commercial Bank, by SOM. This triangular tower has three skygardens carved out of its monolithic form, creating shaded external spaces for office workers to socialise at height. Unbuilt examples show these ideas have been considered, if not yet realised in the region. These include Perkins + Will’s Al-Birr Tower in Riyadh, with its staggered terraced gardens behind a rectangular grid of brise-soleil, and Grimshaw Architects’ proposed mixed-use Dubai Tower, focused around stacked community atria. Inspiration, though, is perhaps best drawn from the successful public and community spaces at ground – can the shaded courtyards, streets and meeting places, that work so well at grade, be reinterpreted and lifting into the vertical realm? For the cities of the Middle East to realise true vertical liveability they need to take a leaf out of Singapore’s book and create not only great spaces on the ground, but in the sky, too.

Dr Philip Oldfield is course director for Masters in Sustainable Tall Buildings at the University of Nottingham

That feeling of luxury & comfort has got a lot to do with us. Projects in the hospitality sector can have highly demanding requirements. At SEED, we go to great extents of precision to design engineering systems providing uninterrupted luxury & comfort for every guest visiting these hotels. After all, luxury and comfort is not just about the linen and the beds. It is also about how you feel. SEED Engineering has designed engineering solutions for some of the leading hospitality groups of the world. Talk to us to know more. contact@seedengineering.com www.seedengineering.com Dubai Bangalore Kochi

Some of our partners:

PROFILE

01-02 RMZ Galleria Clubhouse, Bangalore 03 Lodha Clubhouse, Pune 04-05 RMZ Latitude Clubhouse, Bangalore

FILLING THE GAP Through its newly opened Dubai office, HBA Studio is targeting three and four star hotel projects

HBA Studio, a division of USheadquartered HBA, has followed in the footsteps of Areen Hospitality and Wilson Associates in setting up a Dubai practice this year. The proliferation of hospitality designers clearly points to a booming sector, but is there really enough work to sustain all these new offices?

Exuding a Zen-like aura, Rahul Shankhwalker, HBA Studio principal and design director, is unconcerned about the number of hospitality designers in the region. “It encourages us,” he says, with a gentle delivery. “In the Middle East, there is work for everyone and there are different kinds of requirements in the market – each firm has its own strengths. I cannot say there is a place for everyone, but there is definitely a place for us.” Justin Wells, studio director in Dubai, adds: “We’ve done our due diligence to really understand this market and we know there is definitely a role for Studio here. We don’t enter into any region lightly – we do a fair bit of research.” Wells explains that Studio differs from its parent company – and many other hospitality designers – in that it targets three and four star projects, as opposed to top-end schemes. He continues: “Since the financial crisis, developers are being a little bit more cautious about the capital development. Bearing in mind that sentiment, Studio primarily looks at the mid-tier quality of hotel offerings – three and four star – but we don’t dilute any of the quality of the design. “There is also a huge incentive from the government to cater for the three and four star hotel market in the lead up to Expo 2020.

With the Qatar 2022 World Cup as well, there is going to be a global focus on the Middle East, effectively for the next decade. We are here to capitalise on those opportunities.” Established six years ago, HBA Studio now has seven global locations. Initially the Dubai office will have three designers, supported by a global network of experts, fully-owned by HBA. “We are about sustainable growth and don’t want to expand stratospherically. It’s important for us to maintain relationships with clients – they need access to the same person throughout a project,” says Wells. As hospitality design experts, Wells and Shankhwalker naturally have opinions on the region’s existing hotel stock. Wells elaborates: “For me, a common issue is a lack of a sense of arrival. We believe there should be a sense of theatre to the whole experience.” Shankhwalker states that lighting design is a critical and often overlooked aspect. “I like to take a more design experiential approach. Design is manifested through lighting – without proper lighting you just cannot bring out design. You can’t see it, or you oversee it, and it’s a kill in both cases. It makes or breaks us as designers and it’s one of the most important finishing touches to our design.” He adds that this expertise is so important that HBA Studio has its own in-house lighting team, Illuminate. “Previously, we used external consultants but now we have the talent inhouse and it gives us more control.” Wells also underlines the importance of attention to detail. “Rather than high quality design outcomes, there needs to be a greater understanding of more cost-effective materials. Also, we need to be critical about detailing and connections.”

He adds that inferior products often stem from the client’s choice of consultants. “If a client wants to cut costs, in terms of consultant input, there is a bigger loss to the developer in the final outcome. It’s hard to put a dollar value to the experience of the final outcome – but it’s a very expensive loss.” When it comes to future plans, both directors point out that HBA Studio is not just about hospitality. Wells continues: “Although hospitality is our core area of expertise, Studio caters for other sectors, as well. We’re also involved in retail, commercial, residential, and F&B projects.” He states that the latter category is particularly of interest. “It goes hand-in-hand with hospitality. Specialist F&B is certainly something we have a lot of experience in.” Wells states that diversification is within HBA Studio’s strategy, moving forward. “It’s part of sustainable growth. Even though we believe there is a lot of depth to hospitality for quite a few years, diversification de-risks a business model. “Diversification also brings together the skillsets of our designers. Probably the most gratifying part of starting in the Middle East is that the market is quite broad and diverse. It reinforces our interest in those other sectors, in addition to hospitality.”

HBA STUDIO – VITAL STATISTICS 7 global offices 6 years of operation 49 years since HBA established 500 designers within HBA

PROFILE

01 Teflon-coated wind tower, Masdar City 02 Siemens Headquarters, Masdar City 03 Personal Rapid Transit System, Masdar City

GET TO KNOW…

Chris Wan, design manager for Masdar City, on how it is possible to build green on a budget For the last six years, Chris Wan has been instrumental in bringing Masdar City to life, in his role as design manager for the zero carbon city in Abu Dhabi. Educated at the University of Bath, receiving a BArch, he is a member of both the Royal Institute of British Architects (RIBA) and the Hong Kong Institute of Architects (HKA). He was previously an architect for Richard Rogers, Rocco Design, as well as Walt Disney Imagineering in Hong Kong. Wan moved to the UAE to join Sorouh Real Estate in 2006 before taking up his role at Masdar City in May 2008.

How would you define sustainability? The question of defining sustainability is an interesting one. At Masdar City, we stick to the main core definition of it as revolving around the three pillars of economic, environmental and social sustenance, and we’re very clear when using that model for our projects and developments. If something isn’t economically sustainable, then by our definition, it isn’t sustainable at all. In that context, the question of what is the premium for sustainability is in some way a potential contradiction, because it seeks to treat cost as outside of the sphere. We instead view it as part and parcel of integrated sustainability. Do you think sustainability is sometimes seen as unaffordable? It’s understandable when industry players perceive green products and technologies as potential challenges to sustainability, due to their high costs. We at Masdar City are addressing the question directly, and the

through a series of studies, lessons learned and interaction with the industry, we’ve reached the conclusion that perhaps the premium isn’t the real concern after all. The question is regarding what approach is best suited for a given economic model – how can environmental sustainability be made commercially viable for a project operating within the given economical, budgetary or financial setups. When you ask the question that way, it ensures that, irrespective of the project result, it will work within the given economic setup. For instance, the recently launched Siemens building in Masdar City is commercially viable and generates profits for the shareholders, but it is also LEED Platinum and Estidama rated. We achieved all those aims without spending extra money over what we would in a business-as-usual office construction process.

“To address budgeting and allocation questions at a workshop level is far more sensible than throwing everything together and hoping the budget will work out.” CHRIS WAN

best way to do so is to give an example to amend this breakdown. The most common concern about sustainability remains the premium during implementation, but

What advice would you give to developers that want to build green? Three things are important before designing actually begins. Firstly, get your brief sorted out and bought off by all shareholders. Next, work out a business plan so you understand your budgets and parameters and can design accordingly. Finally, set targets and goals for environmental performance before you start designing. Once you have done this, ensure you stick to the design and do not make frequent amendments and changes – it is the worst thing you can do to a designer who is halfway through his building drawings. We operate in a real world with actual time deadlines and cost constraints to deal with, and even one change in the design can lead to fluctuations in the entire project’s delivery timeline. Implementation of discipline, from

PROFILE

start to finish, is critical to ensure the project does not stagnate or get delayed.

design, construction documentation, pretendering estimates and so on.

Which consultants should be involved in a sustainable project? Working with a cost consultant is ideal in such scenarios, especially since they can estimate how much a building will cost if constructed without any sustainability targets – use that budget, and circulate it around your design team as the real budget. With the Siemens project, we had a cost consultant as part of the decision-making team, who worked with the designers over details such as choice of glass, material, fixtures and so on, because it all matters when pricing is concerned. Eventually, the cost of the project was very closely monitored at all stages, such as concept creation, schematic design, detailed

How should costs be allocated for a green project? There is definitely a market here for a green supply chain to operate. It eventually boils down to appropriate cost allocation. For instance, we used a variable fan coil unit for the Siemens building, which massively contributes to reducing energy-consumption in comparison with a normal fan coil unit. If the question is ‘do they cost more?’, then the simple answer is yes. But we view cost as more than an individual component and as a holistic part of the total building – the technology itself is a key part of the jigsaw, in a way. It is up to the designers to work out with the stakeholders what the best cost

allocation within given budgets will be. Put simply, do we invest in an energy-recovery system, or do we spend on importing marble supplies which may be available in the local market with the same specifications? To address these budgeting and allocation questions at a workshop level is far more sensible than throwing everything together and hoping the budget will work out. Eventually, subsidised or not, the market value of such green products and services remains what it is. At Masdar City, we believe in optimising the real situation, where we find a solution to deal with the challenges it may throw up, as against looking for costcutting alternatives.

INTERVIEW

CHANGING LANDSCAPE

As one might expect, the CEO of a large multi-disciplinary consultancy, with nine global offices, is unlikely to be sitting in the same room, day in day out. “I’m based in an airplane,” jokes Donna Sultan, the longtime chief executive officer of KEO International Consultants. “We have so many offices in the Gulf that I’m constantly roaming around to all our operations. I’m always on the road, but technically I’m based in Kuwait.”

Born in France, Sultan was raised in Boston; yet – despite her North American twang – she primarily identifies herself with the Gulf region. “I find living here an adventure till this day, being out here for more than 37 years. It is a global experience with so many nationalities working in the region,” she says. Sultan’s first introduction to KEO was as a management consultant for an assignment in 1982. “I was very impressed, even then, with the sophisticated level of organisational thinking from their management. I can only describe it as visionary,” she continues. “I was then offered a position in their management team and over time I developed a total passion for everything KEO. I’ve been privileged to have been entrusted with the CEO position since 1991 and the opportunity to carry on the vision of KEO from its previous leadership. It’s been a lot of years of learning about the business and what makes a good consultant. I developed a passion and I found my place.” Sultan may be one of the few female CEOs in the regional construction industry, but points out that the situation is similar throughout the rest of the world. “If you look

at our construction industry, especially the architectural, engineering, consulting world, it’s really male-dominated – probably one of the last hold ups. “In the US, women make up less than 10% of those in the construction industry, so it’s not really surprising that regionally we would see a similar pattern, compounded by a lesser pool of qualified female professionals. Yet I’m pleased to say that women make up 16% of KEO population, and 25% of our executives.” She adds that the situation is changing across the region. “There are more women entering architecture and engineering. And I’ve personally seen, over the last few years, far more women in our profession, especially on the client side taking on major roles in project delivery. Some of them are very good at what they do.” The 2014 Social Progress Index, by Harvard Business School, ranked the UAE as number one globally for ‘women treated with respect’, with Kuwait fourth in the list. Sultan is not surprised by these findings. “I think there has been an explosive evolution in the last decade,

“I think there has been an explosive evolution in the last decade, with greater respect and opportunities being given to women in the work environment.”

with a greater respect and opportunities being given to women in the work environment. It’s now becoming quite the norm to see women in very powerful positions.” When asked about the most enjoyable aspects of her job, she replies: “That’s really easy to answer and I’ll tell you the three most enjoyable parts. The first is when I get to participate in an actual project and be part of a creative process with a team – it’s just such a high to be amongst these amazing design, engineering and management talents. “Another enjoyable part is mentoring the professional growth of individuals to fulfil their own potential. I feel that is now something I need to concentrate on, as the whole organisation benefits from being able to provide professional growth. Also, the sheer joy of winning new work after hard efforts against very tough competition.” KEO is now celebrating its 50th year and Sultan looks back at the highlights along the way. “There have been some pretty outstanding milestones – mostly when we concluded some world-class jobs such as the Emirates Palace and we can say ‘well done’. “A moment that stands out for me was, many years ago, when I first saw KEO being officially ranked among the top international firms in the world. For me that was a validation that there was absolutely no reason why a regionallyspawned consulting firm could not reach the ranks of the best of the best.” Sultan admits that there have been some trying times, particularly during 2007-2008. “The most challenging part of my job was making decisions to keep the firm financially viable, while not compromising the level of service we must provide. It’s been a very tough

COVER AND FEATURE PHOTOGRAPHY: LYDIA SHAW

Donna Sultan, KEO’s chief executive officer since 1991, discusses new horizons for her company and women in the construction industry

INTERVIEW

01 Cleveland Clinic, Abu Dhabi 02 Emirates Palace, Abu Dhabi

time, not just for KEO but for all consultants and all businesses to survive the downturn. While many will say there is an upswing, there remains very strong competition for work and the marketplace is extremely price driven, not always for the benefit of projects.” This upswing has helped to improve the situation in Dubai, with KEO’s operation going through a regrowth mode in the emirate in the last two years. “We went from a large to a small to a medium-sized office populated with architects and engineers. There’s been an increase in requests for proposals on a regular basis now and that’s great to see. Some of them are impressive and very large scale, so I’m bullish again about work there. It’s been a jolt in the arm to all of our folks because people enjoy doing projects in Dubai.” While the UAE and Qatar are high on KEO’s priority list, the firm retains its emotional and physical attachment to Kuwait, the country where it was founded and based. “Kuwait will always remain important to KEO – our roots are there,” says Sultan. “Recently we’ve been awarded some hospital work in Kuwait and we look forward to participating and playing a role in the delivery. The market has been quiet but there are definitely opportunities here in Kuwait in the short term.” While KEO offers many different disciplines – such as architecture and engineering – Sultan reveals that project management accounts for the majority of the revenue, with 60% of the staff devoted to it. “Project management has grown steadily, certainly in the last eight years. A lot of our architects have moved into this field,” Sultan remarks. Currently a key sector for the company, like many other regional consultancies, is rail. “We’ve had some worthy success in the delivery of rail projects in the region in the past five years and we’ve established important strategic relationships with global experts,” continues Sultan. “We see this as a new frontier for expanding our services. Those programmes are clearly priorities in most

“One of the most enjoyable parts of my job is participating in an actual project and being part of a creative process with a team – it’s just such a high to be amongst these amazing talents.”

GCC countries today. They are unfolding right now.” Sultan reveals that KEO is on the cusp of launching an independent design boutique for planning and landscaping architecture. “We’re excited about this. We took our time over the last five years to recruit some of the brightest and most exciting professionals in planning and landscape architecture and we think we have now built a very exciting team. “Our market research indicated there was a great demand for regionally-based, high-end planning and landscape architects that have the right knowledge of designing

INTERVIEW

03 Hamad International Airport, Doha 04 QP District, Doha 05 Nation Towers, Abu Dhabi

“Project management has grown steadily, certainly in the last eight years. A lot of our architects have moved into this field.” an exciting and sustainable experience. It involves understanding and applying best water management practices without risking creativity. We thought there was an untapped opportunity.” She says that the new division is due to be launched by the end of June, with its headquarters in the UAE and a brand name that does not involve a KEO tag. When it comes to new project launches, the firm celebrated last month’s opening of Hamad International Airport in Doha, for which it provided architecture, engineering and supervision services. It also completed the handover for Abu Dhabi's Cleveland Clinic, while design work on Doha Zoo has been finished. Ongoing projects include the QP District in Doha and Damac Paramount Towers in Dubai. Maintaining a high-powered job, with its remit of decision making, presiding over new ventures and constant international travel is undoubtedly demanding. According to Sultan, a strict daily routine – involving an hour of exercise starting at 4.30am – helps to maintain her energy. “I try to keep to a somewhat consistent routine in my life. I particularly like going outside in the morning, in my hotel, or on our farm at weekends,” she says. “Keeping your mind and body healthy is paramount. My daily exercise routine – of walking, biking, or swimming – is absolutely key. Of course, you also need a solid sleep to maintain a high octane life.”

Once we understand and are aware of the intricate details of how these two ecosystems can complement each other, our cities – being the largest manmade creations – will heal from the alarming ecological footprint they are producing. Cities in the Gulf are part of a larger ecosystem – a coastal desert. These days, our technologies are focused in either inventing materials that do not get affected by sun rays, or cooling technologies to save on energy. What if we work with the wind? Understanding the relationship between the sun, wind and the orientation of our city fabric, streets and public space is important to manage the city as an ecosystem leading to efficiencies in energy consumption, especially if it is applied on a district and city level. The concept of greening the city is gaining momentum as a substantial resource efficiency initiative. It is always a pitfall in our cities to consider greening the city as just dedicating a big plot of land for a park. Actually, this greening process is expanding into urban ecosystem management through urban agriculture and biodiversity protection activities. We share with these city elements the

SOURCE: CTBUH

“An influx of tourists in Dubai will require that hospitality moves from the current 85,000 hotel units to 145,000 in 2020. This can be easily accommodated two to three years after the expo finishes, because tourism will continue to boom.” ZIAD EL CHAAR,

Nadine Bitar is founder of Placemaking

05. MENARA WARISAN MERDEKA, KUALA LUMPUR

04. LANCO HILLS SIGNATURE TOWER, HYDERABAD

oxygen and carbon – carbon being the number one enemy across the world when it comes to national sustainability campaigns. We look for ways to buy, share, transfer, calculate and resolve carbon footprint issues. What about plants? Cities are looking for various ways now to incorporate urban agriculture projects. In Dubai, Zaabeel Park acts as an urban haven reducing heat and the impact of Sheikh Zayed Road traffic activities carbon emissions. Zaabeel Park also hosts numerous local adapted flora species that with time might become a haven for local birds, insects and other fauna. Urban ecosystems are not mere assemblages of their parts, but are continually growing and changing along with their elements. They are about the connected fabric of constantly evolving relationships between all living things. Ecological urban design, in the face of the current pressures, adopts a holistic design approach that combines accessibility, walkability, local climate constraints and greening cities in order to produce places that are meaningful. Our spaces can turn into places that breathe, inspire, uplift and even heal.

03. SIGNATURE TOWER, JAKARTA

Ecological urban design is becoming a reality; a reality endorsed by one truth – our cities are an ecosystem operating within an even larger ecosystem.

02. BURJ 2020, DUBAI

GREEN DREAMS

TALLEST PROPOSED TOWERS

838m 660m 638m 604m 600m

THE BIG OPINION

01. SKY CITY, CHANGSHA

IN THEORY

FOOD FOR THOUGHT

MANAGING DIRECTOR, DAMAC PROPERTIES

FOOD FOR THOUGHT

THE BIG IDEA Dutch architects are renowned for

programme, and approximately

their innovative and sometimes

9,300m2 of retail space.

outlandish thinking, and this design

Its zigzag shape helps maximise

– courtesy of NL Architects – is no

the surface area for retail and

different.

gives the centre an organic and

In response to the desire for

dynamic appearance.

green space in urban areas, the

The undulating manmade hill is

designers have responded with

broken up by six open-air shopping

plans for a mixed-use complex

plazas, which are separated by five

topped with a rolling green

landscaped bridges.

landscape in Xiamen, China. Vankely is a lush public street

Undulations are accentuated by an increase in the number of levels

built within the Xiamen North

within each land bridge towards

Railway Station Complex that

the middle of the site.

provides a transitional hill-like zone

Park space is provided on the

between the surrounding high rises

rolling green roof wedged between

and the pedestrian level.

the tall residential towers.

The mixed-used shopping

Winding pathways lead

centre comprises three major

pedestrians to the highest points

layers. These include a network of

of each hill, which are illuminated

small office spaces, a residential

at night.

“If I want to produce a cheaper building, one way of doing that is to spend more money on a more expensive consultant. Because that consultant, from the way he designs that building, will save you an enormous amount in terms of material costs and he’s more likely to give you something that looks good and is cost effective.” SIR JOHN ARMITT, CHAIRMAN OF LONDON’S OLYMPIC DELIVERY AUTHORITY

“By 2020, we expect BIM will be ubiquitous and a standard part of the way all design and construction tasks are carried out in a coordinated way within a single model. We believe that by 2020, rapid advancement in file-to-fabrication may result in the ability to produce building components off-site. Also, on-site digital fabrication will become the norm for the industry.” HASSAN MALKI, MAJOR ACCOUNTS SALES, AEC AT AUTODESK

FEATURE

HOW TO BUILD AN OFFICE BLOCK The Middle East Council for Offices has revealed the first best practice guide for commercial buildings in the region

In a cross-industry collaboration, a group of architects, engineers, developers, consultants and property experts have pooled their knowledge to create a best practice guide for regional commercial buildings. Under the banner of the Middle East Council for Offices (MECO), the guide was unveiled on 16 April in Microsoft’s Dubai auditorium, in front of a packed crowd of invited industry guests.

Chaired by Chris Seymour, head of property and social infrastructure at EC Harris, MECO’s committee also includes representatives from Woods Bagot, CBRE, SinoGulf Real Estate Investments, Servcorp, Al Tayer Stocks, Hoare Lea and Black and White Engineering. Introducing the committee, Seymour commented: “MECO prides itself on being cross discipline, covering the entire consultancy field and also the supply chain. That gives us an unbiased view and expertise.”

FEATURE

What were the reasons for creating the best practice guide? Co-chair Lachlan Buchanan, international property project manager at Servcorp, explained: “The Middle East is vastly different from other markets around the world – both climatically and culturally – and we thought that this region warranted a special guide that addresses best practice in the office sector. “The guide is for everyone that has input into the lifecycle of an office building. It is geared towards new buildings. But even if you use all of the metrics in this guide, you are still not guaranteed to create a successful office building or development.” So what is contained in this guide? According to Woods Bagot’s projects director, Richard

Fenne, it is not an encyclopedia. He continued: “It’s about 15 pages long – easy to download and carry around with you. It’s a broad summary of what we feel are the key metrics within the parameters of office development.” In the guide, a central core and a 9m planning grid are cited as a best practice. Fenne explained: “Central cores are easy to build, efficient, and all of the mechanical services are in the centre of the building. From a construction point, a 9m grid is great because you can pretty much get a flat slab when you are coordinating services.” The guide specifies an 80% efficiency target (net to gross) for medium rise buildings. “We don’t think that’s a hard target,” added Fenne. “It gets harder the higher you get up. Over 40

storeys you are going to see the lower end of the metric – 60-75% efficiency.” A floor plate depth of 6m to 12m from the windows to a core is recommended. “Anything over 12m and you start to get diminishing daylight. Anything less than 6m and it becomes challenging to give flexibility,” Fenne continued. He added that flexibility is a word that often springs up. “Developers don’t know where they are going to be in six months' time, let alone five years. It’s about making sure that there’s future planning for subdivisions, or to provide additional risers.” Representing the voice of developers, David Cockerton, fund manager at SinoGulf, reiterated that flexibility is “the name of the game”.

“Will we get a total buy-in [from the government]? I doubt it. The Middle East is a varied place, but what we are looking for is recognition.” CHRIS SEYMOUR, EC HARRIS

FEATURE

01 Internal conditions are outlined 02 Building envelope recommendations

KEY RECOMMENDATIONS

80% 8-12m2

efficiency for medium rise buildings

occupational density (NIA per person)

4m 6-12m

slab-to-slab height

floor plate depth from core to windows

30 seconds maximum lift waiting time

Yet how much flexibility should there be in an office design? Rupert Bowen Jones, agency and development for CBRE, said: “We would like to have buildings that are flexible enough to be able to move the walls around, but in a regulatory framework that may cause a lot of problems in reality. There’s that disconnect from the guide being best practice and the regulatory realities. But that said, when developing a building, you should be making it as flexible as possible, which will help you attract more tenants. And regulation can change.” When it comes to occupational density, the current industry standard is 10-14m2 net interior area (NIA), per person. “We think it should be more aggressive, like 8-12m2,” said Fenne. “Local organisations are still very reliant on cellular space – large offices, huge meeting spaces. But we’re seeing things shift to what we call an international standard, and a migration from cellular to open plan.” Cockerton added: “In our experience, occupational density has probably been the most important aspect. I don’t think there are many occupiers out here that have been achieving 8 or 9 [m2 NIA per person]. It’s on the checklist but when they come to do the designs – the fit-out guys start to build the meeting rooms and the breakout spaces – it’s amazing how that occupational density goes up.” Due to the capital costs of structure, façade and fenestration, the guide recommends keeping the slab-to-slab height as low as possible, without compromising the quality of the internal space. Fenne remarked: “We’re saying slab-to-slab of about 4m. That will allow you a service zone of about 750mm in the ceiling void for mechanical services and lighting. We think all offices should have raised floors, for flexibility, of 150mm.” This results in an internal clear height of about 2.73m, which Fenne described as “sensible” to allow a good quality of internal environment. Of course, a big challenge in the Middle East is dealing with the climate, so the performance of the external envelope is critical. Fenne questioned the need for fully glazed buildings. “There’s more than enough daylight getting in

“Without setting lofty standards we’re not going to have an evolvement of the office market. It can only be positive to set a high bar and try and maintain that.” LACHLAN BUCHANAN, SERVCORP central strip windows that will allow quality of daylight in a space. What do most developments do? The put blinds up to manage glare and keep sunlight out of the space. You’re still getting about 70% of the energy coming into the space. “The envelope becomes critical. U-Values are important – the lower the value, the better the building is insulated. Light transmittance is important – that’s the ability to allow light to pass through the glazing. Finally, there’s solar heat gain coefficient – also known as G-value. I think this gets overlooked – it’s the ability of solar energy to pass through material. He continued: “You can’t look at these independently – they have to be looked at as a collective. We encourage the use of energy modelling to help understand some of these parameters around façade performance and quality of daylighting.” Fenne also pointed out that poor detailing will allow energy to pass into the building and increase cooling loads. “As an architect I put my hand up to say that we’re often culprits of this,” he said. There are a number of passive methods which can help, according to Fenne. He added: “In the case of south-facing façades, overhangs can be combined with internal blinds to reduce energy intake by up to 75%. Just by using horizontal louvres outside, you are keeping the sun off a

FEATURE

OVERHANG & INTERNAL BLINDS

LOUVRES

Maintain penetration of diffuse light

Internal space

25%

Energy intake

Horizontal overhang reduces direct solar gains 02

Internal blinds provides glare control

building. It is the same principal for the east and west-facing façades, but you should use vertical fins instead of horizontal.” He added that there is a prevalence of sophisticated systems using mechanical louvres which are able to move and respond to the path of the sun. “In this part of the world, anything external that’s mechanical is a challenge due to dust and sand.” Other recommendations include one car parking space per 50m2 of NIA, a maximum lift waiting time of 30-seconds and accessible stairs. “It’s amazing how many people will use a nice spiral staircase,” added Fenne. Moving forwards, the committee was quick to point out that the guide is an “evolving” document and that industry feedback will help fill in any gaps. Fenne admitted there is nothing specifically on fire and life safety, which may be considered in future issues. Buchanan also added that there is no detailed commentary on facilities management. Buchanan is wary that many of the targets could be deemed as ‘aspirational’, yet he believes that a high bar is necessary. “Without setting lofty standards we’re not going to have an evolvement of the office market. It can only be positive to set a high bar and try and maintain that. Ultimately people function more productively in a better office environment.”

Horizontal louvres reduce direct solar gains manual/motorised to increase effectiveness

"When you consider the growth of the market and the aspiration and sophistication that is coming in, this should be reflected in the quality of office space." LACHLAN BUCHANAN, SERVCORP While the creation of a best practice guide is commendable, its effectiveness will be limited by the current lack of governmental engagement. However, EC Harris’ Seymour said that government recognition is on the agenda. “What we want to do is put it out for market soundings – an informal consultation phase – before we go to the government and say ‘this is what the industry thinks’. Will we get a total buy in? I doubt it. The Middle East is a varied place, but what we are looking for is recognition.” Buchanan also stated that regulation and best practice don’t necessarily go hand in hand. “One of the difficulties that we faced is that the GCC have varying building regulations, such as

Estidama and the Dubai Green Building Codes. As a best practice guide it was not intended to accommodate all the various regulations. “We haven’t ignored those building regulations, but just because something is a mandatory requirement it shouldn’t necessarily represent a best practice approach. For example, in Abu Dhabi, the maximum density that the fire regulations will allow is 9.3m2 per person. We consider best practice is anywhere between 8 and 12m2 per person.” Yet despite the lack of government buy-in, the committee believes that the guide can have an impact. Buchanan continued: “We feel that the market is ready for a best practice guide. When you consider the growth of the market and the aspiration and sophistication that is coming in, this should be reflected in the quality of office space. That’s why we feel this guide is important. We are very proud of it and it’s been a few years in the making.” Cockerton concluded: “It is aspirational but achievable. There are buildings here – not many – that meet various criteria in the guide. As the market develops, buildings will tick more boxes. The importance of the guide is that it is relevant to the market, aspirational and user-friendly.”

INSIGHT

WAITING FOR THE WHISTLE

Neha Bhatia discovers whether Qatar is on course to deliver its World Cup infrastructure

INSIGHT

01 Work is underway on the stadiums 02 Eight venues will host the event in 2022

Last month, Qatari officials announced they have cut down the number of stadiums for the FIFA World Cup 2022 by a third. Now, eight stadiums will now be constructed – instead of the originally-planned 12 – to host the world’s most-watched football event.

While this decision has fuelled global critics who question Qatar’s capability to deliver its promises, Ruari Maybank, director at Atkins Qatar, is highly optimistic about the country hosting a world-class event in 2022. “There are parallels that can be drawn from the challenges faced by London in the run-up to 2012, and how those can be used to target specific challenges in Qatar’s preparation for 2022,” says Maybank, who has previously worked with the government of UK on preparation and procurement processes for the London Olympic Games 2012. “London 2012 was delivered, from bid to staging, in roughly seven years, and this timeframe is similar to what Qatar has in the run up to the event,” says Maybank. “The model for hosting the World Cup in Qatar is, in many ways, similar to the organisation of the Olympics. “All stadiums and facilities related to Qatar 2022 are centered on a city rather than being spread around a large country, which is the model traditionally followed for World Cups. It wouldn’t be wrong, therefore, to expect the same logistical challenges from this event as

“There is huge potential for growth in Qatar, and it is an exciting time for new or foreign companies wishing to enter. I see scope for PPPs to be formed in the country.” RAJ ACHAN, HILSON MORAN

we might have faced in preparation for London 2012.” The ‘logistical challenges’ Maybank speaks of are many – for one, the Qatari market has to contend with economic factors, such as rapid population growth, reported material shortages and the threat of consequent price rises. “The projects in the current market scenario are definitely driven by the government sector, but this could change in the years to come,” says Raj Achan, business development manager for Hilson Moran UAE. “There is huge potential for growth in Qatar, and it is an exciting time for new or foreign companies wishing to enter and compete in its construction market. I see scope for PPPs to be formed in the country.” Irrespective of how it is driven, the scale of the delivery remains a challenge for the smallest country – in both, size and population – to have ever hosted a FIFA World Cup tournament. Maybank draws from his experience with London 2012 to illustrate the enormity of the task Qatar has undertaken. “A challenge for Qatar will be to create, establish and maintain an infrastructural network that has the capacity to facilitate the event smoothly. London, on the other hand, already had established systems for transport, buildings, communication integration and so on, some of which even dated back to before the Victorian era. “Qatar has to build its infrastructure, between roads, stadiums, airports and city centres for the first time; London only had to update its networks and ensure they functioned as per the requirement. Building this infrastructure in the run up to the World Cup 2022 presents an opportunity to get the infrastructure and operational systems right first time.” Brazil’s preparations for the FIFA World Cup 2014 serve as a harsh reminder of the stringent discipline Qatar will have to employ while constructing for the World Cup 2022. In November 2013, a collapsed crane claimed the lives of two workers on the construction site of the Itaquerão Stadium, which is due to host the opening ceremony in Sao Paulo this July. Unfortunately, this was only one of many

setbacks faced by constructors of the stadium, who had by then, already dealt with time delays and increased costs since they began operations on-site in 2011. While funding may not be such as issue for Qatar, time certainly is – the testing of stadiums, roads, rail networks and all other major infrastructural developments can commence only after construction has been completed. Maybank advocates the need for Qatar to set aside an ample duration to be able to review and, if needed, repair its ongoing and future infrastructure projects on completion. “A tenet for us while preparing for London 2012 was to complete all work a year in advance to have sufficient testing time for the facilities. “The same is found to be the case in Qatar. To establish its infrastructure for the first time will be a challenge for the country’s authorities, but it is pleasing to see the effort taken by organisations such as Qatar Rail which is working to ensure it can test its services well before the event commences.” Achan says the key for consultants is to have an understanding of the Qatari culture and

INSIGHT

“There are parallels that can be drawn from the challenges faced by London in the run-up to 2012, and how those can be used to target challenges in Qatar’s preparation for 2022.” RUARI MAYBANK, ATKINS QATAR

STADIUM PROGRESS Qatar is expected to invite tenders for almost 10 projects this year connected to the World Cup, with the new deals expected to be worth up to $150 billion. “We are in the advanced stages of design work for six stadiums and in 2014, we will see five stadiums begin the early works on foundations and construction,” said Yasser al-Mulla, project manager at Al-Rayyan Precinct for Supreme Committee for Delivery and Legacy in March 2014.

the way of operation. He continues: “Smooth operations require that the client has excellent relations in the contractors and consultants it works with. “Construction processes in Qatar may sometimes take longer when compared with, say, the UAE, but that is largely due to the fact

that the Emirati market is more evolved than most its GCC counterparts are. In terms of legislation, the UAE market is probably 10 years ahead. Having said that, Qatar is definitely making the required amendments to ensure its Vision 2030 is optimally achieved, and the country is keen on keeping pace with the developments taking place in the rest of the Middle East region.” While the oil- and gas-rich Qatar is capable of delivering the requirements internally, the country will also be relying on developments in neighbouring states to allow for the smooth inflows of labour, material and other resources. In the lead up to 2022, Dubai will have hosted the World Expo in 2020, and Etihad Rail – a network unifying all six GCC nations – is due to be operational in 2018. “It is a remarkable facet of the GCC that events here build upon both the local culture of their hosts and incorporate the strengths of the region,” says Maybank. “This is a good sign for the World Cup 2022, as it ensures services such as transport, infrastructure and material handling are collaborated for better results.”

The question of pan-GCC cooperation assumes more importance given Qatar’s need to fix the shortages that currently puncture its supply market. Qatar’s cement industry, for instance, will have to ramp up its capacities to meet the future estimated demand in the country. A report titled ‘GCC Cement Sector Quarterly – 3Q2013’ by Global Investment House, says estimates of cement demand for 2013 provided by government authorities (3.5 – 4.0 million tonnes per annum) are considerably lower than the market-estimated demand of 5.5 million tonnes per annum during 2013 – 2015. Understandably, this figure is expected to further increase as large-scale projects in preparation for the World Cup 2022 move along, highlighting the need for appropriate procurement channels to facilitate the inflow and movement of construction materials across the country, presently served predominantly by its road network. “The Qatari authorities will have to contend with issues such as how to move around material like cement and aggregates across the country through its road network, and to ensure a skilled workforce is created in the right numbers,” says Maybank. He continues: “It needs an appropriate prioritisation of works to meet the needs of the event and the economy. This requires the establishment of a solid management system which allows authorities to collaborate and optimise their decision-making powers at the right level and time in a way that does not hinder event preparation.” Despite the many challenges, Maybank remains positive that Qatar is more than up to the task of delivering what is needed. “To host the World Cup here will be an achievement to be proud of for Qatar. As an innovative country that has the intelligent manpower required to supplement such an event, I am confident Qatar will be a great host.”

ON SITE

BUILDING REVIEW

FIT FOR PURPOSE

The efficiently executed Capital House in Abu Dhabi is a rational response to the Abu Dhabi residential market In a quiet corner of Capital Centre – a mixed-use micro city by ADNEC – a pair of sober towers stand as a counterpoint Capital Gate, the development’s flashy icon. The duo comprises International Tower, a slick commercial scheme completed in 2013, and the newly finished residential project, Capital House. Despite the contrast in functions, both towers were undertaken by the same developer, SinoGulf.

David Cockerton, fund manager for SinoGulf, explains the rationale behind the developments. “It stems from the masterplan of Capital Centre, which was always planned to be a mixed-use. The theory is that you can live, work, and play here. “For us, the package was to look at a mixed use development and two complementary buildings that support each other. It’s about getting the right sequence and to put the demand driver in place first. We’re expecting a lot of tenants in International Tower to say, ‘great, I can now live on the doorstep of where I work’.” Comparing the two projects, Cockerton says the elevations are complementary rather than similar. “Obviously both buildings sit within the same portfolio. They are not designed to look like each other – they shouldn’t. But part of the design brief for Capital House was to come up with an external design which complemented International Tower. Capital House has a pretty simple, straightforward design, with a few interesting elements on the external façade.” While Woods Bagot was behind International Tower, Capital House involved 01

a different construction team, with Jordanheadquartered firm Maisam providing architecture, structures and interior design, and compatriot Universal Consultancy Services (UCS) acting as MEP sub-consultant. Emad Muqattash, Abu Dhabi area manager for Maisam, elaborates on the design. “There are very strict guidelines from ADNEC and there isn’t much room to manoeuvre in terms of height and setbacks. We tried to match the colour with International Tower, but the two projects definitely shouldn’t look alike. “The elevation contains lots of balconies, which you don’t really see much in Abu Dhabi, but this is important for the language of residential. We tried to not make the elevation just one block, by introducing frames. We think we came up with an elegant, simple,

“Compared to other products on the market I think this is a very generous space. There are straight lines with no weird angles. The apartments have very neutral colours – white and dark brown – and are inoffensive.” EMAD MUQATTASH, MAISAM

straightforward building that looks very much residential and is very efficient.” While the visual language of the exterior is clearly residential, the building’s lobby – with its high ceiling, water features, smooth marble flooring and large reception desk – is steeped in hospitality design. After hearing this observation, Cockerton breathes a sigh of relief. “This was exactly the intention,” he says. “The hotel-like design will be reinforced by how the building is managed. There will be a softer approach, so you feel like you’re being looked after, like in a hotel.” Muqattash adds: “We wanted it to be a very welcoming lobby – it’s very open and high quality. We made it a high ceiling to induce a sense of grandeur. You are not just going into another residential lobby, you are going to Capital House. This was very important to us.” The far wall contains a number of unusually shaped openings, which, according to Muqattash, throw light into back of house areas. While the loftiness of the lobby hints at a plethora of space, Muqattash explains that the planning was very tight, with efficiency being a key driver. “We had many back and forth sessions during schematic design to fit in the maximum number of apartments.” He continues: “We had almost-daily meetings with the client and had to come up with quick and efficient solutions in little time. We came up with maybe 10 different options, testing the most efficient layout against the grid. The old design contained 250 apartments but we managed to bring it up to 332. That was quite challenging.” Cockerton adds that these 332 units are made up solely of one- and two-bedroom apartments. He says: “Traditional residential

BUILDING REVIEW

01 02 03 04 05 06 07 08 09

Main elevation Location in ADNEC Podium level with pool Hotel-like lobby Open plan kitchen Custom signage in corridor Ceramic wall feature View from International Tower Inside the units

“You are not just going into another residential lobby, you are going to Capital House. This was very important to us.” EMAD MUQATTASH, MAISAM

developments might contain one-, two-, threeand four-bedroom apartments, a penthouse at the top and some studios tucked away in the corner – a little bit of everything. We really thought about the occupiers, and we expect the demand to be for one- and two-bedrooms. We agonised a bit but ended up with 98 onebeds and 234 two-bedders.” While not über luxurious, the apartments are free from dead space and do not feel cramped. “The apartments are not small, and not large – they are the right size. They recognise a way of living and respond to it,” says Cockerton. Special attention was given to the sense of arrival for each unit. Cockerton adds: “The theory is you come through the door and you always have a view, rather than facing a wall. It’s important to have that feeling of spaciousness. There are more than enough bathrooms.” With its use of open-plan kitchens, Capital House is firmly aimed at expats. “One of the things that drives you to a certain market is whether you have closed or open kitchens. We have open-plan kitchens, so the focus is the expat market. I imagine we will have a long list of nationalities,” says Cockerton. Muqattash continues: “Compared to other products on the market I think this is a very generous space. There are straight lines with

BUILDING REVIEW

“The apartments are not small and not large – they are the right size. They recognise a way of living and respond to it.” DAVID COCKERTON, SINOGULF no weird angles. The apartments have very neutral colours – white and dark brown – and are inoffensive.” Cockerton adds: “We’ve created canvas for an occupier to do whatever they want. You shouldn't build something that is really nice to some people but horrible to others.” All apartments share access to communal facilities on a podium – including a 25m-long pool and a well-stocked gym. Cockerton says the intention was always to have the facilities on the podium, rather on the roof, which is used for MEP. “We like to think how the facilities will be used. It’s a serious gym and a serious swimming pool.” A brick wall, which connects to the building, emerges halfway along the pool. Rendered in attractive yellow brick, with an arched opening, it almost seems like a design feature. However, Muqattash reveals that it is in fact a sheer wall which is used to evenly distribute the load from the structure. He explains that the designers had to work with an existing piling system, without adding new structural parameters, and a protruding sheer wall was deemed the most efficient solution.

Cockerton reveals that “changes in the marketplace” led SinoGulf to rework an earlier design, bringing Maisam on board as architect from schematic till construction. The timeline of 24 months also meant that the developer opted for a design and build contract, with Ali & Sons selected. He continues: “It was an interesting exercise in design and build, but it has worked. A lot of soul searching went into it, and we’re proud to have brought something that is pretty commonplace elsewhere into this location. “With design and build it is always going to be the case of choosing the right contractor. I think it’s fair to say that Ali & Sons have performed well. It’s the first time they had been approached for a design and build contract, so they would have learned a lot from the process.” The programme meant that Maisam also had to change its modus operandi. Muqattash adds: “It was a two-stage assignment – schematic design and then design consulting along with the contractor. We became part of the contractor’s team, providing in-house design, construction monitoring and quality

control, which really was a unique experience. It has its own difficulties, but in terms of fast delivery it was a success overall.” Cockerton stresses that the project required close communication between all parties, including the developer. “SinoGulf didn’t just leave the team to it for two years. We’ve ridden the contractor and the consultant through the process, taking a very close interest in the employers’ requirements with a very, very detailed document – you need that with design and build. "We tried not to change things because that’s where it starts to fall apart. As an overall team we’ve all pulled together to make this project happen.”

THE TEAM Client: SinoGulf Architecture, structures, interiors: Maisam MEP: Universal Consultancy Services Design and build: Ali & Sons

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PROJECT SNAPSHOT

THE SHARD

With this month’s opening of the Shangri-La The Shard, Middle East Consultant looks at the main players that helped make London’s tallest building a reality

PROJECT SNAPSHOT

BUILDING DETAILS Location: Southwark, London Height: 310m Gross internal area: 127,000m2 Area of façade: 56,000m2 Weight of steel: 11,000 tonnes Volume of concrete: 54,000m3 Elevators: 44

OVERVIEW May 6 2014 marked the opening of the Shangri-La The Shard, almost two years after the inauguration of London’s 310m showstopper. Developed by Sellar Property and constructed by Mace, The Shard is a 127,000m2 mixed-use ‘vertical town’, with ground floor retail, more than 55,700m2 of office space on 25 floors, three floors of restaurants and bars, a 17-storey hotel, 13 floors of apartments, and an open-air viewing platform on level 72. It is crowned with a steel-framed pinnacle clad with shards of glass designed to blend into the sky. The tower is the linchpin of London Bridge Quarter, a 185,800m2 gross mixeduse mega-project which, once complete, will create more than 12,000 jobs. The development is central to the urban regeneration of Southwark, and capitalises on its location above one of the city’s key transport hubs, London Bridge Station. Completed in 44 months, The Shard has strong links to the Middle East, with a consortium of Qatari investors securing an 80% stake in the project.

PROJECT SNAPSHOT

01 02 03 04 05 06

Sunset view from the Thames Early design sketch Building section Shimmering façade Observation deck Rendering of the Shangri-La

ARCHITECTURE RENZO PIANO WORKSHOP The distinctive tapering shape of The Shard is alleged to have stemmed from a Renzo Piano sketch on a napkin during dinner with Irvine Sellar in 2000. Eight sloping glass façades, the ‘shards’, define the shape and visual quality of the tower, fragmenting the scale of the building and reflecting the light in unpredictable ways. Opening vents in the gaps or ‘fractures’ between the shards provide natural ventilation to winter gardens. Extrawhite glass gives the tower a lightness and a sensitivity to the sky, resulting in the Shard’s colour and mood constantly changing. Light and heat is controlled by the use of a doubleskin, naturally ventilated façade and internal blinds that respond automatically to changes in light levels. STRUCTURAL ENGINEERING WSP As well as structural and civil engineering, WSP provided passive fire engineering, transport planning and infrastructure design. Three separate structures make up the tapered form, in addition to the 72-storey concrete core. These include a steel-frame structure for the first 40 floors, a post-tension concrete frame up to level 72, and a steel spire at the top. The steel frame is made of 15,000 pieces and weighs 12,000 tonnes while the 56,000m2 glass curtain walling comprises 10,500 units. The use of concrete rather than steel from level 41 to level 69 provided greater damping at these levels, absorbing the energy of the wind. It also meant that a tuned mass damper from a previous version of the design – which occupied an entire residential floor – could be eliminated. The 500-tonne, 66m steel spire was prefabricated and pre-assembled at ground level to ensure no risk was taken from assembly at such an unprecedented height.

PROJECT SNAPSHOT

SERVICES ENGINEERING ARUP Responsibility for the building services fell to Arup, which included mechanical, electrical, public health (including specialist lighting and IT systems) and fire engineering services. David Healy, associate director and Arup’s team leader, commented: “When people look up at the Shard, they see a clear, light, fullyglazed building that tapers elegantly to the top. This creates huge engineering challenges from an environmental perspective. Combined with the state-of-the-art fire engineering concepts, we’ve had to design a number of pioneering technical solutions to realise this stunning new addition to the skyline.”

COST CONSULTING DAVIS LANGDON Steve Watts, global head of tall buildings for Davis Langdon, explained that efficient solutions allowed investment in the detailing of the external walls. He said: “Investment was made in castellated mullions to produce a crisp section that increases light transmission. Early testing with the façade industry, and collaboration with the ultimate contractor, meant that the team could obtain a high quality and buildable solution within budget. The team understood the financial drivers at the outset, so arrived at the right form, and continued to focus on the detail.” HOTEL INTERIORS STEVEN LEUNG AND ANDRE FU Occupying 17 of the tower’s middle floors, the interiors of the Shangri-La were provided by two Hong Kong designers – Steven Leung for levels 34-50 and Andre Fu for level 52. The hotel features three food and beverage destinations: cocktail bar Gŏng on level 52, Asian-inspired restaurant Tīng, and Láng patisserie on the ground floor. Set to open in July, Level 52 will also contain a gym and infinity pool. Fu described the décor of Gŏng as a combination of cinnabar red lacquer panels, a wall of Chinese cabinets made of galvanised steel and a plethora of purple.

ON THE RADAR

01 LIBRARY OF BIRMINGHAM SCOOPS TRIO OF RIBA AWARDS The Library of Birmingham, which opened in September 2013, picked up three regional awards from the Royal Institute of British Architects (RIBA). The scheme won West Midlands Building of the Year, Emerging Architect of the Year for Mecanoo and Client of the Year for Birmingham City Council. Along with architect Mecanoo, Buro Happold designed and delivered several aspects of the building, including structural

engineering, façade solutions, acoustics, lighting systems and environmental engineering. As well as being a triple winner, the library played host to the regional awards ceremony, which took place on 12 April. The development, which is the largest library in the UK, is now in the running for a national RIBA award. It was described by Mecanoo architect Francine Houben as a ‘people’s palace’.

02 LAS VEGAS COMPLETES WORLD’S LARGEST FERRIS WHEEL The world’s tallest observation wheel, the High Roller, was unveiled as the centerpiece of a new city district The LINQ on Las Vegas Strip. At 168m, the structure is 100ft taller than the London Eye and features 28 spherical glass

enclosed cabins which can each hold 40 passengers. Designed by Hettema Group, with engineering services from Arup, the wheel’s experience also includes a dynamic video and music show, and 2,000 programmable lights.

The LINQ is a new urban entertainment district developed by Caesars Entertainment, close to Caesars Palace. Dubai will usurp the title of world’s largest ferris wheel upon completion of Meraas’ 210m-high Dubai Eye on Bluewaters Island.

ON THE RADAR

01 03 03 HADID’S BAKU CENTRE UP FOR DESIGN OF THE YEAR

Zaha Hadid’s Heydar Aliyev Centre in Baku is among seven shortlisted designs being considered for this year’s Design of the Year award by London’s Design Museum. Hadid’s design was placed first in the architectural category for the award, with a shortlist

also including a portable eye examination kit and Volkswagen’s XL1 CAR. The overall winner of the Design of the Year award is expected to be announced on June 30. Named after the former Azerbaijani president, the Heydar

Aliyez Centre was completed in May 2012 and is without a single straight line. The building contains three main sections – the Heydar Aliyev Museum, nine-floors of exhibition halls and a spectacular auditorium for music concerts.

04 UBER LUXURY VILLAS NEAR COMPLETION IN DUBAI The $300m Sanctuary Falls, a 97-villa luxury community in Jumeirah Golf Estates, is on course for completion in Q4 2014. Developed by Shaikh Holdings and constructed by Arabtec, consultants on the project include DSA Architects, 40 North and LMS for landscaping, HBA for interior design and Studiolumen for lighting. It claims to be the only project in Dubai that provides buyers with the ability to fully customise

their floor plan, thanks to the developer’s bespoke villa team, and includes features such as basements, lifts and state-of-theart home automation. The luxurious offering is said to have attracted a host of high profile residents including Bollywood celebrities. The development is located next to two 18-hole championship courses – Earth and Fire – as well as the Golf Academy & European Tour Performance Institute.

THE BACK PAGE

A DAY IN THE LIFE OF…

Based in Dubai, Imran Akram is director of Macro’s 24-hour helpdesk as well as its computer aided facilities management (CAFM)

“Once I get my chance, I normally watch the sports channels to see how badly my football team, West Ham, is doing.”

IMRAN AKRAM DIRECTOR OF 24FM, MACRO

MORNING

AFTERNOON

EVENING

When the alarm goes off at 5.30am, I look at any emails received overnight. Then it’s time for my Cross Fit class and a quick shower before I’m off. I arrive at the office around 8am. As soon as I walk in I check the telephony wall board in the helpdesk to determine the performance of the night shift team. I make a point of talking to the team before they leave to hand over to the day team, in case they want to discuss anything. Apologies for the cliché, but no day is the same! Usually, I have a catch-up with the ICT manager, FM systems consultant and helpdesk supervisor to discuss any major projects or issues.

As my role is global, emails and calls from the UK team start pouring in after lunch. I make sure I talk to the head of service delivery at our London office to discuss key projects and performance. My desk overlooks the helpdesk and I check the wall board periodically to ensure that the required performance levels are maintained. The team never lets me down. The rest of the afternoon can be devoted to a combination of a number of different activities. These include performance monitoring reviews of the helpdesk team, financial reviews, business development and generally ensuring that my team is getting the support they need from me.

I try to get back home at 6-7pm to spend time with my sons before they go to bed. My role requires regular travel between the UAE and the UK so quality time with the family is essential. Emails and calls continue to come in from the UK team and I respond to those that require immediate attention – the rest can wait until the next day. I then have to patiently wait for my turn to watch TV, after my sons have gone to bed and my wife decides to give me the remote control. Once I get my chance, I normally watch the sports channels to see how badly my football team, West Ham, is doing. I’m in bed by about 11pm for some much needed sleep, before I do it all over again.

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